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Question 1: Answer:

Taylor's Motivation Theory is another name for scientific management theory. It was one of the hypotheses proposed to explain what motivates employees at work. Increasing workplace motivation can feel like a lost art at times. For some reason, delivering a rousing speech about meeting the company's goals no longer suffices. Not for long, at any rate. Motivation theories can help workplace leaders improve the performance of their teams. These theories are supported by scientific methods and models. Taylor's Scientific Management theory seeks to identify the most efficient way to complete any task.

Winslow, Frederick Taylor was a firm believer in universal laws governing efficiency. He also believed that human judgment could not influence these laws. There was no management as we know it today until the early 1900s. There was little variation in how people worked. The same methods were used year after year. Changing the work process did not occur to anyone until Frederick Taylor's time. Taylor's theory has been accepted as a scientific study. He created it using techniques similar to those used by chemists and botanists. In his research, he employs methods such as observation, rationality, logic, synthesis, and analysis.

Taylor's time saw the evolution of scientific management, which resulted in some radical ideas for the 1900s. Employee education and the implementation of standardized processes were two of them. As you continue reading, you may be shocked at how anti-worker Taylor's ideas were. However, we must credit the man with inventing what is now known as professionalism.

Prior to the industrial revolution, most businesses were run on a small scale. The daily activities were carried out by three or four people. When it came to working, the shop owners worked alongside their employees. They kept a close eye on the work. When the Industrial Revolution arrived in the United States, it altered the workplace dynamics. The new relationship between a factory owner, a factory manager, and the workers was strained. The work process was managed by the employers on the floor. They only put in the amount of effort required to avoid being fired. There was no incentive to go above and beyond the bare minimum.

Taylor was a mechanical engineer who was fascinated by the work done in machine shops and factories. He saw the workers realize that the factory owners knew very little about what was going on on the factory floor.

Taylor was confident that his system could boost labor productivity. He needed a reason to work, and it was money. He then proposed that workers be compensated based on the amount of work completed. Each employee had goals to achieve. If they didn't, they didn't deserve to be employed. Taylor implied that management and employees should collaborate to achieve the company's objectives. He was the first to propose that a manager's primary responsibility should be to plan and train employees.

Taylor's book, The Principles of Scientific Management, was published in 1909. He proposed the following in his book, which is still read today:

Job simplification and optimization will boost productivity.

Match workers to jobs that are a good fit for their skill set, and then train them to do that job in a specific way.

Divide a job into small segments and time each one to determine which is more efficient.

There are four governing principles at the heart of scientific management theory.

Examine the jobs scientifically to find the "most excellent" way to do the job. This was a significant departure from the "rule of thumb" approach used by workers when developing task methods.

Hire skilled workers for each job and then train them to be as productive as possible.

Evaluate each employee's performance and providetraining opportunities as needed.

The division of labor was divided between management and workers. Workers carry out a task while management plans and executes.

Taylor's system was designed for factories where work could be quantified, broken down, and standardized. He was more concerned with economic efficiency than worker welfare. All of this resulted in large corporations mass-producing goods.

The concept of scientific management gained traction in businesses and factories. It was a resounding success. Productivity increased wherever Taylor's ideas were implemented.

The ideas presented in scientific management theories are not universally accepted. The following arguments are used to criticize the ideas:

Although the volume of production increases, the process results in monotonous jobs with no autonomy.

The theory was supposed to benefit both the factory and its employees, but that was far from the case. It benefits the company far more than it benefits the employee. This fact has been at the root of the majority of the 100-year-long industrial strikes.

Some aspects of scientific management may be considered dehumanizing. Employees are not allowed to think for themselves. They must carry out a set of instructions as quickly as possible.

Taylor's book permanently altered the workplace dynamics. You'd be dead wrong if you thought a 100-year-old theory had no place in today's fast-paced world. Frederick Taylor is responsible for many of your professional experiences to this day. Some of the workplace practices he pioneered include the following:

Performance appraisals

Organizational diagrams

Metrics and measurements of quality

Production/sales goals

Amazon, McDonald's, and FedEx all use a new version of scientific management theory. These businesses discovered a way to improve employee performance by systemizing workplace tools and procedures. Managers can fire employees and replace them with no effect on productivity. This is standardization's gift to us.

Opponents of this management system raise the same concerns as those who criticize Taylor's first theory. They argue that there is less creativity, which necessitates constant supervision. It is harsh on employees who fail to meet the standard.

