What Impact Has Scientific Management Had on Non-Managerial Workers - Coursework Example

What Impact Has Scientific Management Had On Non-Managerial Workers? Table of Contents Introduction 3 Implementation of Scientific Management Theory 4 An Explanation about Change in Worker’s Role with the Adoption of Scientific Management Principles 4 Impacts of Scientific Management in Today’s Workplaces on Workers’ Experiences 7 Conclusion 9 References 10 Introduction The term ‘scientific management’ was coined by Fredrick Winslow Taylor, an American based mechanical engineer. It determines the most appropriate manner and the best way of performing job responsibilities. Specially mentioning, this particular concept involves utilisation of time and motion studies, recruiting the most suitable workers and designing an effective incentive mechanism based on the deliverables and outputs (BITS Pilani, n. d.). Taylor established four major principles based upon ‘scientific management theory’. In relation to the first principle, the engineer argued that collecting the traditional knowhow of workforce, recording and codifying the same are essential for an organisation to attain greater success. The second principle denotes that the workforce must be hired scientifically and there should lay a progressive development in their overall performance. The third principle can be mainly determined as developing a teamwork spirit between the management and workforce. Taylor also argued that even if workers have to perform their responsibilities swiftly as per the demand of the organisations, the firms would not be able to increase their effectiveness resulting to decrease in workforce (BITS Pilani, n.d.). With this concern, the prime intent of the essay is to explain about how the roles as well as the experiences of the non-managerial workers are changed with the adoption of scientific management approach. Apart from this, the determination up to what extent that this approach or practice still impacts the experiences of the non-managerial workers in today’s workplace will also be discussed in the essay. Implementation of Scientific Management Theory In late 1800, Taylor introduced scientific mechanisms in management for fostering industrial effectiveness. Taylor tried to control expenses by evaluating development outcomes and transfer of knowledge throughout the organisations. It has been quite evident that with the increase in factories and likewise augmentation in the number of non-managerial workers, disagreements have been raised amongst the owners and such workers regarding effectiveness of product management and production. In this underlying situation, the factory owners often tried to install latest methods for developing workforce performance in the form of controlling labour costs and promoting division of workforce. The prime intent behind implementing scientific management in organisations was to combine the efforts of the workers with the machineries for prohibiting the scope of error, which might have hampered the organization’s productivity. The other motive was to eliminate the differences persisting between the workers and managerial team, if any (Montemurro, n.d.). An Explanation about Change in Worker’s Role with the Adoption of Scientific Management Principles In the beginning, Taylor’s technique and his views regarding workplace management were met with opposition from the labours. He strongly believed that an organization can only succeed on the basis of its control over the workforce and through exchange of craft knowledge possessed by workers. Still, workers were never satisfied with the way scientific management was implemented in the organisations (Lasch, 1987). Notably, under certain scenario, unorganised and non-managerial workers had to face challenges in working culture advancements because of scientific approach (Haber, 1964). This was mainly because the new practice triggered the need for the non-managerial workers such as labours to manufacture products at a much higher rate and increasing the supremacy of management, due to which certain experienced workers had to lose their jobs (Ramirez, 1978). Other criticisms in relation to Taylor’s approach i.e. scientific management came into existence because of his perception that workers had related interests to that of managers. Such criticisms eventually led towards the creation of negative thoughts against Taylor for suppressing workers under industrialised slavery. Non-managerial workforce were treated as machinery in earlier times, wherein such workers were paid less wages for their efforts, leading towards the rise of emerging strikes and lockouts (Backer, 1998). It is worth mentioning that the introduction of scientific management approach certainly created improper working conditions, resulting from huge production lines. Failure in proper conduct towards workers led towards the formation of unions creating strikes and lockouts (GlobalPost, 2014). The principles relating to scientific management have further led towards repetitiveness of works performed by the non-managerial workers. The core proportions involving identification of duties, variety in competencies, autonomy, job worthiness and feedback appraisal mechanism were left aside by Taylor’s principles. The utilisation of ‘stop-watch’ in organisations faced disapproval from the workers and initiated strikes where Taylorism was being put into use (libcom.org, 2010). Earlier, scientific techniques offered essential recommendations to the organisations, but these also provided extreme and