1

1
INTEGRATED BUSINESS
NGUYEN NGOC MAI
CLASS: FB2-A
DATE OF SUBMISSION: APRIL 4, 2011
FOREIGN TRADE UNIVERSITY
UNIVERSITY OF BEDFORDSHIRE
SCIENTIFIC AND HUMAN
RELATIONS MANAGEMENT
IN THE 21
ST
CENTURY
SCIENTIFIC AND HUMAN
RELATIONS MANAGEMENT
IN THE 21
ST
CENTURY
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TABLES OF CONTENTS
ABSTRACT 3
1. INTRODUCTION 4
2. SCIENTIFIC MANAGEMENT 5
2.1 Definition.............................................................................................................. 5
2.2 Origination an Contri!"tor#................................................................................5
2.3 $rin%i&'e#.............................................................................................................. 5
2.4 Inf'"en%e# on organi(ation....................................................................................)
2.5 A&&'i%ation#.......................................................................................................... )
2.) Strengt*# an +ea,ne##e#..................................................................................... )
3. T-E -UMAN RE.ATIONS MO/EMENT 0
3.1 Definition.............................................................................................................. 0
3.2 Origination an Contri!"tor#................................................................................0
3.3 $rin%i&'e#.............................................................................................................. 0
3.4 Inf'"en%e# on organi(ation#..................................................................................1
3.5 A&&'i%ation#.......................................................................................................... 1
3.) Strengt*# an +ea,ne##e#................................................................................... 12
4. MANAGEMENT IN T-E 21
ST
CENTUR311
4.1 Feat"re# of 21
#t
%ent"r4 5anage5ent..................................................................11
4.2 Fa%tor# re#*a&ing an reefining 5anage5ent...................................................12
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5. T-E A$$.ICABI.IT3 OF T-E T6O A$$ROAC-ES IN T-E MODERN
6OR.D 13
). CASE STUD37 EAS38ET 1)
).1 Ba%,gro"n infor5ation a!o"t Ea#48et..............................................................1)
).2 Ea#48et 'o+9%o#t #trateg4 an #%ientifi% 5anage5ent.........................................1)
).3 Ea#48et *"5an re#o"r%e# &o'i%4 an t*e -"5an Re'ation# Mo:e5ent...............10
;. CONC.USION21
0. RECOMMENDATIONS 22
1. REFERENCES 23
12. A$$ENDI< 25
ABSTRACT
T*e e##a4 re:o':e# aro"n t*e %entra' ="e#tion7 Are t*e #%ientifi% an *"5an re'ation#
5anage5ent #ti'' a&&'i%a!'e to organi(ation# in t*e 21
#t
%ent"r4> T*e ,e4 i##"e# %on#i#t
of7
9 T*e t*eor4 a!o"t #%ientifi% an *"5an re'ation# a&&roa%*e#
9 Manage5ent in t*e 21
#t
%ent"r4
9 T*e a&&'i%a!i'it4 of t*e t+o a&&roa%*e# in t*e ne+ %onte?t
9 Ca#e #t"47 Ea#48et
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1.INTRODUCTION
Manage5ent@ a &ro%e## of getting t*ing# one@ effe%ti:e'4 an effi%ient'4 +it* an
t*ro"g* ot*er &eo&'e@ *a# !een &ra%ti%e #in%e a 'ong ti5e ago. It# 'ong *i#tor4 %an !e
tra%e !a%, to o:er 3222 4ear# ago +it* t*e Eg4&tian &4ra5i# a# t*e &roof t*at &roAe%t#
of tre5eno"# #%o&e@ e5&'o4ing ten# of t*o"#an# of &eo&'e +ere %o5&'ete in an%ient
ti5e#. Fro5 t*e 1;02# to 5i 1022#@ t*e !irt* of %or&oration %a5e an !ro"g*t
#ignifi%ant inf'"en%e# on 5anage5ent@ 5a,ing it !e%o5e a ne%e##ar4 %o5&onent to
en#"re t*e #"%%e## of t*e !"#ine##. -o+e:er@ on'4 aro"n t*e !eginning of 22
t*
%ent"r4@
t*e ,no+'ege of 5anage5ent +a# a%t"a''4 "nifie@ e:e'o&e an ta"g*t in a :ariet4 of
#etting#. T*o#e ear'4 &ro&onent# +ere %a''e %'a##i%a' a&&roa%*e#. Sin%e t*en@ 5an4 ot*er
a&&roa%*e# +ere &ro&o#e an a %on#iera!'e n"5!er of %ontri!"tion# +ere 5ae to
5anage5ent t*eor4. A5ong t*e5 t*ere are t+o a&&roa%*e#7 S%ientifi% 5anage5ent an
*"5an re'ation# 5anage5ent. T*e#e re&re#ent t+o ifferent #%*oo'# of 5anage5ent7 One
!e'ong# to t*e %'a##i%a' t*eori#t#@ fo%"#e# on effi%ien%4 an !ring# "n="e#tiona!'e
%*ange# to ta#, &erfor5an%e an #tr"%t"re of t*e organi(ation +*i'e t*e ot*er i# a
%onte5&orar4 a&&roa%* t*at %on#ier# *"5an fa%tor# a# t*e %enter of organi(ation#. In
t*i# e##a4@ I #*a'' &re#ent 54 "ner#taning of t*e t+o a&&roa%*e#@ +*i%* I a!#or!e fro5
:ario"# reaing#@ re'ate t*e t*eor4 to a rea'9'ife e?a5&'e an an#+er t*e re#ear%* ="e#tion
Are scientific and human relations management still applicable to organizations in
the 21
st
century?.
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2.SCIENTIFIC MANAGEMENT
2.1 Defnition
S%ientifi% 5anage5ent BSMC 9 a %'a##i%a' a&&roa%* to 5anage5ent D i# originate aro"n
t*e !eginning of t*e 22
t*
%ent"r4. It +a# !a#e on an iea of #4#te5i(ation@
#tanari(ation an #i5&'ifi%ation of +or, &ro%e##. In ot*er +or#@ it ai5# at in%rea#ing
t*e 'a!or &ro"%ti:it4.
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2.2 Origination and Contributors
SM +a# e:e'o&e !4 5an4 5anage5ent t*eori#t# #"%* a# -enr4 Gantt@ .i''ian Gi'!ert
an Fran, Gi'!ert !"t t*e !igge#t %ontri!"tor i# Freeri%, 6. Ta4'or@ ET*e Fat*er of
S%ientifi% 5anage5entF. A# Ta4'or rea'i(e t*e E#o'ieringF
2
&*eno5enon a5ong t*e
+or,er#@ *e atte5&te to #4#te5ati%a''4 ana'4(e t*e5 an &ro&o#e t*e "#e of ti5e9an9
5otion #t"4 a# 5ean# of #tanari(ing +or, a%ti:itie#. T*erefore@ #o5eti5e# SM i# a'#o
%a''e Ta4'ori#5.
2.3 Princi!es
In *i# 5onogra&* The Principles of Scientific Management B1111C@ Ta4'or #tate t*e fo"r
!a#i% &rin%i&'e# of SM7
1. $'anning #%ientifi% +or, 5et*o#.
