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  • Vanessa Bravo Shibei Gong Chris Macintosh Mike Mesa Danay Salazar

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    Stuti Nijhawan
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    Frederick W. Taylor was a manufacturing manager in the late 19th century who is considered the founder of scientific management. He believed that work processes could be optimized through careful study and standardization of tasks. His four principles of scientific management aimed to increase efficiency through specialization, codifying best practices, worker selection and training, and incentive-based pay. While his methods increased output, they also led to worker dissatisfaction due to monotonous work, performance-based layoffs, and a lack of profit-sharing. Organizations responded by further mechanizing production lines to impose pacing on workers and link tasks, which increased savings and output but also raised ethical issues around work.

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    principles of management unit 1, basics of principles of management

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    principles of management

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    Frederick W. Taylor was a manufacturing manager in the late 19th century who is considered the founder of scientific management. He believed that work processes could be optimized through careful study and standardization of tasks. His four principles of scientific management aimed to increase efficiency through specialization, codifying best practices, worker selection and training, and incentive-based pay. While his methods increased output, they also led to worker dissatisfaction due to monotonous work, performance-based layoffs, and a lack of profit-sharing. Organizations responded by further mechanizing production lines to impose pacing on workers and link tasks, which increased savings and output but also raised ethical issues around work.

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    Attribution Non-Commercial (BY-NC)
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    42 views7 pages

    Vanessa Bravo Shibei Gong Chris Macintosh Mike Mesa Danay Salazar

    Uploaded by

    Stuti Nijhawan
    Frederick W. Taylor was a manufacturing manager in the late 19th century who is considered the founder of scientific management. He believed that work processes could be optimized through careful study and standardization of tasks. His four principles of scientific management aimed to increase efficiency through specialization, codifying best practices, worker selection and training, and incentive-based pay. While his methods increased output, they also led to worker dissatisfaction due to monotonous work, performance-based layoffs, and a lack of profit-sharing. Organizations responded by further mechanizing production lines to impose pacing on workers and link tasks, which increased savings and output but also raised ethical issues around work.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
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    of 7

    Vanessa Bravo Shibei Gong Chris Macintosh

    Mike Mesa
    Danay Salazar

    Frederick W. Taylor (1856- 1915)


    founder of

    scientific Management

    one of the first people to study the behavior and performance of people at work was a manufacturing manager

    became a consultant and taught other managers how to apply his scientific management techniques
    believed that by increasing specialization and the division of labor, the production process will be more efficient.

    Scientific Management
    The systematic study of relationships between people

    and tasks for the purpose of redesigning the work process to increase efficiency.

    4 Principles To Increase Efficency


    1.

    Study the way workers perform their tasks, gather all the informal job knowledge that workers posses, and experiment with ways of improving how tasks are performed.

    1.

    Codify the new methods of performing tasks into written rules and standard operating procedures.

    4 Principles To Increase Efficency Cont. 3. Carefully select workers who possess skills and
    abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures.
    4. Establish a fair or acceptable level of performance for

    a task, and then develop a pay system that provides a reward for performance above the acceptable level.

    Implementation Problems
    Rather than sharing

    performance gains with workers through bonuses, only increased the amount of work that each worker was expected to do. Unhappy workers: more work but same pay; increase in performance meant fewer jobs and greater layoffs; dissatisfied with monotonous and repetitive jobs.

    Managers did not care

    about the workers well beings Workers withheld job knowledge to protect their jobs and pay. Workers develop informal work rules that discourage high performance .

    Organizational Responses and Results


    Increased mechanization of the work process.

    Example: Henry Ford introduced moving conveyor belts in factory. Machine imposed pace to push employees to perform at higher levels.
    The combination of 2 management practices: 1) achieving

    the right mix of worker task specialization and 2) linking people and tasks by the speed of the production line =savings in cost and increase in output.
    Introduction to ethical issues in work places.

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