AGABE, ABEGAIL

ALEJO, SHAINA MAE

ARANZADO, SHIALA KAYE
SAGUN, JOHN MICHAEL
COA 2H
SCIENTIFIC MANAGEMENT

The scientific management theory focused on improving the efficiency of each

individual in the organization. The major emphasis is on increasing the production

through the use of intensive technology, and the human beings are just considered as

adjuncts to machines in the performance of routine tasks.

The scientific management theory basically encompasses the work performed on

the production floor as these tasks are quite different from the other tasks performed

within the organization. Such as, these are repetitive in nature, and the individual

workers performing their daily activities are divided into a large number of cyclical

repetitions of same or closely related activities. Also, these activities do not require the

individual worker to exercise complex-problem solving activity. Therefore, more

attention is required to be imposed on the standardization of working methods and

hence the scientific management theory laid emphasis on this aspect.

INDUSTRIAL REVOLUTION

The Industrial Revolution was a time when the manufacturing of goods moved

from small shops and homes to large factories. This shift brought about changes in

culture as people moved from rural areas to big cities in order to work. It also introduced

new technologies, new types of transportation, and a different way of life for many.

THE HUMAN RELATIONS MOVEMENT

The human relations movement was founded by sociologist George Elton Mayo

in the 1930s following a series of experiments known as the Hawthorne studies, which

focused on exploring the link between employee satisfaction/wellbeing and workplace

productivity.
 Essentially the Hawthorne studies concluded that when employers take an

interest in workers and make decisions based on their natural needs and psychological

makeup, productivity increases. They also found that people work best when organized

into groups, when they can have effective two-way communication with their leaders,

and when leaders communicate and share information freely as part of an overall

cohesive decision-making process.

The human relations movement is seen as the precursor of the modern human

resources function. Before the human relations movement, workers were typically seen

as replaceable cogs in organizational systems that put the ultimate value on higher

output.

THE INFLUENCE OF JAPANESE MANUFACTURERS

Japanese manufacturing techniques, as an area of influential practices and

philosophies, emerged in the post-World War II era and reached the height of their

prominence in the 1980s. Many adaptations of Japanese methods, and indeed,

Japanese manufacturing vocabulary, have made their way into U.S. and worldwide

manufacturing operations. Distinguishing characteristics associated with Japanese

manufacturing include an emphasis on designing processes to optimize efficiency and

a strong commitment to quality. Perhaps the most widely recognized collection of

Japanese manufacturing techniques is what is known as the Toyota Production System

(TPS), the core of which is just-in-time (JIT) production or so-called lean manufacturing.

The pioneers of these methods were Taiichi Ohno, a former Toyota executive, and

Shigeo Shingo, an eminent engineer and consultant. In his 1989 book The Study of the

Toyota Production System from an Industrial Engineering Perspective, Shingo identified

these basic features of TPS:

 A. It achieves cost reductions by eliminating waste, be it staff time, materials, or other

resources.

B. It reduces the likelihood of overproduction by maintaining low inventories

("nonstock") and keeps labor costs low by using minimal manpower.

C. It reduces production cycle time drastically with innovations like the Single-Minute

Exchange of Die (SMED) system, which cuts downtime and enables small-lot

production.

D. It emphasizes that product orders should guide production decisions and

processes, a practice known as order-based production.

These and other practices form a contrast to traditional (e.g., pre-1980s) Western

manufacturing, which tended to emphasize mass production, full capacity utilization,

and the economies of scale that were presumed to follow.

Decision Model of Management Science

Management science is concerned with a number of different areas of study: One

is developing and applying models and concepts that may prove useful in helping to

illuminate management issues and solve managerial problems. The models used can

often be represented mathematically, but sometimes computer-based, visual or verbal

representations are used as well or instead. Another area is designing and developing

new and better models of organizational excellence. Management science research

can be done on three levels

 The fundamental level lies in three mathematical disciplines: probability,

optimization, and dynamical systems theory.

  The modeling level is about building models, analyzing them mathematically,

gathering and analyzing data, implementing models on computers, solving

them, experimenting with them—all this is part of management science

research on the modeling level. This level is mainly instrumental, and driven

mainly by statistics and econometrics.

 The application level, just as in any other engineering and economics

disciplines, strives to make a practical impact and be a driver for change in

the real world.

The management scientist's mandate is to use rational, systematic, science-

based techniques to inform and improve decisions of all kinds. The techniques of

management science are not restricted to business applications but may be applied to

military, medical, public administration, charitable groups, political groups or

community groups.