CSS Forums - Scientific Management

[B]Scientific Management: [/B]
Scientific management is defined as the use of the scientific method to define the “one best way” for a job to be done.

Important Contributions:
[B]Frederick W. Taylor[/B] is known as the “father of scientific management”. Taylor’s work at the Bethlehem Steel companies motivated his interest in improving efficiency.

1. Taylor sought to create a mental revolution among both workers and managers by defining clear guidelines for improving production efficiency. He defined four principles of management.
2. His “pig iron” experiment is probably the most widely cited example of scientific management.
3. Using his principles of scientific management, Taylor was able to define the one best way for doing each job.
4. Overall, Taylor achieved consistent improvements in productivity in the range of 200 percent. He affirmed the role of managers to plan and control and of workers to perform as they were instructed.

Frederick Winslow Taylor (1856-1915) was the first nationally known management thinker. His “Taylorism” or “scientific management” was a major contribution to business operations as we know them today. The overview of his studies is given below:
a Taylor developed scientific management to counter the problem of soldiering by workers—deliberately working below full capacity.
b Taylor pioneered the time-and-motion study, where by a work task is broken down into its various motions, is improved by eliminating unnecessary motions, and then the motions timed to determine optimal daily production.
c Through his four principles of scientific management, Taylor advocated scientific study of the task to find the best work method rather than relying on traditional methods handed down from one worker to another.
d Taylor successfully implemented his theory at Bethlehem Steel in two famous studies involving shoveling and pig-iron handling.
e Although real and imagined abuses or misuses of scientific management occurred (leading in one instance to a congressional investigation—and thereby adding to Taylor’s notoriety),
Taylor’s strong support of science and his redefining the role of managers remains his primary contribution to management theory.

[B]Taylor’s Four Principles of Scientific Management: [/B]
1. Study each part of the task scientifically, and develop a best method to perform it.
2. Carefully select workers and train them to perform a task using the scientifically developed method.
3. Cooperate fully with workers to ensure they use the proper method.
4. Divide work and responsibility so management is responsible for planning work methods using scientific principles and workers are responsible for executing the work accordingly.

[B]
Henri Fayol (1841-1925)[/B] a successful French industrialist, developed theories about management he thought could be taught to those individuals with administrative responsibilities.
a. Fayol’s lasting contribution is the functional approach to management which is still used today. Themajor managerial functions, according to Fayol, were planning, organizing, commanding,coordinating, and controlling. The functions have been slightly modified several times since Fayol.In the main, though, they still provide the basic framework for studying management as witnessed by the organization of this and most other principles of management texts used today. Like Weber,Fayol’s works were not translated into English for a couple of decades after his death.
b. Fayol gives us 14 principles of management which are still being used nowadays. These principlesare given below:

[B]Fayol’s 14 Principles of Management[/B]

1. Division of work
Specialization increases output by making employees more efficient.
2. Authority.
Managers must be able to give order. Authority gives them this right. Along with authority,however, goes responsibility.
3. Discipline.
Employees must obey and respect the rules that govern the organization.
4. Unity of Command
An employee should receive orders from one superior only.
5. Unity of direction.
The organization should have a single plan of action to guide managers and workers.
6. Subordination of individual interests to the general interest.
The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole.
7. Remuneration.
Workers must be paid a fair wage for their services.
8. Centralization.
This term refers to the degree to which subordinates are involved in decision making.
9. Scalar Chain.
The line term refers to the degree to which subordinates are involved in decision making.
10. Order.
People and materials should be in the right place at the right time.
11. Equity.
Managers should be kind and fair to their subordinates.
12. Stability of tenure of personnel
Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.
13. Initiative.
Employees who are allowed to originate and carry out plans will exert high levels of effort.
14. Esprit de corps
Promoting team spirit will build harmony and unity within the organization.