topic 1 scientific management-230212 071838

8/2/2019 Topic 1 Scientific Management-230212 071838

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Management Gurus & Quality

Topic 1

Scientific Management
http://www.unitar.edu.my/


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to enable learners to understand the lives,philosophies, ideas and contributions of ScientificManagement Gurus and Thinkers.

to enable learners to assess and evaluate theimportance and impact of those ideas inorganizations and society.

to enable learners to relate the ideas to othermanagement gurus from other disciplines ofknowledge.

to enable learners to apply the best and the mostrelevant concepts formulated by management gurusand thinkers in behaviors and practices in dailylives.

The Objectives


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Historical Foundations

1911: Scientific ManagementFrederick W. Taylor

1919: Toward a Theory of AdministrationHenri Fayol

1922: BureaucracyMax Weber

1925: Observations on Organizations andManagementMary Parker Follett


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Historical Foundations (Cont.)

1934: The Functions of the ExecutiveChester Barnard

1939: The Hawthorne StudiesElton Mayo

1960: Theory X and Theory YDouglas McGregor

1995: The Twentieth Century'sManagement GuruPeter F. Drucker


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Classical SchoolThe Classical school of thought began around 1900 and

continued into the 1920s. Traditional or classicalmanagement focuses on efficiency and includesbureaucratic, scientific and administrative

management.Bureaucratic management relies on a rational set of

structuring guidelines, such as rules and procedures,

hierarchy, and a clear division of labor.

Scientific management focuses on the "one best way"to do a job.

Administrative management emphasizes the flow of

information in the operation of the organization.
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SHB20346

?????

What did Industrial Revolution do

for management, production &business?


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Industrial Revolution

Machine power replaced human power

More economical to manufacture goods

Moved manufacturing from homes tofactories

Lead to..


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Industrial Revolution

Mass production

Reduced transportation costs (rapid

expansion of the railroad) This lead to

Big corporations

Rockefeller & Standard Oil monopoly Carnegie Steele


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SHB20349

The IR Lead to phases of

management theory..

1. Classic Management (Scientific,Bureaucratic & Administrative)

2. Human Relations

3. Quantitative Management

4. Organizational Behavior

5. Emerging/contemporary theories


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Classic Theories

Created to establish rational principles thatwould make organization more efficient

Focused on technical efficiency

2 approaches


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Classic Theories

2 approaches

1. Scientific Management

One best way

Efficiency is key

Individual focus

2. General Administrative Management Perspective of the entire organization

What are good management practices


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Classic theoriesScientific Theorists

Taylor

Henri Gantt

Frank & Lilian Gilbreth

Administrative Theorists

Fayol

Weber


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Scientific Management Theory (1890-1940)At the turn of the century, the most notable

organizations were large and industrialized.

Often they included ongoing, routine tasks that

manufactured a variety of products.

The United States highly prized scientific and

technical matters, including careful measurement andspecification of activities and results.


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Management tended to be the same. Frederick

Taylor developed the :scientific management

theory which espoused this careful specification

and measurement of all organizational tasks.

Tasks were standardized as much as possible.

Workers were rewarded and punished.

This approach appeared to work well for

organizations with assembly lines and other

mechanistic, routinized activities.

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The principal object of management should be to secure

the maximum prosperity for the employer, coupled with

the maximum prosperity for each employee.

Quotation from the opening paragraph of

Frederick W. Taylors The Principles of Scientific

Management:

Sets the underlying tone and philosophy of Scientific Management

Scientific Management: Frederick W.Taylor (1911)


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Management and labor of that period hadan aggressive relationship

Management wanted as much output aspossible from labor at the lowest possiblecost

Workers tried to protect their interests bynot working too hard

Neither side felt cooperation could lead tomaximum prosperity for both groups

Scientific Management (cont.)


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Management and labor viewed their goalsas mutually exclusive

Management: maximize profits Labor: maximize wages

Taylor felt his system of ScientificManagement could maximize both goals

Four principles underlie the approach



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Scientific Managements principles Carefully study jobs to develop standard

work practices. Standardize workers tools

Scientifically select each worker

Cooperation of management and workersto ensure work is done according tostandard procedures

Management plans and makes taskassignments; workers carry out assignedtask


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SHB203419

Frank (1868-1924)


Lilian (1878-1972) Gilbreth


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Frank & Lilian Gilbreth Disciples of Taylor

Studied work arrangements to eliminate

wasteful hand & body motions Bricklaying from 18 to 4.5 motions

Experimented with the design & use of propertools & equipment to optimize work

performance

First to use motion picture film to study hand &body motions



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Frank and Lillian Gilbreth emphasized method byfocusing on identifying the elemental motions inwork, the way these motions were combined toform methods of operation, and the basic time eachmotion took.

They believed it was possible to design workmethods whose times could be estimated inadvance, rather than relying upon observation-based time studies.

Frank Gilbreth, known as the Father of Time andMotion Studies, filmed individual physical labormovements.



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This enabled the manager to break down a job into

its component parts and streamline the process.

His wife, Lillian Gilbreth, was a psychologist and

author of The Psychology of Work.

In 1911 Frank Gilbreth wrote Motion Study and in

1919 the couple wrote Applied Motion Study.

Frank and Lillian had 12 children. Two of their

children, Frank B. Gilbreth, Jr. and Ernestine

Gilbreth Careyone, wrote their story, Cheaper by

the Dozen.

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One of Frank Gilbreth's first studies concerned

bricklaying. (He had worked as an apprentice

bricklayer.)

He designed and patented special scaffolding to reduce

the bending and reaching which increased output over

100 per cent.

However, unions resisted his improvements, and mostworkers persisted in using the old, fatiguing methods.



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The Gilbreths believed that there was one best wayto perform an operation. However, this "one bestway" could be replaced when a better way wasdiscovered.

The Gilbreths defined motion study as dividing workinto the most fundamental elements possible,studying those elements separately and in relation toone another; and from these studied elements, when

timed, building methods of least waste.



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They defined time study as a searching scientificanalysis of methods and equipment used or plannedin doing a piece of work, development in practicaldetail of the best way of doing it, and determination

of the time required.

The Gilbreths drew symbols on operator charts torepresent various elements of a task such as search,

select, grasp, transport, hold, delay, and others.

They called these graphical symbols "therbligs"(Gilbreths spelled backwards).

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Henri Gantt(1861-1919)



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Henri Gantt Production efficiency most important concern of

management.

Production goals & quotas set (piece-work)

Task and bonus wage system

Bonuses set for exceeding quota employeeside of the theory

Gantt Chart



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Gantt chart example

http://en.wikipedia.org/wiki/Image:GanttChartAnatomy.pnghttp://www.unitar.edu.my/


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Henry Gantt developed the Gantt chart, which isused for scheduling multiple overlapping tasks overa time period.

He focused on motivational schemes, emphasizingthe greater effectiveness of rewards for good work(rather than penalties for poor work).

Henri Ganttcontd

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He developed a pay incentive system with a

guaranteed minimum wage and bonus systems for

people on fixed wages.

Also, Gantt focused on the importance of the

qualities of leadership and management skills in

building effective industrial organizations.

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topic 1 scientific management-230212 071838

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