Block 2

Question 1

5 Principles of ‘scientific management’ argued by Taylor

Answer 1

1. The separation of conception from execution: managers analysed and designed work tasks, employees performed them.
2. Simplification of tasks: each task was broken down into simple components which were then aggregated to exclude unnecessary efforts.
3. Close supervision: employees were closely monitored to ensure adherence to best practice.
4. Strict obedience to ‘one best way’: employee innovations in work design were excluded.
5. Monetary performance: incentives were applied to output generated in this way.

Question 2

The key elements of the labour strategy that supports optimisation

Answer 2

• The simplification of tasks and high assembly line speeds; automation of simple tasks where possible.
• Use of high levels of hourly pay and the avoidance of bonuses. Ford introduced the ‘$5 day’, worth a lot of money at the time to attract and retain the labour required, and to reduce absenteeism.
• Close supervision of employees and strict discipline.
• Avoidance of labour unions.

Question 3

Mayo, 1933

Answer 3

The hallmark of human-relation theories is the primacy given to organizations as human cooperative systems rather than mechanical contraptions…
Any company controlling many thousands of workers…tends… to lack any satisfactory criterion of the actual value of its methods of dealing with people.

Question 4

The Relationship Between Scientific Management and Human Relations Thought

Answer 4

The development of engineering as a profession was the direct cause of scientific management, much as the development of social-psychological science accounted for the appearance of the human relations paradigm. (Guillen, 1994, p.26)
Scientific management adoption always precedes human relations adoption, and indeed in Germany he finds, for various reasons, human relations thinking has little effect on practice. The more consistent impact of scientific management on production is associated with the simultaneous development of cost accounting, production and inventory controls and incentive schemes (also developed by engineers) (1994, p.41).