FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W101196468> ?p ?o ?g. }

• W101196468 startingPage "45" @default.
• W101196468 abstract "AbstractDevelopments in thought since the publication of Frederick W. Taylor's The Principles of Scientific Management have taken the notion of too seriously while overlooking the fact that Taylor's interest was aimed at using principles to enhance management. Such a of Taylorism leads to scientism and an overemphasis on the entailed rationality concept. In this article, we point to several resulting from scientism. Management thoughts and research had suffered from such deficiencies over the past century. If researchers do not heed such concerns, these problems are likely to continue and undermine practices and research in the future. We suggest two strategies to remedy these deficiencies, to cure scientism, and to return to Taylor's true interest in management. The first strategy relies on an philosophy that encourages managers and researchers to enhance their awareness and expand their understanding. The second strategy calls for managers and researchers to consider not only as a science but also as an art. With broadened perspectives, the two strategies can give new meanings and life to Taylorism in the future.Keywordsscientific management, Taylorism, edificationIntroductionIn his book, Anxiety of Influence, Harold Bloom (1973) suggests the power of the poet comes from his or her strong of predecessors. Such a reading reconstitutes the past as appropriated by the would-be genius of the present (Hall, 1994). We can paraphrase Bloom and assert that since Frederick W. Taylor published The Principles of Scientific Management in 1911, developments in thought have arisen from a strong of Taylor's work.Bureaucrats, corporatists, scientists, and others have taken the notion of so seriously as to overlook the fact that Taylor's scientific management aims to use principles to enhance management. Under a strong of Taylorism, most thinkers and scholars have focused on turning into a science. They, in turn, have transformed the spirit of into scientism.This article points out that such a strong and overemphasis on scientism (as well as its entailed rationality concept) has directed thoughts on and research during the last century and led to several that are not healthy for management. Two strategies for practice and research will be useful for remedying these deficiencies, to cure scientism and return to Taylor's true interest in management. The first strategy calls for managers and researchers to examine and revise constantly their frameworks of understanding. The second strategy calls for managers and researchers to consider not just as a science but also as an art. These two strategies, in a sense, are an actualization of edification philosophy. One may call these two strategies another strong of Taylorism. After all, Taylor would not have envisioned these strategies in his management. However, the two strategies contain some of the spirit of management. Moreover, with a broadened perspective and an expanded understanding, the two strategies give new meanings and new life to Taylorism.The organization of the rest of this article is as follows: Section 2 gives an overview on the deficiencies caused by the misreading of Taylor's management. Section 3 proposes an edification philosophy to remedy these deficiencies. Section 4 further suggests the need to go beyond science to incorporate art into management. Section 5 concludes the article by suggesting future directions for subsequent research.The Over-Trodden RoadThere have been various thoughts developed since Taylor published his master work (e.g., George, 1972; Howell, 1995; Wren & Bedeian, 2008). …" @default.
• W101196468 created "2016-06-24" @default.
• W101196468 creator A5025967046 @default.
• W101196468 date "2013-04-01" @default.
• W101196468 modified "2023-09-23" @default.
• W101196468 title "The Road Not Taken: Putting Management Back to Taylor's Scientific Management" @default.
• W101196468 hasPublicationYear "2013" @default.
• W101196468 type Work @default.
• W101196468 sameAs 101196468 @default.
• W101196468 citedByCount "1" @default.
• W101196468 countsByYear W1011964682015 @default.
• W101196468 crossrefType "journal-article" @default.
• W101196468 hasAuthorship W101196468A5025967046 @default.
• W101196468 hasConcept C111472728 @default.
• W101196468 hasConcept C118563197 @default.
• W101196468 hasConcept C121332964 @default.
• W101196468 hasConcept C127413603 @default.
• W101196468 hasConcept C138496976 @default.
• W101196468 hasConcept C138885662 @default.
• W101196468 hasConcept C144024400 @default.
• W101196468 hasConcept C145038440 @default.
• W101196468 hasConcept C15744967 @default.
• W101196468 hasConcept C162324750 @default.
• W101196468 hasConcept C163258240 @default.
• W101196468 hasConcept C187736073 @default.
• W101196468 hasConcept C201717286 @default.
• W101196468 hasConcept C36289849 @default.
• W101196468 hasConcept C55587333 @default.
• W101196468 hasConcept C62520636 @default.
• W101196468 hasConcept C754379 @default.
• W101196468 hasConceptScore W101196468C111472728 @default.
• W101196468 hasConceptScore W101196468C118563197 @default.
• W101196468 hasConceptScore W101196468C121332964 @default.
• W101196468 hasConceptScore W101196468C127413603 @default.
• W101196468 hasConceptScore W101196468C138496976 @default.
• W101196468 hasConceptScore W101196468C138885662 @default.
• W101196468 hasConceptScore W101196468C144024400 @default.
• W101196468 hasConceptScore W101196468C145038440 @default.
• W101196468 hasConceptScore W101196468C15744967 @default.
• W101196468 hasConceptScore W101196468C162324750 @default.
• W101196468 hasConceptScore W101196468C163258240 @default.
• W101196468 hasConceptScore W101196468C187736073 @default.
• W101196468 hasConceptScore W101196468C201717286 @default.
• W101196468 hasConceptScore W101196468C36289849 @default.
• W101196468 hasConceptScore W101196468C55587333 @default.
• W101196468 hasConceptScore W101196468C62520636 @default.
• W101196468 hasConceptScore W101196468C754379 @default.
• W101196468 hasIssue "1" @default.
• W101196468 hasLocation W1011964681 @default.
• W101196468 hasOpenAccess W101196468 @default.
• W101196468 hasPrimaryLocation W1011964681 @default.
• W101196468 hasRelatedWork W126001138 @default.
• W101196468 hasRelatedWork W1491866640 @default.
• W101196468 hasRelatedWork W1498493643 @default.
• W101196468 hasRelatedWork W154899719 @default.
• W101196468 hasRelatedWork W1964184136 @default.
• W101196468 hasRelatedWork W1995884010 @default.
• W101196468 hasRelatedWork W2036854962 @default.
• W101196468 hasRelatedWork W2061938252 @default.
• W101196468 hasRelatedWork W2081390138 @default.
• W101196468 hasRelatedWork W2124860425 @default.
• W101196468 hasRelatedWork W2163748011 @default.
• W101196468 hasRelatedWork W2275311063 @default.
• W101196468 hasRelatedWork W2318362973 @default.
• W101196468 hasRelatedWork W2339513091 @default.
• W101196468 hasRelatedWork W2395967003 @default.
• W101196468 hasRelatedWork W2901487175 @default.
• W101196468 hasRelatedWork W3121762298 @default.
• W101196468 hasRelatedWork W3173321808 @default.
• W101196468 hasRelatedWork W3210957547 @default.
• W101196468 hasRelatedWork W3125589752 @default.
• W101196468 hasVolume "5" @default.
• W101196468 isParatext "false" @default.
• W101196468 isRetracted "false" @default.
• W101196468 magId "101196468" @default.
• W101196468 workType "article" @default.