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Classical Organizational Theory

The main focus of the classical organizational theory is changing the management process to improve work performance. Different researchers attempted to create an effective system regarding three different aspects of management that can increase work efficiency. For instance, Henri Fayol was trying to construct a theory of classical management to prioritize the interactions between a manager and staff. He provided a framework that could be used by supervisors in their work, which included several principles that should be taken into account while communicating with personnel. Such activities involved planning, organizing, commanding, coordinating, and controlling.

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As for the first principle, it is evident that a manager should participate in the process of designing every business project to acquire full control over the situation and monitor other individuals’ operations. The second principle means that the manager should also guarantee that workers have access to all resources that are needed in the production (Fayol, 2016). The third important aspect implies that a supervisor has the power to guide and direct the staff to a particular result. However, aside from commanding and giving orders, coordinating their actions is also essential. In other words, without cooperation, it would be more difficult to complete work-related tasks. The final aspect is the principle of control, which means that a manager is the one who evaluates the result and makes sure that the instructions are properly followed. Since his theory touches upon the subject of the relationship between a supervisor and a team, it is considered to be classical, and therefore, it is accepted in the business community.

As for other ideas, for example, Fredrick Taylor developed a theory of scientific management, which focused on providing various rewards for the quality of performance. It should be done to increase a team’s motivation and overall productivity (Savino, 2016). It can be assumed that such type of relationship is mutual since both participants, the employer and the employee, acquire benefits from working with each other. Aside from that, every other aspect of the business should receive profits, which seems an ambitious idea. For this reason, Taylor also created several principles that could help companies’ owners ensure maximum prosperity. For instance, the researcher suggests breaking down tasks into smaller ones and distributing them among the team to increase the speed of their completion (Savino, 2016). Another suggestion is monitoring the performance by a manager, as well as creating a clear hierarchy of workers according to their efforts and skills.

The third researcher who also contributed to the development of classical organization thought is Max Weber, who constructed a theory of bureaucracy. Its main principle is built on the belief that power should be firmly distributed between a team and a manager. Additionally, to improve the outcomes of business activities, strict measures and rules should be implemented in every company (Khorasani & Almasifard, 2017). For example, the hierarchy in a team should be assembled according to the skill levels of each worker, while a manager should be at the top of the chain. Consequently, it means that a supervisor should possess all the appropriate qualifications. Moreover, a manager is held to a high standard of skills and knowledge, while the personality of a potential administrator is not considered. There is doubt, however, that this theory is effective in a business environment since it discourages teamwork, creativity, and encourages routinely completing tasks.


Fayol, H. (2016). General and industrial management. Ravenio Books.

Khorasani, S. T., & Almasifard, M. (2017). Evolution of management theory within 20 century: A systemic overview of paradigm shifts in management. International Review of Management and Marketing, 7(3), 134-137.

Savino, D. M. (2016). Frederick Winslow Taylor and his lasting legacy of functional leadership competence. Journal of Leadership, Accountability and Ethics, 13(1), 70-76.

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