Leadership and communication culture Essay Example | Topics and Well Written Essays - 2250 words

Leadership and communication culture - Essay Example A dialogic communication is one whereby a two way communication path is followed and participants defend their opinion and thoughts with justified arguments and simultaneously listen to other positions as well with the intention to understand better (Habermas 1984). Isaacs (1999) has explored numerous meaning for the term ‘dialogue’. Dialogue is not merely a normal form of conversation or a talk, but, in broader sense, it is now being used as a tool for fostering organizational learning. Coordinated actions among members of the organization could be produced through dialogue. A dialogic communication culture can be highly effective for a firm, in incorporating and facilitating continuous and sustainable change within a firm. Dialogue can open up the limited or narrow approach to work practices that most of the organizational members uphold. Dialogues can bring improvement in existing ideas and help in developing creative futuristic approach as well. With the development of the dialogic communication, organization can completely transform its culture by imbibing spirit of commitment and inculcating onus of responsibility and accountability among the members of the organization. Leaders play a vital role by dealing with unavoidable and anticipated conflicts skillfully. Thereby, existing challenges and problems can be resolved through innovative breakthroughs and cooperation of the entire team force which can be acquired through influential dialogic culture (Novak & Sellnow 2009). Sellnow 2009). DIALOGIC COMMUNICATION PROMOTES BETTER UNDERSTANDING THROUGH CONSTRUCTIVE LEADERSHIP Sustainable change can be attained only when understanding among members can be enhanced. By supporting the statement that ‘dialogues can rejuvenate organizational culture and leader’s foster development of such culture’, a study performed by Innes (2007) can be analyzed whereby the significance of dialogic communication is revealed clearly. In this study, the essence of solving group problems is highlighted. Two groups of students were allotted case studies and specific problems. The solutions to the problem allotted were analyzed later. It was found that group that had better understanding amongst them focused on the specific issue assigned whereas group

Class in America Essay Example for Free

Class in America Essay Myth 1: The United States is fundamentally a classless society. Class distinctions are largely irrelevant today, and whatever differences do exist in economic standing, they are for the most part- insignificant Myth 2: We are, essentially, a middle-class nation Myth 3: We are all getting richer. The American public as a whole is steadily moving up the economic ladder, and each generation propels itself to greater economic well-being Myth 4: Everyone has an equal chance to succeed Reality 1: There are enormous differences in the economic standing of American citizens. A sizable proportion of the U.S. population occupies opposite ends of the economic spectrum. In the middle ranger of the economic spectrum: Sixty percent of the American population holds less than 6 percent of the nations wealth. Between 1979 and 2000, the gap in household income between the top fifth and middle fifth of the population by 31 percent. During the economic boom of the 19990s, four out of five Americans saw their share of net worth decline, while the top fifth saw their share increase from 59 percent to 63 percent. Reality 2: The middle class in the United States hold a very small share of the nations wealth and that share is declining steadily. The gap between rich and poor and between rich and the middle class is larger than it has even been. Reality 3: Class affects more than life-style and material well-being. It has significant impact on our physical and mental well-being as well. Researchers have found an inverse relationship between social class and health. Lower-class standing is correlated to higher rates of infant mortality, eye and ear disease, arthritis, physical disability, diabetes, nutritional deficiency, respiratory disease, mental illness, and heart disease Reality 4: From cradle to grave, the class standing has a significant impact on our chances for survival. Reality 5: Class standing has a significant impact on chances for educational achievement. Class standing, and consequently life chances, are largely determined at birth†¦ One study showed that fewer than one in five men surpass the economic status of their fathers. For those whose annual income is in six figures, economic success is due in large part to  the wealth and privileges bestowed on them at birth.† (Mantsios, Class in America- 2003) This article, the myths and realities Mantsios addresses show that in fact people in the United States do not have the simple, easy, freedom of just becoming rich and it is not just a matter of working hard to get there. The class system and the power of oppression keep citizens in the classes they are born into. One who is born into a lower class in the U.S. is at a constant disadvantage from birth. The statistics Mantsios uses illustrate the economic gap between the rich and the middle class and the rich and the poor in the United States- showing an increase in the gap: â€Å"the rich getting richer and the poor getting poorer.† The fact that laws and the class systems are acting as traps to keep the people in poverty, or at least keep them from becoming affluent, is a violent act. And as an even more literal act of violence, even though it isnt much of an act, the correlation between poverty and disease is outrageous. And so again, poverty is violence

Causes and Impact of Health Inequalities

Causes and Impact of Health Inequalities Background In todays world, the advancements in medical technology and its expansion have improved the overall health of the population. However, inequalities persist within health care and not all people have equal access to it. Why do these disparities still exist in the present day? Understanding why these inequalities exist despite modern advancements has a significant importance in reducing health care inequalities. Aim Understanding health care inequalities and its challenges are the aim of this assignment. It seeks to explain and understand the mechanisms underlying the associations that can be found between the socio-economic statuses of population groups and their quality of health. It also explores life course pathways which mould and influence a persons chances of having a healthy life along with advantages and disadvantages that can affect health from an early age into adulthood. In addition, other factors such as gender, mental illness and disability and ethnicity will also be discussed since they also have a major contribution to inequalities in health. The assignment will focus on research led in the United Kingdom (UK). The United Kingdoms long tradition of research on health inequalities The UK is a high-income society, where greater prosperity and better overall health have been successfully attained without narrowing health inequalities, it can therefore be taken as an example for other societies that manifest similar trends in inequalities (Graham, 2009). Health Inequalities Health inequalities are differences between people or groups due to social, geographical, biological or other factors. These differences have a huge impact, because they result in people who are worst off experiencing poorer health and shorter lives (NICE, 2012). Affordable health care During the 19th century, inequality in health was mostly due to factors such as overcrowding, insufficient availability to local treatment facilities and poor sanitation (Morning 2015). Nowadays, in our industrialized society, these disadvantages have essentially disappeared. Modern hospitals and treatment centres are now commonly accessible across the UK. But not everyone can afford treatment. A study led in 2004 has shown that wealth is correlated with longevity, which demonstrates a strong link between the socio-economic status and mortality. For example, Figure 1 exhibits a pattern of health across income groups in England in 2004. As seen below, the proportion of men and women who deem their health as not good increases from around 15 percent in the richest fifth of English households to around 40 percent in the poorest fifth of households. This significant rise is not only manifested in the majority white population but also in other ethnicities in the UK (Graham, 2009). Figure 1: Proportion of women and men aged 16 and over assessing their health as not good by income quintile based on equivalized household income, England 2003. (Graham, 2009) This can be explained by considering the advantages that people in the higher socio-economic groups have. These advantages can lead to more knowledge about their health and the care available through improved education, or better continuity of care without issues of complying with treatment regiments such as expensive medication. For example, a man with higher income and education levels will have improved health insurance, increased information about the availability of treatments and will more frequently visit the doctor. This can translate into receiving more screenings such as screenings for colorectal cancer and diabetes. Differences between social classes and how they affect health       Landmark studies such as the Black report have shown that not only do social class inequalities still exist, they are also widening over time (DHHS,1980). Social class inequalities