Mangement

Management already be widely accept by the current society as an extremely helpful philosophy. Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively (Robbins, Bergman, Stagg & Coulter, 2012, P12). The resources of the society is limit, which is the reason why people develop the management. The company and factory need the management to improve their efficiency of using resource, like the natural resource and human resource. Scientific management is undoubtedly important in management.  Scientific management “advocated the use of scientific methods to define the “one best way” for a job to be done” (Robbins, Bergman, Stagg & Coulter, 2012, P46). The Taylor’s 4 principle is the main content in the scientific management. This essay will focus on whether scientific management is only useful as a framework for manager in manufacturing sector by analysing the Taylor’s principle. There are three parts in this essay, which are the historic meaning of the scientific management, the analysis of the relationship between scientific management and manufactory sector and the promotion of scientific management in service sector.

In the history of scientific management, Taylor’s principle is the most impressive theory in the scientific management. In fact, there were so many scientists contribute to scientific management, like Henry Gantt and Lillian Gilbreth. However, Taylor is consider as the “father” of scientific management. Because Taylor’s views make a completely innovation in management. Firstly, it changes the traditional methods of management, which is experience management. Before Taylor, the most managers rely on their personal experience to set the strategy, which means the output of company and factory will be limited by the ability and experience of manager. Taylor encourage that the manager should use the scientific and standard method to make decisions, which extremely improve the efficiency of the company and factory. Secondly, Taylor think there is not conflict between the management and labour, which means the interest of both parties is same (Locke, 1982). For example, the managers can increase the wages to improve the efficiency of workers. Therefore, the both parties get the maximum interest.  This mental revolution change the traditional thought which the conflict between labour and management was virtually inevitable. Taylor advocated the mental revolution to change the relationship between management and labour, which is the key aspect in Taylor’s principles. Now, Grachev& Rakitsky (2013) comment that the Taylor’s principle is “a systemic theoretical approach to efficiency with a prioritized practical, programmatic orientation and perceived societal effects.”

In manufactory sector, the function of scientific management is undoubted.  This paragraph will focus on analysing the application of Taylor’s 4 principle in the manufactory sector specifically. Firstly, develop a science for each element of work (Robbins, Bergman, Stagg & Coulter, 2012, P47).  As the managers of manufacturing sector, they should focus on how help their factory get maximum profits, this theory can improve the efficiency significantly. Taylor advocated each elements need to be standard and scientific. For example, manager should know how much time each part of a product can be produced. Then, the managers can calculate the accurate time of producing a product and the number of output. According the scientific research, if the managers want to get more output, they can adjust the worktime of worker and improve the technology to decrease the production.  Locke (1982) state that “the tools and procedures were standardized in accordance with what designs that experiments had shown to be most effective, like the best shape and size for coal shovels.” Ford is the best instance to show this principle. Secondly, Select, train, teach, and develop workers (Robbins, Bergman, Stagg & Coulter, 2012, P47).   Taylor use the Schmidt example (pig iron) to show how a manufactory select a worker scientific (Taylor, 2008). Taylor think the most important factor of selecting is the suitability of this worker. Everyone have different ability, the managers should select the suitable people to do the suitable job. This kind of workers would be several times greater than the average man. Then, the managers need to try their best to develop the potential of the work by training and teaching. However, every theory have some weakness. In current society, some multinational factory will select the foreign manager. The managers cannot ignore the globalisation trend. The Taylor’s principle is not apply in some country, like Japan. There are important different culture in Japan, which there management style was much paternalistic. (Koumparoulis & Solomos, 2012). This points shows that the scientific management have limitation about different religion and culture. Thirdly, Cooperation between workers and management on proper task completion (Robbins, Bergman, Stagg & Coulter, 2012, P47).   This views help promotion the relationship between both parties to improve the efficiency in manufactory. Finally, Equal division of responsibility between workers and management (Robbins, Bergman, Stagg & Coulter, 2012, P47).  This principle help worker share the responsibility and pressure. However, this theory have some limitation in manufactory sector. Sometimes, the normal workers understand how improve the efficiency of production more deeply than the top managers in manufactory sector. If only managers consider the improvement, the methods may not be the best way. Therefore, the managers should be more creative about division of responsibility. To sum up, Taylor’s 4 principle can improve the work efficiency in manufactory sector. But the managers cannot just rely on the scientific management. This theory still have some limitation and weakness.