2. Se'e%tion@ training an e:e'o&5ent of ea%* ini:i"a' +or,er#
3. Coo&eration +it* t*e +or,er# to en#"re +or, 5et*o# !eing fo''o+e.
4. E="a' i:i#ion of +or, !et+een e5&'o4er# an +or,er#.
2." #n$uences on organi%ation
T*e i5&a%t# of SM on t*e 22
t*
%ent"r4 +ere "nenia!'4 great. $eter Dr"%,er #a+ Ta4'or
a# t*e %reator of Gno+'ege Manage5ent. -i# iea# are t*e !a#i# or e:en t*e in#&iration
1
Definition of Scientific Management, Retrie:e fro5 *tt&7HH+++.+ori=.%o5HefinitionHS%ientifi%I5anage5ent on
Mar%* 15@ 2211.
2
T*e &*eno5enon in +*i%* +or,er# o +e'' !e'o+ t*eir %a&a%it4 on &"r&o#e. Ta4'or %a''e t*i# 'a(ine## t*e
E#o'ieringF BTa4'or@ 11117 t*e5 &ageC
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for 5an4 'ater 5anage5ent &*i'o#o&*ie#@ in%'"ing Manage5ent !4 O!Ae%ti:e#@
O&eration# Re#ear%*@ CSF# an G$'#@ Ba'an%e S%ore%ar@ Tota' J"a'it4 Manage5ent@
Si? Sig5a an B"#ine## $ro%e## Reengineering@ et%.
3
Man4 fir5# an %o5&anie#
ao&te Ta4'orK# iea# of a"tono54@ &ie%e rate# &a45ent# an great i:i#ion of 'a!or. T*e
re#"'t# +ere ra5ati% +it* 'a!or &ro"%ti:it4 in%rea#ing #ignifi%ant'4. T*"#@ ne+
organi(ationa' f"n%tion# #"%* a# &er#onne' an ="a'it4 %ontro' +ere %reate. A'#o@ SM
intro"%e "# to &ro"%t 'ine@ t*e fo"nation of 5a## &ro"%tion te%*ni="e#@ +*i%* tota''4
o5inate t*e 5anage5ent t*in,ing in t*e fir#t *a'f of t*e 22
t*
%ent"r4 B8o*n Mi'eton@
Organizational Behavior, 2212@ &.14915C. E:en o"r ai'4 'ife i# inf'"en%e !4 SML
fa5i'ie# !egan to &erfor5 t*eir *o"#e*o' ta#,# !a#e on t*e ti5e9an95otion #t"ie#
re#"'t#.
2.& A!ications
In rea'9'ife@ t*e a&&'i%ation# of SM are +ie'4 a&&'ie !"t :arie 'arge'4 "e to t*e
ifferen%e# in !"#ine## %onte?t# of ifferent fir5#. In fa%t@ SM *a# no #ing'e a&&'i%ation#
or re#"'t# +*en a&&'ie !4 a%t"a' %o5&anie#. T*ere are %a#e# t*at t*e fir5# on'4 ao&t
#o5e a#&e%t# of SM or 5erge it +it* ot*er !"#ine## #trategie#. So5e re5ar,a!'e
a&&'i%ation# of SM are Fori#5@ M%Dona'i#5@ Gai(en #4#te5@ 8"#t9in9ti5e@ .ean
$ro"%tion an #o on.
2.' Strengt(s and )ea*nesses
Strengths:
S&ener@ 8.C an GiAne B111)C
4
'i#te #o5e #trengt*# of SM.
9 One of t*e fir#t for5a' i:i#ion# !et+een e5&'o4er# an +or,er#.
9 I5&ro:e &ro"%tion 5et*o#@ 'eaing to a 5aAor g'o!a' in%rea#e of 'i:ing
#tanar#.
3
Usage of Scientific Management Applications, Retrie:e fro5
*tt&7HH+++.125anage.%o5H5et*o#Ita4'orI#%ientifi%I5anage5ent.*t5' on Mar%* 15@ 2211
4
S&ener@ 8.C. an -iAne@ -. BE#C@ 111)@ Scientific Managemet: Freric! "inslo# Ta$lor%s &ift to the #orl>
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9 Fo%"# on t*e ini:i"a' ta#, an +or,er 'e:e' +a# fo%"#e@ 'a4ing t*e gro"n for
B"#ine## $ro%e## Reengineering B&ro%e## 'e:e'C t*eor4.
9 Dire%t re+ar 5e%*ani#5 for +or,er# rat*er t*an &oint'e## en9of94ear &rofit
#*aring #%*e5e#.
9 S"gge#t #%*e5e# for +or,er#@ +*o #*o"' !e re+are !4 %a#* &re5i"5#.
9 T*e #4#te5i(ation i# t*e ear'4 &ro&onent of toa4 ="a'it4 #tanar t*eor4.
9 E5&*a#i(e on 5ea#"ring. Mea#"re5ent ena!'e# i5&ro:e5ent.
Weaknesses
T*e a"t*or# a'#o #*o+e t*e 'i5itation# of SM.
9 Ta4'ori#5 %an !e ea#i'4 a!"#e to e?&'oit *"5an !eing# an %reate %onf'i%t# +it*
'a!or "nion#.
9 Not "#ef"' to ea' +it* gro"&# or tea5#.
9 .ea:e no roo5 for ini:i"a' &referen%e# or initiati:e.
9 O:ere5&*a#i# on 5ea#"ring an &a4 no attention to #oft fa%tor#@ 'e to e#,i''ing
'a!or.
9 T*e +or, i# too re&etiti:e an +or,er# fee' 'i,e !eing treate a# 5a%*ine#.
T*"# I t*in, t*at in t*e %"rrent %*anging an ,no+'ege +or,ing en:iron5ent@ a
5anage5ent #t4'e t*at ra+# a fi?e #4#te5 an %reate# 'o## of #,i'' 'e:e' an a"tono54
of +or,er 'e:e' 'i,e SM i# no 'onger #"ita!'e. Moreo:er@ t*e #er:i%e #e%tor i# t*e 5aAor
&art of t*e e%ono54 no+@ #o "#ing SM@ +*i%* +a# 5eant for in"#tria' %o5&anie#@ i#
rea''4 *ar.
