《泰勒主义.docx》由会员分享，可在线阅读，更多相关《泰勒主义.docx（9页珍藏版）》请在课桌文档上搜索。
1、ACriticalStudyonBehaviorismandTaylorismIntroductionUndertheinfluenceofmechanism,behaviorismandscientificmanagementtheoryhavegraduallydeveloped,andaffectedthefbllow-updevelopmentofmanagementtheory.Thispaperanalyzesthetheoryofmechanismandbehaviorism,anddiscussestheirinfluenceonTaylorism.Italsoanalyzes
2、theapplicationandlimitationsofTaylorisminmodemorganizations.TheideaofstandardizedproductionandmaterialrewardsystemproposedbyTaylordoctrinehavebeenwidelyusedinmodernenterprisemanagementpractice,whichhasplayedapositiveroleinlarge-scaleproductionandimprovinglaborefficiency.However,Taylordoctrineignores
3、peoplesneedsforthepsychologicalandspiritualworld,andmechanicalmanagementdistortshumannature,whichhasbecomeanimportantdefectofTaylordoctrine.EnterprisesneedtoavoidtheselimitationsintheprocessofapplyingTaylordoctrine.1. Mechanismandbehaviorism1.1 MechanistictheoryMechanismisaschoolofphilosophy.Mechani
4、sminsiststhatobjectiveobjectsconstitutetheworld.Theseobjectsmovemechanically.Thesesubstancescanbeperceivedandunderstoodbyhumanbeings,buttheywillnotrelyonhumanthoughts.Whathumanbeingsperceivecanonlybesomecharacteristicsofmatter(Brown,&1.adyman,2019).Mattermovesmechanicallyaccordingtothelaw.Naturalphe
5、nomenaareproducedbythemechanicalmovementofmatter,andthisistheonlyreason.Mechanismevenbelievesthatmanisabiologicalmachine.Althoughitisexquisitelyconstructed,itisstillmovingmechanicallyinessence(Liu,J2007).Mechanismdefinesthehumanbodyasakindofmaterialmechanicalmovement,andputshumanconsciousness,emotio
6、nandthinkinginasubordinateposition(Lodge,2014).ThisconcepthasaffectedthedevelopingbehaviorismandTaylorism.Scholarsbegantopayattentiontothechangesofhumanbehaviorandexternalenvironmenttobehaviormachinery,thusreducingtheattentiontohumanpsychologicalandspiritualneeds.1.2 BehaviorismBehaviorismisanimport
7、antschoolseparatedfrompsychology.Behaviorismtheorytakespredictingandcontrollingthebehavioroforganismsasthemainresearchcontent.Thistheoryabsorbstheviewpointsof,matterconstitutestheworldanddoesnotdependonhumanconsciousness*and,themechanicalmovementofmatteristheonlyreasonfortheformationofnaturalphenome
8、nainmechanism.Behaviorismtheoryalsoadvocatesshiftingthefocusofresearchfromhumanpsychologyandconsciousnesstothebehavioroforganisms(Mahoney,1989).Behaviorismattemptstodeveloppsychologyintoacompletenaturalscience.Behaviorismemphasizestheuseofobjectiveobservationtostudybehavior.Scholarstrytoestablishthe
9、functionbetweenenvironmentalstimuliandorganicbehaviorbyobservingandstudyingtheconnectionlawbetweenstimuliandbehavior,sothattheycanpredictandcontrolcollectivebehaviorbyadjustingenvironmentalstimuli.Classicalbehaviorismholdsthatthebehavioroforganismsisacollectionofindividualreactions,andindividualreac
10、tionsarenotinnate,butobtainedbyorganismsthroughlearningandconsolidationunderthestimulationofenvironmentalfactors,andemphasizestheinterpretationofbehaviorphenomenabypureandobjectivestandcirds(Skinner,1977).Newbehaviorismintegratessomepsychologicalviewpoints.Whileemphasizingthebasisofobjectivematerial
11、,italsoputsforwardthatthereispurposeandlogicinthebehavioroforganisms.Neobehaviorismalsobelievesthatthebehavioroforganismscanberegulatedandcontrolledbychangingenvironmentalstimuli.Therewardorpunishmentintheexternalenvironmentwillstrengthensomebehaviorsoforganisms,andthesebehaviorswilldegeneratewithou
