was from the 1924 Hawthorne studies when the society began to realize that workers were not primarily driven by money alone, and thus a new management theory – organizational behaviors theory was developed. This theory believed that workers were social beings, not machines, and thus, communications, cooperation and assistance from both managers and supervisors were vital in enhancing real productivity.

All in all, since the start of the Great Industrial Revolution in the 18th century, management has always been a practice that evolves continuously to adapt to changing environments. As it has been mentioned earlier, the development of such theories and practices has always been greatly influenced by historical times and societal conditions relevant to that time. Nevertheless, this does not mean that various management theories and practices developed earlier are not applicable in today’s organizations. In fact, there are many organizations such as: MacDonald’s, Australia Post, IBM and many others today that practice them still. However, due to the limited word range and information provided, deeper discussions towards these particular issues are unable to be carrie

The Industrial Revolution, or as it is often known as – the mechanization era, did set a solid starting point in Taylor’s scientific management theory. Rapid technological innovations such as water, electricity, steam engines, and machineries have transformed many small scales individual operations into large scales power driven manufacturing industries . At the time, railroads and cotton mills were considered to be good investments. Moreover, mass factory productions have enabled people to acquire consumer goods cheaply. In overall, standard of living of the society did improve and this was shown through developments of many new social classes.

On the other hand, such industrialization also resulted in another dilemma: there were excess supplies of labors compared to actual demands as overall population has increased and many were migrating towards urban areas (as people were looking for a “wage-earning” type of jobs). As a result, workers were hired at a very low wage with no trainings provided for methods on completing a particular task, and the faulty wage systems set up by management did not help either (to pay by the hour instead of output level); instead it encouraged workers to operate at a slow pace or “soldiering” as they believed that increase in own productivity would cause other workers having fewer tasks to be accomplished. To make matters worse, economic recessions that started at the end of the 19th century to the beginning of the 20th century created further difficulties in railroads’ developments as costs were rising higher than ever while overall rates revenues were falling. All of these added together, made the society realized that they needed a fresh approach towards effective and efficient management practices to be put in place if the economy was not about to collapse even further.

In response to that, Frederick Williams Taylor published his scientific management theory in 1911. He argued that the source of such inefficiencies was management practices at that time and hence, quickly defined a “one best way” to complete a job through task fragmentations (stop watch timing observations) . Taylor’s focus at that time was to achieve greater productivity and this was done through cost reductions, increase in speed of production, and eliminations of redundant activities. Other than that, Taylor also sought to create a mental revolution between workers and managers by defining clear guidelines on who was doing what. His efforts in trying to remove human variability in the production process were shown through his strong emphasis on standardized quality of production outcome, his complete ignorance of individual differences, and his assumptions that workers were just rational economic men who worked just to earn enough income for their living and thus, believed that using money as an incentive for workers to work harder was the right thing to do.

On the whole, Taylor’s scientific management did achieve expected results as stated earlier. It brought order and security in. As a result, both productivity (by 200 %) and wages for workers (by 30 % up to 100 %) have increased consistently. Further, railroads’ rates revenues have also increased dramatically. However, Taylor’s scientific management also created other problems as well. As efficiency and effectiveness have significantly improved, factory owners’ greed has also increased. What was previously believed to be a “win –win” approach by Taylor has been manipulated in such a way by factory owners at that time to satisfy their insatiable demands for greater productivity. Workers were forced to work harder and longer as to pay off high costs that were previously incurred in purchasing factory machineries. Their continuous focus on cost reductions (as the impact of economic recessions in form of economic slowdown were still apparent) led to managers cutting incentive pays when workers actually learned to meet standards. Authority and impersonality towards workers has increased dramatically up to a point where no longer there was any reciprocity in workers-managers relationships. Workers were treated as interchangeable parts of machineries and public welfares as well as availability of work insurances were abandoned. Their complaints about increase in number of workplace accidents as a result of suffocation and fatigue and their abilities to think and react were completely ignored and it was a period where many strikes of “The Great Unrest” era were evident.

Consequently, a group of prominent theorists like Mary Parker Follett, Elton Mayo, Hugo Munsterberg and many others realized that workers were not just economic men; instead they also had social aspects that need to be satisfied. It was from the 1924 Hawthorne studies when the society began to realize that workers were not primarily driven by money alone, and thus a new management theory – organizational behaviors theory was developed. This theory believed that workers were social beings, not machines, and thus, communications, cooperation and assistance from both managers and supervisors were vital in enhancing real productivity.