uncontrollable authority to the managers. A survey of consumer attitudes showcased a high extent of antagonism and resentment of workers regarding application of scientific practices (Mullins, 2005). While explaining the change in the roles of the workers with the introduction and the adoption of scientific management approach, it can be further claimed that the practice further lessened the moral of workers with an increase in conflicts, which, as a consequence, led to increased bargaining powers by the labour unions. Off shoring and automated mechanisms installed by the management kept the non-managerial workers at a loss, which made them to change their respective roles accordingly. It can be critically argued that the scientific techniques have certainly made the working situation distasteful and the organisations further made the same less worthy, apprehensive and unreal because of unemployment (Rosen, 1993). Taylorism was being criticised for disagreeing with labour unions, as it left no preference for the non-managerial workers. Furthermore, scientific management was not successful while dealing with promoting teamwork amid the non-managerial workers. Moreover, it emphasised measurement rather than paying utmost attention on the soft factors. Taylorism treated workers as machinery that led towards differentiation between what was planned and what was actually delivered, making a greater change in the roles of the non-managerial workers by a considerable extent (Mouzelis, 1998). Scientific management is regarded as one of the foremost approaches or practices, which determine the relationship prevailing between management and workers in any organisation. The techniques of this practice contributed in devising effective methods of production that led towards the development in living standards of the people. As per Taylor, scientific management laid importance on individual goals at the non managerial levels. It formulated reward mechanisms rather than utilising profit sharing incentives. Scientific techniques are helpful in recommending schemes and benefits for workers along with focusing on measurement that enables improvement (Gupta, 2007). Taylorism also laid much emphasis to specialization, exact planning, standard mechanisms of work for workers, proper delivery of production, restricting the wastages involved in machinery by exploiting effort to full extent and strengthening ties among management and workers (Rahman, 2012). Impacts of Scientific Management in Today’s Workplaces on Workers’ Experiences Taylor’s scientific techniques of management laid a basis for operational researches that are still being implemented in present day organisations. The techniques have augmented the working conditions and efficiency of non-managerial workers at large. Taylor’s principles were utilized by an organization leader, Takuo Godo, for examining and evaluating the level of output of the Japanese workmen at an exhibition in Osaka. By the application of such techniques, Gudo was able to gauge that the levels of production and output of workers in Britain and the U.S. were 5-7 times more than that of Japan (Wren, 2005, p.289). While elaborating the fact about the impacts of the practices of scientific management on work experiences of the non-managerial workers in today’s organisations, it can be perceived that Toyota Motor Corporation, one of the leading organisations involved in car manufacturing, had an influence over its production units handled by the non-managerial workers. The influence of such techniques eventually supported Toyota to attain greater success in modern world in the criteria of producing quality cars and enhancing the organisational productivity level by developing the performance of its non-managerial workers (Business Case Studies LLP, 2014). Apart from Toyota, at Ford Motor Company, scientific management led to the management of assembly lines to manufacture cars rapidly and at reasonable costs, without compromising on quality. Consequences of applying scientific management theory created huge upsurge in market demand for Ford cars and amended the procedure of mass manufacturing in various organisations and industries (Saylor Foundation, 2013). Managers at ‘OPITO - the Oil & Gas Academy’, a UK based oil company, utilised scientific techniques of Taylor for providing a range of ‘off shore ‘& ‘on shore’ job responsibilities by focusing upon the concept of ‘Management style’ for non-managerial workers and implemented the same throughout the organisation. The non-managerial workers were encouraged by providing incentives as per their performance and by ensuring their respective safety requirement. Furthermore, the trade unions were trained not to create havoc in negative situations that assisted the non-managerial workers to put their attention on work rather than creating chaos (Business Case Studies LLP, 2014). At Siemens, techniques associated with scientific management are used to support the non-managerial workers by recommending and implementing areas that required improvement. Such workers get motivated through their recognition and success, regardless of their work position in the organisation (Business Case Studies LLP, 2014). In ARM, a leading manufacturer of computer based chips and processors, used scientific management for connecting expenses with outcomes. The principles laid emphasis creation of a HR strategy and utilizing a plethora of committed non-managerial workers (Business Case Studies LLP, 2014). Specially mentioning, Tesco plc focused upon the motivation theory as proposed