Scientific Management and Human Relations Management

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Scientific Management and Human Relations Management

The competitiveness of an organization ultimately depends on how well its management can apply various approaches to enhance the productivity of employees, who are considered the main assets of the company as they offer the skills and performance that are detrimental to success. Managing employees is among the crucial tasks for leaders because of the need to guide them in day-to-day operations according to the objectives of an organization. Both scientific management and human relations management have been created as frameworks to help employees increase workplace productivity.

The purpose of the scientific management theory is to increase productivity and reduce the cost of labor. According to its creator, Frederick Winslow Taylor, scientific management means knowing exactly what you want people to do and then see in that they do it in the best and cheapest way (Tirintetaake, 2017, p. 1). Nevertheless, the characteristics of scientific management entail a systematic approach that abandons traditional management and requires observing rules to improve workers efficiency. It ensures that all activities are accomplished in an organized and scientific method.

For instance, the founder of the Ford Company implemented the scientific management system for the manufacturing of cars (The Saylor Foundation, 2005). Prior to the implementation of the system, workers at Ford were highly skilled, but when working together, they spent around twelve hours on building one car. Such a process was highly costly and time-consuming, thus making it impossible for the company to mass-manufacture the vehicles at affordable prices.

The scientific management theory was created based on the idea that individual employees would become more productive if they were given tasks that accurately align with their strengths and capabilities. Besides, the elimination of extra steps, such as physical movement, that workers had to complete could result in higher levels of productivity (Kemp, 2018). As Ford began embedding the principles of scientific management, several significant changes were made. For instance, larger car parts had to be stationary during manufacturing, while smaller parts could be brought as needed (The Saylor Foundation, 2005). As a result, the speed of the production process increased significantly while workers were experiencing a decreased physical workload. Furthermore, through process optimization, Ford made it possible for workers to remain stationary more often after the introduction of the power-driven assembly. This example illustrates the fundamental underpinnings of the labor process theory as it shows that the optimization of processes enables employees to get more inspired to show optimal performance as physical pressures and unnecessary steps are eliminated.

The purpose of human relations theory was to address the challenges that remained after the implementation of scientific management theory. The theory was introduced by Elton Mayo with the objectives of satisfying worker satisfaction, implementing informal workplace organization, as well as positively influencing employee productivity (Zink, 2022). In contrast with the scientific theory, human relations does not approach workers as essentially interchangeable parts. Within the approach, workers should be included in the decision-making process through pre-determined communication channels (Cooley, 2016). This allows for the integration of workers into making decisions about organizational steps rather than them being subjected to the control and command of managers. This can be achieved through working in groups, which has shown to be more productive than individual work. Besides, the human relations theory entails the depersonalization of authority and order, thus making it possible for employees to gain responsibility for their actions, which maintains their motivation and engagement.

In contrast to scientific management theory, the implications of Mayos studies illustrated that fostering positive relationships in the workplace can benefit employees productivity. The effectiveness of workers increases as a result of relationships and supportive groups where each individual has a significant impact on the team output (Tran et al., 2018). As an indirect result, the attention that workers receive from getting involved in decision-making and problem-solving may increase their motivation and productivity. From the perspective of labor process theory, increased attention to the needs and expectations of employees is fundamental for making sure that workers remain closely involved in organizational processes (Briken et al., 2017). In the current business environment, the digitalization of processes facilitates the satisfaction of workers who are alleviated from the burden of having to perform tasks manually. The more convenient the work becomes in terms of physical responsibilities, the more time they can dedicate to mental tasks.

To conclude, the success of an organization depends on the capability of employees to reach success in their respective responsibilities. Workers benefit from both scientific management and human relation management theories that emphasize the importance of eliminating barriers that limit the productivity of workers through unnecessary steps. While these theories are intended to have a positive impact on productivity, they differ in methods and approaches. The choice of the management method will depend on the nature of an organization, the type of tasks being performed, the role of employees, as well as organizational structure and hierarchy. The core objective is to find an approach that will motivate workers to increase their productivity and remain engaged on a long-term basis.

Reference List

Briken, K., Chillas, S., Krzywdzinski, M. and. Marks, A. (2017) The new digital workplace. How new technologies revolutionize work. London: Palgrave Macmillan.

Cooley, S. (2016) Human relations theory of organizations, Global Encyclopedia of Public Administration. Web.

Kemp, A. (2018) Frederick Winslow Taylor: hero of scientific management. Web.

Peek, S. (2022) Human relations management theory basics. Web.

The Saylor Foundation. (2005) Scientific management theory and the Ford Motor Company. Web.

Tirintetaake, I. (2017) Scientific management theory vs human relation theory. Web.

Tran, K. T., Nguyen, P. V., Dang, T. T. U. and Ton, T. N. B. (2018) The impacts of the high-quality workplace relationships on job performance: a perspective on staff nurses in Vietnam, Behavioral Sciences (Basel, Switzerland), 8(12), 109.

Zink, J. (2022) Organizational communication. Siloam Springs, Arkansas: Granite Press Books.

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