bba0010 - oca topic 4 - taylor, ford and scientific management
TRANSCRIPT
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BBA0010: Management & the Modern Corporation
Topic 4: Taylor, Ford and Scientific Management
Nadine Woodcock
OCA
1. Submit for a feedback your answers to the two questions at the bottom of page 76.
a) Reflect on Taylors claim that his system was scientific. Is this a rhetorical or real claim?
b) Can management practices and techniques achieve the status of a science?
2. Taylors work laid the foundation of some management practices that still enjoy
currency.
Discuss in not more than 1000 words .
3. Give 4 difficulties an organisation is likely to encounter while implementing principles of
management along the lines suggested by Fayol.
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Answers
1a)
Frederick Winslow Taylor was one of the major influences on the development of modern
production management and also the founder of what came to be known as the scientific
management movement. The principles presented by classical theorists such as Taylor
provided the guidelines or framework in which an organisation should follow in order to
maximise efficiency and productivity.
Based on his personal experience in different factories and subsequent success in the
implementation of his scientific principles, Taylor believed there was only one best way to
manage an organisation. According to Taylor, the success of an organisation depended on
the use of systematic, scientific principles and practices, i.e. each job could be approached
scientifically. So in a sense, Taylors claim was indeed real and his practices have laid the
foundations for modern management practices.
1b)
In practice, work organisation is neither an exact science nor is it purely a managerial
prerogative. The word science in terms of management implies the use of systematic
techniques and principles from the sciences, i.e. computing, mathematics, etc to manage an
organisation effectively and efficiently.
It is not, however, possible to look at only the scientific aspect of mana gement. The social
side of organisational life is equally if not more important when it comes to making
decisions and planning strategies inside the organisation. This is because of the prevailing
role of the individual in any organisation.
Whilst the application of scientific principles can help to maximise efficiency in a company,
it can only do so if the social actors are willing to follow them. Without employees and
managers, there can be no organisation. Thus, management can be viewed as a merger of
both scientific and social practices.
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2. Taylors work laid the foundation of some management practices that still enjoy
currency. Discuss in no more than 1000 words.
Frederick Winslow Taylor was a classical theorist and founder of wha t became the scientific
management movement. The movement originated at the turn of the 20th
century and was
founded on principles of measurement and precision. The theory of scientific managementwas put forward in an effort to identify key aspects of work and organisation which could be
used to achieve efficiency through universal principles (Rosenfield & Wilson, Managing
Organisations 2nd
Edition, p.11).
There were four key principles to scientific management:
1. To establish a science of production;
2. To select and train workers to achieve the scientific working of production;
3. To apply such a science to operatives or managers tasks;
4. To build cooperation between workers and management to achieve common goals.
(Source: Clark, Smith & Littler, Management & the Modern Corporation: part 1 Guidebook,p.81)
By following these principles, management was said to become a science. This study of
work called for the practice of Task Decomposition. This involved maximum fragmentation
where management applied job specialisation to increase efficiency; the separation of
planning from doing whereby workers could not be trusted to understand their own job
thus making it the responsibility of management to do all the planning and designing;
divorcing direct from indirect labour where there was more and more investments in
white collar workers; minimising skill requirements for the manual workers ; and reducing
material handling to a minimum to ensure the efficient flow of materials to workers.
Taylor expansion on the principles of division of labour into management and supervisory
labour as seen above helped in the formation of his theory. Taylors science concentrated
on minimising any wasted movements to reduce time taken in the work process and thus
maximise the productivity of the work force. His aims are the same as most managers in
todays modern corporations where time is money and competition is fierce between
rivals.
Taylors influence in the organisational field has spread beyond his orig ins in the US, moving
to Europe and even Asia. The ideas of Taylors scientific management have been seen and
associated in many foreign practices such as those from Britain, Germany and Japan. Many
of his principles from scientific management are still being used in todays modern
corporations. Some countries were far more accepting than others when it came to
following Taylors views, but most have indeed, be it to a small or large extent, received
some knowledge of management from his theory.
Although not exactly universal as he believed it to be, scientific management has
nevertheless shed relevant light over the processes and techniques that are essential in
managing an organisation and its employees. Many of his principles are still followed by
managers all over the world and although scientific management is not the only idea being
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implemented in modern corporations, it has nevertheless made a significant contribution to
how work organisations are managed today.
Taylors system encouraged a more systematic division between planning, production,
recruitment, and rewarding workers according to the amount of work done, i.e. task
decomposition. These ideas were very successful for many companies and are still used
today. Concentrating on large-scale corporations, it is easy to see Taylors influence in the
structure of the organisations and the policies being implemented by management. The
long-standing elements of the division of labour and structural differentiation are still very
much in evidence.
For example, modern corporations still have an organisation structure with both lateral
division of labour in the form of departments and sub-divisions, and the hierarchy with
senior management at the top of the ladder, followed by perhaps heads of depart ments,
then supervisors, and the production workers. There are also some companies which still
employ the idea that workers are supposed to stick to the manual or practical tasks of doing
their jobs, whereas the responsibility of planning and designing pol icies and strategies are
the forte of management.
Difficulties arising from the application of Taylors principles were dependent on the kind of
socio-cultural, political and economic environment of the country or region the company
was located. Countries like Britain where British workers had strong craft and trade unions,
this meant that employers had to consider the human side of organisational life more
often than in the US. In addition, product markets more differentiated than the mass
markets which made the flexibility of craft work was more suitable for the industry than
deskilled manual labour favoured by Taylorism. Taylors influence was especially apparent
with the introduction of new industries such as food, drink and tobacco, light engineering
and chemicals, which embraced the scientific management principle of mass production.
The scale of German industry and its late industrialisation meant that it was more accepting
towards science and more modern ideas. Germany also had a bureaucratic tradition and a
high number of white-collar workers in industries that were highly receptive to Taylorism.
Despite the importance of the craft apprenticeship system in Germany, many managers
understood and respected the principles of scientific management and were committed to
using Taylorism through the use of skill substitution and skill upgrading i.e. job
specialisation.
Because the study of work organisation and the formation of the scientific management
theory was based the role models of the few large organisations of the time, i.e. the church,
government administration and the army, its influence can still be felt everywhere. Mostlarge corporations have the hierarchy and factories still employ the use of mass production
and practices such as the moving car assembly line (Ford, 1949). Such practices originated
from the principles put forward by Taylor and have even expanded to include and adapt to
other industries. Even in small, island states like the Seychelles the principles of scientific
management has laid the foundation for management practices in the large companies such
as Cable & Wireless, Airtel and Intelvision (Telecommunication Industry), and banks such as
Barclays, Seychelles Savings Bank and MCB.
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