Scientific management is a process of improving the labor organization based on scientific achievements and excellence. It is important to mention that an American engineer Frederick Winslow Taylor was the first scientific engineer, who used and formalized scientific management and highlighted its four principles. Scientific management is the labor organization based on modern scientific achievements and best practices, which were systematically introduced into the workplace. Scientific management allows combining technology and people in the labor process. In addition to the above-mentioned information, scientific management can be characterized as an approach within classical management theory that emphasizes the scientific study of work methods in order to improve worker efficiency. Scientific management’s implementation saves time and is an important growth factor Continue reading
Management Theories
Organization Structure – Definition, Determinants, Importance and Types
An organization structure is a set of planned relationships between groups of related functions and between physical factors and personnel required for the performance of the functions. The organization structure is generally shown on the organisation chart. It shows authority and responsibility between various positions in the enterprises by showing who reports to whom. Organization structure lays down the pattern of communication and coordination in the enterprises. Though organization structure is very important, it is not an end in itself. According to Peter F. Drucker, “Organisation is not an end itself, but a means to end of business performances and business results. Organization structure is an indispensable means; and the wrong structure will seriously impair business performance and may even Continue reading
Criticism of Scientific Management Theory (Taylorism)
Frederick Winslow Taylor was one of the first theorists to consider management and process improvement as a scientific problem and, as such, is widely considered the father of scientific management. He proposed that a business’s economic efficiency could be improved by simplifying and optimizing work processes, which would, in turn, increase productivity. Taylorism, as a philosophy, was the product of a series of experiments and observations, such as time-motion studies, designed to determine the most effective and efficient way to complete a task. Its fundamental and inter-related principles can be summarized as follows: Using scientific method to challenge habitual working practices and to determine the most efficient way to perform specific work tasks; Matching workers’ capability and motivation to the Continue reading
Use of Reinforcement Theory to Overcome the Restraining Forces of Change
People refuse to new changes brought in the work environment due to many reasons of insecurity, uncertainty, etc. thus they do not accept the change and stand against it. Here we are trying to use reinforcement theory to achieve our objective. Restraining forces as the forces that make change more difficult. Restraining forces are those factors that resist change to occur; few examples are lack of skill and knowledge, antagonism between the employees and the manager, poor job description. There are many forces that restrain to a change in the work environment such as: Uncertainty regarding change. Fear of the unknown. Disturbances in the routine. Loss of existing benefits. Threat to the current position. Redistribution of power. Disturb in the Continue reading
Tuckman’s Team-Building Model
Forming – Storming – Norming – Performing is a model of team development, first proposed by Bruce Tuckman in 1965, who maintained that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. He added a fifth stage, Adjourning, in the 1970s. The Forming Storming Norming Performing theory is an elegant and helpful explanation of team development and behavior. Tuckman’s team-building model explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style. Beginning with a directing style, moving through coaching, then participating, finishing delegating and almost detached. According to Tuckman, all Continue reading
Six Elements of Organizational Design
Organizational design is a process of developing and changing the organization’s structure by its managers. It is a chart containing the reporting structure i.e. who reports to whom. Organizational structure is thus a framework on which an organization is patterned for coordinating and carrying out organizational tasks. Organizational design involves decisions about the following six elements: 1. Work Specialization: Work specialization describes to which the overall task of the organization is broken down and divided into smaller component parts. For example, one person would paint a wall and another person fixes a door. So by breaking jobs up into small tasks, it could be performed over and over every 10 seconds while using employees who had relatively limited skills. The Continue reading