12、tthestimulationoftheexternalenvironment(Staats,&Eifert,1977).Onthisbasis,scholarsputforwardincentivemotivationtheoryandsociallearningtheory.Incentivemotivationtheoryholdsthatincentiveisanimportantintermediaryvariablebetweenenvironmentalstimulationandbehavior.Thegreaterthepositiveinfluenceofthestimul
13、us,thegreatertheincentivedisplayedbythestimulus.Thismeansthatstimuliareproducedbyincentiverewardmachinesfororganicbehavior.Sociallearningtheoryholdsthatpeopleslearninginthesocialenvironmentshapespeoplespersonalityandcharacter.Humanbeingsformtheexpectationandvaluejudgmentoftheirbehaviorresultsthrough
14、thecontinuousaccumulationofexperiencestimulatedbytheenvironment,andcarryoutself-regulationonthisbasis.2. Taylorism2.1 InfluenceofmechanismandbehaviorismMechanismshiftsthefocusofpeoplesattentionfromhumanspirittoobjectivematerial.Humanbehaviorbecomestheresultofthemechanicalmovementofobjectivematerial,
15、andevenhumanisacomplexmachine.Taylorismacceptedtheseviewsofmechanicalmaterialism.Taylorismbegantoobjectivelyobservehumanbehaviorandstudythebestactionofeachlinkintheproductionprocess.Taylorismadvocatesimprovingtheefficiencyoftheproductionprocessthroughobservationandscientificaction,andfonulatingthest
16、andardsoftheproductionprocessaccordingtoallscientificactions.Taylorsscientificmanagementtheoryismechanicalinthedecompositionofproductionprocessandthedesignofproductionaction(Su,2017).Atthesametime,Taylorismalsogivesuptheconsiderationofpeoplesspiritualfeelings.Thesearesimilartotheinfluenceofmechanism
17、onbehaviorism.Behaviorismemphasizesthatthebehavioroforganismsisformedbycontinuouslearninginthestimulationoftheobjectiveenvironment,andbelievesthatinducementisanimportantintermediaryvariablebetweenstimulationandbehavior.Taylorismabsorbedtheseviews.Scientificmanagementtheoryemphasizesthetrainingofwork
18、ers,sothatworkerscanmasterthescientificworkflow,whichisthebasisofimprovingproductionefficiency(Awofeso,2019).Scientificmanagementtheoryalsoregardsmaterialrewardasanimportantfactortomotivateemployeestoimproveefficiency.Inessence,itusesthepositiveincentiveeffectofmaterialrewardtostimulateworkers1effic
19、ientworkbehavior.Taylorismstilladherestotheviewofobjectivematerialworld.Intermsofincentive,itonlyemphasizeswagerewardandignoresthepsychologicalneedsofworkers.2.2 TaylorismTaylorismisalsoknownasscientificmanagementtheory,whichlaysthefoundationforthedevelopmentofmodernmanagementtheory.Scientificmanage
20、menttheoryholdsthatthefundamentalwaytosolveenterprisecontradictionsistoimproveproductionefficiency,andscientificmanagementisanimportantmeanstoimproveproductionefficiency(Chen,2002).Therefore,boththecapitalsideofenterprisesandworkersneedtocarryoutathoroughthinkingrevolution.Taylorismputsforwardthatma
21、nagementpracticeisthebasisofthebirthofmanagementtheory,andmanagementtheoryisobtainedthroughtheobservationandsummaryofmanagementpractice.Taylorismalsoemphasizesscience.Taylorbelievesthatscientificresearchmethodsareusedtoremovetheperceptualfactorsintraditionalmanagement,andscientificactionsareusedtore
22、placepersonalexperience,soastomakeproductionactivitiesconformtoscientificlaws,andtheproductionactivitiesandresourceutilizationefficiencyofenterpriseswillbeimproved.Theimprovementofproductionefficiencyistheultimategoalofmanagement.Taylorismrequiresfullcooperationbetweenworkersandcapital.Struggleandqu
