Classical Approach to Management Theory: Scientific Management
Introduction
Scientific Management became increasingly popular in the early lgth century. Scientific management has been defined as "that kind of management which conducts a business or affairs by standards established, by facts or truths gained through systematic observation, experiment or researching". In other words, it is a classical management approach that emphasizes the scientific study of work methods to improve the efficiency of the workers. Some of the earliest advocates of scientific management were Fredrick W. Taylor (1 856-191 5), Frank Gilbreth (1 868-1924), Lillian Gilbreth (1 878-1972) and Henry (1 861-1919). Taylor (1 856-191 5) felt that tlie soldering problems could be eliminated by developing a science of management. Scientific management approach uses scientific methods to determine how a task should be done instead of depending on the previous experiences of the concerned worker. Table given below presents the steps in scientific management.
Steps Involved in Scientific Management
Step - 1 Develop a science for each element of the job to replace old rule of the 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 prescribedmethods for performing their jobs.
Step - 4 Continue to plan the work but use workers to actually get the work done.
In essence, scientific management as propounded by Taylor (1 856- 19 15) emphasizes: Need for developing a scientific way of performing each job; Training and preparing workers to perform that particular job; Establishing harmonious relations bettveen management and workers so that the job is performed in the desired way. .~~%o major managerial practices that emerged from Taylor's approach to management are: the piece-rate incentive system, and the time-and-motion study.
Piece-rate incentive system: Taylor felt that the wage system was one of the major reasons for soldiering. To resolve this problem, he advocated the use of a piece-rate incentive system. The aiin of this system was to reward the workers who produced the maximum out-put.
Time and motion Study: Taylor tried to determine the best way to perform each and every job. To do so, he introduced a method called ''time'-and-Motion" study in which jobs are broken down into various small tasks or motions and unnecessary motions are remo;ed to find out the best way of doing a job. After Taylor, Frank and Lillian Gilbreth made numerous contributions to the concepts of scientific management. Frank Gilbreth (1 868-1924) 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 minimumnumber of motions needed to complete a task. Frank and Lillion were mainly involved in exploring neb ways for eliminating unnecessary motions and reducing work fatigue.
Merits:
The primary benefit of scientific management was conservation and proper use of every once energy. Moreover specialization and division of labour have brought about the second industrial revolution. Time and motion techniques are important tools to organize - the tasks in a more efficient and rational way.
In short, scientific. management is not only a rational approach to solve organizational problems but it also 'faci1itatks";he profe~sionalisation of management. ' Although the basic principles of scientific management were originally developed by Taylor, several associates of Taylor like Gantt, Frank and Lillian Gilbreth, and Emerson further elaborated the ideas, developed new techniques and improved upon the new approach to management. In practice, scientific management proved to be so fruitful in increasing and efficiency of operations that it was widely accepted in the USA and Western Europe.
Limitations of Scientific Management: Scientific Management has provided many valuable insights into the development of management thought. In spite of the numerous contributions it made, there are a few limitations of scieqtific manageqent.
These are as follows:
* The principles of scientific management revolve round the problems at the operational level and do not focus on the management of an organization from a mangers.point of view. These principles~focus on the solutions of problems froin an engineering point of view.
* The proponents of scientific management were of the opinion that people were rational and were motivated primarily by the desire for material gain. Taylor and his followers overlooked the social needs of workers and over emphasized their economic and physical needs.
* Scientific Management theorists also ignored the human desire for job satisfaction. Since workers are more likely to go on strike over factors like working conditions and job content rather than salary, principles of scientific management, which were based on the "national worker" model, become increasingly ineffective.
Principles of Scientific Management by Taylor:
F.W. Taylor or Fredrick Winslow Taylor, also known as the ‘Father of scientific management’ proved with his practical theories that a scientific method can be implemented to management. Taylor gave much concentration on the supervisory level of management and performance of managers and workers at an operational level. Let’s discuss in detail the five principles of management by F.W Taylor.
1. Science, not the Rule of Thumb-
This rule focuses on increasing the efficiency of an organisation through scientific analysis of work and not with the ‘Rule of Thumb’ method. Taylor believed that even a small activity like loading paper sheets into boxcars can be planned scientifically. This will save time and also human energy. This decision should be based on scientific analysis and cause and effect relationships rather than ‘Rule of Thumb’ where the decision is taken according to the manager’s personal judgement.
2. Harmony, Not Discord-
Taylor indicated and believed that the relationship between the workers and management should be cordial and completely harmonious. Difference between the two will never be beneficial to either side. Management and workers should acknowledge and understand each other’s importance. Taylor also suggested the mental revolution for both management and workers to achieve total harmony.
3. Mental Revolution-
This technique involves a shift of attitude of management and workers towards each other. Both should understand the value of each other and work with full participation and cooperation. The aim of both should be to improve and boost the profits of the organisation. Mental Revolution demands a complete change in the outlook of both the workers and management; both should have a sense of togetherness.
4. Cooperation, not Individualism-
It is similar to ‘Harmony, not discord’ and believes in mutual collaboration between workers and the management. Managers and workers should have mutual cooperation and confidence and a sense of goodwill. The main purpose is to substitute internal competition with cooperation.
5. Development of Every Person to his Greatest Efficiency-
The effectiveness of a company also relies on the abilities and skills of its employees. Thus, implementing training, learning best practices and technology, is the scientific approach to brush up the employee skill. To assure that the training is given to the right employee, the right steps should be taken at the time of selection and recruiting candidates based on a scientific selection.
Reference:
1) https://byjus.com/commerce/taylor-principles-of-scientific-management/
2) https://egyankosh.ac.in/bitstream/123456789/13282/1/Unit-2.pdf
3) https://www.egyankosh.ac.in/bitstream/123456789/9173/1/Unit-14.pdf
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