Book Review The Principles Of Scientific Management

Kettering University MFGO 659 Spring 2013 Book Report Assignment: The Principles of Scientific Management Submitted by: Alex Shuler Submitted to: Professor Rick Rantilla Date: June 5, 2013 The Principals of Scientific Management The Principles of Scientific Management is an academic essay written by Frederick Winslow Taylor in 1911. Frederick Winslow Taylor was an American mechanical engineer who sought to improve industrial efficiency and is regarded as the father of scientific management. His approach is also often referred to, as Taylor s Principles, or Taylorism. In the essay’s introduction, Frederick Winslow Taylor comes straight to the point when he explains the reason for writing the book: First, to†¦show more content†¦In addition, Taylor warned about attempting to implement parts of scientific management without accepting the whole philosophy, stating that too fast of a change was often met with trouble, strikes, and failure. The Principles of Scientific Management can be interpreted in terms of what we have been covering in the class lectures in several ways. I will discuss how the essay relates to class lectures on project cycle phases. Taylor s ideas were about studying the work and finding the best method for doing work and then training the workers in following this best method. Finding this best method is the science and management is very much responsible for finding and improving the work of the workers. So, this creates the separation of planning and execution, which is often mentioned when talking about Taylorism. In project management, this separation of planning and execution is evident in the project cycle phases. During the planning phase, the scope, aims and objectives of a project and mapping out the procedures, tasks, roles and responsibilities, are established to lay out the foundation of how the project will be performed. Once the planning phase is complete, it is expected that the execution phase will be performed with minimal error which is the same expectation for scientific management. This essay also provides the same view of project management with thoseShow MoreRelatedScientific Management Frederick Taylor Essay1287 Words   |  6 PagesScientific management is defined by (Robbins et al., 2012) as ‘an approach that involves using scientific methods to define the â€Å"one best way† for a job to be done’. Frederick W. Taylor is said to be the forefather of scientific management, during his time many people criticised Taylor and his work, however it is easy to see that many of his approaches are used in contemporary management systems. This essay will provide a review of the article ‘The Ideas of Frederick W. Taylor’, Academy of ManagementRead MoreOrganizational Studies And Management Essay1708 Words   |  7 Pages Assessment No 1 Individual Essay Dispatched by and prepared for: HRM3008 Organisational Change B.A (Hons) Business and Management (Cohort 5) October 2014 Module Submitted By: Kavita Dhawan (UON ID 14439311) INTRODUCTION Management has been proficient a long time period. Organized endeavors focused by people accountable for planning, organizing, leading, and controlling undertakings have occurred for thousands of yearsRead MoreThe Need for An Adequate Evaluation of Organization Behavior 1596 Words   |  7 Pagesnot ignore perspectives that are routinely ignored or excluded otherwise (Knights Willmott, 2007) . The first concept that is considered is Taylorism. Following by the name of Frederick Winslow Taylor the idea of scientific management theory is considered the basis of modern management (Buchanan Huczynski, 2010) . Taylor had the opportunity to monitor production in the steel industry from first hand as he was an engineer. Because of the specifics of the industry, workers had higher expertise andRead MoreFrederick W. Taylor And Human Relations Essay1274 Words   |  6 Pagesfocus on some important management approaches of Taylorism and the Human Relations School. First the central tenets of both models are outlined giving examples of how they are still applied in contemporary society. The advantages and disadvantages of scientific management theories by Taylor are discussed. This is followed by a comparison of the two theories and how management principles by Taylor were replaced by human relations school of thought. Taylorism is a management approach initiated by FrederickRead MoreManagement Theories1655 Words   |  7 PagesOrganization and Management Theories Heather Lunn-Howard HCS/514 11/3/2014 Jeani Thomas In this paper I will give an overview of four areas of management theory: Scientific Management, Human relations Theory, Bureaucracy, and administrative science. Along with some background on where each theory came from. Scientific Management Frederick Taylor, with his theories of Scientific Management, helped mold our modern management styles. In the early 1900s, FrederickRead MoreThe Five Paradigms Of Public Administration1196 Words   |  5 PagesFive paradigms of Public Administration will be discussed here to indicate that Public Administration is new unique synthesizing field. This is because many conceived that Public