Scientific Management Case Study

960 Words 4 Pages
Scientific Management
The idea of Scientific Management was introduced by Frederick Taylor. Taylor’s proposal was that employees get paid by how well they work. This meant that the sooner you completed your daily tasks the better paid you get. He also stated that there should be respect between all levels of management and their employees.

Following on from Taylor’s introduction of a scientific management style, Max Weber introduced Bureaucracy in the 1930’s. Weber stated that there should be different levels of hierarchy within an organisation and this structure should be carefully followed to enable success. He also believed that only qualified workers should be employed and that nepotism led to failure. He felt that a successful
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He believed that managers must plan ahead, develop strategies and set achievable future goals. This meant that managers needed to evaluate their plans and proposals and see how they may affect the organization. Creating a plan of action is the most difficult of the five tasks and requires the active participation of the entire workforce. Planning must be done throughout all levels of the organisation.
Managers must also organize the workforce in an efficient manner and structure the organization so that all future goals set can be successfully achieved. The recruitment process is a key ingredient in the organising function as a well-educated, reliable and hardworking work force can provide an excellent platform for the organisation to succeed.
Managers must supervise their employees. They must monitor them during their daily work and motivate them to achieve the goals and targets set out by the business. Motivating a workforce can be extremely difficult in some instances however if motivated correctly this can help optimise the return from all employees in the interest of the
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He unlike others has a broader approach, studying everything managers do, how they do it and why they do it. His belief is that managers should not force systems on to employees more so they should allow an employee’s skillset to dictate which role best suits them.
Mintzberg says that there are the ten roles that he believes make up the basis of a manager's job and he sub divided these ten roles into three categories:
Interpersonal - Managers have many responsibilities. They are expected to be a source of information and a sign of authority at the same time. Leaders should provide leadership for employees and it's where the manager must monitor the performance and responsibilities of everyone within the organisation.
Informational - Within this role a manager regularly seeks out information related to the organization and their particular industry, evaluating the company and discussing any relevant changes in the environment. A manager must all also monitor the entire workforce, in terms of productivity. In this area of a managers role communication with employees is a key role. Managers represent and speak for their organization. In this role a manager is responsible for informing the public and the employees about the organization and its

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