Frederick Taylor

For McDonalds to achieve their mission statement they will have to create some internal strategies to help push for perfection. Strong training is one strategy that McDonald’s uses for overall success. McDonald’s has one of the Worlds best training with hands on skills development, teaching employees time management, teamwork, and customer service/ communication skills. McDonald’s ability to offer opportunity is another internal strategy they produce. McDonalds allows for many opportunities within the company for advancement. A large percentage of managers and franchisees within McDonalds all started at one point or another as McDonald’s Crewmembers. “67% of managers and 50% of franchisees” (McDonald’s Canada, 2015) started in entry-level jobs and worked their way up; this shows McDonald’s can offer plenty of opportunity. The last strategy is McDonald’s likes

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).

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.

McDonald’s has combined Taylor’s, Weber’s, and Fayol’s theories picking out some of the components that best fit their mission. These components include Taylor’s supervision practices, emphasis on efficient specific tasks, and employee placement practices, which represent the mechanistic organization theory. Weber’s hierarchical authority structure, merit based promotion principles, and impersonal management practices. In addition to, Fayol’s bureaucratic management style that stresses planning, organizing and coordinating. Common principles among these three theories like the shared belief in the division of labor, order, and extensive policies are part of McDonald’s management style. In essence, McDonald’s has gathered the components it believed would allow them to accomplish

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.

McDonald’s is the quintessential fast-food chain that has dominated the globe and minds of many consumers. The strategy McDonald’s has taken that has led to its domination began when Ray Kroc bought the McDonald’s name from the two brothers and franchised the company worldwide as fast as possible. One way to accommodate for this fast growth was to establish a training center, Hamburger University, that would train store managers. As a result of Hamburger University (the first of its kind), McDonald’s created a competitive advantage over other firms because it was equipped for its tremendous growth due to its well trained employees.

Frederick W. Taylor’s stared working in the late nineteenth and early twentieth century. He started the Scientific Management movement, and he and his associates were the first people to examine the work process scientifically. They all developed scientific management the earliest people of scientific management were Frederick W. Taylor’s (1856-1915), Frank Gilbreth (1868-1924), and Lillain Gilbreth (1878-1972). They studied how the work was performed, and they looked at how this affected worker productivity. He believed that increased efficiency could be achieved by selecting the right people for the job and training them to do it in exact terms in the one best

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.

Several modern management theories have been shown to have their roots stemming from the ideologies of the scientific management theory. The basic principles of scientific management include standardised work activity based on measurement and formulae, workers are matched to tasks, coordination of activities in order to execute a number of related tasks and separation of planning and execution with the aim of maximum output. (4) The scientific management theory explores the idea that managers should manage and the workers should work. The industrial revolution era brought the need to bring about an increase in the effective rate of output and productivity and that led to the introduction of the scientific management theory by Frederick W. Taylor. Taylor was an engineer interested in efficiencies through work measurement and coordination of tasks and focused on the problems of dividing up labour tasks. He believed that the most efficient methods for completing a task and for the selection, development and motivation of employees could be scientifically determined, Taylor concluded that there was one best way to achieve things (4). Taylor had four

Although scientific management has a lot of benefits, it also has some disadvantages. Firstly, the worker’s role is reduced by the rigid methods and procedures. Another drawback is the employees will be bore because of same steps of procedures. Next one is scientific management generates a ‘carrot-and-stick’ approach to the motivation of employees by enabling pay to be geared tightly to output (Cole, 2004). As stated by Buren (2008), proponents of

Scientific management theories proposed in this reading do apply to contemporary management functions. Although many of these theories could be argued as common knowledge today, when Fredrick Taylor established them they were prehistoric terms. He wanted to find out ‘one best way’ for everything in the workplace. Taylor’s most well known experiment was the pig-iron experiment (Locke, 1982 ). The experiment involved workers loading ‘pigs’ of iron on to rail cars. He knew their current daily output, but believed more was possible using scientific management. This was done due to many things. First of all putting the right person on the job with the right tools and equipment. In today’s management people hire the best person they can for the job. Secondly he had the worker follow his instructions exactly. This is also normal in today’s management functions, because people do things the way the employer wants them to. Taylor also motivated successful and productive workers with higher pay (Locke, 1982). This is also very common in today, with higher salary packages for good workers and pay increases for productivity fairly common. This improves employer and employee relationships by making the employee feel valued.

Scientific management has played a significant role in how workers are managed to provide efficiency to production lines. The question here is whether or not this approach has improved or worsened the experience for the workers in the modern day and how this approach has been adapted to fit the technological advances of this day and age. I will consider what the scientific management includes and how this may affect the non-managerial workers. In the approach to answering this question I will use McDonalds as one of the main companies which still use scientific management and how successful it is.

Scientific management involves the application of psychological science to guide worker selection, training, and evaluation (Short, 2011; Zuffo, 2011). Other key elements of the rational choice approach include setting goals and establishing mechanisms to collect feedback, ensuring better customer relationship management through improved quality and processes (Salimath & Jones, 2011), increasing productivity, and reducing waste (Short, 2011). Efficiency is at the core of scientific management theory, and greater efficiency is achieved through a focus on optimising time and motion (Bell & Martin, 2012), while employee motivation is promoted by tying compensation to productivity (Edmans, 2012).

When visiting a McDonald’s restaurant, one can see how it resembles a machine in many ways. In order for a machine to work correctly, it must have all of its different parts work in sequence, for it to achieve the same common goal. Same goes for a McDonald’s restaurant, each employee is assigned to different working stations, working on different tasks to accomplish a common goal. As I waited in line to order my food, I noticed every employee never left their station, there was someone at the register taking orders, someone working the fries, someone at

.He is well known as the ‘Father of scientific management’. But the term scientific management was