What is one of the main limitations of Scientific Management?

One of the primary limitations of Scientific Management is its tendency to overlook the psychological and social dimensions of work. Pioneered by Frederick Winslow Taylor in the early 20th century, this management approach emphasizes efficiency, standardization, and the optimization of task performance through careful observation and measurement. While these principles can enhance productivity, they often do so at the expense of employee satisfaction, motivation, and interpersonal dynamics within the workplace.

By concentrating heavily on the mechanical aspects of work—such as time and motion studies—Scientific Management may fail to consider how workers feel about their jobs, their relationships with colleagues, and their overall engagement with the organizational culture. This oversight can lead to a workforce that feels dehumanized, undervalued, or disconnected from the larger goals of the organization. Consequently, while productivity may improve in the short term, long-term sustainability can be compromised due to high employee turnover, low morale, and lack of loyalty.

The other options present aspects that may not be central to the critique of Scientific Management. The dependence on worker creativity is not a hallmark of this approach, as it often seeks to minimize variability in how tasks are performed. The need for significant technological investment is not universally applicable, as many aspects of Scientific Management can be implemented