The Increasing Application Of Scientific Management Principles Of Work

The Increasing Application of Scientific Management Principles Of Work giving medications To Services Is, Despite Its Limitations, Inevitable andIrreversible.IIntroductionFrom the outset of this essay it is necessary to desexualise the basic principles ofScientific Management in order for the statement to be fully understood and whyif at all such a perform is inevitable and indeed irreversible within aservice industry context.The underlying belief that scientific management, or rationalization= , is ableto provide the basis for separating management from the consummation of work. Therationalisation of work has the effect of transferring functions of planning,allocation and co-ordination to managers, whilst reinforcing the managerialmonopoly of decision-making, motivation and control. Hales (1994).Taylor (1856-1915) has been referred to as the father of Scientific Management.He believed that management, not labour, was the cause of and potential solutionto problems in the industry . Taylor concluded that workers systematically soldiered because they believed that faster work would put them out of a joband because hourly or daily wages destroyed individual incentive. Taylorbelieved that in order to discourage, and indeed halt, this soldiering a mental revolution was required. He believed this could be achieved via fourvital principles (1) the development of the best work method, via systematicobservation, measurement and analysis (2) the scientific selection anddevelopment of workers (3) the relating and bringing together of the best workmethod and the developed and trained worker (4) the co-operation of managersand non-managers which includes the piece of work and the managersresponsibility of work.From this five recognise facets have evolved that lie at the foundation of scientificmanagement. Hales (1994) has summarised these as follows- systematic standardised work methods via mechanisation and standardtimes.- a clean functional division between managers and non-mangers.Braverman (1974) described this as the separation of conception fromexecution.- centralised planning and control.- an instrumental, low-involvement employment relationship due to therequirement of t... ...s that are attracted to the industry. But the deskilling dueto rationalisation means that such people are strait-jacketed into onedimensional jobs (Hales 1994) stifling variety and creativity. Therefore such asentiment tends to argue against the notion that scientific managementprinciples are inevitable.In summary to return to the original statement it can be argued against thebelief that scientific management is inevitable and irreversible passim theentire service industry, although certainly some areas of the industry couldbenefit from utilising such a management strategy - notably in the budget sector.BibliographyHales, C. (1994) Managing Through Organisation, Routledge, London.Peters, T. & Waterman, R., In Search of excellence, Harper & Row, New York.Ritzer, G . (1993) The MacDonaldization of Society.Targett, D. (1995) Management Science in service industries, in Schmenner, R.W.(ed.) Service Operations Management, Prentice Hall, New Jersey.Taylor, F.W. (1984) Scientific Management, in Pugh, D. Organisation Theory,Penguin, Harmondsworth.Thompson, P. & McHugh, D. (1990) Work Organisations A critical introduction,Manmillan, London.