Scientific Management
Scientific Management
Embedded Files
New in Stock - Preliminary Exam Business Report Samples (Band 6 Exemplar)
The application of measurement and timing (science) into managerial practice in order to minimise waste and improve productivity of a firm’s operations.
Frederick W Taylor (Taylorism)
Frederick W Taylor (Taylorism)
The father of Scientific Management (1856-1915)
Developed the scientific approach while studying a range of operational processes at a variety of firms.
Noticed that businesses did not use ‘rational’ systems when undertaking operations. He was an early advocate for production-line manufacturing.
He worked with businesses (for a fee) to improve the efficiency and productivity of firms through the application of his techniques and principles.
Performed ‘time and motion’ studies; observed employees in the work and made changes to their activities and environment to increase their output (energy efficiency).
4 Principles:
4 Principles:
1: Scientifically examine each aspect of a task to discover the most efficient way to perform it.
2: Select suitable workers and train them to use the work method developed scientifically.
3: Co-operate with workers to guarantee they use the scientific methods
4: Divide work and responsibility. Management is responsible for planning, organising and controlling the scientific work methods, and employees are responsible for carrying out work as planned.
Systematises all production; workers have simple, repetitive tasks; requires strict supervision, rigid rules and strong hierarchy of authority (bureaucratic).
Henry Ford's Factory
Henry Ford's Factory
Previously, one car made every three weeks. Car hand-made by teams that brought their tools and materials to the car. Employees performed a range of activities.
Introduced Scientific Management principles; production raised 300%, took 1.5 hours to make a car, and the price of cars plummeted for consumers.
Inside the factory was a bleak operation; one person performed one role all day (part of a wheel).
There were strict punishments for delays of the operation. Staff were not allowed to speak and inspections made of their activities in the restrooms.
Why it works...
Why it works...
Taylorism is enormously effective and is used in every firm today. The approach finds the most efficient way of doing something, saving the firm time and money on wasted resources. Simple, repetitive tasks are easier to perform; specialisation of labour improves overall performance. Maximising operational output can only come through making ‘scientific’ interventions in a firm’s activities.
Limitations...
Limitations...
It is dehumanising. It places the task over the human being performing the task. It requires rigid rules and the enforcement of those rigid rules through discipline (loss of employment for poor performance). There is a strict hierarchy with little communication flowing up to management (ideas not welcome). Strict supervision can make for a poor workplace culture.
Page updated
Report abuse