Scientific Management
A
critical discussion into scientific management advocated by F.W. Taylor and the
contributions of Henri Fayol’s administrative management theory.
Fabrice Tshiyoyi Banyingela
Your student ID number: R2308D16950940
Module Name: Theories of Management
Module code: UU-MBA-712-ZM
Date: 11 February 2023
Scientific Management, also called Taylorism,
is a theory developed by Frederick Winslow Taylor in the early 20th century to
enhance economic efficiency, particularly labor productivity for
maximum prosperity. It uses scientific methods to make decisions and address
organizational problems, focusing on rational decision-making, worker
selection, training, and close cooperation.
Taylor
created principles that use scientific
methods to find the most efficient way for workers to complete tasks.
First, developing a science for each element of work that emphasizes
that work performance should be scientifically decided through finding the best
method, determining normal work time and output, ensuring fair work conditions,
and setting work standards.
Second, Frederick W. Taylor
developed worker selection procedures to prevent errors, ensure job fit, and
provide development opportunities for future skills, value, enthusiasm, and
commitment.
Third, close cooperation
between workers and management promotes harmony, openness, and standardization.
This principle requires both parties to recognize the importance of each other.
Hence distributing work and responsibilities rationally.
Fourth, Taylorism clarifies
the division of responsibility between management and workers, with management overseeing
planning, organizing, and decision-making, and workers executing work according
to instructions. This principle promotes maximum organizational goals through
mutual coordination and cooperation.
Fifth, A mental revolution
principle refers to a significant shift in the mindset of both employers and
employees. Taylor suggested that workers should not treat managers as their
enemies and must cooperate in performing organizational tasks. Similarly,
managers should not suspect the loyalty and integrity of workers and allow them
participation in management and profit sharing (Chen & Hitt, 2019).
Lastly, the principle of maximum prosperity aims to
ensure maximum prosperity for both the employer and each employee through
collaboration, trust, and role specialization. This leads to higher profits and
a sense of belonging.
Taylor
suggested several techniques to enhance the application of scientific
management principles, including the use of important techniques (Oberoi,
2016). A few of them such as: (1) time study measures average worker time using
stopwatches to figure out standard output for a fair day's work. (2) Motion
study finds the best method for performing the job by observing a worker's
movements to identify and eliminate unnecessary movements. (3) Standardization
introduces high-quality trade tools, raw materials, and workplace conditions,
ensuring worker efficiency and preventing compromises that could negatively affect
productivity. (4) Taylor proposed functional foremanship to enhance worker
supervision by dividing planning and executing functions into eight specialist supervisors.
Four supervisors were assigned to each department, while others were
recommended for speed, gang, repairs, and inspection, resulting in dual
multiple subordination. (5) Taylor's differential piece-rate plan is a wage
system that differentiates between efficient and inefficient workers,
motivating them to produce higher output levels. It uses two-piece rates, with
one higher rate for workers producing the standard output or more and the other
lower rate for those producing less.
Taylor's
scientific management theory offers many benefits, including enhanced
production, cost reduction, better quality products, increased wages, and
harmonious labor-management relations. Taylor's theory also promotes
cooperation and trust between labor and management, fostering a “mental
revolution” for improved productivity and product quality. However, it has been criticized for limiting worker input, disengaging
them, and time-consuming, putting unnecessary pressure on employees,
leading to exploitation, and overlooking their social and personal motivations.
They are seen as mechanistic and dehumanizing, focusing primarily on
productivity and profitability, neglecting the holistic well-being of workers
which may lead to boredom, monotony, frustration, and demotivation, and may not
foster a strong trade union movement.
On the other hand, Henri Fayol's
administrative management theory is a comprehensive framework that emphasizes
organizational structure, clear communication, and leadership in all
organizations. In his Journal of
Management History, Michael J.
Fells wrote that “Fayol argued that all industrial undertakings precipitate
activities that can be categorized into six groups: technical,
commercial, financial, security, accounting, and managerial.” He believed that these activities
were adequately addressed by business units, but the latter was not receiving
sufficient attention. This emphasizes the necessity for improved business
operations through five fundamental functions of a manager: (1) planning, (2) organizing,
(3) commanding, (4) coordinating, and (5) controlling. These constituted his
“rules of administrative doctrine” (Brodie. 1967). According to Fayol, besides special knowledge and
experience, a manager must be physically, mentally, and morally fit to show a
solid foundation for effective management. And this can only be achieved
through Fayol’s 14 principles of management:
(1) division of work suggests that assigning specific tasks to
employees leads to increased efficiency and skill, unlike a multi-tasking
culture where multiple tasks are assigned simultaneously. (2) Parity of authority and
responsibility are given to managers to make decisions, while (3) discipline
encourages employees to follow rules and procedures. (4) Unity of command
ensures order and stability within the organization. (5) Unity of
direction brings a comprehensive plan for a group of activities with the same goal,
aiming to achieve harmony and alignment towards organizational goals. (6) Subordination of individual interests prioritizes the organization's
interests over personal interests. (7) Fair remuneration encourages motivation
and loyalty. (8) Centralization and decentralization ensure consistency and
control, while a (9) scalar chain ensures proper decision-making. (10) Order
helps keep a clean, organized, and safe work environment. (11) Equity promotes
fair treatment of all employees, and (12) stability of personnel tenure ensures
employees are not constantly changing. (13) Initiative encourages employees to
take initiative and be initiative-taking in their work. And (14) Esprit-de-Corps
promotes team spirit, encouraging employees to work together towards common
goals, preventing conflicts and dissensions that can harm an organization and
individual employee interests.
Taylor's
scientific management and Fayol's administrative management are distinct
approaches to management, each with its own principles. Taylor's scientific
management focuses on operational efficiency and productivity, while Fayol's
administrative management focuses on the overall management process and
functions at the top level. Both approaches have made significant contributions
to management, with Taylor's approach being more specific to the operational
level and Fayol's principles being universally applicable across all levels.
Both approaches provide a comprehensive understanding of management theory and
practice. Fayol’s administrative management theory
follows a top-down approach, while Taylor’s scientific management theory
focuses on improving operations efficiency. Fayol's principles are still
relevant today as businesses utilize them to enhance resource efficiency and
leadership effectiveness.
Considering
all this, Fayol and Taylor's management theories aim to enhance organizational
efficiency and reduce costs and productivity. Taylor's scientific management
assigns manageable tasks to workers, then monitors and evaluates their
performance, while Fayol's administrative management emphasizes
overall organizational functions and suggests five fundamental ways for
management and workers to manage and plan production.
References:
Luman (n.d.). “Scientific Management Theory”. Luman.
https://courses.lumenlearning.com/wm-introductiontobusiness/chapter/scientific-management-theory/. Accessed 11 Feb. 2024
Chand
M. (n.d.). “6 Main Principles of Scientific Management – Discussed!” Your
Article Library.
https://www.yourarticlelibrary.com/scientific-management/6-main-principles-of-scientific-management-discussed/27896. Accessed
11 Feb. 2024
Michael
J.F. “Fayol stands the test of time.” Journal of Management History. Vol.
6
No 8, 2000, pp.345-360
Testbook (2023). “Difference Between Fayol and Taylor's
Theories of Management”.
Testbook. https://testbook.com/key-differences/difference-between-fayol-and-taylor-theories-of-management . Accessed 11 Feb. 24
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