Scientific management ryan air case study - Essay Example

Scientific Management Ryanair Case Study Table of Contents Introduction 3 Influence of Taylor’s Theory in Design of Modern Organisations 3 Influenceof Scientific Management in Ryanair 4 Conclusion 6 References 7 Introduction Modern organisations are marked by dedicated managements comprising efficient planning approaches, division of labour, improvement in workplaces and communication between employees and managers in the workplaces. These formal expressions emanate from the works of Frederick Winslow Taylor who developed the idea of scientific management.

Prior to the introduction of scientific management, employees were provided the flexibility to perform their work at such a speed and quality which they believed were fit for them. The division of labour was imprecise and management had low concern regarding the regular activities of employees. However, F. W. Taylor dispersed the misunderstanding that the demands of employees and management are incompatible. He had developed the idea that productivity of an organisation can only be increased by instructing employees to perform more effectively, rather than by making them to work harder.

He swapped the traditional ‘rule of thumb’ job explanation with highly organised and comprehensive directives about performing particular job roles (Osman & et. al., 2006). Influence of Taylor’s Theory in Design of Modern Organisations Taylor’s scientific management is based on strategic planning, effectiveness and monitoring of performance to achieve business success and increased coordination in the workplace. Taylor’s scientific management emphasises that the best method of performing a work is to determine the appropriate time in which the work should be finished, define the proper tools and classification of processes and to choose the best-fit employees.

Taylor emphasised the fact that employees’ performance should be monitored and based on the performance, reward must be provided in the form of increased pay. Taylor’s idea of reward is based on the fact that employees are rational being and they desire to increase their personal income. Hence, Taylor stated that increased pay will motivate employees to enhance their performance. Taylor also encouraged strong division of labour where management and employees must perform in their respective arenas.

Taylor supported centralised regulations where one group of people was liable for planning activities and the other group was liable for executing activities. His management theory has a considerable influence on human resource management of modern organisations. Modern organisational practices such as ‘management by objectives’, ‘differential piece rate system’ and reward system among others are influenced by Taylor’s theory. Taylor’s idea can also be observed in organisational behaviour practices such as total quality management and lean management (Osman & et. al., 2006).

Influence of Scientific Management in Ryanair Taylor’s scientific management can be observed in aviation industry and one prevalent example is Ryanair. Ryanair has developed as a successful aviation organisation in the modern day context and one of the key reasons for such accomplishment is its organisational structure with respect to leadership and mode of operations. Taylor’s scientific management fortified vertical leadership structure in Ryanair by departing from the flat style management system.

From the viewpoint of strengths, it fortified more efficiency and indorsed increased collaboration within the workplace. Taylor’s theory leads to the concentration on supporting industrialisation in Ryanair. By following Taylor’s scientific management theory, Ryanair focussed on increasing the speed and effectiveness of services by proper division of labour and by appropriate reinforcement of disciplines. As a result, Ryanair has achieved strong control on cost and has become one of the leading low cost flights globally (Nwagbara, 2011).

However, Taylor’s scientific management has raised certain weaknesses for Ryanair. Effectiveness of Ryanair with respect to cost generated aspects has received certain obstacles such as dullness and monotonous health issues among employees. Taylor’s approach is concentrated on the single factor of accomplishment of high effectiveness, but it ignored the risk of market fluctuations, which requires situational leadership practices. Taylor’s idea was based on the fact that employees must be monitored every time so that they can perform exclusively, however, he observed employees as machines, rather than human beings.

Since employees have emotional feelings, only reward in the form of increased pay cannot make them motivated towards higher performance. There is a need to encourage the internal ambition of employees to accomplish true performance. Regardless of several weaknesses of scientific management, it has helped Ryanair to enhance the quality of services. Scientific management principles have brought the essence in Ryanair to accomplish common objectives of the business. In Ryanair, scientific management has placed the foundation for the improvement of workplace and has simultaneously facilitated in the sustenance of productivity (Nwagbara, 2011).

Conclusion Conclusively, it can be stated that scientific management has shaped the organisational structure of Ryanair along with other modern organisations. Although Ryanair has made several improvements to the Taylor’s scientific management principles due to situational obligations, it cannot be denied that the core foundation of organisational and management structure of Ryanair still follows Taylor’s theory, for example vertical management and rewards system among others. In any circumstance, the success of an organisation solely depends on upholding the work performances at certain industrial standards, and Taylor’s theory has focussed on accomplishing such standards through the execution of organisational objectives.

Thus, in order to deal with poor performance and enhance the efficiency of employees, Taylor’s principles are still used in the modern day organisational practices.