Taylorism is dead long live Taylorism

Knowledge construction in whatever sphere is a continuous process and to be more precise,

knowledge about how to handle current organisational problems or challenges may not work in
the future as each day brings different challenges which need a different thinking approach. This
particularly makes a manager ‘job more difficulty (Bazkar et al 2014). One of the contentious
issues in organisational management is the applicability of the so-called scientific management
theory in contemporary organisations. Contemporary writers/theorist particularly the
postmodernist strongly emphasise that there is no universal truth but multiple ones and that
modern organisations requires a modern thinking approach hence, the continuous application of
traditional or classical approaches in contemporary organisations may contribute to their demise
(Burrell, G. 1993). However, research has also proved that the ideas generated by classical
theorist such as Frederick Taylor, Gantt, Frank and Lilian Gilbreth during the latter part of the
19th century and into the early 20th century still have a place in modern management thinking
(Payne, Youngcourt & Watrous, 2006, Schachter 2007) and this proves the notion that
modern management owes a great deal to traditional management approaches particularly
Taylorism.

F. W Taylor is credited as the father of the scientific management theory as he laid the
foundation and contributed greatly to the scientific management thinking. The other contributors
who also scientifically studied and conducted workplace experiments in a scientific way include
the likes of Gantt, Frank and Lilian Gilbreth. Fredrick Taylor devised the body of principles
known as scientific management theory which is also commonly known as Taylorism
(Thompson and Mchugh 2002). The theory (scientific management theory) arose in part from
the need to increase productivity as it was noted that most firms migrating into the
industrialization era were facing production inefficiency which to some extent was contributed
by the short supply of skilled labour during the beginning of the twentieth century. In his studies
especially at Midvale Steel Company, Taylor identified that there was lack of clarity of
responsibilities by workers and management, Lack of standards of work, restricted output
because of Soldering of work, Lack of job clarity which promotes soldering of work , Lack of
division of work, and placement of workers at different jobs without considering their ability,
skills, aptitude and interest. He summarized all his findings using the term “defect in
management” (Taylor, F. 1987). between worker and Management. Basically, the above-
mentioned principles are the tenets upon which the scientific management theory is built and
they influenced management thinking or actions in the 19th century and to some extent they still
have an impact on modern day management practices.

In his first principle, Taylor emphasized on the systematic study of work in order to determine
a universal or one best way of doing every job. The principle worked extremely well during the
industrialization period as the technological environment was a bit stable. Taylor’s notion of one
best way of doing every job received a great deal of criticism especially from the postmodern
theorist. (Burrell, G. 1993). However, it should be noted that the underlying assumption to this
principle is still relevant in contemporary organisations. Taylor strictly believed in the systematic
study of work or jobs in order to design each and every task to become simpler and to be
completed in the shortest possible time. Management in today’s organisations have simply
improved the terms and still engage in studying jobs so as to determine how workplaces can be
designed and how jobs can be structured. This is very common in manufacturing industries such
as motor vehicle and clothing factories. In contemporary business language the study of work
has been replaced by terms such as work study and job analysis to mention but just a few. The
search for “one best way” is still common even in contemporary service organisations, for
example most banks have adopted a single software that each and every bank tailor uses and this
standerdises work among bank tailors. Another example is found in the retail sector were till
operators for instance in OK and Pick n Pay uses a receipting system that also standerdises their
work and all customer s regardless of where and who they are, they all receive the same service
in a uniform manner

Despite the widely received criticisms of the theory, some academics and experts such as Locke
(1982), Huczynski and Buchanan (2013), argue that Scientific management principles continue
to be relevant and effective in certain business, industrial and manufacturing contexts, such as
high-volume production. in fact, modern day researchers concluded that most contemporary
organisations are molded on the classical management theoretical perspectives and such
organisations have proven remarkably to be stable in different circumstances around the world
(Lawrence, P. 2010). However, they are now increasingly expected to adapt to new and
unforeseen circumstances by integrating the foundations inherited from the past and the lessons
learnt over the past three decades. Such an approach will enable organisations to adapt to rapid
changing circumstances and will be well equipped to meet the demands of their customers.
Modern organisations are evolving and changing in response to the ever-increasing global
competition coupled by a great deal of technological innovations (Lawrence, P. 2010). This
makes it difficult for managers and organisations to continue basing their operations entirely on
post traditional organisational approaches. Modern organisations are being designed in such a
manner that promotes organisational flexibility, adaptability (a move towards flat organisational
Structures), social interaction of employees and a great deal of worker autonomy. This signals to
a total rejection of Taylorism in contemporary management thinking, hence the days of strict
surveillance of workers using a hierarchy of authourity and close supervision are over
(Tsukamoto, S. 2007). Thompson and Mchugh (2002), however, contend that the days of close
supervision and command control which Taylor proposed are far from being over but modern
managers are simply introducing new forms of control. It should also be noted that from one end
organisations particularly those in developed countries have adopted modern working trends
such as working from home, flexible working hours and teamworking which makes it even more
difficulty to closely command and supervise employees.

