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11th Taylorism - Scientific Management

Frederick Winslow Taylor in his work is scientific approach is not the entire organization in the center of his considerations, but the subdivision into individual steps.

Taylor's approach is based on the assumption that workers and management are in a constant battle against each other. This struggle extends along the front line between the property of the workers to work only as much as is absolutely necessary (loafing) and the expectation of management to achieve ever-increasing productivity.

His two approaches, such as Front line was to destroy, he postulates as follows:

• Instead of fighting each other, must be the management and workers are aware of common interests and the common welfare to work (= consciousness).
• Both must rely on the principle of specialization and division of labor (Scientific Management) and accept the determination of this specialization (= trust).
  

To actually resolve this dilemma Taylor thus takes the view that the repeal unit of planning and performing . His reasoning is the most rational and efficient form of work performance is based on a clear specialization. This means that the work be divided into small steps that is performed regularly by the most suitable workers. This separation thus contains one part mental work (engineers), and manual labor (workers). Core of the organization is the work office, which generates the detailed work plans, documented and communicated to the respective workers.

This leads to three core principles:

• specialization and planning
• performance pay (= high wages at low unit costs and low wages at a decreasing productivity)
• use the most appropriate employee for the performance of a task (regardless whether planning or performing)

The result of the application of these principles is a differentiation of the organizational structure that terminates in a functional order. This differentiation is associated with increased coordination costs, as worked out each task and communicated, then performed and reassembled into a whole will have. This structural principle was supported by improved (or modified) production methods, such as assembly line work, mechanization and product standardization.

The negative excesses of Taylorism are known. In addition to the alienation from work, caused by the efficient routine boredom and lack of challenge. A self-determination and creativity are no longer possible, and the adoption of constantly rising productivity leads to work stress.

To what extent does such a construct in a stable environment until the 70s of the 20th Century are shown. With increasing momentum but loses this kind of specialization and their productive approach prevents innovation. However, even in today's very complex tasks a division of labor - that specialization and the use of expert knowledge not only necessary but essential for survival. However, a broad knowledge and experience base, particularly in project business is essential to cope with ever new tasks successfully.

The expert and specialized knowledge will by its short half-life, ie, rapid advancement of technologies, opportunities and requirements to an abrupt end . For this reason, team work (combination of planning and performing) with specialists who constantly evolve and accept a certain amount of flexibility in the performance, potential key to successful task accomplishment.