The Scientific Method of Management

by Dr. Rodolfo John Ortiz Teope

“In the past the man has been first; in the future the system must be first.” ― Frederick Winslow Taylor,

It is common knowledge that that numerous residents of Third World nations didn't have the pointlessness of conventional education, not to mention an evaluation of school instructional approaches. A share of the populace was in low-level occupations with insignificant training. The best system to keep steady work was not to do it excessively quickly, however barely enough to make the manager imagine that you were buckling down (Tsutsui, 2001). Many ideas that on the off chance that they worked more earnestly.  They would get requital for companions and colleagues that they may be putting somebody out of a task - this anyway was false. If an organization could decrease operations or errand time, it would have higher overall revenues. With higher overall earning comes the craving or desire to produce more, and the likelihood of take-home pay increases.  It would offer inspiration to the workforce, yet a feeling of achievement for working effectively (Taylor, 2020). ---Organizations would then be able to enlist more workers to increase the numbers in profitability thru efficient production and effective marketing.

The measuring process of a company to determine its probable output is getting the workforce and management to set all the other things to the side.  And work together to accomplish this shared objective of diminishing shortcomings, breaking assignments into sub errands and amplifying work responsibilities (Carpenter et al., 2010). Employees and management need to cooperate in a harmonious relationship to accomplish the most extreme success. It has been the perspective of numerous traditional managers that scientific management has nothing to do with helping a business grow. The old-school managers believe in getting a load of production by workforce for the minimum amount of wage.  This situation will make the workers have a mindset. Their hard work should be well-compensated, and that those greedy capitalists for whom they labor are entitled to a small share of the pie (Tunstall, 2015).  These are the observations through which the scientific management methods attempt to transform.  As a manager, it is an enormous task to transformed the perspective of a personnel predecessor.  A predecessor that does something terrible for every person to deliver positive results. However, much work could be every single day. It occurs when senior personnel demands the newly hired not to be incompetent (Taylor, 2020).

As per my experience as a political research management practitioner: The eradication of practicing soldiering the workforce would allow us to catch up on our immense amount of work that needs completion before the deadline.  Alongside it would also lessen the aggregate of overtime that some individuals put their trust in it.  I can describe what makes soldiering happen in a business organization. I had deployed people to conduct a survey and command computer programmers to encode statistical data.  Soldiering workers was the cause of fallacy, the defective systems of management, and the inefficient rule-of-thumb method (Tsutsui, 2001).   Foremost, I observe that an employee works to the best of their ability when they work against unwritten policies of the job. And the management behavior of being unaware of the definite measure of time comes next, and it takes to do certain undertakings or operational cycles. The workforce covers the deficiencies and able to act at a slashing pace. The inherent sluggishness of many human beings is no joke. Yet by a wide margin, the best abhorrent from which both laborers and managers are enduring is the orderly soldiering.  It is practically widespread under the entirety of the customary plans of the management. It results from a cautious report concerning the workers of what will advance their wellbeing. The last reason includes the dependable guideline technique or the rule of thumb method.  It happened when a workforce has effectively done the work or errand at a defined speed, operational rate, or a specific way (Taylor, 2020).  For example, 13 computer programmers must appraise a job output.  The feedback for undertaking that job could be 13 different ways. But, there is one avenue that would be the staunchest and most effective. And can be accomplished with the minimum extent of activities and in the shortest possible time. Hence, management must scrutinize these actions for the organized procedure for realizing the task completed. And with the minimum aggregate of movements and the highest degree of accurateness (Carpenter et al., 2010).  Applying scientific management and devising more teamwork between management and the workforce will benefit the company to accomplished ameliorate outcomes. Thus, helping in amplifying corporate earnings profitability and enhance corporate patriotism.

In conclusion, the company management must necessitate employing further effort in working for measurable productivity.  It will be a vital requirement to measure the accomplishment of the scientific management methods. The corporate men in executive suites need to support their workforce to accomplish their desired yield in the most well-organized fashion. The connection cultivates and succeeds if it is present in the workplace.  It is only then the genuine spirit of scientific management in operation can manifest its existence. Numerous corporate executives have reservations that this is even doable and viable doing that exertion of job efforts has to be done together at both points of the line (Tsutsui, 2001).    Hence, it will not be defined as work if it lacks the attribute of cooperation, perseverance, and hardship.

References

Carpenter, M., Bauer, T., & Erdogan, B. (2010). Management Principles, v. 1.1. https://2012books.lardbucket.org/books/managementprinciples-v1.1/index.html.

