Scientific Management by Frederick Winslow Taylor

Scientific Management--------

Frederick Taylor

1Tuesday, August 26, 14


Scientific Management


Scientific ManagementFrederick Winslow Taylor



Index of the Podcast:


Index of the Podcast:1 - Introduction - Frederick Winslow Taylor



2 - A Peep into the book - “The Principles of Scientific Management”




Introduction, Fundamentals & Principles





3 - Scientific Management






Applications, Benefits & Disadvantages







4 - What is Digital Taylorism?







4 - What is Digital Taylorism?

Introduction, Characteristics, Influences on the Workplace & Criticisms




Frederick Winslow Taylor(1856-1915)



Introduction of Mr. Taylor


Introduction of Mr. TaylorFrederick Winslow Taylor was an American mechanical engineer who sought to improve industrial efficiency.



He was one of the first management consultants.




He was one of the intellectual leaders of the Efficiency Movement.





His ideas were broadly conceived & were highly influential in the Progressive Era.






He summed up his efficiency techniques in his book - The Principles of Scientific Management.






He summed up his efficiency techniques in his book - The Principles of Scientific Management.

Taylor also authored 42 patents.5Tuesday, August 26, 14


The Book


The Book



About the book:


About the book:The book is a monograph published by Taylor



It laid out the principles of scientific management




It is a seminal text of modern organization & decision theory





This approach is also often referred to as TAYLORISM or TAYLOR’s PRINCIPLES.






The monograph has 3 sections:






The monograph has 3 sections:

Introduction, Fundamentals & Principles.7Tuesday, August 26, 14

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0. Introduction 1/2


0. IntroductionTaylor started this paper by quoting the then President of United States Of America - Theodore Roosevelt stating - “The conservation of our natural resources is only preliminary to the larger question of national efficiency”.

Taylor pointed out that while a large movement had started to conserve material resources, the less visible & less tangible effects of the wasted human effort was vaguely appreciated.

He argues the necessity of focusing on training rather than finding the right man.

He also says that, “In the past the man has been first; in the future the system must be first”, and the first goal of all systems should be developing first class men.

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0. Introduction 2/2


0. IntroductionHe listed 3 goals for the work:

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First: To point out the great loss which the whole country is suffering through inefficiency in almost all of our daily acts.

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Second: To convince that the remedy for this lies in the systematic management - rather than in searching for some unusual or extraordinary man.

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Second: To convince that the remedy for this lies in the systematic management - rather than in searching for some unusual or extraordinary man.

Third: To prove that the best management is the true science, resting upon clearly defined laws, rules & principles as foundation. Whenever these principles are applied results must follow which are truly astounding.

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1. Fundamental of Scientific Management1/4


1. Fundamental of Scientific Management

Taylor argued that the principal object of the management should be to secure the maximum prosperity for each employee.

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He argued that the most important object of both the employee & the management should be the training & development of the each individual in the establishment - so that he can do the highest class of work for which his natural abilities fit him.

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Taylor demonstrated that maximum prosperity can result only as the result of maximum productivity - both for the shop & for the individual rebuked the idea that the fundamental interests of employees & employers are of active opposition.

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Taylor demonstrated that maximum prosperity can result only as the result of maximum productivity - both for the shop & for the individual rebuked the idea that the fundamental interests of employees & employers are of active opposition.

Taylor described how most all workers deliberately work slowly or “SOLDIER” to protect their interests. (Soldier - When paid the same amount, workers will tend to do the amount of work that the slowest among them does.)

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According to Taylor there were 3 reasons for inefficiency:

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First: The fallacy, which was from time immemorial been almost universal among workman, that a material increase in output of each man or each machine in the trade would result in the end in throwing a large number of men out of work.

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First: The fallacy, which was from time immemorial been almost universal among workman, that a material increase in output of each man or each machine in the trade would result in the end in throwing a large number of men out of work.

TAYLOR argued that the cheapening of any article in common use almost immediately results in a largely increased demand for that article, creating additional work & contradicting the first belief.

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Second: The defective systems of management, which are in common use & which make it necessary for each workman to soldier or work slowly in order that he may protect his own best interests.

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Second: The defective systems of management, which are in common use & which make it necessary for each workman to soldier or work slowly in order that he may protect his own best interests.

Taylor pointed how current management styles caused workers to soldier. He explained the natural tendency of men to take it easy distinct from systematic soldering due to thought & reasoning and how bringing men together at a standard rate of pay make worse this problem. He described how under standard day, piece or contract work it was in the worker’s interest to work slowly & hide how fast work can actually be done & the active opposition between workers & management must change.