Administration as a discipline is an amalgam of organization theory, management science and the concept of public interest. It is now, time to time establish itself as an institutionally autonomous enterprise in colleges and universities in order to retain its social relevance and worth. Paradigm:1, The politics/Administration:Read MoreThe Industrial Era Essay1564 Words   |  7 Pages Assessment No 1 Individual Essay Dispatched by and prepared for: HRM3008 Organisational Change B.A (Hons) Business and Management (Cohort 5) October 2014 Module Submitted By: Kavita Dhawan (UON ID 14439311) INTRODUCTION Management have been in proficient from a long time period. Structured focused by researchers accountable for planning, organizing, leading, and controlling undertakings have occurred meant for centuriesRead MoreThe Theory Of Scientific Management Essay1436 Words   |  6 Pagespioneers of management gave the theory of Scientific management or what is now referred to as Taylorism. Scientific management or Taylorism refers to â€Å"a form of job design which stresses short, repetitive work cycles; detailed, prescribed task sequences; a separation of task conception from task execution; and motivation based on economic rewards.† (Huczynski Buchanan, 2013). The applicability of Scientific management to this day is a controversial topic as there is still debate whether scientific managementRead MoreOne Of The Major Factors Militating Against The Development1434 Words   |  6 Pageseffective management. A lot of solutions are being proffered by concerned and patriotic Nigerians daily to bail us out the quagmire. One of such solutions is this text entitled Modern Trends in Sports Administration and Management. It is written by Dr. Joseph Awoyinfa, a lecturer in the Department of Human Kinetics and Health Education, Faculty of Education, University of Lagos, Nigeria; a researcher and educational consultant. I was the person invited by the author and the university to review the bookRead MoreThe Ethics Of Business Management Essay1279 Words   |  6 PagesDr. Lisa Calvano, I did not have the impression that research was involved in any part of business management. After meeting with her, I learned exactly how important research is to the business management discipline. Research in business management is a systematic investigation that helps to answer complications and problems within businesses. Research in the field contributes to solid management understanding and knowledge. Information from research is usually produced by classical methods: statistical

The Paradox of Confinement and Freedom in a Dolls House...

In the texts, A Dolls House by Henrik Ibsen and Like Water for Chocolate by Laura Esquivel, Nora Helmer and Tita (Josefita) are subject to the paradox of confinement and freedom. Tita is restricted to the ranch and kitchen, and Nora to the house. Concurrently, in the seclusion of the kitchen, Tita is liberated from Mama Elenas control, has freedom of self-expression through cooking, and can openly express her feelings. Josefita is a skilled cook with mystical abilities, and also has some freedom and control in the household. Both characters are victims of role-play. Tita has the role of housewife and Nora is a mother, wife, and dependent. Nora finds freedom in her debt, which gives her a sense of authority and control. The†¦show more content†¦Her seclusion due to the family curse and domination by Mama Elena is responsible for slowing the development of her identity. When freed from the ranch by John Brown, Josefitas hands are symbolic of her lack of identity. Esquiv el demonstrates this point very clearly using the symbolism of Titas hands, as shown in the following quotation, ‘At her mothers, what she had to do with her hands was strictly determined, no questions asked. (Esquivel p98) and ‘...now, seeing her hands no longer at her mothers command, she didnt know what to ask them to do, she had never decided for herself before.(Esquivel p99). The household is a microcosm of the outside Mexican Revolution. Tita is a rebellious soladera, and Mama Elena is her ‘upper-class oppressor that limits her status. Both are constantly in conflict, challenging each others authority. Tita controls the food, which, through smell, shape, taste and colour provokes emotions, such as lust, sickness, pregnancy and motherhood. With this position, she is linked to everyone elses lives and has certain ‘powers. The recipes are more than just formulas, buried within them are memories (Mackenzie E. Dennard). In Like Water for Chocolate, magic realism takes the shape of the power that Titas recipes have for magically communicating her feelings and passions (Dr Wally Woods). For instance, her dish of Quails in Rose Petal Sauce

Deception Point Page 110 Free Essays

