Summarize and explain the principles of the ‘scientific management of work’ (Taylor) approach. Are scientific management principles applied of any value in the contemporary hospitality industry? Provide examples
After studying how workers performed their duties, Taylor realized that managers relied heavily on efforts put forth by workers to ensure that production progressed. This strategy did not work because, the high expectations that managers placed on their workers were often miscalculated. Taylor’s observation led him to develop four principles of scientific management.
The first principle he proposed was that management should adopt work methods that are based on scientific study of work done by workers. The second principle was that management should select their workers using scientific means and train them on how to work.
The third principle was that management should then empower the trained workers to ensure that scientifically acquired methods are being applied in carrying out their duties. And the last principle was that management should cooperate with workers in sharing work whereby managers ought to use scientific principles in management to come up with tasks to be performed by workers (Halsall, 1998, p. 1).
Using these principles, Taylor aimed at minimizing wastes by methods that were efficient in performing a given job. By studying motion in a workplace management, Taylor was able to determine how much time different tasks consumed thereby helping in task management to ensure that there was efficiency. This approach also ensured that there was job specialization whereby each person knew very well what his/her tasks were (Smith, n.d, 3).
Today’s managers see Taylor’s approach as one that ignored the social motives of workers; it therefore, has acquired a bad reputation. However, this approach brought about major changes in management. It helped managers know their roles and how they affected the output of their workers.
This impact has lasted for years and can still be seen in the way managers organize work in many current organizations. Job automation and standardization all own their beginnings from Taylor’s scientific principles; in fact, it has become a common work practice in many of the contemporary work settings. It brought about job specialization that has been very effective in the hospitality industry.
The MacDonald’s Brothers have put the scientific management technique into use with great success. Tasks are divided with different people taking different tasks and this was found to reduce the overall time for production process. This increased efficiency because customers could receive their orders without much delay (Management, 2010, p. 1).
Is the understanding and management of diversity in hospitality organizations important? If so, then why? Critically discuss the relevance, or otherwise, of the work on ‘dimensions of cross-cultural differences’ by Geert Hofstede
Understanding diversity in the hospitality industry helps management to ensure that primary differences within the workforce do not affect the way decisions are made. The fact that people have differences may not be changed, if the management use such differences to deny an individual a job opportunity, it will be taken as being discriminative, which is illegal and prosecutable in many countries.
If management in the hospitality industry acknowledges that there are always some primary differences, then there will be creation of inclusivity which is very vital in managing diversity. Management that understands diversity will manage it well thereby creating an environment where people value learning from others hence creating mutual respect and harmony among them (Leadership study, 2010, p. 12).
When analyzing human culture, Hofstede stated that each culture encounters a series of questions whose answers can only be arrived at by applying a series of dimensions.
He came up with five dimensions which may be unique to each society. The first dimension is individualism or collectivism; this is where people can see themselves as members of a group or just singly and on their own. He stressed that groups do not just happen, but they are natural such as the family or one’s clan, which individuals identify with not by choice, but as nature dictates.
The second one was called the uncertainty avoidance; here is where people in some cultures prefer that everything in their life is spelled out to avoid being caught unawares. The third dimension is the power distance whereby hierarchy is inherent in human life with the rich and the poor clearly defined; however, some societies have wide gaps between both extremes (Milner et.al, 2009, p. 1).
The fourth dimension is aggressiveness; here, the main issue is the gender gap whereby values held by women tend to be uniform across cultures. Women are usually gentle and always looking for consensus, values that are also shared by men in less aggressive cultures. Values for men are usually distinct; they are assertive, like competition, and always want to be ahead. The last dimension is the long term or short term orientation. Cultures with long term orientation value planning for the long term, thrift, and industriousness.
Those with short term orientation live for the day; they are not concerned about the future. These dimensions are very important especially to those wishing to start business or study in new cultures. Although these dimensions have been criticized by those who feel that they are too static and weak, they still provide a proper framework for cross-cultural interaction (Jones, 2007, p. 5).
References
Halsall, P. (1998). The Principles of Scientific Management. Web.
Jones, L. (2007). Hofstede – Culturally questionable? Web.
Leadership study. (2010). Leadership and management. University of South Australia: Australia.
Management. (2010). Frederick Taylor and Scientific Management. Web.
Milner et.al. (2007). Hofstede’s Research on Cross-Cultural Work-Related Values: Implications for Consumer Behavior. Web.
Smith, F. Frederick Taylor’s Principles of Scientific Management and the Multiple Frames for Viewing Work Organizations Offered by Bolman & Deal, Carlson, and Pfeffer. Web.