Learned, explaining, the Development of Human Resource in an Organization!
What is Development? The systematic use of scientific and technical knowledge to meet specific objectives or requirements. As well as, An extension of the theoretical or practical aspects of a concept, design, discovery, or invention. The process of economic and social transformation that is based on complex cultural and environmental factors and their interactions. Also, The process of adding improvements to a parcel of land, such as grading, subdivisions, drainage, access, roads, utilities. Also learn, the Inductive Method of Economics, How to Development of Human Resource in an Organization?
Benefits/ Advantages of Human Resource Development:
Development of current employees reduces the company’s dependence on hiring new workers.
If employees are developed, the job openings are more likely to fill internally.
Promotions and transfers also show employees that they have a career, not just a job.
The employer benefits from increased continuity in operations and from employees who feel the greater commitment to the firm.
Increase the productivity of employees.
It helps in the career development of organization and employees too.
Human resource development is also an effective way to meet several challenges, includes:
1. Employee obsolescence!
Obsolescence results when an employee no longer possesses the knowledge or abilities needed to perform successfully.Or
It may result from a person’s failure to adapt to new technology, new procedures, and other changes. Also, The more rapidly the environment changes, the more likely it is that employees will become obsolete.
Employers are reluctant to take strong action and fire an obsolete employee, particularly employees who have been with the company a long time.
Proactively assessing the needs of employees and giving them programs to develop new skills can avoid employee obsolescence.
If these programs are designed reactively, after obsolescence occurs, they are less effective and more costly.
When an employee reaches a career plateau, obsolescence may be more likely.
A career plateau occurs when an employee does well enough no to be demoted or fired but not so well that s/he is likely to promote.
Motivation to stay current may reduce when an employee realizes that s/he is a career plateau.
2. International & Domestic Workforce Diversity:
Workforce diversity causes many organizations to redesign their development programs.
Role-playing and behavior modeling are more effective ways to train and develop employees for facing the challenges the workforce diversity.
3. Technological change:
Rapid changes in technology require the firms to engage in nearly continuous improvement.
Technological changes having a profound impact on training and development increases the need to assess the developmental requirements of current and future managers, professional and technical peoples.
Turnover – the willingness of employees to leave one organization for another.
Departures are largely unpredictable, development activities must prepare employees to succeed those who leave.
Some employer with excellent development programs finds that training programs contribute to employee turnover. Therefore, they are reluctant to invest money in workers who may then take their new skills to a new job at a higher-paying competitor.
After evaluating the importance of training and development programs, the organizations realize that it is better to have some trained employee who may leave than to have an untrained workforce that says.
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Here are Explain Different Critiques of Scientific Management by Workers and Employees!
Although it acknowledges that scientific management enables management management to enable resources in its best possible use and manner, it is not avoided by serious criticism. Who is a Employer? An employer is a person or institution that hires employees. Employers offer wages or a salary to the workers in exchange for the worker’s work or labor. What are The Criticism of Scientific Management?
And, Who is a Worker? A laborer (Worker)is a person who is traditionally consider as unskillful labor labor in a construction business, although in practice, workers are a skill business that has reliability and strength in the form of core qualities. Following Critiques of Scientific Management:
Employer’s Viewpoint
Expensive – Scientific management is a costly system and a huge investment is require in establishment of planning dept., standardization, work study, training of workers. It maybe beyond reach of small firms. Heavy food investment leads to increase in overhead costs.
Time Consuming – Scientific management requires mental revision and complete reorganizing of organization. A lot of time is require for work, study, standardization & specialization. During this overhauling of organization, the work suffers.
Deterioration of Quality.
Another Viewpoint of Employer’s Criticisms to Scientific Management:
1. According to Drucker: “The divorce of planning from doing deprives us of the full benefit of the insights of Scientific Management. It sharply cuts down the yield to be obtained from the analysis of work and especially the yield to be obtained from planning. Because of the separation of planning from doing, administrative policies cannot be well-planned.”
2. Management in Scientific Management is likely to become centralize which is not desirable from the efficiency point of view.
3. No small firm can afford to comply with the requisites of Scientific Management.
4. Co-operation of the staff which is consider as one of the important conditions for the implementation of scientific management principles is not available in many firms to the desirable extent.
