What Is Scientific Management? How Might Today's Organization Use It?

The influence and most of McDonald’s success is the investment of significant in their employee’s growth and job satisfaction.

McDonalds is a role model for other industries regarding its dominance over the value chain. The company is both vertically and horizontally integrated. McDonalds is known for purchasing farms, to raise and ultimately slaughter animals, to produce the meat for their products. This type of dedication to the value chain is what has made McDonalds so successful. McDonalds also owns the logistics and transportation lines that bring products to the restaurant. McDonalds has even created their own health insurance company to supply employees with health insurance, for a cost. It appears McDonalds is attempting to control the entirety of its value chain to, reduce its cost while maintain quality and in turn pass along some of that cost, these savings can be turned into a perceived value by the customer resulting in brand loyalty.

Scientific Management – a method which sought to identify most efficient techniques for management through “time and motion” studies and then motivated worked to adopt these ways of working through the use of

McDonalds was first incorporated in the year 1955 in USA with a single restaurant. Currently, McDonald has transformed to be the biggest and the fastest growing in the industry of fast food services (Employee handbook, 18). The corporation sales are now at a staggering $30 billion an year contributed by the 21,000 stores that are located across 101 different nations around the world. The success of the corporation has been as a result of a great contribution by the company’s management where there has been application of new ideas to give the corporation an upper edge in the market. On analysis of the company’s blueprints, a projection has been made where the corporation

McDonalds’ employees are similar as they too want good hours, a fair workload, and an equal pay for the amount of time and effort they put into their work. They also want the chance for a promotion or at least more money for staying with them, otherwise they will either call their union or quit; this has influenced

The fundamental theory behind scientific management is breaking down each part of a job to its science (Taylor). In the Principles of Scientific Management, Taylor talks about pig iron handlers, shoveling and bricklaying as a few examples in which he implemented scientific management. He proposed four important elements that are essential to scientific management. In this example Taylor discusses the science of bricklaying. First management must develop the science of bricklaying with standard rules of each task. Every task is designed to be perfect and standardized. The second element is selection and training. This step is important because Taylor wants an employee who is “first class,” meaning that they are the best at what they do, follow instructions and will not refuse to listen or adopt the new methods that management is executing. The third element is teaching the first class employee the science of bricklaying broken down by management. At this stage management is instructing the employee what to do, how to do it, and the best way to do it. Management is there to help them and watch that they are doing it “their” way and not

The scientific approach required several major principles in its application to management: 1st – develops a science for each operation to replace opinion and rule-of-thumb. 2nd

Frederick Winslow Talyor developed a theory called the Scientific Management. It is a theory of management that analyse and improve work process, aiming to increase labour productivity. Scientific management methods are used to optimize productivity and simplifying the jobs so that workers could be trained to perform their task in one “best” way.

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

To begin, McDonalds uses the Classical method scientific management method, this method allows work to be compartmentalized. Fredrick Taylor, the one who worked on the scientific management wanted to improve productivity, therefore, his approach was used in the McDonalds enterprise as work is compartmentalized to make work efficient. For example, McDonalds labour force has specific tasks such as; some workers on the line making the meals, a worker making the fries, a worker working the cash register etc. The classical method works well in this aspect of working as it is easy and inexpensive to train workers and is easy for observation by supervisors and managing staff. McDonalds however does not motivate the workers well as they are paid minimum wage, since money is the only motivator, and compensation must be assessed to performance.

“The principle object of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee…” (Taylor, 1911, p.9)

So, it’d be a great opportunity to deal with different HR aspects by going with McDonald’s. Also, personal experience with McDonald’s is helpful in the analysis that is presented in this report. McDonald’s Restaurant Ltd. McDonald’s began in the USA in 1955 with one restaurant. McDonald’s is now the largest and

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.

The golden arches are one of the most recognizable logos on the planet. McDonald’s is one of the biggest food companies in the world which does not seem hard to believe since they have served over a billion people. When someone goes to McDonald’s they come through the door expecting a certain quality of service and food. McDonald’s goal is to meet the guest expectations to build customer loyalty. With over 35,000 restaurants in 118 different countries, McDonald’s has created a very detailed and thought out code of ethics so that employees represent the company in a favorable manner.

The scientific approach to management is one of the earliest methods used by organizations. Taylor’s systematic processes initially defined in 1910 gathered a multitude of support as his techniques develop a general understanding of the organization's workflow. While Taylor' idea propagated by the