FACULTY OF BUSINESS
MGMT110: Introduction to Management
INSERT: Karan Saluja ; 4970135
SNY Pty Ltd
Starting as a small manufacturing business in 1980’s, SNY Pty Ltd is a Campbelltown, NSW, Australia based manufacturing company previously owned by Gary Smith. The company became more global after Gary Smith got retired(Owner and Founder) and he sold the SNY to a large multinational oil and lubricants business.
This essay outline briefly highlights the major management issues and challenges faced by SNY Pt Ltd. While it touches on the topic of manufacturing department , the challenge of managing the unskilled laborer’s with …show more content…
Its main objective is improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes and to management'' (3). He believed this could greatly increase the effectiveness with which a company runs. ''To apply his solution, Taylor created planning departments, staffed them with engineers, and gave them the responsibility to:
1. Develop scientific methods for doing work.
2. Establish goals for productivity.
3. Establish systems of rewards for meeting the goals.
4. Train the personnel in how to use the methods and thereby meet the goals.''
In theory, providing the workers an insight into the goals set out by the company and providing them a suitable and healthy environment along with teaching them the latest techniques could really help a company to work its way towards its desired goals. The workers should be kept together as a group and treated fairly with promotions and appreciation whenever the company does good in the market. This could motivate the workers in putting more effort in reaching the goals that have been set up by the company.
(1) Mary Parker Follett
(3 September 1868 – 18
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For instance, Southwest Airlines ' believe that the payment in salary would bring the workers to work on time, make them work for their allotted time. However, the problem was what how to make their workers enjoy the work they do each day and be satisfied about it. So, Southwest felt as if the only means to do so was to stimulate motivation and accordance with the company as a whole. Also, Southwest made their company a better place in which to work in that would draw attention to the workers and keep them content/satisfied as well.
and retain their staff. The first method is providing small perks for staff for example, a free slice of pizza on a Monday or money off their shopping at certain shops. This will help employees manage their lives better and as a result will be able to complete projects at work to a higher standard. This will benefit the company as they will have employees working at a higher standard ensuring that their company runs smoothly and well.
I would also include team building exercises, as not only does it encourage employees and motivate them to work, but also help build on teamwork which would be the main target. Having employees working well together this can create better communicational skills and can actually increase the amount of work completed by staff, as they will be working more efficiently.
F.W Taylor introduced a scientific management, Taylorism, in the early 20th century to solve the problem of inefficiency. The aim of Taylorism is to maixmise productivity and minimise waste of resources using specialisation of labour. There are three main components of Taylorism and it will be discussed in detail in the later paragraphs.
During the organizing phase, the production manager Itza Yu must address five major issues before production can start. First, Itza must ensure that the organization structure is adequate. (Writer, 2010) He needs to review materials and job duties to ensure they are not wasteful and inefficient. (Writer, 2010) Secondly, Itza needs to harness the experience, which means analyze his teams functions in order group them together in the appropriate department so he get the most out their experiences to accomplish the project. Thirdly, to make sure the best decisions are made regarding the organizational structure, it is important that Itza organizes all pertinent information and cautiously examine if it matches the organizations goals. (Writer, 2010) Fourth, Itza has to communicate the operational procedures, set by the organizations executives, to subordinates. Lastly, Itza need to address the span of control for the production team regarding this project. He needs to ensure that the span of control matches the organizational structure so the company knows who is
Taylorism, additionally known as Scientific Management, is a theory of management methodology that emphasizes on maximising work efficiency. Developed and named after an American industrial engineer, Frederick Winslow Taylor. Through thorough use of a stopwatch and a clipboard, Taylor put all his research and outcomes into a book called the Principles of Scientific Management, which was later published in 1911. In the monograph Taylor’s notion was to mend the economical proficiency, principally in the labouring output. He believed that there were great losses, when “the whole country is suffering through inefficiency in almost of all of our daily acts” (Taylor 1911) and that “remedies in inefficiency lies in systematic
1) List some products in your personal or family "inventory." How do you manage them? (For instance, do you constantly run to the store for milk? Do you throw out a lot of milk because of spoilage?) How might the ideas in Chapter 12 change your way of managing these SKUs?
In this assignment we are going to talk about Greenwich Engineering company which is located in the North West of England and it is a small and medium manufacturing company. The company desires to put together character as a worldwide principal in implementing present developed methods. The firm has no strategy in place. The managing director does not consider sustainability to be high priority for Greenwich and is only concerned with complying with the legal and regulatory requirements. The MD is concerned with implementing new manufacturing methods as this he believes will
The company has rebounded from a near calamity two years ago, and while it was a great scramble, the company survived and is in the strongest position ever. They knew that the culture had been strained by the episode and wanted sincerely to work to bring things back to "normal." With the assistance of local HR offices, a case was made to the employee population that certain aspects of their current culture might have suffered over the past few years and that it was time to think about change. They announced that they would be undergoing an organizational culture review and that everyone's opinion was valued. A whopping 79% of the employees participated in the survey that they administered. Senior management had worked with the consultants for a few months before the survey was given and had determined their "Ideal" scores. The survey confirmed their suspicions.
Taylor brought a breakthrough in management by his experiments which focused on the analysis of individual tasks and the rationalization of labor to increase the productivity of the workforce. He tested this at the Bethlehem Iron where he increased production over 350% and reduced workers by 70% by increasing the shovel size. Hence, he advocated rationalization to create thriving organizations. He argued that problems such as low productivity, soldiering, high-turnover and conflicts in relationships of workers and managers caused a great amount of loss in productivity and therefore resulted in mismanagement and a loss of efficiency. As a solution, he proposed his theory of Scientific Management. His theory had four basic principles: finding the one "best way" to perform each task, carefully matching each worker to
As we can see from the definition given, the underlying theme of this model of management is industrial efficiency. Taylor’s goal was to introduce a model that would increase output and decrease waste.
Also, the employees should be compensated and rewarded. They must have quality relationship with management, with each other’s and with trade unions to help them in design, build and market the new products. In addition to that, the company should provide advance programs to motivate all employees to increase their productivity.
To fix these problems and to make enterprises more profitable Taylor looked at the scientific side of establishments and developed four management principles. The first one is the principle of “developing a science for each element of work” (Thompson and McHugh, 2009, p.30). Within this principle Taylor summarizes the whole accumulated knowledge of the workers and the company. Hence, he creates rules and norms for each process. Furthermore, he divided the processes in small parts and analyzed them concerning their lead time and course of movement. As a result Taylor could identify and eliminate interference factors (Taylor, 1911, p.24).
– This production “Miracle” is just one legacy of scientific management . – In addition its efficiency techniques have been applied to many task in non industrial organizations ranging from fat food service to the training of surgeons. • Limitations of scientific management theory – Although Taylor's method led to dramatic increase in productivity and higher pay in number of instance . – Workers and unions began to oppose his approach because they feared that working harder or faster would exhaust whatever work was available Causing layoffs.
Labour which is supplied by employees is the most important factor of production in an organization. Organization’s failure or success is predicted on the labour force and their willingness to perform, successful only when their employees work hard and find ways to improve on their task. Employees realize their full abilities when motivated even when facing challenges, working under stressful conditions or having tough times on their job. An important role is for sure accounted by the manager in coordinating individual workers efforts to achieve the objectives of the organization. His works are organizing, leading, planning, supervising and directing employees so that they can on their own willingly contribute their best to the attaining and accomplishment of organization objectives.