Frederick Taylor also found in his studies that non-incentive wage systems allowed lower productivity as workers that are receiving the same wage regardless of the output. “Non-incentive wage systems encourage low productivity if the employee will receive the same pay regardless of how much is produced, assuming the employee can convince the employer that the slow pace really is a good pace for the job.” (netmba.com, 2003) this quote also shows that employee’s tried to dodge the time and motion study in fear that employers will set new time benchmarks. 7 Advantages to Writing Business Policies and Procedures. However a Modernist approach may be that a worker does not solely rely on money as a part of their motivation, non-financial methods of motivation are also favoured upon.
Frederick Taylor also found in his studies that non-incentive wage systems allowed lower productivity as workers that are receiving the same wage regardless of the output.
Furthermore during the 1885 – 1915 Scientific management was developed by Frederick Taylor, sometimes known as the father of “scientific management”, scientific management was aimed at improving the processes of an organisation.
Scientific management theories aimed at improving employee productivity using ‘time and motion’ studies, for example using larger shovels in order to reduce the amount of stops between A and B.
This to an extent shows the validity of the statement whether a classical approach is no longer suitable to existing organisations and change. Henri Fayol A Classical Management Administrative Theorist Commerce Essay [Internet]. [Accessed 6 September 2019]; Available from: https://
Henri Fayol’s theory on a balanced hierarchy shows importance of a changing hierarchical model.
To an extent the classical approach for modern organisations has given a variety of choice of managing employee’s within an organisation based on their environment and size.
Larger modern organisations may adopt a matrix structure inorder to allow them to monitor their employee’s effectively whereas smaller organisations may adopt a flat structure which enables change to be processed quicker.Organisations are becoming larger in scale and are beginning to operate in a variety of worldwide markets, managing change and its employee’s is becoming increasingly difficult therefore having to adapt to different management approaches in order to stay competitive, furthermore this leads back to whether the classical/modernist approach is still appropriate to this time and age.Henri Fayol a classical management administrative theorist has developed 14 principles which give managers fundamental basic guidelines to follow.Furthermore another classical management theorist named Max Weber aimed to reduce bureaucracy using his ‘Bureaucratic Management’ model which he developed in the late 1800’s.Classical management theorists argue that other areas of classical management simply do not exist – for example job enrichment and psychological needs of an individual.However American modernist named Melville Dalton argued in his management studies that power and decision making can be spread amongst lower ranking employees instead of having managers to make decisions on their behalf in any hierarchy model. “the increasing size of modern organizations and the increasing complexity of the problems with which they have to deal makes technically impossible the participation of the rank and file in the making of decisions.” (lilt.ilstu.edu, 1998) This quote also shows that larger organisations find it increasing difficult to implement decisions and change. Henri Fayol A Classical Management Administrative Theorist Commerce Essay. However in modern organisations, various different types of hierarchy structures can be implemented inorder to suit the business needs.For example Flat structure and Matrix structure, the flat structure gives employee’s more decision making responsibility with fewer layers of management from the director to the worker, on the other hand a matrix structure has various management and supervisory layers from top to bottom.On the other hand Simon Herbert who is a modernist questioned rationality within an organisation, as an expert in the administration field Herbert identified areas in which decision makers can align rationality and judgement against organisational goals. Consideration of the origin of Herbert Simon’s theory of “satisficing” (1933-1947). issn=0025-1747&volume=42&issue=10&articleid=865543&show=html. Simon Herbert has divided rationality into six different areas, some of which are “1.