Ennai thesukurai yen enna pidikavillai, Schemes and Mind Maps of Public Sociology

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PUBLIC

ADMINISTRATION

SCIENTIFIC MANAGEMENT BY .. FREDERICK WINSLOW TAYLOR.

INTRODUCTION:

• (^) A Taylor to make researches in management of industry in the USA. He is one of the most influential persons who made very significant impact on the management science and thought.
• (^) A mechanical engineer, he sought to improve industrial efficiency. He is regarded as the father of scientific management and was one of the first management consultants.
• (^) A pioneer of modern management approaches and techniques, Taylor believed that the "best management is a true science," applicable to all kinds of human activities. He believed that his principles of management are applicable with equal force to all social activities; to the management of homes, farms, churches, philanthropic institutions, universities, and government departments. A study of Taylor's life and ideas, therefore, is indispensable for everyone concerned with administration and management.

DEVELOPMENT OF SCIENTIFIC MANAGEMENT:

During the latter part of the 19th century a new industrial climate began to descend upon

American business giving rise to the growth of managerial class. The practices of management

began to change from a day-to-day problem-solving approach to a more all- inclusive,

comprehensive, long-term approach to grapple with the emerging managerial problems, which

were not faced previously. Prominent leaders like Henry R. Towne and Henry Metcalf tried to

develop a unified system of management and Towne called this new philosophy-science of

management. Towne in 1886 presented a paper entitled "The Engineer as an Economist to the

American Society of Mechanical Engineers (ASME). Taylor, who joined the society in the

same year, was inspired by Towne's ideas and directed his efforts to understand all facets of a

firm and to develop scientific management. Taylor's contribution to the development of

scientific management was recorded in his papers

SCIENTIFIC MANAGEMENT PHILOSOPHY

INCLUDE:

⚫ Application of scientific methods of research and experiments to the managementproblems;standardisation of working conditions and place the workers on the basis of scientific criteria. ⚫ Giving formal training to workers and specific instructions to perform the prescribed motions with standardised tools and materials. ⚫ Ensuring friendly cooperation between workers and the management.Taylor wanted to develop a new and total concept of management. He advocated that the traditional managers, instead of being authoritarian, should develop a new approach and change to a more comprehensive and broader view of their jobs incorporating the elements of planning, organising and controlling. While at Midvale Steel Company, after serious observation and study of operations of factories, he identified many Defects in the management. They include had no clear understanding of worker-management responsibilities; lack of effective standards of workers. ⚫ Restricted output because of "natural soldering" and "systemic soldering" of work by theworkers. ⚫ Failure of management to design jobs properly and to offer the proper incentives to workers to overcome soldering. ⚫ Most decisions of the management were unscientific as they were based on hunch,intuition, past experience, and rule-of-thumb; lack of proper studies about the division of work among departments; andplacement of workers without consideration of their ability, aptitude and interests.

EXPLANATION OF PRINCIPLES:

D evelopment of a true science of work:

• To find one best way of doing work.
• (^) Organized work schedule.
• (^) Finding ideal working methods and working conditions.
• (^) Leads to higher productivity. S cientific selection and progressive development of a workmen:
• (^) Selection of workers on the basis of physical and intellectual qualities.
• (^) It ensures the effective performance.
• (^) Taylor believed that every worker has the potential for development.
• (^) Every worker must be systematically trained.
• (^) New methods, tools and conditions must be willinglyaccepted by the workers.

PRINCIPLES:

B ringing together the Science of Work and Scientifically Selected and Trained men:

• (^) Inspiring the workers to do work willingly.
• It causes the mental revolution to do their duties willingly. Division of Work and Responsibility between management and workers:
• (^) Equal responsibility between management and workers
• (^) Division of work leads to the mutual understanding and dependence#
• (^) This will eliminate the conflicts and strikes.

WHO ALL ARE COMES UNDER FUNCTIONAL

FOREMANSHIP:

• (^) planning bosses.
• (^) The order of work and route clerk.
• (^) The instruction card clerk.
• (^) Time and cost clerk.
• (^) shop disciplinarian.

QUALITIES OF GOOD MAN:

• (^) Education
• (^) Technical knowledge
• (^) Mental dexterity(skill) and strength
• (^) Tact
• (^) Energy
• (^) Grit (passion)
• (^) Honesty
• (^) Judgement
• (^) Good health.

SUMMARY OF SCIENTIFIC MANAGEMENT:

• (^) Frederick Taylor's contribution to management and administration can be summarised as:
• (^) Frederick Winslow Taylor, a mechanical engineer by training, was regarded as the "Father of Scientific Management" for his pioneering work in the study of human beingsat workBased on extensive studies of industrial work situation, Taylor identified defects inmanagement and proposed a philosophy of management for industrial efficiency, which was subsequently labelled as "Scientific Management" by Louis Brandies.
• (^) Taylor's philosophy of scientific management is that there is no inherent conflict in the interests of employees, workers and consumers. Based on this philosophy he developed four principles of scientific management namely viz: (a) development of a true science ofwork; (b) scientific selection of workers; (c) scientific education and development, and (d) intimate and friendly cooperation between the management and the Men.

SUMMARY:

• (^) The essence of scientific management, according to Taylor, is mental revolution ie.change of attitude on the part of workers and management towards their work and their relationships; Both trade unions and managers of the day were very critical of scientific management, though for different reasons. The trade unions considered the scientific management as anti-labour and anti-trade union, focusing on mechanical aspects of work ignoring thehuman aspects. The labour organisations protested the "dehumanising" aspects of tailorism.
• (^) Taylor's principles and prescriptions were criticised by latter writers for their failure tounderstand the anatomy of work. Simon and March characterised scientific managementas the "physiological organisation theory"; andTaylor's work, in spite of limitations and criticisms, greatly influenced the study and practices of industrial administration in the modern world. Taylor's heritage is visible in many modern management techniques like operation research, method study, time study, etc. Taylor should be given due credit for laying foundations for the systematic study of Work and worker.

PRESENTED BY;

• SHREYA SRI -< 20211BAL0041>

• KISHORE -< 20211BL0020>

• DHANUSHA VARSHINI – <20211BAL0012>

• MADAN –< 20211BAL0022>

• NITHYA PRAKASH – <20211BAL0025>