Name: Ahmed Hassan Hussein Ahmed

Mobile: 01001885484
Contemporary Management Assignment (5)
 You are kindly requested to apply the classical approaches of
scientific management and administrative principles on your
organization and show how you will benefit from these two theories
in developing your organization. In addition, please give your point of
view on the bureaucratic organization whether you agree or not and
how we can use it on your organization.

1- Scientific management
Introduction – In 1911 Frederick Winslow Taylor published his
monograph “The Principles of Scientific Management.” Taylor argued
that flaws in a given work process could be scientifically solved through
improved management methods and that the best way to increase labor
productivity was to optimize the manner in which the work was done.
Taylor’s methods for improving worker productivity can still be seen
today at companies, in modern militaries, and even in the world of
professional sports. Masterclass (2020)
(https://www.masterclass.com/articles/understanding-taylorism-the-
history-of-scientific-management-theory#a-brief-history-of-scientific-
management-theory)
Advantages of Scientific management
1. It provides trained minds for achieving higher degree of excellence in
all branches of shop management.
2. It completely revolutionizes and improves layout, routing, scheduling,
purchasing, stores keeping and accounting.
3. It aims to standardize the materials, tools, equipment and methods of
work.
4. It offers facilities for specialization and division of labour.
5. It replaces the old system of management rule of thumb method and
introduces new and scientific methods.
6. Careful time and motion studies eradicate delays, avoid bodily strains
of the workers, eliminate wastage and thereby contribute to the
efficiency of the workers and ensures waste less utilization of the
resources.
7. It seeks to introduce a mental revolution in the ideas of both the
employer and employee and assures co-operation of the labour force.
8. It seeks a reduction in the cost of production through increased output.
9. The workers are in a position to get higher wages.

Disadvantages of Scientific management from Employers point of

view
Most of the employers are highly reluctant to adopt the principles of
Scientific Management. They object the introduction of the principles of
Scientific Management on the following grounds.
1. High Costs
It is a costly affair. A thorough overhauling of the existing plant and
organizational structure is highly expensive. Time and motion studies as
well as other improvements involve a heavy initial outlay of capital.
2. Unsuitable for Small Firms
Since the introduction of Scientific Management involves huge
expenditure, small firms cannot afford to adopt it.
3. Response from the workers
The system can be successfully implemented only with the heart felt co-
operation of the workers. If they fail to respond favorably, the system
shall fail to bring the desired results.

Disadvantages of Scientific Management from Employees point of

view
The principal objections raised by the organized trade unions and the
labour class are as follows:
1. Loss of Individual’s Initiative
The leading objection to Scientific Management that comes from
workers is that it leads to excessive job standardization. Under Scientific
Management, methods of work are all standardized and instructions are
given to the workers by the foreman. The workers are supposed to
perform the work in the same style and carry out the instructions given
by the foreman. This tends to destroy the individual worker’s initiative,
renders their skill useless, makes their work monotonous and converts
them into automatic machines.
2. Speeding up of Workers
Scientific Management aims to speed up the workers, not consideration
of their health and well-being. Mere speeding up of the workers without
corresponding structural changes in the organization and working
conditions shall not lead to higher output but create only harmful mental
conditions in the workers.
3. Autocratic Control of Functional Bosses
Another severe objection raised against the Scientific Management is
that it is undemocratic in nature as it gives absolute control to the
functional bosses and lessens the interest and responsibility of the
workers. The workers ought to obey the orders and the instructions
given by the superior or the foreman.
4. Creation of Unemployment
The critics of scientific management also argue that scientific
management creates unemployment and hits the workers hard as a
consequence of the adoption of labour saving devices both in the
machinery and in the arrangement of work.
5. Unfairness
Another objection is that it tends to be unfair to the workers. A lion’s
share of the additional profit arising out of increased efficiency does not
go to the workers but goes to the coffers of the employer. It is also stated
that the introduction of Scientific Management, has the effect of
lowering the wages of the workers. But it is not true because Taylor
himself has proved with statistical data that workmen in the
scientifically managed companies received wages 35% higher than those
doing the same job in other companies.
6. Monotony
Separation of planning function from that of doing, and excessive
specialization, reduces the work to a mere routine. It would create
monotony. Monotony refers to a mental state of slackness, inefficiency
and a loss of interest in the job.
7. Opposed by Trade Unions
Under Scientific Management, the dominant issues of wages and
working conditions are scientifically determined. This aspect embraces
the workers and tries to introduce ideal conditions of work. Such a thing
will naturally upset the very basis of the trade union movement.
8. Absence of Non-financial Incentives
Absence of non-financial incentives is another drawback of the
Scientific Management. Non financial incentives can do many things
more than what financial incentives can do.

