Techniques of Scientific Management

These are based on the various experiments he conducted during the career of F.W. Taylor.

Functional Foremanship: Foreman is the lowest ranking manager and the highest ranking

Worker. He is the pivot (axis) around whom revolves the entire productionplanning, implementation and
control.

Taylor concentrated on improving the performance of this role in the factory set-up.

Taylor advocated separation of planning and execution functions. This concept was extended to the
lowest level of the shop floor. It was known as functional foremanship.

Under the factory manager there was a planning incharge and a production incharge. Under planning
incharge four personnel namely instruction card clerk, route clerk, time and cost clerk and a
disciplinarian worked.

Under Production incharge, personnel who would work were speed boss, gang boss, repair boss, and
inspector.

Functional foremanship is an extension of the principle of division of work andspecialisation to the shop
floor.

Standardisation and Simplification of Work:

Standardisation refers to the process of setting standards for every business activity. These standards are
the benchmarks, which must be adhered to during production. According to Taylor scientific method
should be used to analyse methods of production

Prevalent under the rule of thumb.

Simplification meanseliminating unnecessary diversity of products. It results in savings of cost of labour,

Method Study: The objective of method study is to find out one best way of doing the job.

There are various methods of doing the job.

Motion Study: Motion study refers to the study of movements like lifting, putting objects,

Sitting and changing positions, etc., which are undertaken while doing a typical job. Unnecessary
movements should be eliminated so that it takes less time to complete the job efficiently.

For example, Taylor and his associate Frank Gailberth were able to reduce motions in brick layering from
18 to just 5.

Time Study: It determines the standard time taken to perform a well-defined job. Time Measuring
devices are used for each element of task. The standard time is fixed for the whole of the task by taking
several readings.

Fatigue study: It refers to determine the amount and frequency of rest intervals in completing a task.
A person is bound to feel tired physically and mentally. The rest intervals will help one to regain stamina
and work again with the same capacity. This will result in increased productivity.

Differential Piece Wage System:

Mental revolution involves a change in the attitude of workers and management towards

One another from competition to cooperation. Both should realise that they require one another. Both
should aim to increase the size of surplus. This would eliminate the need for any agitation. Management
should share a part of surplus with workers. Workers should also contribute their might so that the
company makes profits.

Fayol’s Principles of Management:

Henri Fayol (1841-1925) was a French management theorist. He graduated from the mining academy of
St. Etienne in 1860 in mining engineering.

The 14 principles of management propounded by him were discussed in detail in his book published in
1917, ‘Administration industrielle et generale’. It was published in English as ‘General and Industrial
Management’ in 1949 and is widely considered a foundational work in classical management theory.

For his contribution he is also known as the ‘Father of General Management’

The 14 principles of management given by him are:

(i) Division of Work: Work is divided into small tasks/ jobs. A trained specialist who is
competent is required to perform each job. Thus, division of work leads to specialisation.

This results in efficient and effective output.

(ii) Authority and Responsibility: There should be a balance between authority and
responsibility.
(iii) Discipline: Discipline is the obedience to organisational rules and employment agreement
whichare necessary for the working of the organisation.

According to Fayol, discipline requires good superiors at all levels, clear and fair agreements and
judicious application of penalties.

Discipline mean that the workers and management both honour their commitments Without any
prejudice towards one another.

(iv) Unity of Command: According to Fayol there should be one and only one boss for every
individual employee. Dual subordination should be avoided. This is to prevent confusion
regarding tasks to be done.
(v) Unity of Direction: All the units of an organisation should be moving towards the same

Objectives through coordinated and focussed efforts. This ensures unity of action and coordination.
 (vi) Subordination of Individual Interest to General Interest: Every worker has some individual
interest for working in a company. The company has got its own objectives. The interests of
an organisation should take priority over the interests of any one individual employee.

This is so because larger interests of the workers and stakeholders are more important than the interest
of any one person.

(vii) Remuneration of Employees: The overall pay and compensation should be fair to both
employees and the organisation. The employees should be paid fair wages, which should
give them at least a reasonable standard of living. At the same time it should be within the
paying capacity of the company.
(viii) Centralisation and Decentralisation: The concentration of decision-making authority is Called
centralisation whereas its dispersal among more than one person is known as
Decentralisation.

According to Fayol, “There is a need to balance subordinate involvement through decentralisation with
managers’ retention of final authority through centralisation.”

(ix) Scalar Chain: The formal lines of authority from highest to lowest ranks are known as scalar
chain.

According to Fayol, “Organisations should have a chain of authority and communication That runs from
top to bottom and should be followed by managers and the subordinates.”

If there is an emergency then direct contact may be made through ‘Gang Plank’.This is a shorter route
and has been provided so that communication is not delayed.

(x) Order: The principle of order states that ‘A place for everything (everyone) and everything
(everyone) in its (her/his) place’. Essentially it means orderliness. If there is a

Fixed place for everything and it is present there, then there will be no hindrance in the activities of
business/ factory. This will lead to increased productivity and efficiency.

(xi) Equity: This principle emphasises kindliness and justice in the behaviour of managers
towards workers. There should be no discrimination against anyone on account of sex,
religion, language, caste, belief or nationality etc.
(xii) Stability of Personnel: Employee turnover should be minimised to maintain organisational
efficiency. They should have stability of tenure. They should be given Reasonable time to
show results.
(xiii) Initative: Initiative means taking the first step with self-motivation. It is thinking Out and
executing the plan. Workers should be encouraged to develop and carry Out their plans for
improvements.

Initiative should be encouraged. A good company should have an employee suggestion system whereby
initiative/suggestions which result in substantial cost/time reduction should be rewarded.

(xiv) Esprit De Corps: Management should promote a team spirit of unity and harmony among
employees (team work). A manager should replace ‘I’ with ‘We’ in all his conversations with
workers to foster team spirit. This will give rise to a spirit of mutual trust and belongingness
among team members.