[UNIT- 9] SCIENTIFIC MANAGEMENT THEORY :

F. W. TAYLOR (1856 -1915)

★ INTRODUCTION:-

• First systematic theory of Administration .

• Term 'Scientific Management' coined by Louis Brandies in
1910.
• But, it was Taylor who used the term to explain scientific
methods and techniques for increasing organizational
efficiency.
• Hence, F.W. Taylor is regarded as the Father of Scientific
Management.
• Scientific Management is also called "Taylorism".

★ Few Facts About Taylor

• Born in Pennsylvania ( a German town) on March 20, 1856.

• He started working as an apprentice (without wage) at age of

18 at Philadelphia and later worked as a labourer for a few
years.
• It was in 1884, that Taylor rose to the position of Chief
Engineer.

• In 1890 , he became the General Manager of a Manufacturing

Company in Maine and finally from 1901 onwards devoted his
time in research work till his death (on March 28, 1915).

★ His contributions in the Scientific Management Theory

are recorded in his papers :

1. A Piece Rate System (1895)

2. Shop Management (1903)

3. The Art of Cutting Metals (1906)

4. The Principles of Scientific Management ( 1911)

★ TAYLOR'S SCIENTIFIC MANAGEMENT: We can

understand Taylor's Scientific Management Theory under
the following four headings :-
1. Identification of reasons for reduced production.
2. Assumptions of Scientific Management .
3. Principles of Scientific Management .
4. Elements (Techniques) of Scientific Management.

1.Identification of reasons for reduced

production :-

Taylor identified two major reasons:

1. Soldiering
2. Initiative and Incentive based Management .

1. SOLDIERING: This refers to the tendency of the

employees to restrict the work output.

Soldiering are two types - Natural Soldiering and

Systematic Soldiering .
Natural Soldering: It is restricting of output due to inherent
qualities of individuals like laziness, shyness, incapability
etc.
Natural Soldering can be corrected by persuasion or threat.
Systematic Soldering : Reduction in the output, done
deliberately by the workers or the employees.

RÈASON:

1. Incentives were paid to the workers for attendance rather

than the work done.
• Hence, the workers were afraid of losing work (if the
productivity was higher and the work got completed earlier).

2. Initiative and Incentive based Management

• Earlier, the organizations were run in an unorganized and

unscientific manner. This unorganized and unregulated way
was known as the Rule of Thumb.

• Managers were lazy and Didn't take up their responsibilities

(planning, directing etc.) seriously.
• The labourers did the work for incentives (salaries) and had to
take initiatives on their own Hence, this was called Initiative and
Incentive based management .

• Taylor advocated that the management should take up its

responsibilities seriously.

2. Assumptions of Scientific Management :-

1. The functioning of an organization can be improved with the

application of scientific methods.

2. A good worker is one who does not initiate action, but

accepts the orders of the management.

3. Every worker is an economic man and is motivated by

monetary factors.

3. Principles of Scientific Management :-

1. Development of a true science of work ( Standardisation of

work methods) : (বিজ্ঞানসন্মতভাবে কার্যপদ্ধতি পরিচালনা)
The management should define the goals , jobs, responsibilities
and every other aspect of the organisation.
Therefore it should study and analyse the organisation
scientifically.
This scientific study will result in one best way of doing work.

2.Scientific selection, training and development of

workers: (বিজ্ঞানসন্মতভাবে কর্মী নিয়োগ ও প্রশিক্ষন)

The workers should be selected and trained in a systematic

and scientific manner.
Right man for the right job.
The management should ensure that workers adjust to the new
methods willingly.

3. The bringing together of science of work and workers

who are scientifically selected and trained: ( কর্মী ও
ম্যানেজারদের মধ্যে সমন্বয়)

According to Taylor, no organisation can succeed if there is

absence of harmony between the management and the
workers.
Scientific management, according to him, involved a complete
MENTAL REVOLUTION on the part of workers and managers.
MENTAL REVOLUTION demanded of the fact that their
interests are not in opposition with each other. Rather mutual
prosperity is possible only through mutual cooperation.

4. Equal division of work and responsibility between the

management and the workers: (কর্মী ও ম্যানেজারদের মধ্যে
দায়িত্ববন্টন)

The manager should take up his work and responsibility rather

than shifting the burden on workers.
There should not be undue burden to either of the two.

Now, The combination of all these four principles is collectively

called scientific management.
> The philosophy of these principles can be summarised as :
1) Science, not rule of thumb
2) Harmony , not discord
3) Cooperation, not individualism
4) Maximum output, in place of restricted output
5) Development of each , to greatest of efficiency and
prosperity.
 4. Elements (Techniques) of Scientific
Management:-

Elements/Techniques of Scientific Management

1. Motion Study .
2. Time Study .
3. Differential Piece Rate Plan .
4. Exception Principle .
5. Functional Foremanship.

MOTION STUDY

This technique aims to find out the one best way of

doing a work .
• A job at the shop floor is divided into small
activities or motions
• And then the best set of motions is determined.
• Standards of work methods are set, taking into
consideration the tools and equipments , raw
materials , hand and body movements etc.

TIME STUDY

• Used to determine the standard time for

completion of work .
A stop watch is used in this technique
• All the activities are sequenced in such a way
that the job is completed in the minimum time
possible.

DIFFERENTIAL PIECE RATE SYSTEM

• Payment on the basis of standards set by

motion and time studies.
• To solve the problem of systematic soldiering
in an organization .
• Payment on the basis of performance of the
worker (instead of attendance):

>Low piece rate upto standard .

>Large bonus at the standard .
> Higher piece rate above the standard.

EXCEPTION PRINCIPLE

According to this principle, the managers should

be interested only in the exceptional cases in an
organization:

•Exceptional cases: Workers whose performance

varies from Standard performance.
>Workers unable to meet the targeted output
>Workers exceeding the targeted output.

FUNCTIONAL FOREMANSHIP
(most importent for ugc net)

•Foreman = Supervisor.

• Functional Foreman = Specialized Supervisors.

• A worker is supervised by EIGHT Functional

Foreman Hence, Taylor rejected the concept of
Unity Of Command.

• Out of these 8, 4 are responsible for planning

and the other 4 are responsible for execution.
Qualities of a Good Foreman :

• Taylor specified NINE qualities of a Good

Foreman:
1. Education .
2. Special or Technical Knowledge.
3. Manual dexterity (নিপুনতা) and strength.
4. Tact (চাতু র্য্য).
5. Energy .
6. Grit (সাহস).
7. Honesty .
8. Judgement.
9. Good Health.

IMPACT OF SCIENTIFIC MANAGEMENT:

1. Introduced more effective use of labour, material

and managerial capabilities.

2. Promoted harmony and cooperation between

workers and management .
3. Focused on elimination of waste (in material,
time, efforts and skills).

CRITICISM

1. Concentrated on the lower level (shop floor)

only- hence called Partial theory of organization.

2. Treated workers as machines and neglected

their human side. Hence, called Mechanistic
theory.

3.Underestimated and oversimplified human

motivation. Assumed man to be motivated by
economic factors only. Hence, called Monistic
theory of Motivation.

4. Opposed by March and Simon as

'Physiological Organization Theory'.
5. Opposed by Labour unions as the concept of
Mental Revolution was anti-trade unions.

6. Opposed by managers as it increased their

work and responsibilities.

Thank you …….