2. 1. Frederick winslow Taylor ’s scientific
management principle
Frederick winslow Taylor (1856–1915)
He was an American mechanical engineer who sought to
improve industrial efficiency. He is regarded as the father of
scientific management and was one of the first management
consultants
3. Taylor was also a manufacturing manager who eventually
became a consultant and taught many other managers how to
apply his scientific management techniques
He advocated that decisions about organizations and job
design should be based on precise, scientific study of
individual situations.
4. F.W Taylor did a number of experiments. One of them was known
as the time and motion study.
Times and motion study; Involved the careful timing and recording
of the actions taken to perform a particular task.
Aim was to find ways to improve each employee’s ability to
perform a particular task.
For example, by reducing the number of motions employees made
to complete the task, by changing the layout of the work area or the
type of tools employed used, or by experiment with tools of
different sizes.
5. Scientific management principles
1. Remuneration ( Equal work, equal pay)
• Incentives to encourage outputs
2. Defined work tasks (true science for each person’s work)
3. Standard working procedures
6. 4. Foremanship/supervision
5. Cooperation
6. Scientific Selection/ training of workers
7. The division of work and responsibility between management
and the workers.
Mullins, 2002
7. Contributions of scientific management
Highly contributed to modern day management practices
Encouraged specialisation/division of labour
Encouraged standard operating procedures
8. Criticism of scientific management
Money is not the only motivator
Workers treated like machines
Psychological and emotional needs of workers overlooked
Too much focus on internal operations of an organisation and
overlooked the external environment.
9. Henri fayol (1841-1925). He was a french man and mining
engineer. He later became a successful manager
1. Unity of command
Each subordinate receives orders from only one superior
2. Hierarchy of Authority/scalar chain
describes who reports to whom and the span of control for
each manager.
10. There should be a clear chain of command in an organisation
Organisational charts depict hierarchy of authority
3. Unity of direction
There should be unity of purpose. One plan, one leader
4. Remuneration
Fair reward for work done
11. 5. Division of labour
specialisation and repetition, leading to speed and accuracy.
6. Authority and responsibility
Authority and responsibility must go hand in hand.
‘Responsibility is feared as much as authority is sought for.’
13. 9. Centralization
Decisions must be made by top management
10. Equity
Justice, respect and fair treatment to all workers
11. Subordination of individual interest to general interest
suppressing personal interests to the general good
14. 12. Initiative
allowing employees to think through a problem and implement
a solution (this helps to increase motivation).
13. Stability of staff
people need to stay in their jobs long enough to deliver, so
should not be moved around too much.
15. 14. Esprit de corps
United we stand, divided we fall. keeping the team together,
using harmony as a basis of strength.
16. Max weber (1864–1920) was a German sociologists.
Bureaucracy refers to a formal system of organizations and
administration designed to improve efficiency and
effectiveness.
He developed a set of principles for an “ideal” bureaucracy as
follows:
17. 1. A manager’s formal authority derives from the position he
or she holds in the organization.
Obedience is owed to a manager, not because of any personal
qualities but because a manager occupies a position that is
associated with a certain level of authority and responsibility.
18. 2. Defined work task/activities
Clearly specified system of tasks and role relationships
3. Employment must be based on technical qualifications
4. Impersonality
Equal and fair treatment of workers. Individual differences
should not influence management decisions
19. 5. System of written down rules and work procedures
Rules are formal instructions that specify the actions to be
undertaken under different circumstances to achieve specific
goals.
6. Chain of command/hierarchy of authority
Authority can be exercised effectively in an organisation when
positions are arranged hierarchically, so that employees know
whom to report to and who reports to them.
20. Advantages
Helped to level down social classes because for one to get a
job position there is need for technical skills/abilities
TASK
With the use of practical examples, explain how the principles of
bureaucracy can be used to improve the performance of a local
clinic in your area. (10marks)
21. Disadvantages
Encourages red tapism- Rigid adherence to rules and
procedures
Inhibits initiative/creativity
Organisational rigidity
Too much power in the hands of few individuals
22. Early work on industrial psychology and human relations
received little attention because of the prominence of scientific
management. However, a major breakthrough occurred with a
series of experiments at a Chicago electric company, USA.
which came to be known as the Hawthorne Studies
The Hawthorne studies attempted to determine the effects of
several factors on worker productivity .
23. Elton Mayo (1880-1949) an Australian born psychologists was
one of the main pioneers of the hawthorne works.
At the hawthorne works, Workers were subjected to different
experiments, lighting, relay assembly room test, interviews,
Bank wiring tests and counselling program.
24. Interpretations of these studies at the hawthorne works
showed that:
• work satisfaction and performance is basically not economic.
• It depends more on working conditions and attitudes -
communications, positive management response and
encouragement, working environment.
25. In conclusion the hawthorne studies showed that positive
treatment of employees improved their motivation and
productivity.
These findings led to a revolution in worker treatment and laid
the groundwork for leadership, motivation, and human
resource management.
26. Douglas Mc’gregor (1906-1964 ) an American social
psychologists, management professor and also a student of
Abraham maslow.
proposed two sets of assumptions about how work attitudes
and behaviour not only dominate the way managers think but
also affect how they behave in organizations.
He named the two sets of assumptions as Theory Y and Theory
X
27. THEORY X
According to the assumption of Theory X, the average worker is
lazy, dislikes work and will try to do as little as possible.
Moreover, workers have little ambition and wish to avoid
responsibility. Thus the managers’ task is to counteract workers’
natural tendencies to avoid work.
Jones and George, 2002
28. To keep workers’ performance at a high level, the manager
must supervise the workers closely and control their behaviour
by means of the “carrot and “stick” i.e. rewards and
punishment.
29. THEORY Y
In contrast, Theory Y assumes that workers are not inherently lazy,
do not naturally dislike work, and if given the opportunity will do
what is good for the organisation.
According Theory Y, the characteristics of the work setting
determine whether workers considers work to be a source of
satisfaction or punishment.
30. managers do not need to closely control workers’ behaviour to
make them perform at a high level. .
because workers exercise self-control when they are
committed to the organizational goals.
31. Abraham Maslow (1908-1970 ) was an American
psychologists. He developed the hierarchy of needs to help
explain motivation.
Although Maslow did not originaly intend that the needs
hierarchy should necessarily be applied to the work situation,
it still remains popular as a theory of motivation at work.
32. Applying the hierarchy of needs to the work place
its used as a means to determine how to more effectively
motivate employees so that productivity increases.
It shows how to better meet the needs of employees in the
work place
The hierarchy is often depicted as a pyramid to represent the
need to fulfill the lower level needs before an individual can
move up to the next level
33.
34. Physiological needs- food, oxygen, sleep
Safety needs-security, freedom from pain
Love needs-affection, sense of belonging,
Esteem needs-self respect, recognition, reputation, status and prestige
Self actualisation- one’s full potential, Career advancements
35. TASK
Discuss the pro’s and con’s of Abraham Maslow’s hierarchy of
needs as a basis to improve worker productivity in today’s
modern organisations. (10marks)
36. Daft, R.L, (2007), Organizational Theory and Design,
Thompson Learning, Inco, Ohio.
Jones, G and George, J (2002), Understanding and Managing
Organizational Behaviour, Prentice Hall, New Jersey.