5. It is a very expensive method of management requiring heavy initial investment which many firms fail to provide.
6. Reorganization of the whole setup of the industrial unit is a pre-requisite for the introduction of Scientific Management. This usually leads to loss of production.
7. Capable key executives find it difficult to retain their services because of too many paraphernalia; management remains a helpless onlooker.
8. Its cost aspect is subject to criticism by the employers. Inefficient cost and financial control is the resultant consequence of Scientific Management.
9. It is also criticize by the employer-owners that the methods of depreciation of wasting assets against project are inadequate and ill-conceive.
Workers Viewpoint
Unemployment – Workers feel that management reduces employment opportunities from them through replacement of men by machines and by increasing human productivity less workers are needed to do work leading to chucking out from their jobs.
Exploitation – Workers feel they are exploit as they are not given due share in increasing profits which is due to their increase productivity. Wages do not rise in proportion as rise in production. Wage payment creates uncertainty & insecurity (beyond a standard output, there is no increase in wage rate).
Monotony – Due to excessive specialization the workers are not able to take initiative on their own. Their status is reduced to being mere cogs in wheel. Jobs become dull. Workers loose interest in jobs and derive little pleasure from work.
Weakening of Trade Union – To everything is fix & predetermine by management. So it leaves no room for trade unions to bargain as everything is standardize, standard output, standard working conditions, standard time etc. This further weakens trade unions, creates a rift between efficient & in efficient workers according to their wages.
Over speeding – the scientific management lays standard output, time so they have to rush up and finish the work in time. These have adverse effect on health of workers. The workers speed up to that standard output, so scientific management drives the workers to rush towards output and finish work in standard time.
Another Viewpoint of Worker’s Criticisms to Scientific Management
Scientific management is call: a smart device for the exploitation of labor. In order to investigate labor unrest, 40 objections were filed by the employees before a special committee. Criticisms are as follows:
1. Scientific management does not consider human element in- production in its true perspective. It emphasizes the engineering side and as a result of expertise, the work is reduce in mechanical form as possible. Maybe Taylor was mis-understood because the principles of his management were provide to the rest of the workers and fatigue studies also have a theory to prevent a worker from being over stresses.
2. Weakening of trade unions is also a serious objection on the part of the labor unions. Since Taylor was strongly oppose to any slacking of work on the part of labor but was in favor of efficient and sincere workers can not but admit.
3. Monotony is another complaint on the part of the workers. In scientific management, principles have so devised as to specialize a worker in a particular part of a work without knowing the whole process. This is likely to bring about monotony to a worker who is to remain employe in the performance of a particular part of a job.
4. Since Taylor suggest piece rate system, it is allege that there is the scope of unfair distribution of earning. Labor unions object to such an attitude where the full benefit of the toil does not go to the worker who puts it. Taylor’s plan was ‘Render unto Caesar the things that are Caesar’s and unto ‘God those that are His.’
5. Taylor’s management takes away ‘thinking’ from a worker; and thus he is reduce to a machine, as allege by workers. It gives rise to industrial autocracy. Management is planning for everything and the workers are design to follow and execute the plans.
The worker becomes the only means of production and reduces the machine to semi-automatic attachment.
6. A serious criticism which is raise against Scientific Management is its enforcement of efficiency principle resulting in the reduction of employment.
According to Myres: “Scientific management is unscientific because obviously no accurate information is available upon. Which the amount to be deducted for the allowance can be based. It is antisocial, it aims at excluding as far as possible the average workmen.”
While concluding we can remark that to call scientific management a clever device to exploit workers is not correct. Trade unions have new become militant to a great extent and are arm with enormous. Power to control management and prevent there from doing whatever they like. So, the steps that seem to go against labor but not against the firm can very well enforce by trade unions in consultation with the management round the table.
Reference
1. Criticism – //www.managementstudyguide.com/criticism_scientificmanagement.htm
2. Another Criticism – //www.yourarticlelibrary.com/scientific-management/criticisms/criticisms-of-scientific-management/74126
Explanation, the Criticism of Scientific Management: by Workers, Employers and Psychologists!
