Compare and Contrast the Scientific Management Theorist Taylor and the Human Relations Management Theorist Mary

1141 Words Feb 14th, 2011 5 Pages
Compare and contrast the Scientific management theorist Frederick Winslow Taylor and the Human Relations Management theorist Mary Parker Follett

Models have been developed by people to understand management and Quinn used the competing values framework to relate the main models (Quinn et al., 2003). The human relations model is about flexibility while the rational goal model is about control. There is a lot more differences than similarities. Taylor (Pugh and Hickson, 1989), the scientific management theorist emphasizes the maximization of workers’ prosperity while Follett, the human relations management theorist, focuses on development of human resources. Currently, the theories introduced by them are still widely used in many
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First of all, although Taylor encouraged the development of workers, it does not mean that she concerned with workers’ higher needs. What she ever wanted was maximize the output by encouraging them to perform in a higher grade (Pugh and Hickson, 1989). He emphasized standardization of work and quality control, continually supervising and controlling the workers. Suggestions are ignored and they have no freedom under the scientific management (Daft, 1997). Follett described Taylor’s idea by using the term ‘alleged inhumanity’ (Pugh and Hickson, 1989). On the other hand, she focused on understanding human behaviours and needs both in workplace and social interactions (Daft, 1997). She empowered workers to give out own idea, facilitating rather than controlling them. She stressed sense of belongings of workers by satisfying their higher needs (Richard, 1997). What Taylor suggested was only raise the salary of workers. Basically, one emphasizes science, workers being a part of machine; another one concerns with human behaviour.

Besides, the way to deal with conflicts also indicates the difference of two theories. According to Taylor (Taylor, 1947), she increased the number of types of managers, which means a more complex structure in the firm. As mentioned, scientific management led to conflicts due to failure in satisfying workers’ needs (Pugh and Hickson, 1989). Managers have power over workers when there are conflicts and workers can
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