Using the scientific and human relations as a foundation, it is easier to understand the impact that changes have on an organization. Last year, pharmaceutical giant Pfizer experienced a CEO change which caused "aggressive restructuring" to help propel one of the domineering American corporations into jump starting the sales and the overall value of the company (Krauskof, 2010)
He believes that employees deliberately operate below their maximum efficiency and capacity. Taylor refers to this as soldiering because of three basic principles (Taylor, 1912)
This is part of the management development process. Such measures have helped in developing managers who can process personal and business skills required for their leadership roles in the organization (Steven, 1989)
The management also believes in the scientific study of individual behaviors related to each task and how these behaviors can be efficiently organized. Drawing from Taylor's principles, this is the best way for City Hall to plan work that attempts to motivate employees, as such incentives places responsibility on the employees to increase productivity (Alvesson & Sveningsson, 2010)
Many managers were quick to implement the rigid procedures and standards that were the basis for scientific management, but somehow never got around to implementing the raises and bonuses when the workers increased production..(Freeman, 1996, p
Through his own work, observation and natural curiosity he began to developed the time and motion studies, pay-incentive schemes, work standards, and other innovations which he would became famous for. Promising even cheaper and more efficient production lines Taylor became known as the "father of scientific management" (Kanigel, 1996)
However, the lessons taught in the new science are as infinitely reproducible as the tasks split up and organised by Frederick Winslow Taylor, the original "time and motion" man, whose efforts at the beginning of this century to liberate workers seemed to many of them to enslave them to the clock and the repetitive task. (Lloyd, 1999) In his seminal work, the Principles of Scientific Management (1919), he painstakingly reviews the broad scope of his endeavors as well as the most minuscule details of the process This is represented down to what type, size and slant of shovel to use for a specific task, as well as how much to load it and swing it for an optimal return on energy output, "
In the past management simply were the observers while the employee did most and really all of the hard work. (Taylor, 2003; Freeman, 1996) Generally stated: Scientific management is a system devised by industrial engineers for the purpose of subserving the common interests of employers, workmen and society at large through the elimination of avoidable wastes, the general improvement of the processes and methods of production, and the just and scientific distribution of the product (Nyland, 1996, p
.thousands of stop-watch observations were made to study just how quickly a laborer, provided in each case with the proper type of shovel, can push his shovel into the pile of materials and then draw it out properly loaded" (Taylor, 2003, p
.thousands of stop-watch observations were made to study just how quickly a laborer, provided in each case with the proper type of shovel, can push his shovel into the pile of materials and then draw it out properly loaded" (Taylor, 2003, p
Repetitious tasks are often performed by robots rather than by human beings, and knowledge workers perform many different types of tasks and enjoy entirely new types of relationships with machines. With today's highly complex work environments, the emphasis for employees is on knowing how to use the information brought forth by the computer, rather than just automatically using the information without additional consideration (Bartholomew, 1998)
This method reduced the time needed to assemble a single vehicle. Ford next created branch assembly plants to increase production even more (Chandler, 1964, pp
Group resistance to change can be difficult to handle in high-technology organizations when the technology itself is behind some of the changes that are being implemented. Getting to the core problems within groups can be more difficult than getting to core problems when dealing with individuals because of the number of employees involved; consequently, there should not be time pressure to reach a resolution for its own sake (Dauphinais & Price, 1998, p
High-technology companies often reverse the process, using an organizational structure which is formed and reformed according to the specific needs of particular products and projects, and which focuses on teamwork and team building rather than on manager-led departments and divisions. Decisions are often made by groups in the high-technology organization, rather than by individuals, and specialized skill sets can be found in high-technology organizations, as well, with an increased emphasis on using computerized management tools (including expert systems) to assist in the organization, control and planning functions (Davies & Brush, 1996)
Companies which have a high level of technology recognize the benefit of that technology, but must keep current in order to continue to reap the benefit of the technology and maintain a competitive edge. Thus if a company uses computer-assisted manufacturing techniques, it must ensure that it has the latest (or at least recent) version of the software available in order to compete with others in the same industry, and to remain compatible with third-party vendors who might be providing additional services (Douglass, 1999)
During this period, there was an emphasis on specialization that fostered the rise of a number of new professions, and personnel management itself was one of those professions. Personnel work before had been clerical work, but the demands of scientific management were greater (Dresang, 1991, pp
In traditional organizations, the manager monitors employees' work hours since hours worked in those environments often does translate directly into productivity (this is particularly true in a manufacturing environment). Work rules are set up after negotiations with labor unions, in many cases, and managers have a highly regimented environment which dictates how and when their employees are on the job and off the job (Goulet, 1999, p
Thus an organization which has as its objective selling 100 widgets per day and which in fact does so can be said to be "effective," but if the organization cannot realize a profit doing so, it is not effective. Finally, "resources" are the various inputs (people, capital, technology, vendors, time and even customers) which are part of the process used by the organization (Hitt, Middlemist & Mathis, 1989, p
The scientific approach to these principles had already been enunciated by Taylor, and it was from his work that an entirely new discipline? industrial engineering or scientific management? emerged, under which the managerial functions of planning and coordination were elevated to a primary position in the productive process. Taylor's contribution leads directly to the assembly lines and moves toward automation taking place today: "He helped instill in us a fierce, unholy obsession with time, order, productivity, and efficiency that marks our age" (Kanigel, 1997, p
CAD/CAM, accounting software and robotic technology have each seen rapid advances in recent years which have presented previously unforeseen challenges to managers (Douglass, 1999). Recognizing that resistance to change is certain to occur in high-technology environments, effective managers seek out such resistance, preferring to focus on issues which may not be underlying the problem rather than ignore conflicts in the making (Mariotti, 1998, p