Scientific Management: F. W.

Taylor

Paper: Perspectives on Public Administration

Lesson: Scientific Management: F. W. Taylor
Lesson Developer: Dr.B. R. Mohanty
College/ Department: S.G.T.B. Khalsa College

Institute of Lifelong Learning, University of Delhi

Table of Contents
1.Introduction
2. Emergence of Taylor’s Theory
2.1 Necessity in Administration
2.2 Taylorism
3. Fundamentals of Scientific Management
4. Objectives of scientific management
5. Basic elements of Scientific Management
6. Principles of Scientific Management
7. Significance of Scientific Management in Public Administration
8. Techniques of Scientific Management Theory
8.1. Functional Foremanship
8.2. Motion Study
8.3. Time Study
8.4. Differential Piece Rate Plan
8.5. Exception Principle
8.6 Other Mechanisms
8.7 Soldiering
8.8 Intellectual Revolution
9. Neo-Taylorism
10. Assumptions of Scientific Management
11. Criticism
12. Summary

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13. Question-Answers
14. Glossary
15. Bibliography

1.Introduction

The ‘Science of Management’ was evolved during the second stage of development of public
administration as a separate study. It was developed to rectify the problems of the
controversy between politics and administration. The priority was given to efficiency in
replacing the general aspect of the traditional public administration. At this stage, efforts
were made to explain firmly the boundaries of a new discipline called ‘management’. Public
administration was being merged into this new discipline. Thus, Scientific management, to
efficiently handle the ‘business’ or organization’ became the new theme.

Scientific management theory was one of the first organized theory in the development of
administrative management. The theory was added in the conventional dimensions of
management. The approach was being treated as original and old established school of
thought of management. The approach highlighted the rise in the effectiveness of the
working conditions of the workers in factories.

F W Taylor

3
Source
:https://upload.wikimedia.org/wikipedia/commons/thumb/b/b7/Frederick_Winslow_Taylor.J
PG/220px-Frederick_Winslow_Taylor.JPG

Born March 20, 1856 Philadelphia, Pennsylvania, U.S.

Died March 21, 1915 Philadelphia, Pennsylvania, U.S.

Known for "Father" of the Scientific management & Efficiency

Movement, Father of Industrial Engineering

Parent(s) Franklin Taylor , Emily Annette Winslow

Awards Elliott Cresson Medal (1902)

The foundations scientific management theory was laid down by Fredrick Winsaw
Taylor(1856-1915). Taylor evaluated the process of management of organizations in a
very scientific way. This was done to find out the most useful way of doing work in factories
or organizations. He called this as ‘one-best-way’ of doing work. Taylor developed this
theory to analyse workflow process scientifically in order to improve labor productivity.
Hence he was considered as the proprietor of scientific management’. 1

2. Emergence of Taylor’s Theory

Though F W Taylor originally conceptualized and devised the scientific management theory
of management, the term ‘scientific management’ was not invented by him. Another famous
thinker Louis Brandies invented the term ‘scientific management’ in 1910. Later, in the last
half of the 19th century , F W Taylor worked on this concept and created this novel and
logical theory. This theory was aimed at proper and efficient administration of factories and

