Essay about Describe and Critique on Scientific Management

1270 Words Sep 23rd, 2013 6 Pages
Report Title:
Describe and critique the Scientific Management approach pioneered by Frederick Taylor

Content Page
Executive Summary 2
Who Is Frederick W. Taylor? 3
Scientific Management 4
Fordism 5
Criticisms of Scientific Management 6
Neo - Taylorism 7
Conclusion 8
Reference List 9

Executive Summary
This study aims to analyze and discuss both industrial benefits and social implications of Frederick Taylor’s scientific management approach. A brief biography of the “Father of Efficiency” will be outlined, followed by an overview of Frederick Taylor’s framework for Scientific Management. Discussions within will focus on positive effects of production with the aid of scientific management and the negative social
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Ford eventually invented the assembly line that most factories have in place in the world today.

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Criticisms of Scientific Management
Taylorism was the back bone of the fast growing economy during the 19th century, Fordism and everything that followed after. Because of the idea of efficiency factories now produce commodities such as cars, electronic gadgets, and clothing at a speed that no one would have imagined before the 19th century.
Criticisms of Taylorism and Fordism revolve mainly around the psychological aspect of workmen and a phenomenon called “Anomie”, which was pursued by Durkheim (1893), who studied the irrational behavior of workmen. Because of Taylor’s distinct division of responsibilities between management and employee, innovation, research and development for improvements never came across to any of the common workmen. This shift in responsibility greatly reduced the need for skill and innovation for the common workmen. Workmen were also disallowed to communicate as it would hinder efficiency during work. <Encyclopedia.com> suggests that Kurt Lewin criticized that the practice of scientific management were turning workmen into machines, cogs in a system. Taylorism had regarded workers as a tool in the…

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