Taylor’s Management Theories Essay Sample

10 October 2017

Introduction

The survey of direction focal points on how different variables within an organisation relate to and with each other in order to accomplish a harmonious and productive working environment. Through the decennaries. there have been a figure of different theoreticians that have presented their several theories and suggested assorted attacks in order to let directors of assorted organisations to farther understand employees working within the organisation in the hopes of doing the organisation map more efficaciously through its employees.

This paper will discourse the parts of Frederick Taylor to the survey of direction. Specifically. the paper will discourse two of Taylor’s part. viz. the rule of scientific direction and the rule of corporal work through divided labour. The paper will besides supply a brief background on Taylor himself every bit good as an analysis of the effectivity of the application of Taylor’s work in today’s working environment.

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Taylor’s Background

As with most persons populating during the early 1900s. Frederick Winslow Taylor spent most of his early grownup life as a worker in assorted mills. Despite coming from a well to make household. he foremost worked as a chief in a Philadelphia steel mill company and so at the Midvale Steel Company. During the period that he was employed here. he began to seek ways to further better the on the job conditions in steel mills in order to increase the quality of the stuffs that the company manufactures without haltering the end product generated. Greatly influenced by the rules of mass production by Henry Ford. he determined that the lone manner to better what he considered to be intolerable on the job conditions and moralss utilized in the steel mills was to travel beyond test and mistake with respects to how stuffs are manufactured and crafted. He believed that by authorising the employees with a sense of in-depth cognition non merely on how they do their work. but besides how the machinery and assorted setups that they are utilizing to acquire the work done maps. the quality and working conditions within the steel mill would greatly better and as such. farther addition the end product being generated ( Bahnisch 2000 ; Kanigel 1997 ) .

Taylor began to use scientific testing and techniques in his pursuit for understanding how the different machineries used in the mill operate. From the velocity of the cutting done by a peculiar machine to the type of tool used for each of the fabrication procedure. Taylor began to tally all of these and presented them as carefully tabulated scientific information which have became the footing of how workers in the mill would later on be able to transport out the production of these steel stuffs. His ability to roll up what was one time based on test and mistake into informations that have been categorized and carefully tabulated following assorted scientific methods. It is for this ground that Taylor has been considered the Father of Scientific Management ( Kanigel 1997 ) .

Scientific Management Theory

One of the greatest parts of Frederick Taylor in the survey of direction is the Scientific Management Theory of which he had been considered the male parent of. Considered as the purest and earliest applied organisation theories formulated. Taylor stipulated that assorted undertakings done within a mill or organisation can be restructured into simple undertakings which are consecutive to each other in the signifier of scientifically constructed undertakings. This made it a batch easier for supervisors and directors to measure the workers’ public presentation and deploying freshly hired labourers into different working undertakings more easy and expeditiously ( Morrill 2008 ; Pittenger 2003 ) .

Prior to the development and subsequent presentation of Taylor’s Scientific Management Theory. workers operated with the usage of their corporate cognition while the working conditions have been viewed by the labour brotherhoods based on what Taylor classified as “subjective orientations towards the beat of industrial work and production” ( Morrill 2008 p. 17 ) . With the coming of the Scientific Management Theory. the corporate cognition of the workers every bit good as normally observed on the job traditions were replaced by processs and undertakings that have been constructed with the usage of scientific methods. As such. what had one time been considered as skilled occupations have been deskilled. leting directors and supervisors that ability to engage more workers. In order to lenify labour brotherhoods with the sudden alterations that Taylor presented in his Scientific Management Theory. he proposed the use of pay addition and showing these alterations objectively concentrating on the scientific methods that have been used for its development ( Morrill 2008 ; Pittenger 2003 ) .

Division of Labor

In order to use the rules he presented in his Scientific Management Theory. Taylor stipulated that the most effectual and most efficient betterment that could be made within an organisation is through the division of labour into regularized forms that literally run like clockwork. He stipulated that since most work activities that are done within an organisation is preceded and followed by another undertaking. the actions of the workers resemble the public presentation of an assembly line alternatively of each work undertaking being independent from others. As such. labour costs shouldered by an organisation would be greatly reduced. ensuing to a higher coevals of gross. This would besides supply the direction the ability to mandate working processs more efficaciously based on their qualities of criterion ( Bahnisch 2000 ) .

The survey conducted by Richardson and Ford ( 2002 ) exemplifies the division of labour presented by Taylor during his clip. In their survey. pupils were tasked to function and sell ice pick cones. The mode as to how they were to sell and function these ice pick cones were based on assorted methods derives from the rules of division of labour presented by Taylor. To guarantee the dependability of the survey. none of the pupils that have been selected for the survey conducted had any old experience within the ice pick retailing concern.

