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- 1. And The Evolution of Management Theory “The Father of Scientific Management”
- 2. B A 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. Frederick Winslow Taylor, was born on March 20, 1865, into an upper class liberal Philadelphia family. His father a lawyer and his mother a feminist both believed in high thinking and plain living. Taylor was always counting and measuring things to figure a better way of doing something. At age twenty-five, Taylor earned an engineering degree at the Stevens Institute of Technology in New Jersey. Worked as a machinist and pattern maker in Philadelphia at the Enterprise Hydraulic Works, then became a common laborer at the Midvale Steel Company. He started as shop clerk and quickly progressed to machinist, foreman, maintenance foreman, and chief draftsman. Within six years he advanced to research director, then chief engineer.
- 5. The Industrial Revolution was widespread replacement of manual labor by machines that began in Britain in the 18th century with the introduction of steam power and powered machinery (mainly in textile manufacturing). It created a specialized and interdependent economic life and made the urban worker more completely dependent on the will of the employer than the rural worker had ever been. It changed our societies from a mainly agricultural society to one that in which industry and manufacturing was in control.
- 7. After the Civil War (1861–1865) industry begin to change. National industries grew out of local trades -- steel, glass, textiles, and shoes and what were small factories became large plants. Owners of capital became wealthier with mass production, and workers received little for their efforts. Problems: carelessness, safety, inefficiencies, soldiering (worker foot dragging) on the job.
- 8. Taylor’s main focus: Maximize workers capacity and profits PROBLEM: Get employees to work at their maximum capacity PRIMARY FOCUS: TASKS
- 9. The rule of reason improved quality lower costs higher wages increased output labor-management experimentation clear tasks and goals training stress reduction careful selection and development of people
- 10. The systematic study of the relationships between people and tasks for the purpose of redesigning the work process for higher efficiency. Defined by Frederick Taylor in the late 1800’s to replace informal rule of thumb knowledge. Taylor sought to reduce the time a worker spent on each task by optimizing the way the task was done.
- 11. "The Principles of Scientific Management" Published in 1911 Prior to scientific management work was performed by skilled craftsmen who had learned their jobs in lengthy apprenticeships. Scientific management took away much of this autonomy and converted skilled crafts into a series of simplified jobs that could be performed by unskilled worker who easily could be trained for the task.
- 12. Soldiering Working in the steel industry, Taylor had observed the phenomenon of workers’ purposely operating well below their capacity (soldiering) Reasons Believe that if they become more productive job would be eliminated Non-incentive wage systems Rule-of-thumb training methods - inefficient To improve efficiency Taylor began to conduct experiments to determine the best level of performance and what was necessary to achieve this performance.
- 13. Timeand motion studies Experiments that were performed to determine the one best way to perform particular job. Pig Iron The science of shoveling Bricklaying
- 14. Pig Iron if workers were moving 12 ½ tons of pig iron per day and they could be incentives to try to move 47 ½ tons per day, left to their own wits they probably would become exhausted after a few hours and fail to reach their goal. However, by first conducting experiments to determine the amount of resting that was necessary, the worker's manager could determine the optimal timing of lifting and resting so that the worker could move the 47 ½ tons per day without tiring. Not all workers were physically capable of moving that, so workers should be selected according to how they are suited foe a particular job.
- 15. The scienceof shoveling determined that the optimal weight that a worker should lift in a shovel was 21 pounds. The shovel should be sized so that it can handle that. Prior to that workers used their own shovels.
- 16. Bricklaying focused on specific motions, decreased the amount of motions required to lay bricks.
- 18. The Old Way
- 19. The New Way
- 20. 1. Study the ways jobs are performed now and determine new ways to do them. Gather detailed time and motion information. Try different methods to see which is best. 2. Codify the new methods into rules. Teach to all workers the new method. 3. Select workers whose skills match the rules. 4. Establish fair levels of performance and pay a premium for higher performance. Workers should benefit from higher output.
- 21. Scientific management revolutionized industry: it explained how to increase production by working smarter, not harder. Up until that time, increasing output meant: more hours, more employees, more raw materials, and more costs. Scientific management uses basic logic to show how: standardization, productivity, and division of labor increase efficiency.
- 22. Managers are intelligent; workers are and should be ignorant Provide opportunities for workers to achieve greater financial rewards Workers are motivated almost solely by wages Maximum effort = Higher wages Manager is responsible for planning, training, and evaluating
- 25. Revolutionized industry because it explained how to increase production by working smarter, not harder. Beneficial organizational model because created standards. Laid the foundations of how businesses should be run from an organizational standpoint. Increased a worker’s output, allowing them to take home a greater pay than ever before The worker would concentrate on the day-to-day tasks asked of them, and not have to worry about the decision making. 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. The “Principles of Scientific Management” were translated into Chinese, Dutch, French, German, Italian, Russian, and Japanese.
