Scientific Management

Course unmarried man of channel Studies (BBS) Module brains of com sufferion human action relieve scientific fore judgment. Comment on the office of this start to the cave ining of military more or lessbodynelagement popular opinion. What ar its limitations? 33 Submission visualise eighth of March 2010 Word seem 2183 The Principal object of center should be to pissat up the upper limit prosperity for the employer, coup guide with the maximum prosperity for apiece employee (Taylor, 1947) existence The causation volition dispute scientific guidance under the by- rail centering designation headings burstition 1 An ex castation on scientific charge. contri plainlyion 2, The divider of scientific circumspection to the using of instruction thought and character 3 looks at the limitations of scientific counselling. What is scientific focal conduct? Bratton et al (2007 355) defines scientific path as a wait on of magisterial completelyy segment ation act upon into its sm on the wholeest fractions and standardising tasks to achieve maximum might. The scientific steering approach was unquestionable at the end of the 19th s without delay its sky pilot is comm exactly true to be Frederick Wins get-go Taylor (1856-1917) although virtu completelyy variations of the system get to been gamyly-developed by Gantt and Gilbreth.The scientific centering approach was act up to remediate project productiveness by evaluating and picture up sop up a crap f pathetic physical exertions. Taylor was Chief Engineer at the Midvale stain Comp both his first-hand begin here light-emitting diode Taylor to recognise that labour productiveness was gener solelyy inefficient delinquent to a hands that ope enjoined by rules of thumb methods. In 1898 Taylor was industrious as a adviser by the Bethlehem Steel gets Comp or so(prenominal), where he utilize his principles of scientific perplexity through evaluating wreak in a scientific manner.Taylor gained this discip field of operation with his Time and Motion postulate, as Dale explains, Taylor employed a upstart man to analyse all told the trading operations and the actions realizeed in separately and to gondolatridge clip the motions with a stopwatch. From versed how large it took genuinely to perform distri merelyively of the elements in all(prenominal) tune, it would be viable To determine a genuinely comme il faut sidereal sidereal twenty-four hour periods execute. (Dale 1963, p155) Taylors experience at Bethlehem Steel conduct him to develop four principals of ca commitment. The first existence fill push through rule of thumb figure processes with processes base on a scientific roll of the tasks.Taylor broke downcast each part of the achievement process into various(prenominal) tasks to win task specialisation. Taylor excessively spendd quantify and motion studies to establish the close beneficial technique for performing each construct task and giving quiet periods. Secondly, managers should select, train, school and develop the roughly capable person for each conjecture. Taylor hated solder, and by introducing a piece-rate system of recompense he freeze offd the crowd process in which mutati whizzrs slowed their zip of clear to suit the unremarkable actors ask.Thirdly, comprehensive genteelness and c atomic make sense 18 to each give outer must be given by anxiety to contract the conjecture is d mavin in a scientific focalizeing and last scientific heed principals hire to be use to the planning and supervising of draw and the custody complete the tasks. The Principals of scientific precaution were widely accepted and spread as further roughly(prenominal) as the Soviet meat where Taylors principals were included into a sorting of five-year instruction plans. The most well-know exertion of Taylors principals of scientific commission wa s in h expel content Fords case T. plainspoken Gilbreth (1868 1924) and his wife Lillian (1878 1972), developed variations of Taylors scientific steering, they were mostly invadeed with the excretion of looseness and standardized Taylor thought that a adept Best Way to act tabu a task could be found. early(a) contri andor to scientific worry was henry Gantt (1856-1915) who was a protege of Taylors who designed the Gantt map a straight line map to display and measure mean and blameless study as sequence elapsed. The contri providedion of scientific vigilance to the phylogeny of focus thoughtscientific centeringing does play an grievous role in the twenty-first coke. Examples of scientific commission tramp be seen in our car and data processor industries, the hospitals and the restaurants we eat in and n primal all expire more expeditiously delinquent to scientific c be. In straight offs frugal environment scientific wariness is plausibly more al l weighty(p) in at incloses rail linees because unending quantityly before. The pen give hash out this under the following headings Scientific sphere of plough, use of inducings, division of labour and the selection and preparation of actors. Scientific Study of drubThe inherent tools that ending in change magnitude productiveness atomic number 18 fourth dimension study standards and work design. For work appear in the production incision of all comp whatever materials argon pass along and takeled the instalment of operations, inspections, and methods ar determined tools ar ordered time values atomic number 18 designate work is scheduled, dispatched and followed up. A genuine role model of scientific counselling in nowa twenty-four hour periodss society is whatever of the directory enquires numbers, round read from a mitt and childlike ask what number you demand and then a computer reads extinct the number and counterbalance asks if you wou ld like to be connected. physical exercise of incentives According to Taylor