7/31/2019 AHBM 2010 Q7a Example Sol

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AHBM2010Q7a

ExampleAnswer

Question:

AssesstherelevanceofScientificManagementtoorganisationstoday12marks.

Up to 7 marks can be awarded for explanation of relevant theory eg Taylor, Gilbreth.

Candidatesmustmakementionofthewayorganisationsaremanagedtoday.Awardone

markforeachsuitablepoint,withoneforeachdevelopment.

TayloriswidelyregardedasthefatheroftheScientificSchoolofManagement.Hebelieved

thatworkersshouldreceivea fairdayspayforafairdayswork.Inordertoidentifya

fairdayswork,Taylorfocusedontimestudiestoanalysehowlongeachtaskshouldtaketo

perform. One ofthese studiesinvolved a subject loading iron into awagonunder close

direction from superiors. He identified that given the correct direction a worker couldgreatly improve efficiency of output. However, he has been criticised for employing

methods,whichleadtoshorttermefficiency,butattheexpenseoflong-termproductivity

oftheorganisation.Workerswereviewedasfiscallymotivatedandassuchapiecerate

systemofpaymentwastheideal.

Taylor believed in breaking down a task into its sub-components and therefore

implementedasystemofdivisionoflabour.Yetthismeantthatworkersbecamepawnsin

adullandrepetitiveworkenvironment .Taylorsfocuswasonthejobandthemethodin

which itwas accomplished rather than the workers themselves. Heviewed thewhole

processfromrecruitment,selectiontotrainingasascientificprocess.

Gilbreth, contributed to the Scientific School of thought, with his research usingmotion

studies.Ratherthanfocusingontimetocompleteatask,Gilbrethanalysedtasksincluding

bricklayingtoreducethemotionsrequired. Thisincludedbringingthebricksclosertothe

worker;reducingbendingandliftingrequiredlayingthebricks.Gilbrethusedphotography

torecordandanalyse themotionsthatworkerswereusinginordertoanalysethemost

effectivemannerinwhichtocarryoutthework.

Someof theissueswith the theories of theScientific Schoolwhentranslatedtomodern

organisations includethefact thatworkersaretoday interested in thecompleteworking

environment and conditions and not solely on financial reward. Being treated like a

machine is likely to lead to job dissatisfaction and a high staff turnover today.Discouraging initiative and ideas from employees leads employers to loose out on

potentiallyprofitableideasgeneratedthroughmodernqualitycircles.

DespitethisthereareelementsofScientificManagementthatare still inevidencetoday.

While piece rate systems of payment may have declined, performance related pay is

common.Thiscanbeseenatvariouslevelswithinanorganisation,butrecentlyhashitthe

headlineswithlargebonusesforbankingexecutives.ThetheorybehindGilbrethsmotion

studieslivesoninsoftwareusedinschools(Dartfish)todemonstratethebestmethodofa

practical skill eg the ideal basket-shoot in basketball in comparison to an individuals

performance.Itisalsousedinoperatingtheatresassistingtheefficiencyofsurgeons.

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Yet production lines and general manufacturing businesses where low-skilled labour is

required and tasks can be easily divided up makes Scientific Management suitable.

Organisations,whichutiliseteamwork,wouldnotsuittheautocratichighlystructuredstyle

ofleadership.

One of the most famous organisations making use of Scientific Management today isMcDonalds. This has enabled McDonalds to expand to a global scale with minimal

difficulties.Allprocessesarestandardised,whichensuresaqualityexperiencewhereverin

theworldyouare.Friesaresetatparticularsizes,methodsofcookingburgers,cleaningand

openingandclosingproceduresareuniversal.

In conclusion some of the principles of quality assurance, and efficiency are utilised in

modern organisations, with the importance attached to the human element of the

workforcereversedconsiderablyshowingvalueforabusinessesmostimportantasset.