serving as a Chief Engineer of Midvale Steel Company, Taylor made several

important contributions,
which are classified under scientific management.
Taylors approach aims at increasing the operational efficiency of workers by
solving their work
related problems, reducing in efficiency and wastage, improving their
relation with management, and
developing a best way of doing things. Taylor expressed the basic philosophy
of scientific management
in the following terms:
Science, not rule of thumb: For solving problems and making
decisions, the
manager should adopt scientific attitude and use scientific thinking and
methods.
The rule of thumb or Hit or miss approach should be replaced.
Harmony, not discord: All the departments and workers are a part of an
organization. There should be complete harmony or coordination in their
functioning and any kind of clash or conflict should not be allowed to crop in
and, if
it arises, should be reduced to a minimum.
Cooperation, not individualism: Instead of fostering individualism,
importance
of cooperative group efforts should be recognised. Because, organizational
objectives depends upon the group efforts not for individuals.
Maximum, not restricted output: Production should be carried out up
to the
maximum capacity available in a unit.
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Development of each man to his greater efficiency and
prosperity: For the
prosperity of individual workers as well as the organization, the efficiency
level of
workers should be increased by providing scientific training and developing
their
potential abilities to the maximum.
Taylor based on his experience at the shop floor, developed guidelines to the
practice of
management as under.
1) Scientific study and planning of work
Taylor has suggested that the work to be assigned to and performed by
workers should be studied,
analyzed and planned as to determine the days fair work (standard of work)
for each worker. In relation
to work, following studies should be conducted to the workers on what is to
be done and how it can be
done, efficiently.

i) Work study
The object of work-study is to improve efficiency. Efficiency could be
improved and increased
by expending fewer resources and reaping greater returns.
ii) Motion study
The object of motion study is to identify and eliminate unnecessary,
avoidable and wasteful
movements and motions of men and machines. These movements and
motions are closely watched and
recorded. On the basis of this study it can be determined whether the
movements and motions are
productive or incidental or unproductive.
iii) Time study
It is popularly known as work measurement. It is basically concerned with
productivity. The
exact time required to perform a job is accurately estimated. On the basis of
this estimate the required
number of employees is determined, suitable wage incentive schemes are
devices and actual labour costs
are worked out. The procedure followed in time study is to split the job into a
number of component
parts the time taken to perform each part of the job is ascertained and
standard timings for different parts
of a job are determined.
2) Scientific selection, placement and training
To build up a team of efficient workers, Taylor realized that using scientific
methods, instead of
relying on intuition and judgement of the foremen should make selection. It
implies selection of workers
for the job by tallying job requirements with abilities and skills. Workers
should be given placement on
the basis of capability and aptitude. And, for developing the existing level of
knowledge and potential
scientific training should be imparted to workers on a regular basis.
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3) Standardization
By minutely studying metal-cutting operations, Taylor suggested that the
scheme of
standardization should be adopted in respect of trade tools and equipments,
raw material used by
workers and physical working conditions provided to them. Any difference in
the quality of raw
material, tools and equipments may directly affect level of efficiency of
workers.
4) Division of responsibility between management and workers

Taylor advocated that two aspects of planning, thinking and doing should be
separated. Planning
of work that is thinking process should be a responsibility of managers. They
should design work
standards by conducting various studies, devise incentive scheme for
workers, discipline them and
assign work to them. Whereas role of workers should be confined to
implementation of these plans. In
this way benefits of division of labour and specialization may be secured.
5) Functional foremanship
Taylor introduced and practiced the concept of functional foremanship.
According to this
concept instead of having one foreman as an in-charge for production
department. All activities should
be grouped into two groups namely planning forum and workshop forum.
Each forum should have four
supervisors to command over the activities of workers. In doing so dual
command emerges, because
each worker will get orders and instructions from eight supervisors dealing
with different aspect of his
job.
6) Mental revolution
In order to get desired results of scientific management there should be
complete mental
revolution on the part of workers as well as management. Mental revolution
is a process of bringing
drastic changes in their attitude, outlook and behavioural pattern in respect
of their duties toward work,
toward their fellow workers and employers. Similar kind of changes in
outlook should also take place
among managers towards workers and their problems. To bring the change in
the mental attitude of both
sides Taylor, suggested scheme of workers participation in management and
sharing surplus as bonus.
7) Differential payment
F.W.Taylor firmly believed that man is motivated by economic considerations.
He, therefore,
introduced a new payment plan called the differential piece work. He linked
incentives with
production. Accordingly a worker will be paid in direct proportion to how
much be produced. That is a
worker will receive low piece rate if he produces the standard number of
pieces and high rates if he
surpasses the standard. In the latter case, the higher rate would be applied
to all the pieces the worker
produced, including those which were produced according to the standard.

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1.10.1.2 Administrative Theory of Management

Though administrative theory of management is based on the contributions
of many scholars and
practitioners like Henri Fayol, Max Weber, Sheldon, Mooney, Allen and urwick,
etc. But major part of it
relates to Foyals work.
Henry Fayols Administrative Theory of Management
Henri Fayol (1841-1925) is considered the Father of administrative
management theory with
focus on the development of broad administrative principles applicable to
general and higher managerial
levels. Foyal started his career as a junior engineer in a coal mining company
in France in 1860 and