Management styles have been studied for many years. Fredrick Taylor (1911) studied the work process scientifically looking at how work was performed, and then how this affected worker productivity (Whetten & Cameron, 2005: 285). Taylor 's philosophy focused on the belief that making people work as hard as they could was not as efficient as making the job more efficient to perform the task (Beardwell et al, 2004: 65). From a study he undertook in the USA with steel worker, he stated that by matching workers to specific tasks based on their capability they would get the job completed quicker than letting everyone do the same task. Another theorist Elton Mayo (1933) conducted the Hawthorne Experiments. The initial test looked at the effect lighting had on workers’ productivity however, Mayo expanded these to look at pay and incentives, rest periods, hours of work, supervision and work pace (Whetten & Cameron, 2005:287). He concluded that the workplace was above all, a social system of interdependent actors in which workers are influenced more by the social
Bibliography: Beardwell, I. Holden, L. Claydon, t. (2004) Human Resource Management. 4th ed. Essex: Pearson Education Limited. Bolton, G (2005) Reflective Practice. Uk: Routeledge Hobart & Frankel (2003) A practical guide to working with parents UK: Nelson Thornes Johnson, G. Scholes, K Whittington, R (2006) Exploring Corporate Strategy. 7th ed. Essex: Pearson Education Limited Mullins, L (2007) Management and Organisational behaviour. 8th ed. Essex: Pearson Education Limited Whetten, D & Cameron, K. (2005) Developing Management Skills. 6th ed. USA: Pearson Prentice Hall.