View
235
Download
0
Category
Preview:
Citation preview
8/13/2019 Taylorism Amu
1/36
Frederick TaylorThe Father of Scientific Management
8/13/2019 Taylorism Amu
2/36
BA
The travel of a straight line is an absolute
model of efficiency at its purest.
The fastest way from point A to point B is a straight line.
Scientifically, it is a proven fact.
Mathematically, it is the shortest distance, therefore takes the less time.
8/13/2019 Taylorism Amu
3/36
An Introduction
Frederick WinslowTaylor(20 March 185621
March 1915), widely
known as F. W. Taylor,was an American
mechanical engineer who
sought to improve
industrial efficency.
He is regarded as the
father of scientific
management.
8/13/2019 Taylorism Amu
4/36
Historical
Background
Industrial Revolution
8/13/2019 Taylorism Amu
5/36
Industrial Revolution
The Industrial Revolution waswidespread replacement of manuallabor by machines that began inBritain in the 18th century with theintroduction of steam power andpowered machinery (mainly intextile manufacturing).
It created a specialized andinterdependent economic life andmade the urban worker morecompletely dependent on the will of
the employer than the rural workerhad ever been.
It changed our societies from amainly agricultural society to onethat in which industry and
manufacturing was in control.
8/13/2019 Taylorism Amu
6/36
Negative aspect ofIndustrial Revolution
8/13/2019 Taylorism Amu
7/36
Background of That Time
There were no clear concepts ofresponsibilities to workers and managers.
No effective work standards existed.
Management decisions were based on hunchand intuition.
Workers were placed on jobs with little or noconcern for matching their abilities and
aptitudes with the tasks required.
Managers and workers considered themselvesto be in continual conflictany gain by one
would be at the expense of the other.
8/13/2019 Taylorism Amu
8/36
Scientific Managemento 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 toreplace informal rule of thumb knowledge.
Taylor sought to reduce the time a worker spent on
each task by optimizing the way the task was done.
8/13/2019 Taylorism Amu
9/36
Taylors main focus:Maximize workers capacity and profits
PROBLEM:Get employees to work at their maximum capacity
PRIMARY FOCUS:TASKS
8/13/2019 Taylorism Amu
10/36
Frederick Taylor
Efficiency Expert in U.S.Steel Industry
Invented New ToolDesigns and HandlingMethods
Designed Stop-WatchTask Timing
Created Piece-RatePayment Scheme
Developed IndustrialDepartments
http://www.skymark.com/resources/leaders/taylor.htm8/13/2019 Taylorism Amu
11/36
Time Studies and the Piece-Rate System
Studied most efficientworker
Used stop-watchtiming to measure eachproduction step
Eliminated anyunnecessarymovements
Designed standardizedinstruction cards foremployees
Employees paid formeeting the established
rate of production
8/13/2019 Taylorism Amu
12/36
Soldiering Working in the steel industry, Taylor had observed
the phenomenon of workers purposely operatingwell below their capacity (soldiering)
Reasons
o
Believe that if they become more productive jobwould be eliminated
o Non-incentive wage systems
o Rule-of-thumb training methods - inefficient
To improve efficiency Taylor began to conductexperiments to determine the best level ofperformance and what was necessary toachieve this performance.
8/13/2019 Taylorism Amu
13/36
Time and motion studies Experiments that were performed to
determine the one best way to perform
particular job.
oPig Iron
oThe science of shoveling
oBricklaying
8/13/2019 Taylorism Amu
14/36
Pig Iron
if workers were moving 12 tons of pig iron per dayand they could be incentives to try to move 47 tons per day, left to their own wits they probablywould become exhausted after a few hours and failto reach their goal.
However, by first conducting experiments todetermine the amount of resting that wasnecessary, the worker's manager could determine
the optimal timing of lifting and resting so that theworker could move the 47 tons per day withouttiring.
Not all workers were physically capable of movingthat, so workers should be selected according to
how they are suited for a particular job.
http://en.wikipedia.org/wiki/Image:TwoPigWeights.jpeg8/13/2019 Taylorism Amu
15/36
introduced incentive pay plans
(workers were assumed to be motivated
only by money).
Believed would lead to cooperation--
management and worker
Studied design of shovelsand introduced
a better design at Bethlehem Steel Works,reducing the number of people shoveling
from 500 to 140
Taylors Work? Contd.
8/13/2019 Taylorism Amu
16/36
The science of shoveling determined that the optimal
weight that a worker shouldlift in a shovel was 21
pounds. The shovel should be sized
so that it can handle that.
Prior to that workers usedtheir own shovels.
8/13/2019 Taylorism Amu
17/36
Bricklaying focused on specific motions,
decreased the amount of motions required to laybricks.
8/13/2019 Taylorism Amu
18/36
Taylor's core values
The rule of reason
improved quality
lower costs
higher wages
increased output
labor-management
experimentation
clear tasks and
goals training
stress reduction
careful selectionand development of
people
8/13/2019 Taylorism Amu
19/36
"The Principles of Scientific
Management" Published in 1911
Prior to scientific management work wasperformed by skilled craftsmen who hadlearned their jobs in lengthy apprenticeships.
