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03.scientific Management

Scientific management aims to determine the most efficient way to perform jobs using scientific analysis, pioneered by Frederick Taylor who sought to improve production efficiency, while Henri Fayol is considered the father of modern management for describing universal management functions of planning, organizing, leading, and controlling that can be applied across organizations. Max Weber described ideal bureaucracy as having a clear hierarchy, division of labor, formal rules and procedures, and impersonal relationships between positions.

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Zunaeid Mahmud Lam
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55 views10 pages

03.scientific Management

Scientific management aims to determine the most efficient way to perform jobs using scientific analysis, pioneered by Frederick Taylor who sought to improve production efficiency, while Henri Fayol is considered the father of modern management for describing universal management functions of planning, organizing, leading, and controlling that can be applied across organizations. Max Weber described ideal bureaucracy as having a clear hierarchy, division of labor, formal rules and procedures, and impersonal relationships between positions.

Uploaded by

Zunaeid Mahmud Lam
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Scientific management

The use of the scientific method to determine the “ one best


way” for a job to be done.

Who is called the father of scientific management?


Frederick Winslow Taylor (1856-1915) was the father of
scientific management. He worked at Midvale steel company.
Taylor witnessed many inefficiencies . He sought to create a
mental revolution among both workers and managers by
defining clear guidelines for improving production
efficiency.
What are the Taylor’s four principles of scientific
management?
1. Develop a science for each element of an individual’s
work, which will replace the old rule thump method.
2. Scientifically select and then train, teach, and develop the
worker.
3. Heartily cooperate with the workers so as to ensure that
all work is done in accordance with the principles of the
science that has been developed.
4. Divide work and responsibility almost equally between
management and workers. Management takes over all
work for which it is better fitted than the workers.
What is general administrative theorists?
Writers who developed general theories of what managers do
and what constitutes good management practice.
• Henri Fayol
• Max Weber
Who is called father of modern management?
Henri Fayol is known as the father of modern management.
Fayol described management as a universal set of functions
that included planning, organizing, leading and controlling
that can be applied in all types of organization and in home.
Fayol wrote during the same period as Taylor. While Taylor
was concerned with first line managers and the scientific
method, Fayol’s attention was directed at the activities of all
managers.
Fayal's fourteen principles of management
1. Division of work
2. Authority and responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to general interest
7. Remuneration
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability of tenure of personnel
13. Initiative
14. Esprit de corps.
Fayal's fourteen principles of management(continue…)
1. Division of work: Division of work means deduction of the number of
objectives towards which attention and effort are to be directed. The
work should be divided on the basis of homogeneity so that
specialization can be achieved.

2. Authority and responsibility: Authority is the legitimate power. Power is


the ability to influence others. Managers must be able to give orders
and authority gives them this right. Authority is the command over
resources (human or non human). Authority must be equal to task .
Responsibility is the corollary to authority. Corollary means if you
apply authority, you will be made responsible.

3. Discipline: Every organization has got its own rules and regulations. All
employees should have respect and must abide by these rules and
regulations. From sweeper to owner (Henri Fayol)
Fayal's fourteen principles of management(continue…)
4. Unity of command: Every employee should receive orders from only one
superior.

5. Unity of Direction: The organization should have a single plan of action


to guide managers and workers. It is to be noted that departmental
objectives must be in line with the main objectives of the organization.
In other words, sub objectives of an organization must follow the main
objective of the organization.

6. Subordination of individual interest to general interest: The interests of


any one employee or group of employees should not take precedence
over the interest of the organization as a whole.

7. Remuneration: Workers must be paid a fair, reasonable salary and


reward to effort by the organization.
Fayal's fourteen principles of management(continue…)
8. Centralization : Centralization is an organizational arrangement which
decreases the importance of subordinates.

9. Scalar chain: Scalar chain is the line of authority that shows authority
and responsibility relationship. In other words it shows who will give
direction and who will follow that direction.

10. Order: People and materials should in the right place at the right time.
Right man for the right job.

11. Equity: Fair and equitable behavior to all. It is the combination of


kindness and justice.
Fayal's fourteen principles of management(continue…)

12. Stability of tenure of personnel : Make job permanent after observation


of employee performance.

13. Initiative: Employees who are allowed to originate and carry out plans
will exert high levels of effort.

14. Esprit de corps : Unity is strength. Management is a group effort. So a


manager must try to create team sprit among his members.
What is Max Weber’s ideal bureaucracy?
Max Weber was a German sociologist who studied organizational activity.
Weber described an ideal type of organization which he called a
bureaucracy-
A form organization characterized by division of labor, a clearly defined
hierarchy, detailed rules and regulations and impersonal relationship.
Characteristics of Bureaucratic organization:
1. Hierarchy of authority: Authority flows from top to bottom.
2. Division of work: Jobs broken down into simple, routine, and well
defined tasks.
3. Career orientation: Managers are career professionals, not owners of
units they have.
4. Formal rules and regulations: System of written rules and standard
operating procedures.
5. Formal selection: People selected for jobs based on technical
qualification
What is Max Weber’s ideal bureaucracy?
6. Role structure: Functional definition or boundary of
workers in a position. It requires developing job
description which tells basic responsibility, duties of
employees.

7. Impersonality: In bureaucracy, the focus is given to


someone’s position. There is no human consideration.
Human is not important in it. Power is to be given in
person’s position not the person. For example, we never
address a ‘ manager’ Abdul karim, we simply say ‘
manager’. It is perpetual entity of an organization.

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