ASSIGNMENT COVER PAGE

Student Name : Amit Bhulan Lama

Student ID : 2115028
Lecturer Name : Mr. Dipankar Sherpa
Programme Title : B.A (HONS) Hospitality Management
Subject Code & Title : HC106 Introduction to Management and Organization Theory
Session : 1st session
Assignment Topic : Management Theorists and their contribution
SUBMISSION DATE :

ATTENTION:

1) 1 day late from the date of submission - 25% will be deducted.

2 days late from the date of submission - 50% will be deducted.
More than 2 days late from the date of submission - “0”grade will be awarded

2) Plagiarism - The University will not tolerate cheating, or assisting others to cheat,
and views cheating in coursework as serious academic offence. The work that a
student submits for grading must be the student’s own work, reflecting his or her
learning. Where work from other sources is used, it must be properly
acknowledged and referenced.
1.0Introduction
1.1 Key requirements of assignment question:
This report requires us to cover:
- Scientific Management theory by F.W. Taylor and Motivational Theory
by Abraham Maslow
- Their background, principles, importance, contributions and limitations
1.2 Scope of answer:
In the report below, background of the proprietor of aforementioned theories,
vivid assumptions about workers working in an organization, their effects,
principles of afore-mentioned theories of management their contributions and
limitations are discussed briefly.
1.3 Rationale:
This report helps managers understand the foundations of modern
management theory and practice. It helps them to apply the concepts of
psychology, sociology and anthropology to management principles. It helps
managers to motivate, communicate, lead, organize and manage the
employees working inside an organization.

2.0Body
2.1 Brief background of F.W. Taylor

Frederick Winslow Taylor (March 20, 1856 – March 21, 1915) was an

American mechanical engineer. He was widely known for his methods to
improve industrial efficiency. He was one of the first consultants. Taylor was one
of the intellectual leaders of the Efficiency Movement and his ideas, broadly
conceived, were highly influential in the Progressive Era (1890s–1920s). In 1911,
Taylor summed up his efficiency techniques in his book The Principles of
Scientific Management which, in 2001, Fellows of the Academy of
Management voted the most influential management book of the twentieth
century.  Taylor made his name, and was most proud of his work, in scientific
management; however, he made his fortune patenting steel-process
improvements. Frederick W. Taylor was the first man in recorded history who
deemed work deserving of systematic observation and study. Taylor was also an
athlete who competed nationally in tennis.

2.2 Contribution of the F.W. Taylor

Taylor believed in transferring control from workers to management. He set out to

increase the distinction between mental (planning work) and manual labor
(executing work). Detailed plans, specifying the job and how it was to be done,
were to be formulated by management and communicated to the workers. Taylor
thought that by analyzing work, the "one best way" to do it would be found. He is
most remembered for developing the stopwatch time study, which, combined
with Frank Gilbreth's motion study methods, later became the field of time and
motion study. He broke a job into its component parts and measured each to the
hundredth of a minute. With the triumph of scientific management, unions would
have nothing left to do, and they would have been cleansed of their most evil
feature: the restriction of output. To underscore this idea, Taylor fashioned the
myth that 'there has never been a strike of men working under scientific
management', trying to give it credibility by constant repetition. In similar fashion
he incessantly linked his proposals to shorter hours of work, without bothering to
produce evidence of "Taylorized" firms that reduced working hours, so that each
successive version made exertions more impressive, more voluntary and more
rewarding to him than the last. The principles of Scientific Management are:

- Standardization (standards of work, equipment and process should be

fixed scientifically)
- Time and task study (time and task study should be used to determine the
standards of workers)
- Systematic selection and training (workers should be selected and trained
to meet the requirements of the job)
- Pay incentives (output should be linked with payment for employee’s
motivation)
 - Close co-operation between managers and employees

2.3 Brief background of the Abraham Maslow

Abraham Harold Maslow (April 1, 1908 – June 8, 1970) was an American

psychologist who was best known for creating Maslow's hierarchy of needs, a
theory of psychological health predicated on fulfilling innate human needs in
priority, culminating in self-actualization. Maslow was a psychology professor
at Brandeis University, Brooklyn College, New School for Social Research,
and Columbia University. He stressed the importance of focusing on the positive
qualities in people, as opposed to treating them as a "bag of
symptoms". A Review of General Psychology survey, published in 2002, ranked
Maslow as the tenth most cited psychologist of the 20th century. He continued his
research at Columbia University on similar themes.  He considered himself to be a
psychological pioneer. Consistent with this approach, he rejected a nomination in
1963 to be the president of the Association for Humanistic Psychology because he
felt that the organization should develop an intellectual movement without a
leader.