23、arrelcannotsolvetheproblemsfacedbyenterprises.Thefundamentalwaytosolveenterpriseproblemsistoimproveenterpriseproductionefficiency.2.3 Taylor,smanagementprinciplesTaylor1Smanagementprinciplesincludetheuseofscientificmethodstospecifylaborfactors,scientificselectionandtrainingofworkers,allworkinaccorda
24、ncewithscientificprinciples,andreasonableworkdistributionbetweenmanagersandworkers(Reginald,&Jeanette,2013).Theuseofscientificmethodstospecifylaborfactorsmeansthateachelementinthelaborprocesscanreduceredundantactionsthroughscientificanalysisanddesign,soastomaketheelementmoreefficient.Thismanagementp
25、rinciplecanplayanimportantrolewhentheproductionandlaborprocessoftheenterprisecanbesubdividedandtheoriginalproductionprocesshasredundantbehavior;Thismanagementprinciplerequiresmanagerstoobserveandstudythelaborprocessoftheenterprise,andthenformulatescientificoperationstandardsforeachlaborfactor.Thepri
26、ncipleofscientificselectionandtrainingofworkersmeansthattheenterpriseneedstoselectworkerswhomeettheworkneedsaccordingtotheworkcontent,andprovidecorrespondingtrainingopportunitiesforworkerstohelpemployeesmasterscientificworkskills.Forfixedandpredictableworkcontent,thismanagementprinciplecanplayanimpo
27、rtantrole.Becausethefutureworkcontentiswithinthepredictedrange,employeescanacquiretheseskillsthroughtraining.Managersneedtofocusonthequalityandabilityofemployeesintherecruitmentprocess,andprovidetrainingopportunitiesforemployeestohelpthemimprovetheirworkability(Dechang,.2010).Allworkcomplieswithscie
28、ntificprinciples,whichmeansthatmanagersneedtorequireworkerstoimplementallprocessesinaccordancewithscientificprinciplesintheprocessoflabor.Whenthelaborprocesscanbestandardized,strictimplementationcanimprovetheefficiencyofenterprises.Thisrequiresmanagerstocooperatewithworkers.Managersneedtoestablishaf
29、oremansystemandsuperviseworkersreasonably.Theprincipleofreasonableworkdistributionbetweenmanagersandworkersmeansthatmanagersneedtocooperatewithworkers,andmanagersandworkersshouldbearthejobresponsibilitiestheyaregoodat.Thisrequiresthattherespectiveresponsibilitiesofmanagersandworkerscanbeclearlydisti
30、nguishedandinlinewiththeirrespectiveidentities.Managersneedtoworkcloselywithworkers.2.4 ApplicationofscienticmanagementtheoryinmodernorganizationScientificmanagementtheorymakesmanagementamodemscience.Theviewpointofrepresentingtraditionalexperiencewithscientificmethodsproposedbyscientificmanagementth
31、eoryhasbeenappliedbymanyenterprises.UnitedParcelServiceisafamouscase.UnitedParcelServiceneedstosendmorethan9millionparcelseveryday,andmorethan150000employeescompletealltasksinthewholelaborprocess.Inordertoimproveworkefficiency,theengineersofUnitedParcelServiceCompanycarefullystudiedthetravelrouteofe
32、achdriver,andanalyzedthelinkssuchastransportation,pickingupandsuspension.Onthisbasis,theyformulatedstandardsfortheworkofeachemployee,andevencalculatedthetimetogotothetoiletanddrinkcoffee.Driversandotheremployeesinthecompanymustreceivestricttrainingfromthecompany.Theyevenneedtobefamiliarwiththepostur
33、eofholdingfoldersandpackages(Ning,2016).UnitedParcelServicehasimprovedthecompanysworkefficiencybyrelyingonscientificlaborprocesses.Eachemployeecansuccessfullysendmorethan130parcelseveryday.Scientificworkflowhelpsthecompanyimproveworkefficiencyandachievemanagementobjectives.2.5 Anotherimportantcontri