have been observed in all ages for all the major diseases. To try and describe social class inequalities in health, various models have been introduced into the UK such as the behavioural/cultural model, the materialist model, the psycho-social model and the life-course model (Steinbach,2009; Bartley and Blane, 2008; Bartley, 2004; DHHS, 1980). These models differentiate the characteristics affecting health that can be observed in different social classes over the whole period of their lives. For example, by describing the differences in behaviour that distinct social classes have, i.e. the behavioural model. Such as their dietary choices between healthy and unhealthy food, their prevalence to being in contact with drugs, alcohol and tobacco or the inclination to pursuing active leisure time such as hobbies in addition to their approach to healthy life choices such as immunisation, contraception and antenatal services (Steinbach 2009; Bartley, 2004; DHHS, 1980). Another model is the materialist model which describes the differences between social classes to the exposure to health hazards. This encompasses hazards such as air pollution, mold, cold, infestations and respiratory hazards that can arise from bad housing for example. The Black report (DHHS,1980) claims that this model is the most decisive factor leading to health inequalities. But many experts outline that since, in the UK, somewhat disadvantaged people receive various kinds of state aids, therefore it can be argued that housing and other materialistic issues are insufficient to account for major inequalities in health outcomes (Steinbach, 2009; Barley, 2004, DHHS, 1980). The psycho-social model on the other hand describes the principle that what people feel can determine changes in the physiology of the body. For example, a stressful social environment produces an emotional response which alters the state of the body through biological changes and can lead to serious conditions such as heart diseases (ODonnell, 2008). Areas affected can be the social interaction that an individual has every day, the work environment and the balance between home and work paired with their efforts and rewards. It has been shown that people with better relationships with their family and friends and who engage in social activities have better prospects to a healthier lifestyle than those who are rather isolated (Campbell, 2010). The last model focuses on patterns of social, psychological and biological advantages and disadvantages that can occur during the lifetime of a person. Factors that can influence a persons life can arise as early as in-utero and in early childhood. These disadvantages can ultimately accumulate and worsen through childhood and adulthood (Steinbach, 2009; Bartley, 2004). For example, individuals who have experienced differences in autonomy or, on the other hand, shame and doubt in childhood will react differently throughout their adult life (Graham, 2009). These models are represented by landmark studies in social class inequalities in health in the UK such as the Black Report (DHHS, 1980), the Whitehall study of British civil servants (spans over 10 years starting in 1967) and the Acheson report (Acheson, 1988). How gender affects health inequalities Many studies and researches have proven that, in industrialized countries such as the UK, women live longer than men but present more prevalence to ill health (Scambler, 2008). Although men have a greater chance of mortality due to injury and suicide in earlier stages of adulthood coupled with common single causes of death in adulthood such as cardiovascular diseases and cancers, more women than men go through stages of disabilities, notably in older ages. Mental disabilities have mostly been commonly correlated to anxiety and depressive disorders (Steinbach, 2009; Bartley, 2004; Acheson, 1998). The World Health Organisation (WHO) in 2008 suggested that gender differences in health are a result of both biological factors and social factors such as employment, risk taking behaviour, smoking and alcohol (Campbell, 2010). How ethnicity affects health inequalities Unfortunately, the information on death certificates in the UK do not display ethnicity, and mortality data uses country of birth as a defining factor, therefore ethnical minorities born in the UK cannot be determined. But regular documented studies on ethnical inequalities in mortality (Kelly, 2008) have explained that factors such as, migration processes, defined socio-economic disadvantages and genetic and biological differences between ethnic populations account for differences in mortality. Inequalities in the accessibility to health care The access to health care is a supply concern which describes the quality and quantity of services provided to a person and are defined by the health care system itself. In the UK, the health care system is the National Health Service (NHS), a system that was founded on the principle of fairness, meaning people should get the care they need, not the care they can afford (Steinbach, 2009; Cookson, 2016). The inverse care law, first described by Julian Tudor Hart in 1971, states: The availability of good medical care tends to vary inversely with the need for it in the population served (Hart, 1971). Equality of access to health care can be achieved by communities by meeting certain requirements. Factors such as the distance travelled, the transport facilities and communication used, the hospital waiting times, the patient information and knowledge about available treatment and its effectiveness and the costs of all these are considered to contribute to a health care system which is equal to all (Steinbach, 2009; Cookson, 2016). Availability is a determining factor of inequalities in accessibility in health care. Some health care services have been shown to treat population groups differently, denying services to some people and preferring others for a certain treatment. For example, clinicians might have a bias in treating different patients based on individual characteristics even though they have identical needs. The equality in the costs of health care can also be disrupted by imposing costs which differ between people. Or even the information given to different populations can impact the patients outcome. For example, health care organisations who neglect or fail to ensure that everyone is equally conscious to the services available (Goddard and Smith, 2001). The NHS and current health inequality challenges The NHS regularly comes top of international league tables of fairness in health care but it is not perfectly fair. There are inequalities in the volume, quality and outcomes of NHS care received by rich and poor people. These inequalities could get worse as financial austerities start to bite more severely into NHS budgets and may contribute to wider health inequalities in society. These inequalities raise serious concerns about social justice and unfulfilled potential for disadvantaged people to live longer and healthier lives. A research project lead by Richard Cookson in 2012 focused on monitoring fairness of the NHS to make sure inequalities dont get worse and if possible get better. In 2012, the NHS still didnt monitor how inequalities were changing. And NHS decision makers knew that inequalities existed, but they had no way of telling if inequalities were getting better or worse or what influence their decisions were having on inequalities. By monitoring the fairness of the NH S, the results will make sure that everyone, rich or poor, can receive the care they need to live a long and healthy life (Cookson, 2016). Recently, research projects have provided methods of comparing the performance of local NHS areas in tackling inequalities in health care. Alongside similar indicators for wider determinants of health, such as the regularly updated marmot indicators (UCL, 2015). Which review the key areas that need to be improved to make a significant impact on health care inequalities such as strengthening the role and impact of ill health prevention. The methods will assess how well the NHS is tackling inequalities across a broad range of issues (Buck, 2016). An outcome from the Health Equity Indicators for the English NHS: Longitudinal whole-population study at small area level research project showed a great improvement in patient health care by monitoring key stages of the patient pathway (See Figure 2) (Cookson, 2016). Figure 2: Monitoring health care access, quality and outcomes at key stages of the pathway (Cookson, 2016). For example, Figure 3 shows that GP supply increased in all social groups, and the largest increases were in the most deprived areas. As seen below, the pro-rich inequality gradient was eliminated by 2011/2012 (Asaira, 2016). Figure 3: Equity of primary care supply, Patients per full time equivalent GP, excluding registrars and retainers, adjusted for age, sex and health deprivation (Asaira, 2016). Conclusion Health care inequalities most commonly arise from socio-economic conditions and are shaped by political, social and economic forces that can create or destroy a persons health and wellbeing. These problems are now seen as health problems that must be addressed to ensure everyone has an equal chance of a healthy life. Factors such as the costs of healthcare, social class, gender, ethnicity and accessibility to health care all contribute to the quality of life. Recently, projects have been undergone to help improve healthcare in the UK, for example, by monitoring the fairness of its services. In my opinion, the UK is one of the leading health care services in the world despite existing inequalities, but can be improved by further understanding and improving these inequalities, who have been only recently assessed. Total word count: 1966 References: -Acheson D (1998). Independent inquiry into inequalities in health report. London: The Stationary Office. -Asaria M, Ali S, Doran T, ferguson B, Fleetcroft R, Goddard M, goldblatt P, Laudicella M, Raine R, Cookson R. (2016). How a universal health system reduces inequalities: lessons from England. Epidemiology community health. 