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AHBM 2010 Q7a Example Sol

Scientific Management theories developed by Taylor and Gilbreth in the early 20th century focused on analyzing workflows and standardizing tasks to increase efficiency. While some elements like performance-based pay and motion studies still influence organizations today, treating workers like machines and discouraging initiative has been criticized. Scientific Management is still relevant for some mass production businesses where tasks can be easily standardized and divided, like at McDonalds, but modern organizations emphasize the human element and value employee ideas more.

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0% found this document useful (0 votes)
355 views2 pages

AHBM 2010 Q7a Example Sol

Scientific Management theories developed by Taylor and Gilbreth in the early 20th century focused on analyzing workflows and standardizing tasks to increase efficiency. While some elements like performance-based pay and motion studies still influence organizations today, treating workers like machines and discouraging initiative has been criticized. Scientific Management is still relevant for some mass production businesses where tasks can be easily standardized and divided, like at McDonalds, but modern organizations emphasize the human element and value employee ideas more.

Uploaded by

knoxbusiness
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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AHBM

2010 Q7a Example Answer

Question: Assess the relevance of Scientific Management to organisations today 12 marks. Up to 7 marks can be awarded for explanation of relevant theory eg Taylor, Gilbreth. Candidates must make mention of the way organisations are managed today. Award one mark for each suitable point, with one for each development. Taylor is widely regarded as the father of the Scientific School of Management. He believed that workers should receive a fair days pay for a fair days work. In order to identify a fair days work, Taylor focused on time studies to analyse how long each task should take to perform. One of these studies involved a subject loading iron into a wagon under close direction from superiors. He identified that given the correct direction a worker could greatly improve efficiency of output. However, he has been criticised for employing methods, which lead to short term efficiency, but at the expense of long-term productivity of the organisation. Workers were viewed as fiscally motivated and as such a piece rate system of payment was the ideal. Taylor believed in breaking down a task into its sub-components and therefore implemented a system of division of labour. Yet this meant that workers became pawns in a dull and repetitive work environment. Taylors focus was on the job and the method in which it was accomplished rather than the workers themselves. He viewed the whole process from recruitment, selection to training as a scientific process. Gilbreth, contributed to the Scientific School of thought, with his research using motion studies. Rather than focusing on time to complete a task, Gilbreth analysed tasks including bricklaying to reduce the motions required. This included bringing the bricks closer to the worker; reducing bending and lifting required laying the bricks. Gilbreth used photography to record and analyse the motions that workers were using in order to analyse the most effective manner in which to carry out the work. Some of the issues with the theories of the Scientific School when translated to modern organisations include the fact that workers are today interested in the complete working environment and conditions and not solely on financial reward. Being treated like a machine is likely to lead to job dissatisfaction and a high staff turnover today. Discouraging initiative and ideas from employees leads employers to loose out on potentially profitable ideas generated through modern quality circles. Despite this there are elements of Scientific Management that are still in evidence today. While piece rate systems of payment may have declined, performance related pay is common. This can be seen at various levels within an organisation, but recently has hit the headlines with large bonuses for banking executives. The theory behind Gilbreths motion studies lives on in software used in schools (Dartfish) to demonstrate the best method of a practical skill eg the ideal basket-shoot in basketball in comparison to an individuals performance. It is also used in operating theatres assisting the efficiency of surgeons.

Yet production lines and general manufacturing businesses where low-skilled labour is required and tasks can be easily divided up makes Scientific Management suitable. Organisations, which utilise teamwork, would not suit the autocratic highly structured style of leadership. One of the most famous organisations making use of Scientific Management today is McDonalds. This has enabled McDonalds to expand to a global scale with minimal difficulties. All processes are standardised, which ensures a quality experience wherever in the world you are. Fries are set at particular sizes, methods of cooking burgers, cleaning and opening and closing procedures are universal. In conclusion some of the principles of quality assurance, and efficiency are utilised in modern organisations, with the importance attached to the human element of the workforce reversed considerably showing value for a businesses most important asset.

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