Taylor's Scientific Management Principles in Current Organizational Management Practices

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Firstly, big companies are often divided into several departments to focus on specialization, since the change in structure “allows them to divide the tasks of the whole organization into manageable sub-tasks and allocates them to organisational units that are responsible for their completion” (Rollinson, 2005: 461). However, when the organization’s structure does not include specialized jobs concerned with analysing the environment, the companies usually fail to adapt to changing circumstances (ibid: 463). So, scientific management works better with small companies which do not usually need to react to change (Caldari, 2007: 74). This lack of flexibility, the main defect attributed to the Fordism model (which adopted Taylorism’s…show more content…
CHRM´s responsibilities involve, among others, job design, staff selection, training and motivation and job performance criteria, all of which were Taylor’s contributions (Bell and Martin, 2012: 107).
Thus, following Taylor’s ideas, organizations in our days make huge efforts to “hire the right people to a position” and to train them to develop their skills (Mckinnon, 2010: 1). One example could be human resources policies in consulting firms, which focus on hiring unexperienced workers with great potential and, then, train and develop their skills so that they can make very valuable workers for a low cost (Babío et al, 2007: 50).
3. “Bringing the scientifically designed job and the scientifically designed workers together” (Rollinson, 2005: 9).
This Principle translates into ensuring that all work is done in accordance to the principles of the developed science. Even though the basic job of a manager is to guarantee that an organization achieves its goals, a key aspect to take into account is making sure that employees are performing their tasks so that they contribute to the accomplishment of organization’s goals (Certo, 2003: 3-4), and this involves monitoring performance and making the necessary corrections (ibid: 11).
Seeing that we cannot assure everything is done as it
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