This paper aims at outlying the various principles of management. It also seeks to show how these scientific management principles to the workers can help in the production increment. This essay is based on the work of Fredrick Winslow Taylor (Wrege & Greenwood 1991). It is clear that these tasks are accomplished with an aim of making the work easier. In respect to these principles, workers were trained to perform their tasks, as well as specialized motions in the best way possible.
Scientific management theory aims at analyzing, as well as synthesizing workflows and at the same time, improving the labour productivity. The theory emphasizes on replacing the traditional rules with those of carefully studied individually at work (Waring 1991). It is an implementation of contingency in such a high level of managerial work practices and control over the employees. It is an efficiency theme and instances of recurring themes in human life that boost efficiency. On the other hand, there is a decrease in waste by use of empirical concepts to come up with decisions of what matters other than acceptance of pre existing ideas in what matters.
According to these principles, it is clear that the work was performed by skilled artisans who had gained their skills from lengthy apprenticeships (Taylor 1967). These crafts men were the ones who made their own decisions on the jobs they were to perform. Scientific management contained anatomy whereby there was the conversion of artisans in a lined series of simplified jobs. As a result, even unskilled workers could perform and be trained easily on these tasks. Taylor’s interest was based on improving the productivity of workers. This was triggered to by the gross inefficiencies that were achieved by the steel workers.
The following were the four principles of scientific management that were aimed at determining the optimal working methods. Replacement of rule of thumb work methods in respect to a scientific study conducted on these tasks. The other principle is selecting, training each worker to develop scientifically rather than giving them an obligation to train themselves. It is also clear that a good cooperation with workers with an aim of ensuring that methods developed scientifically are being practiced (Tsutsui 1998). The fourth principle is ensuring an equal work division between workers and managers. This will enable managers to put into practice the scientific management principles in work planning and the actual performance of the workers’ tasks. It is evident that once these principles were implemented in the factories, the increase in productivity was recorded.
Currently, the concept of scientific management is a contrast of the newly improved methods of doing business. In a political, as well as sociological perspective, this concept acted as a division of labour in its logical extreme. The concept is a consequent worker deskilling process and workplace dehumanization (Hoxie 1966). It is notable that although these concepts improved and increased productivity, it contributed a lot and increased a fantastic deal of the work monotony. The scientific management picture lacked the following aspects: variations, task identity, significance, task autonomy, as well as feedback. In certain cases, new working styles were allowed and highly adopted by workers. Despite these few controversies on scientific management, principles had a key role in the nature of work and approaches towards it. The crucial part of these principles was that of viewing work, as well as workers, as aspects that are fixed but factors that can be changed because of a small change in the work set up.