Scientific Management: what does it mean to convey?
The term 'Scientific Management' is one of the earliest theories evolved out of observations of a number of management thinkers who provided identity to the Management as a separate branch of study.
The Principles of Scientific Management is attributed to F.W.Taylor. His contribution in the field of management science is likened to a fledgling bird that management itself as a science happened to be in the middle of the 19th century.
Before making an attempt to explain in brief the specificity of the term Scientific Management as coined by Taylor, a few words about him and his life would be inspiring for those who value perseverance and dedication in their life. Born in the year 1856 in a German town Pennsylvania Taylor received his education in France and Germany. Owing to his impaired eyesight he could not continue his academic persuits. In 1874, at the age of 18 he served as apprentice without any wages for four years in a Hydraulic Works at Philadelphia.
It is interesting to know that Taylor, after his said apprenticeship without wages, started as a labourer in the Midvale Steel Company. It was his sheer genius, dedication and skill at work that gradually earned him recognition and made him the Chief Engineer of the Company after 18 years of service under various capacities.
In course of doing a Job, Taylor was keen to observe many aspects of the Job. His close observations on how a Job is completed enabled him to theorise many aspects of the Job.
Some of these are Time and Motion Study that throws insight as to what minimum of movements and time for each movement on the shop floor is indispensable for a job to be done efficiently. Another important contribution to the shop floor management is Taylor's formulation of piece rate system for fixation of wage. This is still not out of use in the industry where job output or its intermediate is in pieces for the purpose of such payment. Taylor is specially remembered for his paper "the Art of cutting metals" that he submitted before the American Society of Engineers(ASME).
These achievements of Taylor help us understand how keen observation on the job and experience so gained through even without sufficient formal degree can be leveraged to the development of not only technology but management science also.
Principles of Scientific Management:
1. Taylor was of the view that if science is nothing but organised knowledge so is the work. He believed that every work has a definite way of doing it. Work components should be studied in minute details for the purpose of development of a separate branch of enquiry & study related to work in hand. This he referred to as Science of Work. If there is no science of work in the workplace Management must develop it. Time and Motion Study and several other tools of Job Analysis are but only parts of this science of work. The rule of thumb which becomes unduly important in absence of this Science of Work will thus get replaced by the latter. Once the Science of Work is in place it is easy to determine one best way of doing a Job.
2. Availability of workers having scientific outlook is another important component of the Scientific Management. It means development of Science of Work is not suffice. We need to have workers of such progressive mentality prompting them to leave their old attitude towards learning. They be prompted by suitable motivational approach to learn and imbibe what this science of work stipulates. Luddites will require to be dispensed with unless they become ready to the new methods and techniques sanctioned by this science of work.
3. After such availability of the manpower willing to adjust themselves with the requirements of the said science of work, they need to be properly trained as per the said requirements.
4. It is the duty of the Management to bring together the Science of Work and the manpower so trained. Taylor not only advocated division of work among the labour but also for the supervisors. He made it a point that even Foremanship should be functional one. Foreman for planning and execution should be separate ones.
5. Management must find ways and means to provide opportunity for the workers to imbibe and appreciate the science of work for the expansion of the surplus to be divided amicably between Management and Workforce.
Taylor prevailed upon the contemporary management not to view the interests of labour and management mutually antagonistic.Taylor stressed that quarreling between Management and Workforce for a greater share of the surplus can be ruled out only when the size of the surplus is so large enough that division of the same will not become the bone of contention between the two.
But this can happen only when there is a mental revolution in the attitude and approach of both the Management and labour. The two must also learn to see themselves in complementary role of each other. This sort of Mental Revolution is the Sine qua non of the Taylor's Concept of Scientific Management.
Taylor is criticized for adopting a narrow view of management. It has been said about him that since he served many lower positions in the company his idea of management could not go beyond the shop floor level. His so called Scientific Management is simply Shop floor Management. While this may be apparently true we cannot shut our eyes to the fact that how important is scientific outlook for the resolution of any problem. If that scientific outlook gets converted into our day to day Management Practices the result thereof is Scientific Management in action to say the least.
Taylor is also panned for laying stress upon his Concept of Economic Man out of proportion. His critics hold that a man's action is not always guided by money. People want peace of mind rather than piece of money.This is true but the role of money cannot be undermined as a Motivator-in-Chief even today. And Taylor exactly meant that only.
The Principles of Scientific Management is attributed to F.W.Taylor. His contribution in the field of management science is likened to a fledgling bird that management itself as a science happened to be in the middle of the 19th century.
Before making an attempt to explain in brief the specificity of the term Scientific Management as coined by Taylor, a few words about him and his life would be inspiring for those who value perseverance and dedication in their life. Born in the year 1856 in a German town Pennsylvania Taylor received his education in France and Germany. Owing to his impaired eyesight he could not continue his academic persuits. In 1874, at the age of 18 he served as apprentice without any wages for four years in a Hydraulic Works at Philadelphia.
