Taylor’s scientific Management

Scientifi management is a theory of management that analyzes and synthesizes workflows.

Its main objective is improving economic efficiency, especially labour. It was one of the
earliest attempts to apply science to the engineering of processes and to management.
Scientific management is sometimes known as Taylorism after its founder, Frederick
Winslow Taylor.

Under the old type of management success depends almost entirely upon getting the
“initiative” of the workmen, and it is indeed a rare case in which this initiative is really
attained. Under scientific management the “initiative” of the workmen (that is, their hard
work, their good-will, and their ingenuity) is obtained with absolute uniformity and to a
greater extent than is possible under the old system; and in addition to this improvement on
the part of the men, the managers assume new burdens, new duties, and responsibilities
never dreamed of in the past. The managers assume, for instance, the burden of gathering
together all of the traditional knowledge which in the past has been possessed by the
workmen and then of classifying, tabulating, and reducing this knowledge to rules, laws, and
formula which are immensely helpful to the workmen in doing their daily work.

In addition to developing a science in this way, the management take on three other types
of duties which involve new and heavy burdens for themselves. These new duties are
grouped under four heads:

First. They develop a science for each element of a man’s work, which replaces the old rule
of-thumb method.

Second. They scientifically select and then train, teach, and develop the workman, whereas
in the past he chose his own work and trained himself as best he could.

Third. They heartily cooperate with the men so as to insure all of the work being done in
accordance with the principles of the science which has been developed.

Fourth. There is an almost equal division of the work and the responsibility between the
management and the workmen.

The management take over all work for which they are better fitted than the workmen,
while in the past almost all of the work and the greater part of the responsibility were
thrown upon the men. It is this combination of the initiative of the workmen, coupled with
the new types of work done by the management, that makes scientific management so
much more efficient than the old plan. . . . Perhaps the most prominent single element in
modern scientific management is the task idea.
The work of every workman is fully planned out by the management at least one day in
advance, and each man receives in most cases complete written instructions, describing in
detail the task which he is to accomplish, as well as the means to be used in doing the work.
And the work planned in advance in this way constitutes a task which is to be solved, as
explained above, not by the workman alone, but in almost all cases by the joint effort of the
workman and the management. This task specifies not only what is to be done but how it is
to be done and the exact time allowed for doing it. And whenever the workman succeeds in
doing his task right, and within the time limit specified, he receives an addition of from 30
per cent. to 100 per cent. to his ordinary wages. These tasks are carefully planned, so that
both good and careful work are called for in their performance, but it should be distinctly
understood that in no case is the workman called upon to work at a pace which would be
injurious to his health. The task is always so regulated that the man who is well suited to his
job will thrive while working at this rate during a long term of years and grow happier and
more prosperous, instead of being overworked. Scientific management consists very largely
in preparing for and carrying out these tasks.

One of the earliest of these theorists was Frederick Winslow Taylor. He

started the Scientific Management movement, and he and his associates
were the first people to study the work process scientifically. They studied
how work was performed, and they looked at how this affected worker
productivity. Taylor's philosophy focused on the belief that making people
work as hard as they could was not as efficient as optimizing the way the
work was done.

In 1909, Taylor published "The Principles of Scientific Management." In

this, he proposed that by optimizing and simplifying jobs, productivity would
increase. He also advanced the idea that workers and managers needed to
cooperate with one another. This was very different from the way work was
typically done in businesses beforehand. A factory manager at that time
had very little contact with the workers, and he left them on their own to
produce the necessary product. There was no standardization, and a
worker's main motivation was often continued employment, so there was
no incentive to work as quickly or as efficiently as possible.

Taylor believed that all workers were motivated by money, so he promoted

the idea of "a fair day's pay for a fair day's work." In other words, if a worker
didn't achieve enough in a day, he didn't deserve to be paid as much as
another worker who was highly productive.
With a background in mechanical engineering, Taylor was very interested
in efficiency. While advancing his career at a U.S. steel manufacturer, he
designed workplace experiments to determine optimal performance levels.
In one, he experimented with shovel design until he had a design that
would allow workers to shovel for several hours straight. With bricklayers,
he experimented with the various motions required and developed an
efficient way to lay bricks. And he applied the scientific method to study the
optimal way to do any type of workplace task. As such, he found that by
calculating the time needed for the various elements of a task, he could
develop the "best" way to complete that task.

These "time and motion" studies also led Taylor to conclude that certain
people could work more efficiently than others. These were the people
whom managers should seek to hire where possible. Therefore, selecting
the right people for the job was another important part of workplace
efficiency. Taking what he learned from these workplace experiments,
Taylor developed four principles of scientific management. These principles
are also known simply as "Taylorism".

Four Principles of Scientific Management

Taylor's four principles are as follows:

1. Replace working by "rule of thumb," or simple habit and common sense, and
instead use the scientific method to study work and determine the most efficient
way to perform specific tasks.
2. Rather than simply assign workers to just any job, match workers to their jobs
based on capability and motivation, and train them to work at maximum
efficiency.
3. Monitor worker performance, and provide instructions and supervision to
ensure that they're using the most efficient ways of working.
4. Allocate the work between managers and workers so that the managers spend
their time planning and training, allowing the workers to perform their tasks
efficiently.