FREDERICK TAYLOR"S CONCEPT OF "SCIENTIFIC MANAGEMENT" S INFLUENCE ON THE FIELD OF ORGANISATIONAL BEHAVIOUR .
In the years closely following 1911, it became apparent that those manufacturing firms which had adopted the Scientific Management approach had gained a comparative advantage over their rivals. In manufacturing and industrial type business, scientific management was imperative for organisational success. In recent times it has become obvious that the dehumanising tactics used in those industries has become oppressive and outaged, and has lead to labour strife, such as union striking in many businesses. The scientific management approach subjects the employee to the power of the production process. Employees were no longer an influential member of a contributing team, but merely a replaceable asset in a large process. Respect for the individual is becoming a key issue of evolving industrial management.
A broader view across industries reveals a less affluent use of Taylor's ideas. It is more common that organisations have in place one or two of Taylor's four main principles of efficient and effective management, including:.
1. DEVELOP A SCIENCE FOR EACH ELEMENT OF AN INDIVIDUALS WORK, WHICH REPLACES THE OLD RULE-OF-THUMB METHOD. .
Business processes are continuously re-engineered to increase productivity. These methods allow management to develop a current up-to-date efficient technique for workers to strictly follow to increase efficiency.This implementation of the one best way of doing things, in order to assure productivity reveals a consistency with this first principle of Scientific Management. It is apparent in other industries that the development of a science for all tasks is not as easy. .
2. SCIENTIFICALLY SELECT, TRAIN, TEACH AND DEVELOP THE WORKER.
Taylor recognised that different people were more suited to particular tasks, and as such believed that if those people were assigned their most suitable task, then the overall process would benefit.