Pre scientific management theory

PRE-SCIENTIFIC
MANAGEMENT THEORY

BY
MANISHA VAGHELA

1 BY: manisha vaghela vaghela_manisha13@yahoo.com

FLOW OF PRESENTATION
1) INTRODUCTION
2) MEANING & SCOPE
3) FEATURES & ELEMENTS
4) PRINCIPLES
5) CRITICISM
6) CONTRIBUTION
7) BENEFITS
8) SUMMARY
9) REVIEW OF THE TOPIC
10) BIBLIOGRAPHY

BY: manisha vaghela vaghela_manisha13@yahoo
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MANAGEMENT

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INTRODUCTION
 Thousands of years ago, the Chinese, the
Babylonians, the Egyptians, the Greeks, the Romans
and Hindu philosophers wrote extremely interesting
books and pro -pounded theories which are
followed even today. From the military come many
examples of early management thought . With the
advent of industrial revolution management of
enterprises assumed an increasingly important role.
Some of the

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 persons who, before Taylor, made considerable
contribution to the development of management
thought were James Watt, Mathew R. Boulton,
Robert Owen and Charles Babbage. Perhaps the
most important contributor to management thought
before Taylor was Henry Varnum poor, editor of the
American Railroad Journal in the latter half of the
19th century.

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 The systematic study of management, as a separate
field of endeavour, started only in the second half of
the nineteenth century, but management in some
form or the other has been of concern to all
organized efforts of man ever since the dawn of
civilization. Evidence of the use of principles of
management is to be found in the administration of
Mohenjodaro and Harappa Cities of ancient Aryans.

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 However, much use of the management
techniques in the conduct of business affairs was
perhaps not made till the second half of the
nineteenth century, as the structure of industry
was simple and had not advanced like the city,
church or defence organizations.

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 ROBERT OWEN made valuable contributions to the
development of management concepts in pre-scientific
management phase. Although he did not propose a
formal theory of management, his work provided
foundations of some thoughts which all managers share
today.
 A stage was set by the end of the nineteenth century for
making a systematic study of management and a
beginning was made by Fredrick Taylor at the beginning
of the

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 present century whose thoughts came to be
known as scientific management.

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MEANING & SCOPE
 Broadly speaking, scientific management is the art of
knowing exactly what is to be done and the best way
of doing it. Under this system the method of work is
scientifically thought out, the workers scientifically
selected and trained to perform the task, and the
most efficient speed is scientifically determined.
According to person the term “scientific
management” characterises that form of organisation
and procedure... Which rests on principles or laws
derived by the

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 process of scientific investigation and analysis, instead of
on tradition or policies determined by the process of trial
and error. Indeed, it is a process of transference of skill
from management to worker.
 Scientific management is also knows as Taylorism,
because Frederic Winslow Taylor, who is also known as
the father of scientific management, was the first to
introduce scientific method at the workshop level.

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 As the Chief Engineer in a steel mill, Taylor noticed
wastage of time and energy on the part of workers. He
found that workers were deliberately slack in performing
their work. Time –rate, being the basis of wage payment ,
was not conducive to hard work. He was amazed at the
employers who paid no attention to this wastage. The
methods used for performing the task were crude and
unscientific so that a worker could not produce to the
maximum of his capacity.

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 Gilbreth has also contributed considerably to the
development of scientific management. Gilbreth was a
building contractor. He noticed that the old and traditional
methods of bricklaying were inefficient, because a
bricklayer lost much time in examining and turning bricks in
his hand and in making a number of movements to pick up
the bricks and putting enough mortar on the wall etc.

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 The scientific method consists of (a)
observation ,(b) measurement , (c)
experimentation, and (d) inference. As Lawrence Appley
puts it, “scientific implies the existence of a specific body of
knowledge, possession of certain necessary skills, and an
orderly, disciplided approach.
 According to Harlow person, “The term scientific
management characterises that form of organisation and
procedure in purposive collective effort which rests on
principles or

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 Laws derived by the process of scientific investigation and
analysis, instead of on tradition or on policies determined
empirically and casually by the process of trial and error.”

