Summarize the following and skip the second part: ) What can be learned from classical management thinking?
 The class management approaches encompass scientific management, administrative principles and bureaucratic organization. The basic assumption of the classical management approach is that people are rational and are primarily driven by economic concerns. the use of lessons from scientific management,
 by Federick Taylor, are: (for the people who work at factories)
 make results-based compensation a performance incentive;
carefully design jobs with efficient work methods;
carefully select workers with the ability to do these jobs;
train workers to perform the jobs to the best of their ability.
Frank and Lillian Gilbreth use the above foundation and advance into
Job simplifications
work standard 
incentive wage pays
Henri Fayol, and Mary Parker Follent, researched administered principles of the classical management approach.
Henri Fayol developed rules and principles of management that served as guidelines for management practice. He formulated:
managerial foresight
organization
command
coordination
control
Henri Fayol developed:
Scalar chain
unity of command 
unity of direct principles
They are used to guide management practice
Mary Parker Follett researched the understanding of groups and the commitment to human cooperation. Her insight about groups and human collaboration includes:
groups are mechanisms through which individuals can combine their talents for great goods
Organizations should be viewed as communities in which managers and workers work in harmony
A manager's job is to help organizational members cooperate to achieve a common goal.
Follent’s work includes 
Employee ownership
profit sharing 
gain sharing 
managerial ethics
corporate social responsibility


Max Weber
Max Weber bureaucracy is an ideal, intentionally rational, and very efficient form of organization founded on principles of logic, order, and legitimate authority. The characteristics of bureaucratic organizations include;
a clear division of labour
a clear hierarchy of authority
formal rules and procedures
impersonality 
careers based on merit
Weber believed that by designing and operating as bureaucracies, productivity could be optimized.


2) Assume you are a manager working in one of today’s Fortune 500 Companies. Discuss how you would try to influence workers’ motivation using the classical approach to management. 
How would you try to influence workers’ motivation using the behavioural management approach to management?

If I were a manager working in one of the Fortune 500 companies,  the best approach to influence workers would be by utilizing the classical approach to management theory and to be more specific I would use  Mary Parker Follent’s work. Mary Parker Follett focused on the importance of groups and collaboration in organizations. She believed that: 

Groups enable individuals to combine their talents for greater benefits.
Organizations should be communities where managers and workers work together harmoniously.
A manager's role is to facilitate cooperation towards common goals.

Her work also included ideas on employee ownership, profit sharing, gain sharing, managerial ethics, and corporate social responsibility, emphasizing the value of teamwork and ethics in the workplace.

I would use the work of  Douglas McGregor who developed the theory X & Y to influence workers' motivation. This theory allows employees to feel trusted and valued. When employees are given opportunities to make decisions and contribute to solving problems the employee's engagement levels rise which would lead to getting more work done on time. Theory Y promotes a culture of collaboration and teamwork, making employees feel valued and part of a community rather than isolated and robots that are only made to work. By adopting a Theory Y approach, I can create a motivational environment that inspires employees to perform at their best.

3) What did the behavioural management approaches contribute to management thinking?

The basic assumption of the behavioural management approach is that people are social and self-actualizing. 
Hawthorne Studies:
Hawthorne studies show that people's feelings, attitudes and relationships with coworkers influence their performance.

Maslow’s hierarchy of human needs suggests that managers who can help people satisfy their important work needs will achieve productivity.

Douglas McGregor developed a theory X and Y argued that managers should devote more attention to people's social and self-actualization needs at work. He asserted that managers must shift their perspective from theory X (a set of negative assumptions about human behaviour) to theory Y (a set of positive assumptions about human behaviour). 

McGregor believed that managers who hold either set of assumptions can create self-fulfilling prophecies. This means that employees will act to confirm the managers’ original expectations if the managers believe the employee can improve their performance. Theory Y assumptions are central to contemporary ideas about employee participation, empowerment and self-management. 
Argyris argued that organizations were too often structured and operated in ways that were incongruous with the needs and characteristics of adult personality. the classical management ideas such as bureaucratic and administrative principles would create psychological failure among the workers. These dependent and passive workers cause workers to have little control over their work environment and reduce worker performance.to increase individual and organizational performance, Agryris advocated transforming organizations so they would be compatible with the capabilities and characteristics of the adult personality.