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3.THE HUMAN RELATIONS MOVEMENT
3.1 Defnition
T*e *"5an re'ation# t*eor4 i# t*e na5e of an a&&roa%* to 5anage5ent a# o&&o#e to t*e
%'a##i%a' one#. It +a# e:e'o&e in t*e 1132# +*en #o5e 5anage5ent t*eori#t# #*ift t*eir
attention# fro5 effi%ien%4 in &ro"%tion to anot*er 5aAor fa%tor of t*e +or, &ro%e## D t*e
+or,er#. T*e o!Ae%ti:e of -R a&&roa%* i# to an#+er t*e ="e#tion7 -o+ o 4o" 5oti:ate
an 'ea e5&'o4ee# in orer to get *ig* 'e:e'# of &erfor5an%e>
5
3.2 Origination and Contributors
T*e -R 5o:e5ent #tarte +it* t*e e?&eri5ent# %arrie o"t !4 E'ton Ma4o at -a+t*orne
Bt*e Hawthorne studies). In fa%t@ t*e -R 5o:e5ent i# a "nifie t*eor4 e5!ra%e t*e
t*in,ing an %ontri!"tion# of 5an4 ini:i"a'#. For in#tan%e#@ A!ra*a5 Ma#'o+ i#
fa5o"# for *i# e#%ri&tion of a *ierar%*4 of fi:e nee#L Do"g'a# M%Gregor e:e'o&e t*e
T*eor4 < an T*eor4 3L Freeri%, -er(!erg ga:e in#ig*t# into t*e t+o ,in# of fa%tor#
Bintrin#i% an e?trin#i%C in:o':e t*e Ao! #ati#fa%tion +it* *i# 5oti:ation9*4giene t*eor4@
et%. U& to &re#ent a4@ e?&ert# an t*in,er# #ti'' %ontin"e %ontri!"ting t*eir +or,# to -R
a&&roa%*.
3.3 Princi!es
8o*n Mi'eton BOrganizational Behavior, 22127 1)C &ointe o"t #e:en o&erating
&rin%i&'e# of -R a&&roa%*7
1. Organi(ation# are #o%ia' D not e%ono5i% D #4#te5#.
2. $eo&'e are 5oti:ate !4 5an4 nee#@ not A"#t finan%ia' re+ar#.
3. T*e infor5a' +or, gro"& i# a 5aAor inf'"en%e on t*e attit"e# an &erfor5an%e of
ini:i"a' +or,er#.
4. 8o! ro'e# are 5ore %o5&'e? t*an Ao! e#%ri&tion# an ti5e9an95otion #t"ie#
+o"' #"gge#t.
5. T*ere i# no &arti%"'ar %orre'ation !et+een ini:i"a' an organi(ationa' nee#.
5
Ste&*en $. Ro!!in#@ Da:i A. De%en(o@ Mar4 Co"'ter@ F'namentals of Management: (ssential )oncepts an
Applications,
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). 8o! #ati#fa%tion +i'' 'ea to *ig*er Ao! &ro"%ti:it4 an t*i# i# a 5ore #o%ia''4
!enefi%ia' a&&roa%* t*an +or,er %oer%ion.
;. Manager nee# #trong #o%ia' #,i''#@ not A"#t te%*ni%a' #,i''#.
3." #n$uences on organi%ations
-a:ing !een ignore at fir#t@ t*e -R a&&roa%* #ti'' gra"a''4 &ro:e it# :a'"e an !egan
to inf'"en%e organi(ation#. -"5an fa%tor# +*i%* are :er4 i5&ortant to t*e e:e'o&5ent
of organi(ation# +ere gi:en &ro&er attention. E5&'o4er# i not rea'i(e t*at +or,er#K
nee# affe%te t*e &ro"%ti:it4 !efore@ !"t no+ "ner t*e inf'"en%e# of -R a&&roa%* t*e4
,no+ t*at t*e4 #*o"' *a:e a ifferent treat5ent to+ar# t*eir e5&'o4ee#. Treat &eo&'e
+it* re#&e%t# an !ear t*eir intere#t# an nee# in 5in#@ t*e4 +i'' t4&i%a''4 5a,e a !etter
%ontri!"tion. To t*e %ontrar4@ gi:e t*e5 no t*o"g*t an #ee t*e5 on'4 a# a &art of
&ro"%tion@ t*e4 +i'' not %are a !it a!o"t t*e %o5&an4 an &erfor5 &oor'4. A#
5anage5ent no 'onger A"#t fo%"#e on effi%ien%4@ ne+ ,in# of organi(ation +it*
ifferent :ie+ an 'oo, fro5 t*e Ta4'or9o!#e##e one# +ere %reate. B8o*n Mi'eton@
Organizational Behavior, 2212@ &g 1)91;C.
3.& A!ications
In rea'it4@ +e o not #ee an4 a&&'i%ation# of -R a&&roa%* +it* &ro&er an %'ear na5e#
!"t it i# a%t"a''4 &ra%ti%e fre="ent'4. T*e e5&'o4er#K g"arantee of +or,ing %onition#@
#afet4 &re%a"tion#@ +or,er#K rig*t#@ et%. are #o5e fa5i'iar e?a5&'e# of -R &ra%ti%e#.
No+aa4#@ +or,er# "nite toget*er to for5 trae 'nion BBriti#* Eng'i#*C or la*or 'nion
BA5eri%an Eng'i#*C. T*e trae "nion@ t*ro"g* it# 'eaer#*i&@ !argain# +it* e5&'o4er# on
!e*a'f of "nion 5e5!er# an negotiate# 'a!or %ontra%t# +it* e5&'o4er#. Man4
organi(ation# no+ *a:e a #e&arate e&art5ent of *"5an re#o"r%e#.
3.' Strengt(s and )ea*nesses
T*e fo''o+ing# are t*e a:antage# an i#a:antage# of -R a&&roa%* I 54#e'f ra+ o"t
after re#ear%*ing a :ariet4 of 5ateria'#.
)
)
3o" %an fin t*e 'i#t of 5ateria'# I "#e in t*e Referen%e# &art at t*e en of t*e re&ort.
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Adantages
9 Re%ogni(e *"5an a# t*e 5o#t :a'"a!'e a##et# of organi(ation#.
9 Moti:ate e5&'o4ee# an t*erefore !ring fort* Ao! #ati#fa%tion@ fro5 t*at
&oint on@ in%rea#e t*e ini:i"a' %ontri!"tion.
9 Con%entrate on t*e ini:i"a'# +it*in organi(ation#.
9 Create a 5ore o&en@ tr"#ting an %o5forta!'e +or,ing en:iron5ent.
9 Create a!i'it4 to retain *ig*'4 #,i''e e5&'o4ee# for organi(ation#.
9 /er4 #"ita!'e to 'ong9ter5 !"#ine## #trategie# an organi(ationa' o!Ae%ti:e#.
!isadantages
9 -"5an re'ation# are :er4 %o5&'e? #o t*e4 are iffi%"'t to ana'4(e an
%ontro'.
9 Effi%ien%4 in &ro"%tion i# *ar to rea%* rig*t a+a4 an nee# #o5e ti5e.
9 If 5oti:ation i# not #"%%e##f"' an one in t*e rig*t# +a4@ re#er:e negati:e
effe%t# %an *a&&en.
