Impact of Taylor and Ford in My View Concerning Their Legacy - Essay Example

? Critically Assess the Impact of Taylor and Ford on Organizations Today Introduction Darity, (223, 2008) asserts that, the management of recent times still gives respect to Taylor for his classical in comparison to the recent modified implications of efficiency search methods. The word Taylorism has seen a variety of meaning such as division of labor misused, following de-skilling and misuse of the workers especially in an organizational setting. Taylorism and Fordism come together as both, involved mass production strategies in the organizations, in their initial stages. Today every organization works towards task maximization. The theory behind Taylor’s works grew to maturity from his times although the notion is sometimes misused. Impact of Taylor and Ford in My View Concerning Their Legacy According to Kolb (107, 2008), Taylor observed that the level of motivation between workers differs from one worker to the next, the only difference that comes in, presents itself in unmotivated cases. He experimented and found out, that when workers carryout recurring tasks they tend to work slowly. Managers call it, malingering, tailor calls it, soldiering; while workers call it, avoiding over work from the managers. Workers demand payment according to the work they do to the organization, otherwise they all tend, even the most talented, perform the amount of work attended to by the slowest employees. This proves that workers appear concern with their interest and demand recognition of work performed from their employers. An employee will never give the job their best shot if they feel; that the benefits appear way below their efforts. Taylor feeling about work practice in various work environments shows that; the designs make the practice unproductive in its deliveries (Kolb, 107, 2008). Taylor felt that more is yet to unveil to improve on task performance. Time and movement studies, coupled with rational analysis, will prove him right in the future. Taylor significantly noted that employees output linked to the rate of compensation boosts the morale of employees. This way employee maximizes on production levels. Taylor’s compensation plans involved piece rates. Taylor disputes the notion that appeared and is still common concerning, that craft men belong to the craft world and can only carryout craft duties (Darity, 213, 2008). According to Price (244, 2007), Taylors studied the different types of manual labor, in times where the technology today had not developed. He realized that workers working in areas such as material handling tool, shoveling applied in off loading of railroad cars, lifting and moving involving iron pigs at the steel mill, the physical supervision of bearing balls amongst other; appeared as overwork for employees involved. He noted several practices that appeared unreasonable to the employers. He proposed that employees require breaks in between their jobs; this helps employees regain their lost energies, both physically and mentally. Employee’s tuition on taking increased levels of breaks absurdly raised the production level. The impact has both effects, but to a significant effect is the positive effect Dobbin, & Boychuk (344, 2009) asserts that; employees welfare had to be undertaken, hence the need for administration. The main challenge that administration faces most of the time involves getting the right person for the job. There exists various personalities in the society, those that can handle unprofessional jobs and maintain their comfort, referred to as stupid lot, and those that cannot stand such jobs without noticing that the job is unchallenging and monotonous, the intelligent lot. This proves that individuals performing pig iron is not witty enough to realize the exact science involved in the level of work he/ she performs. The link to mechanization, automation and off shoring Scientific management developed in times when mechanization and automation were seen as embryonic. The ideas behind the above notion appeared that; the dreams and processes of scientific management were the only missing plug in to the American manufacturing system (Rylatt, 67, 2001). The plug in, if found, had the capability to transform the world of work from manual work, overuse of human resources, into, automation. The other idea, not recognized even by Taylor himself is the fact that, machination would replace human labor in the production places. In the ancient times, the idea came as a science fiction; since the technological level had not reached the level, and the idea appeared totally new to the residents. Preceding the commenced use of computers, such intuitions were strange and appeared exaggerated (Rylatt, 67, 2001). However, Taylor unconsciously, based the e foundation for