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Organisational behaviour is the way in which employees of a firm interact with one
efficiency and competition. Taylor suggests that a firm is most efficient when using
scientific management, his own experience of being an engineer led him to believe
there was an optimum way of performing any job: the one best way (Hookham
workforce, this is where workers are given small, specific tasks which in turn allow
them to each specialise in their role, this reduces mistakes and speeds up the
Britannica, 2014). Durkheim would argue that this division of labour is an example of
these different abilities then allocate workers to certain tasks (Hookham Williams,
2013, p.57).
eliminates the tendency of soldiering through the fear of being watched therefore
Through Taylors techniques the efficiency of a firm overall increases, this leads to a
firm becoming more competitive in the market, which in turn should bring greater
success as the firm strengthens their position against their rivals. However, it could
be said that scientific management may actually diminish the success of a firm due
to tasks being mundane and repetitive, this could lead to a loss of motivation from
the workers who seek to use their initiative, in this case this would slow down the
production process and so causing a loss of efficiency which in turn would cause a
always so regulated that the man who is well suited to his job will thrive while
working at this rate during a long term of years and grow happier and more
on the type of worker employed as some workers who wish to participate and have
more responsibility may actually cause a loss of efficiency therefore it would be likely
Unlike Taylorism where the main goal is to achieve maximum efficiency, Fordism
aims to create the lowest manufacturing cost through the idea of mass production.
This began in Detroit in 1914 when Ford discovered that a moving assembly line
using interchangeable parts could radically reduce the cost of making motor cars
manufacturing cost could help to achieve greater organisational success as the firm
as this behaviour allows the firm to lower the price of goods without losing their profit
margins, leading to the firm being more price competitive within the market.
However, this is dependent on which market the firm is competing in and the price
elasticity of the product, customers may be looking for more personalised products,
rather than something which is mass produced or if the product is price inelastic then
the ability to lower prices may not have an effect on sales. Mass production may also
lead to workers feeling unhappy and demotivated, like the processes of scientific
management, tasks are boring and repetitive therefore there is likely to be a loss of
productivity amongst the workforce. Marx claimed that machinery, the assembly line,
he argued led to the progressive reduction of skills (Hookham Williams, 2013, p.52).
impact on organisational success. This is for the reason that workforces interactions
and procedures will ultimately affect both efficiency and competitiveness of the firm
thus sales and success rates; this is due to numerous factors such as motivation and
on the type of worker involved and whether the techniques implemented in the
workplace are suited to them so it is important for leaders to recognise the type of
such as price elasticity of demand, competitors actions and the target markets
wants.
References
Encyclopedia Britannica, (2014). division of labour. [online] Available at:
http://www.britannica.com/EBchecked/topic/326831/division-of-labour [Accessed
17 Oct. 2014].