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Contributions of Scientific Management Theory
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- 2.14.6 Limitations of scientific management
| 2.14.5 Contributions of Scientific Management Theory The following are the contributions of scientific management theory to modern management a) The modem assembly line pours out finished products faster than Taylor could ever have imagined. This production "miracle" is just one legacy of scientific management. b) Its efficiency techniques have been applied to many tasks in nonindustrial organizations, ranging from fast‐food service to the training of surgeons. The development of specialized tasks and of departments within organizations had come with the rapid industrial growth and the creation of big business. One person no longer performed every task but specialized in performing only a few tasks. c) The scientific study of work also emphasized specialization and division of labor. Thus, the need for an organizational framework became more and more apparent. d) Formulation of work standards. e) In an effort to motivate employees, wage incentives were developed inmost f) scientific management programs. g) Taylor and other scientific management pioneers believed employees could be motivated by economic rewards, provided those rewards were related to individual performance. 2.14.6 Limitations of scientific management (a) Scientific management methods are applicable only in predictable and stable environments and have limited applications in complex and unpredictable environments. b) It overemphasized the economic and rational nature of man and overstate man’s desire for money. c) The scientific management theory did not attach importance to human behaviour, i.e., it overlooked the human desire for job satisfaction and social needs of the workers as a group. d) Overemphasis on productivity and profitability led some managers to exploit both workers and customers. e) Taylor assumed that earnings and profit maximisation would be complementary and that managers and the managed would cooperate. This assumption was unrealistic because both parties sometimes hold opposing views about employment relationship. f) It makes wage bargaining difficult. Workers merely accept what management 81 considers fair or is prepared to pay fora day’s job. Taylor assumed that the perspective of the manager on work and wages was automatically the correct one. g) It excludes employees from participating in management. It puts the planning and control of work entirely in the hands of management. h) It completely overlooks the positive role of trade unions and informal groups in business by insisting that management should deal with workers on an individual basis. Download 3.37 Mb. Share with your friends:
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