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Essay / Research Paper Abstract
This 10 page paper examines the interdependency of leadership and motivation. The paper looks at a Taylor’s scientific management model and considers the style of leadership this creates and how motivation takes place. The advantages and disadvantages of the model and how shortcomings are overcome in other models such as those of the human relations school, as seen in as Mayo and Malsow’s work. The paper also considers the way that leadership style may be important looking at the work of Weber. The bibliography cites 15 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEledmotiv.rtf
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Unformatted sample text from the term paper:
how it may be changed. The paper looks at scientific management as a model of management and leadership, its weaknesses and how it could be adapted with improvements. We will
consider its use in a company such as McDonalds. Scientific Management; The Model The way in which employees are motivated will depend
on the style of leadership that is used in the organisation. One of the first models was that of Taylors Scientific Management. The aims of Frederick Winslow Taylors ideas were
to put management into control and to create efficient easy of getting tasks done. This school of management is often seen as old fashioned and unable to cope with the
complexities of todays environment. However, it is used in many manufacturing plants, from car companies to fast food chains such as McDonalds.
The human relations school of management is often argued as superior to this model where human labour is seen as merely an input into the transformation process in the workplace.
However, despite scientific management being out of fashion, it is still a very valid model with many aspects that are either misunderstood or under represented in the discussion of the
model. The concept of scientific management is well known; Taylor used scientific studies to identify the one best way of performing
any given task. The best way was then dictated to the worker, who would be disempowered of any discretion. With jobs broken down into component parts training to perform task
was easier and as less skills were needed the recruitment and replacement of workers was much easier, placing the employer in the position of power in the employment relationship (Huczyniski
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