by Taylor. The company introduced an ‘Employee Reward Programme’, based upon Taylor’s motivational theory, which dealt with different living styles of non-managerial workers by making use of targeted incentives. The management tried to encourage or motivate such workers in the form of providing them with non financial enticements (Business Case Studies LLP, 2014). In addition, Vertex Pacific, one of the New Zealand’s plastic making companies, utilised group technology for realisation of the effectiveness of its non-managerial workers in the form of restricting the tools, controlling the production procedure and standardising the manufacturing process by grouping the machines (McKinnon, 2003). Finally, scientific management has certain implications on the non-managerial workers that lead towards change in their respective job roles along with responsibilities (Ross, 2010). Conclusion This particular essay revealed the past and present implications of scientific management in organisations and the consequences of the same on the non-managerial workers. Based on the above analysis and discussion, it can be ascertained that in the initial stages, scientific management was not accepted by the non-managerial workers, as this created situations of revolts and strikes. However, later, those principles were adopted by such workers, as they considered this practice to be a method of defending their own jobs. Principles of Taylor have been practiced on a large scale in past scenario. In today’s world, Taylorism is not practiced much due to the evolving roles of the non-managerial workers. Taylor’s theory certainly had limitations, but these also made vital contributions towards advancement in management concepts, examine workplace effectiveness, manage non-managerial workers and promote a systematised organizational framework. Hence, it is laudable to make a note of Taylor’s principles of scientific management that still founds the applicability of the same in today’s workplace. References Backer, P.R., 1998. Scientific Management. Effects of Scientific Management. [Online] Available at: http://www.engr.sjsu.edu/pabacker/scientific_mgt.htm [Accessed December 30, 2014]. BITS Pilani, No Date. Introduction to Management and Organizations. Chapter 1. [Online] Available at: http://discovery.bits-pilani.ac.in/dlpd/courses/coursecontent/courseMaterial/mgtszc211/principles_of_management_notes.pdf [Accessed December 30, 2014]. Business Case Studies LLP, 2014. Business Case Studies Teaching Business Studies By Example. Business Studies Learning Resources. [Online] Available at: http://businesscasestudies.co.uk/#axzz3NGpcAMpA [Accessed December 30, 2014]. Business Case Studies LLP, 2014. Management Styles in the Oil and Gas Industry. An OPITO Case Study. [Online] Available at: http://businesscasestudies.co.uk/opito/management-styles-in-the-oil-and-gas-industry/introduction.html#axzz3NGpcAMpA [Accessed December 30, 2014]. Business Case Studies LLP, 2014. Motivation within a Creative Environment. A Siemens Case Study. [Online] Available at: http://businesscasestudies.co.uk/siemens/motivation-within-a-creative-environment/introduction.html#axzz3NGpcAMpA [Accessed December 30, 2014]. Business Case Studies LLP, 2014. Motivation within an Innovative Work Environment. An ARM Case Study. [Online] Available at: http://businesscasestudies.co.uk/arm/motivation-within-an-innovative-work-environment/#axzz3NGpcAMpA [Accessed December 30, 2014]. Business Case Studies LLP, 2014. Motivational Theory in Practice at Tesco. A Tesco Case Study. [Online] Available at: http://businesscasestudies.co.uk/tesco/motivational-theory-in-practice-at-tesco/introduction.html#axzz3NGpcAMpA [Accessed December 30, 2014]. GlobalPost, 2014. What Are the Positive and Negative Effects of the Scientific Management Studies in the Workplace? Demand Media. [Online] Available at: http://everydaylife.globalpost.com/positive-negative-effects-scientific-management-studies-workplace-31232.html [Accessed December 30, 2014]. Gupta, C. B., 2007. Business Studies. Tata McGraw-Hill Education. libcom.org, 2010. The Stopwatch and the Wooden Shoe: Scientific Management and the Industrial Workers of the World. Home. [Online] Available at: https://libcom.org/history/stopwatch-wooden-shoe-scientific-management-industrial-workers-world [Accessed December 30, 2014]. McKinnon, A., 2003. The Impact of Scientific Management on Contemporary New Zealand Business. Business, pp. 1-5. Mouzelis, N. P., 1998. Organization and Bureaucracy: An Analysis of Modern Theories, Volume 8. Taylor & Francis. Montemurro, V. A., No Date. Frederick Taylor’s Principles of Scientific Management and the Multiple Frames for Viewing. Work Organizations Offered by Bolman & Deal, Carlson, and Pfeffer, pp.1-6. Mullins, L.J., 2005. Management and Organisational Behaviour. Prentice Hall/Financial Times. Rahman, H., 2012. Henry Fayol and Frederick Winslow Taylor’s Contribution to Management Thought: An Overview. ABC Journal of Advanced Research, Volume 1, No 2, pp. 32-41. Rosen, E. D., 1993. Improving Public Sector Productivity: Concepts and Practice. SAGE Publications. Ross, E. W., 2010. Social Studies And Diversity Teacher Education: What We Do And Why We Do It. Exploring Taylorism and Its Continuing Influence on Work and Schooling, pp. 33-37. Saylor Foundation, 2013. Overview. Scientific Management Theory and the Ford Motor Company. [Online] Available at: http://www.saylor.org/site/wp-content/uploads/2013/08/Saylor.orgs-Scientific-Management-Theory-and-the-Ford-Motor-Company.pdf [Accessed December 30, 2014]. Read More