MENGELOLA MANUSIA :

SCIENTIFIC MANAGEMENT
PERSPECTIVE

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 FREDERICK WINSLOW TAYLOR

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 FREDERICK WINSLOW TAYLOR (MARCH 20, 1856,
PHILADELPHIA, PENNSYLVANIA- MARCH 21, 1915) WAS
AN AMERICAN ENGINEER WHO SOUGHT TO IMPROVE
INDUSTRIAL EFFICIENCY.

A MANAGEMENT CONSULTANT IN HIS LATER YEARS,

HE IS SOMETIMES CALLED "THE FATHER OF
SCIENTIFIC MANAGEMENT.“

HE WAS ONE OF THE INTELLECTUAL LEADERS OF THE

EFFICIENCY MOVEMENT AND HIS IDEAS, BROADLY
CONCEIVED, WERE HIGHLY INFLUENTIAL IN THE
PROGRESSIVE ERA.

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• TAYLOR’S EARLY EDUCATION WAS LIBERALLY
SPRINKLED WITH THE CLASSIC, THE STUDY OF
FRENCH AND GERMAN, OCCASIONAL TRIPS TO
EUROPE.

• ALTHOUGHT HE PASSED THE HARVARD ENTRANCE

EXAMS WITH HONOR, AND EYEGLASSES SOLVED THE
VISION AND HEADACHE PROBLEMS, TAYLOR
DEDICATED TO TURN AWAY FROM LAW SCHOOL AND
INTO AN APPRENTICESHIP AS PATTERN MAKER AND
MACHINIS, WITH THE ENTERPRISE HYDRRULIC WORK
OF PHILADELPHIA.

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 AT ENTERPRISE, TAYLOR DEVELOPED AN
EMPHATY FOR THE WORKER’S POINT OF
VIEW. HE COULD SWEAR WITH THE BEST OF
THEM AND ADMIRED THEIR SENSE OF PRIDE
IN THEIR SKILL.

HOWEVER, HE SAW ABOUT HIM WHAT HE

CALLED “BAD INDUSTRIAL CONDITIONS”
WORKER RESTRICTION OF OUTPUT, POOR
MANAGEMENT, AND LACK OF HARMONY
BETWEEN WORKERS AND MANAGERS.

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 TAYLOR AT MIDVALE

TAYLOR MOVED TO MIDVALE STEEL,

PHILADELPIA IN 1878 AS A COMMON
LABORER.

THERE TAYLOR ROSE FROM COMMON

LABORER TO CLERK, TO MACHINIST, TO
GANG BOSS OF THE MACHINIST, TO
SUPERVISOR OF MACHINE SHOP, TO MASTER
MECHANIC IN CHARGE OF REPAIRS AND
MAINTENANCE THROUGHTOUT THE PLANT,
AND CHIEF ENGINEER – ALL IN SIX YEARS.

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 THE COMPANY HAD ESTABLISHED A
PIECEWORK INCENTIVE SYSTEM THAT
TAYLOR KNEW TO BE INEFFECTIVE FROM HIS
OWN WORKING DAYS.

MIDVALE MANAGEMENT FELT THAT THE

WORKERS WOULD CONTROL THEIR OWN
BEHAVIOR AND WOULD BE PROPERLY
MOTIVATED ONCE GIVEN THE PIECE –RATE
INCENTIVE.

WHEN TAYLOR BECAME GANG BOSS, HE

LEARNED OTHERWISE. HE ESTIMATED THAT
WORKER OUTPUT WAS ONLY ONE-THIRD OF
WHAT WAS POSSIBLE.
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 THE RESTRICTION OF OUTPUT AT MIDVALE
WAS CLASSIFIED BY TAYLOR AS “NATURAL
SOLDIERING” AND “SYSTEMATIC
SOLDIERING”

NATURAL SOLDIERING  (A) PROCEEDED

FROM “THE NATURAL INSTINC AND
TENDENCY OF MEN TO TAKE IT EASY”, (B)
COULD BE OVERCOME BY MANAGER ABLE TO
INSPIRE OR FORCE WORKERS TO COME UP TO
THE MARK.