Frederick Taylor's scientific work laid the groundwork for mass-production methods. Taylorism, or scientific management theory, may appear to be out of date. However, it is still very much alive in today's workplace culture. The principles are still widely used, particularly in labor-intensive industries. These businesses operate in a competitive environment. To stay afloat, they must keep their costs low and output high.

QUESTION 2: ANSWER:

Leadership is a critical management function that enables an organization's resources be directed for increased efficiency and goal achievement. Effective leaders clarify the organization's mission, boost morale, and assist them to achieve it. The situational theory of leadership examines how leadership conduct varies depending on the situation. As a result, this theory provides an answer to the question of why a manager is successful in one setting but not in another. The critical theory model of leadership emphasizes on subjectivity, or the individual and communal well-being, rather than changing an object or increasing efficiency. In order to realize human potential, it attempts to develop collective human agency as well as autonomy (Kerrissey & Edmondson, 2020).

Many learned abilities are required for good leadership. To lead their followers, people require three primary skills: technical, human, and intellectual. The ability to think critically is a prerequisite leadership talent for promoting long-term emancipatory transformation in companies. Because critical theory tries to expose how and why particular leadership concepts, discourses, and knowledge forms are privileged and hegemonic while others are excluded, this is the case. A leader is somebody who nurtures and evokes the finest traits in others, as well as providing opportunity for individuals to collaborate on outstanding ideas. We need effective, moral, and inspired leadership if we want to build strong, thriving organizations with far-reaching effects. One of the most crucial leadership traits and a key to success is motivating, inspiring, and developing passion for tasks, because only motivated personnel are good employees.

They're valuable qualities to have because a competent leader can bring out the best in his or her team members and push them to work together toward a common goal. To avoid delays, a strong leader is also disciplined and keeps the team on track and motivated. Turnover, client satisfaction, revenue, sales, productivity, and other factors are all influenced by leaders. Employee engagement and enthusiasm are fostered by good leadership, which leads to increased levels of customer engagement, service, invention, and, eventually, revenues.

Right leadership fosters employee cooperation, leading to more efficient work and achievement of the organization's objectives. Leadership also serves as a motivator by demonstrating the correct route and instilling confidence in individuals(Hougaard & Carter, 2018). It aids in the development of better relationships among team members. Important By telling the truth, keeping their promises, and living honestly and genuinely, leaders encourage people to look up to them. When employees are proud of their leaders and their company, inspiration isn't far behind.

A great leader can inspire others to reach their full potential and complete tasks. A leader can motivate individuals to use their initiative for the company's benefit in a variety of ways. This includes the possibility of promotions, raises in compensation, and other job benefits. While some team members may have reservations about accepting challenges, a strong leader would do all possible to instill confidence in them. Listen to team members' grievances and concerns while also giving positive feedback on a job well done. Always have faith in your employees' abilities.

Employees must be willing to collaborate with one another in order to be effective. Building morale is an important aspect of obtaining their cooperation. A good leader can raise morale in their team, allowing them to work together more effectively. A competent leader would model proper behavior for their employees and generate passion for the work they are performing. Subordinates will learn to be humble and accountable if their superiors are.

In the process, leaders can give team members a good sense of the corporate culture. Leadership can bring together members of a team to achieve a common goal. This is accomplished by coordinating the work of various team members and ensuring that their personal interests are aligned with the organization's objectives. Effective leaders are able to identify their team members' potential and will be able to choose the best people for the job. As a result, leaders will be able to put their faith on the people they've appointed to get the job done right.

Leaders are in charge of more than just their subordinates. They are also in charge of maintaining a positive public image for their organizations. When they are in the public spotlight as spokespersons, smart leaders will make care to portray their organizations in a positive manner.

Many businesses provide leadership training to their staff, and schools and universities often provide leadership programs. This indicates that it's never too late to develop leadership skills, even if you don't think you have them naturally (Metz, 2018).

Certain management attributes can determine whether or not employees are motivated, morale is strong, and teams are working effectively against goals. Management ideas can have a tremendous impact on your organization as a whole. According to a Gallup survey, who the boss is accounts for at least 70% of the difference in employee engagement scores. Because they are the figurehead, leader, and interface, a manager's ideas can work. Because of their official power and symbolic role as representatives of their organizations, managers must function as figureheads. The business concept provides a motivation to invest, as well as sales and profit. With increased sales and earnings, the company will be able to invest in new products and services, allowing it to expand. It's the very definition of capitalism. Having said that, you are more likely to encounter competition if you have a lousy idea.