Topics: Management, Process management, Frederick Winslow Taylor Pages: 16 (5341 words) Published: August 5, 2014
There has been much public debate about whether Taylors should be adopted to employees in modern society. Some people think that Taylor’s theory’s has been utilized in the past and it still used in contemporary management today. The main part of the theory is Taylor endeavored to increase the labor and productivities through study of a worker’s role in order to design a more efficient and productive approach to their jobs. Another significant factor that should be taken into account is that as the current market becomes more competitive, managers will analysis and calculate employee’s tasks and cut down on employees, burdening the extra duties or even out souring employment to cheaper alternative. By contract, it is argued by some of other workers that since the Taylors has been introduced, managers have exploited and used it as a reason downsize the firm or to force more work than employee.

Taylor endeavoured to increase labour and productivity in the workplace through a thorough study of a worker's role and design a more efficient and productive approach to their jobs, this procedure derived from the observation Taylor made of workers 'soldiering', the term applied if a worker deliberately worked at less than maximum potential. Taylor's studies would involve analysing and breaking down tasks, reorganising and then simplifying them (Van Delinder, 2005). Taylor's theory has been utilised in the past and is still in use in contemporary management today. There are advantages and disadvantages of applying Taylorism to management today as both have their merits. This essay will be focusing on both advantages and disadvantages of the application of Taylor's theory in contemporary management practice. The essay will expand on the impact of Scientific Management in regards to the efficiency, production and psychological benefits and detriments in its application in the modern management scene.

Many workers believe that since Taylorism has been introduced, managers have exploited and used it as a reason downsize firms or to force more work from the employee (Wood et al (2010). This, having a negative impact on the employees morale and in turn affecting the original focus of the theory. As stated by Wood et al, 'Taylorism' is a term that angers many due to the techniques being unsuitable when applied by oppressive management (2010). As the current market becomes more competitive, managers may seek the use of Taylor's theory, they will in turn analyse and calculate employees tasks and cut down on employees, burdening the remaining with extra duties or even out sourcing employment to cheaper alternatives as seen in recent times with such companies... Scientific management's application was contingent on a high level of managerial control over employee work practices. This necessitated a higher ratio of managerial workers to laborers than previous management methods. The great difficulty in accurately differentiating any such intelligent, detail-oriented management from mere misguided micromanagement also caused interpersonal friction between workers and managers.

While the terms "scientific management" and "Taylorism" are often treated as synonymous, an alternative view considers Taylorism as the first form of scientific management, which was followed by new iterations; thus in today's management theory, Taylorism is sometimes called (or considered a subset of) the classical perspective (meaning a perspective that's still respected for its seminal influence although it is no longer state-of-the-art). Taylor's own early names for his approach included "shop management" and "process management". When Louis Brandeis popularized the term "scientific management" in 1910,[2] Taylor recognized it as another good name for the concept, and he used it himself in his 1911 monograph.

The field comprised the work of Taylor; his disciples (such as Henry Gantt); other engineers and managers (such as Benjamin S. Graham); and other...
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