The Influence of Classical and Human Relations Approaches in Management Today - Essay Example

Management Theories Q With reference to appropriate literature and cases, critically evaluate the influence of classical and human relations approaches in management today. Introduction Management is the aspect of being in control of a group of people or organization. It also entails being able to supervise, plan, command and coordinate employees towards achieving a common objective or goal of the organization (Smith, 2011). There are five main managerial facets that are of importance to this study and that work as cornerstones in the course of undertaking successful managerial initiatives and these include: leading, planning, organizing, staffing, directing and controlling. Through the effective execution of the above-mentioned managerial functions, the managers will be in a position to deliver positive leadership outcomes. It also helps in accurately identify productive trends in the market while enabling managers to have a better understanding of organizational behavior and culture. Kurt Lewin (1945); construed the fact that it is important to develop management and organizational behaviours by understanding of group dynamics, structures and processes. Kurt Lewin undertook to study human behaviours and came up with viable theories that sought to provide managers with credible management skills and strategies. Given the dynamic and responsive nature of the business industry, it is important for the managers to make effective use of the various management theories so as to handle uncertainty in the corporate world. It also provides insight into an individual’s professional capabilities (Lewin 1945). The different theories postulated by various academicians have been specifically designed to suit the specific management situations that a particular organization may be facing as will be outlined in our subsequent discussions. It is the obligation of the manager to assess the needs of their respective organization to determine what management style or approach best suits the present needs of their organization. As postulated in Mullin’s model, there is no one fit-it-all theory; every model serves a specific aspect of management. Critical thinking and decision making skills play a pivotal role in arriving at the most feasible management approach that blends with the nature of the organization and the culture it upholds (Appleby, 2007). Management Theory The core objective of the management theory is to help increase the efficiency of the labour force and subsequently increase the productivity of the organization. In order to achieve diverse duties and responsibilities in the organization, there is need to incorporate the various theories that relate with the task at hand to achieve the intended outcome. A good combination of these theories work to guarantee the successful execution of the strategic plan in a comprehensive manner. Some of the commonly used theories in business include: i. Contingency theory ii. Chaos theory iii. System theory iv. Theory X and Theory Y These are some of the feasible management theories in the business world as will be discussed below: Contingency Theory This theory demonstrates that managers make decisions on behalf of the organization based the prevailing circumstances. This is a behavioral theory that essentially depends on the internal and external conditions of the firm. The decision made depends on the nature of the prevailing circumstance and on the competency of the leader. According to Gareth Morgan (2011), the success of an organization is dependent on the manager’s ability to balance the internal needs and blend with the environment where the organization operates. According to the model, a leader may choose to include the workers and subordinate staffs in the decision-making process or opt for an autocratic approach depending on the nature of the organization and the participants involved (Morgan 2011). Systems Theory In this theory, leaders who have an in-depth knowledge of their organization are in a position to recognize how different organizational systems affect the productivity of the employees and in turn how the employees impact on the system. This theory demonstrates how the system depends on a variety of facets that must work in tandem which each other to achieve a common organizational goal (Smith, 2011). It allows managers to coordinate the various departments and units within the organizational setting and achieve the set targets and have a wider perspective view on the performance of the labor force on their various departmental duties and assignments. Chaos Theory This theory essentially recognizes the fact that change is inevitable in any organizational setting and cannot be prevented from happening. As the organization grows and expands in its operations, the possibilities of encountering uncertain events remarkably increase; as documented in the chaos theory. As the organization expands in stature and size to accommodate new complexities and structures, it becomes more susceptible to certain risks in the corporate world; in the process, the organization is subjected to changes in its system and processes over time. The managers ought to be prepared beforehand to address such eventualities and maintain its course of operation for stability and sustainability (Smith, 2011). Theory X and Theory Y This management theory is largely influenced by employee attitudes. There is a section of leaders who believe that employees must be motivated through incentives in