ORGANISATION AND BEHAVIOUR

Organisation and Behaviour



Organisation and Behaviour

Task 1

It is Taylor who in 1911 laid the foundations of the theory of organizations, by issuing the idea that running a business is a science, as well as that of the engineer, not a donation own to some people. The specialist in time and motion, as say the Taylorist, calculate the percentage increase in salary according to the nature and difficulty of the task. Whatever the rate of the premium must be obtained to each worker is assigned, to the extent possible, the execution of a task with the best use of his skill and physical abilities (Waddock, 2000, 46). Taylor wanted to show that there is a minimum time in which a worker can perform a first order task, which is what he calls the "normal" for the job. Motivation theory of Taylorism retained the view that the direction of an organization is neither the individual genius or personal skills, but a technique that is learned. It does not only owe it to this idea. By assigning a specialist, engineer of time and motion, the task of determining the rate of increase in wages and working time limit for each employee of a workshop, Taylor also understood that besides the men of the organization there is room for those responsible for organizational functions (Hackman, 1976, 68). He has, from this point of view, the company opened to researchers in the humanities and behavioral studies of the working man.

Impact of Taylorism

Taylor treated the organization as a closed environment, regardless of the relations that the company, which is a micro-organizational relationship with the global society, macro-organization in which it is placed. He certainly looked a rational way to improve the work of the worker, but it did not address the study of modes of decision-making leaders and agents of the organization, so that his knowledge management is a science of work. It takes the worker as a machine whose only motivation is to earn more money. It is entirely centered, and JG March and HA Simon have noted, "the basic physical activities that are involved in production." The work of the worker is thought from the mechanistic model. Taylor and his associates studied primarily male employment as auxiliary machines in the performance of routine production tasks (Cofer, 1964, 56). If Taylor has made possible the development of work on automation, and repetitive aspects of human work, it has, however, completely ignored the feelings of the worker, that is to say, the psychological and psychosocial work that would then consider the "human relations". Thus Taylorism, for which the member of the company is not an agent capable of a rational calculation related to the objectives of its action, except as regards remuneration, is it essentially as written and March Simon, "a physiological theory of organizations." Finally, the analysis of the simplest tasks, Taylorism does not apply to work intellectually complex. Anticipate the launch of a product on the market, or leading a team of ...