9 Be affe%te !4 5an4 interna' an e?terna' fa%tor#.
9 E5&'o4ee &ro"%ti:it4 i# in%rea#e t*ro"g* an inire%t an e'i%ate +a4.
4.MANAGEMENT IN THE 21
ST
CENTURY
R"#*ing t*ro"g* 5an4 !oo,#@ arti%'e# an ta',# a!o"t t*e 21
#t
%ent"r4 5anage5ent@ t*e
%on%'"#ion I %a5e "& +it* A"#t 'ie in one +or7 )omple+, After a 'ong an f"'' of t*orn#
&at* of e:e'o&5ent@ 5anage5ent !e%o5e# #"%* a %o5&'i%ate 5atter t*at 5an4 &eo&'e
tr4 to i##e%t an ana'4(e. T*ere are t*o"#an# of 5anage5ent !oo,# +ritten o:er t*e 'a#t
e%ae. A'' gi:e# on'4 one o:era'' &i%t"re of %"rrent organi(ationa' 5anage5ent7 A
%o5&'i%ate a%ti:it4 +it* Et*e %o5&'e?itie# of te%*no'og4@ &eo&'e@ g'o!a'i(ation an
"n%ertaintie#F BTo5 Bro+n@ 2220C.
".1 Features o+ 21
st
centur, -anage-ent
-ere I #*a'' !orro+ #o5e iea# of 21
#t
%ent"r4 5anage5ent fro5 Manage5ent2222 Tea5
!"t "#e 54 o+n +or# an e:ien%e# to e5on#trate 54 "ner#taning.
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T*o#e iea# are7
Management is for ever$one,
T*e ri#e of e"%ationa' 'e:e'# an infor5ation te%*no'og4 *a# %reate o&&ort"nitie# for
e:er4one to 'earn an "#e 5anage5ent. No+ 5anage5ent %an !e fo"n e:er4+*ere an
e:er4 ti5e@ not on'4 in organi(ation# an45ore. Far5er# 5anage t*eir %ro&#@ #torage an
e="i&5ent#L #t"ent# a&&'4 5anage5ent in t*eir #t"ie#L *o"#e+i:e# "#e 5anage5ent to
&erfor5 *o"#e*o' ta#,#L et%. T*e i#tin%tion !et+een E5anager#F an E+or,er#F +i''
fae a+a4 an 5anage5ent ,no+'ege +i'' !e%o5e e:er4oneK# re#&on#i!i'itie#.
BManage5ent2222 Tea5@ 2220C.
Management is for learners,
Nir:i,ar Sing*@ an Iian 5anage5ent t*in,er@ #ee# ,no+'ege a# t*e ne+ fo%"# of
5anage5ent in t*e ne?t %ent"r4. T*e ,no+'ege *ere a'#o in%'"e# ata@ infor5ation an
#,i''#. No+ to o !"#ine## one nee# ,no+'ege. T*erefore@ e:er4one +i'' 'earn an
5anager#K ta#,# +i'' !e &ro5oting 'earning.
Management is *ase on comm'nicating
T*e era in +*i%* &ro"%tion9oriente 5ar,et e?i#te i# no 'onger *ere, -"5an i# t*e
fo%"# of organi(ation# an %"#to5er# i# t*e %enter of !"#ine##. A# t*e 5ean# of
%o55"ni%ation i5&ro:e a4 !4 a4@ %o55"ni%ating effe%ti:e'4 +i'' !e one of t*e ,e4# to
#"%%e## for organi(ation.
Management is a*o't change
.ife i# a'+a4# %*anging a4 !4 a4 in e:er4 a#&e%t. 6it* a %*angea!'e en:iron5ent 'i,e
t*i#@ 5anager# nee to aa&t to %*ange #o t*at t*e4 %an g"ie organi(ation#.
Management is *roa-*ase,
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T*e +or' an organi(ation# no+ %an !e %a''e !o"n'e## "e to t*e ri#e of Internet@
g'o!a'i(ation an a:an%e5ent# in te%*no'og4. $eo&'e %an +or, e:er4+*ere e:en at
*o5e or "ring a :a%ation t*ro"g* t*e "#e of 5o!i'e &*one@ %o5&"ter# an ot*er 5ean#.
It a'#o 'e to t*e %reation of ne+ t4&e# of %o5&an4 'i,e MNC.
".2 Factors res(aing and redefning -anage-ent
Toa4@ 5anager# are ea'ing +it* changing #or!places, ethical an tr'st iss'es, glo*al
economic 'ncertainties, an changing technolog$ BSte&*en $.Ro!!in#@ Da:i A.
De%en(o@ Mar4 Co"'ter@ 2211@ &.1)C. For e?a5&'e@ a't*o"g* &eo&'e #ti'' nee to !"4 foo
e:en "ring a re%e##ion@ gro%er4 #tore# are #tr"gg'ing to retain t*eir %"#to5er !a#e an
,ee& %o#t# o+n. At $"!'i? S"&er Mar,et@ t*e 'arge#t gro%er4 %*ain in t*e #o"t*ea#tern
USA@ e:er4one@ in%'"ing 5anager#@ i# 'oo,ing for +a4# to !etter #er:e %"#to5er#. T*e
%o5&an4K# &re#ient@ To 8one#@ +*o #tarte *i# %o5&an4 t*ro"g* t*e#e %*a''enging
e%ono5i% ti5e# !4 ,ee&ing e:er4oneK# fo%"# D fro5 !agger# to %*e%,er# or #to%,er# D on
e?%e&tiona' %"#to5er #er:i%e. A# t*e organi(ation 5o:e# for+ar@ ot*er %*a''enge# are
re5ain. Manager# e:er4+*ere are 'i,e'4 to *a:e to 5anage in %*anging %ir%"5#tan%e#@
an t*e fa%t i# t*at *o+ 5anager# 5anage i# %*anging. T*e +a4 it %*ange# *a# great
i5&a%t on 5anageria' f"n%tion# B&'anning@ organi(ing@ 'eaing an %ontro''ingC.
5.THE APPLICABILITY OF THE TWO APPROACHES
IN THE MODERN WORLD
Man4 %on%e&t# an 5et*o# of 5anage5ent *a:e !e%o5e o'9fa#*ione an no 'onger
a&&'i%a!'e to t*e 5oern +or'@ !"t #%ientifi% an -R a&&roa%*e# o not !e'ong to t*e#e
%a#e#. In t*e ne+ %onte?t@ !ot* t*e#e a&&roa%*e# %an #ti'' !e a&&'ie to organi(ation#.
Nat"ra''4@ t*e a&&earan%e# of t*e a&&roa%*e# %annot re5ain t*e #a5e@ +*erea# t*e +or'
*a# !een %on#i#tent'4 %*anging. -o+e:er@ t*eir %ore %on%e&t# *a:e !een an +i'' !e
roote ee&'4 in organi(ation# in 5an4 ne+ ifferent for5# an 5et*o#.
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T*e t*eor4 &re#ente !4 Ta4'or %'ai5# t*at t*ere i# one !e#t +a4 to &erfor5 e:er4 ta#,.
