Because the organization is operational 24-hours, it is imperative workers perform as if they are part of a machine in order to achieve optimum output for the organization.

This week we have been learning about classical management approaches and if they still have a place in todays organizations.

Frederick Taylors scientific management approach, Henri Fayols theory of administrative science, and the idea of bureaucracy were all discussed as classical management approaches.

Google touts a flat organizational structure that allows employees, teams or groups to bypass middle management and report directly to the CEO which in turn maximizes effectiveness of innovation.

In addition, because employees can also meet and share information across teams, the organization has the capability to rapidly respond to the market (Smithson, 2015).

Thus, Google is rated second on Forbes 2015 list of the worlds largest technology companies (Chen, 2015).

Modaff, DeWine, and Butler (2008) characterize the classical management approach with the metaphor of a machine (p.

In a manufacturing company, a machine approach is exactly what is needed to increase production and profits.

Almost everyone in the city works or is related to someone that works at the paper mill.

Needless to say, our little city depends on the success of that organization.

Although the mill has seen multiple owners in its lifetime, the classical management structure for the 24-hour operational plant has remained consistent.

International Paper is a global paper, packaging, and pulp company with manufacturing operations worldwide.

Specifically at the Bogalusa mill, operations are run 24 hours to process pulp and make packaging materials.

The paper mill operation employees are departmentalized by the pulp processing teams, groups that run the paper machines, and machine maintenance crews.

Fayols support of fair remuneration for well-directed efforts is considered through International Papers employee profit sharing program implemented when production expectations are met (Eisenberg, et.

Although managers are responsible for governing work performance, they must work closely with the union leaders to make sure expectations are reasonable for both parties.

Secondly, when vacancies occur, personnel must be selected on the basis of technical qualifications (Eisenberg, et.

International Paper utilizes its profit sharing program as incentive for every employee to understand the company mission and what needs to occur for the organization to make a profit.

Home Depot is doing so by recruiting and hiring military personnel.

Subordinates are to follow the directives to ensure the managers plan is implemented.

Similarly, at Home Depot, all major decisions and goals flow down from Nardellis office.

Although this appears to provide a cohesive, clear direction for the organization, it unintentionally creates a culture based on fear.

My father-in-law, an International Paper employee, has shared horror stories where employees hide work related injuries because the Mill Manager has established a safety goal and the employees fear retribution if injuries are reported.

Similarly, the Bloomberg article indicates eleven former executives described a culture of fear and demoralized staff affects customer service (Grow, et.

Classical Management Theory