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Classical Organizational Theory deals with “Systematic processes necessary to make
bureaucracy more efficient and effective”, in other words, theory “deals with the formal
structure, internal workings, and external environment of complex human behavior within
organization” (Milakovich & Gordon, 2013, p. 145). Organization theories are knowledge
systems that examine and clarify the composition, roles, and activities of organizations as well as
the behavior of organizational groups and individuals (Onday, 2016, 88). The initial and primary
theory of organizations was classical organizational theory (Onday, 2016, p.88). It addresses
horizontal differentiations between units as well as hierarchical levels of authority, coordination,
and (Onday (2016), p. 91). I would like to talk about the contributions made by early structural
theorists like Max Weber, Fredrick Taylor, and Henri Fayol to the theory.
Naturally, all societies- ancient, medieval, and modern have an administrative role
(Lutzker, 1982, p. 121). They study of bureaucracy examines how administrative agencies
operate as institutions within the framework of governmental system (Meier & Krause, n.d., p.1).
Political science gave rise to this field of research more than a century ago when German
sociologist Max Weber proposed that ‘rational-legal authority” was the best approach to rub
government operations (Meier & Krause, n.d., p.1). The goal of Weber’s Bureaucratic Model
Theory was to pinpoint the elements of a properly organized government bureaucracy
(Milakovich & Gordon, 2013).
According to (Milakovich & Gordon (2013), p. 146), his model suggests five essential
elements that might improve the current state of government bureaucracy: hierarchy, formal
structure of rules and processes, division of labor and functional specialization, upkeep of files
and other records, and professionalization.
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1. An organization should achieve a balance between power and responsibility through
appropriate labor division. The company should immediately profit from the direct
specialization of each person, since they would be knowledgeable in their respective
tasks. The tasks would be separated into tiny, easy, routine categories, and each
employee would be accountable for what they know best. According to the idea, each
worker is aware of their position inside the company.
2. The basis and defining characteristic of the bureaucratic approach is hierarchy. The
tiers of management were in charge of staffing, overseeing performance, and assigning
duties to one another. Organizations can establish a chain of command through
organizational hierarchy, facilitating communication from the bottom to the top. The
hierarchy in question is designed to represent channels of communication.
3. Every organization must have to have a written set of policies and procedures, and all
members of the organization should abide by the rules at all times. Every worker needs
to be aware of the expectations placed on them. The official rules outlined every
administrative procedure, and by following them, a company may ensure staff
coordination and uniformity. Rules should not change, but if they do, upper
management should announce the changes again.
4. In order to respond appropriately and consistently in similar circumstances in the road,
organizations should preserve their files and records (Milakovich & Gordon, 2013,
p.146).
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5. The selection of employees should be based on their qualification and abilities relevant
to the position; they should work full time in a career oriented area and get benefits in
addition to a paid day (Milakovich & Gordon, 2013, p.146). It is intended to assist in
placing workers in appropriate roles. Additionally, it could enable the worker to
become an authority in their industry by helping them specialize in it.
The model embodies Weber’s endeavor to identify and furnish remedies for the optimal
configuration of an organization. He thought that the most effective approach to create
organizations was through bureaucracy. His thesis takes the position that organizations should
behave rationally rather than acting on their leaders’ illogical feelings or intentions. This model
lacks dimensions and is highly formalistic (Milakovich & Gordon, 2013, p.147). Employee
connections in this approach would be quite impersonal and they would be very remote from one
another. There is no chance of dialogue in both directions. It was a good way to address the
issues with the conventional administrative structure, but it would give the top management all
the authority and influence.
However, more work has been conducted on the administrative side to identify the
principles of administration and the ideal structure for an organization or work process. Fredrick
Taylor is linked to this type of work process design (Meier & Krause, n.d. Pp. 2-3). He
conducted tests to establish the ideal framework or occupations. The managerial tradition in
organization theory began with the creation of Fredrick Taylor’s idea of scientific management
(Milakovich & Gordon, 2013, p. 149). Because of his achievements Taylor is referred to as the
Father of Scientific Management (Sarker & Khan, 2013, p.2).
