The Taylor Bathtub and Management Changes

William Meller - The Taylor Bathtub and Management Changes
Niels Pflaeging in the book “Organizing for Complexity” mentions Taylor, stating that there are still many of his ideas in 21st-century companies. 

Taylor is mentioned by Niels Pflaeging in his book "Organizing for Complexity," who claims that many of his concepts are being used in 21st-century businesses. Scientific management, according to Niels, was a cornerstone devoted to a static, mass market, but it was incorrect for the worldwide world in which we live right now.

In Taylor's view, the new type of organizational science is nothing less than a "revolution" that would end the productivity constraints of the industrial age.

An organizational system established by Taylor gave wings to the industrial age's quest for efficiency.

According to Wikipedia, Frederick W. Taylor was the first person in history to see labor as worthy of careful study and observation.

He was also a pioneer in the field of management consulting.

In 2001, Fellows of the Academy of Management chose Taylor's 1911 book The Principles of Scientific Management as the most influential management book of the twentieth century.

During the twentieth century, Taylor's scientific management was the basis for management.

Niels Pflaeging argues, however, that over time, the simplicity of this model in organizations compensated for the social gaps with hierarchical divisions, the functional gaps with fragmented responsibilities, and the time gaps between thinkers and nonthinkers.

William Meller - The Taylor Bathtub and Management Changes

"... Many companies have made the shift to become more decentralized. Many more were born that way and have reasonably maintained radical decentralization as they grew, resisting the tendency to turn themselves into pyramids..." - ManagementQuotes

As the graph shows the historical trajectory of market dynamics and the recent growth of complex markets, it is referred to by Niels Pflaeging as the "Taylor Bathtub." 

It symbolizes the market's dynamism between the 19th, 20th, and 21st centuries. 

Following a century of inventive strength put to the service of mass, standardized production, with large markets being explored among few competitors, until the beginning of the twenty-first century, when a globalized market, open and accessible technology, and customer-centered approaches were introduced.

Classical management, however, was forever changed by one factor. 

That one factor is complexity. 

"... Those days are gone. High-dynamic value creation re-emerged around the 70s, due to the rise of global, high-competition markets and the return of more individualized demand that made customization paramount and enabled mass customization. High-dynamic value creation, in turn, calls for an increase in the human part of problem-solving processes..." - Niels Pflaeging

Older models become roadblocks.

A significant level of transformation is required for organizations to enable the current dynamic to be absorbed.

The decision-making process must be drastically decentralized. 

Essentially, they need to learn how to be agile.

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