order to increase their productivity; these leaders are considered to demonstrate Theory X leaders while those who believe that employees ought to be self-driven and take-up their mandated responsibilities without supervision are categorized as Theory Y leaders (Vecchio 2011). It has been construed through the theory that leaders who portray Theory X values most probably demonstrate authoritarian leadership style while those with Theory Y includes managers who engage in a participatory type of leadership style that engages all the relevant participants (Vecchio 2011). These theories have been linked to aspects of management theory that seek to improve the performance of an organization in the corporate world. It is important to keep a close watch on some of these key theories as they work as guidelines towards managing both human and physical resources and channelling them into the system to achieve the ultimate organizational goal (Vecchio 2011). Motivational Theory Concept One of the concepts that drives this objective of the management model is the employee motivation theory. Elements that impact on the motivational theory include drives; these are innate attributes that compel an individual towards meeting the basic needs of life. While motives are needs that have been learned over time depending on an individual’s environment; goals include the targets set by individuals with the aim of meeting personal objectives. The basic motivation (model Mullins, 2007) This theory works to demonstrate those special things that motivate the labour force towards espousing the delivery of their mandate in the production process. It works for the managers to identify its employees’ needs and work to meet them once the desired goals of the employees are met and there is assured contentment and a subsequent increase in productivity. Classical Theory Many managers and leaders are focusing much on the aspect of establishing specialized workforces to attend to specific work assignments but many critics have been quick to question the productivity of the process as workers tend to be limited to a specific discipline, reducing their flexibility and diversity at the work place. The classical management theory works on the assumption that managers and workers will ultimately meet at a common ground in as far as their interest in standardization is concerned. However, it has been evidently demonstrated by analysts such as Frederick Taylor and Henry Gantt that this theory has had a negative impact on managers as they develop their attitudes towards their employees and overlook their contribution to the organization. It is evident that the core objective of an organization is to maximize its profit margins by cutting down on expenditure and sufficiently utilizing its labour force to achieve this end while employees, on the other hand, seek for higher pay with reduced working hours creating a conflict that curtails the standardization process Classical relations The classical authors are focused on scientific management aimed at improving the organization’s structure with the ultimate aim of increasing efficiency and productivity. They attributed much to the importance of the various principles of design on a logical organizational framework. This essentially affects management as the set of guiding principles offered general solutions to common organizational problems and challenges. Fayol and Urwick have been largely recognized for their contributions to the principles of management as renowned classical authors write. Mooney & Reiley (1992), came up with a number of core principles which relate well with any business organization and these include: First, the principle of coordination-this is essential to any organizational setting and attributes to the aspect workforce collaboration to meet the ultimate objective of the organization. Unity at the place of work is a critical ingredient to the success of an organization, hence the need for the managers to oversee that harmony prevails and a high-level of professionalism on the side of the staff members. Second is the scalar principle-this is the hierarchy of the organization and how the whole system works. It precludes aspects such as roles and responsibilities of individual employees with regard to their position and the delegation of duties from the company’s executive leaders. Lastly, the functional principle-entails the specialization of assigned duties with a clear distinction between the various job groups. They advocated for practical approaches and models that have been tried, tested and found to be feasible with regard to organizational structure. Brech, a classical author, places much emphasis on the essence of the various functions in the organization and highlights the importance of some sense of flexibility relative to the situation at hand. Many classical theorists have been faulted for not taking into account sufficient personality factors and establishing a working environment where the labor force can only have limited control over their work due to the organizational structure implemented. The aspect of having a set of principles to offer managerial guidance has also been put on the spotlight by many critics as some organizations have complex, expansive systems with multiple goals that may fall outside the scope of the classical organization theory. Recent research studies have exhibited doubt about the viability of these principles when practically implemented, although it essentially led to a more systematic approach to management and also provided more generalized