Frederick W.

Taylor, 1856-1915
Frederick Taylor
Born in 20 March 1856 Philadelphia, Pennsylvania
U.S.
Died in March 15, 1915 (aged 58)Philadelphia,
Pennsylvania U.S.
efficiency expert & management consultant
"Father" of the Scientific management & Efficiency
Movement
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.


Early Work
Started as an Apprentice
1878 - Midvale Steel as a Clerk
Moved down the company ladder - laborer
Role changed almost monthly
Keeper of tools, assistant foreman, foreman,
master mechanic, director of research, chief
engineer of the plan
1880-1883 Engineering at Stephens Institute

Taylors Contributions
Invented Management as a Science
Established the job of management as
measurement
Created middle management
Intended SM to cover the whole organization
First management consultant (Consultant to
Management)

Taylors Contributions
Specified the work method
Instructed the operator in that method
Maintained standard conditions for performing
work
Set time standard goals
Paid premiums for doing work as specified

Scientific Management by
Frederick W. Taylor

Scientific Management or Taylorism was a scientific
method which was used to optimize the way in which tasks
were performed thus improving the labour productivity.

Taylor has defined scientific management as :

Scientific management is concerned with knowing
exactly what you want men to do and then see in that
they do it in the best and cheapest way.

Concerned with improving the operational efficiency at
the shop floor level.

Taylor was appalled by workers inefficiencies.
He sought to create a mental revolution among both
workers and managers by defining clear guidelines
for improving production efficiency.
Virtually no standards existed.
Workers were placed in jobs with little or no concern
for matching their abilities and aptitude with the tasks
they required to do.
Managers and workers were in a continual conflict.


The General Concept of Scientific Management
Develop a standard method for performing a task and train
workers to use these methods.
(Managers developed precise procedures based each
organizational task)
Provide workers with the proper tools needed to work.
Selected employees were chosen for specific tasks.
(Workers that were stronger both mentally and physically were
assigned specific tasks)
Wage incentive were provided when output was increased.
(Employees were motivated to increase their output with the
use of additional benefits
Elements & Tools Of Scientific
Management
Separation of planning & Doing
Functional foremanship(8 foremans: route clerk, information card clerk, time and
cost clerk, shop disclipirian, gang boss,speed boss,repair boss and inspector. First four are with planning
and second four are with production)

Job analysis
Standardization
Scientific selection & training of workers
Financial incentives
Economy
Mental Revolution


Taylor's scientific managements
principles:
Replace rule-of-thumb work methods with methods
based on a scientific study of the tasks.
Scientifically select, train, and develop each employee
rather than passively leaving them to train themselves.
Provide "Detailed instruction and supervision of each
worker in the performance of that worker's discrete
task.
Divide work nearly equally between managers and
workers, so that the managers apply scientific
management principles to planning the work and the
workers actually perform the tasks.
Disadvantages of Scientific
Management
Workers felt exploited because their social aspect of
life was disregarded.
(Workers were treated as machines and not humans)
Management stereotyped workers and did not allow
them to prove their skills in other areas.
Workers were not allowed to form innovative ways to
perform their tasks.

Notable quotations
The principal object of management should be to
secure the maximum prosperity for the employer,
coupled with the maximum prosperity of each
employee.
In the past, the man has been first; in the future the
machine must be first.
In our scheme, we do not ask the initiative of our
men. We do not want any initiative. All we want of
them is to obey the orders we give them, do what we
say, and do it quick.