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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



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