V Scientific management is a theory of

management that analyzes and

synthesizes workflows, with the
objective of improving labor
productivity. The core ideas of the
theory were developed by Frederick
Winslow Taylor in the 1880s and
1890s, and were first published in his
monographs, Shop Management
(1905) and The Principles of Scientific
Management (1911). Taylor believed
that decisions based upon tradition
and rules of thumb should be replaced
by precise procedures developed after
careful study of an individual at work.
Scientific management's application
is contingent on a high level of
managerial control over employee
work practices.
V
ry far the most influential person of the time and someone
who has had an impact on management service practice as
well as on management thought up to the present day, was
F. W. Taylor.

His framework for organization was:

ïclear delineation of authority
ïresponsibility
ïseparation of planning from operations
ïincentive schemes for workers
ïmanagement by exception
ïtask specialization
The implications of Taylor's theory
for managing behaviour at work
were:
V The main form of motivation is
high wages, linked to output
V A manager's job is to tell
employees what to do
V A worker's job is to do what they
are told and get paid accordingly
Taylor expounded several basic principles:
1. The development of a true science of
management so that the best method for
performing each task could be determined.
2. The scientific selection of workers so that
each worker would be given responsibility
for the task for which he or she was best
suited.
3. The scientific education and development
of the worker.
4. Intimate, friendly cooperation between
management and labor.
1) time-and-motion studies to
decide a standard for working;
2) a wage-incentive system that
was a modification of the
piecework method already in
existence;
3)changing the functional
organization.
V Among the experiments he
performed to prove his theory
were:
1. Work study

2. Standardised tools for shops

3. Selection and training of workers

V The most obvious weakness in
Taylor's approach is that it ignores
the many differences between
people. There is no guarantee that
a "best way" will suit everyone.
V Secondly, whilst money is an
important motivation at work for
many people, it isn't for everyone.
Taylor overlooked the fact that
people work for reasons other
than financial reward.
V The four objectives of management under scientific management
were as follows:
^ The development of a science for each element of a man's work to
replace the old rule-of-thumb methods.
^ The scientific selection, training and development of workers
instead of allowing them to choose their own tasks and train
themselves as best they could.
^ The development of a spirit of hearty cooperation between
workers and management to ensure that work would be carried
out in accordance with scientifically devised procedures.
^ The division of work between workers and the management in
almost equal shares, each group taking over the work for which it
is best fitted instead of the former condition in which
responsibility largely rested with the workers. Self-evident in this
philosophy are organizations arranged in a hierarchy, systems of
abstract rules and impersonal relationships between staff.
V 1.)Increase in productivity.
V 2.)Increase in efficiency(in quality and quantity).
V 3.)Easy to keep track records of total production,individual production
and other informations in tabulated or calculated manner.
V 4.)improves relationship between employees,employers or other
mangment authorities by creating a friendly environment.
V 5.)provides a formal environment and oppurtunity to improve social
networking .
V 6.)Decrease in working hours which led to decrease in stress and
improves efficiency.
V 7.) Providing oppurtunity to earn more for every individual in form of
incentives,refferal bonuses,other bonuses.
V 8.)Decrease in rate of depletion of resources or reduces the wastage of
resources.
V 9.)profit margin at every turn over of a company also increases.
V 10.)employee satisfaction rate of a company also increases.