Scientific Management, Human Relations MovementW.Sinoy Report.ppt

Scientific Management, Human Relations Movement

1. Outline
DEVELOPMENT OF RESOURCE MANAGEMENT
1.1.3 Scientific Management
•F. W. Taylor (Scientific Management)
•Frank and Lillian Gilbreth (Time and Motion Study)
•Henry L. Gantt (Gantt Chart)
1.1.4 Human Relations Movement
WILFREDO SINOY JR.
Reporter

2. The Evolution of Management Theory

4. Scientific Management
was a theory of management that ANALYZEDand
COMBINES ELEMENTSof Workflows.

5. its main objective was IMPROVINGeconomic
efficiency, especially LABOR PRODUCTIVITY it
was one of earliest attempts to apply SCIENCEto the
ENGINEERING PROCESSES and to
MANAGEMENT.

6. a management approach formulated by FREDERICK
W. TAYLORand others between 1890 and 1930,
that sought to determine scientifically the best methods
for performing any task, and for selecting, training, and
motivating workers.

7. Frederick W. Taylor
(1856-1915)
Henry L. Gantt
(1861-1991)
Frank and Lillian Gilbreth
(1868-1924 and 1878-1972)
Founder & Developer

8. FrederickWinslowTaylor
And
The Evolution of Management Theory
“The Father of Scientific Management”

9. Frederick Taylor's life (1856-1915)
•Frederick Winslow Taylor, was born on March 20, 1865,
into an upper class liberal Philadelphia family.
•His father a lawyer and his mother a feminist both
believed in high thinking and plain living.
•Taylor was always counting and measuring things to
figure a better way of doing something.
•At age twenty-five, Taylor earned an engineering degree
at the Stevens Institute of Technology in New Jersey.
•Worked as a machinist and pattern makerin Philadelphia
at the Enterprise Hydraulic Works, then became a
common laborerat the Midvale Steel Company.
•He started as shop clerk and quickly progressed to
machinist, foreman, maintenance foreman, and chief
draftsman.
•Within six years he advanced to research director, then
chief engineer.

10. Historical Background
Industrial Revolution

11. Industrial Revolution
•The Industrial Revolution was
widespread replacement of manual
labor by machines that began in Britain
in the 18th century with the introduction
of steam powerand powered machinery
(mainly in textile manufacturing).
•It created a specialized and
interdependent economic life and made
the urban worker more completely
dependent on the will of the employer
than the rural worker had ever been.
•It changed our societies from a mainly
agricultural society to one that in which
industry and manufacturing was in
control.

12. Negative aspect of Industrial Revolution

13. Historical background of the world where
Frederic grow up
•After the Civil War (1861–1865) industry begin to
change.
•National industries grew out of local trades --steel, glass,
textiles, and shoes and what were small factories became
large plants.
•Owners of capital became wealthier with mass
production, and workers received little for their efforts.
•Problems:
•carelessness,
•safety,
•inefficiencies,
•soldiering (worker foot dragging) on the job.

14. The core ideas of scientific management were
developed by Taylor in the 1880s and 1890s,
and were first published in his monographs a
PIECE RATE SYSTEM(1895), SHOP
MANAGEMENT (1903) and the PRINCIPLES OF
SCIENTIFIC MANAGEMENT (1911).

15. The theory of scientific management is the
“Brainchild” of Taylor.
“one best way” to do a job.

16. TaylorsObservation in a Working
Environment
Environment lackedwork standard, bred
Inefficient workers and jobs were allocated to
people without matching a job to the worker’s skills
and ability

17. Relationshipof the Workers with the
managers included many confrontations.

18. Natural differences in the productivity
between workers.

19. Differences in talent, intelligence, or
motivations.

20. That leads to the Development of Scientific
Management
Forthe Standardization of process steps.
And to Increase in the Productivity and
reduction of effort.

