Scientific Management

• Scientific Management

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Productivity improving technologies (historical) - Scientific management

1 Other work processes involved minimizing the amount of steps in doing individual

tasks, such as bricklaying, by performing time and motion studies to determine the one best method, the system becoming

known as Taylorism after Fredrick Winslow Taylor who is the best known developer of

this method, which is also known as scientific management after his work The

Principles of Scientific Management.https://store.theartofservice.com/the-scientific-management-toolkit.html

Organizational behavior management - Scientific management

1 OBM might be seen as one of the distant branches of scientific management, originally

inspired by Taylor.For example, Taylor's Principles of Scientific Management is listed on the OBM Network recommended books page [ http://www.obmnetwork.com/resources/articles

/recbooks.htm] The principle difference between scientific management and OBM

might be on the conceptual underpinnings: OBM is based on B.F. Skinner's science of

human behavior.


Organizational theory - Scientific management

1 According to Taylor, scientific management affects both workers and employers, and stresses the

control of the labour force by management.


Organizational theory - The Principles of Scientific Management

1 Taylor identifies four inherent principles of the scientific management theory.


Scientific management

1 'Scientific management', also called 'Taylorism',Mitcham, Carl and Adam, Briggle

Management in Mitcham (2005) p.1153, quote: was a theory of management that Analysis|

analyzed and wikt:synthesis#Noun|synthesized workflows. Its main objective was improving economic efficiency, especially Workforce

productivity|labor productivity. It was one of the earliest attempts applied science|to apply

science to the engineering of business process|processes and to management.


Scientific management - History of Scientific Management

1 Although scientific management as a distinct theory or school of thought was obsolete by the 1930s, most of

its themes are still important parts of industrial engineering and

management today



1 Scientific management's application was contingent on a high level of managerial

control over employee work practices. This necessitated a higher ratio of managerial

workers to laborers than previous management methods. The great difficulty in accurately differentiating any such intelligent,

detail-oriented management from mere misguided micromanagement also caused interpersonal friction between workers and

managers.https://store.theartofservice.com/the-scientific-management-toolkit.html


1 When Louis Brandeis popularized the term scientific management in 1910,,

[http://books.google.com/books?id=BvFCAAAAIAAJpg=PA15#v=onep

agef=false pp



1 However, many aspects of scientific management have never stopped being part of later management

efforts called by other names


Scientific management - Larger theme of economic efficiency

1 There is a fluid continuum linking scientific management by that name

with the later fields, and there is often no mutual exclusiveness when discussing the details of any one of

these topics.


Scientific management - Larger theme of economic efficiency

1 In management literature today, the greatest use of the term scientific

management is with reference to the work of Taylor, Omotosho Adeniyi Samson (Neyoo) and his disciples

(classical, implying no longer current, but still respected for its seminal

value) in contrast to newer, improved iterations of efficiency-seeking

methodshttps://store.theartofservice.com/the-scientific-management-toolkit.html

Scientific management - Relationship to mechanization and automation

1 Two important corollaries flow from this fact: (1) The ideas and methods of scientific

management were exactly what was needed to be added to the American system of

manufacturing to extend the transformation from craft production|craft work (with humans as the only possible agents) to mechanization and automation; but also, (2) Taylor himself could not have known this, and his goals did not include the extensive removal of humans

from the production processhttps://store.theartofservice.com/the-scientific-management-toolkit.html


1 In the case of computers, they are not able (yet) to be smart (in that sense of the word); in the case of human workers under scientific

management, they were often able but were not allowed



1 This engineering was the essence not only of scientific management but also of most industrial engineering

since then


Scientific management - Taylor's view of workers

1 And perhaps Taylor was so immersed in the vast work immediately in front

of him (getting the world to understand and to implement

scientific management's earliest phases) that he failed to strategize about the next steps (sustainability

of the system after the early phases).



1 Implementations of scientific management usually failed to account for several inherent

challenges:



1 Taylor knew that scientific management could not work

(probably at all, certainly never enduringly) unless the workers

benefited from the profit increases that it generated


Scientific management - Early decades: making jobs unpleasant

1 After an attitude survey of the workers revealed a high level of resentment and hostility towards

scientific management, the Senate banned Taylor's methods at the

arsenal.


Scientific management - Later decades: making jobs disappear

1 Both were made possible by the deskilling of jobs, which was made possible by the knowledge transfer

that scientific management achieved


Scientific management - Effects on disruptive innovation

1 There is always a balance to be struck between scientific

management's goal of formalizing the details of a process (which increases efficiency within the

existing technological context) and the risk of fossilizing one moment's

technological state into cultural inertia that stifles Disruptive

technology|disruptive innovation (that is, preventing the next technological context from

developing)


Scientific management - Effects on disruptive innovation

1 Implementations of scientific management (often if not always)

worked within the implicit context of a particular technological moment and thus did not account for the

possibility of putting the continuous in continuous improvement process


Scientific management - Influence on planned economies

1 Scientific management was naturally appealing to managers of planned economy|planned

economies, because Economic planning|central economic planning relies on the idea that the

expenses that go into economic production can be precisely predicted and can be optimized by design. The opposite theoretical pole would be laissez-faire thinking in which the invisible hand of free markets is the only possible designer. In reality most economies today are somewhere

in between.


