History of Management Theory

Running Head HISTORY OF MANAGEMENT THEORY History of worry Theory Troy Thompson 5409 Foxglove Drive, Bossier City, LA 71112 318-918-7413 emailprotected com MSM 500 May 21, 2010 track Instructor Dr. David Bouvin Ellis University Introduction People and processes are the main ele custodyts under focal point purview, and it is interesting to learn how managerial philosophy pertaining to these two elements has evolved from the industrial transmutation throughout the Progression Era and into the modern workplace.The purpose of this paper will focus on Frederick Taylors Scientific Management, overly known as the Taylor System, and Elton mayonnaises Human Relations business models and how they relate to this managerial evolution. Both Taylor and Mayo were iconic master mentalitys who lit the torch of innovative vigilance for America to progress out from days of uncontrolled process genetic mutation and unethical charitable treatment towards a new beginning of fictional character d irection and human obligingness in the workplace.The primary sources examined are Chapter 1 of Frederick Taylors The Principles of Scientific Management, and The Encylopedia of the History of American Management, Elton Mayo. Both sources will bring this paper in the direction of modern day relevancy. The Taylor System onward the Taylor System, factories during the Industrial Revolution concentrated on meeting the demand factory farm commerce from both home and abroad (Montagna, 1981). The focus was not of necessity on quality or the treatment of human labor (Montagna, 1981). Instead, the purlieu reflected heavy-and-go ricochets of process flow combined with poorly supervised labor.With his engineering mind and passion for efficiency, Taylor responded to these inadequacies and began his sudors of applying mathematics and engineering principles to eliminate unnecessary effort in operations. The Taylor System gave birth to the following management practices Incentive-Driven wor k performances, Time-Motion Studies, Centralized Management, labor Specialization, and Quality Control (Taylor, 1911). All these adoptions gave rise to a new management school of thought centered around a more plenteous work place, which Taylor considered to be maximum prosperity (Taylor, 1911).Taylor firmly believed in develop captains of industry rather than waiting on natural-born leaders to come on (Taylor, 1911). He also recognized a need for more engagement from the supervisors in the workplace to help eliminate what he referred to as s dodderingiering, or, laxed employee output. He said, The 30 percent to 100 percent increase in payoff which the workmen are able to earn beyond what they receive under the old type of management, coupled with the daily intimate shoulder to shoulder sense of touch with the management, entirely removes all cause for soldiering (Taylor, 1911).As the turn of the ordinal century closemoutheded, the progressive landscape begged for more effi cient business practices (The Eleanor Roosevelt Papers, decline 16). This was the optimal time for the principles by which operational capacity could be measured, analyzed, streamlined, and controlled to do hold. This system then became a cornerstone on beset of the bully Depression and followed by future management theorists from then on after. whizz criticism of Scientific Management is that it demanded top-performance in every worker and near perfect throughput on the production line, developing into a quasi authoritarian-style form of bureaucracy.Workers were afraid to out-produce one another on the basis of peer hale (Taylor, 1911). Taylors system was based on good intention, but good lacked understanding of the human side to the workplace. This left path for the work of Elton Mayo to yield fruition. Elton Mayo (Human Relations) Elton Mayo became famous through the Western galvanic Company research project. The initial purpose of the project was to find slipway to impr ove worker productivity. He and his team timbreed at how lighting, rest breaks, room temperature, etc. ffected worker productivity (Mayo, 2006). Through his research, he found a distinct discovery knows as the Hawthorne Effect, which described an increase in output by workers who perceived that they are being watched and studied in some manner (Mayo, 2006). Mayo viewed the Hawthorne Effect as a symptom of a large issue. He then diverted from his original hypothesis of physical factors to the psychometric test the socio-political factors. What he found was that employees valued acceptance by their peers more than anything else (Mayo, 2006). similarly unique about Mayos observations was the paradigm-burst that employees were not motivated to begin with due to compensation, but were motivated primarily due to job atonement this, of course, was a stark difference in Taylors theory that men were motivated surmount when they were given wages that were commensurate with their skill level. In support of Mayoism, as his principles later became known for, I applaud his principles of human relations that captured the essence of the Progressive Era in that they advanced employee respect in the workplace.Due to his influence, business leaders began to ask the question, what can be done to thread our employees happier? unexampled policies were adopted such as pass interviews, participative problem solving, and most novel of all human relations (Mayo, 2006). decisiveness The essence of Taylor and Mayos legacies are of human ingenuity apply to enhance work settings, in terms of both people and processes. The best form of both elements can be seen in todays business strategy of continuous process improvement, which is a group effort to optimize key processes in an organization.From Six Sigma, to Gantt Charts, to Brainstorming, to Exit Interviews, it is hard to hypothesise a work setting without the production techniques these two management gurus inspired. For exa mple, the breed Force has embraced a culture of innovation called Air Force orthogonal Operations for the 21st Century (AFSO21). Through AFSO21, Airmen are encouraged to look at the way they do business and think of ways to make their areas more efficient, more safe, energy-saving, and effective.Many Fortune 500 companies have also incorporated continuous process improvement into their business mantra as a result of business management education guided by the experience of Taylor and Mayo. References American Society of Quality. http//www. asq. org/learn-about-quality/history-of-quality/overview/industrial-revolution. html Mayo, G. (2006). In Encyclopedia of the History of American Management. Montagna, J. (1981).The Industrial Revolution. Taylor, F. (1911). The Principles of Scientific Management. New York Harper Bros. , 1911 5- 29. The Eleanor Roosevelt Papers. The Progressive Era. Teaching Eleanor Roosevelt, ed. by Allida Black, June Hopkins, et. al. (Hyde Park, New York Eleanor Roosevelt National Historic Site, 2003).