1
Rumki Basu, Introduction to Public administration, Sterling Publishers Pvt. Ltd. , 1990, pp-74-5.

4
organizations. Many predecessors of Taylor such as Henry R. Towne, Charles Babbage,
Henry Metcalfe and Fredrick Halsey also used some scientific management methods but it
was Taylor who gave them a general framework so that they could become widely available
and accepted. Taylor also gave a right justification for the use of scientific methods in
administration. Thus, he was among the few people responsible for cutting out management
as a very special and separate entity, and also amalgumimg management and
administration of organizations. So, he is rightly considered as ‘father of scientific
management’.
2.1 Necessity in Administration
When the industrial revolution of the western society reached its peak at some point of the
late half of the nineteenth century, its faults and deficiencies started coming out. This was
the phase when very quick development and expansion of commerce and industrialisation
happened in Europe and western world. This also led to creation of new troubles in different
sectors of industrialization. The work atmosphere in the organizations became disorganized.
The coordination between the workers and the management lost its harmony. The disparity
between the two levels was quite evident. There was lack of uniformity in the selection of
work methods, apparatus and techniques. Neither these were properly planned nor they
were successfully implemented. Most of the time, it was left to the decisions of the
employees themselves. It led to inefficiency in the industry. There was a huge requirement
to augment output in the industries. This required a more coherent approach in order to
solve the basic managerial problems. Rapid industrialization had integrated approach to a
new managerial class who were being called upon to face new problems not come across
earlier. It was largely to accomplish this want and locate ways to hoist engineering
efficiency led Taylor to invent the theory of science of management. He developed the
scientific analysis of organisational problems in order to increase the efficiency of the
workers. He realized the ground realities of the situations of an industry and working
conditions of the workers. He laid the foundation of scientific management in administration.
Taylor attempted to promote acceptance of methodical technique in manufacturing
processes and administration, to encourage effectiveness as well as competence.

He was apt in confronting the consequences of the industrial revolution particularly

managing the administration in a better way. This required the best possible use of the
obtainable assets. Taylor was of the idea that organisations should follow an innovative
system of administration to increase the production and competence along with a boost to
the economy. The hypotheses Taylor followed were very meticulous and systematic. They
were based on direct testing and surveillance of work methods in the industrial
environment.

2.2 Taylorism

5
 Taylor opined that approaches of management
should change and the manner of change could only
be determined by scientific study.

thus, the term ‘Scientific Management’ was

developed.

Taylor suggested that decisions based on rules of

thumb and tradition be replaced with precise
procedures developed after careful study of individual
situations

Scientific management is also referred as Taylorism because Taylor was the main force
behind the systematic implementation of scientific routine in industrial management as well
as the work procedures. This was done in order to augment efficacy in both industry and
economy.
Taylor’s association with the growth of scientific management as a routine can be traced
from his numerous writings. Some of his famous books are The Principles of Management
(1911),The Art of Cutting Metals (1906), Shop Management (1903) and A Piece Rate
System(1895) among others.
The other major contributors to the growth of scientific management approach were Frank
Bunker Gilbreth, Lillian Moller Gilbreth, Henry Lawerence Grantt, Sanford E. Thompson,
Harrington Emerson, Carl G. Barth, Morns L. Cooke and Horace K. Hathaway etc.
Taylor began his career as a trainee in a small machinery making shop in Philadelphia, USA.
Later he was promoted to the position of a machinist foreman, and then he became
interested in improving methods of work and efficiency of the organization. Taylor laid

6
priority on standardization, planning, and stepping up human effort at the employee level,
with his realistic and pragmatic concern for efficiency. He was eager to discover ‘the one
best way’ of doing the tasks scientifically, meant for increasing the output of the
organization. He opined that, increased productivity, would benefit employer and employee
alike, and in this process bring about a 'mental revolution.' 2
According to Taylor’s viewpoint, if the diligent efficiency of employees were increased, the
earnings would also increase for both employee and the employers. Thus, using scientific
techniques could solve the inconsistencies between the labour and the capital.
3. Fundamentals of Scientific Management Theory
The key hypothsis of Taylor’s scientific management Theory is that the foundation of
management is devised on comprehensive, precise and clear rules and regulations. Its
ideologies have general widespread applicability for all organizations and industries. Thus it
should be given rank of a proper science stream. According to Taylor, "management is a
true science, resting upon clearly fixed laws, rules and principles, as a foundation". 3 He
argued that management is comprised of some universal set of collective principles which
have applicability in all types of organizations. He said that, “the same principles can be
applied with equal force to all social activities: to the management of our homes; the
management of our farms; the management of the business of our tradesmen, large and
small; of our churches; our Philanthropic institutions; our universities and our governmental
departments. 4

Scientific Management is important in making the administration more effective and self-
ruled. It is directly related to group activity. Ingenious scientific management becomes very
crucial to appreciate the objectives of a group with minimum expenditure of hard work ,
time and money. The Scientific management is used in referring to the group that comprise
of all those who have managerial accountability over others and includes the chief executive
of the venture. The Scientific management is also used as a means of referring to the
process of administering and controlling. The Scientific management is still a quite novel
theme. Its ethics and techniques of the management are still being explored by
management experts now.

