Compare And Contrast Scientific Management And Human Relation Approach

Taylorism was an approach of the one best way to achieve mass productive. Taylorism impact that efficiency of workers be improved. For example, McDonald's company. The introduce of Taylorism impact workers could be work in efficiency ways because the abort of poorly management labor control. Workers could be work in specific small and important task in the concept of specialization. The working style of workers would be become repeating, scripting and dispersion. Taylorism can be define into 4 principles which is, 1) focus on workforce knowledge to ensure that management efficiency. 2) systematic training was giving to the employees to ensure their performance was equally and able responsible in the task. 3) Workers cooperate with management

There are six major perspectives in psychology such as the behavioral approach, the psychodynamic approach, the cognitive approach, the humanistic approach, the social approach and the biological approach in order to understand its nature (Jarvis, 2000, p. 1). In this paper, I will define the psychodynamic approach and the humanistic approach and compare them.

Under scientific management, the demands of work intensified. Workers became dissatisfies with work and became angry. An investigation of Taylor's methods by a U.S. House of Representatives committee reported in 1912, concluding that scientific management did provide some useful techniques and offered valuable organizational suggestions, but that it also gave production managers a dangerously high level of uncontrolled power. After an attitude survey of the workers revealed a high level of resentment and hostility towards scientific management. (Samson, & Daft, 2009)

Propounded by Frederick Winslow Taylor, the theory of scientific management separates planning from execution and follows four key principles14. These are replacement of working with the “rule of thumb” with the scientific methodology to determine most efficient way, Matching workers to job based on capability and motivation assessment for maximum efficiency, monitoring workers performance and ensuring use of the most efficient model, and allocation of work between managers and workers to ensure efficiency15. Although this theory has been shown to be impactful in cases however, several criticism has arise based on the limitation of its applicability to industries and to literate persons, its promulgation of only “one right way to do things” and segregation and limitation of decision making to the managers

The power of decision-making rests in the management that is able to apply human talents and capacities to the organizational objectives. Additionally, the reorganization of work provides a more challenging opportunities to direct the efforts of the behavior and needs of both individuals and the organizations. McGregor argued, “Only human management that as confidence in human capacities and is itself directed toward organizational objectives rather than toward the preservation of personal power can grasp the implications of this emerging theory” (p. 160).

For the common operative, labor became a greater personal investment than in the past. Taylor stated, “‘Under the management of initiative and incentive’ practically the whole problem is ‘up to the workman,’ while under scientific management fully one-half of the problem is ‘up to the management’” (Taylor, 1967, pg. 35-36). Because of this change in responsibility, “There [would] be no more accidents to the machines in this shop. If any part of a machine [were] broken the man in charge of it [needed to] pay at least a part of the cost of its repair” (Taylor, 1967, pg. 51). However, even though workers were more heavily involved in the factory setting, the specificity and pace at which they worked proved to be overwhelming and tiresome. Just as Sinclair described how “Jurgis, too, had a little of this sense of pride” at the sight of such productivity, he went on to ask, “Had he not just gotten a job, and become a sharer in all this activity, a cog in this marvellous machine?” (Sinclair, 1985, pg. 41). Despite these initial impressions, the “visitor realized suddenly that he had come to the home of many of the torments of his life” (Sinclair, 1985, 42-43). In contrast to these positive and negative aspects to Taylor’s Scientific Management for the laborer, the managers had their own series of

Employers reorganized management practices by creating an educated management staff is another major point that supports Montgomery’s argument. The evidence that Montgomery uses is from a book called Scientific Management and Labor, written by Robert F. Hoxie, who was a special investigator for the U.S Commission on Industrial Relations and another book by Hugh G.J. Aitken who wrote Taylorism at the Watertown Arsenal: Scientific Management in Action, which explains Taylorism. Montgomery includes these sources to depict how employers used a management system to weaken craftsmen workers since their craft was no longer needed. This reduces the need for craftsman because an employer can train any worker to preform the same task while constantly being watched by managers. Craftsmen had a sense of pride for the particular craft that they had acquired. Since there was a shift from craftsmen to trained specialized workers, the sense of pride craftsmen had for the work faded away and negative sentiment towards the actual work that was being performed had no significance. The source Montgomery uses to describe this state of mind is a book

The first dynamic is philosophy in the organization. ‘Any organization should be filled with dignity fostering features’. There should be abusing recognition arrangements that are any form such as physical, emotional, sensitive, monetary and sexual, and so on. Unambiguously, ‘the old generation suffers a great deal in these types of abusive environment and they start feeling of putting their prestige at stakes’.

Theories on employee motivation have existed since the 19th century, beginning with Elton mayo’s famous studies at the Hawthorne factory of the western electric company in Chicago from 1924 to 1932. Mayo’s research revealed that workers were not only solely driven by monetary benefits (organizational space) but were motivated by social elements as well (team space). In fact, social elements like communications, teamwork, and employee involvement can lead to better work performance even when work conditions are worsening. The Hawthorne studies give birth to the study of employee management and highlighted importance of addressing the human needs of workers.

While the statement may sound bold, Kirkpatrick, an organizational environment expert, makes a strong argument against traditional work structures and highlights the damages of blind conformity in his new book “Beyond Empowerment: The Age of the Self-Managed Organization.”

It refers to the patterns of communication, interpretation and adjustment between individuals. Both the verbal and nonverbal responses that a listener then delivers are similarly constructed in expectation of how the original speaker will react. Workers contribution is more involved in this theory. (Markes, 1999)

`For the purpose of this assignment I have chosen to compare and contrast the contribution of Frederick Winslow Taylor (1856-1915) and Henri Fayol (1841-1925) to the field of management. I will outline the similarities and differences between Taylor and Fayol and then conclude and elaborate on how these two theorists’ work influenced the world of management both in the past and at the present moment.

One major concern about consid.ering people as assets or resources is that they will be commod.itized., objectified. and. abused.. Some analysis suggests that human beings are not "commod.ities" or "resources", but are creative and. social beings in a prod.uctive enterprise. The 2000 revision of ISO 9001, in contrast, requires id.entifying the processes, their sequence and. interaction, and. to d.efine and. communicate responsibilities and. authorities. In general, heavily unionised. nations such as France and. Germany have ad.opted. and. encouraged. such approaches. Also, in 2001, the International Labour Organization d.ecid.ed. to revisit and. revise its 1975 Recommend.ation 150 on Human Resources D.evelopment, resulting in its "Labour is

Hawthorne effect is named after one of the most famous experiments more accurately series of experiments in the industrial history. It was conducted by Elton Mayo and Fritz Roethlisberger in the 1920s with the workers at the Hawthorne plant of the Western Electric Company in the suburbs of chicago. It concentrates on social psychological behaviour of workers in organisations.

In today’s world, we have available all the knowledge and the information we require for a successful practice of management. But as a matter of fact, there is absolutely no mortal artefact or service that does not include a space of breach between the performance and managing or any form of dealing by the leaders with their understanding and performance. The rise of management as a vital, rare and primary institution is an essential moment in the societal history. On the odd occasion has an institution proven to be requisite so rapidly. In contrast, the hassles of management will tend to catch up steeply and steadily. In spite of its decisive prominence, its high distinguishability