SCIENTIFIC MANAGEMENT

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SCIENTIFIC MANAGEMENT

• Defined by Frederick W. Taylor
• AKA Taylorism

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SCIENTIFIC MANAGEMENT

• Text Book Definition The systematic study of
  relationships between people and tasks for the
  purpose of redesigning the work process to
  increase efficiency.

• Websters New Millennium The administration of
  a business or industry based on experimental
  studies of efficiency the application of the
  principles of the scientific method of managing a
  business or industry.

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Frederick W. Taylor

• Father of scientific management
• Wrote and published Scientific Management in
  1911.
• Studied how organizations could become
  accessories to machines.

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Taylors Beliefs

• Dispelled the notion of work soldiering
• Term used for loafing
• Worker time and effort spent on a product could
  be reduced and the production process can become
  more efficient
• Increase specialization
• Divide labor

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Taylors Beliefs

• Remove the old rule of thumb
• Use scientific management techniques by using
  time studies
• Systematically analyze human behavior at work
• Attempted to reduce human error
• Each task broken down to the smallest unit
• Teach worker-only actions essential to the task

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Taylors Four Principles Of Scientific Management

• Principle 1 (replace the old rule-of-thumb
  methods)
• Study the way workers perform their tasks
• Gather informal job knowledge that workers
  possess
• Experimental ways of improving the way tasks are
  performed

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Taylors Four Principles

• Principle 2
• Organize new methods of performing tasks into
  written rules
• Standardize new methods into operating procedures

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Taylors Four Principles

• Principle 3
• Develop a spirit of cooperation between workers
  and management
• Select workers with skills and abilities that
  match the needs of the task
• Train workers to perform the tasks according to
  the written rules and procedures

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Taylors Four Principles

• Principle 4
• Establish an acceptable level of performance for
  each task
• Develop a pay system that rewards performance
  above the acceptance level

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Pros

• Huge savings in cost for organizations
• Dramatic increase in output in large, organized
  work settings
• Organized operations operated more efficiently
• New departments were created
• Personnel
• quality
• Written rules and procedures were created

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Cons

• Principles were implemented selectively by
  managers
• After obtaining performance increase, managers
  often rewarded workers with more duties rather
  than a monetary bonus
• Increase in performance meant fewer jobs and
  greater threat of layoffs because fewer workers
  were needed
• Workers dissatisfied specialized jobs because of
  how monotonous and repetitive in nature the jobs
  were

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Frank Lillian Gilbreth

• Associates of Frederick Taylor
• AKA the Mother and Father of Time Motion
  Studies
• Studied standardization and method study

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Gilbreth Beliefs

• Believed they could eliminate wasted time by
  tracking worker movements
• Incorporated periods of time for the worker to
  rest

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Scientific management today

• No longer valid in todays business world?
• Principles have been modified and updated
• Still used in its most pure form in assembly lines

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Scientific Management Today

• All scientific management is not Taylorism
• Any form of recording, analyzing, and reporting
  data then applying results can be considered
  scientific management