Tsutsui, W. M. (2001). Manufacturing ideology: scientific management in twentieth-century Japan. Princeton University Press. https://press.princeton.edu/books/paperback/9780691074566/manufacturing-ideology

Taylor, F. W. (2020). Principles Of Scientific Management. https://books.google.com.ph/books/about/The_Principles_of_Scientific_Management.html?id=z3m2CwAAQBAJ&printsec=frontcover&source=kp_read_button&redir_esc=y#v=onepage&q&f=false

Tunstall, T. (2015). Outsourcing and management: why the market benchmark will topple old school management styles. Palgrave Macmillan. https://senecacollege.primo.exlibrisgroup.com/discovery/fulldisplay?vid=01SENC_INST:01SENC&search_scope=MyInst_and_CI&tab=Everything&docid=alma997146864303226&lang=en&context=L

 

 

 

8 Signs She's a Gold Digger

by Dr. Rodolfo John Ortiz Teope

Every guy likes to wine and dine his woman, but when extravagance and material possessions become the focal point, one has to question whether the relationship is based on genuine love or just money. If you are suspicious that the woman you are dating is more interested in your wallet than you, here are 8 warning signs that your girlfriend is a gold digger.

1. She only suggests expensive gifts, trips, restaurants, etc. A gold digger will turn her nose up at heartfelt, sentimental gifts because she is eager for gifts that are caked with money and expects nothing less than 4 star accommodations and food venues, shopping at designer stores and exotic vacations.

2. She has temper tantrums when you don't buy her things A gold digger has the emotional age of a child and will not hesitate throwing a tantrum when things don't go her way--especially when you refuse to buy something for her or give her more money.

3. She's overly concerned about your financial status A gold digger is interested in hearing about your career and financial status from day one. She is a very manipulative woman who pretends to be interested in you by asking questions about your occupation so she can discover your job title, measure your earnings' potential and ensure that you have plenty of income to spend on her and support her lifestyle.

4. She never pays for anything When it comes time to pick up the check for a dinner, a movie or just about anything else the two of you are undertaking-- she is nowhere to be found. If you are the one who is constantly shelling out money in the relationship, that should be your sign that she's just using you.

5. She feels entitled A gold digger will walk around feeling entitled to the good life without feeling any need to lift a finger to achieve it. Since she craves status and doesn’t have long-term goals, the gold digger expects to drive a brand new car with luxury features and wear expensive shoes without feeling any need to earn her own money to achieve it. This type of high-maintenance woman feels that it's her right to be able to pursue her big dreams at the expense of financial stability, and, coincidentally, hasn't considered who will foot the bill.

6. She heavily relies on others A gold digger knows that you don't want to see her get an eviction notice, or get her car repossessed, and you're a good person who will always be in a position to help, right? Wrong. There's a big difference between someone who's just fallen on bad times and a woman that completely relies on others for fulfilling her costs of living and purchasing needs.

7. She lacks any career aspirations A gold digger will avoid the subject of getting a job and demonstrate that she has no intention of ever developing a career outright even she is perfectly capable of doing so.

8. She attempts to trap men into pregnancy Everybody knows that unless a woman decides to artificially inseminate herself, conceiving a child takes is a two person act and if you decide to have unprotected sex with a woman, then you should be man enough to accept the consequences. However, a gold digger will insist on having unprotected sex and will use lines like "I can't feel it with the condom on, just take it off" and attempt to use guilt trips on you, i.e., "If you love me, why do you need a condom?"

A gold digger hopes to get pregnant so she can use it to her financial advantage as she sees kids as a lifelong financial insurance policy. She will intentionally stop using her birth control without you knowing and will even go as far as tampering with condoms prior to intercourse, i.e., putting a pin through her boyfriend's condom package without him ever suspecting it.

The Concept of Giving Feedback

 by Dr. Rodolfo John Ortiz Teope

“We all need people who will give us feedback. That’s how we improve.”– Bill Gates 

Feedback is a manner that necessitates relentless consideration. If there is something that needs to be comprehended, say it. The aspect of giving and receiving feedback is a topic that is very crucial nowadays. The contentions for pervasive truthfulness and unvarnished and unavoidable straightforwardness have a strut to the organizational members. As though, to infer that the fearless of us can confront these certainties with fierce confidence (Bencherki  & Cooren, 2013). Likewise, those of us who pull back at the consideration of going to work in an environment of persistent perceptiveness are sentence to patchiness. And as managers, we can observe our subordinates unequivocally in the eye and spread out their issues without flickering measure our managerial veracity (Nieuwenhuis, 2007).

The act of giving and receiving feedback is a skill. And like all skills, it takes preparation and run-through to make it beneficial. Hence, there is a need to remind ourselves why I am doing it. The rationale of giving and receiving feedback is to improve the organizational condition or the subordinate productivity by not being harsh, precarious, and offensive (Carpenter et al., 2010).  When I give feedback, the moral rule is to flinch off with a touch of positivity. This comfort lay the personnel at ease. It will also allow them to visualize what productivity looks like and what steps are needed to take next time to correct the blunders committed. I always end on implying motivation. Otherwise, they may feel downhearted and insignificant (Bencherki  & Cooren, 2013).

