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

PRESENTATION ONScientific Management Theory (Frederick Winslow Taylor 1856-1915)

Bureaucratic Theory(Max Weber 1864-1920)

Scientific Management Theory Frederick Winslow Taylor (1856-1915)

Bureaucratic TheoryMax Weber (1864-1920)

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 1800s 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.

Taylors contribution to managementFrederick Winslow Taylor (20 March 1856-21 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.

SCIENTIFIC MANAGEMENTIt 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 ManagementThe systematic study of the relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.

Taylors view about managementTaylor 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.

Principles of scientific managementScience 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.

CNTDScientific 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.

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 of Organization.

Employers shouldnt treat workers as mere wage earners.

His principles of managementThe 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.

CRITICISM FOR SCIENTIFIC MANAGEMENTThe 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 incentive schemes and hourly pay rates not linked to productivity.

3. Poor design of the performance of the work by rule-of-thumb.

How do todays managers use Scientific Management1. It was important because it could raise countries standard of living by making workers more productive and efficient.

2. Also its important to remember that many of the tools and techniques developed by the scientific.

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

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

CONCEPT AND contribution Communication and transportation policies make more efficient administration possible

Hierarchical organization

Delineated 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

Can be a threat to individual freedom

FUNCTION OF BUREAUCRATSFive Functions of Bureaucrats

Implement the law

Provide expertise

Provide research and information

Quasi-judicial powers and responsibilities

BUREAUCRACYHierarchy

Division of Labor

Authority

Qualification

Career Commitment

Devotion to Purpose

Advancement / Seniority

HIERARCHYAuthority and its flow

subordination

Such a system offers the governed the possibility of appealing the decision of a lower office to its higher authority

DIVISION OF LABORSpecialization

Separation of roles and duties

higher authority [is not] authorized to take over the business of the lower

AuthorityWho has the right to make decisions of varying importance at different organizational levels

QUALIFICATIONTraining and qualification is the number one requisite.

How to manage

How to carry out duties

Knowledge of the rules

Career commitmentBoth the employee and the organization view themselves committed to each other over the working life of the employee

r ationalityThe use of the most efficient means available to accomplish a goal.

application in the modern workplaceLarge organizations guided by countless rules are bureaucracies

Linked with inefficient, slow-moving organizations

Organizations have several characteristics of bureaucracies

LMITATIONSHis 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 Webers ideal society might actually be inefficient (argued by Merton)

SUMMARYClassical Theories of Organizations

Taylors Theory of Scientific Management

Webers Theory of Bureaucracy

Two theories attempt to enhance managements 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