However, the more familiar and more used methods of his are known as ‘Taylorite’ and are evident in places such as McDonalds and Burger King, where preparation of the food is precise to the temperature and length and measured by machines. The method this stems from is Taylor’s theory that management should set out exactly how every task should be complete, and give the workers the tools to achieve this task as efficiently as possible. The first big manufacturer that adopted this method was Henry Ford, of Ford motors; the Model T was the world’s first mass-produced car.When Ford introduced the conveyor belt in 1913 it enforced, totally, the taylorite idea; workers pace of work dictated by a machine conveyor belt, the speed of which was decided by management. Most of Taylor’s methods became more and more outdated as the idea of worker friendly enviroments and conditions became adopted by managers, and for obvious reasons, preferred by workers.
As more and more managers used people friendly approaches, the minority group of workers in the worse conditions would refuse to work like that so the old style of management that Taylor was so keen on died out as soon as new methods of motivation were introduced.However, the taylorite method of production still lives on in the largest, most successful businesses of our time. One of the first theorists to explore the human relations side of motivation, was someone whose methods were heavily influenced by Taylor, his name was Elton Mayo. His most famous work and most influential work is now known as the Hawthorne experiments, the findings of which are used in todays workplace, constantly. Mayo was called into Hawthorne western electric company to try and explain the findings of previous lighting experiments.
One group of workers’ lights were varied whilst the other groups’ remained the same. This test showed that whenever anything was done to the lighting production rose in both groups, which showed that there was more to motivation than money and efficiency. After this Mayo conducted a series of experiments whereby he changed the working conditions of 6 volunteers and recorded the results. Every 12 weeks he would change the working conditions, the changes included.
Productivity increased with every change, further proving that there was more to motivation than money. When the volunteers reverted back to their first method of production output went up to the highest yet, this was because they were working without breaks so they were producing goods for longer, but they had been motivated and bonded as a team so they were also efficient and hard working.This type of motivational action would work a lot better than Taylors in today’s workplace as friendship at work becomes more and more important to people than it did in Taylors time. People want to enjoy the company they keep at work and if people don’t want to let others down they may think twice about calling in sick or leaving the work for somebody else to do, which are all too easy in todays workplace.
The fact that productivity increased with every change shows that a constant interest in the workers and a decent treatment of the workers will give its own rewards and that there is certainly more to motivation than pay. The only criticism about Mayo’s work is due to the question questioning the relevence to ‘todays workplace’. Many of the production and work methods of today do not rely on teamwork and so therefore bonding, as a team is not as desirable for a manager as before.