3.

Elements of Scientific Management: Taylor propounded the theory of

scientific management with the sole aim of achieving one best way of to do
job. The strategy to establish one best way was dealt by three elements of
scientific management.
1. Time & motion study: It is an instrument for management to find the best
possible way of doing a job. A job at the shop floor is broken down into
smallest identifiable activities. Each activity is done in a fastest possible
manner with the best techniques and methodologies. The activities are
sequenced in such a way that the whole job is completed in fast possible way.
2. Wage payment system: This method was adopted to remove the
systematic soldiering in organisation which reduce the production. Taylor felt
that payment based on attendance is a disincentive for the workers. The
payment should be rather based on differential piece rate system. The task
and time is standardised and the payment is made according to the
performance of the workers based on the standardisation. Ordinary wages
may be given to workers who could not achieve the defined output in defined
tie and extra-ordinary wage may be given to workers who are able to attain
the defined output in defined time. The payment system will serve as an
economic incentive to achieve the target in time.
3. Functional Foremanship: The workers are supervised by supervisor
referred as foreman. One foreman should supervise one particular function of
the job. Thus, he came out with 8 types of functional foreman which are
categorised into 2 groups:
1. Planning Planning category engaged in intellectual works. There are 4
types of foreman under this category.
(i) Work and Route Clerk detailed everything related to work such as
time, technique, manpower, sequences and establish the best possible
way by conducting an experiment.
(ii) Instruction Card Clerk: Clear instruction for clarity of working
(iii) Time and Cost Clerk: Maintained the records of works performed
by the workers
(iv) Shop disciplinarian: Responsible for maintaining norms and
regulation of the organisation.
2. Execution The execution category is engaged in field works. There are
4 type of functional foreman under this category:
(i) Gang Boss: The gang boss is a field boss who is responsible for
giving instruction card, arrangement of equipments, communication and
completion of job.
(ii) Speed Boss The speed boss ensures that the job is completed in
targeted time.
(iii) Inspector Took stock of productions and ensure that the qualities
of the products are maintained.
(iv) Repair Boss: Responsible for repair, operation and maintenance.

Principle of Exception:
Management should intervene if workers were unable to meet the targeted
outputs or exceeding the targeted outputs fixed by the foreman. In this situation,
it is clear that the foreman has not done his job.

Mental Revolution:
Mental revolution is concerned with bringing basic change in the mental attitude
of workers and the management towards each other. Scientific approach means
radical changes in the approach to solve problems regarding work and
managerial control. Workers were feeling that management was exploiting them,
getting more work and paying meagre amounts, whereas management had the
misgiving that workers always grumbled about the load of work, follow go-slow
policy, damaged the equipment, and showed indifference towards quality of
goods. This feeling of suspicion had to be routed out to adopt systematic
thinking. Mutual understanding and co-operation between management and
workers was an essential aspect pleaded by Taylor. So mental revolution on the
part of workers and management was essential to improve the working of an
enterprise

Criticism
1. Partial theory due to its concentration on the shop floor
2. Mechanistic theory: neglected the human side.
3. Underestimated and oversimplified human motivation to explain it in
terms of economic factors (monistic theory of motivation). Hawthorne
experiments depicted this flaw
4. Physiological organization theory: sacrifice the initiative of worker,
individual freedom.
5. Opposition from the labour unions (threat to unionism) as well as
managers (loss in discretion and increase in work).
6. Increased monotony and resulted in the absence of skill variety
7. Division of work leads to a) depersonalization b) may lead to automation
of workers

Evaluation
1. Pioneer of human beings at work
2. First to apply quantitative techniques to study industrial management
3. SM spread as a movement and had major impact on the growing reform
and economy movements in PA.
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