Classical Management Approach Quiz

A core assumption underpinning the Classical Approach to management, particularly during its development post-Industrial Revolution, was that:

• Employee social needs and job satisfaction were paramount for productivity gains.

• There exists a rational, scientific 'one best way' to structure work for maximum efficiency.

• Flexible, team-based structures were essential for adapting to market changes rapidly.

• Participative leadership styles would unlock greater worker creativity and output.

Henri Fayol's management function of 'Organising', within the Classical framework, primarily involves:

• Monitoring employee performance against predetermined quantitative standards closely.

• Setting long-term strategic goals and the overall direction for the entire business.

• Arranging resources and structuring tasks and authority to implement plans effectively.

• Inspiring and motivating the workforce through communication and shared vision building.

A manager in a factory meticulously breaks down the assembly process into numerous small, repetitive tasks, assigning each worker to perform only one specific step. This practice best exemplifies the classical principle of:

• Wide span of control allowing managerial autonomy.

• Strategic planning focused on long-term market positioning.

• Democratic leadership encouraging employee input.

• Division of labour and specialisation for efficiency.

Imagine a large government agency with strict rules, many layers of authority, and formal communication protocols required for every action. This structure most closely resembles the classical concept of:

• A flat organizational structure promoting teamwork.

• An informal network based on personal relationships.

• A bureaucracy emphasizing procedures and hierarchy.

• An adaptive system designed for rapid innovation.

The leadership style most characteristic of the Classical Approach, where managers make decisions unilaterally and expect strict compliance, is known as:

• Participative leadership.

• Democratic leadership.

• Autocratic leadership.

• Collegial leadership.

A manager implementing the 'Controlling' function, as described in the Classical Approach, would most likely be engaged in:

• Developing the company's five-year strategic expansion plan into new markets.

• Measuring current production output against the daily target and addressing deviations.

• Conducting team-building exercises to improve interpersonal relationships among staff.

• Redesigning the organizational structure to foster greater employee empowerment.

The concept of a 'Chain of Command' within a classical hierarchical structure ensures that:

• Employees receive conflicting instructions from multiple managers simultaneously.

• Authority and instructions flow clearly from higher to lower levels of management.

• Decision-making power is distributed evenly across all levels of the organization.

• Communication primarily flows upwards from workers to top management levels.

Henry Ford's assembly line, while highly efficient, often resulted in worker boredom and high turnover. This outcome highlights a potential weakness of the Classical Approach, namely:

• Its failure to establish clear roles and responsibilities for workers.

• Its tendency to prioritize human factors over productivity targets.

• Its potential disregard for employee motivation beyond monetary rewards.

• Its inherent slowness in implementing standardized procedures effectively.

A classical manager believes that the primary motivator for employees to perform tasks efficiently is:

• The opportunity for challenging work and personal growth opportunities.

• A strong sense of belonging and positive relationships with colleagues.

• Recognition from peers and a feeling of contributing to team success.

• Financial compensation tied directly to their output or task completion.

Tactical planning, as defined within the classical management functions, typically involves:

• Setting the overall, long-term vision and mission for the entire organization.

• Developing detailed, short-term schedules for daily or weekly production tasks.

• Translating broad strategic goals into specific plans for departments over one or two years.

• Reacting spontaneously to immediate operational problems as they arise daily.