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Re-Tayloring Management: Scientific Management a Century On
Over a century has passed and yet there is growing evidence that knowledge workers across the globe today are as constrained by F.W. Taylor's much-maligned The Principles of Scientific Management, as factory workers were in the early twentieth century. Re-Tayloring Management looks critically at Taylor's philosophy on management and contrasts it with other perspectives that have since emerged, along with the professionalization of management and the growth in business and management education. The contributors demonstrate that despite the complexity and uncertainty that organizations face, instead of designing work systems where knowledge and service workers have the freedom to apply knowledge and skills at the point they are most needed, managers are obsessed with maintaining tighter control. This approach conflicts with contemporary job design principles, which emphasise ’job crafting’, whereby individuals are encouraged to craft their role in a way that is congruent with their identity. Drawing on insights from academics with diverse backgrounds and interests, and organised around 'past', 'present' and 'future' themes, this book is a thought-provoking read for professional managers, as well as for postgraduate students and academics teaching and researching organizational studies and management.
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Re-Tayloring Management: Scientific Management a Century On
Over a century has passed and yet there is growing evidence that knowledge workers across the globe today are as constrained by F.W. Taylor's much-maligned The Principles of Scientific Management, as factory workers were in the early twentieth century. Re-Tayloring Management looks critically at Taylor's philosophy on management and contrasts it with other perspectives that have since emerged, along with the professionalization of management and the growth in business and management education. The contributors demonstrate that despite the complexity and uncertainty that organizations face, instead of designing work systems where knowledge and service workers have the freedom to apply knowledge and skills at the point they are most needed, managers are obsessed with maintaining tighter control. This approach conflicts with contemporary job design principles, which emphasise ’job crafting’, whereby individuals are encouraged to craft their role in a way that is congruent with their identity. Drawing on insights from academics with diverse backgrounds and interests, and organised around 'past', 'present' and 'future' themes, this book is a thought-provoking read for professional managers, as well as for postgraduate students and academics teaching and researching organizational studies and management.
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Re-Tayloring Management: Scientific Management a Century On

Re-Tayloring Management: Scientific Management a Century On

Re-Tayloring Management: Scientific Management a Century On
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Re-Tayloring Management: Scientific Management a Century On

Re-Tayloring Management: Scientific Management a Century On

Overview

Over a century has passed and yet there is growing evidence that knowledge workers across the globe today are as constrained by F.W. Taylor's much-maligned The Principles of Scientific Management, as factory workers were in the early twentieth century. Re-Tayloring Management looks critically at Taylor's philosophy on management and contrasts it with other perspectives that have since emerged, along with the professionalization of management and the growth in business and management education. The contributors demonstrate that despite the complexity and uncertainty that organizations face, instead of designing work systems where knowledge and service workers have the freedom to apply knowledge and skills at the point they are most needed, managers are obsessed with maintaining tighter control. This approach conflicts with contemporary job design principles, which emphasise ’job crafting’, whereby individuals are encouraged to craft their role in a way that is congruent with their identity. Drawing on insights from academics with diverse backgrounds and interests, and organised around 'past', 'present' and 'future' themes, this book is a thought-provoking read for professional managers, as well as for postgraduate students and academics teaching and researching organizational studies and management.

Product Details

ISBN-13: 9780367605476
Publisher: Taylor & Francis
Publication date: 06/30/2020
Pages: 224
Product dimensions: 6.88(w) x 9.69(h) x (d)

About the Author

Christina Evans is Principal Lecturer in Human Resource Management at Roehampton University Business School. Dr Evans' has a PhD from the Open University and a BSc (Hons) in Psychology from Brunel University. She worked in industry and as an Associate of Roffey Park Institute prior to developing her career in academia. Christina has written for academic and practitioner audiences. Leonard Holmes is Reader in Management at Roehampton University Business School, London. His PhD was awarded by the University of London. He has an MPhil from Lancaster University and a BA (Hons) in Philosophy from Nottingham University. He has held academic posts at the University of Bedfordshire and at London Metropolitan University, following a career in human resource management and development. Dr Holmes is a widely published author.

Table of Contents

List of Figures and Tables vii

About the Editors ix

Notes on Contributors xi

Acknowledgements xv

Chapter 1 Introduction Christina Evans Leonard Holmes 1

Part I Management in an Historical Context

Chapter 2 Stem Cell, Pathogen or Fatal Remedy? The Relationship of Taylor's Principles of Management to the Wider Management Movement Colin Hales 15

Chapter 3 The Influence of Taylor on UK Business and Management Education Huw Morris 41

Chapter 4 Managerial Performance and the Expertise of Managing: Prescriptive, Descriptive or Ascriptive? Leonard Holmes 63

Part II Taylor's Legacy in the Contemporary Knowledge and Service Economy

Chapter 5 Call Centre Work: Taylorism with a Facelift Shuchi Sinha Yiannis Gabriel 87

Chapter 6 Digital Taylorism: Hybrid Knowledge Professionals in the UK ICT Sector Judith Glover 105

Chapter 7 'Taylorism' without 'Taylor'? Some Reflections on 'Taylorism' and New Public Management Tony Cutler 121

Chapter 8 If It Moves, Measure It: Taylor's Impact on UK Higher Education Christopher Bond Darren O'Byrne 137

Part III Management a Century On: Contradictions, Dilemmas and Prospects

Chapter 9 Modern-Day 'Schmidts': The legacy of Taylorism in Elite 'Professional' Roles Yvonne Guerrier 155

Chapter 10 Job Design: From Top-Down Managerial Control to Bottom-Up 'Job Crafting' Christina Evans 167

Chapter 11 Continuities, Discontinuities and Prospects for the Future of Management Christina Evans Leonard Holmes 187

Index 199

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