It has become the preferred approach among companies with progressive human resources practices, and it benefits both the company and its employees through open communications and by pushing decision-making downward within the organization. Employees simply did as they were told by their supervisors, who also operated within confined parameters set by their superiors. When global market forces were relatively static with the United States in the dominant position, Taylorism ensured the continuity and conformity necessary for American companies to maintain their economic supremacy. Today, the only constancy is change itself.
Survival requires continuous adaptation to shifts in customer needs and demands.
Companies must perpetually rethink all aspects of their organization, including the way in which work is organized and performed. The static effects of Taylorism can be a barrier to the reengineering process. Thus, companies have turned away from Taylorism towards a dynamic work team concept that moves as much brain work as possible to front-line employees. It involves employees intellectually in the business operation and commits them to making the process function more effectively while constantly seeking their input into methods for improving it. Rather, it is a way for employees and employers to relate to one another.