The Theory Of Scientific Management

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The purpose of this essay is to research, analyse and assess the theory of scientific management, which was revolutionised by Frederick Winslow Taylor in 1887 (A.Huczynski, 2010) and to critically evaluate the benefits and pitfalls of his theory. This theory Taylor developed is known as Taylorism and has been used commonly in various structures of organisation. Comparisons shall be drawn to other theories and advancements of this theory, such as Fordism and Toyotism, which was extremely popular in Japan (Cheng, 2009). Using these variations of Taylorism, we can therefore further and deepen the evaluation of his original theory. This essay aims to show that the disadvantages outweigh the advantages due to changes in culture and worker’s mentality.
Taylor’s theory was built upon his key beliefs from observations he made in the workplace; that workers could increase efficiency by “reducing deliberate underworking by employees” (A.Huczynski, 2010) and that by standardising roles he could increase production and efficiency, through delegating certain small roles across a labour force. He believed that if each individual worker could perform one small task extremely well that both efficiency and most importantly, to the shareholders of the firm, the people who have most of the power, profits would increase.
Someone who was seemingly inspired by Taylorism was the founder of Ford Motor Company, Henry Ford. He took the standardisation theory (A.Huczynski, 2010) to new levels and
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