34、butionofscientificmanagementistheprincipleofmaterialreward.Scientificmanagementtheoryrequiresthatemployeesberewardedaccordingtotheproductioncharacteristicsofenterprises.IntelsMalaysianprocessingplanthasadoptedapieceratewagesystem.Thecompanywillrewardemployeesaccordingtothenumberofproductsproducedbye
35、mployees(Robertson,2009).Themorethenumber,themorerewardsemployeesreceive.Pieceworkpayhasplayedaverypositiverole.Inordertogetmoresalary,employeestaketheinitiativetoimprovetheirproductionefficiencyinordertoproducemoreproducts.2.6 1.imitationsofTaylorismAlthoughTaylorismhaseffectivelyimprovedproduction
36、efficiencywhenhumansocietyhasjustenteredtheindustrialera,Taylorismhasobviouslimitations.Taylorseconomicmanhypothesistakeseconomicinterestsastheonlyfactortostimulateworkersenthusiasm,whichignoresthepsychologicalneedsofworkersashumanbeings.AccordingtoMaslow,sdemandtheory,afterpeopleobtaineconomicbenef
37、its,theyalsoneedtoobtainrespectandtherealizationofself-worth.Taylorismalsobelievesthatthecontradictionbetweencapitalandworkersisthelowefficiencyofresourceutilization,andtheimprovementofproductionefficiencycansolvetheseproblems,butinfact,theinterestsofcapitalandworkersarenotunified,andthetwosidesarec
38、ompetingforthedivisionofenterpriseinterests.TheimplementationofTaylorismacceleratedthedissatisfactionofemployees,andthecontradictionbetweenworkersandenterprisesbecamedeeper.Taylorhimselfwasalsoaccusedbyworkers.3. ConclusionScientificsocialismisanimportantfoundationofmodemmanagementtheory.Taylorsstan
39、dardizedmanagementthinkingandmaterialincentivehaveanimportantimpactonthesubsequentmanagementsystem.Undertheinfluenceofmechanismandbehaviorism,thescientificmanagementsystemhasdeveloped,butTaylorismalsohasseriouslimitations.Theneglectofhumannatureandtheexcessiveemphasisonmaterialmakethescientificmanag
40、ementsystemopposedbymodernorganizations.ReferencesBrown,R.,&Ladyman,L.(2019).Thetriumphsofmaterialism:themechanicalphilosophy,thescientificrevolutionandtheEnlightenment.MmeziRiS肛4(2),74-80.1.iu,J.L.(2007).OntheUnderstandingofCommunicationfromtheAngleofHistoricalMaterialism.JournalofABATeachersColleg
41、e,8(3),156-166.1.odge,R(2014).LeibnizsMillArgumentAgainstMechanicalMaterialismRevisited.ErgoanOpenAccessJournalofPhilosophy,22(9),97-105.Mahoney,MJ.(1989).Scientificpsychologyandradicalbehaviorism:Importantdistinctionsbasedinscientismandobjectivism.AmericanPsychologist.Skinner,B.E(1977).Hermsteinand
42、theevolutionofbehaviorism.AmericanPsychologist.Staats,A.W.,&Eifert,G.H.(1977).Theparadigmaticbehaviorismtheoryofemotions:Basisforunification.ClinicalPsychologyReview.Su,Y.(2017).TaylorScientificManagementTheoryCardingandSignificanceofOrganizationManagement.SocialSciences.Awofeso,O.(2019).ManagingFor
43、malOrganizationsinthe21stCentury:ACritiqueofFredrickTaylorsScientificManagementTheory.JournalofPublicManagementResearch.Chen,Y.(2002).ScientificManagementofWeed:TheoryandImplementation.ChineseJournalofEcology.Reginald,B.,&Jeanette,M.(2013).TheRelevanceofScientificManagementandEquityTheoryinEverydayM
44、anagerialCommunicationSituations.SocialScienceElectronicPublishing.Dechang,L.(2010).PracticeValueoftheShiScientificManagementTheorytotheChineseManagementAssumptionofRationalInformationPersonfromtheCompletenessPerspective.ChineseJournalofManagement.Ning,J.(2016).Taylor,sScientificManagementTheoryandHumanism.JournalofJixiUniversity.Robertson,A.(2009).InnovationManagement:TheoryAndComparativePracticeIllustratedByTwoCaseStudies.ManagementDecision.
