Utente:Sigjlr/Taylorismo

SveaborgAmministrazione Scientifica o Taylorismo è il nome della teoria per l'organizzazione aziendale e la Psicologia delle Organizzazioni introdotto da Frederick Taylor nel suo testo del 1911 The Principles of Scientific Management. ([1] versione Online).

Il Taylorismo è spesso menzionato congiuntamente al Fordismo, poichè strettamente associato ai metodi di produzione di massa nelle industrie meccaniche. Il nome che Taylor diede alla sua teoria fù scientific management. È connesso con lo studio dei tempi e dei movimenti per trovare "il metodo migliore" per raggiungere un obiettivo, cioè, quello che non prevede movimenti non necessari. Questo genere di ottimizzazione orientata all'operazione delle operazioni di lavoro è oggi utilizzata in molti processi industriali, ad esempio è particolarmente visibile nelle catene di montaggio e nei ristoranti tipo fast-food.

His arguments began from his observation that, in general, workers in repetitive jobs work at the slowest rate that goes unpunished. This slow rate of work (which he called "soldiering", but might nowadays be termed "loafing" or "malingering" as a typical part of a day's work), he opined, was a combination of the inherent laziness of people and the observation that, when paid the same amount, workers will tend to do the amount of work the slowest among them does. He therefore proposed that the work practice that had been developed in most work environments was crafted, intentionally or unintentionally, to be very inefficient in its execution. From this he posited that there was one best method for performing a particular task, and that if it were taught to workers, their productivity would go up.

Taylor introdusse vari concetti che non furono largamente accettati in quei tempi. Per esempio, dall'osservazione dei lavoratori, decise che il lavoro dovesse includere delle pause in modo tale che i lavoratori avessero tempo di recuperare dalla fatica. Taylor dimostrò questa teoria sperimentandola nell'industria mineraria. Fu detto ai lavoartori di far delle pause durante il lavoro, e la produzione migliorò. Oggi gli eserciti adottano questo concetto per le marce forzate - ai soldati è ordinata una pausa di 10 minuti per ogni ora di marcia. Ciò permette di incrementare la distanza percorsa rispetto ad una marcia forzata continua.

Additionally, he recognized that there is a certain suitability of certain people for particular jobs. His presentation of this seems quite discriminatory today:

Now one of the very first requirements for a man who is fit to handle pig iron as a regular occupation is that he shall be so stupid and so phlegmatic that he more nearly resembles in his mental make-up the ox than any other type. The man who is mentally alert and intelligent is for this very reason entirely unsuited to what would, for him, be the grinding monotony of work of this character. Therefore the workman who is best suited to handling pig iron is unable to understand the real science of doing this class of work.

This view -- match the worker to the job -- has resurfaced time and time again in management theories.

While his principles have a certain logic, most applications of it fail to account for two inherent difficulties:

• it ignores individual differences: the most efficient way of working for one person may be inefficient for another;
• it ignores the fact that the economic interests of workers and management are rarely identical, so that both the measurement processes and the retraining required by Taylor's methods would frequently be resented and sometimes sabotaged by the workforce.

Ironicamente, entrambe le problematiche furono riconoscute da Taylor, ma generalmente non furono intraviste dai manager che videro solamente i potenziali miglioramenti all'efficienza. Taylor believed that scientific management can not work unless the worker benefits. In his view management should arrange the work in such a way that one is able to produce more and get paid more, by teaching and implementing more efficient procedures for producing a product.

In generale, il Taylorismo puro vede i lavoratori semplicemente come macchine, da rendere maggiormente efficienti rimuovendo unnecessary or wasted effort. However, this approach ignores the complications introduced because workers are necessarily human: personal needs, interpersonal difficulties, and the very real difficulties introduced by making jobs so efficient that workers have no time to relax. As a result, workers worked harder, but became dissatisfied with the work environment. Some have argued that this discounting of worker personalities led to the rise of labor unions.

I problemi pratici causati dal Taylorismo portarono to its replacement by the human relations school of management in 1930.

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