All in all, since the start of the Great Industrial Revolution in the 18th century, management has always been a practice that evolves continuously to adapt to changing environments. As it has been mentioned earlier, the development of such theories and practices has always been greatly influenced by historical times and societal conditions relevant to that time. Nevertheless, this does not mean that various management theories and practices developed earlier are not applicable in today’s organizations. In fact, there are many organizations such as: MacDonald’s, Australia Post, IBM and many others today that practice them still. However, due to the limited word range and information provided, deeper discussions towards these particular issues are unable to be carried

encouraged workers to operate at a slow pace or “soldiering” as they believed that increase in own productivity would cause other workers having fewer tasks to be accomplished. To make matters worse, economic recessions that started at the end of the 19th century to the beginning of the 20th century created further difficulties in railroads’ developments as costs were rising higher than ever while overall rates revenues were falling. All of these added together, made the society realized that they needed a fresh approach towards effective and efficient management practices to be put in place if the economy was not about to collapse even further.

In response to that, Frederick Williams Taylor published his scientific management theory in 1911. He argued that the source of such inefficiencies was management practices at that time and hence, quickly defined a “one best way” to complete a job through task fragmentations (stop watch timing observations) . Taylor’s focus at that time was to achieve greater productivity and this was done through cost reductions, increase in speed of production, and eliminations of redundant activities. Other than that, Taylor also sought to create a mental revolution between workers and managers by defining clear guidelines on who was doing what. His efforts in trying to remove human variability in the production process were shown through his strong emphasis on standardized quality of production outcome, his complete ignorance of individual differences, and his assumptions that workers were just rational economic men who worked just to earn enough income for their living and thus, believed that using money as an incentive for workers to work harder was the right thing to do.

On the whole, Taylor’s scientific management did achieve expected results as stated earlier. It brought order and security in. As a result, both productivity (by 200 %) and wages for workers (by 30 % up to 100 %) have increased consistently. Further, railroads’ rates revenues have also increased dramatically. However, Taylor’s scientific management also created other problems as well. As efficiency and effectiveness have significantly improved, factory owners’ greed has also increased. What was previously believed to be a “win –win” approach by Taylor has been manipulated in such a way by factory owners at that time to satisfy their insatiable demands for greater productivity. Workers were forced to work harder and longer as to pay off high costs that were previously incurred in purchasing factory machineries. Their continuous focus on cost reductions (as the impact of economic recessions in form of economic slowdown were still apparent) led to managers cutting incentive pays when workers actually learned to meet standards. Authority and impersonality towards workers has increased dramatically up to a point where no longer there was any reciprocity in workers-managers relationships. Workers were treated as interchangeable parts of machineries and public welfares as well as availability of work insurances were abandoned. Their complaints about increase in number of workplace accidents as a result of suffocation and fatigue and their abilities to think and react were completely ignored and it was a period where many strikes of “The Great Unrest” era were evident.

Consequently, a group of prominent theorists like Mary Parker Follett, Elton Mayo, Hugo Munsterberg and many others realized that workers were not just economic men; instead they also had social aspects that need to be satisfied. It was from the 1924 Hawthorne studies when the society began to realize that workers were not primarily driven by money alone, and thus a new management theory – organizational behaviors theory was developed. This theory believed that workers were social beings, not machines, and thus, communications, cooperation and assistance from both managers and supervisors were vital in enhancing real productivity.

All in all, since the start of the Great Industrial Revolution in the 18th century, management has always been a practice that evolves continuously to adapt to changing environments. As it has been mentioned earlier, the development of such theories and practices has always been greatly influenced by historical times and societal conditions relevant to that time. Nevertheless, this does not mean that various management theories and practices developed earlier are not applicable in today’s organizations. In fact, there are many organizations such as: MacDonald’s, Australia Post, IBM and many others today that practice them still. However, due to the limited word range and information provided, deeper discussions towards these particular issues are unable to be carrie

o create a mental revolution between workers and managers by defining clear guidelines on who was doing what. His efforts in trying to remove human variability in the production process were shown through his strong emphasis on standardized quality of production outcome, his complete ignorance of individual differences, and his assumptions that workers were just rational economic men who worked just to earn enough income for their living and thus, believed that using money as an incentive for workers to work harder was the right thing to do.

