Download scientific management applications

PRESENTED BY:
M.RIZWAN
14-MS-EM-FT-07
PRESENTED TO:
PROF DR MUKHTAR
HUSSAIN SAHIR
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Scientific management is often referred to as Taylorism,
as it was created by FW Taylor in the early 20th century.
The basic principle is the use of time and motion and
efficiency studies to determine how fast a job can be
done and monitor how fast and well the workers are
doing it.
The scientific management model was developed to
meet the needs that were persistent in the typical work
place in the late 19th century
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Scientific management theory is important because its approach to
management is found in almost every industrial business operation across
the world. Its influence is also felt in general business practices such
planning, process design, quality control, cost accounting, and
ergonomics. Your knowledge of the theory will give you a better
understanding of industrial management. You'll also understand how a
manager can use quantitative analysis, an examination of numbers and
other measurable data, in management to improve the efficiency and
effectiveness of business operations
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Now- a-days, principles of scientific management can be applied
to all types of institutions, where men and materials are to be
managed efficiently. The techniques of scientific management can
be usefully employed by all economic and social organizations
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Fredrick Taylor Views
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Frank and Lillian Gilbrith
Scientific management, or Taylors, is a management theory that analyzes work
flows to improve economic efficiency, especially labor productivity. This
management theory, developed by Frederick Winslow Taylor, was popular in
the 1880s and 1890s in manufacturing industries
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Scientific management theory can be summarized by Taylor's Four Principles:
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Managers should gather information, analyze it, and reduce it to rules, laws, or
mathematical formulas.
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Managers should scientifically select and train workers.
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Managers should ensure that the techniques developed by science are used
by the workers.
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Managers should apply the work equally between workers and themselves,
where managers apply scientific management theories to planning and the
workers perform the tasks pursuant to the plans
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While Taylor was conducting his time studies, Frank and Lillian Gilbreth were
completing their own work in motion studies to further scientific
management. The Gilbreths made use of scientific insight to develop a
study method based on the analysis of work motions, consisting in part of
filming the details of a worker's activities while recording the time it took to
complete those activities
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Use of motion pictures to study human and body movement
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Time and motion study human implications of scientific management
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Focused on increasing worker productivity through the reduction of
wasted motion
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Developed the micro chronometer to time motions and optimize
performance
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This emphasis on productivity—and, by extension, profitability—
led some managers to exploit both workers and customers. This
condition created mistrust / suspicious relationship between
labor and supervisor or management
Taylor scientific management is not hard to recognize
within the modern day workplace .The areas in which
scientific management applied are given below
 Manufacturing
 Hospitals
 Restaurants
 Service
sectors
Plants
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The behavioral approach involves analyzing workers'
patterns of behavior to try and establish which actions
are the most efficient.
The behavioral management theory is often called the
human relations movement because it addresses the
human dimension of work. Behavioral theorists believed
that a better understanding of human behavior at work,
such as motivation, conflict, expectations, and group
dynamics, improved productivity
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Elton Mayo's contributions came as part of the
Hawthorne studies, a series of experiments that rigorously
applied classical management theory only to reveal its
shortcomings. The Hawthorne experiments consisted of
two studies conducted at the Hawthorne Works of the
Western Electric Company in Chicago from 1924 to 1932.
The first study was conducted by a group of engineers
seeking to determine the relationship of lighting levels to
worker productivity. Surprisingly enough, they discovered
that worker productivity increased as the lighting levels
decreased — that is, until the employees were unable to
see what they were doing, after which performance
naturally declined
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A practicing psychologist, developed one of the most
widely recognized need theories, a theory of motivation
based upon a consideration of human needs. His theory
of human needs had three assumptions
:
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Theory X and Theory Y was an idea devised by Douglas McGregor
in his 1960 book “The Human Side of Enterprise”. It encapsulated a
fundamental distinction between management styles and has
formed the basis for much subsequent writing on the subject
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First let us understand what the difference between Theory X and
Theory Y is and how it can be applied in our lives. The underlying
assumptions harbored by executive decision-makers drive an org’s
processes/policies. And those processes/policies influence an org’s
social and financial performance
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Dislike working.
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Avoid responsibility and need to be directed.
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Have to be controlled, forced, and threatened to deliver
what's needed.
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Need to be supervised at every step, with controls put in
place.
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Need to be enticed to produce results; otherwise they have
no ambition or incentive to work X-Type organizations tend to
be top heavy, with managers and supervisors required at
every step to control workers. There is little delegation of
authority and control remains firmly centralized.
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Take responsibility and are motivated to fulfill the goals
they are given.
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Seek and accept responsibility and do not need much
direction.
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Consider work as a natural part of life and solve work
problems imaginatively
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Many bevioural concept
organizational
processes
reluctance.
couldn’t be applied in
because
of
manager
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The complex human nature can't be predicted.
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The findings of behavioral science often could not be
communicated to the practicing manager in an
understandable manner
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Education sector
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Service sector
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Industrial estate
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Manufacturing plants