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Frederick W. Taylor: Scientific Management





Present writers generally credit Frederick W. Taylor with first focusing attention on an analysis of the tasks and responsibilities of the first-line supervisor within the organization. Beginning with his employment in Midvale Steel Works in 1878, Taylorplaced new emphasis on the job of the manager. It was his idea that the planning and performance of the task should be separated, the operator being held responsible for performance, while management assumed the responsibility for planning.

The task of planning as conceived by Taylor involved several key points. First, Taylor believed it necessary for management to investigate thoroughly all of the variables and components involved in the performance of each task. Second, as a result of this investigation, management would be able to select the single most effective method to be used in the performance of a given task. Third, in Taylor’s opinion the responsibility of management did not end with the development of a standard method for each job; in addition, it was now necessary for the manager to select workers who were both mentally and physically capable of performing each specific task within the factory. Finally, the integration of capable men and most effective method was undertaken by management through the proper training of the workers in the method to be utilized.

As a result of the manager’s planning and training activities, Taylor believed it would now be possible for management to achieve lower labor costs as well as increased productivity. This would be possible because the value of the worker’s output increased at a faster rate than his piece work wages. In Taylor’s opinion, the ability to pay these increased wages would serve to spur worker efforts to increase output to an even greater level and bring about still lowers costs and increased productivity. It seems that Taylor’s philosophy of motivation was rooted in the concept of the “economic man”, and it was therefore mainly through economic incentives that management could appeal to the workers to achieve greater levels of productivity.



Perhaps the most important contribution of Taylor, however, was in bringing a specific definition and function to the discipline of management. Based upon the work of Taylor and of other writers of the scientific management school, there began to evolve a set of responsibilities and functions specifically associated with the practice of management. The principles of scientific management may be summarized as follows:

1. Management is a separate and distinct activity.

2. First-line supervision is basic.

3. Management function include: examining variables involved in the task; developing the most effective methods; selecting workers according to the psychological and physiological requirements of the job; training workers in the most effective methods.

4. Productivity increases mean higher wages for the worker.

 

1. What do present writers credit F.W. Taylor with ?

2. What are the main principles of scientific management?

3. What are the key points the task of planning involves as conceived by F.W. Taylor?

4. How did scientific management change industrial management?

5. Say some words on the concept of the “economic man”.

6. Speak for or against F.W. Taylor’s principles.

 

Text 4

Read the following text and answer the questions that follow it.

Management by Objectives

Management by objectives (MBO) is a comprehensive management system based on measurable and participatively set objectives. MBO has come a long way since it was first suggested by Peter Drucker in 1954as a way of promoting managerial self-control. In one form or another, and under various labels, MBO has been adopted by many organizations around the world. In fact, it is difficult to find a public or private organization of any significant size that has not tried some variations of the MBO theme.



The common denominator that has made MBO programs so popular in both management theory and practice is the emphasis on objectives that are both measurable and participatively set. Unfortunately, as pointed out by a management consultant, a gap exists between MBO theory and practice: “ Today, MBO is being used as an exploitive, manipulative management control mechanism as often as liberating, humanistic philosophy of management. It seems to be venerated more by its abuse than for its proper use”. Whether properly or improperly applied, MBO is by far the most widely used planning aid.

Originally characterized as a relatively simple performance appraisal technique, MBO evolved into a more complex planning and control tool and eventually into a comprehensive management system. According to one recognized expert on MBO: Within the past few years MBO has emerged as a system designed to integrate key management processes and activities in a logical and consistent manner. These include the development of overall organizational goals and strategic plans, problem solving and decision making, performance appraisal, executive compensation, manpower planning, and management planning and training.

Proponents claim that when MBO is applies as a comprehensive management system, it becomes an integral part of the manager’s job.

At the heart of MBO is the four-step cycle:

Step 1. Setting objectives. A hierarchy of challenging, fair and internally consistent objectives is the necessary starting point for the MBO cycle because it serves the foundation for all that follows. All objectives, according to MBO theory, should be reduced to writing and put away for later referral during steps 3 and 4. MBO’s main contribution to the objective-setting process is its emphasis on the participation and involvement of subordinates.

Step 2. Developing action plans. With the addition of action statements to the participatively set objectives, the planning phase of MBO is complete. Managers at each level develop plans that incorporate objectives established in step 1. High managers are responsible for making sure that their direct subordinates’ plans complement one another and do not work at cross-purposes.