automation and off shoring. This occurred as he appeared to constantly evaluate processes resulting into separate, unmistakable pieces which appeared as the concept that computers and unskilled individuals needs to identify with, via algorithms created by others and deliberate reasonable decisions within the practice. Computers have two personalities the dump one; as it must be instructed on what figures to deliberate on and clever, as they correctly calculate the instructed figures(Ford & Crowthe Krass, 123, 2001). The explanations show that Taylor had an eye for the highest level programming to assist in industrial process control coupled with numerical control, given that, there was no machine execute the procedure. Taylor was oblivious of the fact; that humans would be the managers to the program (Ford & Crowthe Krass, 123, 2001). Levinson (89, 2002) states that; conversely, one of the links his world and the present world, the managers, do not need intelligence to perform the job. The exemption occurred in the world of computers, but in the scientific management world the employees were able to execute the tasks, but never got the opportunity. Time- and-motion individuals responsible for studies carried out their task, and dint pay attention to what the workers had to offer, in terms of further ideas, experimenting or even make decisions. The employees were always expected to act the fool, which is revolted by human nature students. According to Furnham, (98, 2008), amongst the skilled craft production workers exists a normal middle level engineered system, with deep mechanization and distant automation comprising of expert and partially skilled employees in a perfect work flow of algorithmic. The development of similar systems looks cheap on the surface yet requires a substantial engineering level of knowledge transfer. Taylor’s expectations concerning scientific management geared to substitute low quality work methods with quality methods, yet, the outcome yielded a substantial discovery (Rylatt, 178, 2001). The processes he founded also facilitated seem to culminate the skill into machinery and processes, eliminating the requirement for skill in employees. The business proved helpful not only to scientific management, but also assisted in various industrial engineering. The common denominator in the ideas is the ability of business to obtain skilled employees, and an attractive wage environment to retain employees. Effects on labor relations in market economies Taylor's view of workers Taylor view concerning employees was multifaceted; this results from the nature of their kind. Managers with outsized employees will back Taylor up; stating that some employees are totally unreliable, in terms of talent and intelligence. It is absurd; that even I the recent times talent proves a scarce asset (Rylatt, 178, 2001). The limitation on his theory appears that Taylor left no room for employees possessing talent and intelligence. The gaps identified were: the need for the organization furnishes its employees with knowledge at par, with the changing environment to enable employees’ remains relevant. The furnishing involves career development and socio-economic developments. The untalented lot requires opportunities for higher level jobs, and equips the employees with job satisfaction and favorable working environment to boost their morale (Rylatt, 178, 2001). The accomplishment of scientific management appeared unsuccessful to challenges including, but not limited to: the diverse nature of human beings; that some individuals enjoy practices that inconvenient the others and the reverse appears true. The diverse nature of economic interests of the employees and the managers stands as a challenge in implementation of retraining as specified in Taylor’s technique; the practice is sometimes if not always disregarded by the employees (Sofo, 456, 2009). Taylor in his works noted the challenge and formulated some ideas of counteracting the challenges. Although his execution process appeared unsuccessful Taylor gave it a shot. The employees played along while Taylor was still around and retaliated at his departure. The succeeding managers of Taylor did a worse job; due to limited knowledge concerning scientific management; as the modern technique for reducing the cost of production. Taylor opinioned that; scientific management technique would never bear the desired results unless the employees share into the fruits it bears. Taylor had devised a technique of ensuring that the both parties to the business that is; the employer and employees achieve their share of the profits. This appears disregarded as most managers feels that all the profits belongs to the manager, disregarding the employees needs. Employees are human; with both personal and interpersonal requirements. Employees