2.4 Contribution of Abraham Maslow

Maslow described human needs as ordered in a prepotent hierarchy—a pressing

need would need to be mostly satisfied before someone would give their attention
to the next highest need. None of his published works included a visual
representation of the hierarchy. Maslow described human needs as being
relatively fluid—with many needs being present in a person simultaneously. The
hierarchy of human needs model suggests that human needs will only be fulfilled
one level at a time. According to Maslow's theory, when a human being ascends
the levels of the hierarchy having fulfilled the needs in the hierarchy, one may
eventually achieve self-actualization. Late in life, Maslow came to conclude that
self-actualization was not an automatic outcome of satisfying the other human
needs.
 Human needs as identified by Maslow:

 At the bottom of the hierarchy are the "Basic needs or Physiological needs" of
a human being: food, water, sleep, sex, homeostasis, and excretion.
 The next level is "Safety Needs: Security, Order, and Stability". These two
steps are important to the physical survival of the person. Once individuals
have basic nutrition, shelter and safety, they attempt to accomplish more.
 The third level of need is "Love and Belonging", which are psychological
needs; when individuals have taken care of themselves physically, they are
ready to share themselves with others, such as with family and friends.
 The fourth level is achieved when individuals feel comfortable with what they
have accomplished. This is the "Esteem" level, the need to be competent and
recognized, such as through status and level of success.
 Then there is the "Cognitive" level, where individuals intellectually stimulate
themselves and explore.
 After that is the "Aesthetic" level, which is the need for harmony, order and
beauty.
 At the top of the pyramid, "Need for Self-actualization" occurs when
individuals reach a state of harmony and understanding because they are
engaged in achieving their full potential. Once a person has reached the self-
actualization state, they focus on themselves and try to build their own image.
They may look at this in terms of feelings such as self-confidence or by
accomplishing a set goal.

2.5 Comparison table (people oriented/process oriented/results oriented/tools and

techniques oriented)

F.W. Taylor Abraham Maslow

Emphasis of A) Scientific management theory A) Motivational theory of

theories was more process oriented as it management was more people
 applies scientific methods of study oriented.
and analysis.
B) Motivational theory emphasized
B) Scientific management on creation of environment which
emphasized improved working allowed the employees to satisfy
conditions by reducing fatigue and their unsatisfied needs.
redesigning machines and tools like
C) Since unsatisfied needs motivate
time and motion study, flow charts
employees, management was
C) It provided valuable insights directed towards creation of
regarding production efficiency ambiguous goals for its employees
to stay motivated.

Limitations It was exclusively concerned with The findings from motivational

workshop level. theory requires further investigation.

Its assumption that organization No consideration was given to

remains stable and simple is false. situational factors.

Its assumptions about nature of Human behavior is complex and

humans and their motivation factors cannot be predicted which limits its
also causes problems. practical application.

It failed to take into account the This theory takes a partial view of
psychological aspect of work. organization rather than whole.

3.0Conclusion
3.1 Key findings of those two thinkers are:
- According to F.W. Taylor, “Employees are purely economic men, who
are driven by money and lack knowledge and as such their work should
be standardized, then they should be trained and motivated using payment
incentives to increase their output.”
 - According to Abraham Maslow, “The satisfaction of lower-level needs is
the foundation of need hierarchy and satisfied needs don’t motivate the
employees, only unsatisfied needs motivate them.”
3.2 Any new developments or future development areas?
The era and situation in which the theories were developed is vastly different
from present era and situation and as such there are a numerous area where
the theories can be reprimanded. Scientific management theory can be more
people oriented and should account for the psychological and sociological
aspects of work and similarly motivational theory should consider situational
factors and take holistic view of organization.

Reference:
Fundamentals of management by Shiva Prasad Nepal and Rohit Raj Pandey (from
page 67- 77)

Article Review by UCSI