Scientific

Scientific Management
The process of approaching various
aspects of organizations in a scientific
manner using scientific tools such as
research, management, and analysis.

History of the Era

Industrial Age
-Migration to cities
-Reliance on electricity and gasoline
-Changes both on the farm and in factories
-Autos, airplanes, movies, and radio became common

History of the Era

1913 Federal Reserve System created
WWI begins and Panama Canal opens
1919-1933 Prohibition
1920 - Nineteenth Amendment
1929 - Stock Market Crash

Prior to Scientific
Management

Owner, manager, sales, and front office

personnel had little direct contact with
production activity.
A superintendent was responsible for
all planning and staff functions.
Worked with journeyman mechanics
to try to schedule production.
No
recognized staff functions.
Work methods were determined by
individual mechanics based on personal
experience, preference, and what tools
were available for the job. Rule of
Thumb

Efficiency Expert in U.S. Steel Industry

Invented New Tool Designs and Handling Methods
Designed Stop-Watch Task Timing
Created Piece-Rate Payment Scheme
Developed Industrial Departments

Frederick Taylor

Time Studies and the PieceRate System

Studied most efficient worker
Used stop-watch timing to measure each production step
Eliminated any unnecessary movements
Designed standardized instruction cards for employees
Employees paid for meeting the established rate of production

Henry Gannt
Worked with Taylor at Midvale Steel Company
Specialized in incentive wage plans
Introduced a differential piece rate system Task
work with a bonus
Permitted workers to improve the production
system
Introduced a bonus for foremen based on the
number of their workers who earned bonus

Gannt Chart Information

Developed to help industrial age managers plan for mass production
Utilized to coordinate WWI shipbuilding
Visual display used to schedule based on time

Frank and Lillian Gilbreth

- Associates of Fredrick Winslow Taylor, their work was intertwined with his and their motion
studies predated Taylors system first published in 1903.
- Developed the laws of human motion from which evolved the principles of motion economy

Frank and Lillian Gilbreth

Pioneers in the field of motion studies and
provided the foundation for job simplification,
meaningful work, and incentive wage plans.
Analyzed each motion of work for wasted
efforts in an attempt to reduce each task to the
smallest amount of expended time and energy.
Professed: effective training, effective work
methods, improved work environment, positive
psychological perspective.
Made the connection between standardization
and efficiency
Believed that time could not be separated from
motion; the two were intertwined.

Frank and Lillian Gilbreth

Systematically examined how repetitive tasks
were performed
These repetitive tasks were broken down into
Therbligs, which are systems for analyzing the
motions involved in performing a task. This
consisted of identification of individual motions,
as well as moments of delay in the process,
designed to find unnecessary or inefficient
motions and to utilize or eliminate even split
seconds of wasted time.
Invented and refined Therbligs roughly between
1908 and 1924. Each Therblig had a mnemonic
symbol and standard color for charting

Luther Hasley Gulick III

Believed that public administration could have made
more effective if it were practiced according to a set of
guidelines.
All organizations are characterized by a tension between
the need for division and the need for coordination.
Work division is the foundation of organization.
It is important to recognize that there are limits beyond
which labor cannot usefully be divided. Gulick stated, It
might be more efficient to have the front half of the cow
in the pasture grazing while the rear half is in the barn
being milked, but any attempt to divide the cow in this
fashion would, for obvious reasons, fail.
Gulick believed that, labor divided makes for efficiency,
but only if the labor and its outputs are harmonized with
the organizations goals

Organization of Work
Units - Gulick

By Purpose the aims of the work unit

By Process what the unit actually does
By Clientele work with similar materials or
clients
By Location organized together due to
geographic location, regardless of function

Five Factors that Limit Full

Coordination - Gulick
Uncertainty concerning the future
Lack of knowledge on the part of the
leaders
Lack of administrative skills on the part of
the leaders
A general lack of knowledge and skills on
the part of the other members of the
organization
The vast number of variables involved and
incompleteness of human knowledge,
particularly with regard to man and life

Seven Administrative
Procedures - Gulick
Planning
Organizing
Staffing
Directing
Coordinating
Reporting
Budgeting

Gulicks Definition of
Leadership

The most difficult task of the chief executive is not

command, it is leadership, which is the
development of the desire and will to work
together for a purpose in the minds of those who
are associated in any activity.
Gulick sees ideas as more potent and more
powerful than organizations.

Gilbreths and Gulick

Compared
GILBRETHS
- Devoted to Efficiency
- Analyzed Motion and
Movements of
Workers
- Created Therblig
System
- Their studies were
part of the
manufacturing
revolution in the U.S.

GULICK

- Applied Scientific Method

to Management
- Dean of American Public
Administration
- Division of Labor and
Integrated Organization
- Applied Scientific
Approach to Personnel
Management
- Defined work in terms of
positions needed to carry
out a process, rather than
the people doing the work

Max Weber
Weberian Model of Bureaucracy

Division of Labor and Specialization

Impersonal Orientation

Hierarchy of Authority

Rules and Regulations

Career Orientation

Webers Description of
Power and Authority in

Charismatic
Organizations
Traditional
Legal

Criticisms of Weberian
Bureaucratic Model

Dysfunctional Consequences
Neglect of the Informal Organization
Internal Inconsistencies
Gender Bias
Oppressive Features
Organizational Pathologies

Webers Influence on
Educational
Described the bureaucratic characteristics used
by most educational institutions.
Organizations

Described organizations as social systems that

interact and are dependent upon their
environments.
Provides a starting point for modified structures.

Henri Fayol (1841-1925)

Fayols Five Functions of Management
1. Forecasting and Planning
2. Organization
3. Command
4. Coordinate
5. Control

Fayols 14 Principles for Organizational

Design and Effective Administration
1.
2.

3.
4.
5.
6.

7.

Specialization/Divisio
n of Labor
Authority with
Corresponding
Responsibility
Discipline
Unity of Command
Unity of Direction
Subordination of
Individual Interest to
the General Interest
Remuneration of Staff

Centralization
9. Scalar Chain/Line of
Authority
10. Order
11. Equity
12. Stability of Tenure
13. Initiative
14. Esprit de Corps

Weber and Fayol

Compared
WEBER
Similarities
- Ideal Type
- Hierarchy of
authority
- Division of Labor
- Career
Orientation
- Rules and
Regulations

FAYOL
- One Best Way
- Top Down
Management
- Specialization
- Stability of
Tenure
- Discipline

Weber and Fayol

Compared
WEBER
Differences
- Organization as a
Social System
dependent on
environment
- Rationality
- Impersonal
Orientation
- Administrative
Efficiency

FAYOL
- No parallel
- Personal
experience and
observation
- Esprit and
Initiative
- Future Planning

Scientific Managements
Impact on Organizations
Defined
Administrative Roles
Supervision of work
rather than people
Work specializations
Span of control
Cost accounting

Homogeneity of
Positions
Engineering for
Efficiency
Assembly Line
Production
Emphasis on Quality
Control

Scientific Managements Effect on Schools

Data-driven decisions
Standardized assessments

Teaching Objectives
Vocational Curriculum Design
Division of Labor
Subjects Departmentalized
Improvements by Analysis
Outcomes for Instruction
Teacher Merit-pay
Staff Development Programs