principles that are applicable to any corporate organization. These principles are equally important bearing in mind that they provide a platform for managers to coordinate their staffs with a well-crafted organizational guideline. It is important for the managers to take into account the various variables that change from one organization to the other and be in a position to know what strategy best suits the operational nature of their specific organization. They must also put into consideration the cultural and sociological factors ascribed to its employees when implementing the organizational principles. One of the organizations that focus on extensive specialization of labor, centralized decision-making and profit maximization strategies is the Coca Cola beverage company. This international corporation largely focuses on the specialization of labor where employees are assigned specific tasks that they are entitled to undertake throughout their stay in the company. It hence capitalizes on specialized labor with the ultimate aim of ensuring quality service delivery. The organization believes that its labor force is only ascribed to economic and physical needs with no guarantee for social needs demonstrating a classical management approach. It is largely focused on administrative and bureaucratic management styles with a clear division of labor. The organization enjoys on specialized service delivery from the employees; however, it fails to consider the social aspects of their workers, creating a void between the management and its staff. This works against the company as it is bound to experience a high employee turnover rate owing to an unsatisfying job ambience. ‘Human Relations’ approaches The theory of human relations essentially attributes to the shift in emphasis from the task being implemented to the workers mandated with the responsibility of executing the plans at the work place. It works to study people’s behaviors and giving insight to the managers on how best to handle their staff and get the best out of them. This theory goes to the extent of providing cognitive and emotional support to its workers. These human relations approaches have a significant effect on management in the sense that the effective management of the labor force reduces the burden on managers in terms controlling and supervising their staff members. A labor force that is well-motivated and sufficiently empowered has the potential to deliver great returns with very minimal supervision, depicting the vital role that the human relations theory plays in the course of management. Human relations also lays emphasis on effective communication between employees and the management. The theory advocates for a good rapport between the two functions to guarantee a win-win scenario where both parties’ interests are significantly met. The management allows employees to forward their opinions and suggestions so that they are able to know and address pertinent issues at the work place and hence increase employee satisfaction and ultimate productivity. This concept originated from Hawthorne studies that served to illustrate how social relationships play an integral role in the heart of organizational behavior to guarantee optimal productivity of human labor. Many top-ranking organizations in the current market environment make use of this human relation theory in its management style. Leading companies such as Samsung Corporation makes use of this management style by focusing on its employees at the work place rather than the company’s rules, regulations and procedures. The organization keeps a close touch and association with its labor force and hence are in a position to know the interests and divergent views of its employees. It also involves all relevant participants in the decision-making process. This makes the employees feel as though they are part and parcel of the organization and hence increases accountability and ultimate productivity at the workplace. Many managers have realized the importance of having a good relationship with its employees ensuring that they are sufficiently motivated as they are the key to achieving the ultimate goals of the organization. This explains why Samsung has risen to the helm of the largely aggressively and competitive information technology industry. This management theory, if not well managed, may lead to employees being very close to the managers, reducing the ability of top leaders to demonstrate their authoritative leadership. The association between the two facets need to be moderated. The two management theories significantly differ from one another owing to the fact that the classical approach solely focuses on ways of getting the job done without considering the welfare of the workers. On the other side of the spectrum, is the human relation theory that focuses on the workers entailed with various organizational jobs. While the human relation theory focuses widely on incentives, rewards and motivational initiatives aimed at appreciating its competent labor force, the classical approach is only focused on getting the job done without social connotation. While human relation works to build capacity and empower employees, the classical approach only focuses on labor specialization aimed at increasing productivity (Adams, 2009). Some managers have sought to make use of both classical and human-related styles in their management in moderation to regulate interpersonal relations between the managers and employees and labor specialization in relevant departments while at the same time attending