Scientific Management

by F.W.Taylor

Frederick Winslow Taylor Defined:Scientific Management is concerned

with knowing exactly what you want men to do and then see in that they do it in the best and cheapest way.

Principles of Scientific Management:1. Replacing Rule of Thumb with science2. Harmony in Group Action3. Co-operation4. Maximum Output5. Development of Workers

Elements of Scientific Management:1. Separation of Planning and Doing2. Functional Foremanship3. Job analysis4. Standardization5. Scientific Selection and Training of Workers6. Financial Incentives7. Economy8. Mental Revolution

Fayol’s

Administrative Management

General Principles of Management:

1. Division of work2. Authority and Responsibility3. Discipline4. Unity of Command5. Unity of direction6. Subordination of Individual Interest to General Interest7. Remuneration of Personnel8. Centralization9. Scalar Chain10. Order11. Equity12. Stability of Tenure13. Initiative14. Esprit de Corps

General Principles of Management:

1. Division of work: Fayol advocated division of work to take the advantage of specialization.

2. Authority and Responsibility: Official authority from the manager’s position and personal authority is derived from personal qualities such as experience, past services etc. Responsibility arises out of assignment of activity. In order to discharge the responsibility properly, there should be parity of authority and responsibility.

3. Discipline: All the personnel serving in an organization should be disciplined. Discipline is obedience, application, energy, behavior and outward mark of respect shown by employees.

4. Unity of Command: A person should get orders and instructions from only one superior.

5. Unity of Direction: Each group of activities with the same objective must have one head and one plan.

6. Subordination of Individual Interest to General Interest: Common interest is above the individual interest. Individual interest must be subordinate to general interest. The agreement between the employers and the employees should be fair and there should be constant vigilance and supervision.

7. Remuneration of Personnel: Remuneration of employees should be fair and provide maxmium possible satisfaction to employees and employers.

8. centralization: The extent to which the powers are delegated or hold by the manager.

9. Scalar Chain: Each communication going up or coming down must flow through each position in the line of authority. It can be short-circuited only in special circumstance when. Fayol suggested ‘gang plank’ which is used to prevent the scalar chain.

A

B L

C M

D N

E O

F P

G Q

SCALAR CHAIN AND GANG PLANK

• Scalar Chain and Gang Plank: See the diagram and follow.

• A is the top man having immediate subordinates B and L.

• In turn B and L are having immediate subordinates C and M.

• Ordinarily the communication must flow from A to B to C to D, and so on, while coming from the top to down. Similarly, it must flow from G to F to E, and so on while going up.

• It means if any communication is going from F to P, it will flow from F to A via E, D, C and B and coming down to P via L, M, N and O.

• Fayol suggest that this scalar chain system takes time and therefore, can be substituted by gang plank (dotted line) without weakening the chain of command.

• In order to maintain authority, it is desirable that superiors of F and P authorize them to deal directly provided each informs his superiors of any action taken.

10. Order: relating to the arrangement of things and people. There should be a place for everything and everything should be in its place. Similarly there should be right man in the right place.

11. Equity: Equity is the combination of justice and kindness. Equity in treatment and behavior is liked by everyone and it brings loyalty in the organization.

12. Stability of Tenure: There should be reasonable security of jobs. Stability of tenure is essential to get an employee accustomed to new work and succeeding in doing it well.

13. Initiative: Managers should encourage their employees for taking initiative. Initiative increases zeal and energy on the part of human beings.

14. Esprit de Corps: This is the principle of “union is strength” and extension of unity of command for establishing team work. Manager should encourage esprit de corps among his employees.

HAWTHORNE EXPERIMENTS

HUMAN RELATIONS

Experiments to determine the effects of changes in illumination on productivity, illumination experiments.

Experiments to determine the effects of changes in hours and other working conditions on productivity, relay assembly test room experiments.

Conducting plant-wide interviews to determine worker attitudes and sentiments, mass interviewing programme.

Determination and analysis of social organization at work, bank wiring observation room experiments.

Fear of Unemployment Fear of Raising the standards Protection of Slower workers Satisfaction on the part of management