Management Approaches Classical-scientific Behavioural Contingency

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

Management Approaches 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

Management Approaches 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

Behavioural Management Approach 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.

Behavioural Management Approach Flat organisational structure and teams The most important functions of management are leading, motivating, communicating Participative democratic Leadership style

Management as leading 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

Management as motivating 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.

Management as communicating 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.

Employees or work teams Flat organisational structure 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

Flat organisational structure and teams 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.

Flat organisational structure and 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

Participative or democratic leadership style Single source of authority, subordinates follow orders, one way communication, motivation through sanctions and rewards. Virtually no central management. Highly skilled workers reaching specific objectives and results. Laissez-faire Participative/democratic Autocratic/authoritarian Power shared, employee empowerment, employees are self directed and intrinsically motivated. Employees abilities and skills are similar.

Behavioural Management Approach Leading –Motivating and directing human resources in an organisation to achieve its objectives. 1. Management as leading, motivating and communicating 1. 3. Motivation is the individual, internal process that energises, directs and sustains an individual’s behaviour. 2. Communication is the exchange of information between people, the sending and receiving of messages. 3. a ‘de-layering’ of management structures resulting in the elimination of one or more management levels. 2. Flat organisational structure 1. Power shared, employee empowerment, employees are self directed and intrinsically motivated. Employees abilities and skills are similar. Democratic or participative leadership 1.

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.