5. DEVELOPMENT OF SCIENTIFIC
MANAGEMENT:
During the latter part of the 19th century a new industrial climate began to descend
upon American business giving rise to the growth of managerial class. The practices
of management began to change from a day-to-day problem-solving approach to a
more all- inclusive, comprehensive, long-term approach to grapple with the
emerging managerial problems, which were not faced previously. Prominent leaders
like Henry R. Towne and Henry Metcalf tried to develop a unified system of
management and Towne called this new philosophy-science of management. Towne
in 1886 presented a paper entitled "The Engineer as an Economist to the American
Society of Mechanical Engineers (ASME). Taylor, who joined the society in the
same year, was inspired by Towne's ideas and directed his efforts to understand all
facets of a firm and to develop scientific management. Taylor's contribution to the
development of scientific management was recorded in his papers
6. SCIENTIFIC MANAGEMENT PHILOSOPHY
INCLUDE:
• ⚫ application of scientific methods of research and experiments to the managementproblems;standardisation of working
conditions and place the workers on the basis of scientific criteria.
• ⚫ giving formal training to workers and specific instructions to perform the prescribed motions with standardised tools and
materials.
• ⚫ ensuring friendly cooperation between workers and the management.Taylor wanted to develop a new and total concept of
management. He advocated that the traditional managers, instead of being authoritarian, should develop a new approach and
change to a more comprehensive and broader view of their jobs incorporating the elements of planning, organising and
controlling. While at Midvale Steel Company, after serious observation and study of operations of factories, he identified
many defects in the management. They include had no clear understanding of worker-management responsibilities; lack of
effective standards of workers.
⚫ restricted output because of "natural soldering" and "systemic soldering" of work by theworkers.
⚫ failure of management to design jobs properly and to offer the proper incentives to workers to overcome soldering.
⚫ most decisions of the management were unscientific as they were based on hunch,intuition, past experience, and rule-of-thumb;
lack of proper studies about the division of work among departments; andplacement of workers without consideration of their
ability, aptitude and interests.
7. PRINCIPLE OF SCIENTIFIC MANAGEMENT:
• Frederick Winslow Taylor’s philosophy of management was based on mutual interests and on four basic
principles of scientific management.
• Development of a true science of work.
• Scientific selection and Progressive Development of the Workmen.
• Bringing together the science of work and Scientifically selected and trained men.
• Division of work and responsibility between management and workers.
8. EXPLANATION OF PRINCIPLES:
• Development of a true science of work:
• To find one best way of doing work.
• Organized work schedule .
• Finding ideal working methods and working conditions.
• Leads to higher productivity .
• Scientific selection and progressive development of a workmen:
• Selection of workers on the basis of physical and intellectual qualities.
• It ensures the effective performance.
• Taylor believed that every worker has the potential for development.
• Every worker must be systematically trained.
• New methods, tools and conditions must be willinglyaccepted by the workers.
9. PRINCIPLES:
• Bringing together the Science of Work and Scientifically Selected and Trained men:
• Inspiring the workers to do work willingly.
• It causes the mental revolution to do their duties willingly.
• Division of Work and Responsibility between management and workers:
• Equal responsibility between management and workers
• Division of work leads to the mutual understanding and dependence#
• This will eliminate the conflicts and strikes.
10. FUNCTION FORMANSHIP:
• Functional formanship is a factory administras System that Supports for possessing numerous formen in
Separate functional roles.
• Taylor doubted the officacy of military type of organisation in which each workers is subordinate to only
one boss.
• He replaced this system with functional former in which the worker reclives order from supervisors.
• He divided the work not only among workey but also at the Supervisory Level.
• Taylor believed that functional type of organisat in which the foremen can be trained quickly and
Specialisation become very easy.
11. WHO ALL ARE COMES UNDER FUNCTIONAL
FOREMANSHIP:
• Planning bosses.
• The order of work and route clerk.
• The instruction card clerk.
• Time and cost clerk.
• shop disciplinarian.
12. QUALITIES OF GOOD MAN:
• Education
• Technical knowledge
• Mental dexterity(skill) and strength
• Tact
• Energy
• Grit (passion)
• Honesty
• Judgement
• Good health.
13. MENTAL REVOLUTION:
• Scientific management, according to Taylor, primarily involves a complete mental revolutionon the part of the
workers and the management as to their duties, towards their work, towards their fellow workers, and towards
all of their daily problems. It demands the realisation of the fact that their mutual interests are not antagonistic
and mutual prosperity is possible only through mutual cooperation. Without this great mental revolution on
both sides, Taylor said, scientific management does not exist.Taylor was of the view that the great revolution
that takes place in the mental attitude of the two sides under scientific management is that both parties take
their eyes off the division of the surplus as the all important matter and together turn their attention towards
increasing the size of the surplus until the surplus becomes so large that it becomes unnecessary to quarrel over
how it should be divided. Then, both the sides stop pulling against one another, and instead both turn and push
shoulder to shoulder in the same direction till the size of the surplus created by their joint effort is truly
astounding. Both the sides realise that friendly cooperation and mutual helpfulness make the surplus so
enormously greater than it was in the past and there is ample room for a large increase in wages for the workers
and equally great increase in profits for the manufacturer. "It is along this line of complete change in the mental
attitude of both sides, of the substitution of peace for war, the substitution of hearty brotherly cooperation for
contention and strife; of both pulling hard in the same direction instead of pulling apart or replacing suspicious
watchfulness with mutual confidence; or becoming friends instead of enemies." Taylor said that along this line
scientific management must be developed.
14. SUMMARY OF SCIENTIFIC MANAGEMENT:
• Frederick Taylor's contribution to management and administration can be summarised as:
• Frederick Winslow Taylor, a mechanical engineer by training, was regarded as the "Father of Scientific
Management" for his pioneering work in the study of human beingsat workBased on extensive studies of
industrial work situation, Taylor identified defects inmanagement and proposed a philosophy of
management for industrial efficiency, which was subsequently labelled as "Scientific Management" by
Louis Brandies.
• Taylor's philosophy of scientific management is that there is no inherent conflict in the interests of
employees, workers and consumers. Based on this philosophy he developed four principles of scientific
management namely viz: (a) development of a true science ofwork; (b) scientific selection of workers;
(c) scientific education and development, and (d) intimate and friendly cooperation between the
management and the Men.
15. SUMMARY:
• The essence of scientific management, according to Taylor, is mental revolution ie.change of attitude on
the part of workers and management towards their work and their relationships; Both trade unions and
managers of the day were very critical of scientific management, though for different reasons. The trade
unions considered the scientific management as anti-labour and anti-trade union, focusing on mechanical
aspects of work ignoring thehuman aspects. The labour organisations protested the "dehumanising"
aspects of tailorism.
• Taylor's principles and prescriptions were criticised by latter writers for their failure tounderstand the
anatomy of work. Simon and March characterised scientific managementas the "physiological
organisation theory"; andTaylor's work, in spite of limitations and criticisms, greatly influenced the study
and practices of industrial administration in the modern world. Taylor's heritage is visible in many
modern management techniques like operation research, method study, time study, etc. Taylor should be
given due credit for laying foundations for the systematic study of Work and worker.
