Frederick Taylor

The Evolution of Management Theory

“The Father of Scientific Management”And

Frederick Taylor's life (1856-1915)

Frederick Winslow Taylor, was born on March 20, 1865, into an upper class liberal Philadelphia family.

His father a lawyer and his mother a feminist both believed in high thinking and plain living.

Taylor was always counting and measuring things to figure a better way of doing something.

At age twenty-five, Taylor earned an engineering degree at the Stevens Institute of Technology in New Jersey.

The Industrial Revolution was widespread replacement of manual labor by machines that began in Britain in the 18th century with the introduction of powered machinery.

It created a specialized and interdependent economic life and made the urban worker more completely dependent on the will of the employer than the rural worker had ever been.       

Industrial Revolution

Negative aspect of Industrial Revolution

Taylor’s main focus:Maximize workers capacity and profits

PROBLEM: Get employees to work at their maximum capacity

PRIMARY FOCUS: TASKS

Taylor's core values

The rule of reason improved quality lower costs higher wages increased output labor-management

experimentation clear tasks and goals training stress reduction careful selection and

development of people

The systematic study of the relationships between people and tasks for the purpose of redesigning the work process for higher efficiency.

Scientific Management

Published in 1911 Prior to scientific management work was

performed by skilled craftsmen who had learned their jobs in lengthy apprenticeships.

Scientific management took away much of this autonomy and converted skilled crafts into a series of simplified jobs that could be performed by unskilled worker who easily could be trained for the task.

"The Principles of Scientific Management"

Motion and time study can reduce and control costs, improve working conditions and environment, and motivate people.

The basic purpose is to improve the work and to reduce waste.

1. Motion analysis techniques2. Time study techniques3. Uses of time standards.

Motion and Time Study

It implies the physical attitude of products should be such that it meets the requirements & needs of customers.

Standardization is a means of achieving economics of production.

It seems to ensure - The line of product is restricted to predetermined type,

form, design, size, weight, quality. Etc There is manufacture of identical parts and components. Quality & standards have been maintained. Standard of performance are established for workers at all

levels.

Standardization

Taylor advocated functional foremanship for achieving ultimate specification.

This technique was developed to improve the quality of work as single supervisor may not be an expert in all the aspects of the work.

Therefore workers are to be supervised by specialist foreman.

The scheme of functional foremanship is an extension of principle of specialization at the supervisory level.

Taylor advocated appointment of 8 foramen, 4 at the planning level & other 4 at implementation level.

Functional Foremanship

This tech of wage payment is based on efficiency of worker. The efficient workers are paid more wages than inefficient

one. On the other hand, those workers who produce less than

standard no. of pieces are paid wages at lower rate than prevailing rate i.e. worker is penalized for his inefficiency.

This system is a source of incentive to workers who improving their efficiency in order to get more wages.

It also encourages inefficient workers to improve their performance and achieve their standards.

It leads to mass production which minimizes cost and maximizes profits.

Differential Piece Wage Plan

Key concepts of Scientific Management

Workers would know what was expected

Managers would know how much should be produced

Reliable piecework rates, bonuses, penalties

Quality of the work had to be stressed before striving for an increased Quantity of work

Paid for performance, not attendance

Advocated daily feedback

“Seventy five percent science and twenty five percent common sense”

Managers are intelligent; workers are and should be ignorant

Provide opportunities for workers to achieve greater financial rewards

Workers are motivated almost solely by wages

Maximum effort = Higher wages

Manager is responsible for planning, training, and evaluating

Underlying Themes

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