The end of the nineteenth century and the beginning of the twentieth century went down in history as the period of the birth of management science. Frederick W. Taylor (1856-1915) developed a theory of the scientific organization of work based on four basic principles:
- – Develop real management science so that you can determine the best method of doing each task.
- – Scientific selection of workers so that each of them can be assigned the work for which they are best suited.
- – Scientific training and improvement of workers.
- – Direct, friendly collaboration between management and workers.
Taylor argued that the implementation of these principles depended on a “total revolution in the minds” of both managers and workers. “Instead of arguing over the distribution of profits, both sides should strive to increase production” . In his opinion, profits would increase to such an extent that workers and managers would not have to fight for them. In short, he believed that increasing labor productivity was in the common interest of workers and managers.
Although this method was created in part in connection with the need to increase labor productivity, as at the beginning of the 20th century a significant deficit of qualified labor force could be observed, and the only method to meet the demand was to increase labor productivity, it soon found many opponents. Workers and their trade unions began to oppose them, fearing that increasing labor productivity could lead to excess employment. The pressure on labor productivity meant that managers began to “accelerate”, which led to increasing divisions between the managed and the managers, with which we are dealing to this day.
To illustrate how great a step forward was the introduction of scientific management methods, I will present an example of the increase in production efficiency of the Ford Model T. “… Production of the first Model T took over 12.5 hours, and 12 years later, in 1920, a new car appeared every minute. In 1925, at the height of the Model T’s popularity, the new car was rolled off the production line Ford every 5 seconds. “In parallel with Taylor’s work, Henry L . Gantt and Frank and Lilian Gilbreht also conducted research.
Also at the beginning of the 20th century, the Classical Organization Theory school appeared, the founder of which is believed to be Henry Fayol (1841-1925). He was the first to investigate and systematize the behavior of managerial staff.
He believed that the behavior of a good manager creates patterns that can be identified and analyzed. On this basis, he developed a management doctrine, the topicality of which has been largely preserved to this day. Fayol and Taylor shared the belief in the effectiveness of the scientific approach to organization, however Taylor was involved in the functions of the organization, while Fayol was interested in the entire organization, in particular in the sphere of management, because none of his contemporaries has so far undertaken to research and describe it. This was due to the fact that in the days of Fayol and Taylor there was a view according to which a manager is born, not becomes “. However, this myth was also soon dispelled. Fayol has encapsulated the essence of management principles in fourteen principles:
1. Division of works.
The more specialized people become, the more efficiently they can do their jobs. An example of the application of this principle is the modern assembly line.
2. Authority.
Managers must give orders to get the work done. Formal authority gives them the right to command, but does not always ensure obedience unless it is also accompanied by personal authority (for example, based on needed knowledge).
3. Discipline.
Members of the organization should abide by the rules and agreements governing it. According to Fayol, discipline comes from good leadership at all levels of the organization, from fair contracts (such as rewarding better performance) and judicious penalties for misdemeanors.
4. Unity of command.
Each employee should only receive instructions from one person. According to Fayol, subordinating an employee to more than one immediate supervisor leads to conflicting commands and a distortion of authority.
5. Uniformity of management.
One manager should direct the operations leading in the organization to one goal and carried out according to one plan. For example, a company’s human resources department cannot be led by two bosses, each of whom has a different employment policy.
6. The subordination of the personal interest to the general interest.
In no endeavor should the interests of individual employees outweigh the interests of the organization as a whole.
7. Remuneration.
The pay for the work performed should be fair both from the point of view of the employee and the employer.
8. Centralization.
Limiting the role of subordinates in making decisions means centralization and increasing their role – decentralization. Fayol believed that the ultimate responsibility for making rests with managers, but at the same time they should give their subordinates sufficient decision-making powers so that they can perform their tasks properly. The problem is finding the right degree of centralization in each case.
9. Hierarchy.
Lines of subordination in the organization – today they are often depicted as ordered rectangles and their connecting sections in organizational charts run from top management to the lowest level in the enterprise.
10. Order.
Every person and every thing should be in the right place at the right time People should occupy the positions that are most appropriate for them.
11. Appropriate treatment of employees.
Managers should deal with subordinates favorably and fairly.
12. Stability of staff.
A large fluctuation of employees adversely affects the efficient functioning of the organization.
13. Initiative.
Subordinates should be free to create and implement their plans, even if it may lead to some mistakes.
14. Esprit de corps.
Fostering a sense of belonging to a team will provide the organization with a spirit of unity. According to Fayol, even minor factors lead to this. For example, he proposed that wherever possible communication should be made verbally instead of communicating official letters.
The school of classical organization theory also includes the theory of bureaucratic management developed by Max Weber (1864-1920). He was of German origin and a sociologist by education. He believed that each organization pursued its goals, and as it was made up of a certain number of units, it required strict control of its activities. This theory implies a strictly defined hierarchy, governed by strictly formulated rules and lines of subordination. The basis of employee evaluation should be their efficiency, Weber emphasized the technical competence of the personnel.
autor: Mariusz Mazur