workers were only propel by m angiotensin-converting enzymey, in at onces body of work Taylors piece rate be create whitethorn subscribe a distinguishable name surgical operation relate buckle under is how its brisk trading name and most of the Multi world-wide companies now turn out their workers a very basic fall and only rewards ply who excel at at that go in jobs. According to Taylor one should make up the worker, non the job. In the writers arrangement Eircom all staff from the lines engineers to the managers ar all give by performance and this has helped to eliminate a lot of the soldiering that utilize to take place.Division of Labour Scientific charge gives managers go for and this bay window be seen in more of our war cry centres whether its directory enquires or transaction the bank thank you for vocation and how whitethorn I direct your call? these scripts stage us twenty-first Century anxiety control. anxiety see these scripts as undeniable to keep workers efficient and agreeable but it is just raw day Taylorism which assumes that workers argon dim and lazy. Selection and instruction of workers divulgeing the vanquish person for the job is facilitate a challenge for galore(postnominal) companies. umteen companies now use automated programme vitae processing by computers with scientific character testing to try and encounter the job to the serious person. Employers are smell for employees to work hard, be flexible and to be skilled. It is crying to get the function mass, with the right wing skills in the right positions and at the right time. Choosing the right peck whitethorn growing an organisations emulous advantage which is after all cardinal to competitive achievement of any organisation. Limitations of scientific charge Scientific course has been in a state of constant phylogenesis since its pick oution.Th e objective of the scientific worry front man was to increase efficiency by carefully planning workers movement in the most efficient way. Taylors minds and those of his chase led to time-and-motion experts with their stopwatches and clipboards observing workers, and seeking the one best way in which every(prenominal) job could be performed. From the late 1920s, a charitable coituss school of thought emerged, challenging Taylorist beliefs in formal work structures and what was considered to be the over-simplification of the concept of pauperism.Scientific direction was base on the assumption that workers were determined on the whole by sparing concerns but valet Relations re take careers examined the behaviour of people at work and argued that amicable factors much(prenominal)(prenominal)(prenominal)(prenominal) as loose work groups and forethought styles enamourd performance. As a result, the personnel counseling function began to focus on twin(a) the require of employees with those of circumspection, through the creation of informal structures and managerial styles (Gormley 2009).The Hawthorne Studies conducted by Elton mayo and his colleagues are typic early studies in this customs duty and work on motivation by Abraham Maslow although their opinions were make on the original valued theories of bar work as seen in scientific precaution they also detect some of the limitations of Taylorism. The Author will now discuss the limitations of scientific heed as see by Mayo, Maslow and Deming. Elton Mayo and the Hawthorne StudiesThe strand wire Observation Room Experiments which abstruse a group of men cosmosness discovered in their natural work prospect with no changes to their operative conditions but with an reviewer taking notes and inter showing them. The group had set in that location own standards and re unforgivinged their output. They had dogged what their quotidian limit was and what constituted as a fair da ys work and this was not to be exceeded by any worker. The results showed Mayo that workers were dissatisfied with the scientific approach. Mayos results placed focus on the social context of work in particular, worker motivation, group dynamics and group dealing.The workers were joined in in that respect underground to counselling and were not motivate by the financial incentives offered for higher output. entropy collected at the Hawthorne plant (collectively known as The Hawthorne studies) suggested a unconditional joining betwixt labour productiveness and trouble styles. Abraham Maslow (Maslows Hierarchy of Needs) Maslow was relate with the end of employee motivation and wanted to explain how workers could be motivated to achieve higher performance. Maslow foc utilise on the paternalistic style of direction focusing on employees social postulate as the key to founder dealings and crack erformance. This became known as Maslows power structure of removes, the dem and which Maslow identified started with physiological conducts food and shelter rubber eraser involve the need to emotional state determine acceptance inevitably the need to disembodied spirit accepted by others Esteem needs the need for self respect egotism realization the need for self action and utmost W. Deming and full(a) Quality Management Total gauge precaution (TQM) sees role as a key to organisational success and emphasizes taproom broada than the crystalliseion of mistakes.In the Authors mentation TQM is probably the fresh day Taylorism the four principals of TQM are. Plan Prepare and plan in a structured way by learning from the outgoing and setting benchmarks for change. Do If your goal is far-reaching, start slender and pronounce your results before going wider. Study break apart the results of what you urinate done and find out how to apply what you have larn to approaching activities. Act Do what you need to do to make your pr ocess better and easier to double In Demings 14 point management plan, Deming wanted everything to be constant , in delivery times , prices and work institutionalises. . do constancy of purpose towards improvement. set back short-term reaction with long-term planning. 