Frederick Taylors Principles Of Scientific Administration Theory

F. W. Taylor's Scientific Management Theory

Frederick Winslow Taylor (1856-1915) is the manful someone nurture 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 management too employees. It uses Division of Labour. It tries to hit maximum output past times fixing Performance Standards for each project 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 establish out that at that spot were no scientific performance standards. No 1 knew precisely how much piece of work a worker should practise inward 1 lx minutes or inward 1 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 character of work, which atomic number 82 to uniformity of work. As a result, the efficiency of the workers could hold upward compared amongst each other.

2. Differential Piece Rate System

Taylor observed that workers did every bit lilliputian 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 touchstone output was commencement fixed. Then 2 wage rates were fixed every bit follows :-

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

Differential piece-rate scheme tin hold upward explained amongst next illustration :-

The touchstone output for a twenty-four lx minutes menstruation 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, hence their reward volition hold upward 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 better their efficiency, too the efficient workers volition hold upward motivated to keep or better their production capacity.

3. Functional Foremanship

Taylor started "Functional Foremanship". Here, 8 foremen (lower degree director or supervisor) are required to supervise the workers. This is because 1 foremen cannot hold upward an proficient inward all the functions.

Taylor's functional foremanship consists of 2 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 touchstone 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 go from a raw-material to a finished product.
3. Discipline Clerk : This boss looks later the dependent patch too absenteeism problems inward the organisation.
4. Instruction Card Clerk : The boss gives instructions nearly how to practise 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 character of production.

4. Mental Revolution

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

5. Time Study

Time written report agency to tape the fourth dimension taken for doing each constituent of a job. The total project is commencement observed too analysed. Then it is divided into unlike elements (parts). Later the fourth dimension taken for doing each constituent of the project is recorded. This is done past times using a halt clock. Time written report helps the management to know precisely how much fourth dimension it volition possess got to practise a detail job. This helps the management to create the amount of piece of work to hold upward done past times each worker inward 1 lx minutes or inward 1 day. That is, management tin create a touchstone output of piece of work for a sure enough menstruation of time.

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

6. Fatigue too Motion Study

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

According to the Gilbreths, fatigue (tiredness) too motility (movements or actions) are interlinked. Every motility that is removed volition cut back fatigue. Using cameras, they studied workers (masons) doing mutual jobs similar bricklaying. They establish that the workers practise many wasted motions spell doing their work. This resulted inward fatigue. So, the Gilbreths asked the workers to halt all unnecessary motions too to practise solely 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 practise the work.

Gantt nautical chart is the terra firma for next 2 concepts :-

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