0 (1), 1-7. -Baker M, Mawby R, Ware J (2015). Health Inequalities. Engalnd: Royal college of general practitioners. 2-16. -Bartley M, Blane D (2008). Inequality and social class in Scambler G, Sociology as applied to medicine. Elsevier Limited. -Bartley M (2004). Health inequality: an introduction to theories, concepts, and methods. Cambridge: Polity Press. -Buck D (2016). The role of the NHS in reducing health inequalities: moving beyond fair access to care. Available: https://www.kingsfund.org.uk/blog/2016/03/reducing-health-inequalities. Last accessed 1st Feb 2017. -Campbell F (2010). The social determinants of health and the role of local government. England: Investor in People. 5-68. -Cookson R (2016), Health Equity Indicators for the NHS, presented at Maximising the impact of the NHS in tackling health inequalities, London, 2016. -Cookson R (2016) Health equity indicators for the English final report to the NIHR HSDR Programme. HSDR -Cookson R, Propper C, Asaria M, raine R. (2016). Socio-Economic Inequalities in Health Care in England. The journal of applied public Economics. 37 (3-4), p371-403. -Department of Health and Human Services (DHHS) (1980). Inequalities in health: report of a research working group. (The Black Report). HMSO, London. -Graham H (2009). Understanding Health Inequalities. 2nd ed. England: Open University Press. 1-20. -Goddard M, Smith P (2001). Equity of access to health care services: theory and evidence from the UK. Social Science and Medicine 53:1149-62. -Hart T J. (1971). The inverse care law. The Lancet. 297 (7696), p405-412. -Kelly M, Nazroo J (2008). Ethnicity and Health in Scambler G Sociology as applied to medicine. Elsevier Limited. -Morning, Roberts, Phelan (2015), Social inequalities in health, presented at Social Inequalities in Health, Behavioral and Social Sciences Research Lecture Series, Bethesda, 2015. -ODonnell, K.; Brydon, L.; Wright, C.; Steptoe, A. (2008). Self-esteem levels and cardiovascular and inflammatory responses to acute stress. Brain, Behavior, and Immunity. 22 (8): 1241-1247 -Scambler A (2008). Women and Health in Scambler G Sociology as applied to medicine. Elsevier Limited. Steinbach R. (2009). Inequalities in the distribution of health and health care and its access, including inequalities relating to social class, gender, culture and ethnicity, and their causes. Available: http://www.healthknowledge.org.uk/public-health-textbook/medical-sociology-policy-economics/4c-equality-equity-policy/inequalities-distribution. Last accessed 1st Feb 2017. -The National Institute for Health and Care Exellence. (Oct 2012). Health inequalities and population health. Available: https://www.nice.org.uk/advice/lgb4/chapter/introduction. Last accessed 1st Feb 2017. -UCL Institute of Health Equity. (2015). Marmot Indicators 2015. Available: http://www.instituteofhealthequity.org/projects/marmot-indicators-2015. Last accessed 1st Feb 2017.

The Labor Unions Essay -- essays research papers fc

The Labor Unions   Ã‚  Ã‚  Ã‚  Ã‚  Unions have become commonplace in the labor arena. They provide employees with a valuable tool that allows them to stand together against their employer to make sure that their rights are upheld in the workplace. This paper will focus on labor unions with regards to how they work in two very different companies, Ford Motor Company and United Airlines. Also, a brief history will be outlined as well as legislation regarding unions.   Ã‚  Ã‚  Ã‚  Ã‚  Many unions are at battle with their respected employers. Some of these fights are better known than other fights. United Airlines is trying to renegotiate contracts to save their company money. This has been a long battle for United, that some may see as having begun with the events of September 11, 2001. In truth, the International Association of Machinists, the union that represents a majority of United employees and United have been locked in a heated battle for some time now, even before the events of that September.   Ã‚  Ã‚  Ã‚  Ã‚  By contrast, Ford Motor Company has had very little trouble recently with the union that represents the majority of their employees. The UAW has not gone on strike at Ford since 1976. The last time that Ford-UAW relationship even made the news was in 1999, when the UAW was negotiating their new contract. Comparatively speaking, the two companies could not be further apart when it comes to working with their respective unions. History Although some people trace the beginning of labor unions in the United States to the very beginning, when guilds men got off the Mayflower at Plymouth Rock, the beginning of the modern labor movement began in 1886. That is the year when Samuel Gompers founded the American Federation of Labor. The statement of the founders of the AFL reads in part: The various trades have been affected by the introduction of machinery, the subdivision of labor, the use of women's and children's labor and the lack of an apprentice system-so that the skilled trades were rapidly sinking to the level of pauper labor. To protect the skilled labor of America from being reduced to beggary and to sustain the standard of American workmanship and skill, the trades unions of America have been established. (AFL-CIO, 2002)   Ã‚  Ã‚  Ã‚  Ã‚  The first major union strike in this country was the P... ...8/2004 at http://money.cnn.com/2002/11/18/news/companies/ual/ Commission for Labor Cooperation (2002) â€Å" United States Labor Law.† Viewed online on 11/18/2004 at http://www.naalc.org/english/publications/labormain.htm Encyclopedia Britannica, Online Edition (2002) â€Å"Labor History: United States.† viewed   Ã‚  Ã‚  Ã‚  Ã‚  online at http://www.britannica.com International Assocaition of Machinists (2002) â€Å"Union Member ights and Officer   Ã‚  Ã‚  Ã‚  Ã‚  Responsibilities Under the LMRDA.† Viewed online on 11/18/2004 at   Ã‚  Ã‚  Ã‚  Ã‚  http://www.goiam.org/memberadvantages.asp?c=884 U.S. Department of Labor (2002) â€Å"The Worker Adjustment and Retraining Notification   Ã‚  Ã‚  Ã‚  Ã‚  Act.† Viewed online on 11/18/2004 at   Ã‚  Ã‚  Ã‚  Ã‚  http://www.doleta.gov/programs/factsht/warn.htm U.S. Department of Labor: Occupational Health and Safety Administration (2002)   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"OSHA’s Mission.† Viewed online on 11/18/2004 at   Ã‚  Ã‚  Ã‚  Ã‚  http://www.osha.gov/oshinfo/mission.html. United Autoworkers of America (2002) Viewed online on 11/18/2004 at   Ã‚  Ã‚  Ã‚  Ã‚  http://www.UAW.org

Scientific Management

Course: Bachelor of Business Studies (BBS) Module: Principals of Management Title: Explain Scientific Management. Comment on the contribution of this approach to the development of management thought. What are its limitations? 33 Submission Date: 8th of March 2010 Word Count 2183 â€Å"The Principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee† (Taylor, 1947) Introduction The Author will discuss Scientific Management under the following headings: Section 1 An explanation on Scientific Management. Section 2, The contribution of Scientific Management to the development of Management thought and Section 3 looks at the limitations of Scientific Management. What is Scientific Management? Bratton et al (2007: 355) defines scientific management as a process of systematically partitioning work into its smallest elements and standardising tasks to achieve maximum efficiency. The scientific management approach was developed at the end of the 19th Century; its father is commonly accepted to be Frederick Winslow Taylor (1856-1917) although some variations of the theory have been developed by Gantt and Gilbreth. The scientific management approach was set up to improve labour productivity by evaluating and setting up workflow practices. Taylor was Chief Engineer at the Midvale Steel Company his first-hand experience here led Taylor to recognise that labour productivity was largely inefficient due to a workforce that functioned by â€Å"rules of thumb† methods. In 1898 Taylor was employed as a consultant by the Bethlehem Steel works Company, where he applied his principles of scientific management through evaluating work in a scientific manner. Taylor gained this information with his â€Å"Time and Motion Study†, as Dale explains, Taylor employed a young man to analyse all the operations and the motions performed in each and to time the motions with a stopwatch. From knowing how long it took actually to perform each of the elements in each job, it would be possible †¦ To determine a really â€Å"fair days work†. (Dale 1963, p155) Taylor’s experience at Bethlehem Steel led him to develop four principals of management. The first being substitute rule of thumb work processes with processes based on a scientific study of the tasks. Taylor broke down each part of the production process into individual tasks to accomplish task specialisation. Taylor also used time and motion studies to establish the most proficient technique for performing each work task and giving rest periods. Secondly, managers should select, train, teach and develop the most suitable person for each job. Taylor hated â€Å"soldering†, and by introducing a piece-rate system of pay he eliminated the group process in