The Increasing Application Of Scientific Management Principles Of Work

The Increasing Application of Scientific Management Principles Of runOrganisations To work Is, Despite Its Limitations, Inevitable andIrreversible.IIntroductionFrom the outset of this essay it is necessity to define the basic principles ofScientific Management in order for the affirmation to be fully understood and whyif at all such(prenominal) a practice is inevitable and thusly irreversible within aservice patience context.The underlying belief that scientific management, or rationalisation= , is ableto cater the basis for separating management from the execution of work. Therationalisation of work has the effect of transferring functions of planning, apportioning 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, non labour, was the cause of and potential solutionto problems in the indust ry. Taylor concluded that workers dogmatically soldiered because they believed that red-hot work would put them out of a joband because hourly or daily wages destroyed individual incentive. Taylorbelieved that in order to discourage, and indeed halt, this soldiering a mental revolution was required. He believed this could be achieved via fourvital principles (1) the organic evolution of the best work method, via systematicobservation, measurement and analysis (2) the scientific filling 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 five call 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 clean practicable division between managers and non-mangers.Braverman (1974) described this as the separation of conception fromexecution.- centralized planning and control.- an instrumental, low-involvement employment relationship due to therequirement of t... ...s that are attracted to the industry. al matchless the deskilling dueto rationalisation means that such people are strait-jacketed into onedimensional jobs (Hales 1994) stifling variety and creativity. Therefore such a pattern tends to argue against the notion that scientific managementprinciples are inevitable.In heavyset to return to the original statement it can be argued against thebelief that scientific management is inevitable and irreversible throughout theentire service industry, although sure enough 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 Search of excellence, har pist & Row, New York.Ritzer, G. (1993) The MacDonaldization of Society.Targett, D. (1995) Management Science in service industries, in Schmenner, R.W.(ed.) dish out 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.