- 27. Lenin and Taylor System One of the first countries outside of the US to use scientific management was the newly formed Soviet Union. Lenin believed that in order to transform the USSR from the nearly feudalistic country that it was under the czars into a major industrial power, a mass educational effort was necessary. He believed that Taylor’s methods could be used to manage the entire nation. The Soviet Union’s famous five-year plans that set goals for industrial productivity and economic growth were a direct result of scientific management principles
- 28. Japan and Taylorism • Japanese industry also adopted Taylor’s techniques. • One of the first disciples of scientific management in Japan was a man named Ueno Yoichi. • In 1919, Ueno was hired by the Lion Toothpowder Company, where he increased the productivity of its packaging department by 20 percent while reducing the area of working space by 30 percent and cutting work time by one hour per day. • Uneo became a leading proponent of scientific management in Japan. • In the years leading up to the Second World War, many in Japanese industry embraced Taylorism.
- 29. Progressive reformers 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 the progressive movement. 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 of natural resources.” 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. Home economists, did time and motion studies of house work, in the hopes that it would give women more time to educate themselves. A certain type of technical utopianism emerged.
- 32. Managers frequently implemented only the increased output side of Taylor’s plan. Workers did not share in the increased output. Specialized jobs became very boring, dull. Workers ended up distrusting the Scientific Management method. Workers could purposely “under-perform.” Management responded with increased use of machines. The core jobs dimensions of skill variety, task identity, task significance, autonomy and feedback all are missing.
- 34. Administrative Management Theory Scientific Management Theory Behavioral Management Theory Management Science Theory Organizational Environment Theory
Notas del editor
- Hello everyone. Our presentation is about Frederick Taylor the father of Scientific Management.
- 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. The travel of a straight line is an absolute model of efficiency at its purest. Frederick Winslow Taylor could not have agreed more. Taylor was a firm believer in using science and raw data to determine the most efficient course of action. Guessing was not allowed. Through research and analysis, only then could a process be established, fully grounded in scientific fact. It is these principles that allowed Taylor to establish scientific management, a management theory used to improve productivity.
- Frederick Winslow Taylor, was born on March 20, 1865, into an upper class liberal Philadelphia family. His father, was a lawyer and his mother a feminist. Both parents believed in high thinking and plain living. Taylor was a compulsive adolescent and was always counting and measuring things to figure a better way of doing something. At age twenty-five, Taylor earned an engineering degree at the Stevens Institute of Technology in New Jersey while holding a full time job. To date, no one has broken that record. Even though he excelled in math and sports and had a degree from an exclusive college, Frederick chose to work as a machinist and pattern maker in Philadelphia at the Enterprise Hydraulic Works. After his apprenticeship at the hydraulic works plant, he became a common laborer at the Midvale Steel Company. He started as shop clerk and quickly progressed to machinist, foreman, maintenance foreman, and chief draftsman. Within six years he advanced to research director, then chief engineer. At age thirty-seven, Frederick became a consulting engineer. While on a speaking tour in the Midwest, in 1915, he contracted influenza. He was admitted to a hospital in Philadelphia and celebrated his fifty-ninth birthday there. He died the next day.
- In order to understand how Taylor’s scientific management revolutionized industry and helped shape modern organization, we need to understand what came before him. The industrial revolution had been underway for nearly 100 years before Taylor took his first job as an engineer at Philadelphia’s Midvale Steel Company in the Fall of 1878.
- The Industrial Revolution changed the ways by how the world produced its goods. It also changed our societies from a mainly agricultural society to one that in which industry and manufacturing was in control. The industrial revolution first got its start in Great Britain, during the 18th century, which at the time was the most powerful empire on the planet. So, it was inevitable that the country with the most wealth would led in this revolution. After it adoption in England, other countries such as Germany, the United States and France joined in this revolution. During this time there were also many new technological advancements, socioeconomic and cultural problems that arised. On the technology front, the biggest advancements were in steam power. New fuels such as coal and petroleum, were incorporated into new steam engines. This revolutionized many industries including textiles and manufacturing. Also, a new communication medium was invented called the telegraph. This made communicating across the ocean much faster. The American Revolution was occurring in the beginning part of the Industrial Revolution. The French Revolution was in the process at the turn of the 19th century.