T*e rig*t Ao! nee# to !e gi:en to t*e rig*t &eo&'e +it* t*e rig*t too' to a%*ie:e t*e
5a?i5"5 effi%ien%4. Man4 organi(ation# #ti'' &ra%ti%e t*i# t*eor4 to fin t*e #"ita!'e
5et*o an &eo&'e for t*e Ao!# t*e4 are oing. T*e !a#i% &rin%i&'e i# t*e #a5e !"t t*e
organi(ation# are no+ i:erting a 'itt'e fro5 t*e t*eor4. A# t*e t*eor4 %'ai5# t*at t*ere i#
one !e#t +a4 to &erfor5 t*e ta#,. Co5&anie# eter5ine t*at one !e#t +a4 of &erfor5ing
a ta#, !"t +it* ne+ in:ention# an te%*no'ogie# !eing i#%o:ere effi%ien%4 i# in%rea#ing
a4 !4 a4 an one %annot %'ai5 t*at a #ing'e +a4 of &erfor5ing a ta#, i# t*e on'4 +a4.
T*e ne+ inno:ation# on ai'4 !a#i# 5a,e it iffi%"'t to eter5ine a #ing'e !e#t +a4. For
e?a5&'e7 In &a#t +e *a F'o&&ie# to tran#fer ata fro5 one %o5&"ter #4#te5 to anot*er@
'arge ata +a# tran#ferre in &a%,#. After t*at CDM# %a5e an t*e4 a''o+e &eo&'e to
tran#fer ata 5"%* 5ore effi%ient'4 an no+ +e *a:e got USBM# to tran#fer t*e ata an
ot*er 'ate#t te%*no'ogie#. T*i# gi:e# a %'ear iea t*at one #ing'e +a4 for an4 ta#, %annot
!e eter5ine an t*ere i# a'+a4# roo5 for i5&ro:e5ent. It i# &o##i!'e to 5a,e t*e ne+
inno:ati:e 5et*o or t*e !e#t +a4 to &erfor5 a ta#, +*i%* ta,e# 'e## ti5e an %o#t BC'ara
Ro##@ Use of Scientific managementC.
Mo#t of organi(ation# t*in, t*e %on%e&t of SM *a# !e%o5e o!#o'ete@ !"t in fa%t t*e4
,no+ing'4 or "n,no+ing'4 tr4 to i5&'e5ent SM into t*eir organi(ation#. T*e4 #et t*e
organi(ationa' o!Ae%ti:e# or goa'# an t*en #ear%* for t*e 5o#t #"ita!'e 5et*o# to
a%%o5&'i#* t*e5. SM i# &re#ent e:en in t*e fir#t #te&# of organi(ationa' o&eration#.
-o+e:er@ t*e ,e4 to #"%%e## of an organi(ation no+aa4# i# t*e &eo&'e. -ere i# t*e &oint
+*en -R a&&roa%* +i'' &ro:e t*at it# #trong inf'"en%e# on organi(ation# are #ti'' &re#ent.
Organi(ation# are e:e'o&ing an in%rea#ing orientation to+ar #er:i%e to %'ient#.
Re'ation#*i&# are !e%o5ing 5ore i5&ortant t*an &*4#i%a' &ro"%t#. Re#ta"rant#@
*o#&ita'#@ !an,#@ &"!'i% "ti'itie#@ %o''ege#@ air'ine#@ an retai' #tore# a'' 5"#t no+ gain an
retain &atronage. In an4 #er:i%e fir5@ t*ere are t*o"#an# of %riti%a' in%ient# in +*i%*
%"#to5er# %o5e into %onta%t +it* t*e organi(ation an for5 t*eir i5&re##ion# of it#
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="a'it4 an #er:i%e. E5&'o4ee# 5"#t not on'4 !e a!'e to get a'ong +it* %"#to5er#@ t*e4
5"#t a'#o &roAe%t a fa:ora!'e i5age of t*e organi(ation t*e4 re&re#ent.
Mo#t organi(ation# re%ogni(e i5&ro:e ="a'it4 i# t*e ,e4 to #"r:i:a'. T*e notion of
="a'it4 a# a %o5&etiti:e too' *a# !een aro"n for 5an4 4ear#@ !"t in t*e 2222#@ it i#
re%ei:ing 5"%* 5ore attention. In a &erio of fier%e %o5&etition@ a %on#"5er 5a4 not
to'erate &oor ="a'it4. -"5an !eing# are at t*e *eart of t*e ="a'it4 5o:e5ent !e%a"#e
+or,er# are gi:en t*e &o+er an re#&on#i!i'it4 to i5&ro:e ="a'it4.
Co5&anie# are organi(ing t*eir +or,er# into tea5# in +*i%* ea%* e5&'o4ee &'a4# an
i5&ortant ro'e. If tea5 5e5!er# %annot +or, toget*er@ t*e goa'# of t*e organi(ation +i''
#"ffer. In #o5e %a#e#@ +or,er# are %ro##9traine #o t*e4 %an o t*e +or, of ot*er#@ if
ne%e##ar4.
E5&'o4ee# 5"#t !e f'e?i!'e an aa&ta!'e in orer to a%*ie:e #"%%e## +it*in a %'i5ate of
%*ange +*i'e e5&'o4er# are tr4ing t*eir !e#t to 5oti:ate e5&'o4ee# to !e a# &ro"%ti:e a#
&o##i!'e. It i# i5&ortant for e:er4one to &ra%ti%e inter&er#ona' #,i''# +*i%* *e'& to
i5&ro:e t*e re'ation#*i&# in t*e +or,&'a%e B-ig*'an@ $atri%,@ .'man /elations. 222;C
Toa4 &rofit or non9&rofit organi(ation# o not "#e SM an -R a&&roa%*e# #e&arate'4. In
rea'it4@ t*e4 5a4 on'4 ao&t #o5e a#&e%t# of !ot* a&&roa%*e# an 5erge t*e5 +it* ot*er
#trategie# to fin t*e 5o#t effe%ti:e +a4# t*at 5eet t*eir nee# an o!Ae%ti:e# an *e'&
t*e5 a%*ie:e t*e e#ire re#"'t#.
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6.CASE STUDY: EASYJET
In t*e &re:io"# &art@ it i# #ai t*at 5oern organi(ation integrate SM an -R a&&roa%*e#
+it* it# 5anage5ent #t4'e# for t*e #a,e of a%%o5&'i#*ing it# goa'#. I a5 going to ana'4(e
t*e 5anageria' 5oe' of a %o5&an4 to &ro:e t*i# fa%t. T*e %o5&an4 I %*o#e i# t*e
(as$0et Airlines )ompan$
'.1 Bac*ground in+or-ation about Eas,.et
Ea#48et Air'ine# Co5&an4 i# one of t*e 5o#t #"%%e##f"' 'o+9%o#t air'ine# in UG. It i#
fo"ne !4 Sir Ste'io# -aAi9'oann"@ a gra"ate of .onon B"#ine## S%*oo'@ in 1115 +it*
N;.5 5i''ion !orro+e fro5 *i# fat*er@ a Gree, #*i&&ing t4%oon. Ea#48et o&erate# on o:er
542 ro"te#@ a%ro## 32 %o"ntrie# an *a:ing o:er 11) air%raft# !4 2212. T*e *ea="arter#
of Ea#48et i# 'o%ate in ."ton@ UG. Ea#4Aet #tate t*at it# 5i##ion# are ET"rning E"ro&e
OrangeF@ EB"i'ing t*e !e#t 'o+ fare# air'ine in t*e +or'F an EBe%o5ing t*e E"ro&eK#
no.1 air tran#&ort net+or,F.
