Scientific Managers and Human Relations Managers - Research Paper Example

Scientific Managers and Human Relations Managers Scientific management is a theory that was developed by Frederic Taylor with the intention of ensuring that there is more efficiency in industries. This theory of management investigates and helps in the development of new ways through which work can be conducted in industries with the objective of ensuring that workers were more productive. Scientific management was among the first endeavours to bring together scientific methods, the management processes in industries, and it was developed during a period where scientific methods were believed to be the best way to solve different problems. It is because of its problem solving capabilities through the application of scientific methods that it came to be put forth as a means of managing industries (Hughes 2004, p.251). Despite its falling into disuse for a number of years in main stream industries, its resilience can be seen through its being applied in different industries in the modern world as a means of boosting production. It was reported that during its initial application, this form of management became quite unpopular with workers because of the higher demand that it required of them. The initial application of scientific management creates a situation where there were threats of and at times actual strikes in a bid to remove the system from being used. This was because apart from the high demands it made from workers; it was also responsible for alienating them in such a manner that it put more emphasis on the importance of organizations at the expense of workers. Because of its stressing the importance of organizations, scientific management made it possible for the development of policies, which were designed to ensure that workers had to work for longer hours for lesser pay as a means of maximizing their potential while at the same time increasing profits. This system concentrated more on increasing worker output for so that industries could produce more goods for sale, hence creating a situation where the industry can continue to make profits while making maximum use of its workers. Scientific management came to be extremely popular in planned economies such as the Soviet Union and East Germany through the advocacy of Aleksei Gastev, who believed in the scientific organization of labour to ensure that the Soviet Union came to achieve maximum growth (Beissinger 1988, p.35). It can be said that the ideas of scientific management still have a significant influence on how management is conducted in the modern world since some companies in such countries as China have found it to be extremely useful. While there are some who would argue that this theory of management still has relevance today as when it was first proposed, others believe that it has no compatibility with modern standards since it infringes on worker rights. The ineffectiveness of scientific management brought about the rise of the human relations management whose focus was to ensure that workers were given a say in the day to day running of industries. Human relations management, originated by Elton Mayo, was not created to rival scientific management but was one designed to complement it because in most circumstances, the latter created a working environment, which dehumanized workers and made them work like machines (Bruce and Nylan, 2011). One of the situations which scientific management had created was taking away the autonomy of workers and this made many companies to lack proper innovation abilities. While it has been argued that scientific management increases production, it has not been considered that in the modern market the availability of products in the market is not the only factor that determines whether consumers purchase these products. In the highly competitive product development that has come into existence, human relations management recognizes that it would be disastrous to take away the autonomy of workers because this would decrease innovation that would in turn decrease sales as individuals choose to purchase goods that are more to their liking. Human relations management recognizes that it is important to give workers the freedom to attempt correcting the design or attributes of goods to make them more appealing to consumers. The development of products that are appealing provides a company an advantage over its competitors. Human relations managers are highly dependent on the creation of new and efficient products to put in the market so that they can keep their competition at bay. In an environment where companies try to outdo each other on a daily basis by coming up with products that make older ones irrelevant, human relations management works towards creating an environment where workers are free to innovate with little interference (DuBrin, 2007, p.2). This enables companies to develop newer products on a more frequent basis, which allows them to remain relevant in the market. Human relations management gives these companies the ability to create new products based on giving their employees the autonomy to come up with ideas, which help in the development of these new products. According to Henry Dennison, if scientific management were to be applied in such situations without the support of human relations management, then there would be a stifling of the company’s competitiveness in the market since workers would not have the ability to voice their opinions concerning different products. Instead, the same variety of products would end up flooding the market, negating any need to create good quality products and this would in turn make these products monotonous (Mcleod, 1983). Human relations management is extremely important because if scientific management were to be applied on its own, workers in companies would not be motivated to come up with ideas, which would be beneficial to the organization. These employees would only do work for the sake of attaining an income and not from any love for it, creating a situation where they have no motivation to create more innovative products on behalf of the organization. It has been argued that scientific management is the best because it allows for the simplification of jobs to such an extent that it enables even those who are unskilled to perform tasks for which they were not trained (Hounshell 1984, p.249). While this argument might ring true, it is in opposition to human relations management, which does not advocate for the simplification of jobs because it is not always the best way to undertake the administration of an organization. This is especially true in the current era where there is massive technological advancement, and it has become necessary for individuals to specialize in the use of the different technologies that are available. If scientific management were to be solely applied, where unskilled workers are employed to work in environments in which there is need