Be that as it may, best-case scenario, this engrossment with feedback is beneficial for remedying blunders and errors in the uncommon situations where the correct measures are established and can appraise accurately. Furthermore, it is lethal because what we need from our subordinates and ourselves is not a considerable observance to an approach settled upon ahead of time or, besides, the capacity to uncover every shortcoming. It’s that organizational members play a part in their peculiar distinctive and flourishing ability to a collective advantage, when that advantage is progressing, when we are, for all the veracious thoughts, crafting it upward as we move all along. Thus, feedback has nothing to bring to the table on that premise (Daellenbach et al., 2012).

At this premise! Managers and subordinates are human beings. Thus, it is vital to give importance to feedbacks. The personnel does not perform well when there is an individual whose intentions are ambiguous. It conveys to the members of the organization.  Where to stand? How does the personnel work? And what they must do to fix themselves? The organization produces qualitative and quantitative outputs.  No more than when the manager cares about subordinates express (Nieuwenhuis, 2007).  About their experience, viewpoint, and care for the organization. In particular, when they can make feedbacks within the organization that produces positive results.
 

References

 

Bencherki, N., & Cooren, F. (2013). Philosophy of Communication. Communication. https://doi.org/10.1093/obo/9780199756841-0123

Carpenter, M., Bauer, T., & Erdogan, B. (2010). Management principles, v. 1.1. https://2012books.lardbucket.org/books/management-principles-v1.1/index.html

Daellenbach, H. G., McNickle, D. C., & Dye, S. (2012). Management science: decision making through systems thinking. Palgrave Macmillan. https://www.worldcat.org/title/management-science-decision-making-through-systems-thinking/oclc/848394703/editions?referer=di&editionsView=true

Nieuwenhuis, M. A. (2007). The art of management. Art of Management. https://www.yumpu.com/nl/document/view/20129163/the-art-of-management-pdf-ewc-adviesgroep

 

Understanding Management

 by  Dr. Rodolfo John Ortiz Teope

“Management is the art of getting things done through the efforts of other people” Mary Parker Follett.

Rather than deciphering the cited definition as a hypothetical line of thinking! In which efficient and effective management depends on the successful outputs of the human resources. Hence, an opposite character that is equally conducive to ineffective management must be the perspective point of discussion. It is the urge to act from pragmatism (Daellenbach et al., 2012).  Wherein the attempt to buy one’s way out of problems is yielding to immediate pressures. Then, ignoring the long-run effects of the solution.

Circumnavigating organizational business matters is just as unhealthy as ostracizing the concern issues. In some ways, it may be unhealthier because it permanently weakens the manager’s influence in the organization. Giving way to the momentary tensions is an open enticement for a swoop by the most aggressive and most outspoken people. It can be classified as buffet management, in which everyone compelling enough chooses out their respective rules and guidelines. Also can be interpreted by other personnel as substantiation of ambiguity. Organizationally speaking, the only aspect ghastlier than a wrong decision is indecision.

The genuflection to form has been particularly perceivable in management in recent years.  It accounts for other things in the escalation in red tape that has troubled organizations. Valuable fresh concepts often turn out to be impediments because of the weight accorded to form over substance. For instance, considerations into the methods of interaction as a vital ingredient of effective management, and nowadays communication, is a much-developed instrument for the efficient practice of management (Bencherki & Cooren, 2013).

Undoubtedly the stereotype manager must be honest, devoted, dependable, responsible, and love the subordinates (Nieuwenhuis, 2007). And if the manager was allowed to run loose in an organization and not be avoided by their co-workers.  It is very doubtful that the manager can lay down those qualities alone into a successful career. Neither does an efficacious comprehension of the art and science of management seem to reevaluate the factor of success. The knowledge of the theories and principles of management provides necessary instruments for organizational administration and supervision (Carpenter et al., 2010). But the worth of these instruments depends upon the application of methods and approaches.

Above all, it is what the manager does or does not do! It creates a caterpillar effect on the organization. Henceforth, managerial practices are applied, and it is the practical application of the manager that determines the parameters of effectiveness (Olson, 2004). Despite this, any effort to define good management strategic and technical practices ends up reasonably much in the same condition it describes the effective manager. Perhaps a more fruitful approach would be to study ineffective management and attempt to isolate its detrimental variables primarily.

 

References

 

Bencherki, N., & Cooren, F. (2013). Philosophy of Communication. Communication. https://doi.org/10.1093/obo/9780199756841-0123

Carpenter, M., Bauer, T., & Erdogan, B. (2010). Management principles, v. 1.1. https://2012books.lardbucket.org/books/management-principles-v1.1/index.html

Daellenbach, H. G., McNickle, D. C., & Dye, S. (2012). Management science: decision making through systems thinking. Palgrave Macmillan. https://www.worldcat.org/title/management-science-decision-making-through-systems-thinking/oclc/848394703/editions?referer=di&editionsView=true

Nieuwenhuis, M. A. (2007). The art of management. Art of Management. https://www.yumpu.com/nl/document/view/20129163/the-art-of-management-pdf-ewc-adviesgroep

Olson, D. L. (2004). Introduction to information systems project management. McGraw-Hill. https://www.abebooks.com/9780072872705/Introduction-Information-Systems-Project-Management-0072872705/plp