3.

TEORI-TEORI KLASIKAL

PPP6023
LATAR BELAKANG SEJARAH
• Kebanyakan konsep-konsep dan amalan
semasa pengurusan adalah berasaskan
kepada teori-teori pengurusan yang awal
LATAR BELAKANG SEJARAH
• Contoh
– Assembly lines
– Job standardization
– Work teams
– Employee policy manuals
BAGAIMANA PENGURUSAN DIAMALKAN
BERIBU TAHUN YANG LALU?
• The Egyptian pyramids and the Great Wall
of China are good examples of projects of
tremendous scope and magnitude that
employed tens of thousands of people
ADAM SMITH
• Adam Smith, author of
the classical economic
doctrine, ‘The Wealth of
Nations’ argued
brilliantly the economic
advantages that
DIVISION OF LABOR
would bring to
organizations and
society
• The INDUSTRIAL REVOLUTION can be
thought of as possibly the most
important pre 20th century influence on
management – the introduction of
machine powers, combined with the
division of labor, made large, effective
factories possible
• PLANNING, ORGANIZING, LEADING &
CONTROLLING became necessary
 HISTORICAL BACKGROUND OF
MANAGEMENT THEORIES
Early examples Adam Smith Industrial
Revolution

Egyptian Wealth of Machine power

Pyramids Nations

Great Wall of Division of labor Mass

China production
 TEORI-TEORI KLASIKAL
• Pengurusan Saintifik/Scientific
Management (F. Taylor)
• Teori Pentadbiran/ General Administrative
Theory (H. Fayol)
• Teori Birokrasi (Max Weber)
 SCIENTIFIC MANAGEMENT
• Defined as the use of scientific method to
define the ‘one best way’ for a job to be
done
 ADVOCATES OF SCIENTIFIC
MANAGEMENT
• FREDERICK W. • FRANK & LILIAN
TAYLOR (1856-1915) GILBRETH (1900s)
• Mechanical engineer • Husband & wife
• ‘one best way’ • Construction
• Four Principles of contractor &
Management psychologist
• ‘motion pictures to
study hand-and-body
motion’
 SCIENTIFIC MANAGEMENT
• Frederick Taylor – the father of scientific
management movement
• Laborer, clerk, machinist, foreman, chief draftsman,
chief engineer
• Believed that individuals could be programmed to be
efficient machines – needed constant direction &
control
• Taylor sought to create a mental revolution by
defining clear guidelines for improving productivity
efficiency
• Focused on physical production and time & motion
studies
 TAYLOR’S FOUR PRINCIPLES
OF MANAGEMENT
• Develop a science for each element of
work
• Select, train and develop workers
• Cooperate with workers
• Divide work and responsibility equally
 CHARACTERISTICS OF
SCIENTIFIC MANAGEMENT
• For efficiency
– A large daily task
– Standard conditions
– High pay for success
– Loss in case of failure
– Expertise in large organizations
 FRANK & LILIAN GILBRETH
• Were inspired by Taylor’s work & develop their
own methods of scientific management
• Best known for experiments in reducing the
number of motions in bricklaying
• Were the first to use motion picture films to study
hand and body motions in order to eliminate the
wasteful ones
• Also devised a classification scheme to label 17
basic hand motions called THERBIGS
 GENERAL ADMINISTRATIVE
THEORISTS
• Henri Fayol (French)
• Max Weber (German)
• Ralph C. Davis (British)
• These writers focused on the entire
organization
• They’re important for developing more
general theories of what managers do and
what good management practice is
HENRI FAYOL
• Wrote around the
same period as
Frederick W. Taylor
• Managing director &
mining engineer of a
large coal mining firm
• His attention was
aimed at the activities
of all managers
 HENRI FAYOL
• Described the practice of
management as distinct
from other typical
business function
• Stated 14 principles of
management
(fundamental/universal
truths of management that
can be taught in schools)
• Departmental division of
work and coordination
 FIVE FUNCTIONS OF
ADMINISTRATIVE BEHAVIOR
• PLAN – study the future & arrange the plan of
operations
• ORGANIZE – to build up material & human
organization of the business, organizing both people
and materials
• COMMAND – to make the staff do their work
• COORDINATE – to unite and correlate all activities
• CONTROL – to see that everything is done in
accordance with the rules which have been laid
down and the instructions which have been given
 LUTHER GULLICK
• Coined acronym POSDCoRB that identified 7
functions of management:
• Planning
• Organizing
• Staffing
• Directing
• Coordinating
• Reporting
• budgeting
 FAYOL’S 14 PRINCIPLES OF
MANAGEMENT
• Division of work
• Authority & responsibility
• Discipline
• Unity of command
• Unity of direction
• Subordination of interests
• Remuneration
• Centralization
• Scalar chain
• Order
• Equity
• Stability of personnel
• Initiative
• Esprit de Corps
 MAX WEBER (1922)
• Developed a theory of authority structures
& described organizational activity based
on authority relations
• Described the ideal form of organization,
the BUREAUCRACY, defined as a form of
organization marked by division of labor,
hierarchy, rules and regulations &
impersonal relationships
MAX WEBER
• Division of labor
– Jobs are broken down into simple, routine & well defined tasks
• Authority hierarchy
– Offices /positions are organized in the hierarchy, each lower one
being controlled & supervised by the higher one
• Formal selection
– All organizational members are to be selected on the basis of
technical qualifications demonstrated by training & education
• Formal rules and regulations
– To ensure uniformity & to regulate the actions of employees,
managers must depend heavily on formal organizational rules
• Impersonality
– Rules & controls are applied uniformly, avoiding involvement
with personalities & personal preferences of employees
• Career orientation
– Managers are professional officials rather than owners of the
units they manage. They work for fixed salaries & pursue their
careers within the organization.
 RALPH C. DAVIS
• An engineer, developed his perspective on
managing as a result of his exposure to
management at both the bottom level & the
executive level of organization
• Revolved around ‘organic’ functions of
management: planning, organizing & controlling
• Proposed that these functions were universally
applicable to all types of organizations & also
stressed the need for professional managers
 SUMMARY OF PRINCIPLES OF
SCIENTIFIC APPROACH TO
ADMINISTRATION
• 1) Division of labour
• To administrative managers, division of
labor was essential
• The more a task could be broken down
into its components, the more specialized
and therefore the more effective the
worker would be performing the task.
• Task jobs departments
• 2) Span of control
• The number of workers supervised
• Considered most effective was 5 – 10
subordinates
• Pyramid-shaped structures – with single
executive, with power and authority
flowing uniformly from top to the bottom
• 3) Homogeneity of positions
• Positions grouped in any four different
ways:
– Major purpose – common goal
– Major process – similar skill/technology
– Major clientele – dealing with similar
clients/materials
– Major location – based on geographic area
• Does homogenizing bring problems?
 SUMMARY
Henri Fayol Functional view of a manager’s job

Weber Bureaucratic characteristics of

organization

Davis Description of executive leadership

& professional managers reiterated
the importance of managers &
management to organization
 SUMMARY…
• Time and motion studies
• Division of labor and specialization
• Standardization of tasks
• Unity of command
• Span of control
• Uniqueness of function
• Formal organization