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Third: The inefficient rule-of-thumb, which are still almost universal in all trades & in practicing which are workmen waste a large part of their effort.

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Third: The inefficient rule-of-thumb, which are still almost universal in all trades & in practicing which are workmen waste a large part of their effort.

TAYLOR noted that the enormous saving of time & increase in output that could be obtained by eliminating unnecessary movements & substituting faster movements, which can only be realized after a motion & time study by a competent man. While there are perhaps “forty, fifty or hundred way of doing each act in each trade”, “there is always one method & one implement which is quicker & better than any of the rest”.

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2. Principles of Scientific Management1/3


2. Principles of Scientific Management

In this section Taylor describes his principles of scientific management.

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In this section Taylor describes his principles of scientific management.

Taylor first states about - the system of management in use then i.e. the system of “initiative & incentive”. In this system, management gives incentives for better work & workers give their best effort. Here - the form of payment - is practically the whole system, in contrast to the scientific management.

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Taylor’s scientific management consisted of 4 principles:

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Replace rule-of-thumb work methods based on the scientific study of tasks.

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Scientifically select, train & develop each worker rather than passively leaving them to train themselves.

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Cooperate with the workers to ensure that the scientifically developed methods are being followed.

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Cooperate with the workers to ensure that the scientifically developed methods are being followed.

There is an almost equal division of the work & the responsibility between the management & the workmen. The management should take over all work for which they are better fitted than the workman, while in the past almost all of the work & the greater part of the responsibility were thrown upon the men.

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2. Principles of Scientific ManagementTaylor warned about attempting to implement parts of scientific management without accepting the whole philosophy, stating that too fast of a change was often met with trouble, strikes, and failure.

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Under the management of "initiative and incentive", the first three elements often exist in some form, but their importance is minor. However, under scientific management, they "form the very essence of the whole system".

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Under the management of "initiative and incentive", the first three elements often exist in some form, but their importance is minor. However, under scientific management, they "form the very essence of the whole system".

Taylor's summary of the fourth point is Under the management of "initiative and incentive" practically the whole problem is "up to the workman," while under scientific management fully one-half of the problem is "up to the management." It is up to the management to determine the best method to complete each task through a time and motion study, to train the worker in this method, and keep individual records for incentive based pay.

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Applications of Scientific Management


Applications of Scientific ManagementBasis or inspiration for many later management philosophies, including



Management by Objectives




Operations Research




Operations Research

CSFs and KPIs and Balanced Scorecard




Operations Research


Just-in-time and Lean Manufacturing




Operations Research



Total Quality Management




Operations Research




Six Sigma &




Operations Research




Six Sigma &

Business Process Reengineering.17Tuesday, August 26, 14


Strengths of Scientific Management


Strengths of Scientific ManagementIts a theory of management that analyses & synthesizes workflows.



Its main objective is improving efficiency, especially labor productivity.




Its one of the earliest attempts to apply science to the engineering of processes & to management.





Its one of the first formal divisions between workers & managers.






Contribution to efficient production methods, leading to a major global increase of living standards.







Focus on the individual task and worker level








Direct reward mechanisms for workers rather than pointless end-of-year profit sharing schemes.









Systematic. Early proponent of quality standards.










Suggestion schemes for workers, who should be rewarded by cash premiums.










Suggestion schemes for workers, who should be rewarded by cash premiums.

Emphasis on measuring. Measurement enables improvement.



Limitations of Scientific Management



It can easily be abused to exploit human beings. Conflicts with labor unions.




Not useful to deal with groups or teams.





Leaves no room for individual preferences or initiative.






Overemphasis on measuring. No attention for soft factors.







Mechanistic. Treating people as machines.








Separation of planning function and doing.








Separation of planning function and doing.

Loss of skill level and autonomy at worker level. Not very useful in current knowledge worker environments (except as an antithesis).



DIGITALTAYLORISM



Introduction


IntroductionDigital Taylorism, also known as New Taylorism, is a modern take on the management style known as classic Taylorism or scientific management.



Digital Taylorism is based on maximizing efficiency by standardizing and routinizing the tools and techniques for completing each task involved with a given job.



Digital Taylorism is based on maximizing efficiency by standardizing and routinizing the tools and techniques for completing each task involved with a given job.

Digital Taylorism involves management's use of technology to monitor workers and make sure they are employing these tools and techniques at a satisfactory level.



Characteristics


CharacteristicsDigital Taylorism has the main characteristics of being standard, mechanistic, inflexible, and precise.



