Developing and Sustaining an Ethical †Free Samples to Students

Question: Discuss about the Developing and Sustaining an Ethical. Answer: Introduction: Taylorism proposed that the productivity of a company can be increased by optimising and simplifying the jobs of the workers. In fact, the managers and the workers need to cooperate with each other in order to advances in the business (Waring 2016). If Taylorism is applied in the recent working scenario in the countries like Australia or USA, it has to be said that it would act as a means of motivation for the employees. The concept can be directly applied to the fact that the employees an in organisation needs to be motivated in order to increase the productivity of the employees (Mortenson et al. 2015). The design of the script for the call centre is based on the fact that the employees should consider themselves in the shoes of the customers and understand the needs of the customers in order to provide better customer service and improve the productivity of the organisation. The idea of Taylorism is to adopt the scientific method to study and work and determine the most effective means to perform a particular task (Nyland et al. 2014). Thus, it can be said that rather than assigning nay particular work to the workers, it is better to match the workers with the capability and motivation and also train them that they would provide maximum efficiency in their respective work. It falls under the responsibility of the managers to come up with certain approaches that would eventually help to motivate the employees and that in turn will increase the productivity of the organisation (Witzel and Warner 2015). Taylors theory has been badly criticised during its time but Taylorism can find important applications in todays world as well. It is very important to carry out the business activities considering the scientific approach (Mortenson et al. 2015). For instance, it is very important to apply scientific knowledge to the manufacturing of cars or mobile phones or nay other thing. In such cases, the Rule of Thumb cannot hold true importance and what actually matters is the way the particular workplace operates (Nyland et al. 2014). The employees need to be motivated largely in order to gain effective outcome from them and in such cases, scientific way of treating the employees would not be effective enough. For example, the employees of the Google are given the opportunity to work according to their desire time and comfort. This has definitely acted as a means of motivation to these employees that lead to the success of the company. Toyotas cultural web Organisational culture has been described into seven dimensions depending on the values and beliefs of the organisation. The cultural model depends on the culture of the people and the relationship that the employees enjoy with the organisation. The car manufacturing giant has created its mark all over the globe and it is famous for the innovative means of technology that is used for the manufacturing of the cars (Paro and Gerolamo 2017). Thus, this particular organisational culture of Toyota can be termed as the achievement versus ascription dimension of the organisational culture. The organisational culture is designed in such a way that each and every employee of the organisation can participate in coming up with innovative approaches for the business. The organisation believes in the work of the employees and they are rewarded no matter how good or poor performers they are. On the other hand, the company believes that the employees should be valued irrespective of the designation or the role that they perform in the particular organisation (Chowdhury 2014). Some of the important organisational feature of Toyota are teamwork, continuous learning, increasing the quality of their product and organisational secrecy in order to remain competitive in the market. It is only in the presence of these principles, the success of Toyota can be determined. According to the cultural web model of Toyota, the employees have to face many challenges while operating in the market. Being a global leader, it falls under the responsibility of the leaders to maximise the human resource capabilities so that they can directly contribute towards the innovation of the business. As a car manufacturer, coming up with innovative ideas is the foremost requirement to remain competitive in the market where it operates (Schwartz 2013). The company also focuses on the quality of the product and believes that success can be achieved only by the means of improving quality of the service. Thus, it follows a culture where the people of the organisation follow a learning culture in terms of supporting problems and supporting the organisation in its innovative steps (Koren et al. 2016). This can be easily considered as the only effective way that has helped the organisation to achieve organisational and market success even in the presence of huge competition. Conclusion: With the detailed analysis, it can be easily said that Taylorism holds importance in the work culture of a number of organisations. However, scientific method cannot be applied to every organisation to increase the productivity but at times it requires motivating the employees that would eventually help to improve productivity. Toyotas model is largely based on the innovation and this is achieved only by the means of carrying out a learning process among the employees. The employees are given the opportunity to come up with their ideas that directly contribute to the innovative ideas and the success of the company. References: Chowdhury, S.D., 2014. Strategic roads that diverge or converge: GM and Toyota in the battle for the top.Business Horizons,57(1), pp.127-136. Koren, Y., Gu, X. and Freiheit, T., 2016. The impact of corporate culture on manufacturing system design.CIRP Annals-Manufacturing Technology,65(1), pp.413-416. Mortenson, M.J., Doherty, N.F. and Robinson, S., 2015. Operational research from Taylorism to Terabytes: A research agenda for the analytics age.European Journal of Operational Research,241(3), pp.583-595. Nyland, C., Bruce, K. and Burns, P., 2014. Taylorism, the international labour organization, and the genesis and diffusion of codetermination.Organization Studies,35(8), pp.1149-1169. Paro, P.E.P. and Gerolamo, M.C., 2017. Organizational culture for lean programs.Journal of Organizational Change Management,30(4). Schwartz, M.S., 2013. Developing and sustaining an ethical corporate culture: The core elements.Business Horizons,56(1), pp.39-50. Waring, S.P., 2016.Taylorism transformed: Scientific management theory since 1945. UNC Press Books. Witzel, M. and Warner, M., 2015. Taylorism revisited: culture, management theory and paradigm-shift.Journal of General Management,40(3), pp.55-70.