Under the Guidance Dr.

Noor Afza

Presented by Sanath Kumar N

 Frederick Winslow Taylor (20 March 1856-21

March 1915), widely known as F. W. Taylor, was an American mechanical engineer who sought to improve industrial efficiency.

founder of scientific Management one of the first people to study the behavior and performance of people at work

was a manufacturing manager

became a consultant and taught other managers how to apply his scientific management techniques

believed that by increasing specialization and the division of labor, the production process will be more efficient. He is sometimes called as Father of Scientific Management.

 After the Civil War (18611865) industry begin to

change.
National industries grew out of local trades -- steel, glass,

textiles, and shoes and what were small factories became large plants. Owners of capital became wealthier with mass production, and workers received little for their efforts. Problems:

carelessness, safety, inefficiencies, soldiering (worker foot dragging) on the job.

Taylors main focus:

Maximize workers capacity and profits

PROBLEM:
Get employees to work at their maximum capacity

PRIMARY FOCUS:
TASKS

 The rule of reason

improved quality lower costs

experimentation
clear tasks and goals training

higher wages
increased output labor-management

stress reduction
careful selection and

development of people

 Scientific management, also called Taylorism. Its main

objective was improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes and to management.

OR It is the art of knowing what exactly you want from your men to do & then seeing that it is done in best possible manner. In simple words it is just an application of science to management.

The Principles of Scientific Management

The development of a true science The scientific selection of the workman The scientific education and development of the workman Intimate and friendly cooperation between the management and the men

 Science not the rule of thumb:

scientific investigation should be used for taking managerial decisions instead of basing on opinion, institution or thumb rule.

Harmony not discard/ cooperation between employers and

employees:
Harmonious relationship between employees and employers. Cooperation of employees that managers can ensure that work is carried in accordance with standards.

 Scientific selection training and development:

selection means to choose the best employee according to the need. Their skill and experience must match the requirement of the job. Scientific development refers to criteria for promotions, transfers etc.. So that work is done with full efficiency.

 Division of work/ responsibility:

The responsibility of workers and management should be properly divided & communicated so that they can perform them in an effective way and should be reward for the same.

Mental revolution:
Acc. To Taylor, the workers and managers should have a complete new

outlook; a mental revolution in respect to their mutual relations. Workers should be considered as a part of Organization.

Employers shouldnt treat workers as mere wage earners.

 Taylor created planning departments, staffed them with engineers,

and gave them the responsibility to: 1. Develop scientific methods for doing work. 2. Establish goals for productivity. 3. Establish systems of rewards for meeting the goals. 4. Train the personnel in how to use the methods and thereby meet the goals.

Soldiering
Taylor observed that some workers were more talented than others, and that

even smart ones were often unmotivated.

He observed that most workers who are forced to perform repetitive tasks tend to work at the slowest rate that goes unpunished This slow rate of work has been observed in many industries in many countries and has been called by various terms (some being slang confined to certain regions and eras), including "soldiering

Taylor used the term "soldiering" and observed that, when paid the same

amount, workers will tend to do the amount of work that the slowest among them does

Taylor assumed that time and motion studies combined with rational analysis and synthesis could uncover one best method for performing any particular task

Time & Motion Study

The travel of a straight line is an absolute model of efficiency at its purest.

A
The fastest way from point A to point B is a straight line.

Scientifically, it is a proven fact. Mathematically, it is the shortest distance, therefore takes the less time.

Taylor examined various kinds of manual labour. For example, most bulk materials handling was manual at the time; material handling equipment as we know it today was mostly not developed yet. He looked at shovelling in the unloading of railroad cars full of ore; lifting and carrying in the moving of iron pigs at steel mills; the manual inspection of bearing balls; and others. He discovered many concepts that were not widely accepted at the time. For example, by observing workers, he decided that labour should include rest breaks so that the worker has time to recover from fatigue, either physical (as in shovelling or lifting) or mental (as in the ball inspection case). Workers were taught to take more rests during work, and as a result production "paradoxically" increased.

 Experiments that were performed to determine the one

best way to perform particular job.

Pig Iron The science of shoveling

Pig Iron

if workers were moving 12 tons of pig iron per day and they could be

incentives to try to move 47 tons per day, left to their own wits they probably would become exhausted after a few hours and fail to reach their goal.
However, by first conducting experiments to determine the amount of

resting that was necessary, the worker's manager could determine the optimal timing of lifting and resting so that the worker could move the 47 tons per day without tiring.
Not all workers were physically capable of moving that, so workers should

be selected according to how they are suited for a particular job.

The science of shoveling

determined that the optimal weight

that a worker should lift in a shovel was 21 pounds. The shovel should be sized so that it can handle that. Prior to that workers used their own shovels.

Scientific management revolutionized industry:

it explained how to increase production by working smarter, not harder.
Up until that time, increasing output meant:

more hours, more employees, more raw materials, and more costs.

Scientific management uses basic logic to show how: standardization, productivity, and division of labor

Result = increase efficiency.

 Revolutionized industry because it explained how to increase production

by working smarter, not harder.

Beneficial organizational model because created standards. Laid the foundations of how businesses should be run from an

organizational standpoint.
Increased a workers output, allowing them to take home a greater pay

than ever before

The worker would concentrate on the day-to-day tasks asked of them, and

not have to worry about the decision making.

Decisions were left to management who were able to take the best course

of action after careful study, planning, and implementation of pre-defined standards

The Principles of Scientific Management were translated into Chinese, Dutch, French, German, Italian, Russian, and Japanese.

 Managers frequently implemented only the increased output side of

Taylors plan. Workers did not share in the increased output. Specialized jobs became very boring, dull. Workers ended up distrusting the Scientific Management method. Workers could purposely under-perform. Management responded with increased use of machines. The core jobs dimensions of skill variety, task identity, task significance, autonomy and feedback all are missing.

 The main argument against Taylor is this reductionist approach to

work dehumanizes the worker.

The allocation of work "specifying not only what is to be done but

how it is to done and the exact time allowed for doing it" is seen as leaving no scope for the individual worker to excel or think.
The belief that increased output would lead to less workers.

Inefficiencies within the management control system such as poorly

designed incentive schemes and hourly pay rates not linked to productivity. .

 It was important because it could raise countries standard of

living by making workers more productive and efficient.

Also its important to remember that many of the tools and

techniques developed by the scientific management practitioners are still used in organizations today.

Queries????

Thank You