Chapter 3: Scientific Management
At first glance scientific management seems out-dated, archaic even, as a way of viewing the employee-management relationship. We have learned over the past hundred years that human behavior cannot be reduced to mechanical calculations, and that human relationships are far too dynamic to be limited to "order and command" communication.
Although Frederick Taylor had noble intentions, to improve cooperation between management and employees, in practice this approach left much to be desired. Taylor assumed that with scientific reasoning behind management's decisions there would be no cause for confusion or debate between managers and employees, thus allowing for improved relationships and greater efficiency in the workplace.
However, the flaw in Taylor's approach was that managers were given too much freedom and employees not enough. Managers were completely free to focus on profits and efficiency without having to consider their employees as an integral component to their success. They were free to make any decision they so desired, just by calling the decision-making process "scientific." Using science as a shield, they could avoid responsibility for their decision, as well as retain authority over their employees by being unchallengeable.
In contrast, employees were given no freedom from the dominance of their employers. Communication was completely one-sided, from manager to employee, without any room for dialogue. Inevitably this gave managers absolute power, and lead to improper and unfortunately lasting assumptions regarding a worker's ability to think and reason.
As we have seen, when we attempt to consider humans as machines under scientific management, this approach has devastating results. However, outside of human interaction, this approach to management is not only useful, but alive and well in the modern world. Page 74 of the text highlights just one of the ways we can see these principles being effectively used today in the section titled, "Scientific Management at the Gym." By applying the principles of maximum benefit with minimal resources to our management and organization of non-human entities (whether it be gym equipment or housework) we can achieve the goals Taylor aspired to, and finally find a place for utilizing scientific management.
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I agree. One way in which this style of management falls short is in customer service. If employees are treated as just a tool to achieve an end then they also cannot be expected to function well as customer service providers. I have always considered my job as a learning tool about how to interact with customers in a work environment. It becomes increasingly difficult to provide friendly service if I am preoccupied by the treatment I am receiving from management. I have found that the positive communication and bonds I have with both management and fellow employees, has kept me at my job longer. I agree with you in that the command type of communication stifles creativity. I have found that as I worked in my own job longer that asking questions has proven to be extremely useful and has improved my own work performance.
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