For the last 20 years your workplace has experienced sporadic conflict. Despite management’s best

Question

efforts to deal with the conflict, it remains a problem and affects the performance and well-being of many
employees. The solutions proposed by management only seem to help temporarily, after which the
problems tend to recur. The labour unrest and conflict are mostly related to perceptions around
employment discrimination, gender issues, gender inappropriate facilities, cultural differences, health
issues, organisational and management structures, pay and fringe benefits as well as career
development and promotion issues. It appears that the organisational climate is characterised by endless
accusations and criticism from both inside and outside the organisation. The management team, who
are older tend to be more conservative, have requested you, the I-O psychologist and HR manager, to
urgently look for workable solutions that will bring long-term stability. The organisation with a diverse and
multicultural workforce of 1000 employees, was established in the 1940s and now finds itself in the
context of a new South Africa with its different realities and complexities, which include socio-economic
and political challenges. Your initial response is that the situation requires greater collaboration between
management and employees, between employees themselves as well as amongst the various
organisational departments. However, upon further reflection, you realise that the current work situation
and the organisation reflects a micro-cosmos of South Africa and that the situation may be more complex
than your initial assessment.
Case study excerpt from Bergh, Z (2017). Frameworks for thought and practice in I-O psychology. In Z.
Bergh (Ed.), Introduction to work psychology (pp.44-87). Cape Town: Oxford.
1. How does the scientific/ classical organisational management approach play a role in this case study and provide examples from the case study to substantiate the answer

Answer 1

The scientific or classical organizational management approach, characterized by principles of efficiency, specialization, and a hierarchical structure, plays a significant role in understanding the dynamics within the organization described in the case study. This approach often emphasizes standardized procedures and practices aimed at optimizing organizational performance. Here are several ways in which the scientific/classical management approach is relevant to the case study:

1. Hierarchical Structure and Management Conservatism

• The case study mentions that the management team is older and tends to be more conservative. This reflects a classical management perspective where authority is centralized, and decision-making processes may be slow and rigid. Such hierarchical structures can stifle innovation and responsiveness to employees' needs, as they often promote a top-down approach rather than encouraging input from lower levels of the organization.

2. Role of Specialization

• The longstanding nature of conflict, tied to issues like employment discrimination, gender issues, and pay disparities, may indicate a lack of role clarity and specialization in addressing these problems. In a scientifically managed workplace, clear roles and responsibilities (including diversity and inclusion initiatives) should be well-defined. If employees feel their roles concerning these sensitive issues are not clearly understood or supported by management, conflicts can arise and linger.

3. Focus on Efficiency and Standardization

• Management’s previous solutions may have emphasized efficiency in dealing with conflict rather than addressing the underlying issues holistically. For instance, temporary measures to improve working conditions or introduce training may not tackle systemic issues of discrimination and cultural differences. This aligns with a classical management philosophy, which often seeks quick fixes (increased efficiency) without substantial engagement with the workforce to understand deeper sociocultural complexities, as noted in the case study.

4. Lack of Adaptability to Environmental Changes

• The organization was established in the 1940s and now operates in a contemporary South African context. A classical management approach may struggle to adapt to the changing socio-economic and political landscape surrounding it. The organization’s reactions to challenges—primarily focusing on the symptoms of conflict rather than the root causes—suggest a rigidity typical in scientific management philosophies. Leadership must evolve to reflect the diverse and dynamic realities of the workforce, which may not be happening in this organization.

5. The Role of Measurement and Outcomes

• The case study implies that management has been unable to measure effectively the long-term impacts of their interventions. In a classical management approach, success is usually measured through efficiency metrics (e.g., productivity rates, output levels) without sufficiently gauging employee satisfaction, engagement, and the quality of inter-employee relationships, which are crucial for sustainable culture and conflict resolution.

In summary, while the scientific/classical management approach might have provided a framework for operational efficiency within the organization, its limitations are evident in its rigidity, lack of responsiveness to deeper sociocultural issues, and an insufficient focus on collaboration and employee engagement. This case study illustrates the need for a more contemporary organizational model that embraces complexity, diversity, and dynamic interaction between management and employees.