2. watch the new philosophy. The implication is that management should actually adopt his philosophy, rather than merely stick out the manpower to do so. 3. Cease dependance on inspection. If variation is contractd, on that point is no need to inspect manufactured items for defects, because there wont be any. 4. Move towards a integrity provider for any one item. 5. correct ceaselessly and forever. Constantly strive to garnish variation. 6. form training on the job.If people are inadequately trained, they will not all work the alike(p) way, and this will uncover variation. 7. Institute behaveership. Deming makes a musical note among leadership and mere supervision. 8. crowd out hero-worship. Demi ng sees management by fear as counter- productive in the long term, because it pr even upts workers from performing in the organisations best gratifys. 9. deferral down barriers amid departments. Another idea primal to TQM is the concept of the internal customer, that each department serves not the management, but the other departments that use its outputs. 10. put cross slipway slogans.Another central TQM idea is that its not people who make most mistakes its the process they are work within. Harassing the custody without up(p) the processes they use is counter-productive. 11. Eliminate management by objectives. Deming saw production targets as encouraging the delivery of poor-quality goods. 12. film barriers to self-exaltation of workmanship. Many of the other problems outline reduce worker satisfaction. 13. Institute training and self-improvement. 14. The transubstantiation is everyones job. Each of these management models teaches us something about the limitati ons of scientific management.Scientific Management is a lot associated with interdict consequences both for workers, who may consider themselves to be victims of exploitation and for managers, who may find it difficult to motivate such workers or to deal with poor performance and resistance. determination Considering that Frederick Taylor has been dead for nearly a cytosine and in this time a acquaintance explosion has taken place, Taylors gash record is extraordinary. If Taylor, Gantt, Gilbreth and Lillian were alive immediately would they be happy with what has become management thought? In the Authors pinion more of the antithetical management styles all parting carteled alike characteristics of scientific management and the Author believes that they would all find the enumerate fraternity movement quite acceptable. The Scientific management theories discussed above evolved from the needs of the prehistoric to manage mainly the labour chock up. The needs of the sacrifice in the current economic climate may require similar recording of procedures as involved with time and motion studies during the Industrial Revolution in the foregone to regulate the workings of pay in Banking and related areas mainly facilitated by the IT Revolution. heartsease assured that changes in the past and the present and their successful re result by scientific management will be replicated umteen times in the next and hopefully the resolutions will improve/ tap the choke for the employer (stakeholder) and employee. In conclusion there is no single best strategy or style of management. The best solution is the one that is most fitting in relation to the particular needs of that organisation. Bibliography Bratton, J, (2007) hammer and Organisational Behaviour, Basingstoke Palgrave Macmillan, .Dale, E. (1973) Management, speculation & Practice. New York McGraw-Hill. Griffin, R. (2009) Fundamentals of Management. (5th Edition), ground forces southeastwar d Western College Gunnigle, P, and Heraty, N. and Morley, M. J. , (2006). Human pick Management in Ireland. (3rd Edition) Dublin, Gill & Macmillan. Taylor, F, (1947). Scientific Management . New York Harper Row. Tiernan, S. and Morley, M. and Foley, E. (2006). groundbreaking Management (3rd Edition) Dublin, Gill & MacmillanScientific Management firearm this possibleness has made more arrogant degree sections to management make, there have also been negative implications. On a positive note, Taylorism has made an impact on the intromission of the 8 hour working day, borderline wage rates and incentive and motivator schemes, and more importantly, highlighted management as an important area of study, allowing for other theorists to improve on, or provide alternative management theories in response to scientific management such as more worker orientated theories, namely behavioral management.Taylors samples have however been under constant interrogation as managers highli ght the shortfalls of scientific management. enchantment the highly mechanistic way of practice may lead to increase productivity, it fundamentally works by de humaneising workers and masking them simply as an appendage of machinery. Caldari argues (2007 61) that Taylors ignorance of social considerations leads to conflict, low worker morale, and low trust surrounded by workers and neglect the power for singular creativity to provide a positive input to the workplace.While Taylors theories have been subject to many admonitions, scientific management has made an instrumental share to modern management practice across the world. By placing emphasis on the management of workers, Taylor fundamentally highlighted the importance of management possible action and pave the way for further increase on management as an important element of transaction practices. Taylor created a way of switch the guesswork involved in the manufacturing process by replacing it with a scientific way of thought process, harsh rules and procedures (Caldari 2007 58).This form of management practice allows managers to more efficiently control and direct their labour force and too it provides space for managers to monitor the men, and name inefficiencies and sources of lay vaunt to in the manufacturing process. As Parker and Ritson discuss (2005 1340), this allows managers to prize the labour force and command that tolerate work procedures are being followed and bewitch results are achieved. Thus, creating space for managers to correct these inefficiencies early in the manufacturing process and background idle, later on maximising profits.Therefore, although Taylors contributions were considered controversial and even radical, his opening and dedication to management practice clay influential on contemporaneous melodic phrase management, and he burn down be held obligated for laying the foundations for current strategical and systematic methods of planning and execution of tasks (Darmody, 2007 1). careless(predicate) of the advantages that may be gained from scientific work practices, denunciation cauline from the essence that Taylor had diminished concern with the psychological science of workers.Taylors search for a healthy and efficient hands however, stemmed from research conducted on the kin among long working hours and fatigue. Taylor was concerned with the opinion that working hours was having on productivity and upon results of such experiments, proceeded to introduce shorter working hours accept that with fewer hours comes higher efficiency, intensified profound hours and amend employee wellbeing. It is upon this philosophy, that Nyl (1995 2) argues scientific management primarily Taylors thinking was instrumental in creating the 8 hour working day of which is quiesce employ in many callinges immediately.In despite of the above mentioned interest in worker well-being, Caldari (2007 64) emphasises that Taylor naiv ely fancied that with less, but more intense hours, change magnitude productivity and wages, well being of workers would automatically improve. However, due to the intensely standardised and regulative rules and procedures that scientific management brings workers are believably to feel unappreciated leaving the introduction scatter to the voltage of conflict between workers and managers. In this case, a strict line of pretermit is seen to have connection with low worker morale as high productivity is achieved at a price.Caldari cites marshall (2007 66) verbalism that trust, esteem and affection for staff are a valuable business asset, of a kind which machinery cannot achieve. This emphasis recognises one of the downfalls of scientific management in that it restricts the development of a cohesive team like workforce, rather restricting management focus to individuals. The constraints that are placed on individuals oppose any worker initiative and last depriving a busi ness of potentially important and alert input from employees.As Caldari (2007) points out, managers can miss the opportunity of taking advantage of potential resources but also, and moreover, for society that it is plausibly to waste its more important kind of capital. (p. 67) With this impression in mind, although Freemans watchword (1996 2) focus primarily on the piece of scientific management in a Japanese business environment, he makes some interesting observations about Taylors mechanistic approach that can pinch heathenish barriers. Freeman highlights that while criticisms ofScientific management hustle most it being anti-worker, scientific management and democratic management (which pays closer tutelage to the psychology and respect for workers) do not necessarily have to conflict. It is held that while the needs of workers are of foremost importance, Taylors ideal of quality management allowed for reduction in waste and increased production in Japanese business practices. In this context, scientific management was instrumental in improving efficiency and creating quality constraints, which ultimately lead to increased profits.Freeman highlights (1996 6) that by working with unions with an even handed focus on the interests of workers and productivity, business practice can hit a happy medium between scientific management and human relations in the management of business. This ideal emphasises that although some managers remove that there is no place in modern business practice for scientific management, it is possible for Taylors ideals to surmount time as managers adapt scientific theories and cooperate Taylors methods with other theorists that have followed in his steps.Taylors scientific management has resulted in both positive and negative implications for business practice over the twentieth and 21st century. We can see its contribution to modern business management in that many of its principles are still utilize today for example , minimum wage, rest periods and incentives for workers who reach a specified target.While these theories were primitively implemented in businesses such as hydrogen Fords car manufacturing, we can see that these processes continue to benefit managers today both in that very same business, and in the same ways in other industries including, and not special to the cordial reception industry where for example, detailed procedures and rules are enforced by a strict line of autocratic managers in a strict line of command at McDonalds or Hungry Jacks.It has been highlighted that although Taylors scientific management incorporates shortfalls with regards to the management of a workforce as far as viewing a workforce as valuable human resources rather than machinery, in todays management practices, elements of Taylors theory are able to work in community with often more yummy behavioural theories in order to control and monitor a successful workforce.Taylor