Taylor's Scientific Management Theory

TAYLORS SCIENTIFIC MANAGEMENT
SCIENTIFIC MANAGEMENT
F.W TAYLOR, an American laid the foundations of management as a science consisting of fundamental principles. He was the first expert to suggest the use of scientific methods of measurement and study for solving managerial problems. Therefore Taylor is known as the father of scientific management.
Definition of scientific management
Scientific management is the art of knowing exactly what you want your men to do and then seeing that they do it in the best and cheapest way. F.W TAYLOR
SCIENTIFIC MANAGEMENT
Scientific management is based on careful observation, objective analysis and innovative outlook. It consist of principles and techniques designed to increase the efficiency of operations.
Basic principles of scientific management are as follows;

A) Science not rule of thumb;
Each and every job and its method of doing it should be based on scientific study and analysis rather than on trial and error. Each task should be scientifically planned.
B) Harmony
not Discord;
There should be healthy cooperation between employer and employees According to Taylor management should adopt an enlightened attitude and share the gains of productivity with workers. workers should perform their duty with discipline and loayalty.
Maximum not restricted out put;

conflict between management and workers arises mainly on division of surplus. Taylor suggested that the best way to resolve the conflict is to increase the surplus
Division of work and responsibility

Taylor suggested separation of planning from operational work. management should concentrate on planning the job of workers and workers should concentrate on performance of work.
Scientific selection,training,and development of workers.

Workers should be selected and trained keeping in view the job requirements. Each and every workers should be encouraged to develop his full potential.
Objectives of scientific management
To improve productivity through standardization of tools, equipment and methods and by training workers. To minimize cost of production per unit through proper planning and control To improve the quality of out put through scientific selection and training of workers.
Workers objections to scientific management.

Over burdening High performance standards Attack on unity of workers through differential piece rate system.
Advantages of scientific management

To the employer;
Higher productivity Lower cost of production Better utilisation of resources Improved quality of work.
To the employee;

Improvement in working condition. Higher earnings Better skills through training
Advantages of scientific management
To the society;
Higher standard of living Better employee employer relations Improvement in work methods
Fayols principles of management

Henri fayol joined a french mining company in 1860 as an engineer and rose to the position of its managing director in 1888. Through his experience he developed the theory of management.
Henri Fayol, a French industrialist, is now recognised as the Father of Modern Management. In year 1916 Fayol wrote a book entitled "Industrial and General Administration". In this book, he gave the 14 Principles of Management. These 14 principles of management are universally accepted and used even today. According to Henri Fayol, all managers must follow these 14 principles.

1. Division of Work The full work of the organisation should be divided among individuals and departments. This is because a division of work leads to specialisation, and specialisation increases efficiency, and efficiency improves the productivity and profitability of the organisation.

2. Discipline Discipline means a respect for the rules and regulation of the organisation. Discipline may be Self-discipline, or it may be Enforced discipline. Self-discipline is the best discipline. However, if there is no self-discipline, then discipline should be enforced through penalties, fines, etc. No organisation can survive without discipline.

3. Authority and responsibility According to Henri Fayol, there should be a balance between Authority (Power) and Responsibility (Duties). Authority must be equal to Responsibility. If the authority is more than responsibility then chances are that a manager may misuse it. If responsibility is more than authority then he may feel frustrated.

4. Subordination of Individual Interest to General Interest In an organisation, there are two types of interest, viz., the individual interest of the employees, and the general interest of the organisation. The individual interest should be given less importance, while the general interest should be given most importance. If not, the organisation will collapse.

5. Remuneration Remuneration is the price for services received. If an organisation wants efficient employees and best performance, then it should have a good remuneration policy. This policy should give maximum satisfaction to both employer and employees. It should include both financial and non-financial incentives.
6. Centralisation
In centralisation, the authority is concentrated only in few hands. However, in decentralisation, the authority is distributed to all the levels of management. No organisation can be completely centralised or decentralised. If there is complete centralisation, then the subordinates will have no authority (power) to carry out their responsibility (duties). Similarly, if there is complete decentralisation, then the superior will have no authority to control the organisation. Therefore, there should be a balance between centralisation and decentralisation.

7. Order
There should be an Order for Things and People in the organisation. Order for things is called Material Order. Order for people is called Social Order. Material Order refers to "a place for everything and everything in its place." Social Order refers to the selection of the "right man in the right place". There must be orderly placement of the resources such as Men and Women, Money, Materials, etc. Misplacement will lead to misuse and disorder.

8. Equity The managers should use the equity while dealing with the employees. Equity is a combination of kindness and justice. Equity creates loyalty and devotion in the employees.

9. Initiative
Management should encourage initiative. That is, they should encourage the employees to make their own plans and to execute these plans. This is because an initiative gives satisfaction to the employees and brings success to the organisation.

10. Esprit De Corps Esprit de Corps means "Team Spirit". Therefore, the management should create unity, co-operation and team-spirit among the employees. They should avoid the divide and rule policy.

11. Stability of Tenure; An employee needs time to learn his job and to become efficient. Therefore, he should be given time to become efficient. When he becomes efficient, he should be made permanent. In other words, the employees should have job security.

12. Unity of Direction All activities which have the same objective must be directed by one manager, and he must use one plan. This is called Unity of Direction. For example, all marketing activities such as advertising, sales promotion, pricing policy, etc., must be directed by only one manager. He must use only one plan for all the marketing activities.

13. Scalar Chain Scalar Chain is a line of authority. This line joins all the members (managers and employees) from top to bottom. Every member must know who is his superior. He must also know who is his subordinate. Scalar Chain is necessary for good communication. Scalar Chain must not be broken in norm circumstances. However, if quick action is necessary, then this chain can be broken. This is done using "Gang Plank" / "Bridge" / "Direct Contact".
Scalar chain
B C
A I J
D
F G H E GANG PLANG
K
L M N
O
Fayols principles of management.

14. Unity of Command

According to this principle, a subordinate (employee) must have only one superior (boss or manager). A subordinate must receive orders from only one superior. In other words, a subordinate must report to only one superior. According to Fayol, if one subordinate receives orders from more than one superior then there will be disorder. This will affect the discipline, efficiency, productivity and profitability of the organisation. Unity of Command is a very important principle of management. This principle is based on the rule "Too many cooks spoil the soup."

Taylor's Scientific Management Theory

Uploaded by

Copyright:

Available Formats

Taylor's Scientific Management Theory

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Taylor's Scientific Management Theory

Uploaded by

Copyright:

Available Formats

TAYLORS SCIENTIFIC MANAGEMENT

Definition of scientific management

Basic principles of scientific management are as follows;

Maximum not restricted out put;

Division of work and responsibility

Scientific selection,training,and development of workers.

Objectives of scientific management

Workers objections to scientific management.

Advantages of scientific management

Improvement in working condition. Higher earnings Better skills through training

Advantages of scientific management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management

Fayols principles of management.

You might also like