Scientific management is concerned with the job gets done with ease along with maximum
productivity. Its functions are centerd on steering and planning the processes and
procedures which happens in organizations. Management of organizations scientifically is a
progression comprising of plans and determinate performance in order to achieve the goals
by the use of people. Generally these goals or tasks get the administration of the
organization puzzled, as it is the responsibility of the administration to show the maximum
result of the organization.
Scientific Management is an comprehensive term including the process of planning, policy-
making, co-ordination of activities, ethics , techniques as well as scheming the operations so
as to achieve the best possible results. Thus the purpose of scientific management can be
classified into two broad categories viz. Administrative management and Effective

2
. David Boddy, Management : An Introduction(second ed.) , Pearson Group, New York, 2002, pp-34-35.
3
Mohit Bhattacharya, New Horizons of Public Administration, Jawahar Publishers, New Delhi, 2000,pp 53-54
4
Ibid.

7
Management. Administrative management or administration is primarily concerned with
strategical decision-making. Those decisions can be changed as and when necessary but
within the broad structure of the business objectives. It also include preparing plans and
confirming the real practice of work with position to pre-determined administrative
principles. On the other hand Effective scientific management is concerned with the explicit
implementation of the plans, through the use of men, materials and equipments directed at
the desired results. It is concerned with the actual implementation of the plans, through the
employ of ' men, materials and equipments, directed at the most efficient fabrication of
necessary outcomes. In a nutshell, scientific management puts the administration as part of
management.

4. Objectives of scientific management

Value Addition –surf and know

Scientific Management

Thompson, C. B.. (1915). Scientific Management in Practice. The Quarterly Journal of

Economics, 29(2), 262–307. Retrieved from http://www.jstor.org/stable/1884960

The challenges of industrial revolution had urged the thinkers to build up new techniques of
management in order to increase the production and to promote efficiency with economy in
the industry. Because the industrial revolution has imposed optimal utilization of resources
in both ways human and material.
The most important objective of scientific management was to enhance the industrial
production through the use of scientific methods in order to solve the problems faced by the
managers as well as the modus operandi of the workers.

5. Basic elements of Scientific Management

8
Source: http://www.slideshare.net/adilah_husni/scientific-management-28512733,accessed
on 18 march, 2016

The correct meaning of scientific management connotes the appliance of science in

management practices. It includes involvement of scientific methods in the administrative
process instead of ‘rule of thumb’ method, to tackle the problems of administration. In other
words, Taylor’s hypotheses advocated use of definite logical method instead of trial and
error method to achieve the targets.
In effect, ‘science of management’ comprises of the following parameters:
(i) Scrutinizing and studying of each operation
(ii) Purpose of vocation
(iii) Selection and training of the workers to perform their jobs, and
(iv)To ascertain that work is done professionally as maximum as possible.
The Scientific Management prioritized rationality, inevitability, occupation and industrial
capability. It signifies on the plan and action of production processes at the 'shop' level of
the organization. On the other hand, scientific management deals with the crisis at the
‘shop’ level meaning the lowest level of an organization which is responsible for carrying out
the work in a persistent scheduled manner. 5 Thus, the focal point of scientific management
was rather slim, as it fundamentally concerted on the work done at the lowest level in the
association. The reason was to evaluate the dealings between physical aspect of labour with
the physiological temperament of the labourers or employees in order to ascertain the work
characterization.
In a nutshell, the basic elements of scientific management theory can be reviewed as
follows:
(a) Standardization of work methods and procedures
(b) Scientific selection and training of workers
(c) Equal division of work between management and the workers, and
(d) Mutual collaboration between the management and the workers
6. Principles of Scientific Management
Taylor developed the canons of scientific management as a blue-collar to management
practices, which may be underlined below-
1. Growth of a science for elementanisation of employee’s work
The purpose of this principle is to examine and analyse each component of the work given
to any employee. It also refers to calculate the time taken in doing the work as a whole or
its each part. According to him, this technique helps to decide the best way of doing the
task. It will also help in determining the standard output. This basic principle of scientific