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ELEMENTS & FEATURES
(1) Scientific task setting : It means allotment of work to
each worker on the basis of the capacity of an average
worker functioning in normal working conditions. He
should be able to complete the work in a working day. If
there is no scientific task setting, the workers will work
below their capacity. Taylor called it as a „a fair day‟s
work‟.
(2) Work study : Work study refers to the systematic critical
assessment of efficiency required to do the job. It varies
from one job to

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another job.
(3) Methods study : The entire process of production is taken
into account under this study. Efforts are made to reduce
the distance passed by materials and improvement in
handling, transportation, inspection and storage of raw
materials and finished goods. Best tools and machinery are
provided to ensure best possible results.
(4) Time study : Time study refers to the act of

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measuring the time required to perform a particular job. A
standard time is fixed by conducting the time study. If the
standard time is fixed, all the work is performed in the fixed
time and control over it becomes easy.
(5) Rate setting : F.W. Taylor emphasized upon fair wages to
workers, and had recommended differential piece rate
wage system. The reason is that differential piece rate
wage system may act as an incentive to lazy and less
efficient workers.

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(6) Standardisation : Standardisation is made in respect of
tools and instruments, working hours, volume of work,
working conditions or atmosphere, cost of production etc.
These are fixed on the basis of job analysis.
(7) Scientific selection and training : The workers should be
selected scientifically. Next, the appointment should be
given to each worker according to the nature of the job
requirement and his qualifications. Adequate training
should be given to new as well as existing workers in

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order to update their knowledge. A job is assigned to suit
his capacity best.
(8) Economy : The techniques of cost estimates and control
should be considered in order to obtain economy. The
available resources are used to the fullest possible
maximum extent to eliminate wastage. Maximum profit is
earned through this process. Various ways are given in
scientific management to get economy in production and
for maximizing profits.

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PRINCIPLES
(1) Science not rule of thumb : It means the replacement of
old method of doing work scientifically. The nature of
work performed by each worker should be clearly
determined. It includes the allotment of fair work to each
worker, standardization in work, adoption of differential
piece rate of payment system and the like.
(2) Harmony in group action : F.W. Taylor has emphasized
peace and friendship in group action. In other words,
dissatisfaction of any

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worker is to be avoided in the group action. The
dissatisfaction is eliminated through scientific selection,
training and strategic placing of workers.
(3) Co-operation : There should be a co- operation between
management and workers and vice versa. Workers should
help the management to get larger profits, better quality
products and lower cost of production. Management should
give fair wages to workers, recognize the performance of
work and

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acknowledge the indispensability of workers in raising
productivity. Then, better co-operation will be achieved.
(4) Maximum output : Maximum output is achieved through
division of work and assumption of responsibility by the
management and workers jointly. Maximum output results
in the increasing profit to the management and wages and
bonus to the workers. Management should provide
standard materials, tools and working conditions to

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perform the work economically and efficiently.
(5) Improvement of workers : Under scientific management,
all the workers should be given opportunity to the fullest
extent possible. It is necessary for the development of the
company. Workers are scientifically selected and provided
with the job training, so, the management should find out
the physical, educational and psychological requirement of
each job and find suitable persons to each job. Systematic
training can shape the workers in relations to

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the job assigned to them.

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CRITICISM
(1) The term scientific refers to something new. People
raised their voice against the use of the word scientific
before the management. The reason is that F.W. Taylor
does not find anything new in management. Taylor had
only made scientific approach to management.
(2) According to scientific management, workers are forced
to work hard to produce maximum output . At the same
time, this concept of management fails to consider the
physical and mental well-being of workers.

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(3) He laid much emphasis on production management. But,
he does not give any weightage to financial management,
sales management, management accounting and the like.
(4) Tools and equipments, and materials are supplied to each
worker. The foreman issues detailed instructions regarding
the performance of the job and methods of performing
them. Under such circumstances, the workers do not have
any chance to show their ability and find

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new improved ways to perform the same job effectively.
(5) According to Taylor, maximum productivity is achieved
only through employing first class workers. In practice, all
the workers cannot be expected to be excellent.
(6) Increase in production is possible in scientific
management. But, the wages of workers are not increased
in direct proportion to increased production.

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(7) It was argued that the time study, motion study, fatigue
study, standardisation of wage rates etc. were not
scientifically measured.
(8) The principle of division of work is adopted in scientific
management. Each worker is to do a portion of work of an
entire process. The worker does not know how his work
contributes to the manufacture of the final product.
(9) Workers are treated as irresponsible and unambitious
persons under scientific management. The workers are
working under

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strict control and supervision, and so any slight change in
the methods of production and working environment are
opposed by the workers.
In spite of the above cited criticisms from various
sections of people, Taylor‟s scientific management was
supported by Henry L. Gentt, Carl B. Barth, Frank B. and
Lillian M. Gilbreth.

