Frederick Taylors Principles Of Scientific Management Theory

F. W. Taylor's Scientific Management Theory

Frederick Winslow Taylor (1856-1915) is the manly soul raise of Scientific Management.

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Scientific Management tries to increment productivity past times increasing efficiency too reward of the workers. It finds out the best method for performing each job. It selects employees past times using Scientific Selection Procedures. It provides Scientific Training too Development to the employees. It believes inward having a closed co-operation betwixt administration too employees. It uses Division of Labour. It tries to create maximum output past times fixing Performance Standards for each chore too past times having a Differential Piece-Rate System for payment of wages.

Principles of Scientific Management

Techniques / Contributions / Principles of Scientific Management Theory :-

1. Performance Standards

F.W. Taylor flora out that at that spot were no scientific performance standards. No i knew just how much piece of work a worker should do inward i hr or inward i day. The piece of work was fixed assuming dominion of pollex or the amount of piece of work done past times an average worker. Taylor introduced Time too Motion Studies to create performance standards. He fixed performance standards for time, cost, too lineament of work, which Pb to uniformity of work. As a result, the efficiency of the workers could hold out compared amongst each other.

2. Differential Piece Rate System

Taylor observed that workers did every bit trivial piece of work every bit possible. He felt that nether existing wage system, an efficient worker gained zippo extra. So, Taylor used the differential slice (unit) charge per unit of measurement system.

Under differential slice charge per unit of measurement system, a criterion output was commencement fixed. Then ii wage rates were fixed every bit follows :-

1. Low wage charge per unit of measurement was fixed for those workers who did non create the criterion output.
2. Higher wage charge per unit of measurement was fixed for those workers who produced the criterion output or who produced to a greater extent than than the criterion output.

Differential piece-rate scheme tin give notice hold out explained amongst next representative :-

The criterion output for a twenty-four hours is 10 units. The wage charge per unit of measurement for producing less than 10 units is $ five per unit, too for producing 10 or to a greater extent than units is $ 8 per unit. If Mr. X produces seven units, too Mr. Y produces 12 units, too thence their reward volition hold out every bit follows :-

Mr. X's wage is seven x five = $ 35

Mr. Y's wage is 12 x 8 = $ 96

Because of this system, the inefficient workers volition endeavour to ameliorate their efficiency, too the efficient workers volition hold out motivated to hold or ameliorate their production capacity.

3. Functional Foremanship

Taylor started "Functional Foremanship". Here, 8 foremen (lower degree managing director or supervisor) are required to supervise the workers. This is because i foremen cannot hold out an practiced inward all the functions.

Taylor's functional foremanship consists of ii groups of supervisors :-

1. At the Planning Level or Office Level.
2. At the Doing Level or Factory Level.

(a) At the Planning Level :-

Taylor separated planning from doing. At the planning degree at that spot were iv supervisors. They are :-

1. Time too Cost Clerk : This boss prepares the criterion fourth dimension for completing the piece of work too toll of doing that work.
2. Route Clerk : This boss makes the exact road (way) through which each production has to move from a raw-material to a finished product.
3. Discipline Clerk : This boss looks afterwards the dependent too absenteeism problems inward the organisation.
4. Instruction Card Clerk : The boss gives instructions near how to do a detail work.

(b) At the Doing Level :-

At the doing degree at that spot were also iv supervisors. They are :-

1. Gang Boss : He is responsible for setting upward the machines too tools too for straight supervision of workers.
2. Speed Boss : He is responsible for maintaining a proper speed of work.
3. Repair Boss : He is responsible for the repairs too maintenance of machines.
4. Inspector Boss : He is responsible for maintaining the lineament of production.

4. Mental Revolution

Taylor introduced the concept of "Mental Revolution". He said that the administration too workers should possess got a positive mental attitude towards each other. This volition effect inward closed cooperation betwixt them. This volition increment productivity too profits.

5. Time Study

Time report agency to tape the fourth dimension taken for doing each component subdivision of a job. The total chore is commencement observed too analysed. Then it is divided into unlike elements (parts). Later the fourth dimension taken for doing each component subdivision of the chore is recorded. This is done past times using a halt clock. Time report helps the administration to know just how much fourth dimension it volition possess got to do a detail job. This helps the administration to create the amount of piece of work to hold out done past times each worker inward i hr or inward i day. That is, administration tin give notice create a criterion output of piece of work for a for sure catamenia of time.

Taylor advised all managers to do fourth dimension study. This volition forbid the workers from passing time, working slow too doing less work. Time report helps to increment the productivity of the organisation.

6. Fatigue too Motion Study

Frank too Lillian Gilbreth (Husband too Wife) introduced fatigue too displace studies. Fatigue too displace studies break out too take away unnecessary too wasteful movements piece doing the job.

According to the Gilbreths, fatigue (tiredness) too displace (movements or actions) are interlinked. Every displace that is removed volition trim down fatigue. Using cameras, they studied workers (masons) doing mutual jobs similar bricklaying. They flora that the workers do many wasted motions piece doing their work. This resulted inward fatigue. So, the Gilbreths asked the workers to halt all unnecessary motions too to do exclusively the motions which were necessary for doing the job. They reduced the bricklayers' motions from eighteen to 5. This also reduced the fatigue of the bricklayers. Therefore, productivity of workers increased.

7. Gantt Charts

Henry Gantt invented the Gantt chart. This nautical chart shows the planned piece of work too the completed piece of work at each phase of production. It also shows the fourth dimension taken to do the work.

Gantt nautical chart is the footing for next ii concepts :-

1. The Critical Path Method (CPM), and
2. The Program Evaluation Review Technique (PERT).