which workers slowed their speed of work to suit the ordinary worker’s needs. Thirdly, comprehensive training and supervision to each worker must be given by management to guarantee the job is done in a scientific way and finally scientific management principals need to be applied to the planning and supervising of work and the workforce complete the tasks. The Principals of scientific management were widely accepted and spread as far as the Soviet Union where Taylor’s principals were included into a variety of five-year development plans. The most well-known application of Taylor’s principals of scientific management was in Henry Ford’s Model T. Frank Gilbreth (1868 –1924) and his wife Lillian (1878 – 1972), developed variations of Taylor’s scientific management, they were mostly concerned with the elimination of waste and like Taylor thought that a â€Å"One Best Way† to carry out a task could be found. Another contributor to scientific management was Henry Gantt (1856-1915) who was a protege of Taylor’s who designed the Gantt chart a straight line chart to display and measure planned and completed work as time elapsed. The contribution of Scientific Management to the development of Management thought Scientific management does play an important role in the 21st Century. Examples of scientific management can be seen in our car and computer industries, the hospitals and the restaurants we eat in and nearly all function more efficiently due to scientific management. In today’s economic environment scientific management is probably more important in today’s businesses then ever before. The Author will discuss this under the following headings: Scientific Study of work, use of incentives, division of labour and the selection and training of workers. Scientific Study of work The fundamental tools that result in increased productivity are time study standards and work design. For example in the production department of any company materials are requested and controlled; the sequence of operations, inspections, and methods are determined; tools are ordered; time values are assigned; work is scheduled, dispatched and followed up. A good example of scientific management in today’s society is any of the directory enquires numbers, staff read from a script and simple ask what number you want and then a computer reads out the number and even asks if you would like to be connected. Use of incentives According to Taylor workers were only motivated by money, in today’s workplace Taylor’s piece rate pay may have a different name â€Å"performance related pay† is how its new trading name and most of the Multi International companies now pay their workers a very basic pay and only rewards staff who excel at there jobs. According to Taylor one should â€Å"pay the worker, not the job†. In the Authors organisation Eircom all staff from the lines engineers to the managers are all paid by performance and this has helped to eliminate a lot of the ‘soldiering’ that used to take place. Division of Labour Scientific management gives managers control and this can be seen in many of our call centres whether its directory enquires or calling the bank ‘thank you for calling and how may I direct your call? ’ these scripts show us 21st Century management control. Management see these scripts as necessary to keep workers efficient and consistent but it is just modern day Taylorism which assumes that workers are dim and lazy. Selection and training of workers Finding the ‘best’ person for the job is still a challenge for many companies. Many companies now use automated curriculum vitae processing by computers with scientific personality testing to try and match the job to the right person. Employers are looking for employees to work hard, be flexible and to be skilled. It is imperative to get the right people, with the right skills in the right positions and at the right time. Choosing the right people may increase an organisations competitive advantage which is after all central to competitive success of any organisation. Limitations of scientific management Scientific management has been in a state of constant evolution since its adoption. The objective of the scientific management movement was to increase efficiency by carefully planning workers’ movement in the most efficient way. Taylor’s ideas and those of his followers led to time-and-motion experts with their stopwatches and clipboards observing workers, and seeking the ‘one best way’ in which every job could be performed. From the late 1920s, a ‘human relations’ school of thought emerged, challenging Taylorist beliefs in formal work structures and what was considered to be the over-simplification of the concept of motivation. Scientific Management was based on the assumption that workers were driven entirely by economic concerns but Human Relations researchers examined the behaviour of people at work and argued that social factors such as informal work groups and management styles influenced performance. As a result, the personnel management function began to focus on matching the needs of employees with those of management, through the creation of informal structures and managerial styles (Gormley 2009). The Hawthorne Studies conducted by Elton Mayo and his colleagues are exemplary early studies in this tradition and work on motivation by Abraham Maslow although their ideas were built on the original quantitative theories of measuring work as seen in scientific management they also discovered some of the limitations of ‘Taylorism’. The Author will now discuss the limitations of scientific management as discovered by Mayo, Maslow and Deming. Elton Mayo and the Hawthorne Studies The Bank Wiring Observation Room Experiments which involved a group of men being observed in their natural work setting with no changes to their working conditions but with an observer taking notes and interviewing them. The group had set there own standards and restricted their output. They had decided what their daily limit was and what constituted as a fair day’s work and this was not to be exceeded by any worker. The results showed Mayo that workers were dissatisfied with the scientific approach. Mayo’s results placed focus on the social context of work: in particular, worker motivation, group dynamics and group relations. The workers were joined in there opposition to management and were not motivated by the financial incentives offered for higher output. Data gathered at the Hawthorne plant (collectively known as The Hawthorne studies) suggested a positive association between labour productivity and management styles. Abraham Maslow (Maslow’s Hierarchy of Needs) Maslow was concerned with the issue of employee motivation and wanted to explain how workers could be motivated to achieve higher performance. Maslow focused on the paternalistic style of management focusing on employees’ social needs as the key to better relations and better erformance. This became known as Maslow’s hierarchy of needs, the needs which Maslow identified started with †¢ Physiological needs – food and shelter †¢ Safety needs – the need to feel secure †¢ Acceptance needs – the need to feel accepted by others †¢ Esteem needs – the need for self respect †¢ S elf Actualisation – the need for self achievement and fulfilment W. Deming and Total Quality Management Total quality management (TQM) sees quality as a key to organisational success and emphasizes prevention rather than the correction of mistakes. In the Authors opinion TQM is probably the modern day ‘Taylorism’ the four principals of TQM are. Plan Prepare and plan in a structured way by learning from the past and setting benchmarks for change. Do If your goal is far-reaching, start small and evaluate your results before going wider. Study Analyze the results of what you have done and find out how to apply what you have learned to future activities. Act – Do what you need to do to make your process better and easier to replicate In Demings 14 point management plan, Deming wanted everything to be uniform , in delivery times , prices and work practices. . Create constancy of purpose towards improvement. Replace short-term reaction with long-term planning. 2. Adopt the new philosophy. The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so. 3. Cease dependence on inspection. If variation is reduced, there is no need to inspect manufactured items for defects, because there won't be any. 4. Move towards a single supplier for any one item. 5. Improve constantly and forever. Constantly strive to reduce variation. 6. Institute training on the job. If people are inadequately trained, they will not all work the same way, and this will introduce variation. 7. Institute leadership. Deming makes a distinction between leadership and mere supervision. 8. Drive out fear. Deming sees management by fear as counter- productive in the long term, because it prevents workers from acting in the organisation's best interests. 9. Break down barriers between departments. Another idea central to TQM is the concept of the ‘internal customer', that each department serves not the management, but the other departments that use its outputs. 10. Eliminate slogans. Another central TQM idea is that it's not people who make most mistakes – it's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive. 11. Eliminate management by objectives. Deming saw production targets as encouraging the delivery of poor-quality goods. 12. Remove barriers to pride of workmanship. Many of the other problems outlined reduce worker satisfaction. 13. Institute education and self-improvement. 