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Management Principles 1 2
Management Principles 1 2
Management principles
Peter Osman
Tutorial four
By Athan McCaw
2700277
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Introduction
There are two main management theories and both have been around since early last
century. Both of these theories still revolve around the use of the four main
management functions but both in different ways. These theories have had supporters
across many fields and both are still alive and well today. Taylor’s scientific
my 13 years working in this field the scientific based approach was the most
commonly used approach) and as we move towards a more casual work force (and it
must be said a more flexible work force) it will become more common, as the
theory) becomes harder to implement in a situation where employees are turned over
quite quickly.
As we move forward it remains to be seen which style or in fact whether a new style
will lead the business community into the future, but one thing is for sure Taylor and
Follett’s work will continue to influence management theories for years to come.
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Over the past 140 years there have been two main streams in management theories,
principles. Both over the last 100 years have had a major impact in the ways that
managers and businesses operate their key components, the work and the worker.
The first, scientific theory involves separating planning and doing and then breaking
was perhaps the greatest turning point in management thinking, its theories enabled
managers to conduct real studies into the human efforts that go into each aspect of
their work. It enabled us to study and perfect many different tasks from manual labour
(1856-1915) while working as an engineer for Midvale steel (Bartol 2003) around
1885(Drucker 1968).
Taylor theorised “that all human work can be studied systematically, it can be
analysed, it and can be improved by studying and fine tuning its elementary parts”
(Drucker 1968).
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Taylor devised a four part principles of management method
1. Study each part of a task and develop the best methods for performing it
2. Select workers with direct thought to the tasks they will have to perform and
3. Ensure the workers perform each task using the proper methods
While Frederick Taylor is credited as being the father of scientific management there
were also many others working in the same field. Their theories along with Taylor's
Frank .b (1868-1924) and Lillian .m (1878-1972) Gilbreths were also keen developers
of this theory, The Gilbreths methods helped bricklaying but also had a far greater
impact in the medical field helping to improve practices and save lives. (Samson
approach (called therblig) and pioneered the use of motion picture cameras in industry
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Over the years many people have both used and further developed the scientific
theory (the most well known case is Henry Ford and his development of the assembly
line although it was said in Drucker (1968) that he never heard of Taylor)
Henry L. Gantt and his Gantt chart which is used across most industries today is just
one example. The Scientific approach also had its problems as it creates a negative
environment for workers (a good example of this is the Watertown army arsenal strike
Drucker (1968) cited that the biggest problem with Taylor’s theory was “the divorce
developed by Mary Parker Follett, Hugo Munsterberg, and Chester Barnard based its
ideas around the group functions in organisations (Bartol 2003). They based their
theories around the fact that “planning and doing are separate parts of the same job
Follett’s theory was that by empowering workers and reducing the organisational
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“A champion team will always beat a team of champions” (unknown)
This quote is driven into people of all ages playing sport across Australia and has a
direct link to the theories of the early behaviouralists. Like the quote, Mary
Parker Follett and her fellow behaviouralists theorised that workers being human
would respond better to situations within a social work setting rather than the rigid
working settings of a scientific based approach. One example of this is the Hawthorne
effect where after three studies they found that surroundings, break times, light levels
and pay didn’t have a huge impact on output, but they found that the social setting
which the research created did have an effect and produced positive results. ( Bartol
2003)
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The four management functions
“The four major functions of management form the basic of the managerial process”
(Bartol 2003)
This function involves a great deal of thought for both sides of the management
theory spectrum; Planning is the first step to management because without having
plans in place organisations are doomed. Taylor’s theories require a large amount of
planning, not only for long term organisational planning and positioning but it also
relies on management for the day to day planning. On the other hand behaviouralists
moved towards management focusing on the long term plans and market position, and
putting the responsibility of the day to day planning with the workers.
While this all ‘could’ mean that Taylor and the scientific movement requires more
planning it needs to be said that all businesses require great thought and effort when
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Organising: Samson (2005) describes organising as “the management function
concerned with assigning tasks, grouping tasks into departments, and allocating
resources to departments “
Again both scientific and behavioural management methods use this function just in
different ways. While behavioural theorists organise groups to attack tasks the
In Samson (2005) it states that many businesses are reorganising more towards a
behavioural based structure. It could be said that with the re organising that Mary
Parker Follett’s theories need that this would require more organising, but in truth the
levels of planning and organising required for management based around the
scientific methods are at a much higher level. Because of the removal of planning
from the workers tasks being added to management, so in reality the scientific process
Leading: Bartol (2003) “The process of influencing others to engage in the work
“The influence of managers is most clearly seen in the leader role. Formal authority
vests them with great potential power: leadership determines in large part how much
The leading function is one that is viewed differently by both theories. Taylor and his
fellow scientific theorist struggled with this as Drucker (1968) points out. This is
where one of the biggest oversights lay with their theory; their leading styles were
based on obedience where as on the other hand Follett based hers on ‘power with’
‘not power over’, encouraging employees to be a part of the process not just the
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process (Samson 2005). This also helps employees to reach higher levels of
organisational citizenship.
Taylor relied on low levels of the leading function and based his approach on that the
workers should follow and believed that productivity based bonuses were enough to
promote this.
activities, keeping the organisations on track towards its goals, and making correction
Planning and organising, cover the set up and implementation the leading function
covers employee guidance and the controlling function works around the day to day,
month to month and year to year operation of the organisation. Without monitoring an
organisation, the worst can happen as happened to so many companies in the 1980’s
(Samson 2005). Taylor’s theories provide for the management function to monitor the
controlling situation from the input to output, and separating the planning from the
doing. On the other hand Follett’s theory relies on each individual team or group to
monitor its own outputs, and leaves management to determine how the organisation is
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Bartol, K., Tein, M., Matthews, G., & Martin, D. (2003).management: a
Mintzburg, H. (1975). The manager’s job: folklore and fact. Harvard Business
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