Frederick Taylor v7

8/7/2019 Frederick Taylor v7

1/35

And

The Evolution of Management Theory

The Father of Scientific Management


2/35

BA

The travel of a straight line is an absolute model of

efficiency at its purest.

The fastest way from point A to point B is a straight line.

Scientifically, it is a proven fact.

Mathematically, it is the shortest distance, therefore takes the less time.


3/35

y Frederick Winslow Taylor, was born on March20, 1865, into an upper class liberalPhiladelphia family.

y His father a lawyer and his mother a feministboth believed in high thinking and plain living.

y Taylor was always counting and measuring

things to figure a better way of doingsomething.

y At age twenty-five, Taylor earned anengineering degree at the Stevens Institute ofTechnology in New Jersey.

y Worked as a machinist and pattern maker inPhiladelphia at the Enterprise Hydraulic Works,then became a common laborer at the MidvaleSteel Company.

y He started as shop clerkand quicklyprogressed to machinist, foreman,maintenance foreman, and chief draftsman.

y Within six years he advanced to researchdirector, then chief engineer.


4/35

Industrial Revolution


5/35

y The Industrial Revolution waswidespread replacement of manuallabor by machines that began in Britainin the 18th century with theintroduction ofsteam powerand

powered machinery (mainly in textile

manufacturing).y It created a specialized and

interdependent economic life and madethe urban worker more completelydependent on the will of the employerthan the rural worker had ever

been.y It changed our societies from a mainly

agricultural society to one that in whichindustry and manufacturing was incontrol.


6/35


7/35

y After the Civil War (18611865) industry begin tochange.

y National industries grew out of local trades -- steel, glass,textiles, and shoes and what were small factories became

large plants.y Owners of capital became wealthier with mass

production, and workers received little for their efforts.

y Problems:y carelessness,

y safety,

y inefficiencies,

y soldiering (worker foot dragging) on the job.


8/35

Taylors main focus:Maximize workers capacity and profits

PROBLEM:Get employees to work at their maximum capacity

PRIMARY FOCUS:TASKS


9/35

y The rule of reason

y improved quality

y lower costs

y higher wages

y increased output

y

labor-management

y experimentation

y clear tasks and goals

y training

y stress reduction

y careful selection anddevelopment of people


10/35

y The systematic study of the relationships betweenpeople and tasks for the purpose of redesigning the workprocess for higher efficiency.y Defined by Frederick Taylor in the late 1800s to replace

informal rule of thumb knowledge.y Taylor sought to reduce the time a worker spent on each task

by optimizing the way the task was done.


11/35

"The Principles of Scientific Management"

y Published in 1911

y Prior to scientific management work was performedby skilled craftsmen who had learned their jobs in

lengthy apprenticeships.y Scientific management took away much of this

autonomy and converted skilled crafts into a seriesof simplified jobs that could be performed by

unskilled worker who easily could be trained for thetask.


12/35

Soldieringy Working in the steel industry, Taylor had observed the

phenomenon of workers purposely operating wellbelow their capacity (soldiering)

y Reasonsy Believe that if they become more productive job would

be eliminatedy Non-incentive wage systemsy Rule-of-thumb training methods - inefficient

To improve efficiency Taylor began to conductexperiments to determine the best level of performanceand what was necessary to achieve this performance.


13/35

Time and motion studiesy Experiments that were performed to determine the

one best way to perform particular job.y Pig Iron

y The science of shoveling

y Bricklaying


14/35

Pig Iron

y if workers were moving 12 tons of pig iron per dayand they could be incentives to try to move 47 tons

per day, left to their own wits they probably wouldbecome exhausted after a few hours and fail to reachtheir goal.

y However, by first conducting experiments todetermine the amount of resting that was necessary,

the worker's manager could determine the optimaltiming of lifting and resting so that the worker couldmove the 47 tons per day without tiring.

y Not all workers were physically capable of moving that,

so workers should be selected according to how theyare suited foe a articular ob.