Scientific management provides innumerable merits but despite that it has been criticized by different sections of society. It has not been welcomed with open arms by workers, employers and psychologists. Scientific management is a theory of management that analyzes and synthesizes work-flows. Its main objective is improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes and to management.
The objections put forth by them can be enumerated as under:
1. Criticism by Workers:
The workers have opposed scientific management on the following grounds:
(a) Reduces The Worker To A Machine:
Scientific management reduces worker to the status of a machine by separating the function of thinking from him. The thinking or the planning aspect is taken over by the management. A worker has to carry his work strictly in accordance with the plan.
The methods of work are standardised and the worker has to repeat the same performance time and again. This leads to monotony and kills his initiative and skill. His position is just like a cog in the wheel. Constant studies and research have shown that increase in productivity can be achieved in the short run and in the long run worker’s interest is adversely affected which results in lower productivity.
(b) Creation of Unemployment:
The adoption of labor saving devices or application of machines leads to unemployment. But this argument does not hold good in the long run. This is because increased efficiency of laborers will lead to lesser cost of production and higher productivity.
The producer will be in a position to sell goods at lower prices which increase the demand for the products and in order to meet enlarged demand more employment opportunities have to be created.How to Explain Techniques of Scientific Management?
(c) ‘Speeding Up’ of Workers:
Scientific management is responsible for speeding up of workers expecting maximum output from them thereby creating a lot of mental and physical strain on them. But it may be pointed out that scientific management aims at providing reasonable working hours with rest-pauses and other proper conditions of work. It also provides standardized materials, tools and equipment’s etc., and undertakes time, motion and fatigue studies which are in the best interest of the worker.
(d) Loss of Initiative:
The initiative of workers is adversely affected on account of separation of ‘thinking’ from ‘doing’. The work methods and operations are standardized. The worker has to act in accordance with the instructions of the foreman. He cannot take initiative and suggest better method of work.What are the Principles of Scientific Management?
(e) Exploitation of Workers:
The gains of increased productivity are not shared with the workers. They get little share in profits. The major proportion is taken away by the investor in the form of higher profits. But this argument does not carry weight.
It may be pointed out that large amount is invested in applying the techniques of scientific management and the proprietor also extends various facilities to the workers. This argument is, therefore, tenable in party only.
(f) Weaker Trade Unions:
Important matters like regulation of working hours, fixation of wages etc., are decided by the management itself, the workers are not consulted at all. This weakens the process of collective bargaining and formation of trade unions. Scientific management strikes at the very root of the trade unionism.
This is because they work under the direct control of the management. On account of incentive wage payment schemes, workers feed satisfied. It may be further mentioned that in the advanced countries like U.S.A., which is regarded as the home of Scientific Management, trade unionism is getting immense popularity and are operating with success.
(g) Undemocratic In Nature:
Scientific management is undemocratic in nature. The attitude of the functional bosses is autocratic. The workers operate strictly under their control and guidance. The workers have to obey the order of the bosses without giving any suggestion.
This creates lot of resentment among them. It has been rightly pointed out that “scientific management forces the worker to depend upon the employer’s conception of fairness, and gives the worker no voice in hiring and discharge in setting the task, in determining the wage rate or determining the general conditions of employment”.
2. Criticism by Employers:
Employers criticism scientific management on the following grounds:
(a) Expensive:
The installation of scientific management involves huge funds on account of introduction of standardization of materials, equipments, tools and machinery etc. It also undertakes time, motion and fatigue studies which are expensive techniques.
Constant research and experimentation also needs lot of funds. The opening of a separate planning department is also burdensome. Such a huge capital investment may not be beneficial in the short run; it may be profitable in the long run only.
(b) Not Suitable For Small Concerns:
On account of paucity of financial resources, small concerns cannot afford to introduce the system of scientific management. But even this contention is untenable. There is a scope for improvement in every organization big or small.
(c) Loss on Account of Reorganization:
In order to introduce scientific management, the old set up has to be changed. The work has got to be suspended due to re-organization. It is both time consuming and expensive.
The workers may not easily adjust to the new techniques and process of work. It must be introduced slowly in stages so that change is not resisted and it does not upset the normal functioning of the unit.
(d) Over-Production:
The techniques of scientific management followed by all firms in one industry may lead to over production or glut in the market. Recession is bound to take place which is not in the interest of the business units.