'.2 Eas,.et !o)/cost strateg, and scientifc -anage-ent
At fir#t g'an%e@ it #ee5# t*ere i# no a%t"a' %orre'ation !et+een t*e 'o+9%o#t #trateg4
Ea#48et "#e an t*e t*eor4 e:e'o&e !4 Ta4'or@ !"t t*i# #trateg4 i# a%t"a''4 an
inno:ati:e a&&'i%ation of #%ientifi% 5anage5ent.
One of t*e fo"r &rin%i&'e# of SM i# &'anning #%ientifi% +or, 5et*o# t*at #"it t*e
organi(ationa' o!Ae%ti:e#. T*e fo"ner@ Sir Ste'io#@ +ante to !"i' an air'ine t*at offere
%"#to5er# a# %*ea& fare# a# &o##i!'e. T*e 'o+9%o#t #trateg4 fit# *i# iea t*e 5o#t a5ong
a'ternati:e#.
SM fo%"#e# on t*e effi%ien%4 an #o oe# t*e 'o+9%o#t #trateg4. .o+9%o#t %o5e# fro5
t+o ri:ing &rin%i&'e# D E#+eatingF t*e a##et# an *ig* o&erating effi%ien%4. Ea#48et
5a,e# #"re it# &'ane# are a# f"'' a# &o##i!'e an f'4ing a# 5"%* a# &o##i!'e. Ea#48et f'ie#
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it# Boeing ;3; for 11 *o"r# &er a4@ fo"r *o"r# 'onger t*an Briti#* Air+a4#. T*eir &i'ot#
f'4 o:er 122 *o"r# &er 4ear@ 52O 5ore t*an Briti#* Air+a4# &i'ot#.
In ter5# of o&erating effi%ien%4@ Ea#48et 'et# t*eir air%raft# f'4 o"t of 'o+ %o#t air&ort#.
T*e#e are nor5a''4 not t*e 5aAor air&ort #er:ing an4 e#tination# an %an !e #o5e
i#tan%e fro5 t*e5. A'#o@ t*e air%raft# are tig*t'4 #%*e"'e. T*e4 are a''o+e on'4 25
5in"te# to off9'oa one #et of &a##enger# an 'oa anot*er@ 'e## t*an *a'f t*e ti5e of it#
#%*e"'e f"''9fare ri:a'#. T*e4 5"#t 'ea:e an arri:e on ti5e Bt*e4 +i'' not +ait for t*e
&a##enger#C@ an if t*ere are e'a4# t*e4 %an *a:e ,no%,9on %on#e="en%e# for t*e
ti5eta!'e. Moreo:er@ t*ere i# no E#'a%,F in t*e #4#te5. Ea#48et a5it# *a:ing Eone an a
*a'f &'ane#K +ort*F of #&a%e %a&a%it4 %o5&are +it* t*e o(en &'ane# Briti#* Air+a4#
*a# on #tan!4 at Gat+i%, an -eat*ro+. Ea#48et *a# fe+er %a!in %re+# t*an f"''9fare
ri:a'#. T*i# %a!in %re+ a'#o %arrie# o"t t*e %'eaning "tie# on t*e air%raft. Moreo:er@ t*e
ti%,et'e## &o'i%4 B!oo,ing ti%,et on'ineC *e'&# Ea#48et to e'i5inate a# 5"%* +a#te a#
&o##i!'e.
It %an !e #een t*at t*e#e &rin%i&'e# are :er4 5"%* #i5i'ar to t*e ti5e9an95otion #t"4
a!o"t a #erie# of +or,ing a%tion# +*i%* ai5# to 5a,e +or,er# %o5&'ete ta#,# +it* t*e
fa#te#t ti5e. Ea#48et #t"ie t*e !e#t 5et*o# +*i%* 'et t*e4 a%*ie:e t*e 5a?i5"5
effi%ien%4 in o&eration# +it* 5ini5"5 energ4 an re#o"r%e# for t*e &"r&o#e of !eing 'o+
%o#t. In 2221@ t*ere +ere 201 &eo&'e 'i:ing +it*in )2 5in"te# ri:e fro5 an air&ort
#er:e !4 Ea#48et an t*e4 a'+a4# ,ee& %on#i#tent'4 *ig* 'oa Bt*e 'oa fa%tor in 2221
+a# 05.5O an in 2212 +a# 0;OC.
6it* t*e i#tin%ti:e o&eration#@ Ea#48et a'#o &ro:ie# "ni="e Ao! e#%ri&tion# an #&e%ifi%
training #4#te5 for it# #taff#. In 2221@ Ea#48et !e%a5e on'4 t*e #e%on UG air'ine to !e
grante a&&ro:a' for 5anaging t*eir in9*o"#e &i'ot training. D"ring t*i# 4ear@ t*eir &i'ot#
"nertoo, 15@222 *o"r# of #i5"'ator training +it* t*e &ri5e fo%"# on &ra%ti%ing rea'i#ti%
#%enario#. T*an,# to t*i# t*e &i'ot# are ena!'e to !e%o5e 5ore fa5i'iar +it* ne+ air&ort#@
+*i%* are %ontin"a''4 ae to t*e net+or,. Ea#48et a'#o *a# a training %o"r#e for t*eir
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%a!in %re+ #o t*at t*e4 %o"' e'i:er e?%e''ent %"#to5er #er:i%e#. T*e4 are t*e e:ien%e#
of *o+ 5"%* effort Ea#48et &"t into %reating an effe%ti:e training #4#te5 for t*eir +or,#@
a &ra%ti%e of Ao! e#%ri&tion intro"%e !4 Ta4'or.
'.3 Eas,.et (u-an resources o!ic, and t(e 0u-an
1e!ations 2o3e-ent
A# a 'eaing E"ro&eK# air'ine +it* t*e +or,for%e of o:er 3222@ Ea#48et a'#o &a4# great
attention# an %are# to it# e5&'o4ee#. 8"#t a# t*e %a#e +it* #%ientifi% 5anage5ent@ it
ao&t# t*e *"5an re'ation# a&&roa%* to it# 5anage5ent #t4'e. Ea#48et i# E%o55itte to
en#"ring *ig* e5&'o4ee #ati#fa%tion an engage5ent 'e:e'# a%ro## t*e !"#ine##F.
