The Increasing Application Of Scientific Management Principles Of Work Organisations To Services Is, Despite Its Limitations, Inevitable And Irreversible

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Taylor
believed that in order to discourage, and indeed halt, this ‘soldiering' a ‘
mental revolution' was required. He believed this could be achieved via four
vital principles: (1) the development of the best work method, via systematic
observation, measurement and analysis; (2) the scientific selection and
development of workers; (3) the relating and bringing together of the best work
method and the developed and trained worker; (4) the co-operation of managers
and non-managers which includes the division of work and the managers
responsibility of work.

From this five key facets have evolved that lie at the foundation of scientific
management. Hales (1994) has summarised these as follows:

- systematic standardised work methods via mechanisation and standard
times.
- a clean functional division between managers and non-mangers.
Braverman (1974) described this as the ‘separation of conception from
execution'.
- centralised planning and control.
- an instrumental, ...

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beliefs and could the reason for this provide an
argument against the suggestion of the ‘inevitability' of the principles within
the service industries.

For rationalisation to be applied three prerequisite conditions are required:
clear and single objective (for example maximising profit); hard data ( for
example accounting information); and no more than limited and measurable
uncertainties (for example normally distributed machine parts). In general these
three conditions do not hold in the service sector. Furthermore the quantities
and the types of resources differ greatly from manufacturing industries. Within
the service sector there is often more labour and less capital. This ...

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