(e) Difficulties in Getting Trained Personnel:
The organizations which are scientifically managed need expert and qualified staff. Sometimes it becomes very difficult to get the trained staff.
3. Criticism by Psychologists
Industrial psychologists have criticized the concept of scientific management as it aims at achieving efficiency at all costs and treating workers as slaves of management. The principles of scientific management are impersonal in nature and lack psychological approach in their application.
The following are the main points of criticism advanced by psychologists:
(a) Mechanical in Nature:
The main criticism advanced against scientific management by the psychologists is that it is mechanical in approach. The worker has to operate strictly in accordance with the instructions issued to him by his foreman.
He has practically no say in determining the policies with regard to work. His status is like a machine. There is no initiative and creativity on the part of a worker. The industrial psychologists have been stressing for the human approach towards the workers. This would be very helpful in initiating and motivating the workers for better performance.
(b) Speeding Up of Workers:
Scientific management is responsible for speeding up or ‘intensification’ of workers resulting in a lot of strain and tiredness on the worker’s mind and body leading to accidents and stoppage in work etc. The psychologists are of the view that the work should be made easy and interesting for the workers.
(c) Creation of Monotony:
Over-specialisation and repetition of jobs under scientific management makes them monotonous. The workers work as cogs in the machines which shatters their interest in work. This further reduces their efficiency.
The industrial psychologists have suggested job enlargement as a possible solution to reduce the monotony of continuous work e.g, in case of breakdown of machines, the worker should himself carry minor repairs to set it right. This will provide him more knowledge about his job and make his work more interesting.
(d) Absence of Non-Wage Incentives:
Another drawback of scientific management is the absence of non-monetary incentives. Various non monetary incentives include job security, praise, workers participation in management, social recognitions and urge for self expression etc. In the opinion of psychologists these incentives play an important role in inspiring workers for better performance.
(e) Developing ‘One Best Way’ of Work:
Scientific management is primarily concerned with developing ‘one best way’ of doing the work. That way is expect to follow by every worker working in the organization but psychologists are of the view that every worker has his own style of doing the work. If one particular way is impose on the worker, he will not able to perform properly and his efficiency is bound to affect adversely.
From the above it is clear that both industrial psychology and scientific management are different in application. But they are interdependent in approach. Scientific management couple with industrial psychology can bring about positive results and make workers happy and satisfies. There is no denying the fact that if human side of management is paid due attention, labor instead of being the worst enemy, will become the best friend of scientific management.
Reference
1. Scientific Management – //en.wikipedia.org/wiki/Scientific_management 2. The Criticism of Scientific Management – //www.yourarticlelibrary.com/scientific-management/criticism-of-scientific-management-by-workers-employers-and-psychologists/25833 3. Photo Credit URL – //towardsmaturity.org/wp-content/uploads/2017/06/Business-processes-TM-article-June-2017-1.png
Here are 7 types of Explain Techniques of Scientific Management, Study and Learn!
Here are 7 types of Explain Techniques of Scientific Management, Study and Learn! Some of the major techniques of scientific management are as follows: 1. Work Study 2. Standardization of Tools and Equipment’s 3. A Scientific Task Setting 4. Scientific Setting of Wage Rates 5. The Scientific Selection and Training 6. Functional Foreman-ship 7. Differential Piece-Rate Plan. Also, learn; What are the Principles of Scientific Management?
Following Explain Techniques of Scientific Management here are:
1. Work Study:
Work study implies an organized, objective, systematic, analytical and critical assessment of the efficiency of various operations in an enterprise. It is a generic term for those techniques which are used in the examination of human work in all its context and which lead systematically to the investigation of all factors which affect the efficiency and economy of operations.
It is a technique which enables the manager to ascertain standard time taken for performing a specified job. Every job or every part of it is studied in detail. This technique is based on the study of an average worker having reasonable skill and ability. Average worker is selected and assigned the job and then with the help of a stop watch, time is ascertained for performing that particular job. Taylor maintained that Fair day’s work should be determined through observations, experiment and analysis by keeping in view an average worker.