14. The transformation is everyone's job. Each of these management models teaches us something about the limitations of scientific management. Scientific Management is often associated with negative consequences both for workers, who may consider themselves to be victims of exploitation and for managers, who may find it difficult to motivate such workers or to deal with poor performance and resistance. Conclusion Considering that Frederick Taylor has been dead for nearly a century and in this time a knowledge explosion has taken place, Taylor’s track record is extraordinary. If Taylor, Gantt, Gilbreth and Lillian were alive today would they be happy with what has become management thought? In the Authors pinion many of the different management styles all share certain similar characteristics of scientific management and the Author believes that they would all find the total participation movement quite acceptable. The Scientific management theories discussed above evolved from the needs of the past to manage mainly the labour force. The needs of the present in the current economic climate may require similar recordin g of procedures as involved with time and motion studies during the Industrial Revolution in the past to regulate the workings of Finance in Banking and related areas mainly facilitated by the IT Revolution. Rest assured that changes in the past and the present and their successful resolution by scientific management will be replicated many times in the future and hopefully the resolutions will improve/maximise the return for the employer (stakeholder) and employee. In conclusion there is no single ‘best’ strategy or style of management. The ‘best’ solution is the one that is most fitting in relation to the particular needs of that organisation. Bibliography Bratton, J, (2007) Work and Organisational Behaviour, Basingstoke: Palgrave Macmillan, . Dale, E. (1973) Management, Theory & Practice. New York: McGraw-Hill. Griffin, R. (2009) Fundamentals of Management. (5th Edition), USA: South Western College Gunnigle, P, and Heraty, N. and Morley, M. J. , (2006). Human Resource Management in Ireland. (3rd Edition) Dublin, Gill & Macmillan. Taylor, F, (1947). Scientific Management . New York: Harper Row. Tiernan, S. and Morley, M. and Foley, E. (2006). Modern Management (3rd Edition) Dublin, Gill & Macmillan Scientific Management While this theory has made many positive contributions to management practice, there have also been negative implications. On a positive note, Taylorism has made an impact on the introduction of the 8 hour working day, minimum wage rates and incentive and bonus schemes, and more importantly, highlighted management as an important area of study, allowing for other theorists to improve on, or provide alternative management theories in response to scientific management such as more worker orientated theories, namely behavioural management. Taylor’s ideals have however been under constant scrutiny as managers highlight the shortfalls of scientific management. While the highly mechanistic way of practice may lead to increased productivity, it essentially works by dehumanising workers and viewing them simply as an ‘appendage of machinery. ’ Caldari argues (2007: 61) that Taylor’s ignorance of social considerations leads to conflict, low worker morale, and low trust between workers and neglect the ability for individual creativity to provide a positive input to the workplace. While Taylor’s theories have been subject to many criticisms, scientific management has made an instrumental contribution to modern management practice across the world. By placing emphasis on the management of workers, Taylor essentially highlighted the importance of management theory and paved the way for further development on management as an important element of business practices. Taylor created a way of replacing the ‘guesswork’ involved in the manufacturing process by replacing it with a scientific way of thinking, strict rules and procedures (Caldari 2007: 58). This form of management practice allows managers to more efficiently control and direct their labour force and similarly it provides space for managers to monitor the workforce, and identify inefficiencies and sources of waste in the manufacturing process. As Parker and Ritson discuss (2005: 1340), this allows managers to observe the labour force and ensure that appropriate work procedures are being followed and appropriate results are achieved. Thus, creating space for managers to correct these inefficiencies early in the manufacturing process and minimise waste, subsequently maximising profits. Therefore, although Taylor's contributions were considered controversial and even radical, his theory and dedication to management practice remains influential on contemporary business management, and he can be held responsible for laying the foundations for current strategic and systematic methods of planning and execution of tasks (Darmody, 2007: 1). Regardless of the benefits that may be gained from scientific work practices, criticism stemmed from the impression that Taylor had little concern with the psychology of workers. Taylor’s search for a healthy and efficient workforce however, stemmed from research conducted on the relationship between long working hours and fatigue. Taylor was concerned with the effect that working hours was having on productivity and upon results of such experiments, proceeded to introduce shorter working hours believing that with fewer hours comes higher efficiency, intensified laboured hours and improved employee wellbeing. It is upon this philosophy, that Nyl (1995: 2) argues scientific management; primarily Taylor’s thinking was instrumental in creating the 8 hour working day of which is still implemented in many businesses today. In despite of the above mentioned interest in worker well-being, Caldari (2007: 64) emphasises that Taylor naively assumed that with less, but more intense hours, increased productivity and wages, well being of workers would automatically improve. However, due to the intensely standardised and restrictive rules and procedures that scientific management brings workers are likely to feel unappreciated leaving the door open to the potential of conflict between workers and managers. In this case, a strict line of command is seen to have connection with low worker morale as high productivity is achieved at a price. Caldari cites Marshall (2007: 66) saying that â€Å"trust, esteem and affection for staff are a valuable business asset, of a kind which machinery cannot achieve. † This emphasis recognises one of the downfalls of scientific management in that it restricts the development of a cohesive ‘team’ like workforce, rather restricting management focus to individuals. The constraints that are placed on individuals prevent any worker initiative and eventually depriving a business of potentially important and vital input from employees. As Caldari (2007) points out, managers â€Å"can miss the opportunity of taking advantage of potential resources but also, and moreover, for society that it is likely to waste its more important kind of capital. † (p. 67) With this impression in mind, although Freeman’s discussion (1996: 2) focused primarily on the effect of scientific management in a Japanese business environment, he makes some interesting observations about Taylor’s mechanistic approach that can transcend cultural barriers. Freeman highlights that while criticism’s of Scientific management revolve around it being ‘anti-worker,’ scientific management and ‘democratic’ management (which pays closer attention to the psychology and respect for workers) do not necessarily have to conflict. It is held that while the needs of workers are of foremost importance, Taylor’s ideal of quality management allowed for reduction in waste and increased production in Japanese business practices. In this context, scientific management was instrumental in improving efficiency and creating quality constraints, which ultimately lead to increased profits. Freeman highlights (1996: 6) that by working with unions with an even handed focus on the interests of workers and productivity, business practice can meet a happy medium between scientific management and human relations in the management of business. This ideal emphasises that although some managers claim that there is no place in modern business practice for scientific management, it is possible for Taylor’s ideals to transcend time as managers adapt scientific theories and collaborate Taylor’s methods with other theorists that have followed in his steps. Taylor’s scientific management has resulted in both positive and negative implications for business practice over the 20th and 21st century. We can see its contribution to modern business management in that many of its principles are still used today for example, minimum wage, rest periods and incentives for workers who reach a specified target. While these theories were originally implemented in businesses such as Henry Ford’s car manufacturing, we can see that these processes continue to benefit managers today both in that very same business, and in the same ways in other industries including, and not limited to the hospitality industry where for example, detailed procedures and rules are enforced by a strict line of autocratic managers in a strict line of command at McDonalds or Hungry Jacks. It has been highlighted that although Taylor’s scientific management incorporates shortfalls with regards to the management of a workforce as far as viewing a workforce as valuable human resources rather than machinery, in today’s management practices, elements of Taylor’s theory are able to work in conjunction with often more palatable behavioural theories in order to control and monitor a successful workforce. Taylor was instrumental for creating a new ‘paradigm’ of management thinking and the scientific management theory does, and will continue impart to influence the way businesses operate and complete day to day tasks and assignments (Darmody, 2007: 1). Caldari, K. (2007). ‘Alfred Marshall’s critical analysis of scientific management. ’ The European Journal of the History of Economic Thought,14 (1), 55-78. Darmody, P. J. (2007). ‘Henry L. Gantt and Frederick Taylor: The Pioneers of Scientific Management. ’ AACE International Transactions, 151. Davidson (2008) Management: Core Concepts and Skills in ‘Management', John Wiley, Milton. Freeman, M. G. (1996) ‘Don’t throw scientific management out with the bathwater. ’ _Quality Progress,_ 29(4), Parker, L. D. Ritson, P. (2005) ‘Fads, stereotypes and management gurus: Fayol and Follett today. ’ Management Decision, 43(10), 1335. Scientific Management Course: Bachelor of Business Studies (BBS) Module: Principals of Management Title: Explain Scientific Management. Comment on the contribution of this approach to the development of management thought. What are its limitations? 