Step 3. Periodic review. As plans turn into action, attention turns to step 3, monitoring performance. Advocates of MBO usually recommend face-to-face meetings between superior and subordinates at three-, six- and nine-month intervals. These periodic checkups permit those who are responsible for a particular set of objectives to reconsider them to see if they are still valid. If an objective is no longer valid, it is updated accordingly. Otherwise, progress toward valid objectives is assessed. Periodic checkups also give managers an excellent opportunity to give subordinates needed and appreciated feedback.



Step 4. Performance appraisal. At the end of one complete cycle of MBO, typically one year after the original goals were set, final performance is matched with the previously agreed-upon objectives. The pairs of superior and subordinate managers who mutually set the objectives one year earlier meet face-to-face once again to discuss how things have turned out. MBO calls for emphasis on results, not on personalities or excuses. The control phase of the MBO cycle is completed when success is rewarded with promotion, merit pay, or other suitable benefits and when failure is noted for future corrective actions.

1. Say some words about Peter Drucker and his management system: MBO.

2. What made MBO programs so popular in both management theory and practice?

3. What is at the heart of MBO?

4. Speak on each step of the cycle.

Text 5

Read the following text and say which statements are false and which are true. Correct the false ones.

Recruitment

Recruitment is a set of activities designed to attract a qualified pool of job applicants to an organization. Emphasis on qualified is important. Effective recruitment brings employment opportunities to the attention of persons with abilities and skills appropriate to job specifications. Then and only then will recruiting facilitate the accomplishment of organizational objectives and fulfill its function as an essential ingredient in the total staffing process. In this process, human-resource planning leads to recruiting, which sets the stage for selection.

The three steps in the recruitment process are: 1) advertisement of a job vacancy, 2) preliminary contact with potential job candidates, and 3) initial screening to create a pool of qualified applicants. You may know the process best in your response as an applicant to newspaper ads or word-of-mouth advertisements of job openings. Most probably you will become involved with the recruiting process when interviewing representatives of organizations visiting your campus in search of new employees.

Project yourself into this situation. You are near graduation and want a full-time job that relates to your major field of study. What will the three steps in recruiting process look like from your side of things? Probably the following.

1. Job advertisement. The organization advertises its job vacancies by posting short job descriptions at the campus placement center and/or in the campus newspaper.

2. Preliminary contact. You sign up for an interview with a recruiter on campus; during a short (20-30 minute) interview you present a written resume of your background and explain your qualifications.

3. Initial screening. The recruiter discusses interview results and your resume with appropriate line managers; based on their knowledge of job specifications, you are among the candidates selected for a formal visit to the organization.

This is the recruitment process through the applicant’s eyes. What are these aspects of recruiting from the perspectives of line managers and of recruiting specialists from a personnel department?

External and internal recruitment. There are two basic categories of job candidates toward whom recruited efforts can be directed - qualified employees ready for promotion or transfer from within the organization, and persons from the outside. Internal recruitment involves making employees aware of job vacancies through job posting and personal recommendations. Internal recruitment demonstrates internal opportunities to advance in one’s career by working hard and achieving high performance at each point of responsibility.

External recruitment involves the attraction of job candidates from sources external to the organization. Newspapers, employment agencies, technical training centers, personal contacts, referrals and even persons in competing organizations are among the sources of external recruits.

Each of these recruitment strategies offers potential advantages and disadvantages to the organization. Internal recruitment is usually the least expensive, deals with persons of known performance records, encourages hard work among those desiring such opportunities. External recruiting, on the other hand, brings in outsiders with fresh perspectives. It also represents a source of specialized expertise or work experience that is not otherwise available from insiders. Overall, a good strategy is to maintain a mixture of external and internal recruiting. This allows the manager and organization to gain the best advantage of each as circumstances allow.

1. In the process of recruitment emphasis on the word qualified is important.

2. In this process human-resource planning doesn’t always lead to recruiting.

3.There are five steps in the recruiting process through the applicant’s eyes.

4.Internal recruitment involves employees aware of job vacancies inside an organization.

5. External recruitment involves the attraction of job candidates from sources external to

the organization.

6.Internal recruitment is usually the most expensive.

7. External recruitment brings the outsiders with fresh perspectives.

8. A good recruitment strategy is to choose only one of the two categories.

9. A mixture of external and internal recruiting allows the manager to gain the best

advantage of each.

Scan the text once again and speak in details on external and internal recruiting.

Text 6

Read the following text and answer the questions that follow it.

 








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