C"#to5er# are no+ t*e %enter of t*e !"#ine##. T*e fir5# an %"#to5er# 5a,e %onta%t#
+it* ea%* ot*er %o"nt'e## ti5e#. A !ig &art of %"#to5er#K i5age a!o"t t*e %o5&an4 i#
getting fro5 it# e5&'o4ee#. In %a#e of Ea#48et@ t*e4 !"i't a "ni="e Eorange %"'t"reF +*i%*
gi:e# %"#to5er# !rig*t an energeti% i5&re##ion#. T*i# Eorangene##F 5ean# t*e4 are E"&
for itF@ E&a##ionateF@ E#*ar&F@ E5a a!o"t #afet4F@ an E5a a!o"t %o#tF. T*i# orange i#
+*at 5a,e# Ea#48et &eo&'e ifferent. It %an !e %on#iere a# a ,in of foo for t*o"g*t@
%onne%ting g'"e@ a +onerf"' +or,ing fie'@ a #o"r%e of en%o"rage5ent an a fee'ing
&rie for ea%* ini:i"a' 5e5!er. At t*at ti5e@ t*e fee'ing# ea%* e5&'o4ee *a# for *i#H*er
%o5&an4 i# not A"#t t*e 'o4a't4@ !"t t*e 'o:e for #o5et*ing t*at *a# !e%o5e t*eir !'oo
an f'e#*.
A +ie range of &eo&'e +or,# for Ea#48et. Ea#48et i# %o55itte to !eing an e="a'
o&&ort"nitie# e5&'o4er@ #o t*at a'' #taff %an 5a,e t*e !e#t "#e of t*eir #,i''# an
e?&erien%e. T*eir &o'i%4 i# to en#"re t*at no a&&'i%ant or e5&'o4ee re%ei:e# 'e##
fa:o"ra!'e treat5ent !e%a"#e of t*eir age@ %o'o"r@ %ree@ i#a!i'it4@ f"'' or &art ti5e #tat"#@
gener@ 5arita' #tat"#@ nationa'it4 or et*ni% origin@ ra%e re'igion or #e?"a' orientation.
T*e 5anage5ent #t4'e of Ea#48et i# :er4 o&en@ #traig*tfor+ar an intere#ting. Ea#4AetM#
re&"tation a# a #i5&'e@ e%ono5i% o&eration re#onate# %'ear'4 t*ro"g* !ot* it# !"#ine##
an e5&'o4ee !enefit# #trateg4. PO"r &*i'o#o&*4 on !enefit# i# t*at +e are a 'o+9%o#t@ no9
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fri''# air'ine an t*erefore o not +ant to intro"%e 'ega%49t4&e !enefit# or t*ing# t*at
*a:e a efine9!enefit nat"re@P #a4# .a+rie D t*e *"5an re#o"r%e# 5anager.
B"t t*i# oe# not 5ean Ea#4Aet #*ie# a+a4 fro5 !enefit# a'toget*er@ or #i5&'4 'oo,# for
t*e ea#ie#t o&tion#. In fa%t@ t*e !enefit# t*e4 offer for t*eir e5&'o4ee# are :er4 attra%ti:e.
E5&'o4ee# %an a%%e## t*e !enefit #%*e5e# D %a'' 3o"r Benefit# D t*ro"g* a %o5&an4
on'ine &orta'.
Ea#48et %a!in %re+ #taff &a4 %o5&ri#e# a !a#i% &a45ent &'"# #e%tor &a4 Be&en# on %re+
5e5!erM# #eniorit4C@ &'"# o:ernig*t a''o+an%e B+*ere re'e:antC@ "nifor5 a''o+an%e@
'ang"age &a45ent B+*ere re'e:ant an e&ening on egree of &rofi%ien%4C@ an a 'o4a't4
!on"# B&a4a!'e after t+o 4ear# f"'' e5&'o45entC. T*e %o5&an4 a'#o offer# i#%o"nte
#taff tra:e' an a %o5&an4 &en#ion #%*e5e.
Co55"ni%ating +it* e5&'o4ee# i# #een a# !eing i5&ortant to ea#48et 9 t*e4 ai5 to
generate a+arene## a5ong #taff of t*e %o5&an4M# &erfor5an%e an e:e'o&5ent. T*ere
are reg"'ar %o55"ni%ation 5eeting# an 5anage5ent !riefing# an a reg"'ar ne+#'etter
i# #ent to a'' #taff. Mo#t of t*e fir5M# %or&orate infor5ation i# #*are a%ro## t*e !"#ine##
an e5&'o4ee# %an get infor5ation e'e%troni%a''4.
Re%ogni(ing t*e i5&ortan%e of #taff &arti%i&ation in Ea#48et o&eration# an
e:e'o&5ent#@ t*e %o5&an4 i##"e eit*er #*are o&tion# or #*are gift# to a'' #taff e5&'o4e
!efore t*e a%="i#ition of Go F'4 in 2222.
T*ere i# a ire%tor +it*in t*e %o5&an4 +*o i# re#&on#i!'e for &eo&'e e:e'o&5ent an
%"'t"ra' i##"e#. T*i# i# in aition to a *"5an re#o"r%e# ire%tor.
T*e %o5&an4 a'#o 'i#ten# to it# e5&'o4ee#K :ie+#. Ea#48et o &re%i#e'4 t*at on t*eir 6e!
#ite 9 a#,ing %a!in %re+ #taff to %o55ent on a#&e%t# of t*eir +or,7 t*e#e #taff 5a,e a fe+
a:er#e %o55ent# a!o"t t*e organi#ation@ #"%* a# t*ere !eing an in#"ffi%ient ifferen%e
!et+een &a4 'e:e'# of %a!in %re+ an &"r#erL t*e e5an# of +or,ing on f'ig*t# +it*
ro+4@ r"n,en %"#to5er# on !oarL or t*e *o#ti'e re#&on#e t*e4 %an get fro5 #o5e
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&i'ot#. If ea#48et +ere not +i''ing to *a:e an o&en 5anage5ent #t4'e@ one 5ig*t t*in, t*at
t*e4 +o"' not !roa%a#t t*e#e %o55ent# &"!'i%'4.
T*e inten#i:e attention# Ea#48et gi:e# to it# e5&'o4ee# *a:e !ro"g*t a!o"t i5&re##i:e
re#"'t#. It *a# !e%o5e one of t*e 52 5o#t attra%ti:e &'a%e# to +or, in t*e +or' +it* *ig*
e5&'o4ee #ati#fa%tion#@ *ig* attenan%e an 'o+ #taff t"rno:er#.
Figure on staff turnovers, employee satisfaction and attendance
1So'rce: (as$0et 2343 Ann'al /eport5
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1
.CONCLUSION
T*e e##a4 *a# e5on#trate 54 re#ear%* a!o"t t+o o&&o#ite a&&roa%*e# to 5anage5ent
to an#+er t*e ="e#tion#7 Are scientific an h'man relations management still applica*le
to organizations in the 24
st
cent'r$6 Fir#t'4@ I #t"ie t*e t*eor4 to *a:e an o:era''
"ner#taning7 S%ientifi% 5anage5ent i# t*e !a#i# of t*e &ro"%ti:it4 +*i'e -"5an
re'ation# a&&roa%* %an !e %on#iere a# a !rea,t*ro"g* in 5anage5ent an a
reorgani(ation of t*e :a'"e# an i5&ortan%e of *"5an fa%tor# in organi(ation#. Se%on'4@
I e?a5ine t*e %"rrent organi(ation# an *o+ 5anage5ent i# no+aa4# an rea'i(e
)omple+ i# t*e 5o#t %orre%t +or# to e#%ri!e t*e5. Fina''4@ I ana'4(e t+o a#&e%t# of
Ea#48et Air'ine# Co5&an4 Bt*e 'o+9%o#t #trateg4 an t*e *"5an re#o"r%e# &o'i%ie#C to #ee
*o+ ee& t*e #%ientifi% an -R a&&roa%* ta,e root# in it# 5anage5ent #t4'e.
