Fredrick Taylor, Frank And Lillian Gilberts.pptx

Frederick Taylor
Frank and Lillian Gilberts theories on management

1. Fredrick Taylor, Frank And Lillian Gilberts Group 4 presentation

2. Group Members Panashe Makani W221748 Rumbidzai Y. Mpatsi W221772 Alicia Mhondiwa W222009 Sithabisiwe Amanda Nyoni W221948 Nokuthula C Mkandla W221789 Kudzai Chipezvero W221428 Kudzaishe Nyama W210593 Mitchel Ncube W222004 Tanaka C Mudzibwi W221805 Siyabonga David Muperere W221990

3. Introduction Scientific Management is the term used to describe the works produced by the earliest theorists and researchers in management. Scientific management is a management theory that analyses work flows to improve economic efficiency, especially labour productivity. Frederick Taylor and the Gilbreths were pioneers in scientific management and time and motion studies, with Taylor focusing on task timing for increased productivity and the Gilbreths on micro motion study, worker efficiency and satisfaction.

4. FREDRICK TAYLOR (1856-1915) FATHER OF SCIENTIFIC MANAGEMENT THEORY BACKGROUND Fredrick Winslow Taylor was an American engineer who observed inefficiencies in factory work. He believed productivity could be improved by applying scientific methods of work. He emphasised standardization, measurement and optimization of the work process. Fredrick Taylors’ work focused on improving economic efficiency and labour productivity through systematic study and analysis. Developed the Scientific Management Theory, which emphasizes efficiency and productivity through systematic study of the work process. He believed in breaking down tasks into smaller components and analysing them to determine the most efficient way to perform them. Taylor emphasised time and motion studies, division of labour and performance based pay systems to increase productivity. He argued that Managers should handle planning and supervision, while workers focused solely on execution.

5. Key Principles (Scientific Management Theory) Before Taylor’s theory, most managers relied on personal experience or rough estimates known as “the rule of thumb”, in completing their task. This method led to inconsistency and inefficiency. Taylor argued that this approach was inefficient and that work should be based on systematic analysis instead. By replacing trial and error with scientific planning.

6. Key Principles Science over rule of thumb (Scientific Task Management) Instead of relying on tradition or guesswork, tasks should be studied carefully to find the “one best way .” Work task should be studied scientifically to determine the most efficient way to perform them. Scientific selection and training Employers should select workers carefully and train them for specific tasks. Workers should be selected based on their skills and abilities for specific tasks Standardization of work Establishing standardized procedures for each task ensures consistency and efficiency. Workers should be trained to follow these procedures. Managers must supervise closely to ensure tasks are done correctly.

7. continuation Used a stopwatch to measure and standardize work tasks. Established performance standards that later influenced work measurement and efficiency methods. Division of Labor Advocated separating planning (done by managers) from execution (done by workers). Managers focused on analysis and supervision; workers focused on specialized tasks . .   Incentive Systems Introduced piece-rate pay systems, linking worker pay to output. Intended to motivate workers to achieve higher productivity.

8. continuation Standardization Standardized tools, work methods, and training. Laid the foundation for modern operations management and industrial engineering . Professionalization of Management Elevated management into a science and profession rather than just a supervisory role. His book The Principles of Scientific Management (1911) became a landmark in management studies.

9. Critics of Fredrick Taylor Dehumanization of Work Workers were treated as machines, valued only for efficiency. Ignored social and psychological needs of employees.   Exploitation and Speed-ups Time studies often led to workers being pushed to exhaustion without fair wage increases. Trade unions criticized Taylorism for intensifying labor exploitation.   Resistance from Workers Workers feared job losses due to mechanization and strict efficiency standards. Strikes and resistance often followed Taylorist implementation.

10. continuation Neglect of Worker Autonomy Emphasis on managerial control reduced workers’ independence and skill development. Led to alienation, as described later by sociologists like Harry Braverman .  Short-Term Efficiency, Long-Term Problems Increased output in the short term, but often caused low morale, fatigue, and turnover in the long term Over-Simplification Reduced complex human behavior to mechanical processes. Later thinkers (Elton Mayo, human relations school) argued his approach was too narrow.