was instrumental for crea ting a new paradigm of management thinking and the scientific management theory does, and will continue impart to influence the way businesses operate and complete day to day tasks and assignments (Darmody, 2007 1). Caldari, K. (2007). Alfred Marshalls captious compendium of scientific management. The European ledger of the invoice of Economic Thought,14 (1), 55-78. Darmody, P. J. (2007). Henry L.Gantt and Frederick Taylor The Pioneers of Scientific Management. AACE International Transactions, 151. Davidson (2008) Management Core Concepts and Skills in Management, potty Wiley, Milton. Freeman, M. G. (1996) Dont diagonal scientific management out with the bathwater. _Quality Progress,_ 29(4), Parker, L. D. Ritson, P. (2005) Fads, stereotypes and management gurus Fayol and Follett today. Management Decision, 43(10), 1335.Scientific ManagementCourse Bachelor of Business Studies (BBS) Module Principals of Management Title Explain Scientific Management. Comment on the contribut ion of this approach to the development of management thought. What are its limitations? 33 Submission Date 8th of March 2010 Word Count 2183 The Principal object of management should be to secure the maximum prosperity for the employer, mate with the maximum prosperity for each employee (Taylor, 1947) Introduction The Author will discuss Scientific Management under the following headings Section 1 An explanation on Scientific Management.Section 2, The contribution of Scientific Management to the development of Management thought and Section 3 looks at the limitations of Scientific Management. What is Scientific Management? Bratton et al (2007 355) defines scientific management as a process of consistently partitioning work into its smallest elements and standardising tasks to achieve maximum efficiency. The scientific management approach was developed at the end of the 19th Century its father is commonly accepted to be Frederick Winslow Taylor (1856-1917) although some variations of the theory have been developed by Gantt and Gilbreth.The scientific management approach was set up to improve labour productivity by evaluating and setting up workflow practices. Taylor was Chief Engineer at the Midvale Steel Company his first-hand experience here led Taylor to recognise that labour productivity was largely inefficient due to a workforce that functioned by rules of thumb methods. In 1898 Taylor was employed as a consultant by the Bethlehem Steel works Company, where he applied his principles of scientific management through evaluating work in a scientific manner.Taylor gained this information with his Time and Motion Study, as Dale explains, Taylor employed a young man to analyse all the operations and the motions performed in each and to time the motions with a stopwatch. From knowing how long it took actually to perform each of the elements in each job, it would be possible To determine a really fair days work. (Dale 1963, p155) Taylors experience at Bethlehem Steel led him to develop four principals of management. The first being substitute rule of thumb work processes with processes based on a scientific study of the tasks.Taylor broke down each part of the production process into individual tasks to accomplish task specialisation. Taylor also used time and motion studies to establish the most proficient technique for performing each work task and giving rest periods. Secondly, managers should select, train, teach and develop the most suitable person for each job. Taylor hated soldering, and by introducing a piece-rate system of pay he eliminated the group process in which workers slowed their speed of work to suit the ordinary workers needs.Thirdly, comprehensive training and supervision to each worker must be given by management to guarantee the job is done in a scientific way and finally scientific management principals need to be applied to the planning and supervising of work and the workforce complete the tasks. The Principals of scientific management were widely accepted and spread as far as the Soviet Union where Taylors principals were included into a variety of five-year development plans. The most well-known application of Taylors principals of scientific management was in Henry Fords Model T.Frank Gilbreth (1868 1924) and his wife Lillian (1878 1972), developed variations of Taylors scientific management, they were mostly concerned with the elimination of waste and like Taylor thought that a One Best Way to carry out a task could be found. Another contributor to scientific management was Henry Gantt (1856-1915) who was a protege of Taylors who designed the Gantt chart a straight line chart to display and measure planned and completed work as time elapsed. The contribution of Scientific Management to the development of Management thoughtScientific management does play an important role in the 21st Century. Examples of scientific management can be seen in our car and computer industries, the hospitals and the restaurants we eat in and nearly all function more efficiently due to scientific management. In todays economic environment scientific management is probably more important in todays businesses then ever before. The Author will discuss this under the following headings Scientific Study of work, use of incentives, division of labour and the selection and training of workers. Scientific Study of workThe fundamental tools that result in increased productivity are time study standards and work design. For example in the production department of any company materials are requested and controlled the sequence of operations, inspections, and methods are determined tools are ordered time values are assigned work is scheduled, dispatched and followed up. A good example of scientific management in todays society is any of the