Dimasangkay, Asnie S.

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Scientific management Theory

Is a theory of management that analyzes and synthesizes workflows. Its main

objective is improving economic efficiency, especially labor productivity. It was one

of the earliest attempts to apply science to the engineering of processes and to

management. Scientific management is sometimes known as Taylorism after its

founder, Frederick Taylor.

The Scientific Management Theory is well known for its application of engineering

science at the production floor or the operating levels.

The scientific management theory focused on improving the efficiency of each

individual in the organization. The major emphasis is on increasing the production

through the use of intensive technology, and the human beings are just considered as

adjuncts to machines in the performance of routine tasks.

The scientific management theory basically encompasses the work performed on the

production floor as these tasks are quite different from the other tasks performed

within the organization. Such as, these are repetitive in nature, and the individual

workers performing their daily activities are divided into a large number of cyclical

repetition of same or closely related activities. Also, these activities do not require the

individual worker to exercise complex-problem solving activity.

The major principles of scientific management, given by Taylor, can be

summarized as follows:
Separate planning from doing.

The Functional foremanship of supervision,i.e. Eight supervisors required to give

directions and instructions in their respective fields.

Time, motion and fatigue studies shall be used to determine the fair amount of work

done by each individual worker.

Improving the working conditions and standardizing the tools, period of work and

cost of production.

Proper scientific selection and training of workmen should be done.

The financial incentives should be given to the workers to boost their productivity and

motivate them to perform well.

Thus, the scientific management theory focused more on mechanization and

automation, i.e., technical aspects of efficiency rather than the broader aspects of

human behavior in the organization.

Dicussion

The scientific management movement produced revolutionary ideas for the time-ideas

such as employee training and implementing standardized best practice to improve

productivity. Taylor’s theory was called scientific because to develop it, he employed

techniques borrowed from botanist and chemists, such as analysis, observation,

synthesis, rationality, and logic. You may decide as you read more about taylor taht

by today’s criteria he was not the worker’s “friend.” however, taylor must given credit

for creating the concept of an organizing being run “ as a business” or in “business

manner”, meaning efficiently and productively.

Scientific management was the first widespread promotion of rational processes to

improve efficiency. The goal was to develop a standard against which work

performance could be measured. Training became an important part of the

management process. By the 1930s, however, many union and worker were

suspicious of the intention of scientific management.

1. Administrative Management Theory

The Administrative Theory is based on the concept of departmentalization, which

means the different activities to be performed for achieving the common purpose of

the organization should be identified and be classified into different groups or

departments, such that the task can be accomplished effectively.

The administrative theory is given by Henri Fayol, who believed that more emphasis

should be laid on organizational management and the human and behavioral factors in

the management. Thus, unlike the scientific management theory of Taylor where

more emphasis was on improving the worker’s efficiency and minimizing the task

time, here the main focus is on how the management of the organization is structured

and how well the individuals therein are organized to accomplish the tasks given to

them.

The other difference between these two is, the administrative theory focuses on

improving the efficiency of management first so that the processes can be

standardized and then moves to the operational level where the individual workers are

made to learn the changes and implement those in their routine jobs. While in the case
of the scientific management theory, it emphasizes on improving the efficiency of the

workers at the operating level first which in turn improves the efficiency of the

management.

Fayol has given 14 principles of management with the intent to improve the

functioning of the managers.

2. Henry Fayol’s 14 Principles of Management:

1. Division of Work

2. Authority and Responsibility

3. Discipline

4. Unity of Command

5. Unity of Direction

6. Subordination of Individual to General Interest

7. Remuneration of Personnel

8. Scalar Chain

9. Order

10. Equity

12. Stability of Tenure

13. Initiative

14. Esprit de Corps

Fayol’s five duties of management were as follows:

Foresight: Create a plan of action for the future.

Organization: Provide resources to implement the plan.

Command: Select and lead the best workers through clear instructions and orders.