handle delicate machinery, there is likelihood of accidents and damage to the machinery-taking place at exceptionally high rates; a situation that would be quite expensive for the organization involves. Scientific management, where people are trained to do routine work like machines, is no longer applicable and it should be replaced by or complemented with one where extremely advanced skills that have been developed over many years of experience are required in order to work in various industries. This is a role, which would be most comfortably taken by human relations management because it recognized that in this age, unskilled individuals, who could be better administered under only scientific management, would be considered irrelevant in most jobs (Taneja, Pryor, and Toombs, 2011). Human relations management often requires at least a certain level of literacy among workers in order to be able to function efficiently. Scientific management does not necessarily demand literacy among workers and can be applied in situations where people with no skills are being managed, and this is in a minority of work situations in the current world. This makes it extremely difficult and quite expensive to train unskilled workers to such an extent that they are competent enough to handle different forms of technology required to conduct their work efficiently. Motivation and job satisfaction are often the main concern of human relations management because it is these, which ensure that there is efficiency from workers. This management style encourages communication between managers and employees in such a way that lines between them are kept open in case of any problems or suggestions that might arise. Human relations management recognizes that it is as a result of lack of communication that creates situations where there are numerous problems within an organizations with very few initiatives either from managers of workers to solve them (Sorensen 1956, p.193). This theory of management allows for more freedom among workers than scientific management since it helps them to develop their own skills within the organization while at the same time ensuring that they work for only a reasonable amount of time. In addition, while scientific management views workers as little more than machines, which can be used as the organization, sees fit, human relation management is much more moderate concerning them, caring for their welfare. Human relations allow direct engagement with workers in order to find out their aspirations and this allows the manager to develop a system where individuals are given work, which goes hand in hand with their skills. In this way, it ensures that there is more efficiency within the organization since workers are not only comfortable in the workplace, but they are also provided with reasonable pay packages which ensure that they are kept motivated. The development of relatively high communication levels between managers and workers has been identified as one of the most important factors in ensuring that there is efficiency within an organization. It is for this reason that human relations management ensures that workers are given more freedom of action so that the top talent of the organization has the opportunity to work independently (Mullins 2004, p.70). It is through such gestures that workers come to feel appreciated by their managers and this will spur them to ensure that they do their best to achieve the goals of the organization. This freedom to do as they please in the interests of the organization encourages workers to be more innovative and this helps them towards increasing the organization’s competitiveness through the adoption of new products, policies, and technologies that are more effective than previous ones. The motivation style of human relations management advocates for the removal of some of the control which managers have over workers and this ensures that they are not only made accountable but also responsible for their work. In this way, workers become motivated and satisfied in their work because they not only have freedom in the workplace but also responsibilities and this encourages them to work harder to ensure that they increase output for the greater good of the organization. The statement that scientific managers believe in business organizations without people and human relations managers believe in people without organizations is true. This is because scientific management is one that cannot be implemented by itself in the modern world without the involvement of human relations management because it is this, which ensures that there is active engagement with employees. In addition, most of the principles which are contained within scientific management are based on the concepts which were prevalent in the early twentieth century and have no place in this period in its original form mainly because of its disregard of the importance of workers. Moreover, because of its emphasis on the role of the organization rather than on workers, scientific management is not one which can be applied in situations where constant innovation is required because to do so would be disastrous for the organization involved. Furthermore, in an era where extremely advanced technology is used, it is not advisable to push workers to work for long hours operating this technology because to do this would be going against occupational safety. Therefore, it is important to implement human relations management alongside scientific management because it helps in the moderation of the inefficient practices of the latter. As a result, the organization is saved time and money, which would have been used in covering the ineffective practices of scientific management such as constant strikes as well as lack of innovation. References Beissinger, M.R. (1988), Scientific management, socialist discipline, and soviet power, London: I.B. Tauris & Co Ltd. Bruce, K & Nylan, C (2011). Elton mayo and the deification of human relations. Organization Studies, 32(3), 383-405. DuBrin, A.J. (2007). Human relations interpersonal job-oriented skills (9 ed.). New Jersey: Pearson Prentice Hall. Hounshell, D.A. (1984), From the American system to mass production, 1800-1932: the development of manufacturing technology in the United States, Baltimore: Johns Hopkins University Press. Hughes, T.P. (2004). American genesis: a century of invention and technological enthusiasm, 1870–1970 (2nd ed.), Chicago: University of Chicago Press. Mcleod, M. (1983). Architecture or revolution: taylorism, technocracy, and social change. Art Journal, 43(2), 132-147. Mullins, L.J. (2004), Management and organisational behaviour (7th ed.), New York: Pearson Education Ltd. 70 Sorensen, C.E. (1956). My forty years with ford, New York: Norton. 193 Taneja, S., Pryor, M.G. & Toombs, L.A. (2011). Frederick W. Taylors Scientific Management Principles: Relevance and Validity. Journal of Applied Management and Entrepreneurship, 16(3), 60-78. Read More