Essay about The Historical Evolution of Operations Management

The second Industrial Revolution was an era that created many inventions off of the first Industrial Revolution, which included refining techniques to chemicals, electricity, transportation, and production engineering to name a few. One of the most highly technological innovations of the second Industrial Revolution, however, was the innovation of steel.

Frederick Taylor (1917) developed scientific management theory (often called "Taylorism") at the beginning of this century. His theory had four basic principles: 1) find the one "best way" to perform each task, 2) carefully match each worker to each task, 3) closely supervise workers, and use reward and punishment as motivators, and 4) the task of management is planning and control.

Taylor the “Father of Scientific Management” was an American mechanical engineer, born in 1856. He decided against going to Harvard despite passing the entrance exam, instead joining the working world and later whilst working for Midvale Steel he completed his degree at the Stevens Institute of Technology in New Jersey. He would go on to apply his engineering background to the scientific study of management (Simha and Lemak 2010).

Shipbuilding was neederd in colonial America and manyBritish vessels in 1775 had been made in North America. Shipyards sometimes had hundreds of employees and a distribution network of international proportions but lacked key elements that would later be associated with the Industrial Revolution: Work was organized around skilled crafts, and power-driven machinery to enhance output was limited. Some buildings in other areas of the economy resembled factories. Lumber mills used power-driven machinery, but often they were small in size, without many employees. A few sugar refineries operated more like later factories of the early national period, but they tended to depend more on manpower than water or steam-generated power. Iron furnaces in the countryside produced a significant amount of iron. Most other manufactured items were either produced in small shops run by artisans or made in the household by women. The significance of household production is often overlooked, but the spinning and weaving of cloth by women became an increasingly major sector of the economy in the last quarter of the 18th century in terms of total output and excess capital earnings for a family, especially in rural

The aim of this essay is to describe and evaluate the application of Taylors Scientific Management approach by the chosen manager in his organization and in the 21st century and to discuss about the relevancy of this management approach with the manager. Taylor’s Scientific Management method marked the beginning of modern management in 1911. Taylor came up with this management approach to reduce the inefficiency in the workplace. Taylor’s Scientific Management Theory involves the implementation of scientific methods to illustrate the “one best way” of doing a specific job. According to Nawaz (2011), “Frederick Taylor thought that there was one and only one method of work that maximized the competence or efficiency” (p. 5542). Many managers

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

The Industrial Revolution took place during the 18th and 19th century. It changed the way our products, including cloth and textiles, were manufactured. It was called a revolution because it was the spark of steam power and factory work, thus ringing in a new era of industrial technology. It greatly affected the way people lived and worked. This revolution helped shaped the modern world we live in today. The Industrial Revolution refers to a change from hand and home production of goods to machine and factory. The Revolution completely transformed America's economy, it made a full switch from an agricultural economy, to an industrial one. The Revolution built new roads, and canal systems making it easier

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.

One of the most prominent new developments in the Industrial Revolution was factories, and factory workers. Factories were a result of new farming equipment being invented. From 1733-1787 five new inventions were made to help modernize the cotton industry. These new machines were, the “Flying Shuttle”

Operations Management in an organisation is repsonsible for managing and in making decisions concerning the activities that convert inputs into outputs , that is goods and services. This covers both short term actvities as well as longer term activities to meet strategic goals. Inputs can be the raw materaials need to manufacture goods such as furniture or the computers needed to create a service like online shopping site. Operation management’s role is to make decisions to improve how operation activities function, for example, to improve the final quality of the output or to change production methods to be more efficient in terms of cost and in time.

The Industrial Revolution was the era of innovation and industrialisation from 1750 - 1918. It was a period of industrialisation and rapid change in the ways people lived, worked and thought. The way that all of this happened was through factories. Factories were necessary for the human race’s development to the modern day, influencing social status, mass production, and the economy.

The year 1911 saw Frederick Winslow Taylor publish a book titled ‘The principles of scientific management’ in which he aimed to prove that the scientific method could be used in producing profits for an organization through the improvement of an employee’s efficiency. During that decade, management practice was focused on initiative and incentives which gave autonomy to the workman. He thus argued that one half of the problem was up to management, and both the worker and manager needed to cooperate in order to produce the greatest prosperity.

With those evocative words, Frederick W. Taylor had begun his highly influential book; “The Principles of Scientific Management” indicating his view regarding management practices. As one of the most influential management theorists, Taylor is widely acclaimed as the ‘father of scientific management’. Taylor had sought “the ‘one best way’ for a job to be done” (Robbins, Bergman, Stagg & Coulter, 2003, p.39). Northcraft and Neale (1990, p.41) state that “Scientific management took its

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.