Sexton had no idea what the man was talking about. The reporter handed him the photocopies. Sexton looked at the pages-and for a moment, his mind went totally blank. We will write a custom essay sample on Deception Point Page 110 or any similar topic only for you Order Now No words came. He was staring at unfamiliar photographs. Black-and-white images. Two people. Naked. Arms and legs intertwined. For an instant, Sexton had no idea what he was looking at. Then it registered. A cannonball to the gut. In horror, Sexton’s head snapped up to the crowd. They were laughing now. Half of them were already phoning in the story to their news desks. Sexton felt a tap on his shoulder. In a daze, he wheeled. Rachel was standing there. â€Å"We tried to stop you,† she said. â€Å"We gave you every chance.† A woman stood beside her. Sexton was trembling as his eyes moved to the woman at Rachel’s side. She was the reporter in the cashmere coat and mohair beret-the woman who had knocked over his envelopes. Sexton saw her face, and his blood turned to ice. Gabrielle’s dark eyes seemed to bore right through him as she reached down and opened her coat to reveal a stack of white envelopes tucked neatly beneath her arm. 132 The Oval Office was dark, lit only by the soft glow of the brass lamp on President Herney’s desk. Gabrielle Ashe held her chin high as she stood before the President. Outside the window behind him, dusk was gathering on the west lawn. â€Å"I hear you’re leaving us,† Herney said, sounding disappointed. Gabrielle nodded. Although the President had graciously offered her indefinite sanctuary inside the White House away from the press, Gabrielle preferred not to ride out this particular storm by hiding out in the eye. She wanted to be as far away as possible. At least for a while. Herney gazed across his desk at her, looking impressed. â€Å"The choice you made this morning, Gabrielle†¦ † He paused, as if at a loss for words. His eyes were simple and clear-nothing compared to the deep, enigmatic pools that had once drawn Gabrielle to Sedgewick Sexton. And yet, even in the backdrop of this powerful place, Gabrielle saw true kindness in his gaze, an honor and dignity she would not soon forget. â€Å"I did it for me, too,† Gabrielle finally said. Herney nodded. â€Å"I owe you my thanks all the same.† He stood, motioning for her to follow him into the hall. â€Å"I was actually hoping you’d stick around long enough that I could offer you a post on my budgeting staff.† Gabrielle gave him a dubious look. â€Å"Stop spending and start mending?† He chuckled. â€Å"Something like that.† â€Å"I think we both know, sir, that I’m more of a liability to you at the moment than an asset.† Herney shrugged. â€Å"Give it a few months. It will all blow over. Plenty of great men and women have endured similar situations and gone on to greatness.† He winked. â€Å"A few of them were even U.S. presidents.† Gabrielle knew he was right. Unemployed for only hours, Gabrielle had already turned down two other job offers today-one from Yolanda Cole at ABC, and the other from St. Martin’s Press, who had offered her an obscene advance if she would publish a tell-all biography. No thanks. As Gabrielle and the President moved down the hallway, Gabrielle thought of the pictures of herself that were now being splashed across televisions. The damage to the country could have been worse, she told herself. Much worse. Gabrielle, after going to ABC to retrieve the photos and borrow Yolanda Cole’s press pass, had snuck back to Sexton’s office to assemble the duplicate envelopes. While inside, she had also printed copies of the donation checks in Sexton’s computer. After the confrontation at the Washington Monument, Gabrielle had handed copies of the checks to the dumbstruck Senator Sexton and made her demands. Give the President a chance to announce his meteorite mistake, or the rest of this data goes public too. Senator Sexton took one look at the stack of financial evidence, locked himself in his limousine, and drove off. He had not been heard from since. Now, as the President and Gabrielle arrived at the backstage door of the Briefing Room, Gabrielle could hear the waiting throngs beyond. For the second time in twenty-four hours, the world was assembled to hear a special presidential broadcast. â€Å"What are you going to tell them?† Gabrielle asked. Herney sighed, his expression remarkably calm. â€Å"Over the years, I’ve learned one thing over and over†¦ † He put a hand on her shoulder and smiled. â€Å"There’s just no substitute for the truth.† Gabrielle was filled with an unexpected pride as she watched him stride toward the stage. Zach Herney was on his way to admit the biggest mistake of his life, and oddly, he had never looked more presidential. 133 When Rachel awoke, the room was dark. A clock glowed 10:14 P.M. The bed was not her own. For several moments, she lay motionless, wondering where she was. Slowly, it all started coming back†¦ the megaplume†¦ this morning at the Washington Monument†¦ the President’s invitation to stay at the White House. I’m at the White House, Rachel realized. I slept here all day. The Coast Guard chopper, at the President’s command, had transported an exhausted Michael Tolland, Corky Marlinson, and Rachel Sexton from the Washington Monument to the White House, where they had been fed a sumptuous breakfast, been seen to by doctors, and been offered any of the building’s fourteen bedrooms in which to recuperate. All of them had accepted. Rachel could not believe she had slept this long. Turning on the television, she was stunned to see that President Herney had already completed his press conference. Rachel and the others had offered to stand beside him when he announced the meteorite disappointment to the world. We all made the mistake together. But Herney had insisted on shouldering the burden alone. â€Å"Sadly,† one political analyst on TV was saying, â€Å"it seems NASA has discovered no signs of life from space after all. This marks the second time this decade that NASA has incorrectly classified a meteorite as showing signs of extraterrestrial life. This time, however, a number of highly respected civilians were also among those fooled.