Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Principles of management quizlet
Steam power during the industrial revolution
Industrialization 19th and 20th century summary
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Principles of management quizlet
Scientific management is one best way for a job to be done and to improve worker efficiency (Robbins, 1994, p.32). Frederick Winslow Taylor was known to have applied the scientific management because he was very concern about time, there are 2 other people that helped Taylor a lot of formalizing scientific management, they were: Frank & Lillian Gilbreth and Henry Gantt.
1.0 Frederick Winslow Taylor
1.1 Start of Scientific Management
F.W. Taylor began scientific management during the second industry revolution that started in 1850, which were the development of ships and railways that had the power from steam and also the development of electrical power generation. Taylor was born in 1856, he worked his way up from a labourer to a chief engineer for over 6 years (Bartol, Margaret, Graham, and Martin, 2005, p.34), he then he saw managers were struggled to control workers to work more efficient and they purposely work below capacity that could increase productivity, which is called soldiering. There are 3 causes to soldiering, they are:
1) They thought if they became more productive, fewer of them would be needed and jobs would be removed.
2) The wage system did not motivate the workers to work harder because they receive the same pay, regardless of how much is produced. Hence, employees fears that management will decrease the pay if they set a new standard of a faster pace, which lead to increase in quantity.
3) Workers wasted much of their effort by relying on rule-of-thumb methods (Bartol et al, 2005, p.35).
1.2 The Principles
through the corporate ladder is a great way to motivate employees, overworking might not be the best method, as it can cause burnout and unmotivated employees. Providing low pay and/or incentives to employees is also, in my opinion, not the best way to influence motivational employees who will put forth hard work, and be loyal to the company.
Taylor, a mechanical engineer, who desired to arrange human and mechanical resources in the factory so as a result, there would be minimal waste. He concluded that employees have the natural tendency to do little as possible, work was arranged in a weak manner and the effect of soldering employees. To increase productivity, scientific principles should be implemented instead of soldiering individuals. The solution was to develop scientific specification that would be based on physical and mental capabilities of the worker, select sufficient and acceptable employees for the task, use financial incentives and reject principle of piecework and have a clear division between management and labour. Barker references time and motion studies that were conducted by Frank and Lillian Gilbreth, which also address how productive one can perform certain tasks in little time as possible. Critics claim that Taylor did not show concern for the workers, he claimed scientific management was the only successful way and did not take into account that if workers would eventually reject the entire concept if given a heavy workload, especially in a monotonous
Management Theorists such as F.W Taylor created the concept of scientific management, which is made up of six key aspects including observation, experiment, standardisation, selection and training, payment by results and co-operation. Despite some facets of his theory becoming outdated, scientific management can still be seen in the some way in current business structures. For example within Virgin, despite its reputation for having a relaxed working environment, some aspects of scientific management are used. Such as the selection and training and payment by results, with certain employees being offered rewards for showing ambition to set up their own businesses and showing signs of creative thinking.
Compare and contrast the management theories of Frederick Taylor, Henri Fayol, Elton Mayo and Douglas McGregor. In what sense(s) are these theories similar and/or compatible? In what sense(s) are these theories dissimilar and/or incompatible? How would a contingency theorist reconcile the points of dissimilarity and/or incompatibility between these approaches?
The founding father of scientific management theory is Fredrick Winslow Taylor. He was an American mechanical engineer and an inventor. Modern management theorist Edward Deming credited Taylor for his contributions while Joseph Juran criticized his work for extracting more work from workers. However a careful reading of Taylor’s work will disclose that he placed workers interest as high as the employer’s in his studies. Before the principles of management are discussed it is very important to understand the causes which led Taylor to derive the four principles of management. The three causes are as follows:
Scientific management is a way that an organisation regulates their staff within a workplace. The theory behind this is accomplished by selecting the ‘best person for the best role’, who will undertake the training to train each worker to do a ‘specific role the right way’ (Frederick Taylor). This extracts the responsibility from the employee whilst handing over executive decisions to the employer to make strategic directions. Frederick Taylor required the managers to set the tasks for the employees in advanced and that each task was to be detailed to each employee, to be done in a certain way and completed by an exact time no less.
The evolution of management though the decades can be divided into two major sections. One of the sections is the classical approach. Under the classical approach efficiency and productivity became a critical concern of the managers at the turn of the 20th century. One of the approaches from the classical time period were systematic management which placed more emphasis on internal operations because managers were concerned with meeting the growth in demand brought on by the Industrial revolution. As a result managers became more concerned with physical things than towards the people therefore systematic management failed to lead to production efficiency. This became apparent to an engineer named Frederick Taylor who was the father of Scientific Management. Scientific Management was identified by four principles for which management should develop the best way to do a job, determine the optimum work pace, train people to do the job properly, and reward successful performance by using an incentive pay system. Scientifi...
There are several theories that examine an organization and it’s approach to managing work in an effort to develop efficiency and increase production. Two classical approaches to management are Taylor’s scientific management theory and Weber's bureaucratic management theory. Both men are considered pioneers of in the study of management.
During the early 20th century the factory system started to flourish, and many managers were rather concerned as to how to organize the workforce. Managers were required to find new ways to maximize both the machinery and the workers, this led to the centralization of both labor and equipment in factories, and division of specialized labor.
Frederick Taylor is often called the “father of scientific management.” Taylor believed that organizations should study tasks and develop precise procedures. As an example, in 1898, Taylor calculated how much iron from rail cars Bethlehem Steel plant workers could be unloading if they were using the correct movements, tools, and steps. The result was an amazing 47.5 tons per day instead of the mere 12.5 tons each worker had been averaging. In addition, by redesigning the shovels the workers used, Taylor was able to increase the length of work time and therefore decrease the number of people shoveling from 500 to 140. Lastly, he developed an incentive system that paid workers more money for meeting the new standard. Productivity at Bethlehem Steel shot up overnight. As a result, many theorists followed Taylor's philosophy when developing their own principles of management.
Scientific Management theory arose from the need to increase productivity in the U.S.A. especially, where skilled labor was in short supply at the beginning of the twentieth century. The only way to expand productivity was to raise the efficiency of workers.
Taylor, who firstly brought up a new topic, Scientific Management, which is considered the strongest and only economical motive by both workman and entrepreneur in the early 20th centuries. It includes three parts: a)
Because of this, many employees tend to leave when they have found a job with higher pay. This increases the training costs for their employees, as they tend to not stay for too long.
In 1881, Taylor (pictured below) started his time study efforts. Taylor’s journey to this point was unusual. He came from a wealthy family and had chance to attend Harvard University, but instead started as an apprentice at a machine shop. Later he began his career at Midvale Steel Works as a laborer, and moved up to time clerk, journeyman, lathe operator, gang boss, and foreman of the machine shop. During this time Taylor became interested in the proper method to do the certain jobs and what was considered a fair day’s work for the men under his supervision. He also studied at night and obtained a mechanical engineering degree at this time. (Barnes, 1963)
According to (Leonard et al, 2004) explored on how great ideologies turn to become great works. They explained how Frederick Taylor preached the gospel of scientific management. Even though it has been criticised it sites example and explain how the theory of scientific management came to being and the impact is still having on both private and public organisation.