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Fredrick Taylor & Management: MaximizingProductivity & Efficiency

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Instructor: Sherri Hartzell

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UExcel Organizational Behavior:Study Guide & Test Prep(/academy/course/uexcel-organizational-behavior-course.html)26 chapters | 232 video lessons

1 - The Evolution of OrganizationalBehavior (/academy/topic/the-evolution-of-organizational-behavior.html)

2 - Management and OrganizationalBehavior (/academy/topic/management-and-organizational-behavior.html)

3 - Foundations of Individual Behavior(/academy/topic/foundations-of-individual-behavior.html)

4 - Personality and Behavior inOrganizations (/academy/topic/personality-and-behavior-in-organizations.html)

5 - Emotions and Moods in theWorkplace (/academy/topic/emotions-and-moods-in-the-workplace.html)

6 - Attitudes and Values in theWorkplace (/academy/topic/attitudes-and-values-in-the-workplace.html)

7 - Ethics in the Workplace (/academy

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Sherri has taught college business and communication courses. She also

holds three degrees including communications, business, educational

leadership/technology.

Known as the father of scientific management, Frederick Taylor revolutionized managementpractices. This lesson will discuss the contributions Taylor made to the field of management,most of which are still used today to maximize productivity and efficiency.

What Would Taylor Do?Ask yourself this question: would you be motivated to work harder for your employer if you

were not given the proper training or tools to do your job and you were paid the same

amount regardless of the level of effort you put forth? I assume most of you answered 'no' to

this question, and Frederick Taylor agreed!

The Observations ofFrederick TaylorAs a young engineer working for Midvale

Steel Company in the late 1800s, Frederick

Taylor (http://education-portal.com

/academy/lesson/frederick-taylor-

theories-principles-contributions-

to-management.html) began to recognize

the shortcomings of systematic

management (http://education-portal.com

/academy/lesson/systematic-management-theory-lesson-quiz.html) practices. He observed

how the gross, almost deliberate, inefficiencies of workers led to low levels of productivity. As

Taylor investigated further, he discovered that employees were underpaid, their potential

was unused, and there was a great deal of waste and inefficiency of workers and work

processes. He attributed these issues to three things:

First, employees believed that if they were more productive, fewer jobs would beneeded, and thus their job might be in jeopardy.

Taylor studied ways of maximizing productivity andefficiency.

/topic/ethics-in-the-workplace.html)

8 - Perception and Attribution(/academy/topic/perception-and-attribution.html)

9 - Learning in the Workplace (/academy/topic/learning-in-the-workplace.html)

10 - Employee Motivation (/academy/topic/employee-motivation.html)

11 - Individual Decision Making inOrganizations (/academy/topic/individual-decision-making-in-organizations.html)

12 - Workforce Diversity (/academy/topic/workforce-diversity.html)

13 - Organizational Communication inBusiness (/academy/topic/organizational-communication-in-business.html)

14 - Groups and Work Teams (/academy/topic/groups-and-work-teams.html)

15 - Group Decision Making (/academy/topic/group-decision-making.html)

16 - Conflict in the Workplace (/academy/topic/conflict-in-the-workplace.html)

17 - Leadership in OrganizationalBehavior (/academy/topic/leadership-in-organizational-behavior.html)

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Second, employees did not have an incentive to go above and beyond; if they werepaid the same amount for low productivity as they would be for high productivity,there was no reason for them to strive for higher levels.

Third, workers wasted much of their time using less-than-optimal methods forcompleting work instead of the best possible way.

Taylor soon realized that these unsystematic decisions being made by management were

without empirical evidence or research that demonstrated a significant rationale for what

the best means of production were. Essentially, managers were blindly making decisions on

how to lead their workers, almost like the blind leading the blind.

The Father of Scientific Management (http://education-portal.com/academy/lesson/scientific-management-theories-principles-definition.html)Taylor's solution was to create a second approach to management that accounted for all

those issues he was seeing at Midvale Steel Company. What is now known as scientific

management, this new approach advocated the use of scientific methods to scrutinize

individualized tasks of production work to find the most effective method. The specifics of

scientific management are detailed in another lesson of this course, but to help you

understand how Taylor arrived at this new approach, we will discuss the steps he took to get

there.