† â€Å"Normally,† a second analyst chimed in, â€Å"I would have to say that a deception of the magnitude the President described this evening would be devastating for his career†¦ and yet, considering the developments this morning at the Washington Monument, I would have to say Zach Herney’s chances of taking the presidency look better than ever.† The first analyst nodded. â€Å"So, no life in space, but no life in Senator Sexton’s campaign either. And now, as new information surfaces suggesting deep financial troubles plaguing the senator-â€Å" A knock on the door drew Rachel’s attention. Michael, she hoped, quickly turning off the television. She hadn’t seen him since breakfast. On their arrival at the White House, Rachel had wanted nothing more than to fall asleep in his arms. Although she could tell Michael felt the same, Corky had intervened, parking himself on Tolland’s bed and exuberantly telling and retelling his story about urinating on himself and saving the day. Finally, utterly exhausted, Rachel and Tolland had given up, heading for separate bedrooms to sleep. Now, walking toward the door, Rachel checked herself in the mirror, amused to see how ridiculously she was dressed. All she had found to wear to bed was an old Penn State football jersey in the dresser. It draped down to her knees like a nightshirt. The knocking continued. Rachel opened the door, disappointed to see a female U.S. Secret Service agent. She was fit and cute, wearing a blue blazer. â€Å"Ms. Sexton, the gentleman in the Lincoln Bedroom heard your television. He asked me to tell you that as long as you’re already awake†¦ † She paused, arching her eyebrows, clearly no stranger to night games on the upper floors of the White House. 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International Business for PetroChina and Huawei- myassignmenthelp

Question: Discuss about theInternational Business for PetroChina and Huawei. Answer: Introduction The topic discusses the importance of various leadership styles that can reflect the culture and performance of an organisation and allow for overcoming the challenges of contemporary management within the business organisations in China effectively. Leadership is an essential aspect of business, which not only drives the behaviours of individuals working within the organisations but also makes them motivated to perform to their potential and bring out the desired positive outcomes with ease and effectiveness. Leadership helps in motivating the workforce to perform better as well as build a good relationship with the employees of the organisation and make them committed to their work. Leadership styles promote effective communication among the team members and manage the extraction of the best quality of performances from the team members, thereby driving their performances primarily and contributing to the organisational efficiency (Ball et al., 2012). The two organisations that hav e chosen here as the case study are Huawei and PetroChina, both of which follow effective styles of leadership to reflect the culture and performance of the organisation as well as prevent the occurrence of issues and challenges faced by the contemporary business management. Different leadership styles Different leadership styles are followed by the business organisations PetroChina and Huawei in China to reflect the culture and performances of the workers and ensure that the challenges in contemporary management are overcome along with gaining better productivity (huawei.com, 2017). The autocratic leadership style enables the leader to make decisions without considering the responses and opinions of workers of the organisation. The leaders make their own decisions, as they remain confident about the business operations and strategic plans (Bhatti et al., 2012). This kind of leader possesses less creativity due to lack of contemporary styles of management and do not involve the employees while making any decisions in business. The participative style of leadership, also known as the democratic leadership style can enable the management to provide help and support to the team members during the time of acceptance of inputs from the staff members. These kinds of leaders play major roles in motivating and encouraging the employees by encouraging feedbacks, ideas, opinions and suggestions from them before making any final decision (Busch et al., 2013). The participative leaders are more creative and create a content workforce where all the inputs made by individuals are considered while making a good decision in