Taylorism refers to application of scientific management in work process which would break a particular task into numerous sub-tasks so that production could increase. It emphasises on maximising production efficiency by minimizing the requirement and application of skills.
In the present business situation, specialists in America, Australia and Europe would not welcome Taylorism procedure since there have been significant changes in the technological and innovative aspects of work process. The Taylor model does not enhance the skill level of the workers and there is no wisdom involved in adopting this old theory (Axelrod & VanDeveer, 2014). The workers of the present generation are willing to increase their skill-set and knowledge base since the prevailing business environment is highly competitive. Since work related skills and knowledge is not encouraged in the Taylorism model, workers would not want to get involved in just a mechanical process which does not involve any skill and knowledge transfer (Axelrod & VanDeveer, 2014).
The implementation of the Taylorism model can be useful in the designing aspect of scripts for the use in call centres to a limited extent. Since the activities and operations involved in the call centre set-up are mainly grouped into different categories based on the sector that specialize in the particular function (Axelrod & VanDeveer, 2014). There is scope to divide the work process in a call fixate contingent upon the zone of learning, ability and occupation part of representatives and in like manner allot particular employment to the call focus workers by adopting the taylor scientific management model. But this work method will not come in handy when a new or different situation arises which needs a different kind of a solution.
There will be many enterprises and organizations around the world which can receive the Taylorism technique for work. The essential standards which are followed in the process like division of work, high pay for diligent work, utilization of straightforward creation methods are the foundation for ant start-up business concern. The accurate application of Taylorism in the current scenario can help relevant firms to get good results (Axelrod & VanDeveer, 2014).
Zappos has incorporated an unconventional strategy in its recruitment process, i.e., paying the new employees on after the first week of training after joining to quit. The employees who are newly recruited and would quit the same moment would also be awarded with extra $ 1000. This unique and unconventional strategy has worked for the online shoe retailer in engaging deep level of commitment from its employees, especially to check and keep the new employees who are new to the company and are actually willing to work for the company for long term (Collings, 2014).
The very human work culture inculcated by Zappos has worked in favour of the company to keep the employees, whether new or old, to be proactive and enthusiastic to work for the company along with providing best of the customer service (Erez, et al., 2013). The employees have the liberty of deciding the work culture every year. The intention of the company to retain the new employees by paying them is to layer out the best and the most interested employees for providing best customer service by paying the employees who have the probability of engaging less in providing service in the company. The company does this to keep the candidates who are actually fit for the job.
The CEO of Zappos, Tony Hsieh, believes in having great work culture in the organization. Having very flexible work culture in the organization paves a way to invite in better customer service and generation of sales for the company. If a company has great organization culture, building of an excellent brand image becomes an eventual outcome. The work culture can also lead to having efficient employees right from the recruitment process who would work and provide efficient productivity on a longer term (Frynas & Mellahi, 2015).
A better organization culture would lead to maximizing profits and generation of better revenues on a longer term. A flexible and innovative company culture would lead to keeping the employees content and more inclined towards the organizations even during the crisis. An open and flexible work culture also enhances the creative pool of the company which leads to the generation of various ideas both in quality and quantity (Frynas & Mellahi, 2015). The company having more number of ideas would result in the innovation of the services and products along with the whole organization which would be beneficial for the company for a longer them. A better organizational culture enhances the productivity of a company as a whole.
Axelrod, R.S. and VanDeveer, S.D. eds., 2014. The global environment: institutions, law, and policy. CQ Press.
Botha, A., Kourie, D. and Snyman, R., 2014. Coping with continuous change in the business environment: Knowledge management and knowledge management technology. Elsevier.
Brady, J., Ebbage, A. and Lunn, R., 2013. Environmental management in organizations: the IEMA handbook. Routledge.
Brown, B.E., 2016. Regional fishery management organizations and large marine ecosystems. Environmental Development, 17, pp.202-210.
Collings, D.G., 2014. Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities. Journal of World Business, 49(2), pp.253-261.
Erez, M., Lisak, A., Harush, R., Glikson, E., Nouri, R. and Shokef, E., 2013. Going global: Developing management students' cultural intelligence and global identity in culturally diverse virtual teams. Academy of Management Learning & Education, 12(3), pp.330-355.
Frynas, J.G. and Mellahi, K., 2015. Global strategic management. Oxford University Press, USA.
Hislop, D., 2013. Knowledge management in organizations: A critical introduction. Oxford University Press.
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