Scientific management took away much ofthis autonomy and converted skilled craftsinto a series of simplified jobs that could beperformed by unskilled worker who easilycould be trained for the task.
c en c managemen revo u on ze
8/13/2019 Taylorism Amu
20/36
c en c managemen revo u on ze
industry:
it explained how to increase production by working
smarter, not harder.
Up until that time, increasing output meant:
o more hours,o more employees,
o more raw materials, and more costs.
Scientific management uses basic logic to show how:
o standardization,
o productivity, and
o division of labor
increase efficiency.
l f
8/13/2019 Taylorism Amu
21/36
Four Principles ofScientific Management
1) Science not the rule of thumb:scientific investigation should be used fortaking managerial decisions instead of
basing on opinion, institution or thumbrule.
Study the way workers perform their tasks,gather all the informal job knowledge thatworkers possess and experiment withways of improving how tasks areperformed
Time-and-motion study 2-21
2 H t di d/ ti
8/13/2019 Taylorism Amu
22/36
2.Harmony not discard/ cooperation
between employers and employees:
Promote COOPERATION among
managers and subordinates, this will
result in harmonious working together Harmonious relationship between
employees and employers.
Cooperation of employees that managers
can ensure that work is carried in
accordance with standards.
3 S i ifi S l i d
8/13/2019 Taylorism Amu
23/36
3.Scientific Selection andtraining of workers
Carefully select workers who possessskills and abilities that match the needsof the task,
and train them to perform the taskaccording to the established rules andprocedures
Rather than leaving them to trainthemselves
2-23
8/13/2019 Taylorism Amu
24/36
8/13/2019 Taylorism Amu
25/36
8/13/2019 Taylorism Amu
26/36
Underlying Themes
Managers are intelligent; workers are and should beignorant
Provide opportunities for workers to achieve greater
financial rewards Workers are motivated almost solely by wages
Maximum effort = Higher wages
Manager is responsible for planning, training, and
evaluating
8/13/2019 Taylorism Amu
27/36
Theory X versus Theory Y
8/13/2019 Taylorism Amu
28/36
Success ofscientific
management andits pros
8/13/2019 Taylorism Amu
29/36
Revolutionized industry because it explained how to increase
production by working smarter, not harder.
Beneficial organizational model because created standards.
Laid the foundations of how businesses should be run from an
organizational standpoint.
Increased a workers output, allowing them to take home a
greater pay than ever before
The worker would concentrate on the day-to-day tasks asked of
them, and not have to worry about the decision making.
Decisions were left to management who were able to take the
best course of action after careful study, planning, and
implementation of pre-defined standards
8/13/2019 Taylorism Amu
30/36
Failings of scientific
management and the
development ofalternatives
r t c sm or sc ent c
8/13/2019 Taylorism Amu
31/36
r t c sm or sc ent cmanagement
The main argument against Taylor is this
reductionist approach to work dehumanizes the
worker.
Specialized jobs became very boring, dull. 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.
oWorkers ended up distrusting the Scientific
Management method.
P bl ith S i tifi
8/13/2019 Taylorism Amu
32/36
Problems with ScientificManagement
Managers frequently implemented only the increased
output side of Taylors plan.
o Workers did not share in the increased output.
Inefficiencies within the management controlsystem such as poorly designed incentive schemes
and hourly pay rates not linked to productivity.
Workers could purposely under-perform.
o Management responded with increased use ofmachines.
The core jobs dimensions of skill variety, task identity,
task significance, autonomy and feedback are all
missing.
8/13/2019 Taylorism Amu
33/36
Progressive reformers
As scientific management became more popular in industry during the
early part of the twentieth century, it began to influence other segmentsof society and culture, particularly in the progressive movement.
Gilford Pinchot the famous conservationist , who was appointed by
President Theodore Roosevelt to head what is now known as the
Department of the interior, saw his work as, efficient management of
natural resources.
Progressive reformers, interested in reducing public corruption carefully,
began to study things like the amount of money spent on constructing
things like sewer lines verses the amount of people living in each square
block.Home economists, did time and motion studies of house work, in the
hopes that it would give women more time to educate themselves.
A certain type of technical utopianism emerged.
Thus Taylors Four Principles of
8/13/2019 Taylorism Amu
34/36
Thus Taylor s Four Principles of
Management are
Develop a scientific way for each element of an
individuals work, which replaces the old rule-of-
thumbmethod.
Scientificallyselectand then train, teach, and developthe worker.
Heartily cooperate with the workers so as to ensure
that all work is done in accordance with the scientific
waythat has been developed.
Divide work and responsibility almost equally
between managers and workers. Managers take over
all work for which it is better fitted than the workers.
S i tifi M t Eff t
8/13/2019 Taylorism Amu
35/36
Scientific Managements Effecton Schools
Teaching Objectives
Vocational Curriculum Design
Division of Labor
Subjects Departmentalized Improvements by Analysis
o Data-driven decisions
Outcomes for Instruction
o Standardized assessments
Teacher Merit-pay
Staff Development Programs
8/13/2019 Taylorism Amu
36/36
Recommended