It is interesting to know that Taylor, after his said apprenticeship without wages, started as a labourer in the Midvale Steel Company. It was his sheer genius, dedication and skill at work that gradually earned him recognition and made him the Chief Engineer of the Company after 18 years of service under various capacities.
In course of doing a Job, Taylor was keen to observe many aspects of the Job. His close observations on how a Job is completed enabled him to theorise many aspects of the Job.
Some of these are Time and Motion Study that throws insight as to what minimum of movements and time for each movement on the shop floor is indispensable for a job to be done efficiently. Another important contribution to the shop floor management is Taylor's formulation of piece rate system for fixation of wage. This is still not out of use in the industry where job output or its intermediate is in pieces for the purpose of such payment. Taylor is specially remembered for his paper "the Art of cutting metals" that he submitted before the American Society of Engineers(ASME).
These achievements of Taylor help us understand how keen observation on the job and experience so gained through even without sufficient formal degree can be leveraged to the development of not only technology but management science also.
Principles of Scientific Management:
1. Taylor was of the view that if science is nothing but organised knowledge so is the work. He believed that every work has a definite way of doing it. Work components should be studied in minute details for the purpose of development of a separate branch of enquiry & study related to work in hand. This he referred to as Science of Work. If there is no science of work in the workplace Management must develop it. Time and Motion Study and several other tools of Job Analysis are but only parts of this science of work. The rule of thumb which becomes unduly important in absence of this Science of Work will thus get replaced by the latter. Once the Science of Work is in place it is easy to determine one best way of doing a Job.
2. Availability of workers having scientific outlook is another important component of the Scientific Management. It means development of Science of Work is not suffice. We need to have workers of such progressive mentality prompting them to leave their old attitude towards learning. They be prompted by suitable motivational approach to learn and imbibe what this science of work stipulates. Luddites will require to be dispensed with unless they become ready to the new methods and techniques sanctioned by this science of work.
3. After such availability of the manpower willing to adjust themselves with the requirements of the said science of work, they need to be properly trained as per the said requirements.
4. It is the duty of the Management to bring together the Science of Work and the manpower so trained. Taylor not only advocated division of work among the labour but also for the supervisors. He made it a point that even Foremanship should be functional one. Foreman for planning and execution should be separate ones.
5. Management must find ways and means to provide opportunity for the workers to imbibe and appreciate the science of work for the expansion of the surplus to be divided amicably between Management and Workforce.
Taylor prevailed upon the contemporary management not to view the interests of labour and management mutually antagonistic.Taylor stressed that quarreling between Management and Workforce for a greater share of the surplus can be ruled out only when the size of the surplus is so large enough that division of the same will not become the bone of contention between the two.
But this can happen only when there is a mental revolution in the attitude and approach of both the Management and labour. The two must also learn to see themselves in complementary role of each other. This sort of Mental Revolution is the Sine qua non of the Taylor's Concept of Scientific Management.
Taylor is criticized for adopting a narrow view of management. It has been said about him that since he served many lower positions in the company his idea of management could not go beyond the shop floor level. His so called Scientific Management is simply Shop floor Management. While this may be apparently true we cannot shut our eyes to the fact that how important is scientific outlook for the resolution of any problem. If that scientific outlook gets converted into our day to day Management Practices the result thereof is Scientific Management in action to say the least.
Taylor is also panned for laying stress upon his Concept of Economic Man out of proportion. His critics hold that a man's action is not always guided by money. People want peace of mind rather than piece of money.This is true but the role of money cannot be undermined as a Motivator-in-Chief even today. And Taylor exactly meant that only.
Similarly, 'One Best Way' is also a misnomer,the critics of Scientific Management hold so. They argue there is nothing as such to be called indisputably so. Nevertheless, it is an accepted fact that Standardization is the desideratum in all work processes.
Taylor was a man of forward vision and practical emotion who laid stress on Economic Man for understandable reasons. For a worker how important is the wage and its amount happen to be, needs little explanation.
All said, it is emphasized that Taylor was ahead of time when he identified that management and workforce need to see themselves as partners drawing sustenance from one another for their wellbeing and that of the organization. It is possible only through mental revolution which I feel has still not taken shape to our satisfaction even today.
R.R.Prabhakar.
20.10.2019.
Taylor was a man of forward vision and practical emotion who laid stress on Economic Man for understandable reasons. For a worker how important is the wage and its amount happen to be, needs little explanation.
All said, it is emphasized that Taylor was ahead of time when he identified that management and workforce need to see themselves as partners drawing sustenance from one another for their wellbeing and that of the organization. It is possible only through mental revolution which I feel has still not taken shape to our satisfaction even today.
R.R.Prabhakar.
20.10.2019.
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