September 13, 2013.
In what way(s) can you identify with this style? How do you differ?
Henri Fayol`s classical management style is a widely used management style in contemporary organizations. The major emphasize on Fayol`s theory, is the manager (Dunn & Haimann, 2010). The style establishes five functions of management that I can personally identify with in my line of work as a health care manager. The following is how I identify with this style of management with specific functions.
Planning: As a manager in a complex health care organization, I recognize the importance of planning for activities and events to be accomplished within a given period of time. This has enabled good time management and reduction of wastage in resources.
Organizing: This entails the formation of an organizational structure. Being involved in management I highly stick to the organizational structure which dictates the roles of each department and the direction of communication within this structure. I am aware of who to report to in my line of duty as stipulated in Fayol`s classical management.
Commanding: Under my jurisdiction of work as a middle level manager, I ensure that I maintain activity among employees. This has always been important in realizing optimum results from employees. It helps making work done.
Coordinating: In line with Fayol`s style, I ensure that all employees are in harmony with each other in delivering services to patients. This also sees smooth running of my department.
Controlling: To achieve results, controlling is an important function in my line of work. I have to ensure that everything goes in accordance to the set principles in the organization.
In addition, I conform to most of the fourteen principles of management established in classical school of management including spirit de corps, equity, initiative, personnel stability, order, unity of command, unity of direction, compensation package and scalar chain. However, I differ with the following management principles (Dunn & Haimann, 2010).
As an administrator, specialization is not a possible course of action. I am required to accomplish various functions in my work that does not allow for specialization.
In addition, I tend to differ with the principle of subordination of personal interest to organizational goals. On the contrary, as a manager, I believe that employees` personal lives are part of the organizational goals. This is because when employees` needs are prioritized, they become satisfied, engaged and loyal to the organization hence increasing productivity (Lavis, Davies, Oxman, Denis, Golden-Biddle & Ferlie, 2005).
Also I tend to differ with the concept of centralization. Being a transformational leader, I believe that employee participation is important in propelling the organization`s agenda to the next level. Centralization as put forth by Fayol`s style focuses on top down power, or vertical communication which makes employees feel less important to the organization`s decision making process (Lavis, et al., 2005).
Authority and responsibility as suggested by Fayol emphasize authoritarian leadership. I believe in leading by empowering others, or transformational leadership. As such am highly opposive of this particular principle.
Name an organization that has adopted this style and describe whether it was successful.
Although health care organizations have not been passionate in management in the past decades as compared to business organizations, a number of them have adopted management styles in some way (Alistair, 2003). Mayo Clinic is one of the largest health care organizations in the United States. From the organization`s governance and management structure, it is clear that Mayo uses the classical management style.
With a good reputation of offering health care services, Mayo clinic encourages specialization of its employees particularly physicians. From pediatricians, cardiologists, oncologists, gynecologists, pathologists, nutritionists, opticians, dentists and ENT specialists, Mayo have a well structured workforce (Mayo Clinic, 2009).
In addition, the form of administration in mayo Clinic is centralization. Authority comes from the top Chief Executive and trickles down to other middle level managers and to other employees. This form of governing structure is inherent to classical management.
Mayo clinic encourages espirit de corps or simply team spirit (Dunn & Haimann, 2010). The success of Mayo clinic as global health care provider can only be attributed to the efforts of the Mayo community. In their popular medical website, the Mayo staff writes various articles on various health issues (Mayo Clinic, 2009). Team spirit is also a principle of classical management.
The success of mayo clinic in the health care sector is evidence of how the organization has successfully implemented classical management.
Consider the following scenario and apply your management style to it. How would you act in your chosen management style? You are the director of Tri-County Home Health Agency and, due to financial reasons, you are to implement an RIF (reduction in force), also known as a lay-off. How will you decide which jobs will have to be eliminated, who will be in on the decision-making process, and how will you notify employees about your decisions?
According to Classical School of management, bureaucracy/centralization is the focus of administration. As the top management at Tri-County Home Health Agency I will have the responsibility of communicating every decision to all employees. This is also to ensure that there is no confusion the way command or information is communicated as Fayol`s classical management emphasizes unity of command and direction.
When making decision on which employees should be retrenched, as a manager I would focus on specialization. Employees who are good in their line of work and have high productivity as a result of division of labor will be spared in order to enable the organization to move on and maintain quality. In addition, as director utilizing classical management, I understand the importance of initiative among employees (Alistair, 2003). Those employees who have been open to act in the organization`s interest without directives from the managers stand a high chance of being retained.
In addition, I will ensure equity in the manner in which I handle the situation. No double standard will be used in determining who is to leave and who is to stay. Fairness and justice exhibited in such a delicate exercise will ensure that those spared continue to have faith with the management at the same time ensuring those affected leave the organization upholding high regard with it management values.
To successfully execute this exercise, I will have to involve all employees. This is because in one way or the other everyone will be affected. Those leaving will lose their job while those left will need to reschedule to fill up for the gaps left. Having authority and responsibility as exhibited in the classical management principles mandates that a manager has the right to issue orders. Involving all employees will enable the whole team to establish what is good for both the company and the employees (Lavis, et al., 2005). It will help them understand why the organization is taking this move.
Alistair H., (2003) “Qualitative management research in the NHS: A classic case of counting to one?”, Journal of Health Organization and Management, 17 (2), pp.122 – 137.
Dunn, R. & Haimann, T. (2010). Dunn & Haimann`s healthcare management. Chicago, Ill: Health Administration Press.
Lavis, J., Davies, H., Oxman, A., Denis, J. L., Golden-Biddle, K., & Ferlie, E. (2005). Towards systematic reviews that inform health care management and policy-making. Journal of Health Services Research & Policy, 10 (1), pp. 35-48.
Mayo Clinic (2009 August, 14). Mayo clinic: governance and management structure. Retrieved http://www.mayoclinic.org/governance/pdfs/governance-management-structure.pdf (Accessed September 12, 2013).