SCIENTIFIC MANAGEMENT

• The concept of scientific management was

introduced by F.W. Taylor in the beginning of 20 th
century
• Scientific management was concerned essentially
with improving the operational efficiency at the shop
floor level.
• Def. by Taylor-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
Elements and Tools of Scientific Management

• 1.Separation of planning and doing-Taylor

emphasized the separation of planning aspect
from actual doing of work.
• 2.Functional Foremanship: Separation of
planning from doing resulted in development
of supervision system which could take
planning work adequately besides keeping
supervision of workers.
• 3. Job Analysis: Job analysis as given by Taylor,
suggests the fair amount of a day’s work
requiring certain movements and rest periods
to complete it.
• 4.Standardization: As far as possible
standardization should be maintained in
respect of instruments and tools, period of
work, amount of work, working conditions,cost
of production etc.
• 5.Scientific selection and training of workers-
Taylor has suggested that workers should be
selected on scientific basis taking into account
their education, work experience, aptitude,
physical strength etc.
A worker should be given work for which he is
physically and technically most suitable
• 6. Financial Incentives:
• Financial incentives can motivate workers to put
in their maximum efforts

• 7.Economy:
• Not only scientific and technical aspects should
be considered but adequate consideration
should be given to economy and profit
• Techniques of cost estimates and control should be
adopted
• This can be achieved by making the resources more
productive as well as by eliminating the wastage
• 8.Mental Revolution:
• SM depends on mutual co-operation between
management and workers. For this co-operation,
there should be mental change in both parties from
conflict to co-operation
 Principles of Scientific Management
• 1.Replacing Rule of Thumb with Science
• Taylor has emphasized that in scientific
management, organized knowledge should be
applied which will replace rule of thumb
• Rule of thumb emphasizes estimation
• 2. Harmony in group action:
• Taylor has emphasized that attempts should be
made to obtain harmony in group action rather
than discord.
• Mutual give and take situation
• Proper understanding
• Contribution at the maximum
• 3.Co-operation-
• Scientific management is based on mutual confidence,
co-operation and goodwill.
• 4.Maximum output:
• Scientific management involves continuous increase in
production and productivity instead of restricted
production either by management or by workers
• Hated inefficiency and deliberate curtailment
of work
• 5.Development of Workers:
• In SM , all workers should be developed to the
fullest extent possible for their own and for
the company’s highest prosperity.
Henry Fayol’s 14 Principles of Management

• 1.Division of work. This principle is the same as Adam

Smith's 'division of labour'. Specialisation increases output
by making employees more efficient.
• 2.Authority. Managers must be able to give orders. Authority
gives them this right. Note that responsibility arises
wherever authority is exercised.
• 3.Discipline. Employees must obey and respect the rules that
govern the organization. Good discipline is the result of
effective leadership, a clear understanding between
management and workers regarding the organization's rules,
and the judicious use of penalties for infractions of the rules.
• 4.Unity of command. Every employee should receive
orders from only one superior. like from top to bottom
in an organization.
• 5.Unity of direction. Each group of organisational
activities that have the same objective should be
directed by one manager using one plan.
• 6.Subordination of individual interests to the general
interest. The interests of any one employee or group
of employees should not take precedence over the
interests of the organization as a whole
• 7.Remuneration. Workers must be paid a fair wage for
their services.
• 8.Centralisation. Centralisation refers to the degree to
which subordinates are involved in decision making.
Whether decision making is centralized (to management)
or decentralized (to subordinates) is a question of proper
proportion. The task is to find the optimum degree of
centralisation for each situation.
• 9.Scalar chain. The line of authority from top management
to the lowest ranks represents the scalar chain.
• 10.Order. People and materials should be in the
right place at the right time.
• 11.Equity. Managers should be kind and fair to
their subordinates.
• 12.Stability of tenure of personnel. High
employee turnover is inefficient. Management
should provide orderly personnel planning and
ensure that replacements are available to fill
vacancies.
• 13.Initiative. Employees who are allowed to
originate and carry out plans will exert high
levels of effort.
• 14.Esprit de corps. Promoting team spirit will
build harmony and unity within the
organization.