Work-Study includes the following techniques:
(а) Method Study:
This study is conducted to know the best method of doing a particular job. It helps in reducing the distance travelled by materials, and brings improvement in handling, transporting, inspection and storage of raw materials and goods.
(b) Motion Study:
Motion study is a technique which involves close observations of the movement of body and limbs of an individual required to perform a job. It is the study of the movement of an operator or a machine to eliminate useless motions and find out the best method of doing a particular job. By undertaking motion study, an attempt is made to know whether some elements of a job can be eliminated, combined or their sequence changed to achieve the necessary rhythm.
The purpose of motion study is (i) to find and eliminate wasteful motions among the workers, and (a) to design the best methods of doing various operations. It leads to increase the efficiency of workers by reducing fatigue and manual labor. It results in higher production and productivity.
(c) Time Study or Work Measurement:
Time study is the technique of observing and recording the time required by a workman of reasonable skills and ability to perform each element of the tasks in a job. Through time study, the precise time required for each element of a man’s work is determined. It helps in fixing the standard time required to do a particular job.
The purpose of time study is to scientifically determine the standard time for doing a job under given condition. It helps to measure the efficiency of workers. It creates time consciousness among workers. Saving in time leads to cost reduction and increased efficiency.
(d) Fatigue Study:
A Fatigue, physical or mental, has an adverse effect on the worker’s health and efficiency. The Fatigue study helps in reducing fatigue among the workers. The Fatigue is generally caused by long working hours without rest pauses, repetitive operations, excessive specialization, and poor working conditions. The purpose of fatigue study is to maintain the operational efficiency of the workers.
2. Standardization of Tools and Equipments:
Taylor advocated standardization of tools and couplings, cost system and several other items. Efforts should be made to provide standardized working environment and methods of production to the workers. Standardization would help to reduce spoilage and wastage of materials, improve quality of work, reduce cost of production and reduce fatigue among the workers.
It is essential to set a standard task which an average worker source does during a working day. Taylor called it a fair day’s work. He emphasized the need for fixing a fair day’s work because it will prevent the workers from doing work much below their capacity. The standard task will act as a norm before the workers. If no standard is set, the workers will work below his capacity.
4. Scientific Setting of Wage Rates:
Wage rates should be fixed in such a way that he average worker is induced to attain a standard output. Taylor suggested the differential piece- wage system. Under this system, higher rates are offered to those workers who produce more than the standard quantity. Taylor was of the view that the efficient workers should be paid, from 30% to 100% more than the average workers.
5. Scientific Selection and Training:
The management should design scientific selection procedure so that right men are selected for the right jobs. The first step in scientific selection is determining the jobs for which workers are required. After that the most appropriate qualification, training, experience and the level of efficiency for the requisite post are determined. Employees are selected according to predetermined standards in an impartial way.Making the Feedback Training Method Work.
6. Functional Foreman-ship:
Taylor advocated that specialization must be introduced in a factory. He advocated ‘functional foreman-ship’ for this purpose. Functional foreman-ship is a form, of organization which involves supervision of a worker by several specialist foremen. For instance, matters relating to speed of work and repairs of machinery will be supervised by the speed boss and the repair boss respectively.
The purpose of functional foreman-ship is to improve the quality of supervision of workers by employing specialist foremen. Taylor believed that a single foreman is not competent to supervise all functional matters. How to Processes of Scientific Management?
In Taylor’s functional foreman-ship, planning is separated from execution. He recommended eight foremen in all to control the various aspects of production. He suggested four foremen m the planning department, namely, route clerk, instruction card clerk time and cost dark and shop disciplinarian. The four foremen recommended for getting the required performance from the workers include gang boss, speed boss, repair boss and inspector.
Understand by Chat; Functional Foreman-ship
Taylor advocated functional foreman-ship for achieving ultimate specification.
This technique was developed to improve the quality of work as single supervisor may not be an expert in all the aspects of the work.
Therefore workers are to be supervised by specialist foreman.
The scheme of functional foremanship is an extension of principle pf specialization at the supervisory level.
Taylor advocated appointment of 8 foramen, 4 at the planning level & other 4 at implementation level.
The names & function of these specialist foremen are: –
Instruction card clerk concerned with tagging down of instructions according to which workers are required to perform their job
Time & cost clerk is concerned with setting a time table for doing a job & specifying the material and labor cost involved in it.