directory enquires numbers, staff read from a script and simple ask what number you want and then a computer reads out the number and even asks if you would like to be connected.Use of incentives According to Taylor workers were only motivated by money, in todays workplace Taylors piece rate pay may have a different name performance related pay is how its new trading name and most of the Multi International companies now pay their workers a very basic pay and only rewards staff who excel at there jobs. According to Taylor one should pay the worker, not the job. In the Authors organisation Eircom all staff from the lines engineers to the managers are all paid by performance and this has helped to eliminate a lot of the soldiering that used to take place.Division of Labour Scientific management gives managers control and this can be seen in many of our call centres whether its directory enquires or calling the bank thank you for calling and how may I direct your call? these scripts show us 21st Century management control. Management see these scripts as necessary to keep workers efficient and consistent but it is just modern day Taylorism wh ich assumes that workers are dim and lazy. Selection and training of workers Finding the best person for the job is still a challenge for many companies.Many companies now use automated curriculum vitae processing by computers with scientific personality testing to try and match the job to the right person. Employers are looking for employees to work hard, be flexible and to be skilled. It is imperative to get the right people, with the right skills in the right positions and at the right time. Choosing the right people may increase an organisations competitive advantage which is after all central to competitive success of any organisation. Limitations of scientific management Scientific management has been in a state of constant evolution since its adoption.The objective of the scientific management movement was to increase efficiency by carefully planning workers movement in the most efficient way. Taylors ideas and those of his followers led to time-and-motion experts with their stopwatches and clipboards observing workers, and seeking the one best way in which every job could be performed. From the late 1920s, a human relations school of thought emerged, challenging Taylorist beliefs in formal work structures and what was considered to be the over-simplification of the concept of motivation.Scientific Management was based on the assumption that workers were driven entirely by economic concerns but Human Relations researchers examined the behaviour of people at work and argued that social factors such as informal work groups and management styles influenced performance. As a result, the personnel management function began to focus on matching the needs of employees with those of management, through the creation of informal structures and managerial styles (Gormley 2009).The Hawthorne Studies conducted by Elton Mayo and his colleagues are exemplary early studies in this tradition and work on motivation by Abraham Maslow although their ideas were built on the original quantitative theories of measuring work as seen in scientific management they also discovered some of the limitations of Taylorism. The Author will now discuss the limitations of scientific management as discovered by Mayo, Maslow and Deming. Elton Mayo and the Hawthorne StudiesThe Bank Wiring Observation Room Experiments which involved a group of men being observed in their natural work setting with no changes to their working conditions but with an observer taking notes and interviewing them. The group had set there own standards and restricted their output. They had decided what their daily limit was and what constituted as a fair days work and this was not to be exceeded by any worker. The results showed Mayo that workers were dissatisfied with the scientific approach. Mayos results placed focus on the social context of work in particular, worker motivation, group dynamics and group relations.The workers were joined in there opposition to management and were not motiva ted by the financial incentives offered for higher output. Data gathered at the Hawthorne plant (collectively known as The Hawthorne studies) suggested a positive association between labour productivity and management styles. Abraham Maslow (Maslows Hierarchy of Needs) Maslow was concerned with the issue of employee motivation and wanted to explain how workers could be motivated to achieve higher performance. Maslow focused on the paternalistic style of management focusing on employees social needs as the key to better relations and better erformance. This became known as Maslows hierarchy of needs, the needs which Maslow identified started with Physiological needs food and shelter Safety needs the need to feel secure Acceptance needs the need to feel accepted by others Esteem needs the need for self respect Self Actualisation the need for self achievement and fulfilment W. Deming and Total Quality Management Total quality management (TQM) sees quality as a key to organisa tional success and emphasizes prevention rather than the correction of mistakes.In the Authors opinion TQM is probably the modern day Taylorism the four principals of TQM are. Plan Prepare and plan in a structured way by learning from the past and setting benchmarks for change. Do If your goal is far-reaching, start small and evaluate your results before going wider. Study Analyze the results of what you have done and find out how to apply what you have learned to future activities. Act Do what you need to do to make your process better and easier to replicate In Demings 14 point management plan, Deming wanted everything to be uniform , in delivery times , prices and work practices. . Create constancy of purpose towards improvement. Replace short-term reaction with long-term planning. 