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2. scientific management

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  • 1. Scientific management• Principles• Techniques• Objectives
  • 2. Fundamentals
  • 3. Principles• Soldering and faulty wage system• Some workers are more talented than others• Forced workers perform slowest repetitive task• Workers fear that if they give more output others will loose job• Soldering-deliberately work at slow rate
  • 4. Techniques• Rest breaks- include rest break• Workers recover from mental or physical fatigue
  • 5. Techniques• Time and motion study• Observing motion of worker while at work• Identification of necessary and unnecessary movements• With stop watch count time of unnecessary movements• Eliminate unnecessary movement• Develop movements necessary and standard
  • 6. Differential payment /piece rate incentive• Fix standard level of production• Workers producing less than standard receive less payment• Workers producing more receive higher payment• Motivates workers to perform
  • 7. Objective• Maximum prosperity• Of organization and workers• Development of every branch of business to its highest• Other than higher wages highest grade of work with natural ability to fit him• Giving him higher class of work
  • 8. Criticism• Taylor is concerned only with output/productivity• Taylor overlooked other aspects of management like finance,accounting, marketing• Union leader felt it as exploitation of workers• Human element is absent in theory• Moral of worker goes down if worker does not complete target
  • 9. Effectiveness• Scientific management theory needs co-operation of worker and management at various stages• The worker should understand the point view of management in increasing the production and profitability• Taylor advocates group harmony by eliminating dissatisfaction among workers• The movement of material within company should be scientifically done• Taylor emphasised the scientific selection of people and need for appropriate training
  • 10. Effectiveness• Implementation of best way to do job• Concept of functional foremanship• Division of functional authority