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 man enjoys winning and dining with his partner. Romantic dinners, thoughtful gifts, and even occasional weekend getaways are part of the joy of being in a loving relationship. However, when materialism overshadows emotional connection, it becomes crucial to question whether love is truly the foundation of the relationship. If you find yourself suspicious that your girlfriend is more interested in your bank balance than your personality, you may be dealing with a gold digger—a person who engages in romantic relationships primarily for financial gain.

In the late 2000s, researchers began paying closer attention to the intersection of romance and economic motives. Studies during this period suggest that in an increasingly consumer-driven culture, relationships are sometimes viewed as strategic means of achieving financial security or upward mobility (Aronson, 2007; Hirsch, 2009). Here are eight warning signs, accompanied by psychological and sociological context, to help you understand the broader implications. 1. She Only Suggests Expensive Gifts, Trips, and Restaurants

If your girlfriend consistently recommends costly restaurants, designer shopping trips, or luxury vacations—and dismisses simple or meaningful gifts—this could be a sign of material-driven motives. A gold digger equates love with luxury and expects her partner to finance her lavish tastes. Consumer behavior studies from the late 2000s showed a cultural shift in relationship expectations, where material symbols—expensive jewelry, cars, or dinners—became more tightly linked to perceived affection and commitment (Trentmann, 2008). This makes it difficult for people to distinguish genuine connection from performative love fueled by money. 2. She Has Temper Tantrums When You Don’t Buy Her Things

Emotional manipulation is often employed by individuals who use relationships for financial gain. If your partner frequently becomes upset or sulky when you refuse to purchase something for her, this could signal entitlement rather than love. Such behavior reflects emotional immaturity and a transactional approach to affection.

According to Baumeister and Vohs (2007), emotional volatility in relationships is often a sign of imbalanced power dynamics. In gold digger scenarios, the one controlling the finances holds power, but the emotionally reactive partner may try to regain influence through guilt or manipulation. 3. She’s Overly Concerned About Your Financial Status

One of the earliest signs of a gold digger is an intense curiosity about your income, assets, or job title. While asking about someone’s career is normal in dating, persistent inquiries about your financial status or wealth markers early in the relationship may be a red flag.

Research by Hirsch (2009) notes that in a climate of economic uncertainty, some individuals engage in "strategic coupling," where the choice of romantic partner is heavily influenced by financial gain rather than emotional compatibility. 4. She Never Pays for Anything

Relationships are about mutual support and contribution. If your girlfriend never reaches for the bill, avoids contributing to shared expenses, or always assumes you’ll pay, it’s likely that she’s not emotionally or financially invested in the partnership.

Social exchange theory suggests that relationships flourish when both partners perceive a fair reciprocal exchange (Thibaut & Kelley, 1959, as cited in Baumeister & Vohs, 2007). When one partner continuously provides while the other only takes, resentment builds, and the relationship’s authenticity suffers. 5. She Feels Entitled to the "Good Life"

Gold diggers often carry an air of entitlement—expecting luxurious treatment without having earned it. This could include desires for new cars, designer wardrobes, or exotic getaways, often with no acknowledgment of the costs involved.

Aronson (2007) described this phenomenon as part of the "princess culture," where societal norms and media portrayals encourage women to equate worth with beauty and entitlement, often at the expense of self-reliance and partnership equity.

When this entitlement is unchecked, it leads to the expectation that others should fund a lifestyle they have not worked toward themselves. 6. She Heavily Relies on Others for Basic Needs

While it’s natural to help a loved one during tough times, there's a clear line between support and exploitation. If your girlfriend consistently relies on you (or others) to pay rent, buy groceries, or cover her debts, and shows no motivation to change her situation, this is cause for concern.

Hirsch (2009) identified a pattern of "dependency behaviors" in romantic relationships where one partner consciously or subconsciously exploits the other's resources. This not only strains the financial provider but creates an uneven emotional landscape where love is tied to monetary sacrifice. 7. She Lacks Career Aspirations

Ambition isn’t only about career success—it’s also about wanting to contribute meaningfully to a relationship. A girlfriend who avoids talking about career goals or education and has no plans to work or improve her circumstances might be using the relationship as a safety net.

This concern was echoed in a study by Trentmann (2008), which warned against the "commodification of relationships," where romantic involvement is seen as a shortcut to financial security rather than a partnership grounded in mutual respect. 8. She Tries to Trap You with a Pregnancy

This is one of the most alarming and manipulative strategies used by some gold diggers. If your girlfriend insists on unprotected sex and uses guilt tactics like "If you love me, you don't need a condom," she may be trying to create a long-term financial bond through pregnancy.

Worse still, some women may tamper with birth control or condoms in order to conceive without consent. This behavior isn’t just unethical—it’s a form of reproductive coercion.

According to Miller et al. (2007), reproductive coercion is a serious issue in modern relationships, involving behaviors intended to manipulate contraception use or pregnancy outcomes. It often stems from a desire to maintain long-term control over a partner or secure financial assistance through legal obligations like child support. Conclusion

Love should be based on mutual respect, emotional support, and shared goals—not monetary exchange. While it's natural to want to provide for someone you care about, it's important to ensure the affection is reciprocated in a meaningful way. The warning signs outlined above are not definitive proof that a woman is a gold digger, but they do serve as indicators that financial motives may be overshadowing genuine emotional intimacy.

As relationship norms continue to evolve in a consumer-driven society, it's vital to maintain healthy boundaries and openly communicate expectations. By staying aware and attuned to your partner’s behavior, you can ensure that your relationship is rooted in trust, not transactions. References

Aronson, P. (2007). Feminists or "Postfeminists"?: Young Women's Attitudes toward Feminism and Gender Relations. Gender & Society, 17(6), 903–922.

Baumeister, R. F., & Vohs, K. D. (2007). Social Psychology and Human Nature. Belmont, CA: Thomson Wadsworth.

Hirsch, J. S. (2009). A Courtship After Marriage: Sexuality and Love in Mexican Transnational Families. University of California Press.

Miller, E., Decker, M. R., Reed, E., Raj, A., Hathaway, J. E., & Silverman, J. G. (2007). Male partner pregnancy-promoting behaviors and adolescent partner violence: Findings from a qualitative study with adolescent females. Ambulatory Pediatrics, 7(5), 360–366.

Trentmann, F. (2008). Free Trade Nation: Commerce, Consumption, and Civil Society in Modern Britain. Oxford University Press

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