SCIENTIFIC MANAGEMENT

Scientific management means the application of science and scientific techniques in management. According to Taylor, “scientific management means knowing exactly what you want men to do and seeing that they do it in the best and cheapest way.”
Principles of scientific Management by F.W Taylor
Principles of scientific Management by Fayol

1. SCIENTIFIC MANAGEMENT
VISHNU VIJAYAN
HOD-Department Of Civil Engineering
Baselios Mathews II College Of Engineering
Sasthamcotta, Kollam,Kerala,INDIA
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2. SCIENTIFIC MANAGEMENT
•Scientificmanagementmeanstheapplicationof
scienceandscientifictechniquesinmanagement.
AccordingtoTaylor,“scientificmanagementmeans
knowingexactlywhatyouwantmentodoandseeing
thattheydoitinthebestandcheapestway.”
•Scientificmanagement,alsocalledTaylorism,wasa
theoryofmanagementthatanalyzedandsynthesized
workflows.
•Itsmainobjectivewasimprovingeconomicefficiency,
especiallylabourproductivity.
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3. Objective of Scientific Management
•Scientific utilization of various resources like human
power, material etc.
•To provide trained and efficient work force.
•To provide standardize methods of work.
•To provide a scientific base for selecting material, and
equipment.
•To provide extra wages to the worker for higher
production.
•Replace old rule of thumbs to new scientific methods.
•To develop a good support between management and
workers.
•To achieve higher production, with reduce costs and
maximum efficiency.
•Less wastage of Resource
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4. Reason behind scientific management
1.Organizational productivity is very low
2.Inefficiency of work force/workers
3.Lack of coordination b/w employees and
employer.
4.Wastage of Resources
5.No Standardization of job roles/activities and
Discipline.
6.No labour productivity
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5. •FREDERICK WINSLOW TAYLOR
•Taylor was an American mechanical
engineer who sought to improve
industrial efficiency. He is regarded
as the father of scientific
management and was one of the first
management consultants.
•(1910)
•HENRI FAYOL
•was a French mining engineer and
director of mines who developed a
general theory of business
administration. He and his colleagues
developed this theory independently
of scientific management but roughly
contemporaneously
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6. Principles of scientific Management by
F.W Taylor
1.Scientific task setting
Standard task is the quantity of work which an average
worker can perform under ideal standardized
conditions in one day, generally called ‘a fair day’s
work’, which for every worker should be fixed after a
scientific study.
2.Scientific Planning
Thus “what to do, when to do, where to do and how to
do” is planned before the commencement of the
project.
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7. 3. Study of the different works / activities
•It is the critical examination of all the factors
governing the operational efficiency of any
specific activity. Study is conducted regarding
the movement of the worker, time taken,
fatigue, etc.
•Thus the best method of doing a job and the
standard time required for its completion is
determined.
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8. 4. Scientific selection and training of workers
•A systematic way for the selection of workers is to
be followed, depending upon the nature of work
to be done. Every job must be entrusted to the
best worker considering his skill, experience and
trainings undergone. Before appointment the
workers are to given induction training. Proper
trainings to update their knowledge in the latest
techniques are also to be conducted whenever
needed.
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9. 5. Standardizing
•Standardization of performance, tools,
equipment, materials, working conditions, etc.
is necessary as per scientific management.
Workers are to be provided with the required
tools, materials and the environment, so that
the works are executed with the optimum no.
of workers, expenditure and time.
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10. 6. Differential piece-rate system of wages
•Financial incentives help to ensure efficiency
and speed of work done by the workers. A
worker is to be rewarded depending upon the
efforts put by him for the betterment of the
enterprise. This will encourage each and
every worker to be committed to the company
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11. 7. Functional organization
•Planning and production activities are to be
separated under different managers.
Depending upon the functions the
organizational set up is to divided.
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12. 8. Mental revolution
•Scientific management aims at revolutionizing
the minds of both the workers and the
management in such a way that the workers
start feeling that the enterprise is their own
and they put their heart and soul in the work
assigned to them. Management and workers
should have mutual respect and work in co-
operation.
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13. 9. Cost accounting
•It is a direct offspring of scientific
management. Right from the first stage of
production to the last stage, cost accounting
enables the management to plan, organize
and to direct the production and marketing of
the products in a manner by which it helps in
reducing the production and distribution cost
and increasing the profit of the enterprise.
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14. Principles of scientific Management by
Fayol
•DIVISIONOFWORK:
•Workshouldbedividedamongindividualsandgroupstoensure
thateffortandattentionarefocusedonspecialportionsofthetask.
Fayolpresentedworkspecializationasthebestwaytousethe
humanresourcesoftheorganization.
•AUTHORITY:
TheconceptsofAuthorityandresponsibilityarecloselyrelated.
AuthoritywasdefinedbyFayolastherighttogiveordersandthe
powertoexactobedience.Responsibilityinvolvesbeing
accountable,andisthereforenaturallyassociatedwithauthority.
Whoeverassumesauthorityalsoassumesresponsibility.
•DISCIPLINE:
Asuccessfulorganizationrequiresthecommoneffortofworkers.
Penaltiesshouldbeappliedjudiciouslytoencouragethiscommon
effort.
•UNITYOFCOMMAND:Workersshouldreceiveordersfromonly
onemanager.
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15. •UNITYOFDIRECTION:
•Theentireorganizationshouldbemovingtowards
acommonobjectiveinacommondirection.
•SUBORDINATIONOFINDIVIDUALINTERESTSTO
THEGENERALINTERESTS:
Theinterestsofonepersonshouldnottakepriority
overtheinterestsoftheorganizationasawhole.
•REMUNERATION:
•Manyvariables,suchascostofliving,supplyof
qualifiedpersonnel,generalbusinessconditions,
andsuccessofthebusiness,shouldbeconsidered
indeterminingaworker’srateofpay.
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16. •CENTRALIZATION:
•Fayoldefinedcentralizationasloweringtheimportanceof
thesubordinaterole.Decentralizationisincreasingthe
importance.Thedegreetowhichcentralizationor
decentralizationshouldbeadopteddependsonthespecific
organizationinwhichthemanagerisworking.
•SCALARCHAIN:
•Managersinhierarchiesarepartofachainlikeauthority
scale.Eachmanager,fromthefirstlinesupervisortothe
president,possesscertainamountsofauthority.The
Presidentpossessesthemostauthority;thefirstline
supervisortheleast.
•Lowerlevelmanagersshouldalwayskeepupperlevel
managersinformedoftheirworkactivities.Theexistence
ofascalarchainandadherencetoitarenecessaryifthe
organizationistobesuccessful.
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17. •ORDER:For the sake of efficiency and coordination, all
materials and people related to a specific kind of work
should be treated as equally as possible.
•EQUITY: All employees should be treated as equally as
possible.
•STABILITY OF TENURE OF PERSONNEL: Retaining
productive employees should always be a high priority of
management. Recruitment and Selection Costs, as well as
increased product-reject rates are usually associated with
hiring new workers.
•INITIATIVE: Management should take steps to encourage
worker initiative, which is defined as new or additional
work activity undertaken through self direction.
•ESPIRIT DE CORPS: Management should encourage
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18. THANK YOU
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