- But, along with this great leap in technology, there was an overall downfall in the socioeconomic and cultural situation of the people. Growth of cities were one of the major consequences of the Industrial Revolution. Many people were driven to the cities to look for work, in turn the ended living in the cities that could not support them. With the new industrial age, a new quantitative and materialistic view of the world took place. This caused the need for people to consume as much as they could. Living on small wages that required small children to work in factories for long days.
- Taylor's work was taking place in a time period when there was much industrial change happening after the Civil War. National industries grew out of local trades -- steel, glass, textiles, and shoes and what were small factories became large plants. Owners of capital became wealthier with mass production, and workers received little for their efforts. Problems included carelessness, safety, inefficiencies, and soldiering (worker foot dragging) on the job. Taylor sought to get past the futile incentive bonuses that management thought would remedy the problems. He believed that incentive wages were no solution unless they were combined with efficient tasks that were carefully planned and easily learned. He proposed that management should work cooperatively in a supportive role (Freedman 26-38). "Not only did Taylor have some definite ideas about work and how it should be studied, organized, and rewarded, but it appears he also knew something about organizational change" (Wredge and Greenwood 270-272). Taylor believed that the secret of productivity was finding the right challenge for each person, then paying him well for increased output. At Midvale, he used time studies to set daily production quotas. Incentives would be paid to those reaching their daily goal. Those who didn't reach their goal would get the differential rate, a much lower pay. Taylor doubled productivity using time study, systematic controls and tools, functional foremanship, and his new wage scheme. He paid the person not the job. A common bottleneck that organizations face is “rule-of-thumb” or guess-work when it comes to dealing with issues, by not having a clear path to follow. Having a standard in place would eliminate this uncertainty and allow the wheels to continue moving forward.
- http://www.northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.html
- Taylor's core values: the rule of reason, improved quality, lower costs, higher wages, higher output, labor-management cooperation, experimentation, clear tasks and goals, feedback, training, mutual help and support, stress reduction, and the careful selection and development of people. He was the first to present a systematic study of interactions among job requirements, tools, methods, and human skill, to fit people to jobs both psychologically and physically, and to let data and facts do the talking rather than prejudice, opinions, or egomania (Weisford 1987).
- The need to study relationships between people and tasks to redesign the work process was necessary to improve the efficiency and work conditions. With that need scientific management was borne. Defined by Frederick Taylor to replace the informal rule of thumb knowledge rule of thumb: A rough and useful principle or method, based on experience rather than precisely accurate measures.
- "The Principles of Scientific Management", The system he describes in his book is an actual composite of everything he had learned from trying different things at many companies. Taylor did what he could to fit as much of his thinking to his client's problems and motives for each particular situation. Consultants use this type of process today." He was the first person in history to make a systematic attempt to improve both output and work life in factories" (Weisford 1987).
- Pig Iron – if workers were moving 12 ½ tons of pig iron per day and they could be incentives to try to move 47 ½ tons per day, left to their own wits they probably would become exhausted after a few hours and fail to reach their goal. However, by first conducting experiments to determine the amount of resting that was necessary, the worker's manager could determine the optimal timing of lifting and resting so that the worker could move the 47 ½ tons per day without tiring. Not all workers were physically capable of moving that, so workers should be selected according to how they are suited foe a particular job. The science of shoveling: determined that the optimal weight that a worker should lift in a shovel was 21 pounds. The shovel should be sized so that it can handle that. Prior to that workers used their own shovels. Bricklaying: focused on specific motions, decreased the amount of motions required to lay bricks.
- There are four principles of scientific management that will increase efficiency in a workplace. Study the ways jobs are performed now and determine new ways to do them. Gather detailed time and motion information. Try different methods to see which is best. Codify the new methods into rules. Teach to all workers the new method. Select workers whose skills match the rules. Establish fair levels of performance and pay a premium for higher performance. Workers should benefit from higher output.
- Scientific management revolutionized industry: it explains how to increase production by working smarter, not harder. Up until that time, increasing output meant: more hours, more employees, more raw materials, and more costs. Scientific management uses basic logic to show how: standardization, productivity, and division of labor increase efficiency.
- Scientific Management theory see Managers as intelligent; workers as ignorant Provide opportunities for workers to achieve greater financial rewards Workers are motivated almost solely by wages Maximum effort = Higher wages Manager is responsible for planning, training, and evaluating You can recognize that this characterize one of the Mc Gregors theory (theory X&Y) Can you tell me
- Yes it is theory X where the average employee is lazy, dislikes work and will try …….
- What are the successes of scientific management?