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CONTRIBUTION
1) James Watt and Boulton : These two men took charge of
the management of the soho Engineering foundry when
it was established in 1796 in great Britain. Watt was
incharge of organisation and administration, and Boulton
was responsible for the sales or commercial activities.
They developed many management techniques.
Prominent among them were market research an
forecasting in marketing areas; planned machine layout
in terms of workflow requirements, production planning,

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production-process standards, and standardisation of
product component in production area; calculation of cost
and profit for each machine and department in costing
area; training and development of workers and executive,
work study and payment by results, welfare programme
and constitution of a committee to administer it in
personnel area.
2) Robert Owen : He carried out most of his experiments in
the area of personnel management when he was engaged
in

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managing the textile mills in Scotland between 1800 and
1828. Owen improved working conditions in the factory,
provided meals to employees in the factory, provided
housing and marketing store facilities to the employees.
His main philosophy was that good personnel management
paid dividends to the employer and it was in essential part
of every manager.
3) Charles Babbage : Babbage was a professor of
mathematics at Cambridge University (1818-39) and took
keen interest in the problems of

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manufacturing operations. He is best remembered for his
book „on the Economy of machinery and manufactures‟
published in 1832. He was specially interested in the
economics of division of labour and development of
scientific principles to govern a manager‟s use of facilities,
materials and labour to get the best possible results.
4) Henry Varnum poor : He was editor of „American Railroad
Journal‟ in the latter half of
nineteenth century. While on this position he

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watched and analysed the progress of American Railroad
system. He visualized the scope for effective management
to bring railroad in the light direction. He gave many
recommendations many of which might be termed as most
modern. He felt the need for a managerial system with a
clear organisation structure in which people have clear
responsibility and can be held accountable.

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5) James Montgomery : He was a textile owner- manager in
Scotland. He concentrated on the importance of planning,
organising and controlling of the business units and wrote
the management texts for their efficient working.
6) Andrew ure : He was an English industrialist. He believed
in the theory of educating managers by imparting training
and moral education to them. This, he felt would positively
contribute to organisational goals.

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7) Charles Dupin : He was an industrial educator in France.
According to him, it was not enough for managers to
possess technical knowledge for contributing to
organisational output; they needed to acquire broader
management skills to maximise the industrial output. He
emphasised more on management education than
technical education.

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BENEFITS
 By planning the entire work on the basis of results of
scientific investigation and by ensuring that every one does
his work in the given time according to instructions, all
types of wastages and losses are avoided, output is
maximised and costs are lowered.
 The detailed prescription of work methods and
simplification of work-cycles have reduced the skill
requirements for much industrial work. This shortens the
period of learning or apprenticeship and renders individual
workers

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more nearly inter- changeable in fact as well as in
theory.

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SUMMARY
 If we look back at the recorded history, a number of
monumental examples of management can be traced. The
Sumerian civilisation, Egyptian, Chinese, Greek and
Roman civilizations represent significant practices in
management. Though famous even today, they do not
provide any significant information about the way they
managed these civilisations and subsequently, the
business organisations.

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 In short, No important tools and techniques were available
until the end of the fifteenth century to help managers solve
the organisational problems. It was in 1494 that the
techniques of double entry book-keeping was introduced.
 It was further in 1800‟s that, as a result of industrial
revolution, the management theories began to develop as
systematic field of knowledge. Until a formalised set of
management theories developed, the pre-

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 scientific management theories contributed to the evolution
of management thought whereby the management thinkers
laid the foundation for subsequent development of
principles of management.
 In the later period, contributions were made by Charles
Babbage, James Montgomery, James Watt, Robert Owen,
and Charles Dupin.

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REVIEW OF THE TOPIC

1) INTRODUCTION
2) MEANING & SCOPE
3) FEATURES & ELEMENTS
4) PRINCIPLES
5) CRITICISM
6) CONTRIBUTION
7) BENEFITS
8) SUMMARY

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BIBLIOGRAPHY
1) STUDENTS‟ GUIDE TO MANAGEMENT,
DR. NEERU VASISHTH

2) FUNDAMENTALS OF BUSINESS ORGANISATION
AND MANAGEMENT,
Y.K. BHUSHAN,
SULTAN CHAND & SONS,
NEW DELHI-110002

3) MANAGEMENT PRINCIPLES AND PRACTICES ,
LALLAN PRASAD , S.S. GULSHAN
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4) BUSINESS ORGANISATION AND MANAGEMENT,
C R BASU,
TATA MCGRAW-HILL PUBLISHING COMPANY
LTD,
NEW DELHI

5) PRINCIPLES OF MANAGEMENT,
T. RAMASAMY,
HIMALAYA PUBLISHING HOUSE vaghela_manisha13@yahoo
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Pre scientific management theory

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