1. Management Approaches
Classical-scientific
Behavioural
Contingency

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

3. 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

4. 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

5. 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.

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

7. 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

8. 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.

9. 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.

10. 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

11. 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.

12. 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

13. 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.

14. 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.

15. 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.