business. These are the two major styles of leadership though there are two other leadership styles including the delegative and corporate culture leadership styles. The delegative leadership style, also known as the laissez faire leadership style enables the leaders to make decisions very rarely and the role is rather passed on to the group members (Cavusgil et al., 2014). The team members are not provided with any guidance or support, which further creates issues while making decisions and lack of motivation and encouragement of team members. The different styles of leadership can create probable impacts on the culture because it is the workers who follow the ways by which leaders act to accomplish the organisational goals and objectives (Folsom et al., 2012). Leadership also promotes encouragement of team members and allow them to perform to their potential, thereby contributing largely to the company. By maintaining good leadership style, a good culture can be created that can further result in managing business operations properly as well as bring out positive outcomes in an effective manner too (Griffin Pustay, 2012). Leadership style in PetroChina PetroChina Company Limited develops the Codes of Ethics according to the Chinese law, rules and regulations following the supervisory requirements of the locations where the company has been listed. This is done to standardise the professional conduct and has been applied to all the workers of the organisation including the leaders, employees and the other staffs within the organisation. This would not only protect the interest of the company but would also help in managing the workforce properly, thereby bringing out the best from the employees to accomplish the goals and objectives efficiently (huawei.com, 2017). The autocratic style of leadership has been followed by the organisation, and it is mainly applied during the time of decision making at a higher level without any need to consult or gain the opinions of other team members. The autocratic leadership style maintained within PetroChina has enabled the manager or leader to decide what is best own self and provide instruction to others rather than considering their ideas and opinions (Li Sun, 2015). The autocratic leadership style is effective for the oil and gas industries in China because it is concerned with the management of safety related to adhering to the Minimum Industry Safety Standard that has been applied to the overall oil and gas sector. The MIST standards are needed to be fulfilled and are known to the leaders of the organisation. The autocratic leadership style will allow the leader to instruct the employees about the MIST standards and fulfill those for the assessment of risks, manage manual handling, maintain safety at work and even work at high altitudes or lift things that are quite heavy in a safe manner (Petrochina.com, 2017). The employers could assess all these safety policies for maintaining safe working conditions and ensure that positive business outcomes are derived. The Offshore Installations Manager of PetroChina, who performs his roles and responsibilities by maintaining safety and well-being of workers, plays the major leadership role (Rast, Hogg Giessner, 2013). The workers based on the nature of work have followed the instructions provided by the leader and have managed to complete their safety training programs as well. By maintaining safety, a healthy culture has been created, which has allowed the individuals working within the organisation to perform better effectively (Wild, Wild Han, 2014). Leadership style at Huawei Huawei is a telecommunication equipments company with its headquarters in China. The company has followed the democratic or participative leadership style to engage the employees and consider their ideas and opinions before making any particular decision in business. Various matters are clarified by managing discussions and consultations that further can help in creating a positive mindset among the employees and make them understand that they are valued by the organization (Zhang et al., 2015). The democratic leadership style can help in motivating the workers and influence their performances by making them perform to their potential and then make a proper decision for the benefit of business. The team members have different ideas, opinions and information that can help to make an appropriate decision (Ball et al., 2012). For example, an employee possessing relevant knowledge can inform the leader about something and how can it benefit the organisation through enhancement of product ion level and creation of a better culture. This would also create better opportunities to assess the potential risks and create a hierarchical structure for improving the efficiency of the decision-making process (Bhatti et al., 2012). Alternative leadership styles to overcome the challenges of contemporary management Few of the major challenges of contemporary management include lack of ability to develop relevant skills and knowledge such as management of proper time, strategic thinking and decision-making abilities to enhance the efficiency of the organisation. Other