Classical-scientific

Behavioural

Contingency

Management Approaches

Functions of Management:•Planning•Organising•Leading Note POLC are the 4 main •Controlling•Motivating•Communicating•Negotiating

•Classical – scientific•Management as planning, organising and controlling•Hierarchical organisational structure based on division of labour (specialisation of labour)•Autocratic leadership style

•Behavioural•Management as leading, motivating, communicating•Flat organisational structure, teams•Participative/democratic leadership style

•Contingency•Adapting management and organisational approaches to circumstances

• Identify the main functions of management.• These are- planning, organising, leading, controlling,

motivating, communicating• They are important to the business because they influence:

– The organisation and allocation of tasks to staff– The organisational structure– Levels of management– Management styles

• The behavioural approach: stresses that people should be the main focus of the way in which the business is organised.

• Workers have a social need to be fulfilled and want to feel part of a team. This leads to job satisfaction and output.

• Leading and directing human resources in an organisation to achieve its objectives.

• A good leader:– Delegates tasks to suitable

employees -hand over responsibility

– Listens to and respects employees– Conveys the goals of the business

and motivates them to be achieved– Is flexible– Understands the business and the

industry- has vision

• Motivation is the individual, internal process that energises, directs and sustains an individual’s behaviour. It is the personal force that causes a person to behave in a particular way.

• Recognition, self-worth and positive reinforcement are as important as pay rates and working conditions.

• Communication is the exchange of information between people, the sending and receiving of messages.

• Encompasses every management function

• Unless managers are able to communicate their thoughts and plans they will find it difficult to influence others.

Management

Employees or work teams

• Shorter Chain of Command and a Wider span of control

This means that there is a greater degree of two way communication between management and

employees

• Flatter organisational structures: have evolved due to a ‘de-layering’ of management structures resulting in the elimination of one or more management levels.

• They are more responsive to change, give greater responsibility to individuals, increase the span of control and provide greater freedom and autonomy for workers to carry out their tasks.

• Work cells concentration on one product, process or customer.

• Encourages multi-skilling, quality control and maintenance.

TEAMS• Teamwork: involves people who

interact regularly and coordinate their work towards a common goal.

• Can lead to superior performance. • Specialists in different areas work

together. • The manager will become a

facilitator:– Members must share a common

goals– They must trust each other and

feel valued– Decisions are made by consensus

Laissez-faireParticipative/democraticAutocratic/authoritarian

Single source of authority, subordinates follow orders, one way communication, motivation through sanctions and rewards.

Single source of authority, subordinates follow orders, one way communication, motivation through sanctions and rewards.

Power shared, employee empowerment, employees are self directed and intrinsically motivated. Employees abilities and skills are similar.

Power shared, employee empowerment, employees are self directed and intrinsically motivated. Employees abilities and skills are similar.

Virtually no central management.Highly skilled workers reaching specific objectives and results.

Virtually no central management.Highly skilled workers reaching specific objectives and results.

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Management as leading, motivating and communicating

Flat organisational structure

Democratic or participative leadership

Leading –Motivating and directing human resources in an organisation to achieve its objectives.

Motivation is the individual, internal process that energises, directs and sustains an individual’s behaviour.

Communication is the exchange of information between people, the sending and receiving of messages.

a ‘de-layering’ of management structures resulting in the elimination of one or more management levels.

Power shared, employee empowerment, employees are self directed and intrinsically motivated. Employees abilities and skills are similar.

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Contingency management Approach

• Stresses the need for flexibility and adaptation of management practices and ideas to suite changing circumstances.

• Each situation requires its own solution. • It believes that managers should use parts from a

wide range of management approaches. • Managers needs to be adaptable and flexible.• Management is constantly evolving with new

ideas and theories which is helpful for managers.