Classic Management continues to a business model, I am not sure how viable, for success in regards to manufacturing operations, military operations, agriculture and some post-secondary institutions. The mentioned organizations are just a few organizations/institutions that came to mind when crafting my message for this post. However, I am certain the classic management model can be streamlined to introduce the reality of this place and time, which is human relations involved due to social needs of employees and job satisfaction. The classic management model continues to thrive in the area I live and work, especially for small family owned businesses. Also, this area is agriculture driven community which I believe are immersed in Henri Fayol’s (1949) five elements of classical management: planning, organizing, commanding (goal setting), coordinating, and controlling (evaluating).” (Eisenberg, Goodall, Tretheway, 2009, p. 72).
My current employer, the University of Mount Olive, continues to operate under the classic management organizational model but with a “humanistic approach” (Madoff, 2008 p. 41) in areas. However, I do see some evolution in areas that involve human relations. The University of Mount Olive operates at the hierarchy level from with a top-down flow of information (Eisenberg, Goodall, & Tretheway, 2009, p. 68). In regards to Taylor, Fayol, and Weber I can say the University uses the Taylor’s scientific approach (p. 71) or today systems approach in the entire operation from hiring, training, information messaging from all departments, resource management, athletics management, academic management, accreditation management, etc. In reference to Fayol’s “administrative science to the classical approach” (p. 72), the University absolutely employs the five elements of classical management which I referred to in my opening paragraph. The elements of organizing are effective in project management especially in the mass of departments we have on campus. Now let us talk about the bureaucracy elements of organizational communication and models. The University’s daily operation has all of W. Richard Scott’s (1981) organizational bureaucracy characteristics (p. 75) with a heavy leaning on Weber’s rational of “of equal treatment according to ability” (p. 75).
I believe the University of Mount Olive is successful using the classic management approach. I believe some of the rational that lends to the success is due to the University is a small private institution that is governed by hierarchy of leaders who work hard to continue to the tradition of a liberal arts education in a Christian atmosphere. The fall of 2016 seen the largest enrollment in 20 years of its 66 years of operation. As an employee of the University for over 5 years now and have been pleased with 95% of the tenure. I do believe as we evolve and our student body, professors, administration, academic and donors evolve there will be more of a human relations approach. Historically we have served a student population of eastern North Carolina who were first generation college students in their family, but now we serve a diverse student body with 25% of international students and 30% out-of-state students. We have only two person that operate our Human Resources department for our main campus and 7 satellite campuses. However, these two individuals are so awesome at their jobs and I have witnessed firsthand of how important human resources promote and protect an employee’s issues and successes. In my perception of the human relations approach, I feel strongly that our human resources department and the University’s leadership have utmost care and concern for their employees.
Now on to Mary Parker Follett (1868-1933) (p. 78) and Bob Nardelli of Home Depot. Would not the organizational world of any business better Follett’s approach of “people working together in groups under visionary leadership produced excellence in the workplace, the neighborhood, or the community” (p. 78). We have some of that at the University. And how what about Bob Nardelli’s “command-and-control” approach (classic model) at the Home Depot? Under his command Home Depot “sales soared from $46 billion in 2000 to over $81 billion in 2005. Wow…. Would it not be awesome to have all the approaches and business models have a little classic, human relations, and human resources approaches to their originations. I hear Google and a company in North Carolina called SaaS have honed on a magical approach that operates under a Customer Relationship Management Approach. Founder James Goodnight has company culture work environment has often been descripted as “utopian”.
I wonder if they have any communication positions available…….