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Management Practices and Organisational Behaviour

Notes loss of human relationships. Moreover, despite the fact that there is division of
work among individuals and even though they may work independently of each
other, the unit to which they belong specialises in a particular activity and its
interdependence causes stresses and strains. Because these individuals and units
work for common goals it raises a serious problem of co-ordination so that work
may be done efficiently, cooperatively and harmoniously. As executive of each unit
is answerable to the goals set for his unit, he internalises his sub-unit goals resulting
in jealously guarded functional segments in the organisation.
Division of labour, moreover, causes several human problems of work. Due to
limited repetitive tasks, the workers feel boredom, monotony, psychological
alienation, etc. It also fails to utilise multiple capacities of people. The theory ignores
human values such as satisfaction of job.
(b) Scalar and functional process: The scalar and functional process raises another problem
of delegation of authority and responsibility. It is assumed that the rational personal
programme will help in selecting the personnel having capacities matching authority
and responsibility in a particular position. But the neoclassicists are of the view that
there is no measuring rod for measuring the capacity. Besides, in an organisation,
only capacities do not work, there are so many other kinds of overlays which affect
decision-making process. Moreover, as March and Siman have pointed out, in most
organisational situations, people are not looking for any optional solution but they
require ‘satisfying’ solution, i.e., solution that meet the requirements.
(c) Structure: Classicists have laid down certain principles which, if followed will lay
down a neat and perfect organisation structure, but the human behaviour disrupts
the best laid organisation plans. Research showed that major conflicts between line
and staff personnel in the organisation were experienced because jobs are becoming
increasingly specialized have requiring a higher knowledge context. It can be felt if
everything had worked in a predetermined way, there would have been no need of
specialised control agencies, or organisation structure and it was the only cause for
the development of control agencies.
(d) Span of control: The classical approach suggests a narrow span of control specifying
the number of subordinates to 5-6 at higher level and 20 at bottom. But the view of
neoclassicists favour a wider span of control having a large number of subordinates
under one supervisor. According to them, there are several considerations, such as
the abilities of supervisor and subordinates, nature of work, time schedules,
geographic dispersion, etc. The ability to handle the responsibilities increases with
the increase in level of education.
4. Bureaucratic Behaviour: Weber’s ‘ideal’ bureaucracy, the main constituent of the classical
theory, suggests the strict adherence to rules and regulations through mindless application
of the letters of the rule. The scope for individual initiative and contribution to the
organisation goal is thus limited. The result is red-tapism and observation of rules and
regulations becomes the main objective and the objectives for which these rules and
regulations are formed, are forgotten. Robert K. Morton has rightly observed that the
rules and procedures may take positive values and become ends rather than means to ends
and the decision-making tends to become a routine application of precedents with little
attention to alternatives not previously experienced. Today when problem-solving ability,
innovativeness and creativity are required, the bureaucratic approach appears to be
inadequate.
5. Neglect of Human Factor for Focus on Anatomy of Organisations: The classical theory is
devoted to specialisation of different parts of organisation to maximise output with the
use of minimum input. The classicists concentrate their views along with the division of

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