Disadvantages of Scientific Management from Industrial

Psychologists point of view
The objections raised by the industrial psychologists are mainly based
on the human element involved in the management. They view that
Taylor’s principles are too impersonal and undermine the importance of
the human factor. The following are the main objections raised by them.
1. Workers are human beings and cannot be standardized in the same
way as machines and materials. Any attempt to standardize their
activities will not result in a success.
2. The Scientific Management places emphasis on discovering the one
best way of doing a work without considering the individual difference
of the workers. Each human being has his own genius, abilities, style
and mode. Hence, the best can be obtained only by giving scope to shape
their carrier according to their carrier abilities and aptitudes.
3. Payment of wages on piece rate basis will make the workers
disappointed, particularly the beginners and untrained workers.
Account learning (https://accountlearning.com/advantages-and-
disadvantages-of-scientific-management/)

2- Administrative principles
Introduction – It was first generalized by Henri Fayol (1841-1925) with
his work and publications, Fayol's 14 Principles of Management (1888)
and Administration Industrielle et Generale (1916).
(https://thebusinessprofessor.com/en_US/management-leadership-
organizational-behavior/administrative-theory-of-management)

Fayol's 14 Principles of Management

 Division of Labor - The division of labor within an organization
allows for specialization. Individuals can become more proficient
 in the accomplishment of a limited set of activities – thus
improving their output.
 Authority - Managers must have the authority to issue commands,
but with that authority comes the responsibility to ensure that the
work gets done.
 Discipline - There must be a clear line of authority. Subordinates
must fully obey instructions from superiors. Managers must have
the ability to instill discipline through punishment.
 Unity of Command - There should be only one boss from whom a
worker receives instructions
 Unity of Direction - Each workgroup or department is working
under a singular plan that coordinates efforts. Work efforts should
be guided by one supervisor.
 Subordination of Individual Interest - The interests of
individuals are subordinate to the general interests of the group or
department or company.
 Remuneration - Compensation is used to incentivize worker
performance. Remuneration can include both financial and non-
financial forms of compensation.
 Centralization - Decision making should be either centralized
(management makes all decisions) or decentralized (employees
also make decisions) depending upon the characteristics of the
organization and worker competency.
 Line of Authority (Scalar Chain) - There must be a hierarchy of
authority that places workers below managers in the reporting
structure. The degree of authority is higher at each stage of the
organizational hierarchy. The organizational hierarchy should be
well understood throughout.
 Order - There must be well-defined rules and standards for the
work environment and work responsibilities. A safe and orderly
environment leads to greater coordination.
 Equity - The organization must be run based upon principles of
fairness. Employees should be treated with a combination of
kindliness and justice.
  Stability of Tenure - Organizations need low turnover. This
allows employees time to learn their jobs, develop skills, and
acquire loyalty.
 Initiative - Managers must promote initiative by allowing
employees to create plans and carry them out.
 Esprit de Corps - Establishing a sense of belonging within the
organization creates a sense of unity and moral.
The objective of Fayol's principles was to guide managers to efficiently
organize and interact with employees.
Functions of a Manager
Planning - Fayol defined managerial planning as:
 forecasting future conditions,
 setting objectives, and
 developing means to attain objectives.
Notice that the planning function is flexible in nature to allow for
contingencies that arise in the process.
Organizing - Fayol defined organizing as structuring activities and
organizing individuals within the firm. This includes recruiting,
equipping, and training individuals.
Commanding - According to Fayol, commanding as a managerial
function concerned the:
 Direct supervision of employees, and
 Motivating their efforts toward a common objective.
Fayol recognized the need for managers to recognize and understand the
behaviors of employees and to set an example for them.
Coordinating - Fayol identified coordination as identifying, arranging,
and scheduling all activities carried out by subordinates. This
coordination allows for the collective accomplishment of plans.
Controlling - Concerns the constant supervision of activities to identify
accomplishment or goals and objectives. Derivation from the identified
plan allows the manager to take corrective action.
 3- Bureaucratic organization