contemporary management issues include challenges to motivate and encourage others, develop the skills of employees, challenges of developing a proper team consisting of skilled team members and managing changes by handling the reactions of employees to change (Busch et al., 2013). For PetroChina, the alternative style of leadership could be the transformational leadership style. This leadership style helps to go beyond the task requirements as well as enable the leaders to go beyond boundaries and change the way organisation operates. The major factors for influencing the transformational leadership style are promoting the vision, mission statement and values to the members, encouraging the employees to remain creative, gain the trust and loyalty of workers and manage individualised consideration by rewarding them for their performance and dedication (Griffin Pustay, 2012). The leader of PetroChina has followed the transformational leadership style to keep up with the latest technologies and compete in the present market with ease and effectiveness. The use of internet has helped PetroChina to increase the global economy by entering new global markets and manage the shift in demographics for managing changes and improvements too (Li Sun, 2015). This leadersh ip style has helped in considering the new policies and fulfills the changing needs and requirements of customers from time to time and furthermore make information and choices available for the workforce. This leadership style within PetroChina has enhanced the level of motivation and engagement of workers, thereby directed their behaviours towards a shared vision effectively as well (Petrochina.com, 2017). As an alternative, leaders of Huawei can follow the transactional leadership style to focus on the supervision of employees and enhance the organisational performance by promoting compliance by the workers through rewards and punishments. This would overcome the challenges of lack of ability to make decisions and lead a team. The transactional leadership within Huawei could help by providing monetary and non-monetary rewards to the employees for their better performances and even punish them in case they have failed to live up to the expectations of the company (Rast, Hogg Giessner, 2013). The challenges can be overcome by setting goals and timelines at first, delegate more, enhance the unique value and gain clarity regarding the roles and responsibilities. This would help the leader to guide the employees in the right direction and make them understand their roles properly to achieve the organisational goals and objectives with ease through promoting of a better culture and enhance d performances (huawei.com, 2017). Conclusion The essay discussed the various styles of leadership followed by the business organisations in China named PetroChina and Huawei. The different styles of leaderships were discussed here along with the best leadership styles followed by these two companies to overcome the challenges of contemporary management in business. The autocratic and democratic leadership styles had been followed by the organisations to create a good culture and provide better scopes for employees to improve their performances and enhance the production level. The alternative leadership styles that could be followed by these two companies for promoting a healthy work culture had been transformational and transactional leadership styles. References Ball, D., Geringer, M., Minor, M., McNett, J. (2012).International business. McGraw-Hill Higher Education. Bhatti, N., Maitlo, G. M., Shaikh, N., Hashmi, M. A., Shaikh, F. M. (2012). The impact of autocratic and democratic leadership style on job satisfaction.International Business Research,5(2), 192. Busch, R., Busch, R., McMahon, R., Unger, A., May, C., Wang, Y. C. (2013). A Comparison of Leadership Styles between Chinese and German Managers of Chinese Companies in Germany.Chinese Management Review,16(2), 1-17. Cavusgil, S. T., Knight, G., Riesenberger, J. R., Rammal, H. G., Rose, E. L. (2014).International business. Pearson Australia. Folsom, R. H., Gordon, M. W., Spanogle, J. A., Fitzgerald, P. L., Van Alstine, M. P. (2012).International business transactions: a problem-oriented coursebook. ThomsonReuters. Griffin, R. W., Pustay, M. W. (2012).International business. Pearson Higher Ed. huawei.com (2017). huawei. Retrieved 22 August 2017, from https://www.huawei.com Li, Y., Sun, J. M. (2015). Traditional Chinese leadership and employee voice behavior: A cross-level examination.The Leadership Quarterly,26(2), 172-189. Petrochina.com. (2017). Petrochina.com. Retrieved 22 August 2017, from https://www.petrochina.com Rast III, D. E., Hogg, M. A., Giessner, S. R. (2013). Self-uncertainty and support for autocratic leadership.Self and Identity,12(6), 635-649. Wild, J. J., Wild, K. L., Han, J. C. (2014).International business. Pearson Education Limited. Zhang, J., Ahammad, M. F., Tarba, S., Cooper, C. L., Glaister, K. W., Wang, J. (2015). The effect of leadership style on talent retention during merger and acquisition integration: Evidence from China.The International Journal of Human Resource Management,26(7), 1021-1050.