Route clerk determines the route through which raw materials has to be passed.
Shop Disciplinarians are concerned with making rules and regulations to ensure discipline in the organization.
Gang boss makes the arrangement of workers, machines, tools, workers etc.
Speed boss concerned with maintaining the speed and to remove delays in the production process.
Repair boss concerned with maintenance of machine, tools and equipments.
Inspector is concerned with maintaining the quality of product.
7. Differential Piece-Rate Plan:
This plan was suggested by Taylor to attract highly efficient workers. Under this plan, there are two piece work rates, one is lower and another is higher. The standard of efficiency is determined in terms of number of units during a day or standard same. The worker who produces more than standard output within the standard time.
He will be given higher piece rate. On the other hand, if a worker is below the standard, he shall be given lower rate of wages. The slow worker is thus penalized as he gets wages at a lower piece rate. Thus Taylor’s scheme of wage payment encourages the workers to attain higher standard of performance and earn wages at higher rate. Also, read it; Seven Researchers or Pioneers of Management.
What are the Principles of Scientific Management? Here are Principles by Frederick Winslow Taylor!
The Principles of Scientific Management (1911) is a monograph published by Frederick Winslow Taylor. This laid out Taylor’s views on principles of scientific management, or industrial era organization and decision theory. Taylor was an American manufacturing manager, mechanical engineer, and then a management consultant in his later years. The term “scientific management” refers to coordinating the enterprise for everyone’s benefit including increased wages for laborers although the approach is “directly antagonistic to the old idea that each workman can best regulate his own way of doing the work.” His approach is also often referred to as Taylor’s Principles or Taylorism.
Important Principles of Scientific Management
The scientific management approach propounded by F.W. Taylor is based on the following four principles:
(1) Science, Not Rule of Thumb
This principle says that we should not get stuck in a set routine with the old techniques of doing work, rather we should be constantly experimenting to develop new techniques which make the work much simpler, easier and quicker.
(2) Harmony, Not Discord
As per this principle, such an atmosphere should be created in the organization that labor (the major factor of production) and management consider each other indispensable.
Taylor has referred to such a situation as a ‘Mental Revolution’. Taylor firmly believed that the occurrence of a mental revolution would end all conflicts between the two parties and would be beneficial to both of them.
(3) Cooperation, Not Individualism
According to this principle, all the activities done by different people must be carried on with a spirit of mutual cooperation. Taylor has suggested that the manager and the workers should jointly determine standards. This increases involvement and thus, in turn, increases responsibility. In this way, we can expect miraculous results.
(4) Development of Each and Every Person to His / Her Greatest Efficiency and Prosperity
According to this principle, the efficiency of each and every person should be taken care of right from his selection. A proper arrangement of everybody’s training should be made.
It should also be taken care that each individual should be allotted work according to his ability and interest. Such a caring attitude would create a sense of enthusiasm among the employees and a feeling of belongingness too.
Development of Science for each part of men’s job (replacement of rule of thumb)
This principle suggests that work assigned to any employee should be observed, analyzed with respect to each and every element and part and time involved in it. This means replacement of odd rule of thumb by the use of the method of inquiry, investigation, data collection, analysis, and framing of rules. Under scientific management, decisions are made on the basis of facts and by the application of scientific decisions.
Scientific Selection, Training & Development of Workers
There should be the scientifically designed procedure for the selection of workers. The physical, mental & other requirements should be specified for each and every job. Workers should be selected & trained to make them fit for the job. The management has to provide opportunities for development of workers having better capabilities. According to Taylor, efforts should be made to develop each employee to his greatest level and efficiency & prosperity.
Co-operation between Management & workers or Harmony, not discord
Taylor believed in co-operation and not individualism. It is only through co-operation that the goals of the enterprise can be achieved efficiently. There should be no conflict between managers & workers. Taylor believed that interest of employer & employees should be fully harmonized so as to secure mutually understanding relations between them.Best Characteristics and Qualities of a Good Leader.
Division of Responsibility
This principle determines the concrete nature of roles to be played by different level of managers & workers. The management should assume the responsibility of planning the work whereas workers should be concerned with the execution of the task. Thus planning is to be separated from execution. What is Relationship Between Controlling and Planning?
