Principles of Scientific Management

According to Hasebur Rahman (2012) stated that Taylor shows the value of matching the job to the worker. The management’s duty is to study the employees carefully and not just leave it to the poor. He also emphasized the selection proceeds years after years and need to study workers’ strengths and weaknesses and provides training to improve workers’ performance. The employees must be able to do a better class of work and pay higher wages than before (Shafritz & Ott, 1991). Taylor’s principle is to ensure the most efficient way would be use workers in order to make the standard work process. At this point, the production process is divided into numerous divisions where this makes managers easily to control and co-ordinate the workers’ performance and to improve the efficiency of the organization. Thus, the efficiency will increase when the work is divided into different parts according to different functional departments and each individual should be assigned to work according to their ability and interest rather than giving the whole process of the production to one person (Monden,

McDonalds is a fast food restaurant chain and has more than 33000 outlets all over the world that serve 68 million customers everyday (Bhasin, 2012). McDonald’s objective is to provide prompt service and value to customers. Donald Thompson is responsible for managing the daily operations and strategies of the global business of McDonalds (Bhasin, 2012). Donald Thompson and his team work closely with people who control the functioning of 80% of the outlets all around the world as well as suppliers, employees and corporate staff Donald Thompson sets goals and standards for McDonalds and ensures that they are met and followed in each and every McDonald’s branch. In addition, he makes decision on opening new outlets and on implementing employee training schemes or bonuses. Moreover, he deals with other financial issues and represents the company in every aspect. Thompson ensures that customers receive quality service and to do this he has implemented the Taylor’s scientific management theory in his organization. To have a closer look at how Taylors Scientific approach blends with McDonalds, we will have a step-by-step look at each of the principles of Taylor’s scientific

Taylors Method was known as the Time & Motion Studies. Time was the least amount of time it took to perform each task and even each part of each task, whereas motion was where the fewest numbers of motions required for each small task. Taylor wanted employees to work as if they were machines. From Taylor’s Theory to Taylorism the outcomes were that it boosted in productivity by 200% to 400%. More work was also accomplished with fewer people meant more profit for companies from Taylorism and the final outcome was that more consistent products were of higher quality (Frederick Taylor Scientific Management). In Frederick Winslow Taylor’s ‘The Principles of Scientific Management 1910, he states that ‘under the old

F.W Taylor introduced a scientific management, Taylorism, in the early 20th century to solve the problem of inefficiency. The aim of Taylorism is to maixmise productivity and minimise waste of resources using specialisation of labour. There are three main components of Taylorism and it will be discussed in detail in the later paragraphs.

In todays modern era of business, with its exploding technological advances, easier access to materials and a much more skilled and specialized labor force the ideology behind using scientific management is fast becoming as dated a method as the industries that still heavily rely upon its principles to function efficiently. Considering that the fundamental principles of scientific management consist of breaking down manufacturing into its constituent parts allowing unskilled, simple minded, untrained workers to do any one of the multiple tasks that produce a product. This method functions in a manner that maximizes laborers potential and thus company profits by using an assembly line type system. Under this system only management however

Frederick Taylor’s scientific management developed techniques for improving the efficiency of the work process. Based on a systematic study of people, tasks and work behavior. Under this theory Frederick Taylor proposed five principles of scientific management.

In an ironic twist, Taylorism, the creation of a fully capitalist system was admired and adopted by Joseph Stalin and Vladimir Lenin who implemented said scientific management method into soviet manufacturing, which indeed worked and increased worker productivity in the USSR at the cost of the happiness of the people, this shows both negative and positive factors of Taylorism. Taylorism was also applied on Ford’s assembly line which also boosted efficiency.

Taylor’s Scientific Management theory which saw huge upsurge in the 1910’s and it facilitated the industrial growth not only in the United States of America but across the world.

The early study of management as we know today began with what is now called the classical perspective. Scientific management that is the focus of this essay is branched from classical perspective. This essay will argue the annexation of scientific management concept to the context of knowledge-based economy and its effectiveness in the modern learning organisations. The essay will begin by explaining the background of scientific management followed by highlighting its core principles and the reason for its effectiveness that time. It will then explain the

Frederick Taylor was considered a genius for his invention and introduction of scientific management. He was an industrial innovator who looked at the way the system was working at the time and decided to formulate a plan that would increase the overall production and efficiency of the factories. The domain that Taylor operated in was the factor production technique, this was an accumulation of decades of evolving business practices. Management and factories never tried anything different up until Taylor introduced his theories. Relating to the quote, he knew his methods were untested based off the current trends in the industry. These untested and innovated methods included motion and time studies, specific selection and training of individual workers, and standardization of tools.

Taylor's own name for his approach was scientific management. This sort of task-oriented optimization of work tasks is nearly ubiquitous today in industry, and has made most industrial work menial, repetitive, tedious and depressing; this can be noted, for instance, in assembly lines and fast-food restaurants. Ford's arguments began from his observation that, in general, workers forced to perform repetitive tasks work at the slowest rate that goes unpunished. This slow rate of work (which he called "soldiering", but might nowadays be termed by those in charge as "loafing" or "malingering" or by those on the assembly line as "getting through the day"), he opined, was based on the observation that, when paid the same amount, workers will tend to do the amount of work the slowest among them does: this reflects the idea that workers have a vested interest in their own well-being, and do not benefit from working above the defined rate of work when it will not increase their compensation. He therefore proposed that the work practice that had been developed in most work environments was crafted, intentionally or unintentionally, to be very inefficient in its execution. From this he posited that there was one best method for performing a particular task, and that if it were taught to workers, their productivity would go up.

However, taylorism is still the origin of everything, it is firstly continued by Fordism with the assembly line and real mass production, going to an upper level of work organization and a new salary policy (5$ a day=double salary) allowing workers to consume and thus stimulating mass consumption. We can talk about “fordist compromise” based on the distribution of the value added advantageous for employees. It implies a win-win situation between employees and employer. Ford has improved social part of scientific management, encouraging workers to work more. Fordism is also associated with standardization, producing the same

The term scientific management is the blend of two words i.e. scientific and management. "Scientific" means efficient diagnostic and target approach while "management " means completing things through others. In basic words scientific management implies utilization of standards and routines for science in the field of administration. " Scientific management is the craft of knowing best and least expensive way". It is the craft of knowing precisely what could possibly be done whom it is to be done and what is the best and least expensive method for doing it. Scientific routines and procedures are connected in the field of management i.e., enrollment, choice, preparing, situation of laborers and techniques for doing work in the best and least expensive way.

A definite aim is another main feature of scientific management because its the process of organising, directing and controlling human activities; thus this links back to the principle of allocation of roles; i.e. managers must plan and aim to achieve their goals and there must be set of rules with the aid plan so that the objectives can be achieved. According to F.W. Taylor, It is no single element but rather the whole combination that constitutes the scientific management.

Frederick W.Taylor was known to be the father of scientific management. He was the published of “The Principles of Scientific Management” in 1909. In this he proposed that by simplifying jobs, productivity would be increased. He also encouraged the idea that workers and managers needed to cooperate with each other. This was very different in which the way work was done previously to this.