11. FRANK AND LILLIAN GILBERTS Frank and Lillian Gilbreth made foundational contributions to modern management by developing motion studies, which focused on improving efficiency and reducing worker fatigue. Unlike their contemporary Frederick Winslow Taylor, the Gilbreths took a more human- centered approach that considered the well-being of the individual worker, integrating engineering with psychology. Main Ideas Therbligs : The Gilbreths broke down all manual work into 18 fundamental motions, which they named " therbligs " (a rearrangement of their last name). This allowed them to analyze and optimize tasks at a granular level, improving efficiency and reducing effort.

12. Key Principles Time and Motion Studies Frank Gilbreth : Focused on motion study, analyzing each motion in a task to eliminate inefficiency. Using motion-picture cameras and a microchronometer that could record time up to 1/2000th of a second, they filmed workers performing tasks to analyze and eliminate wasteful motions. Their work in bricklaying famously increased productivity from 1,000 to 2,700 bricks per day by reducing the number of motions from 18 to 4.5. Lillian Gilbreth : Added psychological insights, considering fatigue, motivation, and mental effort. She humanized time studies, unlike pure Taylorism . Human Side of Management Emphasized the worker as a person, not a machine. Introduced concepts like worker satisfaction, fatigue, and motivation, laying groundwork for industrial psychology and human relations management.

13. continuation Efficiency in Practice Applied studies beyond industry: surgery, clerical work, household management, and education. Demonstrated that management principles can improve both organizational and personal productivity Workplace Design and Ergonomics Designed tools and layouts to reduce worker fatigue and increase efficiency . Their focus on reducing fatigue and improving worker well-being laid the groundwork for the modern field of ergonomics. They developed workplace standards that addressed seating height, lighting, and the placement of tools. Lillian applied her knowledge to domestic efficiency (kitchen layouts, household chores), bridging management science with everyday life.

14. LILLIANS CONTRIBUTION As one of the first industrial and organizational psychologists, Lillian Gilbreth brought the "human element" to management, advocating for the worker's mental and emotional needs. The Psychology of Management: In her 1914 book, she emphasized that management should focus on the individual worker, not just the task. This challenged the purely mechanical view of Taylorism and integrated psychological principles like motivation and communication into management. Women in Management (Lillian) First female member of the American Society of Mechanical Engineers. Opened the door for women in management and engineering .   Education and Consulting Ran management consulting and training, influencing both industrial practices and management education.

15. Cont. Advocacy for the individual She argued that recognizing the individuality of each employee would lead to greater efficiency and satisfaction. She explored the effects of work on the worker's mind, stressing that happy, fulfilled workers are more productive .

16. CRITICS Still Rooted in Scientific Management Critics note that despite the human element, their work remained tied to Taylorism and efficiency-driven approaches.   Labour Concerns Time and motion studies sometimes caused worker stress and resistance, as managers could use them to increase pace or productivity.   Limited Focus on Social Structures Focused on task optimization, not labor rights, social justice, or systemic inequalities

17. Cont. Domestic Efficiency Critiques Lillian’s home efficiency studies were innovative but reinforced traditional gender roles, focusing on women’s domestic labour. Recognition Imbalance Early recognition often favoured Frank, overshadowing Lillian’s contributions. Only later was her work acknowledged as pioneering.

18. Application of Frederick Taylor, Frank and Lillian Gilbreth’s Management Theories in Social Work Practice and Administration Social work, as both a profession and a system of service delivery, increasingly requires effective management approaches to ensure efficiency, accountability, and improved client outcomes. Early management thinkers such as Frederick Taylor, and Frank and Lillian Gilbreth laid foundational principles that continue to influence modern social work administration. While originally applied in industrial settings, their contributions offer valuable insights into time management, task efficiency, and the human factor in organizational productivity, all of which are critical in managing social work teams and delivering services to vulnerable populations.

19. Application In Social Work Managment Standardized Procedures : In social work, case management systems benefit from clear guidelines and process flows to avoid delays or duplication of services . Task Specialization: Social service departments can assign roles such as intake officer, caseworker, and supervisor based on specialization, improving accountability and service delivery. Efficiency in Service Delivery: Taylor’s principles can improve how social workers manage their time across client visits, documentation, and community outreach.

20. Scientific management encourages accountability, measurable outcomes, and resource efficiency. Example : Managing caseloads by setting realistic performance standards. Casework is emotionally heavy, therefore efficiency must be balanced with well-being. The Gilbreths encourage managers that staff welfare directly impacts client welfare. Example : Social service agencies introducing flexible schedules or stress-management programs.