The Pros And Cons Of Scientific Management

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The scientific management theory is being considered as a continuous improvement even in the 21st century. The scientific management theory is used by managers to improve efficiency and productivity. Managers analyze the basic tasks that must be done, use time and motion studies to eliminate wasted motions, hire the best qualified workers for the job, train them in a proper manner and also paying wage incentives for the increased output.
Scientific management encouraged managers to seek the “one best way” to complete a task. (Stoner, Yetton ,Craig, & Johnston, 1994). Scientific management is important because it can raise the standard of the living by making the workers more efficient and productive and adding extra incentives for their wages.
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Limitations of scientific management

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)
Though scientific management improved productivity, it was failed to deal with the social context of the workers and the conflict between managers and employees have been increased. Under this system workers often felt exploited (Samson, Daft, 2009). Because of this labor unions got strengthened up and the bargaining power of labor has been increased. Scientific management has put unnecessary pressure on the employees to perform task faster. The employees have been treated as machines and Taylor forgot to understand the social context or need of the workers. So they often had mistrust with the
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With the concept of scientific management employees were not allowed to identify problems or seek suggestion. In TQM the role of employees was very different from scientific management. Workers are empowered to make decisions relative to quality in the production process. They are considered a vital element of the effort to achieve high quality. Their contributions are highly valued, and their suggestions are implemented. In order to perform this function, employees are given continual and extensive training in quality measurement tools. (Crosby,
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