Group D presented on Scientific Management Theory by Frederick Taylor and Bureaucratic Theory by Max Weber. Taylor focused on optimizing work processes for higher efficiency through systematic study of relationships between people and tasks. Weber analyzed bureaucracy as a form of organization defined by hierarchy, division of labor, qualifications, and rules. Both theories aimed to bring rationality and predictability to organizational management.

1. Presentation
Group D
Group member:
Puja(13)
Rijita(17)
Samjhana(19)
Saru(20)

2. PRESENTATION ON
Scientific Management Theory
(Frederick Winslow Taylor 1856-1915)
Bureaucratic Theory(Max Weber 1864-1920)

3. Scientific Management
Theory
Frederick Winslow
Taylor
(1856-1915)

4. Bureaucratic
Theory
Max Weber (18641920)

5. 
Scientific Management
The systematic study of the relationships
between people and tasks for the
purpose of redesigning the work process
for higher efficiency.
Defined by Frederick Taylor in the late
1800’s to replace informal rule of thumb
knowledge.
Taylor sought(wanted) to reduce the
time a worker spent on each task by
optimizing the way the task was done.

6. Taylor’s contribution to
management



Frederick Winslow Taylor (20 March 185621 March 1915), widely known as F. W.
Taylor, was an American mechanical
engineer who wanted to improve
industrial efficiency.
He is regarded as the father of scientific
management, and was one of the first
management consultants.
He is also called as “Father of Scientific
Management”.

7. SCIENTIFIC
MANAGEMENT
It is the art of knowing what exactly you want
from your men to do & then seeing that it is
done in best possible manner.
 In simple words it is just an application of
science to management
Scientific Management

The systematic study of the relationships between
people and tasks for the purpose of redesigning
the work process to increase efficiency.

8. Taylor’s view about
management



Taylor believed that the industrial
management of his day was unprofessional,
that management could be formulated as an
academic discipline.
Best results would come from the partnership
between trained and qualified management
and a cooperative and innovative workforce.
Each side needed the other and there is no
need for trade unions.

9. Principles of scientific
management


Science not the rule of thumb: scientific
investigation should be used for taking
managerial decisions instead of basing
on opinion, institution or thumb rule.
Harmony not discard/ cooperation
between employers and employees:
Harmonious relationship between
employees and employers. Cooperation
of employees that managers can ensure
that work is carried in accordance with
standards.

10. CNTD…


Scientific selection training and
development of employees: selection
means to choose the best employee
according to the need. Their skill and
experience must match the
requirement of the job.
Scientific development refers to
criteria for promotions, transfers etc..
So that work is done with full
efficiency.

11. CNTD...



Division of work/ responsibility: The
responsibility of workers and
management should be properly divided
& communicated so that they can
perform them in an effective way and
should be reward for the same.
Mental revolution: Acc. To Taylor, the
workers and managers should have a
complete new outlook; a mental
revolution in respect to their mutual
relations.
Workers should be considered as a part

12. His principles of
management
The four principles of management.
1. The development of a true science.
2. The scientific selection of the workman.
3. The scientific education and development of
the workman.
4. Intimate and friendly cooperation between
the management and the men.


13. CRITICISM FOR
SCIENTIFIC
MANAGEMENT




The main argument against Taylor is this
reductionist approach to work
dehumanizes the worker.
The allocation of work "specifying not
only what is to be done but how it is to
done and the exact time allowed for doing
it" is seen as leaving no scope for the
individual worker to excel or think.
1. The belief that increased output would
lead to less workers.
2. Inefficiencies within the management
control system such as poorly designed

14. How do today’s managers use
Scientific Management


1. It was important because it could
raise countries’ standard of living by
making workers more productive and
efficient.
2. Also it’s important to remember
that many of the tools and
techniques developed by the
scientific.

15. application in the
modern workplace
 Assembly Line Plants as Prototypical Examples
 “Prisoners of Taylorism”
 System of Remuneration (quotas - commission)
 Re-Design - Reengineering
 Benchmarking
 Data are used to refine, improve, change,
modify, and eliminate organizational processes
 Lean Manufacturing

18. DEFINING
BUREAUCRACY

What is Bureaucracy?
A
complex, hierarchically arranged organization
composed of many small subdivisions with
specialized functions
 Bureaucracy means “rule by administrative
system”
 Bureaucracy is complex
 Bureaucracy is hierarchical

19. CONCEPT AND
contribution
Communication
and transportation policies
make more efficient administration possible
Hierarchical
Delineated
organization
lines of authority in a fixed area of
activity
Rules
are implemented by neutral officials, not
the power elite
Advancements
depend on technical
qualifications from organizations not individuals

20. FUNCTION OF
BUREAUCRATS
 Five
Functions of Bureaucrats
 Implement
the law
 Provide expertise
 Provide research and information
 Quasi-judicial powers and responsibilities

22. BUREAUCRACY

Hierarchy
Division of Labor
Authority
Qualification

Career Commitment

Devotion to Purpose
Advancement / Seniority





23. HIERARCHY

Authority and its flow
 subordination

“Such a system offers the governed the
possibility of appealing the decision of a
lower office to its higher authority”

24. DIVISION OF L ABOR
Specialization
 Separation of roles and duties


“’higher’ authority [is not] authorized to
take over the business of the ‘lower’”

25. Authority
Who has the right to make decisions of
varying importance at different
organizational levels

26. QUALIFICATION

Training and qualification is the number one
requisite.
 How to manage
 How to carry out duties
 Knowledge of the rules

27. Career commitment
 Both
the employee and the
organization view themselves
committed to each other over the
working life of the employee

28. r ationality

The use of the most efficient means available to
accomplish a goal.

29. application in the
modern workplace
Large
organizations guided by
countless rules are bureaucracies
Linked with inefficient, slowmoving organizations
Organizations have several
characteristics of bureaucracies

30. LMITATIONS
His
specific explanations for society in his
time are hard to generalize for other
circumstances in society
Failed
to see all the positive aspects of
rationalization and deemed society to be
doomed and trapped in an “iron cage” of its
own making
Bureaucratic
features of Weber’s ideal
society might actually be inefficient (argued
by Merton)

31. SUMMARY




Classical Theories of Organizations
Taylor’s Theory of Scientific Management
Weber’s Theory of Bureaucracy
Two theories attempt to enhance
management’s ability to predict and
control the behavior of their workers
Considered only the task function of
communication (ignored relational and
maintenance functions of communication)
Designed to predict and control behavior
in organizations