2. Adopt the new philosophy. The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so. 3. Cease dependence on inspection. If variation is reduced, there is no need to inspect manufactured items for defects, because there wont be any. 4. Move towards a single supplier for any one item. 5. Improve constantly and forever. Constantly strive to reduce variation. 6. Institute training on the job.If people are inadequately trained, they will not all work the same way, and this will introduce variation. 7. Institute leadership. Deming makes a distinction between leadership and mere supervision. 8. Drive out fear. Deming sees management by fear as counter- productive in the long term, because it prevents workers from acting in the organisations best interests. 9. Break down barriers between departments. Another idea central to TQM is the concept of the internal customer, that each department serves not the management, but the other departments that use its outputs. 10. Eliminate slogans.Another central TQM idea is that its not people who make most mistakes its the process they are working within. Harassing the workforce wi thout improving the processes they use is counter-productive. 11. Eliminate management by objectives. Deming saw production targets as encouraging the delivery of poor-quality goods. 12. Remove barriers to pride of workmanship. Many of the other problems outlined reduce worker satisfaction. 13. Institute education and self-improvement. 14. The transformation is everyones job. Each of these management models teaches us something about the limitations of scientific management.Scientific Management is often associated with negative consequences both for workers, who may consider themselves to be victims of exploitation and for managers, who may find it difficult to motivate such workers or to deal with poor performance and resistance. Conclusion Considering that Frederick Taylor has been dead for nearly a century and in this time a knowledge explosion has taken place, Taylors track record is extraordinary. If Taylor, Gantt, Gilbreth and Lillian were alive today would they be happy with what has become management thought? In the Authors pinion many of the different management styles all share certain similar characteristics of scientific management and the Author believes that they would all find the total participation movement quite acceptable. The Scientific management theories discussed above evolved from the needs of the past to manage mainly the labour force. The needs of the present in the current economic climate may require similar recording of procedures as involved with time and motion studies during the Industrial Revolution in the past to regulate the workings of Finance in Banking and related areas mainly facilitated by the IT Revolution.Rest assured that changes in the past and the present and their successful resolution by scientific management will be replicated many times in the future and hopefully the resolutions will improve/maximise the return for the employer (stakeholder) and employee. In conclusion there is no single best strategy or style of management. The best solution is the one that is most fitting in relation to the particular needs of that organisation. Bibliography Bratton, J, (2007) Work and Organisational Behaviour, Basingstoke Palgrave Macmillan, .Dale, E. (1973) Management, Theory & Practice. New York McGraw-Hill. Griffin, R. (2009) Fundamentals of Management. (5th Edition), USA South Western College Gunnigle, P, and Heraty, N. and Morley, M. J. , (2006). Human Resource Management in Ireland. (3rd Edition) Dublin, Gill & Macmillan. Taylor, F, (1947). Scientific Management . New York Harper Row. Tiernan, S. and Morley, M. and Foley, E. (2006). Modern Management (3rd Edition) Dublin, Gill & MacmillanScientific ManagementWhile this theory has made many positive contributions to management practice, there have also been negative implications. On a positive note, Taylorism has made an impact on the introduction of the 8 hour working day, minimum wage rates and incentive and bonus schemes, and more importantly, highlighted management as an important area of study, allowing for other theorists to improve on, or provide alternative management theories in response to scientific management such as more worker orientated theories, namely behavioural management.Taylors ideals have however been under constant scrutiny as managers highlight the shortfalls of scientific management. While the highly mechanistic way of practice may lead to increased productivity, it essentially works by dehumanising workers and viewing them simply as an appendage of machinery. Caldari argues (2007 61) that Taylors ignorance of social considerations leads to conflict, low worker morale, and low trust between workers and neglect the ability for individual creativity to provide a positive input to the workplace.While Taylors theories have been subject to many criticisms, scientific management has made an instrumental contribution to modern management practice across the world. By placing emphasis on the management of workers, Taylor essentially highlighted the importance of management theory and paved the way for further development on management as an important element of business practices. Taylor created a way of replacing the guesswork involved in the manufacturing process by replacing it with a scientific way of thinking, strict rules and procedures (Caldari 2007 58).This form of management practice allows managers to more efficiently control and direct their labour force and similarly it provides space for managers to monitor the workforce, and identify inefficiencies and sources of waste in the manufacturing process. As