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The focus of the scientific management theory is on the optimal method of task
execution, it looks at how a job scenario may be set to maximize worker productivity (Sarker &
Khan, 2013, p.2). Taylor’s philosophy, which has been founded on work planning to achieve
efficiency, standardization, specialization, and simplicity, supports a scientific approach to
management (Ferdous, 2016). In his writings, he had asserted that management is derived from
substantial manufacturing experience as well as theory. Theoretically worker management
cooperation should result in increased production and improve efficiency. This approach is
considered a productivity revolution by some academics (Turan, 2015, p. 1103). The scientific
management principles are as follows:
1. They develop a science from each element of man’s work.
2. They scientifically select, train, teach and develop workmen.
3. They cooperate with the man so all the work is done in accordance with scientific
principles developed.
4. There is equal division of labor and responsibility between management and workmen.
Considering scientific management concepts, one may argue that they made a significant
contribution to modern management.
Administrative management, the second area of classical organizational theory approach,
is concerned with managerial effectiveness, whereas scientific managers focus on job design
when studying management. This is in contrast to managers who adopt the complete perspective.
Administrative management, also known as comprehensive analysis of management—was
centered on the efficiency of organizations, and Henri Fayol was its most significant contributor
(Sarker & Khan, 2013, p. 3). His meticulous research was condensed into management concepts,
and the results were published in "General and Industrial Management." He declared that his
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beliefs are predicated on the ultimate reality. His beliefs acted as a framework for managerial
decisions and activities. Some of his principles are as follows:
Division of labor and specialization encourage workforce efficiency and higher output, it also
improves speed and accuracy.
Authority is the supplement power or authority that allows management to offer the
appropriate commands to the subordinates. This is the plan of action that could result in the
performer bearing accountability, thus the required arrangements must be allowed for such
authority.
In the form of employee behavior, discipline, or compliance is a component of the
organization’s fundamental values, purpose, and vision.
Fayol was a firm believer in the value of teamwork and individual effort inside an organization.
His ideas are still applicable in contemporary management.
According to Akindele et al. (2016), organizational theory focuses on revealing
organizational behavior, membership, or the chemistry of organizational structure.where
organizational theorists' primary concerns have historically been the roles, authority dynamics,
and other aspects. Its roots are in the industrial revolution and the work process era, when the
worker was positioned at the core of the company. The employee has once again become
completely depersonalized in our modern environment. It's a team effort, well-organized, and
collaborative. We must strike a balance between our jobs and neighborhoods. We must never
forget that, as the Lord’s highest creation, we are all equal in his sight regardless of our jobs or
neighborhoods. “And He has made from one blood every nation of men to dwell on all the face
of the earth, and has determined their preappointed times and boundaries of their dwelling. So
they seek should seek the Lord, in the hope that they might grope for Him and find Him, though
He is far from each one of us; for in Him we live and move and have our being, as also some of
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References:
1. Milakovich, M., & Gordon, G. (2013). Public administration in America (11 ed.).
Wadsworth Cengage Learning.
2. Onday, O. (2016). Classical organization theory: From generic management of Socrates
to bureaucracy of Weber. International Journal of Business and Management Review. Vol.
4, No. 1. Retrieved from:
http://www.eajournals.org/wp-content/uploads/Classical-Organization-Theory.pdf
3. Sarker, S., & Khan, M. (20130. Classical and neoclassical approaches of management:
An overview. Journal of Business and Management. Vol. 14, No. 6. Retrieved from:
http://iosrjournals.org/iosr-jbm/papers/Vol14-issue6/A01460105.pdf
4. Meier, K., & Krause, G. (n.d.). The scientific study of bureaucracy: An overview. The
University of Pittsburgh. Retrieved from:
http://www.pitt.edu/~gkrause/0472113178-ch1.pdf
5. Turan, H. (2015). Taylor’s scientific management principles: Contemporary issues in
personnel selection period.Journal of Economics, Business and Management. Vol. 3, No.
11. Retrieved from: http://www.joebm.com/papers/342-M031.pdf
6. Lutzker, M. (1982). Max Weber and the analysis of modern bureaucratic organization:
Notes toward a theory of Appraisal. American Archivist.Vol. 45, No. 2. Retrieved from:
http://www.americanarchivist.org/doi/pdf/10.17723/aarc.45.2.n05v8735408776qh?code=
same-site
7. Akindele, S., Afolabi, Y., Pitan, O., & Gidao, T. (2016). The threads of organizational
theory: A phenomenological analysis. Management. Vol. 6, No. 5. Doi.
10.5923/j.mm.20160605.03
