Dynamic and Collaborative Teams
Learning Outcome 3
Activity 1 (management theories and approaches)
Watch Ford and Taylor Scientific Management on YouTube.
What are the advantages and disadvantages of Scientific Management in supporting
effective team management?
Advantages
1. Increased efficiency
By breaking sown tasks into smaller,
specialized components and optimizing
workflows, Scientific Management can
lead to significant increases in
productivity and efficiency. This can result
in faste4r completion and higher output
levels.
2. Clear instructions
Detailed procedures and standardized
processes provide clear instructions for
employees. This reduces ambiguity and
the potential for misunderstanding, leading
to more consistent and reliable work
outcomes.
3. Skill Specialization
Employees become highly skilled in
performing specific tasks due to repetitive
practice. This specialization can lead to
expertise and mastery, resulting in
higher-quality outputs.
4. Reduced Training Time
Since tasks are broken down into simple,
standardized steps, training new
employees becomes faster and more
straightforward, allowing them to become
productive more quickly.
5. Predictable Outcomes
The standardized processes and
procedures of Scientific Management
make outcomes more predictable, which
can be valuable in situations where
consistency is crucial.
Disadvantages
1. Monotony and Boredom
The highly specialized and repetitive nature
of tasks can lead to employee monotony and
boredom. This can result in reduced job
satisfaction, motivation, and even burnout.
2. Lack of Creativity
Strict adherence to standardized procedures
may discourage employees from thinking
creatively or suggesting improvements. This
can stifle innovation and the potential for
process optimization.
3. Employee Disempowerment
Employees may feel like they have little
control over their work, leading to a sense
of disempowerment. This can negatively
impact morale and job satisfaction.
4. Overemphasis on Quantity
Scientific Management tends to prioritize
output quantity over other important factors
like quality, worker well-being, and holistic
problem-solving. This can lead to rushed or
suboptimal outcomes.
5. Resistance to Change
Employees may resist the implementation of
Scientific Management due to concerns
about job security, changes to their roles,
and the potential loss of autonomy.
6. Neglect of Human Factors
Taylorism and Fordism often ignore the
psychological and social aspects of work,
focusing primarily on the technical aspects.
This can lead to a lack of attention to
factors that contribute to employee
satisfaction and well-being.
Activity 2 (bureaucratic management)

Weber used the metaphor “the iron cage” to describe the constraints that the rules and
disciplinary control of the bureaucratic approach imposes on a system.
In group, discuss whether there are any organizational settings where you could argue
that bureaucratic management would be necessary.

1. High-Risk Environments

Industries dealing with high risks, such as nuclear power plants, chemical
factories, or biohazard research labs, require strict adherence to safety protocols.
Bureaucratic structures ensure that procedures are followed meticulously, minimizing
the potential for accidents and catastrophic events.

2. Emergency Response

Bureaucratic management is crucial in emergency response organizations like

fire departments, where quick and coordinated actions are required to save lives and
property. Established procedures facilitate rapid decision-making.

3. Public Health Crisis

During public health crises, such as pandemics, bureaucratic management can

help public health agencies implement measures like contact tracing, vaccination
programs, and resource distribution efficiently.

4. Legal and Judicial Systems

Courts and legal institutions need clear procedures and documentation to

ensure fairness and justice. Bureaucratic processes prevent bias, corruption, and
confusion in legal proceedings.

5. Educational Standards

Bureaucratic management can ensure consistent educational standards and

accreditation processes in schools and universities, providing quality education and
maintaining credibility.
Activity 3 (principles of management)

View the 14 Principles of Management. Which of these principles would you argue are out
of touch with the needs of modern organization structures? Provide reasons for your
answer.

• Division of work

• Authority and responsibility

• Discipline

• Unity of command

• Unity of direction

• Subordination of individual interest

• The degree of centralization

• Scalar chain

• Equity

• Stability of tenure of personnel

• Initiative

• Esprit de corps

Unity of Command

This principle suggests that employees should receive orders form only one manager
to avoid confusion. In modern organizations, matrix structures and cross-functional
teams are common, where employees often report to multiple managers based on
different projects. This principle can hinder flexibility and collaboration in such
scenarios.

Authority and Responsibility

While authority and responsibility should be clearly defined, modern organizations

often encourage empowerment and shared decision-making. Hierarchical control can
slow down decision-making processes and hinder innovation.