Scientific Management
Here we understand the concept and elements of scientific management
& the benefits and the criticisms of scientific management.
The operating a business enterprise the
management has two possible approaches the first is referred to as the
traditional management, involving either a subjective or an intuitive
evaluation of the problem and making of a decision. This is also called
hit-or-miss and rule-of-thumb method. The second is referred to as the
scientific management, involving orderly, methodical programme for exploration,
analysis and solving the problem. It is predicted upon two beliefs: a) that
there is aone best way of doing work and b) that organized systematic analysis
is superior to intuitive judgment in finding that one best way. It was F.W.
Taylor (1911) who popularized the concept of Scientific Management. His ideas
made a tremendous impact on the factory managers of his generation and since
then they have continued to influence the ideas and practices of the successive
generations of managers till to-day. That is why Taylor
To F.W. Taylor, the traditional systems of
management were systems of “initiative and incentive”. The initiative to do a
work was always taken by the workers and the management merely provided the
necessary incentives to the works to get the best from them. Whenever the
expected results did not follow, the management threw the whole blame upon the
workers. The management did not take any responsibility to improve the skills
of the workers. The management followed the rule-of-thumb or a trial and error
method in running the affairs of the business. This made Taylor
CONCEPT OF SCIENTIFIC MANAGEMENT
Scientific
management may be referred to as a way of thinking and attitude which discards
the traditional hit-and-miss and rule-of-thumb methods of doing work and
replaces them the scientific methods and practices for the solution of the
problems of industrial management.
PRINCIPLES OF SCIENTIFIC MANAGEMENT
1.
Scientific
management calls for the collection of all factual information, statistical
data affecting the operation of the business.
2.
It
demands the screening the strategic facts and situations from the data
collected and the formulation of law of managerial performance based upon such
facts.
3.
It
requires the establishment of various standards of work performance in regard
to time, quantity, quality and cost for exercising effective control over the
enterprise.
4.
It
makes out a case for undertaking planning before doing.
5.
It
involves the establishment of rules for regulating the conduct of human beings,
developing team-work and securing harmonious operations.
ELEMENTS OF SCIENTIFIC MANAGEMENT
The various elements of scientific management
1.
Determination
of task
2.
Planning
the task
3.
Scientific
selection, training and remuneration of workers
4.
Standardization
of materials and equipments
5.
Specialization
6.
Mental
revolution
1.
DETERMINATION
OF TASK
Under scientific management, the management is
responsible for determining the task for every worker through careful
scientific investigation. The standard task that is set by the management is
the amount of work which an average worker working under ideal standardized
conditions in an atmosphere of mutual trust and co-operation will be able to do
in a day. This was called a ‘proper days’ work by Taylor Taylor
a)
Method
Study:
“Method study is a systematic recording, analysis and critical
examination of existing and proposed ways of doing work and the development and
application of easier and more effective methods”. The first step is
preparation of process chart setting various operations that are to be
performed. The management should them make efforts to reduce the distance
travelled by materials and effect improvements in material handling,
transportation, inspection and storage etc. The possibilities of eliminating or
combining certain operations may be studied. The management should thus try to
ensure that the operations are laid out in the best manner.
b)
Motion
study:
Motion study is the study of movements whether of a machine or an
operator, in performing an operation for the purpose of eliminating useless
motion and of arranging the sequence of useful motions in the most efficient
order. the purpose of such a study is to find out the one best method a of job
performance which every worker will be expected to follow.
c)
Time
Study:
Time study may be defined primarily as the art of observing and
recording the time required to do each detailed element of an industrial
operation. It involves the careful measurement of the time required to do the
several detailed parts of a given operation. The basic purpose of time study is
to determine the proper time for performing the operation. Such study is
conducted after the motion study.
Time and motion studies help in determining the best method of doing a
job and the standard time allowed for it.
d)
Fatigue
study:
Fatigue is the diminution of the capacity for work due to long hours of
work or lack of rest. Fatigue of all kinds-physical mental and nervous affects
efficiency, productivity and health. It is therefore, necessary to regulate the
working hours and provide for rest pauses at scientifically determined
intervals. The fatigue study, helps to decide this.
A modern term used to refer both methods of work and work measurement
(time and motion studies) is work study. Work study may be defined as the
systematic, objective and critical examination of all the factors governing the
operational efficiency of any specified activity in order to effect
improvement.
e)
Rate
Setting:
Rate setting is the process of fixing wage rates in such a manner that
the average worker is induced to attain the standards. For the purpose, Taylor
recommended the differential piece-wage system, under which workers performing
the standard task within prescribed time are paid a much higher rate per unit
than those inefficient workers who are not able to come up to the standard set.
2.
