Download - 1 Scientific Management 1910 - 1935
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Scientific Management(1910-1935)
Frederick Taylor
Henry Gannt
Frank and Lillian Gilbreth
Luther Gulick III
Max Weber
Henri Fayol
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Scientific Management
The process of approaching various aspects of organizations in a scientific manner using scientific tools such as research, management, and analysis.
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Scientific Management Theorists
PURISTS
Frederick Taylor
Henry Gannt
Frank and Lillian Gilbreth
TRANSITIONALISTS
Luther Gulick
Max Weber
Henry Fayol
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History of the Era
Industrial Age- Migration to cities- Reliance on electricity and
gasoline- Changes both on the farm
and in factories - Autos, airplanes, movies,
and radio became common
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History of the Era 1913 – Federal Reserve
System created WWI begins and Panama
Canal opens 1919-1933 Prohibition 1920 - Nineteenth
Amendment 1929 - Stock Market Crash
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Prior to Scientific Management Owner, manager, sales, and front office personnel had
little direct contact with production activity. A “superintendent” was responsible for all planning and
staff functions. Worked with “journeyman” mechanics to try to schedule
production. No recognized staff functions. Work methods were determined by individual mechanics
based on personal experience, preference, and what tools were available for the job. “Rule of Thumb”
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Frederick Taylor Efficiency Expert in U.S. Steel
Industry Invented New Tool Designs
and Handling Methods Designed Stop-Watch Task
Timing Created Piece-Rate Payment
Scheme Developed Industrial
Departments
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Time Studies and the Piece-Rate System Studied most efficient
worker Used stop-watch timing to
measure each production step
Eliminated any unnecessary movements
Designed standardized instruction cards for employees
Employees paid for meeting the established rate of production
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Henry Gannt Worked with Taylor at Midvale Steel Company Specialized in incentive wage plans Introduced a differential piece rate system – Task
work with a bonus Permitted workers to improve the production
system Introduced a bonus for foremen based on the
number of their workers who earned bonus
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Gannt Chart Information Developed to help
industrial age managers plan for mass production
Utilized to coordinate WWI shipbuilding
Visual display used to schedule based on time
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Frank and Lillian Gilbreth- Associates of Fredrick Winslow Taylor, their work was intertwined with his and their motion studies predated Taylor’s system first published in 1903.- Developed the laws of human motion from which evolved the principles of motion economy
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Frank and Lillian Gilbreth
Pioneers in the field of motion studies and provided the foundation for job simplification, meaningful work, and incentive wage plans.
Analyzed each motion of work for wasted efforts in an attempt to reduce each task to the smallest amount of expended time and energy.
Professed: effective training, effective work methods, improved work environment, positive psychological perspective.
Made the connection between standardization and efficiency Believed that time could not be separated from motion; the two
were intertwined.
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Frank and Lillian Gilbreth Systematically examined how repetitive tasks were performed These repetitive tasks were broken down into Therbligs, which are
systems for analyzing the motions involved in performing a task. This consisted of identification of individual motions, as well as moments of delay in the process, designed to find unnecessary or inefficient motions and to utilize or eliminate even split seconds of wasted time.
Invented and refined Therbligs roughly between 1908 and 1924. Each Therblig had a mnemonic symbol and standard color for charting
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Luther Hasley Gulick III Believed that public administration could have made more effective if it were
practiced according to a set of guidelines. All organizations are characterized by a tension between the need for division and
the need for coordination. Work division is the foundation of organization. It is important to recognize that there are limits beyond which labor cannot
usefully be divided. Gulick stated, “It might be more efficient to have the front half of the cow in the pasture grazing while the rear half is in the barn being milked, but any attempt to divide the cow in this fashion would, for obvious reasons, fail.”
Gulick believed that, labor divided makes for efficiency, but only if the labor and its outputs are harmonized with the organization’s goals
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Organization of Work Units - Gulick By Purpose – the aims of the work unit By Process – what the unit actually does By Clientele – work with similar materials or
clients By Location – organized together due to
geographic location, regardless of function
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Five Factors that Limit Full Coordination - Gulick
Uncertainty concerning the future Lack of knowledge on the part of the leaders Lack of administrative skills on the part of the leaders A general lack of knowledge and skills on the part of the
other members of the organization The vast number of variables involved and incompleteness
of human knowledge, particularly with regard to man and life
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Seven Administrative Procedures - Gulick
Planning Organizing Staffing Directing Coordinating Reporting Budgeting
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Gulick’s Definition of Leadership
The most difficult task of the chief executive is not command, it is leadership, which is the development of the desire and will to work together for a purpose in the minds of those who are associated in any activity.
