Scientific Management(1910-1935)Frederick TaylorHenry GanntFrank and Lillian GilbrethLuther Gulick IIIMax WeberHenri Fayol

Scientific ManagementThe process of approaching various aspects of organizations in a scientific manner using scientific tools such as research, management, and analysis.

Scientific Management TheoristsPURISTSFrederick TaylorHenry GanntFrank and Lillian GilbrethTRANSITIONALISTSLuther GulickMax WeberHenry Fayol

History of the EraIndustrial AgeMigration to citiesReliance on electricity and gasolineChanges both on the farm and in factories Autos, airplanes, movies, and radio became common

History of the Era1913 Federal Reserve System createdWWI begins and Panama Canal opens1919-1933 Prohibition1920 - Nineteenth Amendment1929 - Stock Market Crash

Prior to Scientific ManagementOwner, 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

Frederick TaylorEfficiency Expert in U.S. Steel IndustryInvented New Tool Designs and Handling MethodsDesigned Stop-Watch Task TimingCreated Piece-Rate Payment SchemeDeveloped Industrial Departments

Time Studies and the Piece-Rate SystemStudied most efficient workerUsed stop-watch timing to measure each production stepEliminated any unnecessary movementsDesigned standardized instruction cards for employeesEmployees paid for meeting the established rate of production

Henry GanntWorked with Taylor at Midvale Steel CompanySpecialized in incentive wage plansIntroduced a differential piece rate system Task work with a bonusPermitted workers to improve the production systemIntroduced a bonus for foremen based on the number of their workers who earned bonus

Gannt Chart InformationDeveloped to help industrial age managers plan for mass productionUtilized to coordinate WWI shipbuildingVisual display used to schedule based on time

Frank and Lillian Gilbreth- Associates of Fredrick Winslow Taylor, their work was intertwined with his and their motion studies predated Taylors system first published in 1903.- Developed the laws of human motion from which evolved the principles of motion economy

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 efficiencyBelieved that time could not be separated from motion; the two were intertwined.

Frank and Lillian GilbrethSystematically examined how repetitive tasks were performedThese 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

Luther Hasley Gulick IIIBelieved 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 organizations goals

Organization of Work Units - GulickBy Purpose the aims of the work unitBy Process what the unit actually doesBy Clientele work with similar materials or clientsBy Location organized together due to geographic location, regardless of function

Five Factors that Limit Full Coordination - GulickUncertainty concerning the futureLack of knowledge on the part of the leadersLack of administrative skills on the part of the leadersA general lack of knowledge and skills on the part of the other members of the organizationThe vast number of variables involved and incompleteness of human knowledge, particularly with regard to man and life

Seven Administrative Procedures - Gulick Planning Organizing Staffing Directing Coordinating Reporting Budgeting

Gulicks Definition of LeadershipThe 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.

Gilbreths and Gulick ComparedGILBRETHSDevoted to EfficiencyAnalyzed Motion and Movements of WorkersCreated Therblig SystemTheir studies were part of the manufacturing revolution in the U.S.GULICKApplied Scientific Method to ManagementDean of American Public AdministrationDivision of Labor and Integrated OrganizationApplied Scientific Approach to Personnel ManagementDefined work in terms of positions needed to carry out a process, rather than the people doing the work

Max Weber Weberian Model of BureaucracyDivision of Labor and SpecializationImpersonal OrientationHierarchy of AuthorityRules and RegulationsCareer Orientation

Webers Description of Power and Authority in OrganizationsCharismaticTraditionalLegal

Criticisms of Weberian Bureaucratic ModelDysfunctional ConsequencesNeglect of the Informal OrganizationInternal InconsistenciesGender BiasOppressive FeaturesOrganizational Pathologies

Webers Influence on Educational OrganizationsDescribed 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.

Henri Fayol (1841-1925)Fayols Five Functions of Management1. Forecasting and Planning2. Organization3. Command4. Coordinate5. Control

Fayols 14 Principles for Organizational Design and Effective AdministrationSpecialization/Division of LaborAuthority with Corresponding ResponsibilityDisciplineUnity of CommandUnity of DirectionSubordination of Individual Interest to the General InterestRemuneration of Staff CentralizationScalar Chain/Line of AuthorityOrderEquityStability of TenureInitiativeEsprit de Corps

Weber and Fayol ComparedSimilaritiesWEBERIdeal TypeHierarchy of authorityDivision of LaborCareer OrientationRules and RegulationsFAYOLOne Best WayTop Down ManagementSpecializationStability of TenureDiscipline

Weber and Fayol ComparedDifferencesWEBEROrganization as a Social System dependent on environmentRationalityImpersonal OrientationAdministrative EfficiencyFAYOLNo parallelPersonal experience and observationEsprit and InitiativeFuture Planning

Scientific Managements Impact on OrganizationsDefined Administrative RolesSupervision of work rather than peopleWork specializationsSpan of controlCost accountingHomogeneity of PositionsEngineering for EfficiencyAssembly Line ProductionEmphasis on Quality Control

Scientific Managements Effect on SchoolsTeaching ObjectivesVocational Curriculum DesignDivision of LaborSubjects DepartmentalizedImprovements by AnalysisData-driven decisionsOutcomes for InstructionStandardized assessmentsTeacher Merit-payStaff Development Programs

Scientific Method of Management ContrastedScientific ManagementThe most efficient manner to perform a task is determined and everyone does it that wayTask AnalysisPersonnel Selection and TrainingBureaucratic Organization StructureSpan of Control and Top Down ManagementHumanistic ApproachConcern for people not the taskParticipatory decision-makingEmphasis on Individual Contributions and Personal AwarenessFlexibility

Scientific Method of Management ContrastedScientific ManagementThe most efficient manner to perform a task is determined and everyone does it that wayTask AnalysisPersonnel Selection and TrainingBureaucratic Organization StructureSpan of Control and Top Down ManagementSocial Systems ApproachFocused on the interaction of the organization and its larger environmentLeaders are high-task oriented (work structure) and high-relationships oriented (concern for others)Organizations are a set of interrelated elements functioning as a whole

Scientific Method of Management ContrastedScientific ManagementThe most efficient way to perform a task is established and everyone does it that wayTask AnalysisPersonnel Selection and TrainingBureaucratic Organization StructureSpan of Control and Top Down ManagementSituational LeadershipNo one style is appropriate for all situationsIncreased involvement in decision makingCollaborative PlanningFlexible Change StrategiesUnique Organizational Personality must be accounted for in structure, leadership, and decision-making

Scientific Method of Management ContrastedScientific ManagementThe most efficient manner to complete a task is determined and everyone does it that wayTask AnalysisPersonnel Selection and TrainingBureaucratic Organization StructureSpan of Control and Top Down ManagementFuturistic ApproachFocus on an improved, decentralized system of managementLearning organizations able to predict for and respond to a changing environmentOrganizational Change Models that help organizations prepare for future challenges