Scientific management was developed in the early 1900's and fronted by Fredrick Winslow Taylor. Robbins, Bergman, Stagg and Coulter (2006) describe scientific management as:
The use of scientific methods to define the "one best way" for a job to be done.
The objective of Scientific Management was to ensure that maximum productivity was achieved for both the employer and employee. (Dwyer, 2005) Scientific Management is essentially an authoritarian approach that breaks up the "thinking" and "doing" responsibilities to the manager and worker respectively. (Morgan, 1986). The main philosophies arising from the Scientific Management approach include; an emphasis on experimentation, research, and timed studies, as opposed to "rule of thumb", management and labour co-operation in order to ensure economic efficiency, emphasis on individualism, and the simplification of tasks to reduce learning problems and time. (Mohanty and Sethi, 1996) The underlying assumption of the Scientific Management Theory, according to Dwyer (2005) is that Human nature is machine-like and thoroughly rational, motivated by simple, uncomplicated economical needs.
In 1924, a series of studies were conducted in an attempt to determine the effect that lighting had on the productivity of a worker. These studies were later known as the "Hawthorne Studies". The studies, which were fronted by Elton Mayo, provided new insights into individual and group behaviour, and found that social norms or group standards were the major determinants of workers behaviour. (Robbins et al., 2006). It is from the Hawthorne Studies that the Human Relations Movement stemmed, and this theory holds a philosophy that a manager's concern for workers will lead to their increased satisfaction and improved performance. (Dwyer, 2005) The names associated with this movement include; Dale Carnegie, Abraham Maslow and Douglas McGregor. The main characteristics of the Human Relations Movement included; a scientific approach to the analysis of human behaviour, concern for the well-being of workers, attention to interpersonal relationships, and a view of the worker as a significant variable. (Mohanty and Sethi, 1996) The Human Relations Movement contradicted many of the major suppositions of the Scientific Management Theory. Scientific Management focused on the use of exact measurement to improve productivity, the detailed division of labour, and "pay by performance". But one of the major features of Scientific Management was that decision-making was the responsibility of management and workers were to obey. In contrast the Human Relations Movement focused on worker motivation, particularly on the belief that a worker who is satisfied will work more efficiently and effectively. Scientific Management places great emphasis on human efficiency on the job, this was executed through the organisation of human efforts in a "mechanistic manner", so that a "one best way" was established and maximum efficiency...