JAILEKHA REDDY

MANAGEMENT STUDIES 1 (BUMN077H4)

Yahaya Al Hasan

THEORY OF SCIENTIFIC MANAGEMENT AND ITS INFLUENCE ON

MODERN ORGANIZATIONAL DESIGN

1710 words

INTRODUCTION

The following essay discusses and evaluates the impact of scientific

management on the modern organization design. Scientific Management is a
method and theory of examining the management of the work process, which
was founded by Frederick Winslow Taylor in 1909. Scientific Management
aims to improvise on the organizations efficiency. This is done by
systematically improving the efficiency of carrying out a task utilizing scientific,
mathematical and engineering analysis in order to According to the theory,
outputs would increase, if jobs are made easier, causing efficiency and
productivity to increase the process and methods of production. The first
section of the essay will discuss in detail about the theory of Scientific
Management and how it influences modern organizational design and
juxtaposing its relevance in recent times. The second component of the essay
includes an Apple case study that represents an example of a modern
organization and how it is influenced by the theory of Scientific Management.
The following section of the essay comprises of the negative and the positive
influence the theory of Scientific Management has on organizational design.
The last section of the essay follows with a summary of the entire discussion
that includes the key points of the information gathered.
SCIENTIFIC THEORY AND MODERN ORGANIZATIONAL DESIGN
On one hand, the theory of Scientific Management consists of four principles;
the first principle states to replace working by the rule of thumb i.e. with
common sense and replace it by using scientific method to study work is the
best way to determine the most efficient way possible to perform the specific
allocated tasks. The second principle states that maximum efficiency can also

be achieved when workers are assigned and trained in jobs that are based on
their capability and motivation. The third principle states that workers should
be instructed and supervised to make sure they are using the most efficient
ways of working. Lastly the fourth principle states that when work is allocated
between managers and workers it then enables the managers to plan and
train thereby allowing the workers to execute their tasks efficiently. Each of the
above principle is simplified and is in fact still implemented by many firms
today into their design (Chambers & Gray, 2008). On the other hand,
Organizational design is concerned with constructing and changing an
organizations structure to achieve the organizations goals(Robbins &
Barnwell, 2006).
These principles can be imbibed into modern organizations, as the goal stated
in the above quote is the vision of what is to be achieved. The first stated
principle is relevant even today as it states that there should be a clear
division of work by simplifying and breaking down the outline of the job by
scientific methods and research. As the job is simplified the tasks designated
for the workers are made easier for example a worker takes an hour to
produce a product X but if he is given a tool that aids him to produce the
product then this cuts the production time by half hence it saves time and
most importantly it increases efficiency. The second principle is applied in
modern organizations as well because it basically states that once a worker is
selected he needs to undergo training and teaching scientifically to mould
himself to give his best output in a respective department. A worker cannot
train himself nor asses himself and hence is selected after training by
managers or senior officials. The third and the fourth principles are even

applied in modern organizations as managers and senior employees are

given the duty even today to supervise and follow up on the workers. Apart
from which they are even required to do the training and planning process
depending on the nature of the of the work and culture of the organization so
that the workers can efficiently execute their tasks. (Chambers & Gray, 2008)
APPLE CASE STUDY
The Apple Case study (Boddy,2014) gives a better insight into how the
modern organizations imbibe and derive managerial skills loosely from the
theory of scientific management. Apple in particular one of the major firms in
recent times does not depict scientific management and can be said to be a
mixed or hybrid kind of scientific management. For Apple is one such
company that hires people based on their ability to function in their skill and
not on general managerial skills. The company does not consist of a middle
management for they feel this hinders the communication process from the
people managing the company to the workers. The company largely stresses
on the need for product innovation and also invests heavily in research and
development (R&D), as they believe the quality of the product, is responsible
for the success and profit of the organization. This R&D is done under utmost
secrecy to an extent where colleagues do not interact with each other as they
are put in small groups of about two people per group that gives an
impression of working for a start-up.
Another interesting feature of Apple is the collaboration with independent
developers for the creation of applications. Apple can be understood to be an
adaptation of the Maslows Hierarchy of needs as the company sees to the

physiological, safety, support, communication and self-actualization of the

workers. (Boddy, 2014)
Taylor stated the theory and concepts of Scientific Management and the
scientific principles in the twentieth century only because in that time period
workers took their own decisions on their execution of the tasks allotted to
them without any prior formal training. There was no systematic procedure or
structure that was followed which led to immense confusion. This made Taylor
work on these concepts which to improve and maximise efficiency and
productivity in the management of the industries. The theory of Scientific
Management did bring about an order and discipline in the industries that did
not exist earlier. The principles that are stated above give an understanding to
how the concepts made a difference to managerial functions and work ethics
at that time. However few of these principles are redundant to be applied in
recent times, as they require very harsh measures and conditions, which are
not acceptable. (Taylor,1947)

