Managerial Ideology for Organizations and Environments

Changes Experienced Through Scientific Management Principles

Discuss about the Managerial Ideology for Organizations and Environments.

The implementation of Scientific Management principles resulted in major changes to the Factory System.  From a management point of view, what were these changes? Using the article on Morgan's (1997) metaphors (available on Moodle) which of these metaphors applies to Factory system before the implementation of Scientific Management? And which metaphor would apply after?  Explain your reasoning concerning the text and other academic sources.

First and foremost, it is important to look at the principles of this concept theory of scientific management. The Taylor’s theory of scientific management has four principles. These include;

1. Replace operation/working by “rule of thumb,” or simple habit and common sense, and as an alternative apply the scientific method to study work and decide on the most professional and competent manner to perform specific functions.
2. Training of workers

• Supervise employee’s performance, and offer instructions and management to make sure that they are the most effective ways of operation.

1. Assign the task to managers and employees so that the managers make use of their time scheduling and training, enabling employees to carry out their duties effectively.

According to these four principles, changes in the factory systems were experienced through their application. The scientific management theory disseminated the idea of division of labour uniformly among the employees as well the managers. This act itself creates a formal and official connection with respect and ensures that the duties given to every employee is worked on promptly. In this case, a teamwork spirit is also cultivated within these institutions. On the other hand, through the division of labour, the management has transformed to a democratic type where every individual is allowed to give out their views in regards to what they feel is affecting their performance.

Additionally, another change that has been realized is the chance for scientific training as explained in the principle. Currently, several institutions are putting this principle into practice to realize maximum profits. The introduction of technology in the manufacturing department requires employees and managers to have good knowledge to cope up with the frequent emergence of new technologies, and that requires the application of Taylor’s concepts.

Currently, no organization can deny the fact that they are using Taylor’s concepts, especially in the recruitment process. A human resource department has been created to carry out the function of recruiting only the best-qualified workers should there be any vacancy within an institution. As the concept demands, the recruits are offered a little training to get to know what is supposed to be done and also familiarise with their place of work.

Using the article on Morgan's(1997) metaphors (available on Moodle) which of these metaphors applies to Factory system before the implementation of Scientific Management? And which metaphor would apply after?  Explain your reasoning with reference to the text and other academic sources.  

In the theory of management, there is one model that has stood out among other models; Gareth Morgan’s metaphors of organizations. Morgan (1997) explains eight metaphors that work as a way through which an individual might view an institution. These metaphors include organism, machine, brain, political system, culture, psych prison, an instrument of domination, change and transformation (Morgan, 2011). Choosing a metaphor to require carefulness since it significantly influences how people see organisational issues and solutions required. Morgan’s theory stands out mainly since it offers an evaluation of the various viewpoints that apply to comprehend the conduct of institutions. Among these metaphors, there are some that apply to factory system before the implementation of scientific management theory of Taylor.

Metaphors Applied to Factory System Before and After Implementation of Scientific Management Theory

Factory system majorly deals with machines for the better part of the operation. Therefore, a machine as a metaphor was applicable before the implementation of the scientific management theory. Any operating factory requires machines to function better; therefore machine was applied long ago Taylor’s. The machine requires an organisation to have a command and a time of control. Furthermore, since machines cannot be handled by anybody, it requires an individual with skills to handle it, thus division of labour just the same way as various machines serve different purposes. When an institution or a factory is seen as a machine, an individual has to view how the management, authority and obligation are apportioned and how different persons are authorised to take different plans.

Another metaphor applied the theory is the brain metaphor. Several management theories support brain metaphor, and many of them have been developed. One such theory is the decision-making approach that treats institutions as communication, information and decision-making structures. Everything human beings do require the brain; decisions are made using brain; everything that revolves around the management is the brain (Alvesson, 2002). Therefore, this metaphor is critical and is applied after and before the implantation of the concept of Taylor’s principles. Other metaphors that were before the implementation of Taylor’s concept include culture and organisation of political parties system.

Rational-bureaucratic organisations are supposed to develop the best means to achieve their goals. Based on your reading of Chapter 5 (pg. 56), what would you say are some of the obstacles to making the "best" decisions about ways to reach a goal or solve a problem? Do some organisations have a more difficult time with this than others? What kinds of goals or problems do they deal with?

This model is created on the machine metaphor of institutions that illustrates the similarity between the connection among the parts of the mechanical tool and the relationship among positions in the corporations. Max Weber envisioned the theory. It uses a formal hierarchy, speciality, impersonality and promotion based on qualification and achievements, to support an organisation attain their objectives (Martin, 2002). These components help in realising a better and equal workplace, clear directions and which then aids employees with to ask for advice from. There are still obstacles that are being experienced when applying the model in the workplace. It has strict and rigid regulations as well as processes that undermine the organisation’s primary goals. This takes place as workers are heavily focused on adhering to the rules set by the organisation’s top management thus making them lose focus on the organisation’s objectives thus poor in productivity.

Obstacles to Making the 'Best' Decisions and What Kinds of Goals or Problems They Deal With

Do you think the term used by Barnard -- "common moral purpose" (pg. 103) -- is a good way to describe what happens in work organisations? Why or why not?

According to Chester Bernard, “common purpose” may be the best method to describe functions of the organisation. It is suitable for some features as people are often guided by the organisation’s goals and ways of accomplishing them. Employees work to obtain a common purpose, whether that be making a product or offering a service to customers. Worker’s job descriptions and functions will relate to the organisation’s objectives and long-standing goals (CAMBRIDGE POLICY STUDIES INSTITUTE, 1973).  Through this, workers will all have a “common purpose.” Again, the aims of the employees must be coordinated with organisations for a common moral purpose to be realised. Every worker must have the values of the organisation at heart and believe in them thus achieving a “common purpose” efficiently.

The transformation of organisational forms has given rise to a variety of paradoxical demands. For example, organisations want to achieve both economies of scale and economies of scope; they want to specialise yet be flexible. What does each of these separate demands mean for organising and managing? Why they all are desired? How can they peacefully co-exist?

Organizations currently, want to accomplish economies of scale and economies of scope, through a means being flexible in spite of having expertise in another ground. According to Turi (2015), economies of scale connected to the rate of offering a better service at a lower cost. Economies of scope are the aggressive benefit that a corporation takes pleasure in for a product or a service for a certain market section. Managerial theorists have used Ford’s industrial model to replicate on the planning and running abilities of business to portray fresh and up-and-coming organisational forms. New organisations are very different when the comparison is made to the Fordist standards on the division of labour. The organisation should be flexible in economies of scope and also propose product or service that excites to a particular section. In case of economies of scale, business ought to produce products in bulk to authenticate and authenticate costs, thereby planning its existing levels of manufacture and running costs.

References

Morgan, G. (1997). Images of Organization. London: Sage.

Martin, J. (2002). Organizational culture: Mapping the terrain. Berkeley, CA: University of California Press.

Turi, A,MM,IL,GGAMS 2015, ' May. From Fordism to Lean management: Main shifts in automotive industry evolution within the last century. ', In MakeLearn International Scientific Conference on Management of Knowledge and Learning, pp. 25-27.

CAMBRIDGE POLICY STUDIES INSTITUTE. (1973). Working papers for a new society. Cambridge, Mass, Cambridge Policy Studies Institute].

Alvesson, M. (2002). Understanding organizational culture. New York, NY: Prentice-Hall.

Martin, J. (2002). Organizational culture: Mapping the terrain. Berkeley, CA: University of California Press.

JAFFEE, D. (2008). Organization theory: tension and change. Boston, McGraw Hill.