to the social needs of the workers. Companies such as Volkswagen have retained their relevance in the industry for decades owing to its effective management protocol. Its human resource is based on employee competence and professional qualifications. It boasts of a very diverse, labor of productive workers to the tune of 157,000 personnel employed by the Volkswagen Group (Heath 2010). The company has been able to withstand competition on the international platform owing to the high competence, dedication and commitment of the labor force to deliver up-to-standard goods and services that meet the needs of the international market. It is evident that the organization makes use of the human relations management style to get the most from its talented labor force and be able to retain employees with exceptional skills. The company also employs aspects of the classical approach during its course of management. Due to the complex nature of the automobile industry, the firm makes use of specialization of labor in most of its departments to ensure the delivery of high-tech automobiles through highly skilled and specialized labor (aspect of classical approach). The human resource in this company is keen to learn the potential of each and every member of staff and so position every individual in the area in which they perform best and at the same time build their capacity to deliver their assigned duties. Given the recent technological advancement in the automobile industry, managers have been tasked with constantly upgrading their manufacturing processes and training their labor forces with the most recent technical skills and expertise in the quest to remain relevant in the market (Heath 2010). This is a clear demonstration of how both classical and human relations have a significant impact on the management of the company. In conclusion, it is evident that different theories work to achieve different objectives in the practical operation of a corporate organization. It is essential for the managers and top company executives to analyze the current needs of the organization with reference to the changing trends and preferences in the market and implement the most appropriate management theories that address the identified organizational needs. From this literature analysis, it is evident that the human relation theory has a significant positive impact on today’s corporate management as opposed to the classical theory; however, the two theories can be used in moderation with a considerable positive effect on corporate management as is exhibited by Volkswagen Automobiles. From the postulated human relations theory and theorist mullin’s Nature of Motivation Theory sort to give emphasis on the importance of having a motivated work force. Given that workers are the core driving force entrusted with execution of organization’s goal and objective, it is important to ensure that their expectations are met and that they are satisfied at their work place. This works to ensure that the needs of other stakeholders are met as a motivated labor force guarantees quality service delivery. It has been sufficiently supported by many theories as the most reliable approach that can be implemented by any organization to realize increased quality and overall productivity of labor; a practical example being Samsung Corporation as earlier mentioned in the paper review. This is a clear demonstration of the efficiency of the models when systematical executed by a competent labor force and a proactive management system. Bibliography Adams, S. J. (2009). Inequity in social exchanges. In Berkowitz (ed.) Advances in experiential social psychology. New York: Academic Press. Appleby, R. (2007). Modern business administration. 6th ed. London: Financial Times Mangement. Barney, J.B. (2010). Dimensions of Informal Social Network Structure: Toward a Contingency Theory of Informal Relations in Organizations, Social Networks, 7, 1-46. Bedeian, A. G. (2003).Management. 3rd ed. New York: Dryden Press. Buford, J. A., Bedeian, A.G., & Lindner, J. R. (2005).Management in extension. 3rd ed. Columbus, Ohio: Ohio State University Extension. Campion, M. A. (2013). Interdisciplinary approach to job design.Journal of Applied Psychology, August: 467-81. Donnelly, J. H., Gibson, J.L., & Ivancevich, J.M. (1995).Fundamentals of management. 9th ed. Chicago: Irwin. Goldhaber, G.M. (1992). Organizational communication. Sixth edition. New York: McGraw-Hill. Heath, L.R. (2010). Management of corporate communication. Hillsdale: Lawrence Erlbaum. Hersey, P., & Blanchard, K.H. (2011). So You Want to Know Your Leadership Style? Training and Development Journal, February 1974, 1-15. Hersey, P., & Blanchard, K.H. (2013). Management of Organizational Behavior: Utilizing Human Resources, 6th ed. Englewood Cliffs, NJ: Prentice Hall. Pugh, D.S. (2009). Organization Theory - Selected Readings (417-424), 3rd Edition. Harmondsworth: Penguin Books. Vecchio, R.P. (2011). Organizational Behavior (286-304). Chicago: Dryden Press. Vroom, V.H., & Jago, A.G. (1988). The new leadership: Managing participation in organizations. Englewood Cliffs, NJ: Prentice Hall House, R. (1997). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. Leadership Quarterly, 7 (3), 323-352.  Smith, M. J. (2011). Contingency rules theory, context, and compliance behaviors. Human Communication Research, 10, 489-512. Woudstra, E. & Gemert, L. van (2007). Planning van de interne communicatie: een kader. In J. Jaspers e.a. (Eds.). Handboek interne communicatie. (C5.2.3-C5.2.28). Houten: Bohn Stafleu Van Loghum. Read More