Scientific Management Or Taylorism: Founded By Frederick Winslow Taylor

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Scientific Management or Taylorism was founded by Frederick Winslow Taylor. This is a management approach that separates conception from execution. The managers would plan and strictly control the production process by breaking it down to ensure that each task requires minimum skills. The workers would only have to perform these tasks repetitively and they are paid to do as they are told (no thinking required) (Thompson & McHugh, 1995; Wren, 2011).
Taylorism is based on the assumptions that the average worker dislikes responsibility, resistant to change and not very bright (Heil, 2000). Taylor believes that monetary incentives alone would be enough to motivate the workers to remain productive. This approach dehumanizes workers by not giving
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Intrinsic motivation like the involvement in the production planning process links the worker’s contributions directly to the organization’s outcomes. This results in more powerful motivation than simple monetary incentives in enhancing their productivity (Mwita, 2012).
For the Human Relations School, both managers and workers make decisions together. The workers have a higher degree of control over how they achieve their objectives. They are also encouraged to broaden their pool of knowledge by undertaking a variety of different tasks to completion. This approach gives the workers a sense of ownership over the process, as their inputs are valued.
Scientific management assumes that workers are primarily motivated by financial incentives. This means that managers should use financial rewards to motivate workers. The management could also create an environment where workers compete against each other for a monetary reward. This competition would result in a higher-level productivity for the
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The workers have certain degrees of control on how they should achieve the organization’s objectives. In case study, Sunil and his colleagues have the discretion to close the deals without having to seek for approval from the management. This would help us feel that we are trusted by the management to make decision for the organization.
To create an ideal work environment, elements of both approaches should be incorporated and balanced. An organization that pays well and values workers inputs by not treating them as tools for production would create an ideal work environment. I would like to work in an organization that balances these approaches.
My preference for the working arrangements can be used to reflect the broader aspects of my personalities in the sense that I am easily adaptable. This is because I am an optimistic individual who makes the best utility of my current situation. I must also be realistic to understand that neither intrinsic nor extrinsic rewards alone are enough to sustain us in the modern world (Kühl, 2014). We need the extrinsic rewards – money, to survive and the intrinsic rewards - recognition to be

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