Coordinate: Make sure the diverse efforts fit together through clear communication.
Control: Verify whether things are going according to plan and make corrections

where needed.

Discussion

Adminstrative management is about managing information through people.

Information is central to all management processes and people are the resource who

make best use of that information to add value. Most working professionals and all

manager have some element of administrative management in their jobs.

Many administrative processes are repetitive and require to be regulerly reviewed. A

good administrative manager can add value to the company by challenging the

efficiency and reliability of producers that have ben running for period of time stiving

to look for continuing improvements and identifying and cutting out any outdate

practice. With speed of change in business today the manager has to value the people

who are expective to operate often complex systems.

3. Bureaucratic Theory

The Bureaucratic Theory is related to the structure and administrative process of the

organization and is given by Max Weber, who is regarded as the father of bureaucracy.

What is Bureaucracy? The term bureaucracy means the rules and regulations,

processes, procedures, patterns, etc. that are formulated to reduce the complexity of

organization’s functioning.

According to Max Weber, the bureaucratic organization is the most rational means to

exercise a vital control over the individual workers. A bureaucratic organization is

one that has a hierarchy of authority, specialized work force, standardized principles,

rules and regulations, trained administrative personnel, etc.

The Weber’s bureaucratic theory differs from the traditional managerial organization

in the sense; it is impersonal, and the performance of an individual is judged through

rule-based activity and the promotions are decided on the basis of one’s merits and

performance.

Weber identified six characteristics or rules of a bureaucracy. They are summarized in

the following table.

Characteristic of the Bureaucracy Description

Hierarchical Management Structure Each level controls the levels below and

is controlled by the level above.

Authority and responsibilities are clearly

defined for each position.

Division of Labor Tasks are clearly defined and employees

become skilled by specializing in doing

one thing. There is clear definition of

authority and responsibility.

Formal Selection Process Employee selection and promotion are

based on experience, competence, and

technical qualification demonstrated by

examinations, education, or training.

 There is no nepotism.

Career Orientation Management is separate from ownership,

and managers are career employees.

Protection from arbitrary dismissal is

guaranteed.

Formal Rules and Regulations Rules and regulations are documented to

ensure reliable and predictable behavior.

Managers must depend on formal

organizational rules in employee

relations.

Impersonality Rules are applied uniformly to everyone.

There is no preferential treatment or

favoritism.

Weber thought bureaucracy would result in the highest level of efficiency, rationality,

and worker satisfaction. In fact, he felt that bureaucracy was sp logical that it would

transform all of society.

Max Weber’s bureaucratic management principles

Below is a more detailed explanation of the 6 bureaucratic management principles:

6 bureaucratic management principles:

3.1. Task specialisation

Tasks are divided into simple, routine categories on the basis of competencies and

functional specialisations.

3.2 Hierarchical of authority

Managers are organised into hierarchical layers, where each layer of management is

responsible for its staff and overall performance. In

3.3 Formal selection

All employees are selected on the basis of technical skills and competences, which

have been acquired through training, education and experience.

3.4 Rules and requirements

Formal rules and requirements are required to ensure uniformity, so that employees

know exactly what is expected of them.

3.5 Impersonal

Regulations and clear requirements create distant and impersonal relationships

between employees, with the additional advantage of preventing nepotism or

involvement from outsiders or politics.

3.6 Career orientation

Employees of a bureaucratic organisation are selected on the basis of their expertise.

Discussion

max weber who was the first use and describe the term bureaucracy. This is also

known as the bureucracy theory of management and bureaucracy management theory

or the max weber theory. Bureaucracy was the mostn efficient way to set up an

organisation, adminstration and organazations. Bureaucracy was better than

traditional structures. In a bureaucratic organisation, everyone is treated equal and the

division of labour is clearly described for each employee.

Bureaucratic management looks at how large organization with layers of management

can operate in an efficient, rational manner. Weber and fayol, the original proponents

of this style of management, were fighting favoritism and incopetence, common in

large organization at the times, the same concept became associated with red tape and

obstructionism.