Organization Theory and Public Management - Assignment Example

The engineers of that time in the field of industries, who included Fredrick Taylor, were the active participants in the emergence of this theory. According to these engineers, the positive growth of an organizations performance is improved by creating a systematic way of working, adapting tasks to a specified measurement or making sure the tasks conform to set standards, and giving of incentives that are economic in nature to create a conducive environment for great performances. The fundamental values for this theory are efficacy and productivity.

In chapter five, Taylor’s scientific management theory assumes that efficacy is socially arrived at through the professional’s leadership. In addition, regulation and process control, maximum mass productivity and use of the products are reached and in the end having consumers of ideal perfection. This theory evidently shows very good strategies for organization management such as systemization of the production process and tools, standardization of work, wage incentive systems and functional foremanship.

Despite all these, it also has its shortcomings. The exploitation of workers is one of the limitations. The scientific management theory of Taylor puts emphasis on the optimization of profits and productivity which means a lot of pressure is put on the employees which are uncalled for. The employees are pressured to work tirelessly and faster at their expense. The employees at the end of the day feel exploited and are pushed to seek protection from trade unions. The problem of the unity of command causes disorganization as the workers receive commands from divergent authority with as many as eight bosses.

The mechanical approach that emphasized efficiency forgets that employees are humans and not robots. Taylor thought planning and doing could be separated which in the real sense cannot be separated to enhance the generation of realistic plans. The theory also neglected group performance and concentrated on individual performance on tasks, wrong assumptions and belief that employees only get motivation from financial incentives. Lastly, the theory is evidently narrow and can only be applied where quantitative measurement of the employees' work is possible.

(Tompkins.2005)The importance of public management should not only be about efficacy but also includes ideas generated through public participation, answerability and increasing capacities of individuals. The new revolution of public management integrates efficacy and taking of liability in trying to enhance governance. Taylor also included motivational strategies such as considering the diverse nature of employees and attending to these diversities diligently as a manager, showing concern to them and their views, rewarding good performance among others.

(Tompkins.2005)Chapter SevenChapter seven of Taylor’s book discusses the pre-human relations theory as contributed to by Mary Follett. This theory assumes that the depersonalization of power relationships can improve confidence and secure joint action. Nearly a century ago, the idea of managing human resources had not been discovered and even big and complex organizations used informal methods to direct activities and take care of their workers. There were no documented regulations governing their work.

Informal planning and most of the time cruel decisions were made based on individual discretion. Biased ways were also used. In the 1870s problems related to labor were manifested and became the fundamental factor underlying domestic policy. This resulted in the origin and development of managing human resources. (Tompkins.2005)Parker Follett being the main contributor in this chapter discusses the theory of democracy by demonstrating the similarities in strategies of social dynamics and theories that vests the power to the people by common action of practical feminists and present feminists in a movement known as sustainability.

This theory emphasizes on creative ideas that are sustainable from the philosophical and application view. This democracy goes beyond politics by advocating for the decentralization of power to the people at the lower levels. She advocates for, “Power-with” rather than “power-over”. (Tompkins.2005)In reference to chapter seven of the book, Follett notices that there has always been a lack of understanding of power and authority leading to a focus on sharing or achieving power in an organization.

Follett states that ‘power with’ is more genuine than ‘power over ‘and that power managers should together develop power with their workmates. (Tompkins.2005)On leadership, Follett states that leadership being an important skill in management, the leaders should not act heroically. The severe application of authority is inconsiderate to humans as understood by her and erodes motivation among the employees. (Tompkins.2005)