1. Division of Work: There is division of work on basis of

specialization of jobs in bureaucratic organizations. Each employee
performs his specialized work in a predictable manner.
2. Rules and Regulations: Detailed rules and regulations regarding
work behavior, rights and duties of employee are laid down. Rules are
designed to ensure the consistency in work performance.
3. Hierarchy of Authority: Hierarchy in organizations is characterized
by downward delegation of authority. Each superior exercises control
over his subordinates.
4. Technical Competence: Selection and promotion of employees are
based on the technical competence of employees. Training is also
provided to familiarize the employees with the rules and administrative
procedures of the organization.
5. Record Keeping: Every decision and action is recorded in its original
as well as draft form.
6. lmpersonal Relations: Superiors are formal in dealings with their
subordinates.

Advantages of Bureaucracy
1. Specialization: A bureaucratic organization provides the advantages
of specialization because every member is assigned a specialized task to
perform.
2. Structure: A structure of form is created by specifying the duties and
responsibilities and reporting relationships within a command hierarchy.
Structure sets the pace and framework for the functioning of the
organization.
3. Rationality: A measure of objectivity is ensured by prescribing in
advance the criteria far decision making in routine situations.
4. Predictability: The rules, regulations, specialization, structure and
training import predictability and thereby ensure stability in the
organization. Conformity to rules and roles in the structural framework
bring about order to cope with complexity.
5. Democracy: Emphasis on qualifications and technical competence
make the organization more democratic. Officials are guided by the
prescribed rules, policies and practices rather than by patronage or other
privileged treatment.

Disadvantages of Bureaucracy
1. Rigidity: Rules and regulations in a bureaucracy are often rigid and
inflexible. Rigid compliance with rules and regulations discourages
initiative and creativity. It may also provide the cover to avoid
responsibility for failures.
2. Goal Displacement: Rules framed to achieve organizational
objectives at each level become an end to themselves. When individuals
at lower levels pursue personal objectives, the overall objectives of the
organization may be neglected.
3. Impersonality: A bureaucratic organization stresses a mechanical
way of doing things. Organizational rules and regulations are given
priority over an individual’s needs and emotions.
4. Compartmentalization of Activities: Jobs ore divided into
categories, which restrict people from performing tasks that they are
capable of performing. It also encourages preservation of jobs even
when they become redundant.
5. Paperwork: Bureaucracy involves excessive paperwork as every
decision must be put into writing. All documents have to be maintained
in their draft and original forms. This leads to great wastage of time,
stationery and space.
6. Empire Building: People in bureaucracy tend to use their positions
and resources to perpetuate self interests. Every superior tries to increase
the number of his subordinates as if this number is considered a symbol
of power and prestige.
7. Red Tape: Bureaucratic procedures involve inordinate delays and
frustration in the performance of tasks.
(https://www.managementstudyhq.com/advantages-and-disadvantages-
of-bureaucracy.html)
Please give your point of view on the bureaucratic organization
whether you agree or not and how we can use it on your
organization.

In my perspective and based on the advantage of the bureaucratic

organization, it is suitable only for some organizations that are related to
politics such as ministry of foreign affairs, national security such as
ministry of defense, economic development such as ministry of planning
and economic development, human’s health such as medicine industry
and human’s freedom such as courts.