PLANNING
THE TASK
The planning is said to be soul of scientific
management. The planning of task usually involves decisions as to what work
shall be done, how the work shall be done, where the work shall be done and
when the work shall be done. The question ‘what work shall be done is generally
decided by the management and the engineering department whose information is
passed on to the planning department. The planning department will then the
required to perform the other functions of production planning and control such
as issuing orders to suppliers, routing the sequence of machines, processes and
operations, assigning the time for each operation / process, ensure that the
necessary materials and tools are readily available and collect all returns and
records of performance and maintain them for future reference and for use in
the administrative departments.
3.
SELECTION,
TRAINING AND REMUNERATION OF WORKERS
The fulfillment of task requires that competent
workers are selected, trained and remunerated. The scientific approach to the
performance of selection requires determination of manpower requirements, job
analysis, determining sources of recruitment, conduct tests and interview and
placement.
The management must take steps to train the workers
systematically and scientifically before assigning them the job. A large number
of on-the-job and off-the-job training methods have come into practice to train
the workers.
A logical system of remunerations has to be devised. Taylor
4. Standardization
Standardization means bringing about
uniformity with the object of facilitation smooth and efficient performance of
tasks by workers.
Standardization may be introduced in
materials, tools and equipment, working conditions (ventilation, humidity,
safety precautions etc.) and speed for every machine.
5. Specialization
6.
Mental
revolution
It must be remembered that scientific
management is an organic whole and cannot be introduced in piece meal. Further
it cannot be introduced all of a sudden and the results will not be immediate.
It can take place only slowly and the benefits reaped after a period of time.
As H.S. Person has rightly said, “it must be planted and cultivated like a
tree. It is not something to be bought and installed like a boiler or a
machine”. Merits of Scientific Management.
1.
Scientific
management seeks to bring about a mental revolution, - a change in the
attitudes of workers and management.
2.
It
encourages experimentation investigation and scientific study and analysis in
every phase of industrial activity.
3.
It
promotes revolution in planning.
4.
By
introducing scientific methods of selection, training and compensation and by
standardizing materials and equipments it brings benefits to workers by
reducing physical mental and nervous strain.
5.
It
helps increase production, profits and employment.
6.
It
fosters co-operation between workers and management.
CRITICISM OF SCIENTIFIC MANAGEMENT
The concept
of scientific management has been criticized by employers, employees and
others.EMPLOYEES CRITICISM
The employees criticize the introduction of scientific
management on the following grounds:
1.
Employees
consider that the scientific management is a device to extract maximum output
by speeding up the work. But this is not true. The worker’s productivity is
improved not by speeding up the work, but through scientific methods of
carrying it out.
2.
Employees
fear that it reduce them to mere machines. This is also not true since
particular method of doing a work is determined in advance scientifically.
3.
Employees
feel that excessive job simplification and standardization kills skill,
initiative and creativeness in the worker and makes the work dull, mechanical
and monotonous. Though it is partly true an effort is made to lesson the
monotony by placing the right men for the right job.
4.
It is
common complaint of works that the wage rise is not proportionate to rise in
productivity. It cannot be denied that both workers and management should get
their due share in increased profits.
5.
Employee’s
union show resentment against scientific management that it divides the workers
(through differential piece rate) and weakness trade unions. This is not true.
In fact under scientific management efficient workers are paid more and they
are not divided. Taylor
6.
Employees
and their unions feel that it causes unemployment of persons who could not rise
up to the expected standards. It is partly true. There is always scope for
increasing efficiency by training.
EMPLOYER’S CRITICISM
1.
The
employer’s criticism is that
2.
Employees
argue that adoption of scientific management involves a complete reorganization
of production pattern which will render the existing plant obsolete and thereby
involve the organisation into a great loss. It is partly true.
3.
Owners
of small business feel that this is not suitable for them as it is too
expensive.
CRITICISM BY THEORETICIANS, PSYCHOLOGISTS AND OTHERS
1.
Scholars
criticized that the use of the term
scientific management is misnomer. They argue it is only scientific approach to
management and not scientific management.
2.
It is
also criticized that it is primarily concerned with ‘task management’ but did
not deal with the problems of marketing, personnel, finance etc.
3.
Scientific
management separates ‘planning’ from doing. But it is said that they are not
separate jobs but separate parts of the same job.
4.
Psychologists
criticize that by emphasizing one best way of doing things’ the scientific
management kills creative abilities of workers.
5.
Psychologists
criticize that it makes use of financial incentives alone and non-financial
incentives which are also equally powerful in motivating the workers are not
used.
It can be said that many of the criticisms
raised against scientific management are exaggerated. A large part of the
criticism must be attributed to the faulty methods of adopting it and not to
the approach made by the system. The principles suggested by Taylor
