The following essay will define what rational organisation design is and how it can be used in business to both cut costs and give increased control to management as well as giving reference to important figures who relate to the systems development. Both the benefits and drawbacks of rational organisation will be explored with both theoretical and real life examples. The conclusion will highlight how rational organisation can be implemented into Junction Hotel and the extent to which it is desirable.
“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.
Rational organisation can and has reduced costs and gave management a greater control over the workforce. With bureaucratic methods workers can be monitored to make sure that they are achieving output targets and new methods to increase efficiency can be recorded and then implemented to the workforce. McDonalds undertakes a very strong rational...
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...ganisation is desirable and the extent to which it can be used throughout the business.
Works Cited
MORGAN, G (2006) Images of Organization London: Sage (Ch. 2 – ‘Mechanization Takes Command’)
RITZER, G (2008) The McDonaldisation of Society (5th edition) London: Sage. (Ch. 3 – Efficiency)
DONKIN, R (2001) Blood, Sweat and Tears: The Evolution of Work London: Texere. (Ch. 11 – Western Electric Discovers Motivation).
COGHLAN, D (1994) ‘Managing organizational change through groups and teams,’ Leadership and Organization Development Journal 15(2): 18-23
ANON (2010) ‘Bureaucracy hampers social workers,’ BBC News [Online], 28 July 2010. Available at: http://www.bbc.co.uk/news/education-10788737
DAVIS, Evan (2007), ‘Value Engineering’, BBC News [Online], Available at: http://www.bbc.co.uk/blogs/thereporters/evandavis/2007/05/value_engineering.html
The McDonaldization Thesis presupposes some familiarity with Ritzer's earlier work, The McDonaldization of Society (1993), in which he defines McDonaldization as "the process by which the principles of the fast-food restaurant are coming to dominate more and more sectors of American society as well as the rest of the world" (1). These principles include efficiency, predictability, calculability (or an emphasis on quantification), and control (especially via non-human technologies). Taken together, they constitute the formal (functional or instrumental) rationality that undergirds McDonaldization. In the present work, Ritzer continues to sound the alarm by depicting McDonaldization as "a largely one-way process in which a series of American innovations are being aggressively exported to much of the rest of the world" (8).
Critically analyse Ritzer's theory of ‘McDonaldization' and the associated term ‘McJobs'. To what extent do you agree with Ritzer's argument that a ‘McDonaldization of Society' is occurring in modern times, said to be characterized by the increasing rationalisation of work organisation? Illustrate arguments with practical real-world examples.
At the end of chapter six, George Ritzer lists suggestions for those of us who wish to combat McDonaldization, a term he coined himelf, and the topic of this essay. Ritzer warns the reader to not fall victim to the, “mindless trap,”(Ritzer 158) of Mcdonalized systems. He writes that, “a major motivation behind writing this book is to alert reader to the dangers of McDonaldization and to motivate them to act to stem its tide”(Ritzer 161). Despite McDonaldizations great momentum, natural limits and personal interests provide barriers to it. Ritzer feels that the struggle itself, to combat Mcdonaldization, is ennobling. In this essay I will attempt to accomplish three objectives. First, I will relate Ritzers study to max weber’s theory of rationalization. Second, I will describe the
"McDonaldization.com - What Is It?" McDonaldization.com - What Is It? Rogue Valley Group, 2009. Web. 15 Mar. 2014. .
sociologist George Ritzer argues that the relationship between McDonald’s and our society runs even deeper. Beyond its commercial propaganda and symbolism, Ritzer says, McDonald’s is a potent manifestation of the rational processes that define modern society.
Also Qantas was running with an autocratic leadership style meaning autocratic managers like to make all the important decisions and closely supervise and control workers. Managers do not trust workers and simply give orders (one-way communication) that they expect to be obeyed. This approach derives from the views of Taylor as to how to motivate workers and relates to McGregor’s theory X view of workers. This approach has limitations but it can be effective in certain situations.
Malone, Elizabeth, and George Ritzer. "Globalization Theory: Lessons from the Exportation of McDonaldization and the New Means of Consumption." Amerstud (2008): 97-112. Web. 26 Apr 2011. .
“ Organizations are collectivities oriented to the pursuit of relatively specific goals and exhibiting relatively highly formalized social structures” (page 29). The rational system is a group of individuals, bound together as an organization, designed to reach predetermined goals. The rational system models sees organizations as a mechanical model. A machine that has multiple parts that also works individually but also work together for the better good of the whole. All the individuals of the group can be replaced with a new one if it doesn’t meet the standards of
Fordism and Scientific Management are terms used to describe management that had application to practical situations with extremely dramatic effects. Fordism takes its name from the mass production units of Henry Ford, and is identified by an involved technical division of labour within companies and their production units. Other characteristics of Fordism include strong hierarchical control, with workers in a production line often restricted to the one single task, usually specialised and unskilled. Scientific management, on the other hand, "originated" through Fredrick Winslow Taylor in 1911, and in very basic terms described the one best way work could be done and that the best way to improve output was to improve the techniques or methods used by the workers. (Robbins p.38)
Since the end of the 19th century, when factory manufacturing became widespread and the size of organisations increased, people have been looking for ways to motivate employees and improve productivity. A need for management ideas arise which lead to classical contributors such as Frederick Taylor and Henri Fayol generating management theories such as Taylor’ Scientific Management and Fayol’s Administrative Management. In the late 1920’s and early 1930’s the Hawthorne studies were conducted where Elton Mayo was the predominate figure and contributed to the Behavioural viewpoint. This brought about a Human Relations Movement which included Douglas McGregor’s Theory X and Theory Y approach. Similarities and differences can be found between the theories due to the relevant time period they were implemented, the motives or goal of the theory and how they view organisations. However the use of contingency theory can help negate the dissimilarities which occur as it allows the relevant elements from each theory to be applied to specific situations.
Hedberg, B., Nystrom, P., & Starbuck, W. Camping on seesaws: Prescriptions for a self-designing organisation. Administrative Science Quarterly, 1976, 21, 41-65.
Burke, W. W. (2014). Organization change: Theory and practice, 4 edition. Thousand Oaks, CA: SAGE Publications.
As the popularity of systematic management rose, there were many organizations that were implementing its main features such as employment of more unskilled workers and work standardization methods (Thompson and Mchugh, 2009, p.28 a). It had several features, a few of which included focusing on the manner in which production took place, being precise about how the activities were going about and to ensure that productivity and overall efficiency improved. Thus, the primary focus was on methods of production as compared to the end result of the production activity. This is when the role of Taylorism came about. Frederick Winslow Taylor, a name that transformed the management scheme forever. Also known as the Father of scientific management, Taylor was the brain behind recognizing the need for efficiency in the workplace. He first started off with his research at Midvale Steel Works, where he meticulously observed the workers and in order to develop his principles and theories with the prime focus of constructing a way to have full control over the activities taking place (Thompson and Mchugh, 2009, p.28 a).
Cummings, T. G. & Worley, C. G. (2001). Organizational development and change (7th ed.). Ohio, USA: South-Western College Publishing.
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.