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 SYSTEMATIC SOLDIERING (A) CAME FROM
THE WORKER “MORE INTRICATE SECOND
THOUGHT AND REASONING CAUSED BY THEIR
RELATIONS WITH OTHER MEN”, (B) POSED A
DIFFERENT PROBLEM AND MANAGERS FOR
YEARS HAD BEEN ATTEMPTING TO COPE
WITH THE TENDENCY INDIVIDUALS TO
CONFORM TO GROUP OUTPUT NORMS.

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 WHY DID WORKERS SOLDIER ?, (1) THEY BELIEVED
THAT TO WORK FASTER WOULD THROW LARGE
NUMBER OF WORKERS AS FOLLOW, (2) THE DEFECTIVE
MANAGEMENT SYSTEM THEN IN USE FORCED
WORKERS TO WORK SLOWLY TO PROTECT THEIR OWN
INTEREST, (3) THEY ADHERED TO RULE OF THUMB
WORK METHODS HANDED DOWN FROM GENERATION
TO GENERATION.

TAYLOR PLACED THE BLAME ON MANAGEMENT, NOT

ON THE WORKERS, FOR HE THOUGHT THAT IT
MANAGEMENT’S JOB TO DESIGN THE JOBS PROPERLY
AND TO OFFER THE PROPER INCENTIVE TO
OVERCOME WORKER SOLDIERING.

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 MORE IMPORTANTLY, THE YOUNG TAYLOR REALIZED
THAT A NEW INDUSTRIAL SCHEME WAS ESSENTIAL TO
PREVENT SUCH BITTER LABOR-MANAGEMENT
ENCOUNTERS.

IT WAS AT THIS TIME AT MIDVALE STEEL THAT TAYLOR

STARTED TO SEARCH FOR IMPROVED INDUSTRIAL
PRACTICES BY THE USES OF TIME STUDY AND A
PLANNING DEPARTMENT TO SET STANDARDS,
DEVELOPED HIS “DIFFERENTIAL PIECE RATE”
INCENTIVE PLAN, ESTABLISHED STANDARDS FOR
TOOL, AND ORIGINITED THE IDEA OF FUNCTIONAL
FOREMEN. THIS WAS BEGINNING OF HIS SEARCH FOR
SCIENCE IN MANAGEMENT

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 THE SEARCH FOR SCIENCE IN
MANAGEMENT
TIME STUDY BECAME THE FOUNDATION OF
THE TAYLOR SYSTEM AND SOME
QUESTIONED TAYLOR’S CLAIM TO
ORIGINALITY.

TAYLOR’S DISTINCTION SUPPORTED HIS

CLAIM TO ORIGINALITY SINCE HE WAS USING
TIME STUDY FOR ANALYTICAL RATHER THAN
DESCRIPTIVE PURPOSES. THAT IS , FUTURE
VERSUS PAST USES OF DATA.

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 TAYLOR’S TIME STUDY HAD 2 PHASES :
ANALYTICAL AND CONSTRUCTIVE.

IN ANALYSIS  EACH JOB WAS BROKEN INTO AS MANY

SIMPLE ELEMENTARY MOVEMENTS AS POSSIBLE, USELESS
MOVEMENTSWERE DISCARDED, THE QUICKEST AND BEST
METHODS FOR EACH ELEMENTARY MOVEMENT WERE
SELECTED BY OBSERVING THE MOST SKILLED WORKER AT
EACH, AND THE MOVEMENT WAS TIMED AND RECORDED. TO
RECORDED TIME, PERCENTAGE WERE ADDED TO ALLOW
FOR UNAVOIDABLE DELAYS AND INTERRUPTIONS, TO COVER
THE NEWNESS WORKERS TO A JOB AND FOR REST PERIOD.

