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Scientific
Management
Frederick W.
Taylor
(1856-1915)
HOW TO IMPROVE
PRODUCTION
TIME
AND MOTION STUDIES
PIECE-RATE SYSTEM OF COMPENSATION
SYSTEMATIC SELECTION AND TRAINING
ORGANIZATIONAL STRUCTURE |
WHY SCIENTIFIC
MANAGEMENT
MANAGEMENT USES RULE OF THUMB
WORKERS
ABUSE MANAGEMENT TRUST
- NATURAL SOLDIERING -
TAKING IT EASY
- SYSTEMATIC SOLDIERING -
PERFORMING TO AN UNWRITTEN NORM WHICH IS LOWER THAN THE WRITTEN ONE
ON THEIR
OWN, WORKERS CANNOT DEVELOP THE SCIENTIFIC WAY OF DOING THEIR JOBS |
THE RABBLE
HYPOTHESIS
SOCIETY
CONSISTS OF A HORDE OF UNORGANIZED INDIVIDUALS
EVERY
INDIVIDUAL ACTS IN A MANNER CALCULATED TO SECURE ONE'S SELF INTEREST
EVERY
INDIVIDUAL THINKS LOGICALLY, TO THE BEST OF ONE'S ABILITY, IN THE SERVICE
OF THIS AIM |
TAYLORISM
SCIENCE,
NOT A RULE OF THUMB
HARMONY,
NOT DISCORD
COOPERATION, NOT INDIVIDUALISM
MAXIMUM
OUTPUT, NOT SOLDIERING
THE
DEVELOPMENT OF EACH WORKER TO THE WORKER'S MAXIMUM PHYSICAL CAPABILITY |
SCIENTIFIC
MANAGEMENT
DIVORCE
OF PLANNING AND EXECUTION; CENTRALIZED PLANNING
SYSTEMATIC ANALYSIS OF EACH DISTINCT OPERATION
DETAILED
INSTRUCTION AND SUPERVISION
UNCOUPLE
DIRECT AND INDIRECT WORK
SYSTEMATIC RECRUITING OF MENTALLY AND PHYSICALLY FIT MEN
FUNCTIONAL MANAGEMENT/FOREMANSHIP:
- SETTING-UP BOSS
- SPEED BOSS
- QUALITY INSPECTOR
- REPAIR BOSS
|
HOW TO READ
TAYLOR
SM IS A PHILOSOPHY
AND A SET OF PRINCIPLES
SM
RENDERS WORKERS CONTROLLABLE, MANAGEABLE, REPLACEABLE
SM
BUREAUCRATIZES THE STRUCTURE OF CONTROL, BIT DOES NOT DO THE SAME TO THE
EMPLOYMENT RELATIONSHIP
SM
RECOGNIZES THE IMPORTANCE OF COOPERATION, GAINING WORKER CONSENT, AND
DEVELOPING SHARED MANAGEMENT-WORKER UNDERSTANDINGS
SM
EMPHASIZES A PEACEFUL COEXISTENCE BETWEEN CAPITAL, MANAGEMENT, AND LABOR
TRUST IS
LIMITED - TEAMWORK IS STRICTLY LIMITED
SM CAN
BE IMPLEMENTED IN MORE THAN ONE WAY |
|