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In optimizing worker’s productivity, managing worker’s output was revolutionized when Frederick Winslow Taylor introduced the Scientific Management approach in the workplace wherein functions and output is clearly defined and quantified to maximize productivity. Where…
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Taylor’s Scientific Management in MMG Case In optimizing worker’s productivity, managing worker’s output was revolutionized when Frederick Winslow Taylor introduced the Scientific Management approach in the workplace wherein functions and output is clearly defined and quantified to maximize productivity. Where before managing the workplace is dependent upon the “initiative” of the workers and procedures are based on the rule of thumb, tasks and function are broken down into specifics to clearly delineate duties for possible quantification and optimization of workers output. Process are now clearly defined as well as how to do it that does not leave any room for intuitive job functioning. This is also to achieve uniformity and consistency in production and to make quality and output predictable.
Scientific Management is an engineering approach to achieve efficiency in the workplace where the organization can be likened to a machine which is composed of several parts that should work together to achieve optimum efficiency.
This principle can be applied the Metropolitan Medical Group case to improve their service rating and arrest their declining revenues. In MMG, the administration and staff already the desired performance which is “leeway service” where Mike Taslow, the CEO of MMG elaborated to Betty McDaniel the newly hired director patient care “Patient should expect the same procedures, the same treatment from our staff, and the same efficiency from all the various departments of the MMG (Turner and Krizek 219). This is the same principle of Taylor’s uniform output albeit the setting is on a health care facility and not on a manufacturing plant.
The problem in MMG was obvious. From the patient’s point of view evident with Betty’s interview with patients (Miriam), the appointment procedures was far from the ideal and causes the hospital’s service rating to drop. On the part of the employees, they are blaming the patients for not being educated of their system and has to coordinate with their friends in other department to fix things up.
This shows the problem that Taylor identified as a cause of inefficiency which in the case of MMG, staffs are coordinating on a “personal level” rather than a established procedure causing inefficiency and ultimately, poor service rating.
This issue could be solved by using Taylor’s scientific management approach to clearly define and establish systems and procedures, break down work to specific tasks and to quantify every work involved with the end of providing the same quality of service all the time as envisioned by my Mike Taslow, MMG’s CEO.
Inferring to Taylor’s Scientific Management, this meant defining and breaking down of functions in narrowly defined tasks. Organization such as MMG will be viewed like a well-oiled machine where its parts, including labor would conform to the predetermined methods already in place. It proposed an engineering solution to a human issue with the objective of minimizing friction brought by human factor that the results of production may be predictable. The following principle of Taylor’s scientific management such as time study, functional or divided foremanship, the standardization of all tools and implements used in MMG, the standardization of the acts and movements of every staff in the hospital can solve MMG’s problem once applied in the organization.

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Taylor, F.W., 1911. Principles of scientific management. New York: Harper. Read More
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