15/35

The science of shovelingy determined that the optimal weight

that a worker should lift in a shovelwas 21 pounds.

y

The shovel should be sized so thatit can handle that.

y Prior to that workers used their ownshovels.


16/35

Bricklayingy focused on specific motions,

y decreased the amount of motions required to laybricks.


17/35

How bricks arescientificallylaid


18/35

The Old Way


19/35

The New Way


20/35

1. Study the ways jobs are performed now and determinenew ways to do them.y Gather detailed time and motion information.

y Try different methods to see which is best.2. Codify the new methods into rules.

y Teach to all workers the new method.

3. Select workers whose skills match the rules.

4. Establish fair levels of performance and pay a premiumfor higher performance.y Workers should benefit from higher output.


21/35

Scientific management revolutionized industry:it explained how to increase production by working smarter,

not harder.

y Up until that time, increasing output meant:y more hours,y more employees,y more raw materials, and more costs.

y Scientific management uses basic logic to show how:y standardization,y productivity, andy division of labor

increase efficiency.


22/35

y Managers are intelligent; workers are and should beignorant

y Provide opportunities for workers to achieve greaterfinancial rewards

y Workers are motivated almost solely bywagesy Maximum effort = Higher wagesy Manager is responsible for planning, training, and

evaluating


23/35


24/35


25/35

y Revolutionized industry because it explained how to increase production by

working smarter, not harder.

y Beneficial organizational model because created standards.

y Laid the foundations of how businesses should be run from an

organizational standpoint.

y Increased a workers output, allowing them to take home a greater pay thanever before

y The worker would concentrate on the day-to-day tasks asked of them, and

not have to worry about the decision making.

y Decisions were left to management who were able to take the best course of

action after careful study, planning, and implementation of pre-defined

standards


26/35

The Principles of Scientific Management were

translated into Chinese, Dutch, French, German, Italian,

Russian, and Japanese.


27/35

Lenin and Taylor Systemy One of the first countries outside of

the US to use scientific managementwas the newly formed Soviet Union.

y Lenin believed that in order totransform the USSR from the nearlyfeudalistic country that it was under

the czars into a major industrial power,a mass educational effort wasnecessary.

y He believed that Taylors methodscould be used to manage the entirenation.

y The Soviet Unions famous five-yearplans that set goals for industrialproductivity and economic growthwere a direct result of scientificmanagement principles


28/35

Japan and Taylorism Japanese industry also adopted Taylors

techniques. One of the first disciples of scientific

management in Japan was a man named UenoYoichi.

In 1919, Ueno was hired by the Lion

Toothpowder Company, where he increased theproductivity of its packaging department by 20percent while reducing the area of workingspace by 30 percent and cutting work time byone hour per day.

Uneo became a leading proponent of scientificmanagement in Japan.

In the years leading up to the Second World War,many in Japanese industry embraced Taylorism.


29/35

Progressive reformersy As scientific management became more popular in industry during the early

part of the twentieth century, it began to influence other segments of society

and culture, particularly in theprogressive movement.

y Gilford Pinchot the famous conservationist , who was appointed by

President Theodore Roosevelt to head what is now known as the

Department of the interior, saw his work as, efficient management ofnatural resources.

y Progressive reformers, interested in reducing public corruption carefully,

began to study things like the amount of money spent on constructing things

like sewer lines verses the amount of people living in each square block.

y Home economists, did time and motion studies of house work, in the hopes

that it would give women more time to educate themselves.

y A certain type oftechnical utopianism emerged.


30/35


31/35


32/35

y Managers frequently implemented only the increasedoutput side of Taylors plan.y Workers did not share in the increased output.

y

Specialized jobs became very boring, dull.y Workers ended up distrusting the Scientific

Management method.

y Workers could purposely under-perform.y

Management responded with increased use ofmachines.

y The core jobs dimensions of skill variety, task identity,task significance, autonomy and feedback all aremissing.


33/35


34/35

Administrative Management Theory

Scientific Management Theory

Behavioral Management Theory

Management Science Theory

Organizational Environment Theory


35/35

Frederick Taylor v7

Documents

Transcript of Frederick Taylor v7