Interpreting Management – Assignment 1

2 PARTS:

Common principles underlying Both scientific management and human relations movement

The main challenges that a manager faces according to each of these theories.

Use journal articles to answer the questions.

Organization theory: This enables one to understand and appreciate that there are different types of
management within an organization. Looking to scientific theory and taylor falls under organization
theory. managers have the answers to provide solutions.

Treat efficiency and time management

From a Modernist perspective, employees cannot criticize the manager's decision. Taylor enables us
to understand that employees are lazy. Focuses on efficiency and increases the productivity of
workers. Treats employees as machineries. Employees are forced to work (according to taylor’s
theory) taylor theory is not mordernist theory but shows how modernist perspective is applied to
practice.

How long can you keep up with the workers? You as a manager. (Imagine)

Decision-making is thus difficult. Workers are not only motivated by money but also by other factors.

Both are indirectly focusing on the efficiency of workers.

How taylors principle is applied in the article. It is all about being efficient. Long-term and short-term
implications of the efficiency. Might be efficient in the short term but not in long term. Employees'
commitment to the organization. No improvement in innovation because they treat employees as
machines.

Scientific Management and the Human Relations Movement are two distinct
approaches to management that emerged in the early 20th century. While they have
different emphases and principles, there are some common underlying principles, as
well as distinct challenges that managers face according to each theory.

Common Principles:

1. Efficiency: Both approaches aim to improve the efficiency of an organization.

Scientific Management focuses on optimizing processes and tasks to
maximize productivity, while the Human Relations Movement seeks to
enhance efficiency by considering the human aspect of work and improving
employee satisfaction and motivation.
2. Goal-Oriented: Both theories emphasize the importance of setting clear goals
and objectives for an organization. Scientific Management does this by
defining precise tasks and performance standards, while the Human Relations
Movement promotes goal alignment through employee involvement and
communication.
 3. Employee Development: Although their approaches differ, both theories
acknowledge the importance of employee development. Scientific
Management seeks to train and develop workers to perform their tasks
efficiently, while the Human Relations Movement encourages personal and
professional growth through better working conditions and social interactions.
4. Measurement and Feedback: Both theories advocate for the use of data and
feedback to assess and improve performance. Scientific Management relies on
quantitative measures and performance metrics, while the Human Relations
Movement values feedback and communication for understanding employee
needs and concerns.

Challenges According to Each Theory:

Scientific Management:

1. Resistance to Change: Employees may resist the strict standardization and

control imposed by scientific management, as it can lead to a lack of
autonomy and creativity in their work.
2. Monotony and Boredom: The focus on specialization and repetitive tasks
may lead to employee dissatisfaction and boredom, which can result in
turnover and decreased morale.
3. Overlooking Human Needs: Scientific Management tends to overlook the
human element of work, such as social and psychological needs, which can
lead to poor job satisfaction and limited employee engagement.

Human Relations Movement:

1. Management Complexity: Implementing the principles of the Human

Relations Movement can be challenging for managers, as it requires a greater
focus on employee interactions and well-being, which can be more complex
to manage than task-based approaches.
2. Resistance from Upper Management: Some senior managers may resist the
idea of employee empowerment and participation, fearing a potential loss of
control or decision-making authority.
3. Balancing Employee Needs and Organizational Goals: Balancing employee
satisfaction and motivation with the achievement of organizational goals can
be a delicate task, as sometimes employees' demands may conflict with what
is best for the company.

In summary, both Scientific Management and the Human Relations Movement share
a common goal of improving organizational performance, but they approach it from
different angles. Scientific Management emphasizes efficiency and control, while the
Human Relations Movement focuses on the social and psychological aspects of work.
Managers must understand the principles of both approaches and adapt their
strategies to address the challenges specific to each theory, depending on their
organizational context and goals