1 Frederick W

1 Frederick W.
Taylor
 Frederick W. Taylor, often called "The Father of scientific management" develops his
theory through observation and experience while he was working as mechanical
engineer in Bethlehem steel plant in Chicago since 1875.
 Taylor noticed that the environment lacked work standards, included inefficient workers
and jobs allocated to people were unmatched to the worker's skill and ability.
 In general, workers forced to perform repetitive task, were working at slowest rate that
went unpunished.
 He settled on money – "fair work, fair pay," "no more, no less."
 If worker did not hit target then he was punished or fired. Management and labor should
co-operate and work together to achieve aim.
 He was first to suggest that primary function of management should be planned and
training.
 He introduced "first class worker "concept, well trained, well qualified well experienced
according to job description.
 Taylor carried out his famous "time and motion" study. It was systematic study of
relationship between people and task with objective to redesign the work for higher
efficiency.
 Taylor sought to reduce the time worker spent on each task by optimizing the way task
was done.
 The aim of the study was to maximize worker's capacity, thereby the profit, by focusing
on their tasks.
Over a 20 years period Taylor (1911) devised the one best way to do each of the jobs on
the shop floor. Following his experiments on the best way to increase productivity in
industrial organization.
Taylor’s 4 principles of scientific management

1. Replace rule-of-thumb work methods with methods based on scientific study of
task:
Study how work is being performed and determine the new way to do the work by
gathering detail time and motion information, and adopt the best method.
2. Scientific selection, training and development of the worker:

Employees should be scientifically selected and trained by the management so that each
worker would be given responsibility for the task that matches his/her ability. Assess the
workers performance to ensure that all worker would be carried out in accordance with
scientifically devised procedures.
3. Develop motivation among worker:
Set a fair level of work performance, and pay more wages to those workers who produce
more and give high quality of work. Develop a spirit of cooperation between workers.
4. Equal division of work and responsibility: Divide work nearly equally between
managers and workers. Management takes over all work for which it is better fitted than
worker.
Taylor formalized the principle of scientific management, and the fact –finding approach
put forward by him that largely adopted was replacement for old "rule of thumb", which
in itself was a great contribution to management practice. Application of his methods
yielded significant improvements in productivity.
Framework for organization

1. Organogram: clear deliberation of authority and responsibility.
2. Separation of planning from operation
3. Incentive schemes for workers.
4. Management by exception.
5. Task specialization.
Scientific management provides the following advantages:

(1) Reduction in the Cost of Production:
It increases production with the help of mechanization and latest technology used in
producing the goods. On account of large scale production, per unit cost of production is
considerably reduced.
2.Benefits of Division of Labour:
The principle of specialisation adopted under scientific management ensures the benefits
derived from the division of labour. The work is simplified and is carried out in most
economical and efficient manner.
3. Avoidance of Disputes between Labour and Management:
Scientific management is instrumental in developing healthy cooperation between the
management and the labour thereby encouraging cordial and harmonious relations
between the two. This leads to reduction in industrial disputes and provides of industrial
peace. The concept of ‘Mental Revolution’ has been evolved by F.W. Taylor for
developing close understanding, mutual trust and confidence between the labour and
management.
4. Increased Wages:
Scientific management aims at higher productivity and the workers get increased wages.
Taylor suggested a differential incentive plan for increased wages to efficient workers.
The higher wages are helpful in increasing the standard of living of the workers.
5. Proper Methods of Selection and Training of Workers:
One of the main principles of scientific management is that it undertakes scientific

selection, placement and training of industrial workers. In this manner, right type of man
is selected for the right type of job.
6. Provision of Better Working Conditions:
Scientific management provides a proper atmosphere of work to the workers. Proper
working hours followed by rest pauses, adequate lighting, ventilation, ensuring proper
safety, provision of many other amenities etc., are ensured to workers.
7 Instructions to Workers:
Under scientific management work is carried out systematically in accordance with
predetermined plans. Detailed instructions and guidance is provided to workers in order
to carry out the work in accordance with the plans prepared in advance.
8 Lesser Production Time:

