Many flaws can be found with the classical approach, the birth of which is widely accredited to Fredrick Taylor, in particular how employees became bitter and angry with the levels of "managerial thuggery" (Rose 1988) that Taylor promoted. There already existed high levels of worker-management conflict, and Taylors approach merely heightened the tensions that it had set out to tackle.
Taylors view, and later, Henri Fayol's view of how an organisation could be managed solely focused on the productivity of the worker and how efficiently work could be carried out. It did not take into account the morale of employees or any of their emotional needs, resulting in a workforce which became increasingly dissatisfied with their working environment.
Mayo and Maslow developed an approach which was more emphasized on the management of worker morale and leadership rather than merely viewing employees as "greedy robots" (Rose 1988).
This theory, which would evolve into what is known as the Human Relations approach to management, was focused on the thought that a happy and satisfied employee was a more productive employee.
The classical approach to organisational management (1900-1930) emerged from the Industrial Revolution and was born out of a necessity to replace the "trial and error" approach, which was prevalent prior to this, with a more focused and consistent approach to how an organisation should be managed. This new approach was focused on the efficiency of an organisation and in improving the performance and output of its employees. The classical approach can be divided into three main areas, scientific management, bureaucracy and administrative management. . (Managing Change. Bernard Burnes)
Fredrick Taylor (1856-1917) viewed the management of organisations production efficiency as a science and he is accredited with being the father...