Tag: Taylor

How to Explain Techniques of Scientific Management?
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.

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3. Scientific Task Setting:

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
1. Taylor advocated functional foreman-ship for achieving ultimate specification.
2. 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.
3. Therefore workers are to be supervised by specialist foreman.
4. The scheme of functional foremanship is an extension of principle pf specialization at the supervisory level.
5. Taylor advocated appointment of 8 foramen, 4 at the planning level & other 4 at implementation level.
6. 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.

Reference

1. Techniques of Scientific Management – //www.managementstudyguide.com/techniques_scientificmanagement.htm
2. 7 Techniques of Scientific Management – //www.yourarticlelibrary.com/scientific-management/7-techniques-of-scientific-management-explained/27889
3. Photo Credit URL – //emhs.org.au/files/images/content/1925_Philadelphia_Atwater_Kent_radio_set_assembly.jpg
January 15, 2018
What are the Principles of Scientific 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.

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Other’s Principles of Scientific Management

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.

Photo URL – //s1.thingpic.com/images/Kq/7NURAfvb45HoTwYBoxb8kJCZ.jpeg

Reference

1. Principles of Scientific Management – http://www.yourarticlelibrary.com/management/4-important-principles-of-scientific-management/885
2. Other’s Principles of Scientific Management – http://www.managementstudyguide.com/principles_scientificmanagement.htm

January 11, 2018
Definition of Scientific 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 management is 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.

Hence scientific management is a thoughtful, organize, dual approach towards. The job of management against hit or miss or Rule of Thumb. Do you Know? How Do You Know Your Company Wants Help From The Outside? and What is Market-Based Management?

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.

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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.

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Reference
1. Meaning of Scientific Management – https://en.wikipedia.org/wiki/Scientific_management
2. Definition of Scientific Management – http://www.managementstudyguide.com/scientificmanagement.htm
3. Knowledge of Scientific Management – http://www.economist.com/node/13092819
January 11, 2018