Scientific management - East Germany

1 By the 1950s, Taylor's original form of scientific management (and the name scientific management itself) had grown dated, but the goals and

themes remained attractive and found new avatars


Scientific management - Legacy

1 In particular, Shigeo Shingo, one of the originators of the Toyota

Production System, believed that this system and Japanese management culture in general should be seen as

a kind of scientific management.



1 For example, Taylor believed scientific management could be extended to the work

of our salesmen



1 Today's Military|militaries employ all of the major goals and tactics of

scientific management, if not under that name. Of the key points, all but wage incentives for increased output

are used by modern military organizations. Wage incentives

rather appear in the form of skill bonuses for enlistments.



1 Scientific management has had an important influence in sports, where stop watches and motion studies rule

the day. (Taylor himself enjoyed sports, especially tennis and golf. He

and a partner won a national championship in doubles tennis. He invented improved tennis racquets and improved golf clubs, although other players liked to tease him for

his unorthodox designs, and they did not catch on as replacements for the

mainstream implements).



1 Modern human resources can be seen to have begun in the scientific management era, most notably in

the writings of Katherine M. H. Blackford, who was also a proponent

of eugenics.


The Principles of Scientific Management

1 He is often called The Father of Scientific Management


The Principles of Scientific Management - Summary of the monograph

1 The monograph consisted of three sections: Introduction, Chapter 1:

Fundamentals of Scientific Management, and Chapter 2 : The

Principles of Scientific Management.


The Principles of Scientific Management - Introduction

1 And further to show that the fundamental principles of scientific management are applicable to all kinds of human activities, from our simplest individual acts to the work of our great corporations, which call for the most elaborate cooperation


The Principles of Scientific Management - Chapter 2: The Principles of Scientific Management

1 He starts by describing what he considered the best system of

management in then current use, the system of initiative and incentive. In

this system, management gives incentives for better work, and

workers give their best effort. The form of payment is practically the

whole system, in contrast to scientific management.



1 Taylor' scientific management consisted of four principles:



1 Under the management of initiative and incentive, the first three

elements often exist in some form, but their importance is minor.

However, under scientific management, they form the very

essence of the whole system.



1 Taylor's summary of the fourth point is Under the management of

initiative and incentive practically the whole problem is up to the workman, while under scientific management fully one-half of the problem is up to

the management. It is up to the management to determine the best

method to complete each task through a time and motion study, to train the worker in this method, and keep individual records for incentive

based pay.



1 Taylor warned about attempting to implement parts of scientific

management without accepting the whole philosophy, stating that too

fast of a change was often met with trouble, Strike action|strikes, and

failure.


Work design - Scientific management

1 Under scientific management people would be directed by reason and the problems of industrial unrest would be appropriately (i.e., scientifically)

addressed


Lillian Moller Gilbreth - Psychology in scientific management

1 Both Lillian and Frank Gilbreth believed that scientific management

as formulated by Taylor fell short when it came to managing the human element on the shop

floor.Graham 1998, pp


Morris Cooke - Scientific management

1 It was at this time that Cooke and Taylor developed a professional relationship; Taylor's principles

influenced Cooke to believe that the application of scientific management principles to industry would benefit

all of society


Morris Cooke - Scientific management

1 It was here that Cooke began to implement Taylor's principles of

Scientific Management in order to change what he considered

inefficient management practices in several departments


Productivity in practice - Scientific management

1 Modern productivity science owes much to formal investigations that

are associated with scientific management.


Organisational theory - Scientific management

1 Scientific management refers to an approach to management based on principles of engineering. It focuses

on incentives and other practices empirically shown to improve

productivity.


Digital Taylorism - History of Taylorism/ Scientific Management

1 Scientific Management emerged in response to the Industrial Revolution and the need for faster production


Digital Taylorism - History of Taylorism/ Scientific Management

1 On the other hand, the cons of Scientific Management are that it takes away worker's control over

their own body, workplace, and tools; they are made into a mere machine


Principles of Scientific Management - Chapter 2: The Principles of Scientific Management

1 Taylor's scientific management

consisted of four principles:


Aleksei Gastev - Scientific management

1 In 1924 the All-Russian Scientific Management Conference was held in

Moscow, where both Gastev and Kerzhentsev argued their case


Lyndall Urwick - Making of Scientific Management

1 In 1945, he made his most lasting contribution to management

literature with the publication of his three-volume Making of Scientific

Management


Lyndall Urwick - Making of Scientific Management

1 A long background of scientific management practices had

previously been largely unknown before publication of these volumes


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Scientific Management