Factory Owners During The Industrial Revolution. You Term Paper

¶ … factory owners during the Industrial Revolution. You are having trouble recruiting and retaining workers, and getting them to do what you want them to do. What techniques would you use to accomplish your goals of achieving efficient and profitable production? Today, because of the apparently unjust conditions of workers during the early days of industrialization, modern sympathies tend to lie with the factory workers in their efforts to unionize and secure their rights during the early days of the Industrial Revolution. However, even from the capitalist's perspective, unmotivated employees were not as productive as loyal and motivated laborers, thus it was perhaps mistaken to be blatantly unconcerned about workers rights. In fact, at the beginning of the Industrial Revolution, the capitalist factory owners were often frustrated by the need to impose discipline upon workers who were used to agricultural methods and rhythms of labor. This began, initially, by paying workers by the completed piece to motivate workers to work harder, a technique...

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Gradually, modern industry has learned that by encouraging company loyalty to an organization and by stressing the need for a specific method and pace of work, workers can be both loyal efficient. The assembly line encouraged the reenactment of standard operating procedures in a factory operation. But by paying workers higher salaries than competitor companies, and by giving workers a regular and consistent wage, as well rewarding excellent employees with additional benefits, bonuses, and recognition, workers became more motivated and were more willing to stay at a particular company. Thus, encouraging loyalty through monetary and promotional recognition combined consistent training is superior than merely paying workers by the piece or merely working laborers as hard as they are willing to work for lower wages. Scientific management offered additional ways of creating standardized operating procedures in factory organizations, although it did not take into consideration the human elements of…

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Take a look at the three organizational charts at the websites below. How do these charts represent bureaucracy? How are they similar, and how are they different?

Bureaucracy is a word that has become almost synonymous with red tape and poor and inefficient procedures based not upon reality but upon protocols. However, some bureaucracy is necessary for large organizations to function. For example, for the Argone National Laboratory (http://www.ipd.anl.gov/anl_org_chart/) the organization in question demonstrates the series of bureaucratic channels, with one large organization enveloping several smaller departments of specific areas of equal expertise. The U.S. Department of Energy is technically in charge, overseeing the University of Chicago's operation of the lab in question. The university lab's official head has ultimate control over the smaller cell organizations, while each laboratory beneath the director acts as a department in and of itself, although still under official administrative control. Thus, smaller, but still crucial organizational hubs that serve different but equally necessary functions under the larger, official bureaucratic heads and within a larger bureaucracy.

The functional chart for Argone stands in contrast to the human-focused organizational chart offered by the U.S. Department of Health and Human services. Although both charts show top-down hierarchies, there is an emphasis on personality as well as function in the Heath and Human services diagram, and thus the chart is more complex -- it is both more specific, but also, because it contains more information a bit more difficult to understand for a layperson from the outside, about the many different functionaries within each individual cell of the bureaucracy. (http://www.os.dhhs.gov/about/orgchart.html)


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