2.Consider the design of scripts for use in Call Centres, can you see Taylorism in that? Explain.
The following sections try to find if there is any relevance for Taylorism in today’s world. The management and the employees from most organizations of the developed world neither completely reject it nor they accept it at its original form. They take the effective elements from Taylorism and mix it with other relevant business theories and strategies in order improve their organizational performance. It has also been found that in countries like India fast food companies or call centre organizations apply Taylorism extensively.
1.Ford and Taylorism:The Taylorism in its original form is not used by the workers of Australia, Europe and America today. However the theory is not completely obsolete from the business practice, the application of Taylorism in contemporary organizations has gone through modification, up gradation and addition of other strategies (Waring 2016). Most organizations discredit the practice of Taylorism in the organizations. Most organizations in the world do not count Taylorism as the only way to control the employees and improve productivity (Nyland, Bruce and Burns 2014). Most companies in today’s world criticize Taylorism’s approach of giving maximum importance to money. Many charity based organizations do not work on the concept of profit making so the Taylorism is not adapted by them. There are situations when the need for Taylorism arises in the organizational workforce. When the organizations perform poorly or needs to increase the profit they tend to adapt this theory. In order to effectively use the Taylorism for their companies, the managers of today combine Herzberg, Maslow or Fayol’s theory with it (Parker 2016). Depending upon the structure and product of the company the management decides if the Taylorism should be applied or not.
The concept of Taylorism is majorly focused on labors and organizational strategies. Taylor reexamined the manual labor work process and applied constant monitoring in order to gain maximum productivity. Organizations like call centre apply Taylorism successfully (Schermerhorn, 2013). The management in Indian call centres keeps monitoring constantly and manages the employee performance in their desired direction (Sinha and Gabriel 2016).
The large fast food companies like McDonalds use Taylorism in their business effectively (Babajana and Webber 2015). Especially the motion and time management from the scientific management is effectively used by the managements in Dubai or India, where the management has to control large number of employees and satisfy more number of customers quickly.
BCG’s Yves Morieux suggests that organizational structure decides which strategies the organization should adapt in order to secure productivity. Sometimes the strategies decide the structure as well. The organizational performance is largely depended on the organizational strategies and structure. The leadership must value the employees as in order to develop their efficiency. The management leadership must ensure that the organizational structure is aligned with the organizational strategies.
Structure and Strategy:
Competitive advantage is centrally focused on organizations. Organizational strategy can be understood from the behavior of the people associated with the organization. The organizations can get immense advantage from utilizing the employee’s advantages (Goetsch and Davis 2014). The organizations mainly struggle with transforming the strategies into the organizational structure, processes and systems (YouTube 2017). The organizations must also consider the other way as well. The strategies also depend on the organizational performance. If the organization is performing badly it will not result in effective strategies. Yves Morieux suggests that if there are too many between the decision making level of top leadership and the operations of the management the organization will be fail to identify the threats and problems related to the company’s market opportunities. As a result the leadership will come up with wrong decisions. In an effective organization, the equal treatment towards its employees makes them efficient towards the company and results in improved performance (Wagner and Hollenbeck 2014). The bureaucracy is born out of the strategies of efficiency and equity. However he believes that a ‘doom loop of bureaucracy’ is developed because the decision makers believe that more definite rules will increase the controlling power and increases the profitability (Morieux and Tollman 2014). It is not just enough for the company to come up with right strategies but the more important for the company is to implement them effectively. The organizations want to ensure maximum productivity so they often apply a difficult strategy which eventually create complexity and affects the productivity. If the best strategies are not implemented effectively they will result moderately. To develop a sustainable competitive advantage the decision makers should be able to influence the organizational behavior and decide the strategic goals (Epstein and Buhovac 2014). The changing technological and economic environment of today is encouraging new organizational models with more focused autonomous management teams. The managers establish a strategic direction that is followed by the organizational structure. In an effective organization the structure and strategies work hand in hand.
Most organizational strategies are only focused on making profit and in that process they ignore the needs of organizational structure. The management takes care of the employee need and develops such strategies that are capable of generating profit without compromising with the organizational structure. The successful combination strategies and structure makes the company achieve its desired goals
Babajana, Z. and Webber, A., 2015. Organisational Behaviour.
Nyland, C., Bruce, K. and Burns, P., 2014. Taylorism, the international labour organization, and the genesis and diffusion of codetermination. Organization Studies, 35(8), pp.1149-1169.
Parker, L.D., 2016. The global Fayol: contemporary management and accounting traces. Entreprises et histoire, (2), pp.51-63.
Schermerhorn, J.R., 2013. Management. John Wiley & Sons.
Sinha, S. and Gabriel, Y., 2016. 5 Call Centre Work: Taylorism with a Facelift. Re-Tayloring Management: Scientific Management a Century On, p.87.
Waring, S.P., 2016. Taylorism transformed: Scientific management theory since 1945. UNC Press Books
Epstein, M.J. and Buhovac, A.R., 2014. Making sustainability work: Best practices in managing and measuring corporate social, environmental, and economic impacts. Berrett-Koehler Publishers.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Morieux, Y. and Tollman, P., 2014. Six simple rules: how to manage complexity without getting complicated. Harvard Business Review Press.
Wagner III, J.A. and Hollenbeck, J.R., 2014. Organizational behavior: Securing competitive advantage. Routledge.
YouTube. (2017). Organization Design: BCG's Yves Morieux on organization and competitive advantage. [online] Available at: [Accessed 23 Aug. 2017].