Management science

1.2
TAYLORS SCIENTIFIC MANAGEMENT, HENRI
FAYOLS PRINCIPLES OF MANAGEMENT,
MASLOWS HIERARCHY OF NEEDS,
HAWTHORNE EXPERIMENTS
TAYLORS SCIENTIFIC MANAGEMENT
THEORY
Frederick Winslow Taylor (1856-1915) who is
the father of scientific management worked as
a chief engineer in the Midvale steel works
where he joined as a worker.
He states that the object of management
should be to secure the maximum prosperity
for each employer, coupled with the maximum
prosperity of each employee.

Taylors scientific management, in its essence,
consists of a certain philosophy which results
in the combination of four great principles of
management, viz.,
the development of true science,
the scientific selection of workers,
their scientific selection and development and
intimate,
Friendly co-operation between the management
and their workmen.

Taylor observed that inefficiency prevails n the
organization because of three causes, viz.,
Workers feel that any increase in output would
lead to unemployment.
Defective systems of management and because of
these, each worker restricts his output in order to
safeguard his interests and
Inefficient rule of thumb efforts and wasting
methods of work.

The elements of scientific management are:
Determination of the task
Planning of Industrial operations
Proper selection and training of workers
Improvement in methods of work
Modification of Organization
Mental revolution.
Taylor also suggested modification of organization.
This involves introduction of Functional foremen
ship, According to this, two functions of planning
and doing are divided. He has also suggested
eight functional foremen, viz.,
Route clerk
Instruction card clerk
Time and cost clerk
Gang Boss
Speed boss
Repair boss
Inspector
Shop disciplinarian

HENRI FAYOLS PRINCIPLES OF
MANAGEMENT
1. Division of Work:
2. Authority and
Responsibility
3. Discipline:
4. Unity of command
5. Unity of direction
6. Sub-ordination of
individual interest to
general interests
7. Remuneration
8. Centralisation
9. Scalar chain
10. Order:
11. Equity
12. Stability of tenure of
personnel
13. Initiative
14. Esprit de Corps

Maslows Theory of Hierarchy of
needs
Hawthorne Experiments
Elton Mayo, who is considered to be the
founder of human relations movement and his
associates, conducted the Hawthorne studies
in the Hawthorne plant of western electric
company, USA, between 1927 and 1932.
Hawthorne Experiments
They stated that the employees morale has
great influence on productivity and the
manager should treat them as social beings
instead of economic being or simply as cogs in
a machine.
For solving any management problem, the
manager should understand group attitudes
and psychology as employees are members of
a group.

Hawthorne Experiments
The purpose of the experiment was to determine
the effects of different levels of illumination on
workers productivity.
The intensity of light under which one group was
systematically varied (test group) while the light
was held constant (control group) for the second
group.
The productivity of the test group increased each
time the intensity of the light increased.
However, productivity also increased in the
control group which received no added light.

Hawthorne Experiments
The researchers felt that something besides
lighting was influencing the workers
participation.


WHAT ARE THOSE FACTORS..
Douglas McGregors Motivation
Theory X and Theory Y
Douglas McGregor, an American social
psychologist, proposed famous X-Y theory in
1960, Douglas McGregor made his mark on
the history of organizational management
when he proposed the two theories of
motivation by which managers view employee
motivation.
Motivation Theory X
A Theory X manager makes the following general
assumptions:
Work is inherently distasteful to most people,
who will attempt to avoid work whenever
possible.
Most people are not ambitious, have little desire
for responsibility, and prefer to be directed.
Most people have little capacity for creativity in
solving organizational problems.
Motivation occurs only at the physiological and
security levels of Maslow's Hierarchy of Needs
Motivation Theory X
Most people are self-centered. As a result,
they must be closely controlled and often
coerced to achieve organizational objectives
Most people resist change.
Most people are gullible and not particularly
intelligent.
Essentially, Theory X assumes that the primary
source of most employee motivation is
money, with security as a strong second.

Motivational Theory Y
In strong contrast to Theory X, a Theory Y manager makes the
following general assumptions:
Work can be as natural as play if the
conditions are favorable.
People will be self-directed and creative to
meet their work and organizational objectives
if they are committed to them.
People will be committed to their quality and
productivity objectives if rewards are in place
that addresses higher needs such as self-
fulfillment.
Motivational Theory Y
The capacity for creativity spreads throughout
organizations.
Most people can handle responsibility
because creativity and ingenuity are common
in the population.
Under these conditions, people will seek
responsibility.

Applying Theory Y Management -
Business Implications
If Theory Y holds true, an organization can use
these principles of scientific management to
improve employee motivation:
Decentralization and Delegation
Job Enlargement
Participative Management
Performance Appraisals