21. Taylor’s main focus:
Maximize workers capacity and profits
PROBLEM:
Get employees to work at their maximum capacity
PRIMARY FOCUS:
TASKS

22. Taylor's core values
•The rule of reason
•improved quality
•lower costs
•higher wages
•increased output
•labor-management
•experimentation
•clear tasks and goals
•training
•stress reduction
•careful selection and
development of people

23. Scientific Management
•The systematic study of the relationships between
people and tasks for the purpose of redesigning the
work process for higher efficiency.
•Defined by Frederick Taylor in the late 1800’s to
replace informal rule of thumb knowledge.
•Taylor sought to reduce the time a worker spent on
each task by optimizing the way the task was done.
•Taylor: increase specialization & division of labor to
make production process more efficient

24. Principles of Scientific Management
Gather data about ways workers perform their
tasks; experiment with different ways to improve
performance
Codify methods into written rules and standards
Select people who have skills/abilities needed in
the task and train them on the particular task
Establish acceptable level of performance and
reward for performance above that level

25. Principles of Scientific Management(cont..)
Development of Science for each part of job
(replacement of rule of thumb)
Scientific Selection, Training and Development of
Workers
Cooperation between management & workers
Division of Responsibility
Mental Revolution
Maximum Prosperity for Employer and Employees

26. Frank &LillianGilbreth

27. Time andMotion Study
Is a business efficiency technique
combining the time study work of
Frederick Winslow Taylor with the Motion
Study Work of Frank and Lillian Gilbreth.

28. Refined Taylor’s work and made many
improvements to the methodologies of time
and motion studies.
Purpose:
Break up each job action into its component actions.
Find better ways to perform the action.
Reorganize each job action to be more efficient.
Also studied worker-related fatigue problems
caused by lighting, heating, and the design of tools
and machines.

29. Henry Gantt

30. Specialized in incentive wage plans.
Introduced a differential piece rate
system, Task work with a bonus.

31. Gantt Chart
A graphic schedule for the planning and
controlling of work, and recording process
towards stages of a project.
“man’s record”
“daily balance of work”
“Organizing for Work”

32. Gantt Chart (cont…)
Measure activities by the amount of time
needed to complete them;
The space on the chart can be use to
represent the amount of the activity that
should have done in that time.

50. HUMAN RELATIONS MOVEMENT
•Application of Behavioral Sciences to management
theories.
•Stemmed from Hawthorne Studies is a based on the idea
that a manager’s concern for workers will lead to their
increased satisfaction and improved performance.
•The movement includes the theories of motivation, like
Maslow Hierarchy of needsand Mcgregor Theory X and
Theory Y.

51. •Behavioral or human relations management
emerged in 1920s and dealt with human aspects
of organization.
•It began with the Hawthorne Studies conducted
from 1924 to 1933 at the Hawthorne Plan of
Western Electric Company in Cicero, Illinois.

52. “Human relation” is a term often used to describe the ways
in which managers interact with their subordinates .
Human relations movementrefers to the researchers
oforganizational developmentwho study thebehavior of
people in groups , in particular workplace groups .
It also examined the effects ofsocial relations ,
motivationandemployee satisfactionon
factoryproductivity . The movement viewed workers in
terms of their psychology and fit withcompanies , rather
than as interchangeable parts.

53. PIONEER
•Chester Barnard
First in introduce the
issue of social responsibility
of management especially
with respect to fair wages,
security and the creation of
an atmosphere conducive to
work.

54. 1.Material(money,physicalsecurity)
2.Personal(distinction,prestige,power)
3.Desirablephysicalconditionofwork
4.Idealbenefactions(prideinone’swork,
loyaltytotheorganization,etc.)
Identified 4 inducement:

55. Mary Parker Follet
•Viewed managementas a social process
and the organizationas a social system
in which coordination was the most
importantanprinciple; recognized the
interdependence between the
individual, the work, and the
environment emphasized worker
participation and importance of shared
goals.
•Included the universal goal, the
universal principleand the law of the
Situation

56. 1.TheUniversalgoaloforganizationisan
integrationofindividualeffortintoa
synergisticwhole
2.TheUniversalPrincipleisacircularor
reciprocalresponseemphasizingfeedback
tothesender(theconceptoftwo-way
communication)
3.TheLawofSituationemphasizesthatthere
isnoonebestwaytodoanything,butthatit
alldependsonthesituation.

57. The Hawthorne Studies
ELTON MAYO
•Known as the father of Hawthorne
Studies.
•Identified the Hawthorne Effect; or the
bias that occurs when people know
that therare being studied.
•HSare significant, because ther
demonstrate the important influence
of human factors on workers
productivity.