According to Mcnaughton (1998), there has been a fusion or integration of the Scientific
management principles and social sciences to make management more suitable to tackle modern
day challenges. Therefore, it will be misleading to conclude outrightly that Taylorism is dead. In
fact management of organisations in the modern era has become contextual or situational, hence
managers are at liberty to choose a management approach which matches with the existing
context. In this respect managers continue to use scientific management principles that are
applicable and useful to them at any given moment.

One of the scientific management principles which have stood the test of time and which is
unlikely to change as long as organisations exists is the principle of scientifically selecting and
developing employees, this scientific management principle emphasized as much as possible
that effort be placed on hiring the right people for a position. Traditionally an employee was
evaluated whether he was appropriate for the job or not after he was employed (Hakan Turan,
2015) In this case, both the employer and employee suffered from it as it contributed to high
recruitment costs, work inefficiency and probably occupational stress from to an employee
whose’ attributes did not match the demand of the job.

Taylor after studying workers at pig iron, recommended the scientific selection and training of
employees. This scientific selection of employees has been highly perfected in modern
organisations. To be more precise, the recruitment and training of employees has taken the center
stage in contemporary organisations. Traditionally as has been highlighted, employees were
recruited into organisations without considering their capabilities and aptitudes as it was assumed
that anyone can work in any organisation at any job position. Furthermore, training was not
serious considered until recently, as it was viewed as an expenditure and an unnecessary cost
even though Taylor had emphasised on employee training as early in the 19 th century. Modern
organisations are scientifically selecting or recruiting employees. The use of psychometric
testing, cognitive testing and semi structured behavioral interviews indicates that Taylorism is
still relevant in this modern era (Boone & Bowden, 1987). Lastly but not least, the scientific
selection of employees initially starts with job analysis and the development of Job descriptions
as well as person specifications. These documents are scientifically crafted to provide guidelines
and framework of scientifically matching the right employee to the job as well as with the culture
of the hiring firm.

Without doubt, Taylorism has greatly influenced modern management thinking in a wide range
of aspects. But some of his management practices are no longer applicable in today’s
organisations due to their long-term effect on employee behavior. Taylor’s principle of division
of labour and the piece rate system as well as strict employee control had received great criticism
as they contribute to unfair treatment of employees. In one of the famous experiments popularly
known as the Hawthorne experiment, it was concluded that if workers suspect that they are being
observed, they will change their day to day behavior. This led to the conclusion that employees
are social beings who should not be treated like cogs in a machine. They are intelligent and
rational beings who know when they are exploited. Thus, motivating employees with money is
not a best strategy. Moreover, division of labour (specialization) has been criticized as having a
long-term effect on employee behavior (Hodgetts 1990). In the short run specialization would
increase productivity but the continuous repetition of a simple task will in the long run lead to
monotonous and boredom hence marginal decrease in their performance or absenteeism.

This essay has examined how scientific management has made an important contribution to the
business world we see today. Scientific management theory tenets are still universally applicable
in many contemporary business organisations. Most organisations particularly in Zimbabwe and
the greater part of developing countries have adopted bureaucratic structures with a strong
emphasis on reporting structure and authourity. A very good example is found in the
management of public institutions such as hospitals and many government agencies. Regardless
of the environment, most modern big firms are built around Taylorism and management thinking
is still centered on the basic tenants of the scientific theory for instance Toyota assembly still
uses some of Taylors’ tenants. Organisational practices such as employee recruitment and
training still find their influence from Taylorism except that in modern organisations the
processes have been advanced a bit in line with the current technological trends. Work
standardization is still common in some manufacturing and in contemporary service industries
such as Nando’s, KFC, banks and in most retail outlets. Lastly but not least Mcnaughton (1998),
have highlighted that modern organisations have fused social sciences and the scientific
management principles in order to respond to contemporary business needs. it is therefore a
complete fallacy to outrightly dismiss the existence of the scientific management approach in
contemporary organisations as modern managers are still using some of its tenants and varying
some in a contextual or situational manner to address the current organisational demands.
References

Burrell, G. (1993). Echo and the bunnymen. In J. Hassard, & M. Parker (Eds.),
Postmodernism and organizations. London, Sage.

Boone, L.E., & Bowden, D.D. (1987). Great writings in management and organisational
behaviour (2nd ed.). New York: Mcgraw-Hill, Inc. p. 47.
Lawrence, P. R. (2010). The key job design problem is still Taylorism. Journal of Organizational
Behavior, 31(2‐3), 412-421. doi:10.1002/job.638
R. M. Hodgetts (1990), Management Theory, Process, and Practice, 5.B., Horcourt Brace
Jovanovich, Orlando

Thompson P and Mchugh, D (2002), “Management and Control”, Work organisations 2nd
Edition, Palgrave, Basingstoke

Hakan Turan, 2015 Taylor’s “Scientific Management Principles”: Contemporary Issues in

Personnel Selection Period: Journal of Economics, Business and Management, Vol. 3, No. 11,
November 2015

Taylor, F.W. (1987). The principles of scientific management. In L.E. Boone & D.D. Bowden,
Great writings in management and organizational behavior (2nd ed.). (pp. 32-48). New York:
Mcgraw-Hill, Inc.

Wagner-Tsukamoto, S. (2007). An institutional economic reconstruction of scientific

management: On the lost theoretical logic of Taylorism Acad. Manage. Review 32,105-117