experience hardships that are incorporated to the businesses when the jobs become complex that; they do not get opportunities to rest. This makes the employees inflexible; denying them the chance to become inventions (Walker, 106, 2002). Early decades: making jobs unpleasant In Taylorism, the employees work input decreased with time. The cause of such occurrences is the dissatisfaction experienced in the work setting. Tylor also experienced the bits of its when employees at Watertown Arsenal rebelled under his implementations. The results attained from the investigations that analyzed the scientific methods of implementation proved that; the scientific management techniques to support the implementation appeared inadequate. The commission of representatives recommended a practical proposal. This resulted to an extremely dangerous environment for the manager as the employees did not advocate for the scientific method. The governing body prohibited the application of Taylor’s strategies in Arsenal (Crainer, 78, 2003). Conclusion Although Taylorism attended to some of the employees needs, especially, taking breaks and reasonable pay; Taylor failed in his view concerning the less intelligent employees, likening them to draft animals. The concentration of Taylor to the realization of scientific management robbed him time to plan on maintain of the procedure. Various theories cropped up to validate the roles of human in a developed industrial setting (Chanda & Shen, 98, 2007).. James Harteness, an ASME member availed the book “Human Factor in Works Management I 1912. Gilbereth and Moller suggested alternatives to Taylorisms. Whilst some theorists, including Harry Bayerman, argued that human relations serves as a harmonizing factor to the works of Taylor rather than replacement of his works. The theorists further stated that Taylorism founding the real flow of work processes, while human relations helps the employees settle in the proposed procedures (Crainer, 2003). The recent times demands, respect and fulfillment of the employees need if the employer seeks for efficiency and effectiveness in the production process. The managers need training on executing the implements lest the employees refute. There appears that significant amounts of change have taken place since the times of Taylor especially if the management would have placed in capable hands. Theorists such as Charles E. Sorensen refuted any connections between Henry Ford and Taylor’s work (Darity, 2008). Taylor, though the father of scientific management had nothing to do with the works of Henry Ford. If anything Taylor visited Ford when he neared his death bed, yet found the Ford’s Mechanic thriving. Ford never believed in experts and said that if he had believed that such people exist, the success that he has now, could not be talked about today (Chanda & Shen, 98, 2007). List of Bibliography (2003). The Best Business Books Ever: The 100 Most Influential Management Books You'll Never Have Time To Read. Cambridge, MA, Perseus Pub. Boris, E., & Lichtenstein, N. (2003). Major Problems In The History Of American Workers: Documents And Essays. Boston, Houghton Mifflin. Chanda, A., Sivarama Krishna, B., & Shen, J. (2007). Strategic Human Resource Technologies Keys To Managing People. Los Angeles, Response. Crainer, S. (2003). The Ultimate Business Library: The Greatest Books That Made Management. Oxford, Capstone. Darity, W. A. (2008). International Encyclopedia Of The Social Sciences. Detroit, Mich, Macmillan Reference Usa. Dobbin, F., & Boychuk, T. (2009). National Employment Systems And Job Autonomy: Why Job Autonomy Is High In The Nordic Countries And Low In The United States, Canada, And Australia. Organization Studies. 20, 257-291. Furnham, A. (2008). Head & Heart Management Managing Attitudes, Beliefs, Behaviors And Emotions At Work. Basingstoke, Palgrave Macmillan. Ford, H., & Crowthe Krass, P. (2001). The Little Book Of Business Wisdom: Rules Of Success From More Than 50 Business Legends. Levinson, W. A. (2002). Henry Ford's Lean Vision: Enduring Principles From The First Ford Motor Plant. New York, Ny, Productivity Press. Kolb, R. W. (2008). Encyclopedia Of Business Ethics And Society. Thousand Oaks, Sage Publications. New York, Wiley. R, S. (2008). Today And Tomorrow. Cambridge, Mass, Productivity Press. Price, Robert. (2007). Eye For Innovation Recognizing Possibilities And Managing The Creative Enterprise. Yale University Press. Rylatt, A. (2001). Learning Unlimited: Transforming Learning In The Workplace. London, Kogan Page. Sofo, F. (2009). Human Resource Development: Perspectives, Roles And Practice Choices. Warriewood, Nsw, Australia, Business & Professional Pub. Walker, C. R. (2002). Modern Technology And Civilization; An Introduction To Human Problems in The Machine Age. New York, Mcgraw-Hill. Read More