33 Submission Date: 8th of March 2010 Word Count 2183 â€Å"The Principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee† (Taylor, 1947) Introduction The Author will discuss Scientific Management under the following headings: Section 1 An explanation on Scientific Management. Section 2, The contribution of Scientific Management to the development of Management thought and Section 3 looks at the limitations of Scientific Management. What is Scientific Management? Bratton et al (2007: 355) defines scientific management as a process of systematically partitioning work into its smallest elements and standardising tasks to achieve maximum efficiency. The scientific management approach was developed at the end of the 19th Century; its father is commonly accepted to be Frederick Winslow Taylor (1856-1917) although some variations of the theory have been developed by Gantt and Gilbreth. The scientific management approach was set up to improve labour productivity by evaluating and setting up workflow practices. Taylor was Chief Engineer at the Midvale Steel Company his first-hand experience here led Taylor to recognise that labour productivity was largely inefficient due to a workforce that functioned by â€Å"rules of thumb† methods. In 1898 Taylor was employed as a consultant by the Bethlehem Steel works Company, where he applied his principles of scientific management through evaluating work in a scientific manner. Taylor gained this information with his â€Å"Time and Motion Study†, as Dale explains, Taylor employed a young man to analyse all the operations and the motions performed in each and to time the motions with a stopwatch. From knowing how long it took actually to perform each of the elements in each job, it would be possible †¦ To determine a really â€Å"fair days work†. (Dale 1963, p155) Taylor’s experience at Bethlehem Steel led him to develop four principals of management. The first being substitute rule of thumb work processes with processes based on a scientific study of the tasks. Taylor broke down each part of the production process into individual tasks to accomplish task specialisation. Taylor also used time and motion studies to establish the most proficient technique for performing each work task and giving rest periods. Secondly, managers should select, train, teach and develop the most suitable person for each job. Taylor hated â€Å"soldering†, and by introducing a piece-rate system of pay he eliminated the group process in which workers slowed their speed of work to suit the ordinary worker’s needs. Thirdly, comprehensive training and supervision to each worker must be given by management to guarantee the job is done in a scientific way and finally scientific management principals need to be applied to the planning and supervising of work and the workforce complete the tasks. The Principals of scientific management were widely accepted and spread as far as the Soviet Union where Taylor’s principals were included into a variety of five-year development plans. The most well-known application of Taylor’s principals of scientific management was in Henry Ford’s Model T. Frank Gilbreth (1868 –1924) and his wife Lillian (1878 – 1972), developed variations of Taylor’s scientific management, they were mostly concerned with the elimination of waste and like Taylor thought that a â€Å"One Best Way† to carry out a task could be found. Another contributor to scientific management was Henry Gantt (1856-1915) who was a protege of Taylor’s who designed the Gantt chart a straight line chart to display and measure planned and completed work as time elapsed. The contribution of Scientific Management to the development of Management thought Scientific management does play an important role in the 21st Century. Examples of scientific management can be seen in our car and computer industries, the hospitals and the restaurants we eat in and nearly all function more efficiently due to scientific management. In today’s economic environment scientific management is probably more important in today’s businesses then ever before. The Author will discuss this under the following headings: Scientific Study of work, use of incentives, division of labour and the selection and training of workers. Scientific Study of work The fundamental tools that result in increased productivity are time study standards and work design. For example in the production department of any company materials are requested and controlled; the sequence of operations, inspections, and methods are determined; tools are ordered; time values are assigned; work is scheduled, dispatched and followed up. A good example of scientific management in today’s society is any of the directory enquires numbers, staff read from a script and simple ask what number you want and then a computer reads out the number and even asks if you would like to be connected. Use of incentives According to Taylor workers were only motivated by money, in today’s workplace Taylor’s piece rate pay may have a different name â€Å"performance related pay† is how its new trading name and most of the Multi International companies now pay their workers a very basic pay and only rewards staff who excel at there jobs. According to Taylor one should â€Å"pay the worker, not the job†. In the Authors organisation Eircom all staff from the lines engineers to the managers are all paid by performance and this has helped to eliminate a lot of the ‘soldiering’ that used to take place. Division of Labour Scientific management gives managers control and this can be seen in many of our call centres whether its directory enquires or calling the bank ‘thank you for calling and how may I direct your call? ’ these scripts show us 21st Century management control. Management see these scripts as necessary to keep workers efficient and consistent but it is just modern day Taylorism which assumes that workers are dim and lazy. Selection and training of workers Finding the ‘best’ person for the job is still a challenge for many companies. Many companies now use automated curriculum vitae processing by computers with scientific personality testing to try and match the job to the right person. Employers are looking for employees to work hard, be flexible and to be skilled. It is imperative to get the right people, with the right skills in the right positions and at the right time. Choosing the right people may increase an organisations competitive advantage which is after all central to competitive success of any organisation. Limitations of scientific management Scientific management has been in a state of constant evolution since its adoption. The objective of the scientific management movement was to increase efficiency by carefully planning workers’ movement in the most efficient way. Taylor’s ideas and those of his followers led to time-and-motion experts with their stopwatches and clipboards observing workers, and seeking the ‘one best way’ in which every job could be performed. From the late 1920s, a ‘human relations’ school of thought emerged, challenging Taylorist beliefs in formal work structures and what was considered to be the over-simplification of the concept of motivation. Scientific Management was based on the assumption that workers were driven entirely by economic concerns but Human Relations researchers examined the behaviour of people at work and argued that social factors such as informal work groups and management styles influenced performance. As a result, the personnel management function began to focus on matching the needs of employees with those of management, through the creation of informal structures and managerial styles (Gormley 2009). The Hawthorne Studies conducted by Elton Mayo and his colleagues are exemplary early studies in this tradition and work on motivation by Abraham Maslow although their ideas were built on the original quantitative theories of measuring work as seen in scientific management they also discovered some of the limitations of ‘Taylorism’. The Author will now discuss the limitations of scientific management as discovered by Mayo, Maslow and Deming. Elton Mayo and the Hawthorne Studies The Bank Wiring Observation Room Experiments which involved a group of men being observed in their natural work setting with no changes to their working conditions but with an observer taking notes and interviewing them. The group had set there own standards and restricted their output. They had decided what their daily