Management breaks down every task and standardizes an exact procedure that should be followed to complete that task. In doing so it turns the overall job completion into a mechanistic, machine-like process. Each worker is completing their task exactly as they have been instructed to by the management, similar to a machine that has been programmed to perform a specific task in a specific way. If something goes wrong with a worker, they are replaced just like a broken part in a machine.



Management breaks down every task and standardizes an exact procedure that should be followed to complete that task. In doing so it turns the overall job completion into a mechanistic, machine-like process. Each worker is completing their task exactly as they have been instructed to by the management, similar to a machine that has been programmed to perform a specific task in a specific way. If something goes wrong with a worker, they are replaced just like a broken part in a machine.

The standard nature of Digital Taylorism provides for a certain level of precision. Since everyone is operating in a predetermined way, it increases predictability and consistency while limiting error. Through the use of different technologies, Digital Taylorism also allows management to more precisely monitor their subordinates to ensure maximum productivity. While such standardization may increase precision, this type of inflexibility tends to inhibit creativity and growth within organizations.



Influences on workplace


Influences on workplaceAs a result of the continually changing workforce, Digital Taylorism can be found in many organizations. One example of this is grocery industry. In an Australian grocery store, the supplier, transporter, warehouse, and retailer all use Digital Taylorism to go about everyday tasks and monitor workers. The grocery store believes this is the best way to be the most efficient, least costly, and most productive. This particular grocery store refers to their methods as “computerized or New Taylorism”.



School systems are also using this method of New Taylorism to better the students and faculty. Schools are finding new ways to make sure students are being taught the most efficient methods in order to succeed and meet the standards. New Taylorism can be seen through the written curriculum in schools in the United States.



School systems are also using this method of New Taylorism to better the students and faculty. Schools are finding new ways to make sure students are being taught the most efficient methods in order to succeed and meet the standards. New Taylorism can be seen through the written curriculum in schools in the United States.

Another example of Digital Taylorism being used in the workplace is found in organizations who use surveillance systems to monitor workers and make sure they are on task at all times; the percentage of surveillance being used in the workplace is continually growing. Phones and computers that employees use at work are being monitored in order to make sure everything is being done in the most efficient way.


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Criticisms 1/2


CriticismsThe term “Digital Taylorism” is multi-faceted and directly related to Taylorism. Therefore, due to some unfavorable perceptions of Taylorism, Digital Taylorism has some criticisms as well. For example, Taylorism is infamous for meaningless work because employees are simply treated as machines. This may be shown in the deskilling of workers, though this is not always the case. Also, standards may be enforced much more strictly due to the technological advancements. This may be found in more stringent adherence of relaxation and meal breaks, reduced systemic overtime, and an increase in direct supervision. In turn, these leads to much more work measurement. It is the opposite of what kinds of work environments that many organizations are currently adjusting to.

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CriticismsThe term “Digital Taylorism” is multi-faceted and directly related to Taylorism. Therefore, due to some unfavorable perceptions of Taylorism, Digital Taylorism has some criticisms as well. For example, Taylorism is infamous for meaningless work because employees are simply treated as machines. This may be shown in the deskilling of workers, though this is not always the case. Also, standards may be enforced much more strictly due to the technological advancements. This may be found in more stringent adherence of relaxation and meal breaks, reduced systemic overtime, and an increase in direct supervision. In turn, these leads to much more work measurement. It is the opposite of what kinds of work environments that many organizations are currently adjusting to.

Digital Taylorism is criticized for giving management an extreme form of domination, therefore leading to repression in some circumstances. Every motion can be potentially watched, studied, and controlled by the boss. Already, 80% of the corporations in America have their employees under regular surveillance and this number is growing. For instance, in fields such as education, teachers may feel that the methods determined by the administration to standardize classes is because they are not capable of doing so themselves. Students may be seen as the goods being produced, therefore losing the personal characteristics of classroom interactions and learning. This has the potential to disempower and/or deskill the teachers. Digital Taylorism can be seen in standardized testing, which is a common across America.

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Criticisms 2/2


CriticismsDigital Taylorism also has its limitations. Based on Taylorism, most research concerning Digital Taylorism is simply based on time and motion studies to reveal improvement, rather that employee satisfaction. The results measured only involve quantitative methodologies. Though quantitative research is essential, it is not sufficient for providing the answers to questions concerning usability for example. Additionally, Digital Taylorism may be seen as overstepping its place for management. It is the role of the state to manage industries by protecting workers and maximizing economic growth. These new technologies may be crossing the line by intervening before anything results in significant industrial disputation. Instead, organizations are disciplining workers who simply do not meet the quota or standards.

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:: Thank You ::


Education

Scientific Management by Frederick Winslow Taylor