Taylorism Amu

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Frederick TaylorThe Father of Scientific Management


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BA

The travel of a straight line is an absolute

model of efficiency at its purest.

The fastest way from point A to point B is a straight line.

Scientifically, it is a proven fact.

Mathematically, it is the shortest distance, therefore takes the less time.


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An Introduction

Frederick WinslowTaylor(20 March 185621

March 1915), widely

known as F. W. Taylor,was an American

mechanical engineer who

sought to improve

industrial efficency.

He is regarded as the

father of scientific

management.


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Historical

Background

Industrial Revolution


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Industrial Revolution

The Industrial Revolution waswidespread replacement of manuallabor by machines that began inBritain in the 18th century with theintroduction of steam power andpowered machinery (mainly intextile manufacturing).

It created a specialized andinterdependent economic life andmade the urban worker morecompletely dependent on the will of

the employer than the rural workerhad ever been.

It changed our societies from amainly agricultural society to onethat in which industry and

manufacturing was in control.


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Negative aspect ofIndustrial Revolution


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Background of That Time

There were no clear concepts ofresponsibilities to workers and managers.

No effective work standards existed.

Management decisions were based on hunchand intuition.

Workers were placed on jobs with little or noconcern for matching their abilities and

aptitudes with the tasks required.

Managers and workers considered themselvesto be in continual conflictany gain by one

would be at the expense of the other.


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Scientific Managemento 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 toreplace informal rule of thumb knowledge.

Taylor sought to reduce the time a worker spent on

each task by optimizing the way the task was done.


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Taylors main focus:Maximize workers capacity and profits

PROBLEM:Get employees to work at their maximum capacity

PRIMARY FOCUS:TASKS


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Frederick Taylor

Efficiency Expert in U.S.Steel Industry

Invented New ToolDesigns and HandlingMethods

Designed Stop-WatchTask Timing

Created Piece-RatePayment Scheme

Developed IndustrialDepartments
http://www.skymark.com/resources/leaders/taylor.htm


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Time Studies and the Piece-Rate System

Studied most efficientworker

Used stop-watchtiming to measure eachproduction step

Eliminated anyunnecessarymovements

Designed standardizedinstruction cards foremployees

Employees paid formeeting the established

rate of production


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Soldiering Working in the steel industry, Taylor had observed

the phenomenon of workers purposely operatingwell below their capacity (soldiering)

Reasons

o

Believe that if they become more productive jobwould be eliminated

o Non-incentive wage systems

o Rule-of-thumb training methods - inefficient

To improve efficiency Taylor began to conductexperiments to determine the best level ofperformance and what was necessary toachieve this performance.


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Time and motion studies Experiments that were performed to

determine the one best way to perform

particular job.

oPig Iron

oThe science of shoveling

oBricklaying


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Pig Iron

if workers were moving 12 tons of pig iron per dayand they could be incentives to try to move 47 tons per day, left to their own wits they probablywould become exhausted after a few hours and failto reach their goal.

However, by first conducting experiments todetermine the amount of resting that wasnecessary, the worker's manager could determine

the optimal timing of lifting and resting so that theworker could move the 47 tons per day withouttiring.

Not all workers were physically capable of movingthat, so workers should be selected according to

how they are suited for a particular job.
http://en.wikipedia.org/wiki/Image:TwoPigWeights.jpeg


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introduced incentive pay plans

(workers were assumed to be motivated

only by money).

Believed would lead to cooperation--

management and worker

Studied design of shovelsand introduced

a better design at Bethlehem Steel Works,reducing the number of people shoveling

from 500 to 140

Taylors Work? Contd.


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The science of shoveling determined that the optimal

weight that a worker shouldlift in a shovel was 21

pounds. The shovel should be sized

so that it can handle that.

Prior to that workers usedtheir own shovels.


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Bricklaying focused on specific motions,

decreased the amount of motions required to laybricks.


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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 selectionand development of

people


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"The Principles of Scientific

Management" Published in 1911

Prior to scientific management work wasperformed by skilled craftsmen who hadlearned their jobs in lengthy apprenticeships.