limit was and what constituted as a fair day’s work and this was not to be exceeded by any worker. The results showed Mayo that workers were dissatisfied with the scientific approach. Mayo’s results placed focus on the social context of work: in particular, worker motivation, group dynamics and group relations. The workers were joined in there opposition to management and were not motivated by the financial incentives offered for higher output. Data gathered at the Hawthorne plant (collectively known as The Hawthorne studies) suggested a positive association between labour productivity and management styles. Abraham Maslow (Maslow’s Hierarchy of Needs) Maslow was concerned with the issue of employee motivation and wanted to explain how workers could be motivated to achieve higher performance. Maslow focused on the paternalistic style of management focusing on employees’ social needs as the key to better relations and better erformance. This became known as Maslow’s hierarchy of needs, the needs which Maslow identified started with †¢ Physiological needs – food and shelter †¢ Safety needs – the need to feel secure †¢ Acceptance needs – the need to feel accepted by others †¢ Esteem needs – the need for self respect †¢ S elf Actualisation – the need for self achievement and fulfilment W. Deming and Total Quality Management Total quality management (TQM) sees quality as a key to organisational success and emphasizes prevention rather than the correction of mistakes. In the Authors opinion TQM is probably the modern day ‘Taylorism’ the four principals of TQM are. Plan Prepare and plan in a structured way by learning from the past and setting benchmarks for change. Do If your goal is far-reaching, start small and evaluate your results before going wider. Study Analyze the results of what you have done and find out how to apply what you have learned to future activities. Act – Do what you need to do to make your process better and easier to replicate In Demings 14 point management plan, Deming wanted everything to be uniform , in delivery times , prices and work practices. . Create constancy of purpose towards improvement. Replace short-term reaction with long-term planning. 2. Adopt the new philosophy. The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so. 3. Cease dependence on inspection. If variation is reduced, there is no need to inspect manufactured items for defects, because there won't be any. 4. Move towards a single supplier for any one item. 5. Improve constantly and forever. Constantly strive to reduce variation. 6. Institute training on the job. If people are inadequately trained, they will not all work the same way, and this will introduce variation. 7. Institute leadership. Deming makes a distinction between leadership and mere supervision. 8. Drive out fear. Deming sees management by fear as counter- productive in the long term, because it prevents workers from acting in the organisation's best interests. 9. Break down barriers between departments. Another idea central to TQM is the concept of the ‘internal customer', that each department serves not the management, but the other departments that use its outputs. 10. Eliminate slogans. Another central TQM idea is that it's not people who make most mistakes – it's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive. 11. Eliminate management by objectives. Deming saw production targets as encouraging the delivery of poor-quality goods. 12. Remove barriers to pride of workmanship. Many of the other problems outlined reduce worker satisfaction. 13. Institute education and self-improvement. 14. The transformation is everyone's job. Each of these management models teaches us something about the limitations of scientific management. Scientific Management is often associated with negative consequences both for workers, who may consider themselves to be victims of exploitation and for managers, who may find it difficult to motivate such workers or to deal with poor performance and resistance. Conclusion Considering that Frederick Taylor has been dead for nearly a century and in this time a knowledge explosion has taken place, Taylor’s track record is extraordinary. If Taylor, Gantt, Gilbreth and Lillian were alive today would they be happy with what has become management thought? In the Authors pinion many of the different management styles all share certain similar characteristics of scientific management and the Author believes that they would all find the total participation movement quite acceptable. The Scientific management theories discussed above evolved from the needs of the past to manage mainly the labour force. The needs of the present in the current economic climate may require similar recordin g of procedures as involved with time and motion studies during the Industrial Revolution in the past to regulate the workings of Finance in Banking and related areas mainly facilitated by the IT Revolution. Rest assured that changes in the past and the present and their successful resolution by scientific management will be replicated many times in the future and hopefully the resolutions will improve/maximise the return for the employer (stakeholder) and employee. In conclusion there is no single ‘best’ strategy or style of management. The ‘best’ solution is the one that is most fitting in relation to the particular needs of that organisation. Bibliography Bratton, J, (2007) Work and Organisational Behaviour, Basingstoke: Palgrave Macmillan, . Dale, E. (1973) Management, Theory & Practice. New York: McGraw-Hill. Griffin, R. (2009) Fundamentals of Management. (5th Edition), USA: South Western College Gunnigle, P, and Heraty, N. and Morley, M. J. , (2006). Human Resource Management in Ireland. (3rd Edition) Dublin, Gill & Macmillan. Taylor, F, (1947). Scientific Management . New York: Harper Row. Tiernan, S. and Morley, M. and Foley, E. (2006). Modern Management (3rd Edition) Dublin, Gill & Macmillan Scientific Management While this theory has made many positive contributions to management practice, there have also been negative implications. On a positive note, Taylorism has made an impact on the introduction of the 8 hour working day, minimum wage rates and incentive and bonus schemes, and more importantly, highlighted management as an important area of study, allowing for other theorists to improve on, or provide alternative management theories in response to scientific management such as more worker orientated theories, namely behavioural management. Taylor’s ideals have however been under constant scrutiny as managers highlight the shortfalls of scientific management. While the highly mechanistic way of practice may lead to increased productivity, it essentially works by dehumanising workers and viewing them simply as an ‘appendage of machinery. ’ Caldari argues (2007: 61) that Taylor’s ignorance of social considerations leads to conflict, low worker morale, and low trust between workers and neglect the ability for individual creativity to provide a positive input to the workplace. While Taylor’s theories have been subject to many criticisms, scientific management has made an instrumental contribution to modern management practice across the world. By placing emphasis on the management of workers, Taylor essentially highlighted the importance of management theory and paved the way for further development on management as an important element of business practices. Taylor created a way of replacing the ‘guesswork’ involved in the manufacturing process by replacing it with a scientific way of thinking, strict rules and procedures (Caldari 2007: 58). This form of management practice allows managers to more efficiently control and direct their labour force and similarly it provides space for managers to monitor the workforce, and identify inefficiencies and sources of waste in the manufacturing process. As Parker and Ritson discuss (2005: 1340), this allows managers to observe the labour force and ensure that appropriate work procedures are being followed and appropriate results are achieved. Thus, creating space for managers to correct these inefficiencies early in the manufacturing process and minimise waste, subsequently maximising profits. Therefore, although Taylor's contributions were considered controversial and even radical, his theory and dedication to management practice remains influential on contemporary business management, and he can be held responsible for laying the foundations for current strategic and systematic methods of planning and execution of tasks (Darmody, 2007: 1). Regardless of the benefits that may be gained from scientific work practices, criticism stemmed from the impression that Taylor had little concern with the psychology of workers. Taylor’s search for a healthy and efficient workforce however, stemmed from research conducted on the relationship between long working hours and fatigue. Taylor was concerned with the effect that working hours was having on productivity and upon results of such experiments, proceeded to introduce shorter working hours believing that with fewer hours comes higher efficiency, intensified laboured hours and improved employee wellbeing. It is upon this philosophy, that Nyl (1995: 2) argues scientific management; primarily Taylor’s thinking was instrumental in creating the 8 hour working day of which is still implemented in many businesses today. In despite of the above mentioned interest in worker well-being, Caldari (2007: 64) emphasises that Taylor naively assumed that with less, but more intense hours, increased productivity and wages, well being of workers would automatically improve. However, due to the