The Role Of Professionalism In Frederick Taylor's Scientific Management

Professionalism demands that the manager performs his or her duties within established procedures, rules and regulations. Any behavior that compromises the manager’s professional etiquette is certainly bound to interfere adversely with the organization’s productivity. Lastly, a manager should be able to see members of the organization as human beings who have needs and psychological feelings and emotions. These needs and feelings must be positively harnessed for the good of the organization; motivation of the employees, therefore, becomes a critical factor in increasing productivity (Yasin, 2004).

Frederick Taylor’s Scientific Management. Taylor consistently sought to overthrow management “by rule of thumb” and replaced it with actual timed

He or she may be rewarded for success by promotion or salary increases or he or she may be fired or transferred to a job that will provide needed training or supervision. Whatever the outcome, it will be based on the accomplishment of the goals the subordinate had some part in setting and committed himself or herself to achieving.

Human Relations Approach. Proposed by Mary Parker Follet, this approach to management advocated for a) conflict resolution through integration which often results in “win-win” stituation; b) genuine power as “coactive” not “coercive; and c) true leaders who create “group power” rather than expressing personal power. Follett felt that managers were responsible for motivating employees to pursue organizational goals enthusiastically, not simple to obey orders.

Human relations scholars generally believe that if management showed more concern for their employees, their satisfaction should increase which woiuld lead to an increase in productivity. They recommended the use of human relation techniques such as more effcetive supervision, employee counseling and giving workers more opportunities to communicate on the job (Indabawa,

The systems theory has had a significant effect on management science and understanding organizations. A system is a collection of part unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed as well. A system can be looked at as having inputs (e.g., resources such as raw materials, money, technologies, people), processes (e.g., planning, organizing, motivating, and controlling), outputs (products or services) and outcomes (e.g., enhanced quality of life or productivity for customers/clients, productivity). Systems share feedback among each of these four aspects of the system. The effect of systems theory in management is that it helps managers to look at the organization more broadly. It has also enabled managers to interpret patterns and events in the workplace – i.e., by enabling managers to recognize the various parts of the organization, and, in particular, the interrelations of the