SCIENTIFIC MANAGEMENT: ITS CONTENT AND MAIN SCIENTISTS

Scientific management theory originated with the industrial revolution in the late 19th century. At that period managers of organizations began seeking ways to better satisfy customer needs.

Scientific Management theory arose in part from the need to increase productivity. In the United States especially, skilled labor was in short supply at the beginning of the twentieth century. The only way to expand productivity was to raise the efficiency of workers. Therefore, Frederick W. Taylor, Henry L. Gantt, and Frank and Lillian Gilbreth devised the body of principles known as scientific management theory. The core ideas of the theory were developed by Frederick Winslow Taylor in the 1880s and 1890s, and were first published in his monographs Shop Management (1903) and The Principles of Scientific Management (1911).

Scientific management is often called Taylorism; the terms are often considered synonymous. A discerning view considers Taylorism as the first form of scientific management, which was followed by new iterations. Taylor's own early names for his approach included "shop management" and "process management".

So, briefly to tell, scientific management is a theory of management that analyzes and synthesizes workflows, with the objective of improving labor productivity.

Main purpose: the systematic study of the relationships between people and tasks for the purpose of redesigning the work process for higher efficiency.

2. FREDERICK TAYLOR’S SCIENTIFIC METHOD

Frederick Taylor is known as the “father of scientifc management.” Taylor began work at the age of 18 as an apprentice to a pattern-maker, and as a machinist. He later joined the Midvale Steel Company as a laborer rising in eight years to chief engineer. During this period at the steel mill he performed exhaustive experiments on worker productivity and tested what he called the “task system,” later developing into the Taylor System and eventually progressing into scientific management. His experiments involved determining the best way of performing each work operation, the time it required, materials needed and the work sequence. He sought to establish a clear division of labor between management and employees.

Taylor’s task management methodology rests on a fundamental belief that management, the entrepreneurs in Taylor’s day, were not only superior intellectually to the average employee, but had a positive duty to supervise them and organize their work activities. This would eliminate what Taylor called “the natural tendency of workers to soldier” on the job.

In 1911 a paper Taylor originally prepared for presentation to the American Society of Mechanical Engineers was published as The Principles of Scientifc Management. Taylor positioned scientific management as the best management approach for achieving productivity increases. It rested on the manager’s superior ability and responsibility to apply systematic knowledge to the organizational work setting.

Taylor believed that if the amount of time and effort that each worker expended to produce a unit of output (a ﬁnished good or service) could be reduced by increasing specialization and the division of labour, then the production process would become more efﬁcient. Taylor believed that the way to create the most efﬁcient division of labour could best be determined by means of scientiﬁc management techniques, rather than intuitive or informal rule-of-thumb knowledge.

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