SCIENTIFIC MANAGEMENTS INFLUENCE ON ORGANIZATIONAL

DESIGN
Taking into consideration Taylors drawbacks, one of the major setbacks of
scientific management was that Taylor viewed the workers working in the
industries as machines with financial needs. He dint consider any externalities
that were involved with any of the workers he just paid each worker based on
the output. Although money is an important motivational factor it is not the

only factor people worked there were many other extremely significant
components like job security, sense of achievement, positive working
environment that are very crucial to workers more so in recent times were
overlooked. Another factor that was a drawback was that Taylor believed there
was only one method or process the carry out an action and only that was to
be carried out thereby restricting the job design. It did not take into account
individual differences and abilities, as it was a general application for all the
workers that were a huge restriction for the growth of the workers. Especially
comparing this to the current day scenario that cannot rely solely on individual
input for production, this sometimes requires a group effort and brainstorming
of the different creative minds in order to create or produce a product par
excellence. Its not the lone input from managers to the workers according to
Taylor as this creates a friction for communication from the workers to the
managers. When there is a communication gap it affects the overall
productivity of the organization and weakens the impact on modern
organizational design. (Roberts, Hublin & Rousseau, 1978)
Although most of Taylors Scientific Management principles and theory is
considered to be redundant that is not completely true. Taylors theory of
Scientific Management forms the backbone and paved way for the modern
managerial design for organizations. It forms the foundation from which the
new adaptations have been derived from. Taylors stated principles are
evident in many companies and are very much relevant in the modern
organizations. For instance the first principle helps the manager to be in a
position to assess the workers and the management environment and
implanting scientific methods specific to the organization and situation to be

more productive. Apart from which the principles and concepts also help
modern organizations have skilled workers specific to the task. Further
systematic management improvement was initiated when the workers were to
be trained by the managers, which helped the managers to keep track on the
productivity and efficiency of the workers. His experiments were detrimental in
assessing the quantity of work that was carried out. Lastly his concepts and
principles also helped ensure the justified equal division of work to be
undertaken by the managers and the workers by managers utilizing the
scientific methods to plan and workers exercising their duties. (Dale, 2001)
CONCLUSION
The theory of Scientific Management has made significant contributions for
the formation of modern day organizational design. It has introduced a
process for systematic managerial operations of selection and training which
never existed before and now is an integral part of the management sector.
One such successful company that represents the essence of scientific
management is Apple, which primarily demonstrates a hybrid method of
management.
Although traditional Taylorism isnt practiced in the recent times but it is found
to be evident in developing countries. These ideals of Scientific Management
have given rise to the advancement of management practice and have
shaped organizational behaviour.

References

Chambers, I., & Gray, D., eds. (2008) Business Studies . 4th ed. Essex:
Pearson Education, pp. 374-399
Dale, M. (2001) Organizational Design, in Wilson, E, ed. (2001)
Organizational Behavior Reassessed. London: Sage Publications Ltd, pp.
149-165.
Greenberg, J., ed. (2003). Organizational Behavior. 2nd ed. New Jersey:
Lawrence Erlbaum Associates, pp.55-69.
Robbins, S.P., & Barnwell, N., (2006) Organisational Theory. 5th ed. Australia:
Pearson Education
Roberts, K.H., Hulin, C.L.,& Rousseau, D.M. (1978) Developing an
Interdisciplinary Science of Organisation. San Francisco: Jossey-Bass
Publishers.
Taylor, F.W. (1947) Scientific Management [Online]. London: Harper &
Brothers Publishers. Available at:
http://wps.pearsoncustom.com/wps/media/objects/2429/2487430/pdfs/taylor.p
df [Accessed on: 27 October 2015]