Using his engineering background, Taylor studied tasks and incentives to develop fixed

procedures to maximize productivity and efficiency. He used time and motion studies to

determine how long it should take a person to complete a task when the correct movements

were made. He also looked for ways to standardize tools so that each worker had the right

tool for the job. Finally, he believed that an employee's effort towards reaching higher levels

of productivity should be directly tied to their pay. For example, Taylor studied workers at the

Bethlehem Steel plant who were responsible for unloading iron from rail cars. He found that

when the correct tools, movements, and procedures were used by workers, they could

average 47.5 tons per day instead of the typical 12.5 tons per day. This only required 140

workers to complete the work each day as opposed to the usual 500. Once the work process

was clearly defined according to the best possible way, he added an incentive system that

Job Design: Definition andPurpose (/academy/lesson/job-design-definition-and-purpose.html)

6:50

Fredrick Taylor & Management:Maximizing Productivity &Efficiency (/academy/lesson/fredrick-taylor-management-maximizing-productivity-efficiency.html)

7:52

5:00

BehavioralApproaches to JobDesign

Next Lesson

(/academy/lesson/behavioral-approaches-to-job-design.html)

Social Information Processing: 5:24

18 - Leadership Theory in OrganizationalBehavior (/academy/topic/leadership-theory-in-organizational-behavior.html)

19 - Leadership Styles in OrganizationalBehavior (/academy/topic/leadership-styles-in-organizational-behavior.html)

20 - Organizational Structure and Design(/academy/topic/organizational-design-structure.html)

21 - Job Design (/academy/topic/job-design.html)


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4 of 9 1/28/2015 10:17 PM

would compensate those employees who were able to meet the new standard set by Taylor.

The result of this change was unsurpassed as the productivity at the Bethlehem Steel plant

drastically increased overnight.

Taylor's Four Principles of Scientific ManagementFrederick Taylor conducted many experiments over the duration of his career and had

several associates, which you can learn about in other lessons of this course. After his work

was completed, he was then able to, finally, provide managers with a set of systematic

guiding principles so that they no longer had to make uninformed decisions. Taylor's

approach to management can be summed up into his four principles of scientific

management.

Management should get rid of general guidelines for how to complete a task; instead,they should be replaced with a precise, scientific approach for each task of a worker'sjob.

1.

Management should use those same principles of scientific methodology to carefullyrecruit, select, train, and develop each worker according to the job they will hold for thecompany.

2.

There should be a level of cooperation between staff and management to be sure thatjobs match plans and principle of the developed methods.

3.

Managers should also provide the appropriate division of labor and responsibilitybetween managers and workers; that is, the managers were responsible for planningthe work, and the employees were responsible for following that plan as theycompleted the work.

4.

Continue reading...

Definition and Importance inJob Design (/academy/lesson/social-information-processing-definition-and-importance-in-job-design.html)

An Interdisciplinary Approachto Job Design (/academy/lesson/an-interdisciplinary-approach-to-job-design.html)

6:08

Empowerment and Job Design(/academy/lesson/empowerment-and-job-design.html)

4:11

Hackman & Oldham's JobCharacteristics Model(/academy/lesson/hackman-oldhams-job-characteristics-model.html)

5:53

Types of Job Redesign: JobEnrichment, Enlargement &Rotation (/academy/lesson/types-of-job-redesign-job-enrichment-enlargement-rotation.html)

6:17

Job Flexibility in the Workplace(/academy/lesson/job-flexibility-in-the-workplace.html)

5:59

Reengineering Jobs forContinuous Improvement(/academy/lesson/reengineering-jobs-for-continuous-improvement.html)

5:12

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What is Organizational Culture?- Definition & Characteristics(/academy/lesson/what-is-organizational-culture-definition-characteristics.html)

7:37

Functions of OrganizationalCulture (/academy/lesson/functions-of-organizational-culture.html)

8:18

Organizational Subculture:Definition & Examples(/academy/lesson/organizational-subculture-definition-examples.html)

9:07

Strong vs. Weak OrganizationalCultures: Examples &Differences (/academy/lesson/strong-vs-weak-organizational-cultures-examples-differences.html)

6:59

Creating and SustainingOrganizational Culture(/academy/lesson/creating-and-sustaining-organizational-culture.html)

4:59

Employee Socialization:Maintaining a Company Culture(/academy/lesson/employee-

9:16

22 - Organizational Culture (/academy/topic/organizational-culture.html)


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socialization-maintaining-a-company-culture.html)Organizational Climate:Definition, Factors & Impacts onCulture (/academy/lesson/organizational-climate-definition-factors-impacts-on-culture.html)

7:04

Dysfunction in OrganizationalCulture: Institutionalization &Barriers (/academy/lesson/dysfunction-in-organizational-culture-institutionalization-barriers.html)

7:57

Ethical Culture and PositiveCulture in Organizations(/academy/lesson/ethical-culture-and-positive-culture-in-organizations.html)

8:28

Workplace Spirituality andOrganizational Culture(/academy/lesson/workplace-spirituality-and-organizational-culture.html)

8:12

Go to Organizational Culture(/academy/topic/organizational-culture.html)

23 - Organizational Change andOrganizational Behavior (/academy/topic/organizational-change-and-organizational-behavior.html)

24 - Managing Workplace Stress(/academy/topic/managing-workplace-


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