THE CONSTRUCTIVE PHASE  INVOLVED BUILDING A FILE

OF ELEMENTARY MOVEMENTS AND TIME TO BE USESD
WHEREEVER POSSIBLE ON OTHE JOBS OR CLASSES OF
WORK. FURTHER, THIS PHASE LED TO CONSIDERATION OF
IMPROVEMENTS IN TOOLS, MACHINES, MATERIALS,
METHODS, AND ULTIMATE STANDARDIZATION OF ALL
ELEMENTS SURROUNDING AND ACCOMPANYING THE JOB.
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 THE QUEST FOR IMPROVED
INCENTIVES
TAYLOR PROPOSED A NEW SYSTEM CONSISTING OF THREE PARTS : (1)
OBSERVATION AND ANALYSIS THROUGH TIME STUDY TO SET THE
RATE OR STANDARD, (2) A DIFFERENTIAL RATE SYSTEM OF
PIECEWORK, (3) “PAYING MEN AND NOT POSITION”.

BASICALLY, TAYLOR WAS LAYING THE FOUNDATIONS FOR SOUND

PERSONNEL MANAGEMENT , THAT IS , THE MATCH OF
WORKERS’ABILITIES TO THE JOB.

IT WAS MANAGEMENT’S TASK TO FIND THE WORK FOR WHICH

EMPLOYEES WERE BEST SUITED, TO ASSIST THEM IN BECOMING
FIRST-CLASS WORKERS, AND TO PROVIDE THEM WITH AN INCENTIVE
TO GIVE THEIR BEST.

FOR TAYLOR ALL AUTHORITY WAS BASED ON KNOWLEDEGE, NOT

POSITION, AND THE EXCEPTION PRINCIPLE ENABLED A CHECK ON
WHO WAS AND WHO WAS NOT MEETING THE DELEGATED
RESPONSIBILITY
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 THE MENTAL REVOLUTION
TAYLOR WROTE ABOUT THE NEED FOR NATIONAL
EFFICIENCY IN PRINCIPLES OF SCIENTIFIC MANAGEMENT.

THE PRINCIPAL OBJECT OF MANAGEMENT  SHOULD BE TO

SECURE THE MAXIMUM PROSPERITY FOR THE EMPLOYER,
COUPLED WITH THE MAXIMUM PROSPERITY FOR EACH
EMPLOYEE.

TAYLOR’S MUTUALLY INTERESTS EMPHASIZED A LONG-

TERM GROWTH OF BOTH PARTIES TO ENSURE PROSPERITY
FOR EACH.

TAYLOR RECOGNIZED THAT THE EFFICIENCY EXPERTS

WERE GIVING SCIENTIFIC MANAGEMENT A BLACK EYE. HE
WARNED THAT “THE MECHANISM OF MANAGEMENT MUST
NOT BE MISTAKEN FOR ITS ESSENCE, OR UNDERLYING
PHILOSOPHY.
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 THIS PHILOSOPHY WAS BASED ON MUTUALLY
OF INTERESTS AND HAD FOUR BASIC
PRINCIPLES : (1) THE DEVELOPMENT OF A
TRUE SCIENCE, (2) THE SCIENTIFIC
SELECTION OF THE WORKMAN, (3) HIS
SCIENTIFIC EDUCATION AND DEVELOPMENT,
(4) INTIMATE FRIENDLY COOPERATION
BETWEEN THE MANAGEMENT AND THE MEN

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 BUT NEITHER THESE PRINCIPLES, NOR ANY SINGLE
PART OF TAYLOR’S SYSTEM, COULD BE ISOLATED AS A
MAJOR FACTOR :
IT IS NO SINGLE ELEMENT, BUT RATHER THIS WHOLE
COMBINATION, THAT CONSTITUTES SCIENTIFIC
MANAGEMENT, WHICH MAY BE SUMMARIZED :
• SCIENCE , NOT A RULE OF THUMB
• HARMONY, NOT DISCORD
• COOPERATION, NOT INDIVIDUALISM
• MAXIMUM OUTPUT, IN PLACE OF RESTRICTED OUTPUT
• THE DEVELOPMENT OF EACH MAN TO HIS GREATEST
EFFICIENCY AND PROSPERITY

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