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The proven success of rationalisation in the work place, with outcomes such as increased efficiency cut costs and implemented control within an organisation, provide arguments for why rationalisation should be applied to an organisation looking to cut costs. Rationalisation includes methods for increasing the efficiency of work. Drawing on the techniques of bureaucracy and rational work designs, such as Taylorism and Fordism which are still prominent in contemporary organisations such as McDonalds, this essay will discuss why applying methods of rationalisation to Junction Hotel will be beneficial in terms of cutting costs and increasing the workers efficiency. However, drawing from the writings of sociologist Max Weber, this essay will also highlight the less desirable effects that accompany rationalisation such as the dehumanising and disenchanting mode of work. Taking into account psychological perspectives, it is important that whilst considering adopting rationalisation to an organisation, other factors such as workers personality and motivation are also taken into account as they too influence the workers efficiency.
French industrialist, Henri Fayol, hypothesised five main functions that managers should implement in order to reach organisational goals. This includes planning, organising, coordinating, commanding and exerting control. As an organisation gets larger, it becomes increasingly difficult to manage and organise. Direct form of control ceases to be effective resulting in dysfunction and havoc within the organisation. To counteract the problem of diminishing control, certain aspects of impersonal control are adopted. This includes using bureaucratic structures and procedures which make-up the rational organis...
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Henir Fayol a French industrialist defined management as consisting of five main activities, planning, organising, commanding, coordinating and controlling. Planning includes defining goals, establishing strategy, and developing plans to coordinate activities. Organising includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Commanding is telling people what should be done. Coordinating involves determining the timing and sequencing of activities so that they work together properly, allocating the appropriate proportions of resources, times and priority, and adapting means to ends. Controlling is the process of monitoring performance, comparing it with goals, and correcting and significant deviations.
Henri Fayol, at the age of 19, began working as engineer at a large mining company in France which eventually led to him becoming a director. Through the years that led on to this Fayol then developed his 14 principles of management which he considered to be the most important. According to Fayol, these principles indicate how managers should organise and interact with their peers. Fayol’s analysis is considered to be one of the earliest theories of management that has been created and therefore can be considered to be redundant. The many arguments considered in relation to Fayol have been considered throughout this essay as well as my own argument to gain an overall conclusion as to whether Fayol’s classical analysis of management has been made redundant.
Taylorism is a system that was designed in the late 19th century, not only to maximise managerial control, but to also expand the levels of efficiency throughout workplaces. With this being said, productivity levels increased and fair wage distribution was the main result. However, with other, more recent theories and systems, such as Maslow and Herzburg’s theories, these helped to focus on the satisfaction and motivation of the workers rather than the concern of managerial control and empowerment. Fredrick W. Taylor ended up developing 4 main principles to help increase the work efficiency and productivity in workplaces; these will be discussed later on. Other theories relating to this include, Fayol, Follett, Management Science Theory as well as Organisational-Environmental Theory. All theories listed have an influence on the way businesses work effectively and put their skills to action. This essay will highlight how Taylorism was designed to maximise managerial control and increase productivity, furthermore, showing how more recent theories were developed to focus on empowering employees and to extend the use of organisational resources.
An organization’s structure can affect its efficiency and productivity. The two main management theories are the Classic Theory and Theory X. Classical theory is defined as a management theory of a large organization in which management is led by intuition to motivate and control employees (Hamilton, 2008 p. 41). The Classic Theory can be divided into two large subgroups, scientific managers and bureaucratic theorists. Scientific manager’s focus is on reducing production costs while bureaucratic theorists focus is on administrative efficiency (Hamilton, 2008 p. 43). Although Theory X is not a large subgroup of the Classical Theory, it is under the classical theory and its crucial point is that workers are assumed lazy; therefore managers punish them to motivate them. Managers of Theory X believe that the average person; will avoid work because they do not like work, will not strive to achieve objectives, will avoid responsibilit...
Rodrigues, C. (2001), “Fayol’s 14 Principles of Management then and now: a framework for managing today’s organisations effectively”, Monclair State University, New Jersey.
Siettou, Christina, Iain Fraser, and Rob Fraser. Kent University. 2012. PowerPoint. secure.fera.defra.gov.ukWeb. 14 Mar 2014. .
Our first pioneer was Henry Fayol. Fayol was one of the pioneers who were accountable for constructing the modern management theory. Before Fayol created his principle his company who was currently was facing difficulty and with the experiences he had and the principles he created he was able to turn the mining company around. “Henri Fayol 's "14 Principles of Management" have been a significant influence on modern management theory. His practical lists of principles helped early 20th century managers learn how to organize and interact with their employees in a productive way” (Henry Fayol Principles of
“Management is a process of planning, organisation, command, coordination, and control” (Morgan 2006, p.18). Rational organisation design is a bureaucratic method of management which emphasizes efficiency to achieve the end goal and the management of multiple companies have taken upon this system. Figures such as Frederick Taylor and Henry Ford have both shown and laid a path way for Rational Organisation which has become known as Taylorism and Fordism. The design has received criticism and both Taylor and Ford have been portrayed as villains with Taylor being called “enemy of the working man” (Morgan 2006, p.23) as the system dehumanised workers by taking all of the thought and skill from them and giving it to the managers this is because the tasks given were simple and repetitive. As staff needed little training they became an easily replaceable asset and thus more machine than human.
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
Over 50 years ago, English-speaking managers were directly introduced to Henry Fayol’s theory in management. His treatise, General and Industrial Management (1949), has had a great effect on managers and the practice of management around the world. However, 24 years after the English translation of Fayol, Henri Mintzberg in the Nature of Managerial Work (1973) developed another theory and stated that Fayol’s work was just “folklores”.
Similarly in Weber’s bureaucratic approach, organizations are divided into different echelons with each varying in its degrees of influence. Each unit being commanded by the one above it, a system that promotes stability and has a predictable line of communication. Both approaches of management rely heavily on regulated control. Whether governing task scientifically of people authoritatively. A solid form of control is mus...
United Kingdom of Great Britain and Northern Ireland (London: 2005). pp. 51, 71-72. Accessed May 3, 2014. http://www.jhud.co.uk/huddleston/uk2005_tcm77-248610.pdf.
Frederick Taylor and Henri Fayol are both considered classical contributors to management theory. Both were developing and expression their viewpoints at similar time period with the aim of “raising standard of management in industry” (Brodie,1967, p7) in a period were very few publications and theories on management. While both theories were developed with the same influencing factors such as war, social struggles and industrial revolution (Urwick. 1951, p7) each developed quite different management theories. Frederick Taylor is considered the Father of Scientific management and he developed scientific principles of management, focusing on the individual,...
Management plays a significant role in how business operates. The diversity of approaches to the theoretical and practical background of management has come up with several versions of what is meant by such key words as management and organization. The academia views expressed in relation to management theories take a different role than that prescribed to managers. There has not been any concrete definition of management even though the classic definition of Henri fayol still remains in contention to be the preferred choice after eighty years. In the context of what is required I would like to elaborate on the following journals.