Scientific Management Theory

Scientific Management

Frederick Taylor developed the “scientific management theory” which espoused this careful specification and measurement of all organizational tasks. Tasks were standardized as much as possible. Workers were rewarded and punished. This approach appeared to work well for organizations with assembly lines and other mechanistic, routinized activities.

Scientific management was a theory of management that analyzed and workflows, with the objective of improving labor productivity. It’s all about Studies and tests methods to identify the best, most efficient ways. Taylor is regarded as the father of scientific management & scientific management often called as ‘Taylorism’. The major contributors in the field of scientific management were:- F. W. Taylor, Frank & Lillian Gilbreth, Henry Gantt.

Principles of scientific management

Under scientific management, Taylor developed the following parameters for organization.

      Scientific work study

      Task planning

      Tools and materials

      Selection and Training

      Standardization

      Worker management interrelationships

      Differential piece wage system

Objectives of scientific management

The objectives of scientific management are:-

      Scientific utilization of various resources like human power, material etc.

      To provide trained and efficient work force.

      To provide standardize methods of work.

      To provide a scientific base for selecting material, and equipment.

      To provide extra wages to the worker for higher production.

      Replace old rule of thumbs to new scientific methods.

      To develop a good rapport between management and workers.

      To achieve higher production, with reduce costs and maximum efficiency.

      Less wastage.

Mechanisms of scientific management

The followings are the mechanisms or features of scientific management:-

      Time study for estimating the time for completing a task or part of task.

      Divided foremanship for various division of labor.

      Standardization of tools for increasing the pace of work.

      Motion study for removing unexpected and unnecessary interference during work.

      For removing tiredness of worker, a provision for ‘Fatigue study’

      Differential wage rate for worker.

      Incentive wage scheme

      Modern costing method.

Contributors of Scientific Management

(1)Frederick Winslow Taylor

Frederick Winslow Taylor took up Henry Towne’s challenge to develop principles of scientific management. Taylor, considered “father of scientific management”, wrote The Principles of Scientific Management in 1911. An engineer and inventor, Taylor first began to experiment with new managerial concepts in 1878 while employed at the Midvale Steel Co. At Midvale, his rise from laborer to chief engineer within 6 years gave him the opportunity to tackle a grave issue faced by the organization – the soldiering problem. ‘Soldiering’ refers to the practice of employees deliberately working at a pace slower than their capabilities. According to Taylor, workers indulge in soldiering for three main reasons:

1. Workers feared that if they increased their productivity, other workers would lose their jobs.

2. Faulty wage systems employed by the organization encouraged them to work at a slow pace.

3. Outdated methods of working handed down from generation to generation led to a great deal of wasted efforts.

Steps in scientific management:-

      Step 1: Develop a science for each element of the job to replace old rule of thumb methods.

      Step 2: Scientifically select employees and then train them to do the job as described in Step 1.

      Step 3: Supervise employees to make sure they follow the prescribed methods for performing their jobs.

      Step 4: Continue to plan the work but use workers to actually get the work done.

Taylor’s theory of scientific management

      Using scientific methods to define the “one best   way”  for a job to be done

      Putting the right person on the job with the correct tools and equipment.

      Having a standardized method of doing the job.

      Providing an economic incentive to the worker.

Taylor’s 4 principles of scientific management

      Replace rule-of-thumb work methods with scientifically studied

      Scientifically select, train and develop each worker

      Cooperate with the workers

      Divide work equally between managers and workers

Taylor’s time study

Taylor is famous for his ‘Time study’ which means how long it takes for workers to complete each part of their jobs. Time study includes two successful experiments:-

·                       Science of shoveling

      Hiring man with shovel

      Use standardized shovel

·                       Loading pig iron

      Before:  Average load of 12 ½ tons per day

      After:  Average load of 48 tons per day

(2)Frank & Lillian Gilbreths

After Taylor, Frank and Lillian Gilbreth made numerous contributions to the concept of scientific management. Frank Gilbreth (1868-1924) is considered the “father of motion study.” Lillian Gilbreth (1878-1972) was associated with the research pertaining to motion studies. Motion study involves finding out the best sequence and minimum number of motions needed to complete a task. Frank and Lillian Gilbreth were mainly involved in exploring new ways for eliminating unnecessary motions and reducing work fatigue.

Motion study

Motion study means breaking each task into its separate motions and then eliminating those that are unnecessary or repetitive. Motion study usually includes-reducing number of wasted motions in performing a task and increasing the productivity.

The Gilbreths devised a classification scheme to label seventeen basic hand motions – such as “search,” “select,”  “position,” and “hold” – which they used to study tasks in a number of industries. These 17 motions, which they called therbligs (Gilbreth spelled backward with the ‘t’ and ‘h’ transposed), allowed them to analyze the exact elements of a worker’s hand movements. Frank Gilbreth also developed the micromotion study. A motion picture camera and a clock marked off in hundredths of seconds was used to study motions made by workers as they performed their tasks. He is best known for his experiments in reducing the number of motions in bricklaying. By carefully analyzing the bricklayer’s job, he was able to reduce the motions involved in bricklaying from 18 ½ to 4. Using his approach, workers increased the number of bricks laid per day from 1000 to 2700 (per hour it went up from 120 to 350 bricks) without exerting themselves.

      Frank developed a list of 18 basic movements to aid him in analyzing motion through ‘motion picture camera’. They are:-

Search	Find	Select	Grasp	Transport loaded	Position	Pre-position	Assemble	Use
Inspect	Disassemble	Release load	Transport empty	Rest for overcoming fatigue	Unavoidable delay	Avoidable delay	Plan	Hold

      These 18 motions, which they called therblings (Gilbreth spelled backward with the ‘t’ and ‘h’ transposed), allowed them to analyze the exact elements of a worker’s hand movements.

      Reduced 18 motion to 5 in exterior & 18 to 2 in interior bricklaying, which increase the energy and thus productivity of workers

­

Advantages & Disadvantages of Motion study

Advantages:-

      It increases production, efficiency of workers and wage structure

      It helps to reduce the cost of production

      It improves working condition

Disadvantages:-

      It adversely affects the initiatives and creativity of workers

      It doesn’t consider the variety of the efficiency

      Certain pattern of motions make tasks monotonous

(3)Henry Lawrence Grant

Henry L. Gantt (1861-1919) was a close associate of Taylor at Midvale and Bethlehem Steel. Gantt later became an independent consultant and made several contributions to the field of management. He is probably best remembered for his work on the task-and-bonus system and the Gantt chart. Under Gantt’s incentive plan, if the worker completed the work fast, i.e. in less than the standard time, he received a bonus. He also introduced an incentive plan for foremen, who would be paid a bonus for every worker who reached the daily standard. If all the workers under a foreman reached the daily standard, he would receive an extra bonus. Gantt felt that this system would motivate foremen to train workers to perform their tasks efficiently.

The Gantt chart is still used today by many organizations. It is a simple chart that compares actual and planned performances. The Gantt chart was the first simple visual device to maintain production control. The chart indicates the progress of production in terms of time rather than quantity. Along the horizontal axis of the chart, time, work scheduled and work completed are shown. The vertical axis identifies the individuals and machines assigned to these work schedules. The Gantt chart compares a firm’s scheduled output and expected completion dates to what was actually produced during the year. Gantt’s charting procedures were precursors of today’s program evaluation and review techniques.

Limitations of scientific management

      Although it maximized efficiency and productivity but its main limitation was ignoring human aspects of employment. Work has become monotonous.

      The core job dimensions of skill variety, task identity, task significance, autonomy and feedback all were missing from the picture of it.