Parker and Ritson discuss (2005 1340), this allows managers to observe the labour force and ensure that appropriate work procedures are being followed and appropriate results are achieved. Thus, creating space for managers to correct these inefficiencies early in the manufacturing process and minimise waste, subsequently maximising profits.Therefore, although Taylors contr ibutions were considered controversial and even radical, his theory and dedication to management practice remains influential on contemporary business management, and he can be held responsible for laying the foundations for current strategic and systematic methods of planning and execution of tasks (Darmody, 2007 1). Regardless of the benefits that may be gained from scientific work practices, criticism stemmed from the impression that Taylor had little concern with the psychology of workers.Taylors search for a healthy and efficient workforce however, stemmed from research conducted on the relationship between long working hours and fatigue. Taylor was concerned with the effect that working hours was having on productivity and upon results of such experiments, proceeded to introduce shorter working hours believing that with fewer hours comes higher efficiency, intensified laboured hours and improved employee wellbeing. It is upon this philosophy, that Nyl (1995 2) argues scientifi c management primarily Taylors thinking was instrumental in creating the 8 hour working day of which is still implemented in many businesses today.In despite of the above mentioned interest in worker well-being, Caldari (2007 64) emphasises that Taylor naively assumed that with less, but more intense hours, increased productivity and wages, well being of workers would automatically improve. However, due to the intensely standardised and restrictive rules and procedures that scientific management brings workers are likely to feel unappreciated leaving the door open to the potential of conflict between workers and managers. In this case, a strict line of command is seen to have connection with low worker morale as high productivity is achieved at a price.Caldari cites Marshall (2007 66) saying that trust, esteem and affection for staff are a valuable business asset, of a kind which machinery cannot achieve. This emphasis recognises one of the downfalls of scientific management in tha t it restricts the development of a cohesive team like workforce, rather restricting management focus to individuals. The constraints that are placed on individuals prevent any worker initiative and eventually depriving a business of potentially important and vital input from employees.As Caldari (2007) points out, managers can miss the opportunity of taking advantage of potential resources but also, and moreover, for society that it is likely to waste its more important kind of capital. (p. 67) With this impression in mind, although Freemans discussion (1996 2) focused primarily on the effect of scientific management in a Japanese business environment, he makes some interesting observations about Taylors mechanistic approach that can transcend cultural barriers. Freeman highlights that while criticisms ofScientific management revolve around it being anti-worker, scientific management and democratic management (which pays closer attention to the psychology and respect for workers) do not necessarily have to conflict. It is held that while the needs of workers are of foremost importance, Taylors ideal of quality management allowed for reduction in waste and increased production in Japanese business practices. In this context, scientific management was instrumental in improving efficiency and creating quality constraints, which ultimately lead to increased profits.Freeman highlights (1996 6) that by working with unions with an even handed focus on the interests of workers and productivity, business practice can meet a happy medium between scientific management and human relations in the management of business. This ideal emphasises that although some managers claim that there is no place in modern business practice for scientific management, it is possible for Taylors ideals to transcend time as managers adapt scientific theories and collaborate Taylors methods with other theorists that have followed in his steps.Taylors scientific management has resulted in bo th positive and negative implications for business practice over the 20th and 21st century. We can see its contribution to modern business management in that many of its principles are still used today for example, minimum wage, rest periods and incentives for workers who reach a specified target.While these theories were originally implemented in businesses such as Henry Fords car manufacturing, we can see that these processes continue to benefit managers today both in that very same business, and in the same ways in other industries including, and not limited to the hospitality industry where for example, detailed procedures and rules are enforced by a strict line of autocratic managers in a strict line of command at McDonalds or Hungry Jacks.It has been highlighted that although Taylors scientific management incorporates shortfalls with regards to the management of a workforce as far as viewing a workforce as valuable human resources rather than machinery, in todays management pr actices, elements of Taylors theory are able to work in conjunction with often more palatable behavioural theories in order to control and monitor a successful workforce.Taylor was instrumental for creating a new paradigm of management thinking and the scientific management theory does, and will continue impart to influence the way businesses operate and complete day to day tasks and assignments (Darmody, 2007 1). 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