58. In the beginning, the focus was mainly on improving
efficiency, motivation, and productivity. But over time,
this research became more involved with redefining the
nature of work and perceiving workers as complex
human beings .
A group of Harvard researches , headed by Elton Mayo ,
known as the founderof the Human Relations Movement
conducted a series of experiments on worker
productivity in 1924 at the Hawthorne plant of Western
Electric Company in Illinois .
The Hawthorne Studies

59. According to Mayo, to achieve its goals, the
organization must attempt to understand and
respect the emotions, sense of recognition and
satisfaction of non-monetary needs of the
workers.

60. The Human Relations Movement held that:
oIndividual are motivated by social needs and good on-
the-job relationships and respond better to work-group
pressure than to management control activities.
oOrganizations are co-operative social systems.
oSatisfaction of psychological needs should be the primary
concern of the management.
oThe worker’s main concern-satisfaction of their needs
other than those of monetary nature.

61. When the “personnel management” stimulates
the production of more and better work , we have
good human relations in the organization. When
the morale and efficiency deteriorate, human
relations are deficient.
To create good human relationships, managers
need to know why employees act like they do and
what social and psychological factors motivate
them.

62. BASIC IDEAS OF MAYO’s HUMAN RELATION
MOVEMENT
1. Supervisors should not act like supervisors --they should be
friends, counselors to the workers
2. Managers should not try to micro-manage --there should be no
overriding concern for production
3. People should be periodically asked how they feel about their
work --and their supervisors
4. Humanistic supervision plus morale equals productivity –this
is the Mayo formula

63. 5. Humor and sarcasm are good in the workplace--it's
all part of group dynamics
6. Workers should be consulted before any changes --
and participate in change decisions
7. Employees who leave should be exit-interviewed --
turnover should be kept to a minimum
BASIC IDEAS OF MAYO’s HUMAN RELATION
MOVEMENT

64. Elton Mayo’s Belief
Individual workers cannot be treated in isolation, but must be seen as members
of a group.
Monetary incentives and good working condition are less important to the
individual than the need to belong to a group.
Informal or unofficial groups formed at work have a strong influence on the
behaviour of those workers in a group.
Managers must be aware of these 'social needs' and cater for them to ensure
that employees collaborate with the official organisation rather than work
against it.
Believed that workers are not just concerned with money but could be better
motivated by having their social needs met whilst at work

65. Motivation of Mayo’s Theory
•Mayo studied and looked at how changing physical
factors improved people's performance.
•He found out that it wasn't the physical conditions being
changed that made people work harder but instead the
following.
•Working in a team with a leader.
•Better communication.

66. So he conclude that :
•Better communicationbetween managers
and workers
•Greater manager involvement in employees
working
•Working in groups or teams

67. ABRAHAM MASLOW
Hierarchy of Needs
•Physiological needs –basic human needs
of food, water, shelter, sleep and other
bodily needs essential to human survival
•Safety and Security –freedom from fear of
physical danger
•Social and affiliation needs –need to
belong
•Esteem needs
•Self actualization –maximizing one’s
potential to become everything is capable
of becoming.

68. DOUGLAS MCGREGOR’s Theory X and Theory Y
•Theory X:
1.Average human beings have an inherent
dislike for work and will avoid it if ther
can.
2.People must be coerced, controlled,
directed, and threatened with punishment
to make them work.
3.People prefer to be directed, wish to avoid
responsibility, have relatively little
ambition and above all want security
4.People are self-centeredand do not want
change.

69. •Theory Y
1.The expenditure of physical and mental effort in work is
as natural as play or rest.
2.Individuals will exercise self-direction and self-control
in service of objectives to whicj=h therare committed.
3.People learn under proper condition not only to accept
responsibility.
4.Imagination, ingenuity and creativity are widely
distributed among workers.

70. CONCLUSION
•the human relations movement has revolutionized
the way we view and interact with each other in the
workplace.
•It has emphasized the importance of social
interactions and recognized the value of
employees as individuals.
•This movement has had a profound impact on
organizational performance.

71. THANK YOU