Compare Frederick Taylor's Mass Production and Eric Trists Socio-Technical Team Based Production Approaches to the Design of Work Systems

2. What were the weaknesses of each of the following methods of stabilizing the industry?

The scope of this assignment is to critically compare and contrast the two approaches, reflecting on the relevance and value of each, to apply this to my organisation where possible and to offer recommendations where appropriate.

Frederick W. Taylor worked across the United States in the first 15 years of the 20th century looking to solve production problems (Owens & Valesky, 2011, p. 67). He was an engineer in steel manufacturing and studied developed what what is now known as the four principles of scientific management. These principles spell out what both managers and workers are to do. Two important principles include having the management set goals, plan, and supervise workers, and the workers perform the work, and that organizations should establish the standard where management “sets the objectives and the workers cooperate in achieving them” (p. 67). Taylor’s principles are still used today by some organizational leaders who fight the movement that management should work as a team with the workers (pp. 67-68). Taylor’s principles have led to things such as strict discipline, the idea that workers must focus on their task with little or no interaction with colleagues, and the idea of incentive

1. Review the definition of management at the beginning of the chapter and briefly define each of the 4 functions. What are the challenges in carrying out these functions in today’s hyper-competitive marketplace?

Frederick Taylor’s fundamental thoughts on scientific management dated back to early 1880s when he was employed at Midvale Steel Company and observed his coworkers “soldiering” at work. In the following two decades, he moved around different companies while developing his management theory

Scientific management or "Taylorism" is an approach to job design, developed by Frederick Taylor (1856-1915) during the Second World War. With the industrial revolution came a fast growing pool of people, seeking jobs, that required a new approach of management. Scientific management was the first management theory, applied internationally. It believes in the rational use of resources for utmost output, hence motivating workers to earn more money. Taylor believed that the incompetence of managers was the major obstacle on the way of productivity increase of human labour. Consequently, this idea led to the need of change of management principles. On the base of research, involving analysing controlled experiments under various working

What have you learned about these two concepts from the required reading and class discussion? (specific knowledge base and qualities)

10. Please read an article about "productivity" online at http://ccs.mit.edu/papers/ccswp202/ What is the expected long-run impact of information technology on productivity and cost?

advantages and disadvantages for using each of these concepts at the company presented in the case study.

Scientific management was introduced by Fredrick Winslow Taylor in 1898. The basic attributes of this perspective were giving incentives to employees, training them in a standard method and developing a standard procedure of performing a task. These procedures were established by numerous studies and observations (Samson et al., 2012).

In the book Where Good Ideas Come From by Steven Johnson, he shows his readers that great ideas come from ordinary involvement and he uses the history of inventions/innovations to back up his theories. Steven Johnson’s writing is meant to explain how to achieve good ideas and what we can do to advance the ingenuity of our environment. Throughout this piece of work, Johnson illustrates seven theories of innovation of how inventions happen, these consist of; The Adjacent Possible, Liquid Networks, The Slow Hunch, Serendipity, Error, Exaptation, and Platforms. Where Good Ideas Come From advises that in the end sincerity and connection may be more respected to innovation than to a full extent competitive humans.

Scientific Management is also known as Taylorism. Fredrick Winslow Taylor wanted to divide the work process into small, simple and separate steps (Division of Labor). Division of Labor meant every worker only had one or two steps, this was created to boost productivity. Taylor also believed in Hierarchy, he wanted a clear chain of command that separated the managers from workers. He did this so managers would design work process and enforced how the work was performed and employees would simply follow directions. Taylor wanted to select and train high performing workers or first-class employees and match them to a job that best suited them. Taylor believed the most productive workers should be paid more. Employees who could not meet the new higher standard were fired.

The principles of Fredrick Taylor’s proponents of Scientific Management are practices with governments agencies and cooperate America’s companies. It can aid between employees and supervisors, in which this can establish great teamwork between employees and supervisors. Any person can become a leader. It does not depend on what is a person job title. A person job title does not determine if he or she is capable of being a leader.

The next technique of individualized work, is based on Taylor’s conviction that personal ambition would supersede the desire for general welfare as an incentive to exertion (Whyte, 1969, p.5). This is almost in complete contradiction with businesses like McDonald’s, where the focus is on teamwork.

Scientific management (also called Taylorism, the Taylor system, or the Classical Perspective) is a theory of management that analyzes and synthesizes workflow processes, improving labor productivity. The core ideas of the theory were developed by Frederick Winslow Taylor in the 1880s and 1890s, and were first published in his monographs, Shop Management (1905) and The Principles of Scientific Management (1911).[1] Taylor believed that decisions based upon tradition and rules of thumb should be replaced by precise procedures developed after careful study of an individual at work.