For the first portion of the survey. Richardson and Ford ( 2002 ) tasked the pupils to be served ice pick cones utilizing a individual file method. This meant that merely one pupil would be tasked to fix the ice pick cones while another pupil would function as the teller. The remainder of the participants of the survey were tasked to be the clients. each keeping assorted denominations of drama money which the teller would necessitate to supply the right alteration should the denomination exceed $ 1. which was the sum per ice pick cone for the survey. This is so carried out in three groups. with the waiter and the teller being provided extra cognition. preparation and stuffs per group. The observation with respects to the efficiency of the waiter and the teller are so tallied by those participants functioning as clients.

In the 2nd portion of the survey. Richardson and Ford ( 2002 ) tasked the participants to function ice pick cones with the usage of a dual waiting line theoretical account. In this portion of the survey. four participants were tasked to fix and function the ice pick cones while the waiter retains the same responsibilities as in the individual waiting line theoretical account. Again. the trial was carried around in three unit of ammunitions. with each unit of ammunition the waiters and the teller are given farther preparation and direction.

This survey conducted showed that as the waiters and the tellers are provided more knowledge and preparation. they have been observed to be able to work more expeditiously. Furthermore. the dual waiting line theoretical account enforced that through specialising undertakings. the work to be completed is done more expeditiously at a shorter span of clip as opposed to old tests without the presence of any signifier of specialisation on the portion of the workers ( Richardson & A ; Ford 2002 ) .

Application of Taylor’s Theories Today

While the theories of Taylor have been developed before the coming of computing machines and modern engineering presently being used by concern organisations today. many of the rules that have been presented by Taylor in his Scientific Management Theory. specifically the rule of the division of labour whereby specialisation has been deemed as indispensable in order to be able to finish the undertaking more efficaciously and expeditiously.

Through the old ages. Taylor’s rules have continuously been used by organisations involved in different industries. despite the fact that the theory was ab initio formulated for the fabrication industry. A perfect illustration of this in the modern organisation is the presentation of occupation duties that an person would be expected to finish as portion of his or her place. By making so. the organisation specializes the specific occupation maps and duties of an person based on the place being given. In some industries such as call centres and concern processing offices where a section is tasked to manage legion duties and processs. employees who belong to these sections are farther specialized based on the preparation that they would be provided by the organisation. This is to guarantee that non merely the undertaking is completed but is done so in an efficient and effectual mode.

The lone disagreeable point presented by Taylor with respects to his Scientific Management Theory is his place to deskill work undertakings in order to guarantee that it would be a batch easier for directors and supervisors to deploy more persons for a peculiar undertaking every bit good as to supply them with easiness in footings of measuring and guaranting public presentation quality among the organization’s work force. In today’s modern organisation. this is no longer the instance. This could be seen in the many employment advertizements over the Internet and in local newspapers. Among the demands for many places for a peculiar organisation today is that an person should hold completed a specific grade and should hold a certain figure of old ages work experience. This is to guarantee that they would be equipped with the necessary accomplishments that are needed in order to finish the duties that come along with the place being offered.

Decision

Frederick Taylor. with his Scientific Management Theory revolutionized the concern organisation such that his premiss that assorted undertakings within a peculiar organisation should be segregated into specialised squads or sections in order to better the organization’s effectivity and efficiency in footings of quality and end product. Many of his rules remain to be still relevant with respects to the operations of modern twenty-four hours organisation despite the coming of modern engineerings. However. his construct on deskilling many of the occupation duties is no longer applicable today. As more and more organisations continue to offer merchandises and services that require some signifier of experience or preparation. every bit good as the alterations that have been made with mention to the organisation cultures that are observed. corporate thought that Taylor had one time disregarded had re-emerged to be a important factor to the success of an organisation in footings of effectual direction.

Mentions

Bahnisch. ( 2000 ) . Embodied Work. Divided Labor: subjectiveness and the scientific

direction of the organic structure of Frederick W. Taylor’s 1907 ‘lecture on direction. ’Body & A ; society. 6( 1 ) . 51-68.

Kanigel. R. ( 1997 ) . Taylor-made.Sciences. 37( 3 ) . 18-23.

Morrill. C. ( 2008 ) . Culture and organisation theory.Annalss. AAPSS. 619. 15-40.

Pittenger. M. ( 2003 ) . “What’s on the worker’s mind” : category passing and the survey of the

industrial workplace in the 1920s.Journal of the history of behavioural scientific disciplines.

39( 2 ) . 143-61.

Richardson. W. D. & A ; Ford. E. W. ( 2002 ) . Shovels. trowels. and ice pick scoops: in hunt

of the right tool to explicate scientific direction.Journal of direction instruction. 26( 2 ) . 194-204.

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