principle of management(pom) slide of scientific management theory (frederick winslow...
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Presentation Group D Group member:Puja(13)Rijita(17)Samjhana(19)Saru(20)
PRESENTATION ONScientific Management Theory (Frederick Winslow Taylor 1856-1915)
Bureaucratic Theory(Max Weber 1864-1920)
Scientific Management Theory Frederick Winslow Taylor (1856-1915)
Bureaucratic TheoryMax Weber (1864-1920)
Scientific Management
The systematic study of the relationships between people and tasks for the purpose of redesigning the work process for higher efficiency.
Defined by Frederick Taylor in the late 1800s to replace informal rule of thumb knowledge.
Taylor sought(wanted) to reduce the time a worker spent on each task by optimizing the way the task was done.
Taylors contribution to managementFrederick Winslow Taylor (20 March 1856-21 March 1915), widely known as F. W. Taylor, was an American mechanical engineer who wanted to improve industrial efficiency.
He is regarded as the father of scientific management, and was one of the first management consultants.
He is also called as Father of Scientific Management.
SCIENTIFIC MANAGEMENTIt 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
Scientific ManagementThe systematic study of the relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.
Taylors view about managementTaylor believed that the industrial management of his day was unprofessional, that management could be formulated as an academic discipline.
Best results would come from the partnership between trained and qualified management and a cooperative and innovative workforce.
Each side needed the other and there is no need for trade unions.
Principles of scientific managementScience 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.
CNTDScientific selection training and development of employees: 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.
CNTD...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.
His principles of managementThe four principles of management.1. The development of a true science.2. The scientific selection of the workman.3. The scientific education and development of the workman.4. Intimate and friendly cooperation between the management and the men.
CRITICISM FOR SCIENTIFIC MANAGEMENTThe 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.
1. The belief that increased output would lead to less workers.
2. Inefficiencies within the management control system such as poorly designed incentive schemes and hourly pay rates not linked to productivity.
3. Poor design of the performance of the work by rule-of-thumb.
How do todays managers use Scientific Management1. It was important because it could raise countries standard of living by making workers more productive and efficient.
2. Also its important to remember that many of the tools and techniques developed by the scientific.
application in the modern workplace
Assembly Line Plants as Prototypical Examples
Prisoners of Taylorism
System of Remuneration (quotas - commission)
Re-Design - Reengineering
Benchmarking
Data are used to refine, improve, change, modify, and eliminate organizational processes
Lean Manufacturing
DEFINING BUREAUCRACY
What is Bureaucracy?
A complex, hierarchically arranged organization composed of many small subdivisions with specialized functions
Bureaucracy means rule by administrative system
Bureaucracy is complex
Bureaucracy is hierarchical
CONCEPT AND contribution Communication and transportation policies make more efficient administration possible
Hierarchical organization
Delineated lines of authority in a fixed area of activity
Rules are implemented by neutral officials, not the power elite
Advancements depend on technical qualifications from organizations not individuals
Can be a threat to individual freedom
FUNCTION OF BUREAUCRATSFive Functions of Bureaucrats
Implement the law
Provide expertise
Provide research and information
Quasi-judicial powers and responsibilities
BUREAUCRACYHierarchy
Division of Labor
Authority
Qualification
Career Commitment
Devotion to Purpose
Advancement / Seniority
HIERARCHYAuthority and its flow
subordination
Such a system offers the governed the possibility of appealing the decision of a lower office to its higher authority
DIVISION OF LABORSpecialization
Separation of roles and duties
higher authority [is not] authorized to take over the business of the lower
AuthorityWho has the right to make decisions of varying importance at different organizational levels
QUALIFICATIONTraining and qualification is the number one requisite.
How to manage
How to carry out duties
Knowledge of the rules
Career commitmentBoth the employee and the organization view themselves committed to each other over the working life of the employee
r ationalityThe use of the most efficient means available to accomplish a goal.
application in the modern workplaceLarge organizations guided by countless rules are bureaucracies
Linked with inefficient, slow-moving organizations
Organizations have several characteristics of bureaucracies
LMITATIONSHis specific explanations for society in his time are hard to generalize for other circumstances in society
Failed to see all the positive aspects of rationalization and deemed society to be doomed and trapped in an iron cage of its own making
Bureaucratic features of Webers ideal society might actually be inefficient (argued by Merton)
SUMMARYClassical Theories of Organizations
Taylors Theory of Scientific Management
Webers Theory of Bureaucracy
Two theories attempt to enhance managements ability to predict and control the behavior of their workers
Considered only the task function of communication (ignored relational and maintenance functions of communication)
Designed to predict and control behavior in organizations