Mental Revolution
The workers and managers should have a complete change of outlook towards their mutual relation and work effort. It requires that management should create suitable working condition and solve all problems scientifically. Similarly, workers should attend their jobs with utmost attention, devotion, and carefulness. They should not waste the resources of an enterprise. Handsome remuneration should be provided to workers to boost up their morale. It will create a sense of belongingness among worker. They will be disciplined, loyal and sincere in fulfilling the task assigned to them. There will be more production and economic growth at a faster rate.
Maximum Prosperity for Employer & Employees
The aim of scientific management is to see maximum prosperity for employer and employees. It is important only when there is the opportunity for each worker to attain his highest efficiency. Maximum output & optimum utilization of resources will bring higher profits for the employer & better wages for the workers. There should be maximum output in place of restricted output. Both managers & workers should be paid handsomely. Also, read it International and Comparative Human Resource Management.
What is Scientific Management? Meaning and Definition!
Scientific management is a theory of management that analyzes and synthesizes workflows. Its main objective is improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes and to management. Scientific managementis sometimes known as Taylorism after its founder, Frederick Winslow Taylor.
Taylor began the theory’s development in the United States during the 1880s and ’90s within manufacturing industries, especially steel. Its peak of influence came in the 1910s; In 1913 Vladimir Lenin wrote that the “most widely discussed topic today in Europe, and to some extent in Russia, is the ‘system’ of the American engineer, Frederick Taylor”; Lenin decried it initially as a “‘scientific’ system of sweating” more work from laborers. Taylor died in 1915 and by the 1920s, scientific management was still influential but had entered into competition and syncretism with opposing or complementary ideas.
Although scientific management as a distinct theory or school of thought was obsolete by the 1930s, most of its themes are still important parts of industrial engineering and management today. These include analysis; synthesis; logic; rationality; empiricism; work ethic; efficiency and elimination of waste; standardization of best practices; disdain for tradition preserved merely for its own sake or to protect the social status of particular workers with particular skill sets; the transformation of craft production into mass production; and knowledge transfer between workers and from workers into tools, processes, and documentation.
Define of Scientific Management by Taylor
Fredrick Winslow Taylor ( March 20, 1856 – March 21, 1915). Commonly known as “Father of Scientific Management” started his career as an operator and rose to the position of chief engineer. He conducts various experiments during this process which forms the basis of scientific management. It implies the application of scientific principles for studying & identifying management problems.
According to Taylor, “Scientific Management is an art of knowing exactly what you want your men to do and seeing that they do it in the best and cheapest way”. In Taylor’s view, if a work is analyzed scientifically it will be possible to find one best way to do it.
According to Drucker, “The cost of scientific management is the organized study of work, the analysis of work into simplest element & systematic management of worker’s performance of each element”.
Know More of Knowledge about Scientific Management
Scientific management was the first big management idea to reach a mass audience. It swept through corporate America in the early years of the 20th century, and much management thinking since has been either a reaction to it or a development of it.
The idea was first to propound by Frederick Winslow Taylor, partly in response to a motivational problem. Which at the time was calling “soldiering”—the attempt among workers to do the least amount of work in the longest amount of time. To counter this, Taylor proposed that managers should scientifically measure productivity and set high targets for workers to achieve. This was in contrast to the alternative method, known as initiative and incentive. In which workers were rewarded with higher wages or promotion. Taylor described this method as “poisonous”.
Scientific management required managers to walk around with stopwatches and notepads carrying out time-and-motion studies on workers in different departments. It led to the piece-rate system in which workers were paid for their output, not for their time. Taylor’s first publication, which came out in 1895, was called “A Piece-Rate System”.
He believes that “the principal object of management should to secure the maximum prosperity for the employer, coupled with the maximum prosperity of each employee”. The interests of management, workers, and owners were, he maintains, intertwine. He wants to remove “all possible brain work” from the shop floor, handing all action, as far as possible, over to machines. “In the past, the man has been first; in the future, the machine must be first,” he was fond of saying. He ignites a debate about man versus machine that continued far into the 20th century. Also, read it Processes of Scientific Management.
