Concept of scientific management

It is an attitude and philosophy which is concentrated in development and

application of problem solving approach. Frederic Winslow Taylor and Henry Fayal

have given have given some basic principles and known as the founder of

scientific management movement.

Scientific method

It involves with four activities

1. observation:-it concerns with making study and investigation about the development of work according to the plan.

2.measurment :-it concerns with the comparison of actual achievement of work with the planned performance.

3.Experimentaton:-it emphasizes on experiment and research to solve the problems in different situation.

4.Interderence:-it involves in controlling and providing suggestion guideline to the subordinate.

Frederick Winslow Taylor

• Father of scientific management

• Started carrier as mechanist in Midvale steel in U.S.A

• Later, he became engineer

• Worked Bethlehem steel works

• Emphasis given to increase productivity

putting undue pressure to worker

Frederick Winslow Taylor’s principles of scientific management

not a rule of thumb

not a discord

not individualism

of each person to maximum efficiency

output

of responsibility between management and workers

of management and workers

not a rule of thumb

• It helps to replace the old rule of thumb approach

• It consists of observation and analysis of each work , determination of standard of work and to ensure that work is to be done best possible way

• He focuses on research and study for new method of management

• Time,motion,fatigue method research are necessary

not a discord

• Harmony focuses on the unity of action while discord means different approach

• Owners and workers have different interest

• Manage has to cope with the interest of both to maintain unity, to avoid the difference in work in any organization

not individualism

• The organizational objectives are above than personnel objectives'

• To achieve it management and workers involves in PODSCORB

• The feeling of all workers must develop to achieve organizational objectives

of each person to his maximum efficiency and prosperity

• Workers should be selected on the basis of organizational requirement

• Management should develop workers to maximum prosperity.

• It leads to produce more and increase efficiency

• Training ,guidelines education financial incentives help to increase efficiency

output

• Taylor has given maximum output instead of limited output

• It is necessary to prosper worker ,owner, society

• Maximum production ensures more wages to worker , more profit to owner

FOR YOU…..

of responsibility between management and workers

• Managers must concentrate in planning of the works and workers for implementation of plans

• Managers must have clear vision for work as well to define objective of organization

• Workers should be divided among subordinates to achieve objectives

of management and workers

There must be mental revolution on part of both management and workers.

No plan of management will succeed unless there is feeling that they have to work hard.

Mental revolution and development of attitude of hospitality and co ordination towards each other is necessary to maintain best friendship.

Limitations of scientific management

Focus of mechanistic approach.

Ignore human relation

approach.

Employee feel monotony.

More work load.

Lack of initiation. No focus on group

work.

Criticism of Taylor

Owners - high cost, unsuitable for small organization, time consuming method, problem of over production

Workers-speeding up workers, loss of initiation, reduction of employment, exploitation of workers, weakens trade union

Industrial psychologists- mechanical approach, one sided method, problem of monotony, frustration, no best way of doing work

HENRY FAYOL

• BORN 1841

• FRENCH INDUSTRIALIST

• ENGINEER IN FRENCH MINING

COMPANY IN 1860

• MANAGING DIRECTORIN 1888

• BOOK ‘ADMINISTRATION

INDUSTRIELLE GENERATE’

IN 1916

• DEATH 1925

14 Principles of Management of Henry Fayol

Henry Fayol listed and reviewed fourteen principles of management on the following aspects.

• Division of Work• Authority and Responsibility• Discipline• Unity of Command• Unity of Direction• Subordination of Individual Interest to

General Interest• Remuneration• Centralization• Scalar Chain• Order• Equity• Stability of Tenure of Personnel• Initiative• Esprit de Corps

Division of Work

• He emphasizes the production of more and better work with the same effort as the object of division of work. He stresses that each change of work, whether of the worker or the manager, brings in its train an adaptation which reduces output. Whilst advocating specialization and division of work as the best means of making use of individuals and groups of people, he warns that division of work has its limits which must not be exceeded.

Authority and Responsibility

He explains authority as "the right to give orders and the power to exact obedience". He distinguishes between a manager's official authority which is derived from his office and personal authority which is "compounded of intelligence, experience, moral worth, ability to lead, past services, etc." He observes responsibility as a corollary of authority, as its natural consequence and essential counterpart. An interesting observation made is his stress on responsibility being feared as much as authority is sought after which requires the good leader to Infuse in persons around him "courage to accept responsibility".

Discipline

He believes discipline is absolutely essential for the smooth running of business. The best means of establishing and maintaining discipline are good superiors at all levels, agreements as clear and fair as possible, and sanctions (penalty) judiciously applied.

Unity of Command:

Here he advocates that an employee must receive orders from one superior only for any action whatsoever. Uneasiness is felt immediately when two superiors wield their authority over the same person or department. He feels that dual command is a perpetual source of conflict.

Unity of direction

This is explained as "one head and one plan for a group of activities having the same objective". This is essential for "unity of action, co-ordination of strength and focusing of effort". Unity of direction refers to "one head, one plan" whilst unity of command emphasizes "one employee to have orders from one superior only

Subordination of Individual Interest to General Interest

The interest of one employee or group of employees must not prevail over that of the concern. He stresses that although this is so obvious, it is lost sight of because of ignorance, ambition, selfishness, laziness and weaknesses. All human passions tend to cause the overlooking of the general interest.

Remuneration

Remuneration being the price of services rendered by personnel, should be fair and must, as far as possible, afford satisfaction to both the personnel and the firm.

Centralization:

He explains this as "everything which goes to increase the importance of the sub-ordinate's role is decentralization, everything which goes to reduce it is centralization". A certain extent of centralization or decentralization automatically exists and it is more a matter of finding the "optimum degree for the particular concern".

Scalar Chain

He looks upon the scalar chain as "a chain of superiors ranging from the ultimate authority to the lowest ranks". Thus the line of authority is routed via every link in the chain by all communications which commence from or reach the ultimate authority. This path is "disastrously lengthy in large concerns, notably In governmental ones". One should not depart needlessly from the line of authority but it is even a greater error to stick to it when detrimental to the business.

Order

The formula given here is "a place for everything and everything in its place" (for material things) and "a place for everyone and everyone in his place" (for human order). It is a principle of organization for arrangement of material things and human beings. It is a must for both material order and social order

Equity

“He feels that the head of the business must strive to instill a sense of equity throughout all levels of the scholar chain". To evoke devotion and royalty from the personnel, it is necessary to treat them with kindness. Equity results from kindliness and justice.

Stability of Tenure of Personnel

He feels that instability of tenure constitutes the cause and effect of bad

management. Time is required for an employee to succeed in his new work

assuming he possesses these requisite qualities. He opines that often "a

mediocre manager who stays is infinitely preferable to outstanding managers who

merely come and go."

Initiative

He stresses the need to encourage and develop to the fullest extent initiative or the "power of thinking out and executing". He advocates that the manager should even "sacrifice some personal vanity" to provide this satisfaction to his subordinates.

Esprit de Corps

As "union is strength", harmony and union among the personnel constitute the great strength of a concern. The dangers to be avoided are a misguided interpretation of the motto "divide and rule" and misunderstandings caused through poor communication.

DIFFRENCES BETWEEN FAYOL’S AND TAYLOR’S PRINCIPLE

SN BASE OF DIFFERENCE

FAYOLS PRINCIPLE TAYLORS PRINCIPLE

1 Orientation It analyses top level management tasks

Problem solving base

2

3

4

5

6

7