Scientific management leads to the accomplishment of the work in lesser time.
Production operations are pre-established and this results in lesser production delays.
Taylor's Scientific Management is criticised on the following main grounds
1. Exploitation of Workers
Taylor's Scientific Management put unnecessary pressures on the employees to perform
the work faster. Importance was given to productivity and profitability. This resulted in
exploitation of the employees. Therefore, many employees joined trade unions. This also
resulted in mistrust between management and employees.
2. Problem of Unity of Command
Taylor used functional foremanship. So, the workers have to report to eight bosses. This
breaks the principle of unity of command, where the workers have to report to only one
boss. Lack of unity of command can create confusion and chaos in the organization
3. Mechanical Approach
Taylor's approach was a mechanical approach. He gave too much importance to
efficiency. He did not consider the human element. Taylor considered workers as robots,
which could speed up the work at any cost.
4. Problem of Separation of Planning from Doing
Taylor said to separate planning from doing. In reality, we cannot separate planning from
doing. The planners should also be engaged in doing, then only they will be able to make
realistic plans for the organisation.
5. Individualistic Approach
Taylor's scientific management gives too much importance to individual performance and
not to group performance. However, the success of an organisation depends not only on
individual performance of workers, but also on group performance of workers.
6.Wrong Assumptions
Taylor assumed that workers are motivated only by financial gains. However, in reality,
workers are motivated not financial incentives but also by social needs and personal egos.
7. Narrow Application
Taylor's scientific management has narrow application. It can be applied only when the
performance of the workers can be measured quantitatively. It can be applied only for
factories where the performance can be measured quantitatively. It cannot be used in the
service sector because in this sector the performance of a person cannot be measured
quantitatively.
Lyndall Fownes Urwick MC (3 March 1891 – 5 December 1983) was a
British management consultant and business thinker. He is recognised for integrating the
ideas of earlier theorists like Henri Fayol into a comprehensive theory of management
administration He wrote an influential book called The Elements of Business
Administration, published in 1943 With Luther Gulick, he founded the academic
journal Administrative Science Quarterly
Urwick 10 principles are:

1. The principles of objective - the overall purpose or objective is the raison d'être of every
organization.
2. The principles of specialization-one group, one function.
3. The principles of coordination - the process of organizing is primarily to ensure coordination.
4. The principles of authority-every group should have a supreme authority with clear line of
authority to other members of the group.
5. The principles of responsibility - the superior is absolutely responsible for the acts of his
subordinates.
6. The principles of definitions - jobs, with their duties and relationships, should be clear defined.
7. The principles of correspondence - authority should be commensurate with responsibility.
8. The span of control - no one should be responsible for more than 5-6 direct subordinates
whose work is interlocked.
9.The principles of balance - the various units of the organization should be kept in balance.
10. The principles of continuity - the structure should provide for the continuity of activities
Contribution and Limitation :

Contribution:
1. In the field of management the decision theory provides guidelines for the manager to
make a decision and solve problems.
2. This theory provides the “science” of improved organizational decision making through
quantitative methods.
3. The theory makes the path for studying the process by which administrative organization
makes decisions.
Limitations:
1. It does not take a total view of management. Its scope is limited.

2. Sometimes it is difficult to claim whether a decision finalizes the action or commence the
action.
3. Management Oriented Theory: - The administrative Management oriented, does not give
attention to problem of work.
4. Lack of importance to internal organization.
5. Mechanical approach- -no motivation, communication leading.

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1 Frederick W.

Taylor’s 4 principles of scientific management

2. Scientific selection, training and development of the worker:

Framework for organization

Scientific management provides the following advantages:

2.Benefits of Division of Labour:

economical and efficient manner.

3. Avoidance of Disputes between Labour and Management:

Scientific management is instrumental in developing healthy cooperation between the

5. Proper Methods of Selection and Training of Workers:

One of the main principles of scientific management is that it undertakes scientific

is selected for the right type of job.

6. Provision of Better Working Conditions:

Scientific management provides a proper atmosphere of work to the workers. Proper

safety, provision of many other amenities etc., are ensured to workers.

Under scientific management work is carried out systematically in accordance with

predetermined plans. Detailed instructions and guidance is provided to workers in order

8 Lesser Production Time:

Taylor's Scientific Management is criticised on the following main grounds

resulted in mistrust between management and employees.

2. Problem of Unity of Command

Taylor's approach was a mechanical approach. He gave too much importance to

which could speed up the work at any cost.

4. Problem of Separation of Planning from Doing

realistic plans for the organisation.

individual performance of workers, but also on group performance of workers.

Lyndall Fownes Urwick MC (3 March 1891 – 5 December 1983) was a

British management consultant and business thinker. He is recognised for integrating the

ideas of earlier theorists like Henri Fayol into a comprehensive theory of management

administration He wrote an influential book called The Elements of Business

Administration, published in 1943 With Luther Gulick, he founded the academic

journal Administrative Science Quarterly

Urwick 10 principles are:

Contribution and Limitation :

1. It does not take a total view of management. Its scope is limited.

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