The Need for An Adequate Evaluation of Organization Behavior

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.

Management has indeed evolved since Frederick Taylor’s writings in 1911. Taylor, a pioneer of modern management theory, is best known for developing the ‘scientific management approach’, Kemp (2013). The development of management since Taylor’s writings is a response to the larger economic and social circumstances of our time. Today we are living in a digital era, whereas then, it was an industrial era. Taylor’s approach is built on the premise that in order to maximize production efficiency workers should be seen as individuals and that the more effort put in, the wealthier the man, George (1968). Taylor’s (1911) ideas have not disappeared; they have evolved to meet the challenge of a different era. In 1911, Taylor came up with four theories

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

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.

Frederick W. Taylor was ahead of his time for his concept of Scientific management. It was a revolutionary way of running a business, that swept all over the globe, and his ideas were applicable to many different industries. Substituting disorder and conflict for a new untested method of control, cooperation, and science. Taylor understood there were no incentives for working harder. Knowing this, he payed workers based on output, allowing workers to make more money on any given day. It seemed like everyone would enjoy and prosper under this system, but that was not the case. Workers liked the opportunity to make more money in this system but many of them resisted this new idea. Being under constant supervision made work much harder for them.

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.

All of these examples and many others function and are produced at a higher rate of efficiently due to Scientific Management. Frederick W. Taylor born on March 20, 1865 considered “the father of Scientific Management”. He strongly campaigned for less human interaction and more machine driven production, even going on to say “In the past the man has been first; in the future the system must be first” (Worthy, 1959, p. 73). One of the driving factors for Taylor’s scientific management was that he believed the industrial management of his day was run by individuals that had no professional amplitude Deming suggested that “management could be formulated as an academic discipline, and that the best results would come from the partnership between a trained and qualified management and a cooperative and innovative workforce” (Weisbord, 1987, p. 9). "Taylorism" became the first big management fad. Taylor 's scientific management consisted of four principles (Weisbord, 1987):

Taylorism is a system that was designed in the late 19th century, not only to maximise managerial control, but to also expand the levels of efficiency throughout workplaces. With this being said, productivity levels increased and fair wage distribution was the main result. However, with other, more recent theories and systems, such as Maslow and Herzburg’s theories, these helped to focus on the satisfaction and motivation of the workers rather than the concern of managerial control and empowerment. Fredrick W. Taylor ended up developing 4 main principles to help increase the work efficiency and productivity in workplaces; these will be discussed later on. Other theories relating to this include, Fayol, Follett, Management Science Theory as

The theories well before Organisational behaviour concerned on increasing productivity and efficiency by introducing machinery and optimising time spent on tasks. Taylorisum continually appalled by workers inefficiencies, and the workers tendency to “take it easy “on the job. The Taylorisum was criticised by many arguing that the fundamentals of scientific management were to abuse workers rather than to benefit them (Mullins, 2005). Prior to Hawthorne studies

‘Taylorism’ or ‘Scientific Management’ has been a prevalent idea in business theory since Frederick Winslow Taylor produced his “Principles of Scientific Management’ in 1911. The book was written in response to then President Theodore Roosevelt’s challenge to the American people to introduce new methods to create greater efficiency in the American workplace. Taylor’s idea was to ‘secure maximum prosperity for the employer, coupled with maximum prosperity for the employee’1. Meaning companies could not gain high levels of production without an initiative for the work force,

Frederick Taylor was an American, born in 1856. He was an the early management consultants who shot to fame due to his book the 'Principles of Scientific management ' written in 1911. Taylor called it 'scientific management ' but later in time it became to be known as 'Taylorism ' recognising him as the father of this idea. The thought that he came up with was to apply science to the work place in order to obtain 'maximum efficiency ' with the work places out put. He used a systematic system of observing then studying the causes of inefficient in the workplace, then

Taylor 's Theory was developed by Frederick Winslow Taylor, it was mainly associated with Scientific Management. Taylor endeavoured to increase labour and productivity in the workplace through a thorough study of a worker 's role and design a more efficient and productive approach to their jobs, this procedure derived from the observation Taylor made of workers 'soldiering ', the term applied if a worker deliberately worked at less than maximum potential. Taylor 's studies would involve analysing and breaking down tasks, reorganising and then simplifying them (Van Delinder, 2005).

This theory focused on the belief that making someone work as hard as they could wasn’t nearly as efficient as optimizing how the person was doing that work. Taylor suggested that if jobs were optimized and simplified productivity would increase and that if management and workers cooperated with one another productivity would increase (MindTools.com, 2016). In his book published in 1909 entitled “The Principles of Scientific Management” Taylor introduced his four principles of scientific management. While scientific management received much criticism it has made many significant contributions in the advancement of management. It provided a way to study workplace efficiency, introduced systematic selection and promoted the idea of systematic organizational design (MindTools.com,

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

When Taylor published The Principles of Scientific Management in 1911, he was the first theorist to study organizational behaviour in depth. When working as a shop superintendent at the Midvale Steel Company he noticed that workers used different and mostly inefficient work methods when completing tasks along the assembly line (Buchanan & Huczynski, 2017).  Taylor (1911) argued that the primary objective of a firm’s administration should be to achieve maximum prosperity for both employers and employees. From this, he