Modern day management theories are greatly influenced by two schools of thought. The first being ‘Scientific Management’, or sometimes known as Taylorism, whose main theme stems from the separation of conception from execution (Evangelopoulos, 2011; Blake & Moseley, 2011). This approach was first implemented by Frederick W. Taylor who stressed on the importance of a scientific approach towards management (Miller & Form, 1964). Although effective in certain aspects of industries, it raised a wave of criticism regarding its principles of strict task allocation and dehumanization of workers (Huang, Tung, Lo & Chou, 2013). The second theory is titled ‘Humans Relations’ which was formed by Elton Mayo and his team based on results from the Hawthorne
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This originates from the economic-man concept, which was advocated by Taylor, where one acts rationally to advance one’s interest with money as the principal incentive (Miller & Form, 1964). Furthermore, workers are also seen as simple ‘appendages’ of machinery that function as according to standardized methods designed by managers (Caldari, 2007). The term ‘machines’ is used to describe workers under Taylorism because workers are expected to heed every single order of their managers without including any of their input into the management strategy. In addition, it is necessary to release employees who do not live up to the expectation of the organization as what one would do with useless spare parts (Huang, Tung, Lo & Chou, 2013). Human Relations theory contains two main assumptions regarding employees as well. The first would be that most men are motivated by their own natures to look for social acceptance and productive cooperation in society. Another assumption would be that appropriate changes in the worker’s current environment would improve mental wellbeing and individual satisfaction (Sarachek, 1966). Generally, this means that the level of recognition, security and sense of belonging influence a worker’s enthusiasm and productivity rather than the physical conditions under which he works under (Miller & Form,
This originates from the economic-man concept, which was advocated by Taylor, where one acts rationally to advance one’s interest with money as the principal incentive (Miller & Form, 1964). Furthermore, workers are also seen as simple ‘appendages’ of machinery that function as according to standardized methods designed by managers (Caldari, 2007). The term ‘machines’ is used to describe workers under Taylorism because workers are expected to heed every single order of their managers without including any of their input into the management strategy. In addition, it is necessary to release employees who do not live up to the expectation of the organization as what one would do with useless spare parts (Huang, Tung, Lo & Chou, 2013). Human Relations theory contains two main assumptions regarding employees as well. The first would be that most men are motivated by their own natures to look for social acceptance and productive cooperation in society. Another assumption would be that appropriate changes in the worker’s current environment would improve mental wellbeing and individual satisfaction (Sarachek, 1966). Generally, this means that the level of recognition, security and sense of belonging influence a worker’s enthusiasm and productivity rather than the physical conditions under which he works under (Miller & Form,