In the early nineteen hundreds, America was steeped in an industrial revolution. During this time more people were working than ever before. Factories were being built and filled to capacity with employees. In all this new activity, problems arose in several aspects of the factory setting that included “tooling the plants, organizing managerial structure, training employees (many of them non-English-speaking immigrants), scheduling complex manufacturing operations, and dealing with increased labor dissatisfaction and resulting strikes.”(Daft, 2013, p. 36) This is around the time that what is called the “Classical Perspective” study of management arose. There are three sub fields of the classical perspective: Scientific Management, bureaucratic organizations, and administrative principles. Most notable of the three is the theory of scientific management which was originally founded by Frederick Taylor. During the time of the industrial revolution, the scientific theory of management was perfect for a factory setting. “Tasks were standardized as much as possible. Workers were rewarded and punished. This approach appeared to work well for organizations with assembly lines and other mechanistic, routinized activities.”(http://managementhelp.org/management/theories.htm) While this method increased productivity, over the years it has ignored the needs of the employees and social contexts. Further widening the gap between corporations and small businesses, the bureaucracy was created. According to its founder, Max Weber, this would increase efficiency as well as rationalize organization of the company. For example, no longer would an employee’s hiring or standing in an occupation rely on who they knew, but rather on competence and technical qualifications. It also ensured that rules and procedures became written regulations and standardized to all employees. Once