I *a:e gaine 5an4 "#ef"' an :a'"a!'e 'e##on# fro5 t*i# re#ear%*. To *a:e a #"%%e##f"'
%areer@ !e#ie t*e +or,ing a!i'itie# an %a&a%itie#@ I nee to i5&ro:e 54 inter&er#ona'
#,i''# +*i%* are great'4 :a'"e !4 e5&'o4er#. T*e f'e?i!i'it4 i# a'#o ne%e##ar4 #o t*at I
%an aa&t to t*e %on#tant %*ange# of t*e +or,ing en:iron5ent.
1
1
!.RECOMMENDATIONS
T*e t+o 5anage5ent #t4'e# 5entione in t*i# e##a4 #o"n %o5&'i%ate@ iffi%"'t an *ar
to &ra%ti%e@ !"t in rea'it4 it i# not 'i,e t*at at a''. E:en an orinar4 &er#on %an &ra%ti%e
#%ientifi% an *"5an re'ation# 5anage5ent in *i# ai'4 'ife.
In ter5# of #%ientifi% 5anage5ent@ +e %an #tart !4 a&&'4ing it to #o5e #i5&'e e:er4a4
a%ti:itie# #"%* a# %oo,ing an *o"#e*o' %*ore#. For e?a5&'e@ !efore #tarting %oo,ing@
one #*o"' ta,e a #*ort a5o"nt of ti5e to 'oo, at t*e ingreient#@ t*e e="i&5ent# an t*e
&'a%e@ i5agine t*e %oo,ing &ro%e"re to eter5ine t*e !e#t +a4# to %oo,.
In ter5# of *"5an re'ation# a&&roa%*@ tr4ing to get a'ong +it* 4o"r %'a##5ate# an
frien# i# &ro!a!'4 t*e !e#t &ra%ti%e#. T*e %'a## i# t*e 5iniat"re 5oe' of t*e #o%iet4. O"r
%'a##5ate#K &er#ona'itie#@ :a'"e#@ &oint# of :ie+#@ a!i'itie#@ et% are :arie. 6e +i'' #t"4@
+or, an intera%t +it* t*e5 on a ai'4 !a#i#. T*e +a4 +e treat@ ta', an !e*a:e aro"n
t*e5 +i'' inf'"en%e t*e re'ation#*i&# +it* t*e5. $ra%ti%ing *o+ to ea' +it*
%ir%"5#tan%e#@ #it"ation# an &eo&'e for t*e #a,e of goo re'ation#*i&# +it* ot*er# +i''
&ro"%e 5eaningf"' an "#ef"' e?&erien%e# for t*e f"t"re.
1
1
".REFERENCES
-ig*'an@ $atri%,. P-"5an Re'ation#.P En%4%'o&eia of B"#ine## an Finan%e@ 2n e..
222;. Retrie:e Mar%* 1;@ 2211 fro5 En%4%'o&eia.%o57
*tt&7HH+++.en%4%'o&eia.%o5Ho%H1G291552122151.*t5'
A%%e' Tea5@ (mplo$ee motivations, Retrie:e on Mar%* 1;@ 2211 fro5 *tt&7HH+++.a%%e'9
tea5.%o5H&ro"%ti:it4Ha&&roa%*e#I22.*t5'
Definition of Scientific Management, Retrie:e fro5
*tt&7HH+++.+ori=.%o5HefinitionHS%ientifi%I5anage5ent on Mar%* 15@ 2211
(as$0et )ase st'$ homepage, Retrie:e on Mar%* 31@ 2211 fro5
*tt&7HH+++.!i(e.%o.",H%o5&fa%tHea#4AetHea#4ine?.*t5
To5 6a#*ington B2221C@ (mplo$ee Benefits, Retrie:e on Mar%* 31@ 2211 fro5
*tt&7HH+++.e5&'o4ee!enefit#.%o.",Hite5H05)5H23H325H3
Frit( 8. Roet*'i#!erger B1150C@ A 7e# 8ision The .'man /elations Movement,
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(ssential )oncepts an Applications, Retrie:e on Mar%* 15@ 2211 fro5
*tt&7HH+++.125anage.%o5H5et*o#Ita4'orI#%ientifi%I5anage5ent.*t5'
Manage5ent 2222 Tea5@ 24
st
)ent'r$ Management, Retrie:e on Mar%* 22@ 2211 fro5
*tt&7HH+++.5anage2221.%o5H215.*t5
(as$0et 2343 an 2339 Ann'al /eports
8o*n Mi'eton@ 2212@ Organizational Behavior, Ca&#tone $"!'i#*ing 2222
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1
8orgen .egaar@ Mi''e Bin#'e:@ Organizational Theor$, /ent"# $"!'i#*ing A&S 222)
S&ener@ 8.C. an -iAne@ -. BE#C@ 111)@ Scientific Managemet: Freric! "inslo#
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C'ara Ro##@ Use of Scientific management For B'siness, Retrie:e on A&ri' 3
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fro5 *tt&7HHe(inearti%'e#.%o5H>U#e9of9S%ientifi%9Manage5ent9For9B"#ine##QiR3;)0;23
1
1
1#. APPENDI$
"asy#et$s %enefits
&ension
&ro'p personal pension 1&PP5 open to all staff, #ho receive emplo$er pension contri*'tions of *et#een
:; an <; epening on grae, (mplo$ees can ma!e aitional contri*'tions thro'gh salar$ sacrifice,
an half of the emplo$er=s national ins'rance savings are investe *ac! into the inivi'al=s pension pot,
Share Schemes
Sharesave an share incentive schemes offere to U> emplo$ees, Similar schemes are operate for staff
internationall$,
'ealthcare
Private meical ins'rance, income protection, optical *enefits an ental cover all availa*le thro'gh
vol'ntar$ *enefits scheme,
(ritical illness insurance
(as$?et pilots are entitle to @loss of licence@ cover, a!in to critical illness cover, thro'gh #hich the
emplo$er #ill pa$ o't a l'mp some of 423; of salar$ to help #ith reha*ilitation sho'l a pilot lose their
fl$ing licence on gro'ns of ill health,
'oliday
All emplo$ees receive 2A a$s= holia$, rising to 2: after t#o $ears= service, A complicate roster s$stem
means flight cre#s select their holia$s on a points-*ase s$stem, #ith more pop'lar #ee!s costing more
points than others,
)ncentie pay
)a*in cre# receive incentives for fl$ing an get commission for foo an rin!s sol on *oar, All staff
also receive an ann'al *on's *ase on compan$ an inivi'al performance, #ith the opport'nit$ to
earn 'p to B3; of their ann'al salar$, Pilots receive a lo$alt$ *on's of :; per ann'm after t#o $ears,
43; after five $ears an 4:; after 43 $ears= service,