Global Environment And Management - Ford and Taylorism

Question: Would workers in Australia, America or Europe accept the Taylorism in this form today? Consider the design of scripts for use in Call Centres, can you see Taylorism in that? Explain? Answer: Week 1 Introduction This section focuses on the implementation of Taylorism and Fayolism in the various organisations across the globe. The various advantages of these management theories are also mentioned in this section. The theory of Fayolism focuses on the management of the workplace on the basis of equality of the workers and motivation of the workers by a number of other factors along with money Activity 1 There are a number of key ideas that I have extracted from the activity, which are mentioned below. Scientific efficiency management based on the time taken for the tasks, which aims at improved economic efficiency. Dividing the large tasks into smaller task, which are easier to be completed. Assembly line production for the manufacturing process. Increase in the wages provided to the employees of the organisation by decreasing the time of production (Pearson, 1945). Managing the workforce directly by eliminating the presence of trade unions in the workplace, this in turn leads to better control and management. I dont think that he workers in Australia, America or Europe will accept Taylorism in this form today, as this method of scientific management defines the employees with less efficiency to be stupid even if it praises the workers with good efficiency in the workplace. The concept of Taylorism is insulting to the workers based on the presumed low level of knowledge of the workers by the management. The scripts used in a number of call centres in present involve a number of predetermined responses to the conversations with the customers. Yes, I see Taylorism in the activity of providing the call centre workers with the scripts of the responses (Zardet, 1945). It suggests that the workers are not capable of determining the effective response to the queries of the customers. Some parts of the ideas are also being utilised in a number of organisations in the current societies, such as Ford, Mercedes and Audi, which implement the concept of the assembly lines along with the scientific mana gement of the employees by decreasing the size of the individual tasks. Activity 2 Fayolism is another method or theory of management which focuses on a number of key ideas mentioned below and was developed by Henri Fayol. Control on the workers to allow the organisation to have better productivity and efficiency. Teaching the employees of the organisations regarding the various management methods and styles. I believe that some of the ideas expressed in the management theory of Fayolism allow a number of organisations around the world in the current industries to have better management in the workplace. The theory of Fayolism focuses on the management of the workplace on the basis of equality of the workers and motivation of the workers by a number of other factors along with money (Brunsson, 2008). This allows the organisations in the current industries to have better management of the workforce and the various human resources available to the organisation. This theory of management still allows the human resources departments of a number of organisations to determine the various qualities which should be possessed by the applicant to become a manager. Some of these qualities suggested by the Fayolism theory of management are physical, mental, educational, technical and moral. This theory of management also allows the entire business model of a current organisation to be divided into a number of task groups, such as financial, managerial, technical, commercial, accounting and security (Oliveira, 2012). Conclusion The blog included the examples of a number of organisations implementing the management theories named Taylorism and Fayolism along with the various implications of the theories. We concluded that the theory of Fayolism gives a bit more respect to the employees in comparison to the theory of Taylorism. Week 2 Introduction This section of the blog focuses on the implementation of the structure and strategy in a number of organisatons along with one of the latest strategy named Holacracy. It is essential to find the correct strategy for an organisation before extending its implementation throughout the organisation. Holacracy is one of the most popular and booming management theory which allows the entire organisations to be divided into a number of decentralised teams, which allows the employees to have protection of experimentation. Activity 1 Some of the key ideas that I can extract from this activity are mentioned below. Competitive advantage of an organisation over the others in the same industry by managing the behaviour of the people working in the various business operations. Organisational design by transforming the organisational strategy into the organisational structure, which allows the entire business model of the organisation to be divided into a number of modules and a number of operations. Organisational structure following the organisational strategy to implement the strategy into the design of the organisation. Organisational strategy following organisational structure to incorporate the entire structure of the organisation into the strategy being developed. Its not true always that the increase in the number of rules in an organisation leads to increased efficiency. It is essential to find the correct strategy for an organisation before extending its implementation throughout the organisation. In the video, Yves Morieux mentioned in the interview that the structure of an organisation follows the strategy of the organisation (Morieux, 2009). It is obviously a fact, as the strategy allows the organisation to be divided into effective and efficient modules. But sometimes the strategy can follow the structure. Suppose a strategy is being developed for an organisation which should be implemented in each and every module in the business model of the organisation. In this case, the strategy follows the existing structure of the organisation to be able to cover the entire structure of the organisation. Activity 2 A number of key ideas which I could extract from the learning activity are mentioned below. The centralisation of power in the organisation could lead to the suffocation of innovation. The competitive advantage of an organisation over the others can be defined in terms of the flexibility and adaptability of the organisation. The CEO of the organisation is still in charge of some of the things in case Holacracy. Holacracy is one of the most popular and booming management theory which allows the entire organisations to be divided into a number of decentralised teams, which allows the employees to have protection of experimentation (Robertson, 2009). The decentralisation of the power in holacracy allows the employees of the organisation to involve innovation and creativity in their daily work. The management theory of holacracy allows an individual to play the role of both the superior and subordinate to another individual. A similarity which I could see between the innovative cultures of the organisation to the agile organisational structure is the various roles in the business model being interchanged among the team members of the organisation. The decentralisation of the power in the workplace helps these interchangeable roles to be more effective and efficient according to the strategy of the organisation. Holacracy focuses on the governance of the various team members through forgiveness rather than permission. This allows the hierarchical structure of the organisation to be completely removed from the workplace (Robertson, 2006). Conclusion The description of the management theories with the focus on structure and strategy of the organisations allows us to conclude that the implementation of the strategy depends on the structure of the organisation and vice versa. References Brunsson, K. H. 2008. Some effects of Fayolism. International Studies of Management and Organization, 38(1), 30-47. Morieux, Y., Blaxill, M., Boutenko, V. 2009. Generative interactions: The new source of competitive advantage. Restructuring Strategy, 86. Oliveira, N. 2012. Types of Structure. In Automated Organizations (pp. 15-26). Physica-Verlag HD. Pearson, N. M. 1945. Fayolism as the necessary complement of Taylorism. American Political Science Review, 39(01), 68-80. Robertson, B. J. 2006. Holacracy: A complete system for agile organizational governance and steering. Agile Project Management Executive Report, 7(7). Robertson, B. J. 2009. Organization evolved: Introducing holacracy. Unpublished manuscript. Zardet, V., Voyant, O. 2003. Organizational transformation through the socio-economic approach in an industrial context. Journal of Organizational Change Management, 16(1), 56-71.