Many theorists have influenced and demonstrated certain ideas and concepts that influence the social and psychological factors in an organizational management. Taylorism theory of scientific management developed techniques for improving the efficiency of the work process. The scientific management approach revolves around the idea of arranging for work to accomplish proficiency, institutionalization, specialization, and improvement. With Taylor’s scientific approach decisions are based on science or exact measurements. Taylor's theory decreased its role dramatically in the event of being questioned whether scientific management was efficient. The human relation school of management thought developed because of the flaws in the assumptions of the Taylorism theory. Taylorism emphasized efficiency, process, and principles. Some felt that this emphasis disregarded important aspects of organizational life, particularly as it related to human behavior. The style of supervision is an important factor in increasing workers' job satisfaction and productivity. The organizations should take steps to assist employees in adjusting to organizational life by fostering collaborative systems between labor and management.
Fredrick Taylor made an observation of men at work led him to develop what is known as Taylorism management theory. He theorized that workers were inefficient because they tend to ration their workload less than they could prevent the job task from running out, resulting in loss of wages. Management also failed to structure work effectively and provide appropriate incentives. He came up with principles that clearly defined the workforce. Clear division of tasks and responsibilities: Use scientific methods to determine the 'one best way' of doing a job, Scientific selection of the best person for the newly designed job. Taylor carefully picked and categorized workers who possessed skills and abilities that were required for the completion of a particular task and trained them to perform the task according to the already established rules and procedures. Ensuring workers are trained to perform the job in the 'one best way’ and Strict surveillance of workers using a hierarchy of authority and close supervision, and then establish a pay system that provides a reward for performance above the required level. (Schachter, H.L. 2007)
Taylor's scientific management had a big influence on the development present-day management theories. In must organization managers or senior employees are responsible for selecting the right people for each job and overseeing their training. This will ensure that the training is conducted correctly. The top people are the most learned in almost all work environment, the managerial department of the company stays involved in the work done and provides supervision to each worker to guarantee the job is done in the most ideal way. This ensures improvement and meeting an organization goal. Work is divided between managers and workers. The managers apply management principles to planning and supervising the work, and the workers carry out tasks. This theory has been utilized in most modern organization and has led to an increase in production and also takes some of the pressure off the workforce, but allows managers to stay involved in the daily processes of the department. Taylor also advocated motivation in his theory, in which the theory states that workers are motivated by money. Hence, he advocated that productivity improvements should result in improved pay. This led to a conclusion that employers who paid their workers more will be happier, productive, and more efficient in making better products in an increasing quantity. On the contrary, like most academic theories, reality never seems to behave as predicted on paper. If employers have more efficient workers, profit margins increase. Accordingly, workers are paid for the number of items they produce in a given set period of time-piece-rate pay. As a result, workers are encouraged to work hard and maximize their income. (Miller, 2010)
The Human Relations school theory viewed people as driven by both economic and social needs. It stated that the subject of organizational management psychologically. The theory was based on increased productivity and employee satisfaction as a result of increased management concern for employee welfare and individual attention. It was based more on what motivates the employees in a working environment. The employer can be motivated by psychological and social wants because his behavior is also influenced by feelings, emotions, and attitudes. Human relation school of thought found out that workers operate as a team and despite the usual everyday formal interaction that takes place there is also an informal social interaction that exists between them. The influence grew from an individual worker to the group of a worker, by which area they are highly affected (Parker F.M, 2002). A happy worker is a productive worker. A firm relies on the productivity of its employees and this is where Human relations school of thought comes into use.
The main drawback in Taylor's theory is that people are treated as disposable parts of a machine. Each person had a specific task to perform and was supposed to perform a specific amount of task in given time. No breaks were allowed during such breaks. It failed cause no human being would be comfortable working under those conditions. Human beings are dynamic and need to take rest from time to time. In Taylorism theory, the human welfare was not considered. It seemed to focus more on productivity. In Scientific Management, the positive aspects of both worker and managerial behavior of an image of human nature were reconstructed in to organizational economic terms. A business organization may be reluctant to adopt the Taylorism theory because of they view it as a loss on their part as an organization. High Costs: It is a costly affair. A thorough overhauling of the existing plant and organizational structure is highly expensive. Time and motion studies, as well as other improvements, involve a heavy initial outlay of capital. Taylorism is unsuitable for Small Firms: Since the introduction of Scientific Management involves huge expenditure, small firms cannot afford to adopt it. Lastly, management is that it is undemocratic in nature as it gives absolute control to the functional bosses and lessens the interest and responsibility of the workers. The workers ought to obey the orders and the instructions given by the superior. (Ellen, 1997)
In today’s environment, Human Relations seem to be more relevant to the business management than scientific management. Human school in relation has several benefits to workers and the entire business organization. Such conditions improve a company productivity and profits. Workers also are also motived. Some benefits of this theory are discussed. There is Improved employee retention when the theory is applied. High employee retention is financially good for businesses. Turnover is costly. New employees require a considerable investment of time and effort in their recruitment and training. Aside from that, terminating employees can be difficult especially if the conditions are not amicable Involving employees and making them feel interested in the business requires compassion, patience, and flexibility, these are all good for an organization. Employees are more likely to stay in a company that offers opportunities to learn and advances, and bond with their co-workers. Employees feel most comfortable when they are understood by the management, which makes them address future issues much easier. Employees are always motivated to achieve- Employee motivation is important in maintaining and an increased productivity. An employee, who is interested in his work and is concerned about the well-being of his co-workers tend to be more productive. This productivity is good for business since more work is done in less time. Giving recognition to an employee’s hard work and showing needs. When employees express mutual trust to each other than coordination of work is efficient. Formed teamwork are able to set goals and together achieve them. Being able to connect with one another will build mutual support among co-workers. When they feel as though they are working together, they would be more likely to fix problems on their own without involving higher officials in the management. (Micheal, 2005)