Taylor's Principles of Scientific Management

In  a fundamental sense, scientific management is an attitude and a philosophy which discards the traditional hit-and-miss and rule-of-thumb method of managing work and workers; it  means the acceptance and application of the method of scientific investigation for the solution of the problems of industrial management.

Definition: scientific management

“scientific management means knowing exactly what you want men to do and seeing they do it in the best and cheapest way.”

About: Frederick Winslow Taylor

v Frederick 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.

v He is regarded as the father of scientific management, and one of the first management consultants.

v Taylor though that by scientifically, work would be possible to find ‘one best way to do it’.

PRINCIPLE OF SCIENTIFIC MANAGEMENT

TAYLOR'S  idea set the basis for laying down  the principles of scientific management that aimed at maximizing production and efficiency of every worker and design a system that enabled maximization of operations between employees and employers. These principles are discussed here:

(1) SCIENCE, NOT RULE OF THUMB

Rule-of-thumb methods are traditional approaches that suited organizations in the past. Under mass production, the volume of work had expanded that require scientific methods to manage and control work easily. Accordingly, Taylor suggested that methods of particular business activity should be scientifically studied prior to their application to avoid mistakes. He suggested introducing standardized and guaranteed approaches that led to efficiency in operations.

Example, a textile factory consists of 350 workers and there are seven different units within this factory each of these units were assigned with a specialist foreman who has knowledge and experience regarding that particular activity. There will be seven specialist foremen who will be assigned with 50 workers each distributed among five business units.

(2) HARMONY, NOT DISCORD

Under this principle, workers and management should work in harmony with mutual cooperation and coordination. Works should not be overburdened with work , while  should not feel dissatisfied with their investment of time and money in an organization. According to Taylor a firm can achieve maximum prosperity if workers and management work with each other leading to development of a cordial relationship with each other and team spirit, and organizational goals can be achieved easily.

EXAMPLE, workers are assigned to work by one superior. These superiors are allocated separate bureaucratic powers and can divide the particular activity into several tasks depending upon the complexity of the activity. They act as disciplinarians, mediator’s during disputes and review worker’s performance. Such relationship between workers and superiors is necessary as it creates harmony and avoids confusion along with conflict.

(3) COOPERATION, NOT INDIVIDUALISM

In continuation with the earlier point, it is coordination and not individualism that will assist in achieving organizational goals, cooperation is an action of working together and Taylor states employees and management should cooperate with each other that could lead to high morale and team spirit. In the earlier example on harmony between workers and superiors, workers are expected to cooperate and undertake responsibility and accountability for completion of work. As soldering led to underwork and individualism, Taylor observed that factories endured excessive costs and wastage of resources.

(4) DEVELOPMENT OF EACH AND EVERY PERSON TO HIS OR HER GREATEST EFFICIENCY AND PROSPERITY

Taylor suggested that all possible human efforts should be utilized  maximally leading to efficiency and prosperity for the workers and the business. This means that workers with suitable skills and capabilities should be fittingly considered for certain activities in an organization. This also means that works should be employes for specific and specialized activities that possibly requires minimal efforts and eliminates errors and wastage of resources.

EXAMPLE, well build worker who can carry a certain load or weight should be given the responsibility to carry gunny bags of products into the firm. A weak-build with no experience or idea about carrying any load but relevant experience in a certain field (like accounting) is given a specific job ( like an accountant) that involves minimal manual work.