Gulick sees ideas as more potent and more powerful than organizations.
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Gilbreths and Gulick ComparedGILBRETHS
- Devoted to Efficiency- Analyzed Motion and
Movements of Workers- Created Therblig System- Their studies were part of
the manufacturing revolution in the U.S.
GULICK- Applied Scientific Method to
Management- “Dean of American Public
Administration”- Division of Labor and
Integrated Organization- Applied Scientific Approach to
Personnel Management- Defined work in terms of
positions needed to carry out a process, rather than the people doing the work
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Max Weber Weberian Model of Bureaucracy
Division of Labor and Specialization Impersonal Orientation Hierarchy of Authority Rules and Regulations Career Orientation
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Weber’s Description of Power and Authority in Organizations
CharismaticTraditionalLegal
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Criticisms of Weberian Bureaucratic Model
Dysfunctional Consequences Neglect of the Informal Organization Internal Inconsistencies Gender Bias Oppressive Features Organizational Pathologies
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Weber’s Influence on Educational Organizations
Described the bureaucratic characteristics used by most educational institutions.
Described organizations as social systems that interact and are dependent upon their environments.
Provides a starting point for modified structures.
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Henri Fayol (1841-1925)
Fayol’s Five Functions of Management
1. Forecasting and Planning
2. Organization
3. Command
4. Coordinate
5. Control
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Fayol’s 14 Principles for Organizational Design and Effective Administration
1. Specialization/Division of Labor
2. Authority with Corresponding Responsibility
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of Individual Interest to the General Interest
7. Remuneration of Staff
Centralization
9. Scalar Chain/Line of Authority
10. Order
11. Equity
12. Stability of Tenure
13. Initiative
14. Esprit de Corps
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Weber and Fayol ComparedSimilarities
WEBER- Ideal Type- Hierarchy of authority- Division of Labor- Career Orientation- Rules and Regulations
FAYOL- One Best Way- Top Down Management- Specialization- Stability of Tenure- Discipline
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Weber and Fayol ComparedDifferences
WEBER- Organization as a Social
System dependent on environment
- Rationality- Impersonal Orientation- Administrative Efficiency
FAYOL- No parallel- Personal experience and
observation- Esprit and Initiative- Future Planning
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Scientific Management’s Impact on Organizations
Defined Administrative Roles
Supervision of work rather than people
Work specializations Span of control Cost accounting
Homogeneity of Positions Engineering for Efficiency Assembly Line Production Emphasis on Quality
Control
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Scientific Management’s Effect on Schools
Teaching Objectives Vocational Curriculum Design Division of Labor Subjects Departmentalized Improvements by Analysis
Data-driven decisions Outcomes for Instruction
Standardized assessments Teacher Merit-pay Staff Development Programs
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Scientific Method of Management Contrasted
Scientific Management- The most efficient manner to
perform a task is determined and everyone does it that way
- Task Analysis- Personnel Selection and
Training- Bureaucratic Organization
Structure- Span of Control and Top
Down Management
Humanistic Approach- Concern for people not the task- Participatory decision-making- Emphasis on Individual
Contributions and Personal Awareness
- Flexibility
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Scientific Method of Management Contrasted
Scientific Management- The most efficient manner to
perform a task is determined and everyone does it that way
- Task Analysis- Personnel Selection and
Training- Bureaucratic Organization
Structure- Span of Control and Top
Down Management
Social Systems Approach- Focused on the interaction of
the organization and its larger environment
- Leaders are high-task oriented (work structure) and high-relationships oriented (concern for others)
- Organizations are a set of interrelated elements functioning as a whole
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Scientific Method of Management Contrasted
Scientific Management- The most efficient way to
perform a task is established and everyone does it that way
- Task Analysis- Personnel Selection and
Training- Bureaucratic Organization
Structure- Span of Control and Top
Down Management
Situational Leadership- No one style is appropriate for
all situations- Increased involvement in
decision making- Collaborative Planning- Flexible Change Strategies- Unique Organizational
Personality must be accounted for in structure, leadership, and decision-making
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Scientific Method of Management Contrasted
Scientific Management- The most efficient manner to
complete a task is determined and everyone does it that way
- Task Analysis- Personnel Selection and
Training- Bureaucratic Organization
Structure- Span of Control and Top
Down Management
Futuristic Approach- Focus on an improved,
decentralized system of management
- “Learning organizations” able to predict for and respond to a changing environment
- Organizational Change Models that help organizations prepare for future challenges