The Increasing Application Of Scientific Management Principles Of Work

The Increasing Application of Scientific Management Principles Of urinate arrangements To Services Is, Despite Its Limitations, Inevitcapable andIrreversible.IIntroductionFrom the outset of this quiz it is necessary to define the basic principles ofScientific Management in regularise for the statement to be fully understood and whyif at completely such a practice is inevitable and indeed irreversible within a wait on industry context.The underlying notion that scientific counselling, or rationalisation= , is ableto provide the basis for separating management from the execution of work. Therationalisation of work has the ensn atomic number 18 of transferring functions of planning,allocation and co-ordination to managers, whilst reinforcing the managerialmonopoly of decision-making, motivation and control. Hales (1994).Taylor (1856-1915) has been referred to as the father of Scientific Management.He believed that management, not labour, was the cause of and potential solutionto problems in the industry. Taylor concluded that workers consistently soldiered because they believed that faster work would put them out of a joband because periodic or daily wages destroyed individual incentive. Taylorbelieved that in mold to discourage, and indeed halt, this soldiering a mental revolution was required. He believed this could be achieved via four merry principles (1) the development of the best work manner, via systematicobservation, measurement and analysis (2) the scientific selection anddevelopment of workers (3) the relating and bringing together of the best workmethod and the developed and trained worker (4) the co-operation of managersand non-managers which includes the division of work and the managersresponsibility of work.From this louvre key facets have evolved that lie at the foundation of scientificmanagement. Hales (1994) has summarised these as follows- systematic standardised work methods via mechanisation and standardtimes.- a dismantle functi onal division between managers and non-mangers.Braverman (1974) described this as the separation of aim fromexecution.- centralised planning and control.- an instrumental, low-involvement employment relationship due to therequirement of t... ...s that are attracted to the industry. But the deskilling dueto rationalisation means that such people are strait-jacketed into onedimensional jobs (Hales 1994) stifling variety and creativity. Therefore such asentiment tends to argue against the notion that scientific managementprinciples are inevitable.In summary to return to the original statement it can be argued against thebelief that scientific management is inevitable and irreversible throughout theentire profit industry, although certainly some areas of the industry couldbenefit from utilising such a management strategy - notably in the budget sector.BibliographyHales, C. (1994) Managing Through Organisation, Routledge, London.Peters, T. & Waterman, R., In hunt of excellence, Harpe r & Row, New York.Ritzer, G. (1993) The MacDonaldization of Society.Targett, D. (1995) Management Science in service industries, in Schmenner, R.W.(ed.) Service Operations Management, Prentice Hall, New Jersey.Taylor, F.W. (1984) Scientific Management, in Pugh, D. Organisation Theory,Penguin, Harmondsworth.Thompson, P. & McHugh, D. (1990) Work Organisations A critical introduction,Manmillan, London.