On the whole, Taylor’s scientific management did achieve expected results as stated earlier. It brought order and security in. As a result, both productivity (by 200 %) and wages for workers (by 30 % up to 100 %) have increased consistently. Further, railroads’ rates revenues have also increased dramatically. However, Taylor’s scientific management also created other problems as well. As efficiency and effectiveness have significantly improved, factory owners’ greed has also increased. What was previously believed to be a “win –win” approach by Taylor has been manipulated in such a way by factory owners at that time to satisfy their insatiable demands for greater productivity. Workers were forced to work harder and longer as to pay off high costs that were previously incurred in purchasing factory machineries. Their continuous focus on cost reductions (as the impact of economic recessions in form of economic slowdown were still apparent) led to managers cutting incentive pays when workers actually learned to meet standards. Authority and impersonality towards workers has increased dramatically up to a point where no longer there was any reciprocity in workers-managers relationships. Workers were treated as interchangeable parts of machineries and public welfares as well as availability of work insurances were abandoned. Their complaints about increase in number of workplace accidents as a result of suffocation and fatigue and their abilities to think and react were completely ignored and it was a period where many strikes of “The Great Unrest” era were evident.

Consequently, a group of prominent theorists like Mary Parker Follett, Elton Mayo, Hugo Munsterberg and many others realized that workers were not just economic men; instead they also had social aspects that need to be satisfied. It was from the 1924 Hawthorne studies when the society began to realize that workers were not primarily driven by money alone, and thus a new management theory – organizational behaviors theory was developed. This theory believed that workers were social beings, not machines, and thus, communications, cooperation and assistance from both managers and supervisors were vital in enhancing real productivity.

All in all, since the start of the Great Industrial Revolution in the 18th century, management has always been a practice that evolves continuously to adapt to changing environments. As it has been mentioned earlier, the development of such theories and practices has always been greatly influenced by historical times and societal conditions relevant to that time. Nevertheless, this does not mean that various management theories and practices developed earlier are not applicable in today’s organizations. In fact, there are many organizations such as: MacDonald’s, Australia Post, IBM and many others today that practice them still. However, due to the limited word range and information provided, deeper discussions towards these particular issues are unable to be carrie

heir insatiable demands for greater productivity. Workers were forced to work harder and longer as to pay off high costs that were previously incurred in purchasing factory machineries. Their continuous focus on cost reductions (as the impact of economic recessions in form of economic slowdown were still apparent) led to managers cutting incentive pays when workers actually learned to meet standards. Authority and impersonality towards workers has increased dramatically up to a point where no longer there was any reciprocity in workers-managers relationships. Workers were treated as interchangeable parts of machineries and public welfares as well as availability of work insurances were abandoned. Their complaints about increase in number of workplace accidents as a result of suffocation and fatigue and their abilities to think and react were completely ignored and it was a period where many strikes of “The Great Unrest” era were evident.

Consequently, a group of prominent theorists like Mary Parker Follett, Elton Mayo, Hugo Munsterberg and many others realized that workers were not just economic men; instead they also had social aspects that need to be satisfied. It was from the 1924 Hawthorne studies when the society began to realize that workers were not primarily driven by money alone, and thus a new management theory – organizational behaviors theory was developed. This theory believed that workers were social beings, not machines, and thus, communications, cooperation and assistance from both managers and supervisors were vital in enhancing real productivity.

All in all, since the start of the Great Industrial Revolution in the 18th century, management has always been a practice that evolves continuously to adapt to changing environments. As it has been mentioned earlier, the development of such theories and practices has always been greatly influenced by historical times and societal conditions relevant to that time. Nevertheless, this does not mean that various management theories and practices developed earlier are not applicable in today’s organizations. In fact, there are many organizations such as: MacDonald’s, Australia Post, IBM and many others today that practice them still. However, due to the limited word range and information provided, deeper discussions towards these particular issues are unable to be carrie

was from the 1924 Hawthorne studies when the society began to realize that workers were not primarily driven by money alone, and thus a new management theory – organizational behaviors theory was developed. This theory believed that workers were social beings, not machines, and thus, communications, cooperation and assistance from both managers and supervisors were vital in enhancing real productivity.

All in all, since the start of the Great Industrial Revolution in the 18th century, management has always been a practice that evolves continuously to adapt to changing environments. As it has been mentioned earlier, the development of such theories and practices has always been greatly influenced by historical times and societal conditions relevant to that time. Nevertheless, this does not mean that various management theories and practices developed earlier are not applicable in today’s organizations. In fact, there are many organizations such as: MacDonald’s, Australia Post, IBM and many others today that practice them still. However, due to the limited word range and information provided, deeper discussions towards these particular issues are unable to be carried out further.