Type of Employees for which the Application of Scientific Management Work Best
There are several types of employees that fit best with scientific management. The variety of these employees include doctors, nurses, engineers, physicists, clerical, managerial, industrial, analytical, computer-oriented, labour, mass communication, production, and customization. With these types of professions, there is a high chance that soldiering can be eliminated. However, with jobs such as fast food or retail, I believe that Taylorism wouldn’t be executed to its full effect. With our current fast-food restaurants and how the employees can be, I believe these employees wouldn’t fall under Taylor’s way of employee etiquette. With a new generation taking charge of the jobs within the fast-food chain, they seem to not care about customer service nor about how they do their job; they are usually on the phone or playing around (Kinicki and Williams, 2018). I noticed that most people that work in retail react the same way as food employees do to their customers. The only difference is that they aren’t phone nor playing around. But in the end, the managers don’t do much about their behaviour or service. With employees that work for firms and the government, their profession is taken seriously, and their mistakes can mean more than just a day off without pay. The definition of scientific management is the emphasized scientific study of work methods to improve the productivity of individual workers (Kinicki and Williams, 2018). Scientific management uses classical viewpoint emphasized finding ways to manage work more efficiently (Kinicki and Williams, 2018). The classical viewpoint was that work activity was amendable to a rational approach, that through the application of scientific methods, time and motion studies, and job specialization, it was possible to boost production.
How to Address the Problems Defined in the Video using Scientific Management
First, it is important to understand the problem addressed to have a clear Starpoint to solve it. The problems that can be addressed with scientific management include absence, income, and poor handiwork. By applying the principles of science, managers and executives can get rid of shirking deliberately working at less than full capacity (Kinicki and Williams, 2018). the four principles that must be used in this case include the evaluation of the task using scientific studies of every unit of the task, systematically select every employee with the required abilities for the task, offer employees the needed training and incentives to perform their duties with required knowledge, and finally engage the scientific principles to plan the task methods to ease the way employees handles their jobs. With these rules being actively used within the workplace, managers, employees, and stockholders will be able to increase productivity and profits.
What can be done to Fix these Problems using Scientific Management
These problems must be solved professionally. First, the problem regarding absence, firms can offer new and improved incentives to have their employees come to work. For example, earning time off, raffles for people that have good attendance, earning vacation time, and given sick leave. These same incentives can be given to employees that work from home. Offering better medical, dental, vision, and retirement plans would help lower absent numbers for employees. These incentives can be useful because having happier employees and, knowing that they’ll receive these rewards, will make them more motivated to go to work each day, resulting in increased productivity confidence for each employee and team. Applying a new pay rate system for workers with better efficiency will lower income rates. Having employees getting paid for the quality and efficiency of work is also another spur that would bring more employees in on a good foot (Kinicki and Williams, 2018). Also paid training incentives will give a better financial and mental position for employees as well (Kinicki and Williams, 2018). Removing poor handiwork can be possible by making sure each employee is given the proper task that correlates with their skills, planning how they will correctly execute the task that was given to them, evaluating the tasks to plan suitable work methods for employees.
Reference
Kinicki, A., & Williams, B. K. (2018). 1.2 What Managers the Four Principal Functions. In Management: A practical introduction (pp. 40-60). New York, NT: McGraw-Hill Education.