Scientific Management

No single organisation is exactly the same in New Zealand. Each structure is formed from many different variables such as culture, external business environment and personal experience. This makes contemporary organisations in New Zealand a diverse nation of business. There has been research conducted in management and organizational theory to find out how contemporary business operates. This essay discusses one component of this research named scientific management, and links its four principles to contemporary organisations such as McDonald's and The Warehouse (McKinnon, 2003).

Scientific management is a name that was first invented in 1911 to describe a new movement in factory organization, previously known as the "Taylor system". This system was named after its founder; 'Frederick W. Taylor, with the object to increase the efficiency and speed of machine shop production (Merkle, 1980). Taylor identified the need to study each job to determine their basic steps and motions with the result of discovering the most efficient way of doing each job. Once the most efficient way to complete each job was found, workers could be trained to follow it, and supervisors could be trained to support and encourage workers to perform to the best of their abilities. This approach became known as the scientific management which consisted of four core principles. The four core principles that will be talked about in this essay are; 1. Develop a science for each job - rules of motion, standard work tools and proper work conditions, 2. Hire workers with the right abilities for the job, 3. Train and motivate workers to do their jobs according to science, 4. Support workers by planning and assisting their work according to the science (Schermerhorn, 2011).

The first core principle of scientific management is developing a science for each elements of a man's work, which replaces the old-fashioned and traditional methods (Boone & Bowden, 1987, p. 126). At the moment we are in a period of time for factories where the speed of production is largely based on the speed work of the machinery. But the other percent of production is often undertaken by workers using a scientific approach. This core principle is obvious in the workplace of McDonald's as employees are split up in different roles where together they produce the outcome of a product. This creates efficiency as the more times you do something the better you become at that given task. The Warehouse also has different roles as there are people who update prices for products, people who stock the shelves and people behind the counter who sell the goods. Together they have a smooth process that will help keep the customer happy.

The second principle of scientific management is to hire the right workers for the right job. This is considered to be one of the most relevant principles today as a lot of effort is placed on scientific selection and development of workers (Boone & Bowden, 1987, p. 126). Interviews are conducted to match the applicants' suitability to the job description and title. Once a new employee is found, programs are introduced to train and continually develop employee's skills. An example of this is shown in a contemporary organisation such as McDonald's restaurants, where business training programs are offered to employees. McDonald's says that it trains people on leadership, team building and creative thinking (Peterson, 2011). Another way that this principle is also evident in The Warehouse and McDonalds is when you apply for a job; you are given an interview to make sure you meet their criteria.

The third principle described by Schermerhorn (2011) is to train and motivate workers to do their jobs according to science. This is achieved in the work place environment by offering better treatment and the opportunity for the expression of employee needs (Boone & Bowden, 1987, p. 126). Human relations are where this concept can be found in businesses today. By ensuring happiness among employees in the business; staff turnover can be reduced, increasing efficiency and general knowledge in the business environment. At the moment McDonald's is stereotyped as being a job that is 'Unstimulating, low-paid with few prospects' (Peterson, 2011). This sort of image gives employees the attitude that this job is not a career path they want to go down. It is evident that McDonalds is trying to change this reputation as they brought out a catch phrase 'Not just a job, but a career' (McDonalds, 2011).

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