Utilisation of Scientific Management Principles in Organisations & Implication for Employees

Utilisation of Scientific Management Principles in Organisations & Implication for Employees



Introduction1

Discussion1

Strengths & Limitations of Scientific Management Principles3

Current Utilisation of Scientific Management Principles in Organisation4

Implications of Scientific Management Principles on Employees- A Criticism on Scientific Management Theory7

Conclusion8

References9

Utilisation of Scientific Management Principles in Organisations & Implication for Employees

Introduction

The theory of Scientific Management is related to measurement of work put forward by Frederick Taylor (1911) in his book Principles of Scientific Management. The scientific theory of Taylor is perhaps considered to be the most prominent classical theories. The principles of scientific management depend primarily upon formal, structural design of modern organisations with a focus on standardization of work, maximisation of internal efficiency, effective managerial control functions, and separation of managerial functions from operational functions. Managerial supremacy is emphasised by its basic premises in practising unchallenged authority for the attainment of maximum organisational control, productivity and internal efficiency. Material rewards can and should be offered to workers by managers, as the only motivator, for the achievement of these goals. Managers can and should learn, through time and motion studies, one best approach to get the job done and workers would only be told what, when and how the work needs to be done (Farazmand, 2002, p. 26).

Scientific management was based on philosophy of Taylor that with the implementation of scientific methods on all issues concerning management, maximum benefits could be attained. In accordance with scientific methods, managerial functions like selection, training, and development had to happen. Furthermore, it highlighted the work roles division between management and labours. Planning of every activity of workers was the responsibility of managers. Consequently, it laid down specialized foremen and centralized functions (Braverman, 1974). The aim of this paper is to critically analyse the Scientific Management principles and their implications on employees.

Discussion

Scientific management, the brainchild of Frederick W. Taylor- an industrial consultant, became a movement in the early part of the 20th century, that quickly expand to many institutions and fields in U.S. society. Scientific management refers to an organizational management style following so-called scientific concepts and accentuating a deterministic, standardized and logical way to carry out a work or perform a task with responsibility. Scientific management is a strong tradition still today and a leading force in organizational development and leadership style. The theory of scientific management seeks organizational tasks resembling to a machine or unthinking organism. This entails systems that are rational, predictable, and deterministic. Employees are considered as cogs in the machinery, whereas leader is an all-wise machine operator. Therefore, a good organization is one that is highly centralized, hierarchical, efficient, highly regulated, planning oriented, tightly controlled and highly organized. The most essential touchstone of effectiveness and success is productivity. It depends upon deterministic principles illustrated by the development of simple plans or schedules or on larger, all-inclusive strategic plans.

Taylor criticised roles of traditional managerial for passing on responsibility to “wasteful” workers for production methods and recommended a more dynamic role for ...