The Differences and Similarities Between a Classical and Human Relations Management Approach

Richard Pennington The differences and similarities between a classical and human relations management approach

Management styles have varied over time. In the early 1900s Scientific Management was used by business men such as Fredric !inslow "aylor and #enry Ford. "he Introduction of this thining s$urred the vocali%ation of what was at times called &the human factor.' factor.' !alter (ill Scott and #ugo #ugo M)nsterberg became became the e*$erts at the time on the $rinci$le of &the human factor.' factor.' #uman relations theory then emerged ln 19+,. "his coincided with the uncertain economy of the -nited States in the 190s that saw a woring/class revolt and the (e$ression. ne $rinci$le difference between the two is the way worers are selected for certain obs. Scientific Management 2SM3 uses a scientific selection of the best $erson for the ob while #uman Relations theory 2#R3 assumes traditional ideas of ability have little to do with a worers $erformance. "he treatment of worers under SM was looed at as if they were machines whereas #R formulated ideas about the so called human factor. "aylor felt he had to defend his wor against the idea that he treated worers lie machines. #e came u$ with an analogy 4!as the surgeon5 trained to wor with $recise motions and according to strict $rocedures5 any less human67 2"aylor5 19,8 1+:3 SM states that worers are only interested in their own gain. ;ining $roductivity to wages therefore is the best way of motivating worers. !atson stated about worers self/interest 4management sim$ly has to7<4tie the monetary rewards of the wor to the level of out$ut achieved by the individual7 2!atson5 2!atson5 199: ,,3. #R disagrees with this saying that worers have needs beyond their own gain and organisations should try to cover these as worers act according to emotions too. Managers are res$onsible for organising the most efficient way of woring5 ee$ing the worers se$arate from the ob/related thining under SM. !atson called worers 4an economic animal5 a self/seeing non/social individual who $refers managers to do their ob/related thining for them7 2!atson5 2!atson5 199: ,,3. #R is o$$oses this saying that the wor$lace should be a system of informal grou$ relations5 alongside the formal.

Richard Pennington =oth management styles see to ma*imise $roductivity of their staff. SM tries to force the staff to be $roductive through the division of labour5 surveillance etc. while #R says that if you loo after your worers needs they will increase $roductivity naturally. >ven "aylor had to admit that there is a lot more to SM than mechanism and efficiency. "he $rinci$les of SM5 the $recise routines5 the reward system of $ayment and the standardi%ed tools are only $ossible with a 4com$lete mental revolution7 2"aylor5 19,8 +83. "here are mainly contrasts in the com$arison between SM and #R. ne would lie to treat each worer as if they are machines and the other thins they should be treated lie human beings. "hey are o$$osed on the motivation of staff and the way managers and worers should interact also. ne im$ortant similarity is the fact that they both wish to achieve the same goal5 the ma*imum $roductivity from their staff. In modern business it should be essential to balance a mi* of the two styles. !ith the management styles contrasting so much and both having their own flaws5 ada$tation and negotiation of both styles to the needs of the business and worers may be the only way to achieve their common goal. (541 words)

Richard Pennington Reference List

"aylor5 F. !. 19,8. Scientific management, comprising Shop management, The  principles of scientific management [and] Testimony before the special House committee. ?ew @or #ar$er. !atson5 ". 199:. Sociology5 wor and organisation. Routledge.