intensely standardised and restrictive rules and procedures that scientific management brings workers are likely to feel unappreciated leaving the door open to the potential of conflict between workers and managers. In this case, a strict line of command is seen to have connection with low worker morale as high productivity is achieved at a price. Caldari cites Marshall (2007: 66) saying that â€Å"trust, esteem and affection for staff are a valuable business asset, of a kind which machinery cannot achieve. † This emphasis recognises one of the downfalls of scientific management in that it restricts the development of a cohesive ‘team’ like workforce, rather restricting management focus to individuals. The constraints that are placed on individuals prevent any worker initiative and eventually depriving a business of potentially important and vital input from employees. As Caldari (2007) points out, managers â€Å"can miss the opportunity of taking advantage of potential resources but also, and moreover, for society that it is likely to waste its more important kind of capital. † (p. 67) With this impression in mind, although Freeman’s discussion (1996: 2) focused primarily on the effect of scientific management in a Japanese business environment, he makes some interesting observations about Taylor’s mechanistic approach that can transcend cultural barriers. Freeman highlights that while criticism’s of Scientific management revolve around it being ‘anti-worker,’ scientific management and ‘democratic’ management (which pays closer attention to the psychology and respect for workers) do not necessarily have to conflict. It is held that while the needs of workers are of foremost importance, Taylor’s ideal of quality management allowed for reduction in waste and increased production in Japanese business practices. In this context, scientific management was instrumental in improving efficiency and creating quality constraints, which ultimately lead to increased profits. Freeman highlights (1996: 6) that by working with unions with an even handed focus on the interests of workers and productivity, business practice can meet a happy medium between scientific management and human relations in the management of business. This ideal emphasises that although some managers claim that there is no place in modern business practice for scientific management, it is possible for Taylor’s ideals to transcend time as managers adapt scientific theories and collaborate Taylor’s methods with other theorists that have followed in his steps. Taylor’s scientific management has resulted in both positive and negative implications for business practice over the 20th and 21st century. We can see its contribution to modern business management in that many of its principles are still used today for example, minimum wage, rest periods and incentives for workers who reach a specified target. While these theories were originally implemented in businesses such as Henry Ford’s car manufacturing, we can see that these processes continue to benefit managers today both in that very same business, and in the same ways in other industries including, and not limited to the hospitality industry where for example, detailed procedures and rules are enforced by a strict line of autocratic managers in a strict line of command at McDonalds or Hungry Jacks. It has been highlighted that although Taylor’s scientific management incorporates shortfalls with regards to the management of a workforce as far as viewing a workforce as valuable human resources rather than machinery, in today’s management practices, elements of Taylor’s theory are able to work in conjunction with often more palatable behavioural theories in order to control and monitor a successful workforce. Taylor was instrumental for creating a new ‘paradigm’ of management thinking and the scientific management theory does, and will continue impart to influence the way businesses operate and complete day to day tasks and assignments (Darmody, 2007: 1). Caldari, K. (2007). ‘Alfred Marshall’s critical analysis of scientific management. ’ The European Journal of the History of Economic Thought,14 (1), 55-78. Darmody, P. J. (2007). ‘Henry L. Gantt and Frederick Taylor: The Pioneers of Scientific Management. ’ AACE International Transactions, 151. Davidson (2008) Management: Core Concepts and Skills in ‘Management', John Wiley, Milton. Freeman, M. G. (1996) ‘Don’t throw scientific management out with the bathwater. ’ _Quality Progress,_ 29(4), Parker, L. D. Ritson, P. (2005) ‘Fads, stereotypes and management gurus: Fayol and Follett today. ’ Management Decision, 43(10), 1335.

Wave Particle Duality and How It Works

Wave Particle Duality and How It Works The wave-particle duality principle of quantum physics holds that matter and light exhibit the behaviors of both waves and particles, depending upon the circumstances of the experiment. It is a complex topic but among the most intriguing in physics.   Wave-Particle Duality in Light In the 1600s, Christiaan Huygens and Isaac Newton proposed competing theories for lights behavior. Huygens proposed a wave theory of light while Newtons was a corpuscular (particle) theory of light. Huygenss theory had some issues in matching observation and Newtons prestige helped lend support to his theory so, for over a century, Newtons theory was dominant. In the early nineteenth century, complications arose for the corpuscular theory of light. Diffraction had been observed, for one thing, which it had trouble adequately explaining. Thomas Youngs double slit experiment resulted in obvious wave behavior and seemed to firmly support the wave theory of light over Newtons particle theory. A wave generally has to propagate through a medium of some kind. The medium proposed by Huygens had been luminiferous aether (or in more common modern terminology, ether). When James Clerk Maxwell quantified a set of equations (called Maxwells laws or Maxwells equations) to explain electromagnetic radiation (including visible light) as the propagation of waves, he assumed just such an ether as the medium of propagation, and his predictions were consistent with experimental results. The problem with the wave theory was that no such ether had ever been found. Not only that, but astronomical observations in stellar aberration by James Bradley in 1720 had indicated that ether would have to be stationary relative to a moving Earth. Throughout the 1800s, attempts were made to detect the ether or its movement directly, culminating in the famous Michelson-Morley experiment. They all failed to actually detect the ether, resulting in a huge debate as the twentieth century began. Was light a wave or a particle? In 1905, Albert Einstein published his paper to explain the photoelectric effect, which proposed that light traveled as discrete bundles of energy. The energy contained within a photon was related to the frequency of the light. This theory came to be known as the photon theory of light (although the word photon wasnt coined until years later). With photons, the ether was no longer essential as a means of propagation, although it still left the odd paradox of why wave behavior was observed. Even more peculiar were the quantum variations of the double slit experiment and the Compton effect which seemed to confirm the particle interpretation. As experiments were performed and evidence accumulated, the implications quickly became clear and alarming: Light functions as both a particle and a wave, depending on how the experiment is conducted and when observations are made. Wave-Particle Duality in Matter The question of whether such duality also showed up in matter was tackled by the bold de Broglie hypothesis, which extended Einsteins work to relate the observed wavelength of matter to its momentum. Experiments confirmed the hypothesis in 1927, resulting in a 1929 Nobel Prize for de Broglie. Just like light, it seemed that matter exhibited both wave and particle properties under the right circumstances. Obviously, massive objects exhibit very small wavelengths, so small in fact that its rather pointless to think of them in a wave fashion. But for small objects, the wavelength can be observable and significant, as attested to by the double slit experiment with electrons. Significance of Wave-Particle Duality The major significance of the wave-particle duality is that all behavior of light and matter can be explained through the use of a differential equation which represents a wave function, generally in the form of the Schrodinger equation. This ability to describe reality in the form of waves is at the heart of quantum mechanics. The most common interpretation is that the wave function represents the probability of finding a given particle at a given point. These probability equations can diffract, interfere, and exhibit other wave-like properties, resulting in a final probabilistic wave function that exhibits these properties as well. Particles end up distributed according to the probability laws and therefore exhibit the wave properties. In other words, the probability of a particle being in any location is a wave, but the actual physical appearance of that particle is not. While the mathematics, though complicated, makes accurate predictions, the physical meaning of these equations are much harder to grasp. The attempt to explain what the wave-particle duality actually means is a key point of debate in quantum physics. Many interpretations exist to try to explain this, but they are all bound by the same set of wave equations... and, ultimately, must explain the same experimental observations. Edited by Anne Marie Helmenstine, Ph.D.