The theory of scientific management aims to improve the efficiency of an organization by consistentlyupgrading the efficiency of task completion by using mathematical, engineering and scientific analysis. The aim is to decrease waste, streamline the methods and processes of production, and conceive anequitable distribution of goods. The efficient performance of the company is in line with the common interests of the employers, the employees, and society in general. Frederick W. Taylor, an American inventor and engineer, is the founding father of scientific management theory. He wrote two books related to the topic - Shop Management (1903) and The Principles of Scientific Management (1911). His methods were mainly to impose discipline on the activities of employees, something which Taylor felt was greatly needed at that time. He offered many descriptions of how employees were able to impede production by ‘soldiering or loafing’. (Taylor, 1947). He mentioned that his ‘scientific method’, using individual training, separation, special reward systems and other measures, may be able to slowly overcome those shortcomings (Mastenbroek, W., 1994).
His experiences brought a good impression of how personal power can be replaced by more ‘neutral’ mechanisms of control. Expectedly, he got strong resistance from the employees but even then, his methods were embraced largely by everyone.
The approach to management of the scientific management theory is very ubiquitous right now across almost every industrial business operation in the world. Other general business practices like process design, planning, ergonomics, cost accounting, and quality control have been influenced by it. Knowledge of this theory gives employees a better understanding of industrial management. Employees can also understand how their respective managers use quantitative analysis, an examination of measurable data in numerical form, in making management decisions that can advance the effectiveness and efficiency of business operations (Grimsley, S., 2016).
On the other hand, organisational behaviour (OB) is the study of the way people interact within groups. This is usually to create a more efficient and effective business organization. The study of organizational behaviour is centred on the scientific approach which is related to the management of workers. These organisational behaviour theories are implemented for human resource purposes to augment the output from the production of the individual employees (Investopedia, 2017).
The theory of scientific management came into being in the early 1900s, emphasising increased worker productivity. It advocated a scientific study of tasks and involved a set of workers responsible for them. However, not everyone was open to the idea of this type of management. They were fine with the goal of providing workers the tools important for boosting their output and efficiency but they criticized the creation of an "assembly-line" atmosphere, where the employees are relegated to doing menial jobs. Because of this, it has fallen out of favour among many companies and schools of thought. However it is still seen as a valuable tool for organisations, especially those businesses based on repetitive tasks, such as manufacturing industries.
To understand the relationship between scientific management and organisational behaviour, one can examine its four main principles. First, the company leadership should develop a standard method for doing each job using scientific management. By having a standard, each employee can have a gauge on how to perform their tasks and would know what an excellent performance is, as compared to a poor one. Second, workers should be selected for a job based on their skills and abilities. This will greatly enhance the productivity of that employee since there is a match between his skills and abilities and the job he is tasked to perform. Third, work should be planned to eliminate interruptions. Interruptions are a bane to the workplace since it makes the staff more lax and restless. These actions can lead to unproductivity. Finally, the fourth principle is that wage incentives should be offered to encourage increased output. This can motivate employees to improve their performances and push forward a common goal which is to improve the company’s productivity as well.
Scientific management can affect organisational behaviour that is why it is important to assess the current management style first before implementing it in the current set-up. There has to be a review of current management methods and their effectiveness where strengths, weaknesses or issues the company aren’t aware of are brought into light. That way, the company can find out if this type of management is suited to the organisation. If the organisational behaviour towards it is hostile, it would be best to look for alternative styles. However, if a fit is found and there is a good relationship between the two, what the company can do is to provide management training to the company leadership. To be able to control and mould the behaviour of the organisation, it is imperative to understand the basics of managing employees, and the complexities of change management. Moreover, a solid foundation should be established within the company for internal change to the scientific school of management. This way, it can help the company leadership refine their management skills (Terry, L., 2011).
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