Summer 1

Background

Frederick Taylor began his career in 1874, working in a machine shop, and rapidly rose into a management position. Meanwhile, he was a competitive tennis player, winning the 1881 US Open doubles tournament. He ultimately worked as a consultant for the Manufacturing Investment Company of Philadelphia, as what would now be called an efficiency expert. This was a time of rapid expansion in large-scale manufacturing, accompanied by the beginning of efforts at unionization. Taylor observed that most workers were interested in minimizing their amount of effort, and that most managers were utilizing strategies that did not maximize effort and efficiency. He consequently advocated for “scientific management” as a more productive approach.

Questions

1. Describe the strategy of “initiative and incentive.” Which aspects are familiar in workplaces today, which are not?

2. Taylor argues that scientific management is superior to “initiative and incentive.” What evidence does he provide to support this claim?

3. Taylor worked with pig-iron handlers at Bethlehem Steel (note his stereotypical characterization of Schmidt). Describe a situation within your organization where a similar approach has been applied.

Reading

Weber, M. (1949/1993). Bureaucracy. In F. Fischer & C. Sirianni (Eds.), Critical studies in organization and bureaucracy. Temple University Press.

Background

Max Weber was raised in a family that supported the free exchange of ideas through the convening of regular salons. He trained as a lawyer at the Universities of Heidelberg and Berlin, where he spent much of his time “drinking beer and fencing”. Upon completion of a dissertation, he became a professor in Berlin, where his interest in social policy was nurtured. Weber is often described as one of the founders of modern sociology. His major methodological contribution was to eschew the purely empirical approach that was popular at the time, examining the meanings and motivations behind individuals’ actions. His work addresses a broad swath of sociology, including individual and organizational relationships, class and status, religion (he coined the term “protestant work ethic”), urban life, the economics of capitalism (influenced by Marx), and the role of the state (which he famously defined as the organization that has a monopoly on the legitimate use of force).

Questions

4. Weber describes hierarchy and graded authority as one characteristic of organizations (“officialdom”). What are the perceived benefits of these features?

5. Describe the role of expertise in elected versus appointed positions. Even though you may not work with individuals who are elected, are there elements of this dichotomy that manifest themselves in your organization?

6. Weber asserts that the bureaucratic form is superior to all other types of organizing. Why?