- Scientific management revolutionized industry because it explains how to increase production by working smarter, not harder. Creating standards is at the core of why scientific management is a beneficial organizational model. Standards are universally accepted guidelines that help govern procedures and courses of action for given scenarios. Scientific management had increased a worker’s output, allowing them to take home a greater pay than ever before Scientific management also laid the foundations of how businesses should be run from an organizational standpoint. Scientific management had increased a worker’s output, allowing them to take home a greater pay than ever before. Under the system, incentives were offered for greater output. Scientific management also laid the foundations of how businesses should be run from an organizational standpoint. The worker would concentrate on the day-to-day tasks asked of them, and not have to worry about the decision making. 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.
- Scientific Management was used not only in United States. The “Principles of Scientific Management” were translated into Chinese, Dutch, French, German, Italian, Russian, and Japanese.
- One of the first countries outside of the US to use scientific management was the newly formed Soviet Union. Lenin believed that in order to transform the USSR from the nearly feudalistic country that it was under the czars into a major industrial power, a mass educational effort was necessary. He believed that Taylor’s methods could be used to manage the entire nation. The Soviet Union’s famous five-year plans that set goals for industrial productivity and economic growth were a direct result of scientific management principles http://imagecache2.allposters.com/images/pic/BUY/0-587-03061-5-L~Lenin-Lived-Lenin-Is-Alive-Lenin-Will-Live-Posters.jpg
- Japanese industry also began adopting Taylor’s techniques. One of the first disciples of scientific management in Japan was a man named Ueno Yoichi. In 1919, Ueno was hired by the Lion Toothpowder Company, where he increased the productivity of its packaging department by 20 percent while reducing the area of working space by 30 percent and cutting work time by one hour per day. Uneo became a leading proponent of scientific management in Japan, In the years leading up to the Second World War, many in Japanese industry embraced Taylorism. http://images.google.com/imgres?imgurl=http://www.omron.com/history/corporate/sengo_images/ph_08_03.gif&imgrefurl=http://www.omron.com/history/corporate/sengo_03.html&h=175&w=122&sz=18&hl=en&start=18&um=1&tbnid=guSJofGzXYOmdM:&tbnh=100&tbnw=70&prev=/images%3Fq%3DUeno%2BYoichi%26svnum%3D10%26um%3D1%26hl%3Den%26client%3Dsafari%26rls%3Den%26sa%3DN
- 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 the progressive movement. 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 of natural resources.” 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. Home economists, many of them advocates of women’s suffrage, did time and motion studies of house work in the hopes of relieving some of its drudgery, in the hopes that it would give women more time to educate themselves in order to become better participants in American democracy. A certain type of technical utopianism emerged.
- Scientific Management changed the way people managed work and improved productivity tremendously. We will review in the next slide the downfalls of this theory and how it influence the development of new theories.
- The scientific management was not successful because the managers implemented only increased output side of Taylor’s plan. The “one size fits all” approach to motivation, the consuming focus on efficiency with a near total disregard for quality, and the deaf ear held by management to suggestions by subordinates seems very out-dated by today’s standards. Unfortunately, he did not understand the resistance of the people most threatened by his system -- supervisors and middle managers. He focused on cost cutting methods when a problem called for new customers and products. At the Simonds Roller Bearing Company he increased productivity while improving speed and accuracy. Taylor's critics said he was too harsh because his innovative plan caused people to lose their jobs, referring to his replacing of 120 workers with only 35 at Simonds. In practice, Taylor "took a harsh, often ruthless approach" to chopping heads rather than saving jobs. He believed that unions wouldn't be necessary if workers were paid their individual worth (Weisbord 1987). Despite his many impressive achievements, Taylor made enemies. Some managers were also landlords and when Taylor reduced the yard force population, they thought he would depopulate South Bethlehem (Weisbord 1987). Ironically, that is exactly what they had hired Taylor to do, but they never expected that he would actually do it. In fact, displaced workers were moved to other jobs and did not lose employment. After disputes with new management at Bethlehem, Taylor was eventually fired in May of 1901. Taylor did not suffer financially from losing his job, but the event did hurt his self-esteem. He began to concentrate on his home and hobbies and with his wife , Louise Spooner, adopted three orphaned children. After Bethlehem, Frederick never worked for money again. In his last years Frederick felt misunderstood by quick-fix managers and zealous unionists, and wronged by consultant imitators. His energy was sapped by the constant attention he paid to his wife's severe illnesses.
- Management theory influenced others to look more closely on how to improve production and working environments.
- Many theories were developed since than and change working conditions, production and environment. Still there is no perfect method.
- Yet still on a meeting we may come across similar discussion…