The paper “ Explaining Management Using Classical and Other Management Theories” is a meaty example of a case study on management. Classical management theories are based on autocratic leadership where managers are the decision-makers. According to these theories, objectives and set goals in any organization cannot be achieved without controlling and guiding the workforce. To develop an organizational culture, the managers determine what is right or is to be done and command movers from top to bottom where they are executed. The idea behind this is that workers are some form of machines that must be controlled if efficiency and productivity are to be achieved successfully.
This has been done mainly in the public sector where those at the top make decisions without necessarily involving those in the lower positions such as social workers. The managers are presumed to have all the required skills and knowledge to perform various tasks aimed at achieving the highest mark of productivity (Von Hippel, 2005). Classical theories divide the management structure into three management levels which include, top management, middle management, and supervisors. The top management is basically involved with the organization and control.
It is at this level that long-term strategic plans aimed at achieving organizational objectives are set. the middle management is involved with controlling any activity being undertaken by the supervisors. The formulation of policies and plans at the department level is done by this group of managers. The supervisors see to it that commands are executed. They take commands from the management and are in charge of every day to day activity. All these categories of people are important if the business has to realize its full potential as indicated by the aims and objectives. According to Taylor’ s management theory, the organizations of a company are achieved through division of labor where each individual is assigned a task in accordance with their skills, knowledge, and capability (Taylor & Francis, 2009).
Von Hippel, E. (2005). Democratizing Innovation. Cambridge, MA, MIT Press.
McKevitt, D. and Lawton, A. (2001). Public sector management: theory, critique and practice. London: SAGE publications Ltd.
Maylor, H. (2005) Project Management, 3rd Edition. New York: Pearson Education.
Taylor & Francis (2009), Behavior Management, Journal of Organizational Behavior Management, 2(12), 34-67