a) Scientific management movement: (concerned with increasing the worker's productivity)
The founder of this school is Frederick Taylor and has been named the spiritual father of the scientific management movement
Frederick published a book entitled "Principles of Scientific Management", which explained in his book that the department's goal was to ensure the well-being of the employer coupled with well-being.
for the worker.
Taylor presented four scientific principles to assist the Department in achieving the previous goal.
These are:
Division of labour based on job descriptions
Selection and training of individuals working on sound scientific grounds.
Full cooperation between management and personnel.
Equitable division of responsibility between management and workers, so that management is responsible for planning, and workers implement these plans. Relying on logical and scientific analysis to identify elements of action rather than experimentation
The basic idea of the scientific management movement:
Taylor took care of the worker's productivity
His research focused on the discovery of methods that would increase a worker's productivity and pay on the basis of linking pay to production (that is, Taylor proceeded from the level of direct management in his research)
The Taylor Principles are based on a basic imposition: that increased production satisfies the needs of both workers and employers, because the primary driver of each other's behaviour is material return.
The most important criticisms of Taylor's ideas
- Focus attention on increasing production at the expense of neglect of humanitarian factors (viewing man as a machine).
- His research was limited to the small factory rather than to the general aspects of management.
The Department is considered to be a science with assets and rules applicable in solving all problems and in various circumstances, although social laws cannot be regarded in terms of accuracy and universality as natural laws.
(A successful management system in an environment does not necessarily mean success in another environment)
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