Scientific management took away much ofthis autonomy and converted skilled craftsinto a series of simplified jobs that could beperformed by unskilled worker who easilycould be trained for the task.

c en c managemen revo u on ze


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c en c managemen revo u on ze

industry:

it explained how to increase production by working

smarter, not harder.

Up until that time, increasing output meant:

o more hours,o more employees,

o more raw materials, and more costs.

Scientific management uses basic logic to show how:

o standardization,

o productivity, and

o division of labor

increase efficiency.

l f


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Four Principles ofScientific Management

1) Science not the rule of thumb:scientific investigation should be used fortaking managerial decisions instead of

basing on opinion, institution or thumbrule.

Study the way workers perform their tasks,gather all the informal job knowledge thatworkers possess and experiment withways of improving how tasks areperformed

Time-and-motion study 2-21

2 H t di d/ ti


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2.Harmony not discard/ cooperation

between employers and employees:

Promote COOPERATION among

managers and subordinates, this will

result in harmonious working together Harmonious relationship between

employees and employers.

Cooperation of employees that managers

can ensure that work is carried in

accordance with standards.

3 S i ifi S l i d


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3.Scientific Selection andtraining of workers

Carefully select workers who possessskills and abilities that match the needsof the task,

and train them to perform the taskaccording to the established rules andprocedures

Rather than leaving them to trainthemselves

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Underlying Themes

Managers are intelligent; workers are and should beignorant

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


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Theory X versus Theory Y


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Success ofscientific

management andits pros


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Revolutionized industry because it explained how to increase

production by working smarter, not harder.

Beneficial organizational model because created standards.

Laid the foundations of how businesses should be run from an

organizational standpoint.

Increased a workers output, allowing them to take home a

greater pay than ever before

The worker would concentrate on the day-to-day tasks asked of

them, and not have to worry about the decision making.

Decisions were left to management who were able to take the

best course of action after careful study, planning, and

implementation of pre-defined standards


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Failings of scientific

management and the

development ofalternatives

r t c sm or sc ent c


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r t c sm or sc ent cmanagement

The main argument against Taylor is this

reductionist approach to work dehumanizes the

worker.

Specialized jobs became very boring, dull. 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.

oWorkers ended up distrusting the Scientific

Management method.

P bl ith S i tifi


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Problems with ScientificManagement

Managers frequently implemented only the increased

output side of Taylors plan.

o Workers did not share in the increased output.

Inefficiencies within the management controlsystem such as poorly designed incentive schemes

and hourly pay rates not linked to productivity.

Workers could purposely under-perform.

o Management responded with increased use ofmachines.

The core jobs dimensions of skill variety, task identity,

task significance, autonomy and feedback are all

missing.


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Progressive reformers

As scientific management became more popular in industry during the

early part of the twentieth century, it began to influence other segmentsof society and culture, particularly in the progressive movement.

Gilford Pinchot the famous conservationist , who was appointed by

President Theodore Roosevelt to head what is now known as the

Department of the interior, saw his work as, efficient management of

natural resources.

Progressive reformers, interested in reducing public corruption carefully,

began to study things like the amount of money spent on constructing

things like sewer lines verses the amount of people living in each square

block.Home economists, did time and motion studies of house work, in the

hopes that it would give women more time to educate themselves.

A certain type of technical utopianism emerged.

Thus Taylors Four Principles of


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Thus Taylor s Four Principles of

Management are

Develop a scientific way for each element of an

individuals work, which replaces the old rule-of-

thumbmethod.

Scientificallyselectand then train, teach, and developthe worker.

Heartily cooperate with the workers so as to ensure

that all work is done in accordance with the scientific

waythat has been developed.

Divide work and responsibility almost equally

between managers and workers. Managers take over

all work for which it is better fitted than the workers.

S i tifi M t Eff t


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Scientific Managements Effecton Schools

Teaching Objectives

Vocational Curriculum Design

Division of Labor

Subjects Departmentalized Improvements by Analysis

o Data-driven decisions

Outcomes for Instruction

o Standardized assessments

Teacher Merit-pay

Staff Development Programs


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Documents

Taylorism Amu