5
F. W. Taylor, “The Principles of Scientific Management”, Scientific Management, Harper and Row, New York,
1947, p.79.

9
 management implies that application of scientific methods should replace rule of thumb
methods.

This principle recommends that the work assigned to any employee should be observed
and analyzed with respect to each element or part and the time involved in it. This should
be done to decide the best way of performing the work. It will also help in determining the
standard output. This basic principle of scientific management implies that application of
scientific methods should replace rule of thumb methods.
1. Selection, Training & Development of workmen scientifically

Taylor believed that selection of the workers should be done with utmost care as it is
necessary for efficacy in production. Taylor believed that workers should be selected with
due care because it is essential for effectiveness in production. The merit and expertise of
the worker should be integrative in the lines of need of the jobs in connection with the test
provided and interview conducted. Training should be given the employee in the industry
for the assigned work. Effective training should be organized in order to develop the
managerial skill in the industry.
2. Amalgamation of ‘Science of Work’ and ‘Scientifically Trained Employee’

Taylor opined that there should always be a motivating force for the employees, so that
they can perform their job impeccably. This motivation will always prevent them to go back
to their previous style of working. He viewed that it is the whole responsibility of the
administration to get the workers inspired by somebody. According to Taylor, the workers
always been eager to lend their hands to the administration, but the disagreement generally
happens from side of the administration, which negatively affect the work atmosphere.
Hence, both the sides should blend together to get the maximum result. This process of
merger of both administration and the technically selected and trained people results in the
‘mental revolution. 6

4. The Division of Work and Responsibility Between Management and Workers :

According to the old conventional theories of administration, the division of labour between
the worker class and the management was unequal. The worker class always held more
responsibility for work whereas the administration and the management had lesser duties.
But Taylor’s proposition advocated equal distribution of division of labour between the
worker and the management, which builds an perceptive and give-and-take relationship
between both the classes . As both the parties share equal responsibility, it also builds up a
reciprocal trust between them. There will also be constant and intimate co-operation
between them.

However, the combination of all of these four basic principles together constitutes the
backbone of the scientific management. This is popularly known as the 4-principles of
scientific management.

6
F. W. Taylor, “The Principles of Scientific Management”, Scientific Management, Harper and Row, New York,
1947, pp-127-29.

10
Value Addition- surf and know

Understanding scientific management better

Rao, M.. (1960). SCIENTIFIC MANAGEMENT IN RETROSPECT. The Indian Journal of Political
Science, 21(1), 9–24. Retrieved from http://www.jstor.org/stable/41852088

7. Significance of Scientific Management in Public Administration

Scientific management was a path-breaking and sensible concept viewed in the context of
its own times. It brought a drastic change in the whole approach to industrial management.
The usage of scientific management approach revolutionized the administration and
management in a number of ways. These are
(a) the wastage of human and material resources was nearly minimized, effecting a
better and efficient utilization of labour and material.
(b) It helped in the standardization of work procedures and improvement of working
conditions in factories.
(c) Labour was greatly benefited by higher wages, better placements and training,
limiting of working hours and the general improvement in working facilities.
(d) The scientific management movement provided effective guidelines to the
management to develop an effective organization.
Taylor emphasized on five basic postulates of management-namely
i. research,
ii. standards,
iii. planning,
iv. control, and
v. mutual collaboration between labour and management, to bring about the
best in any organization.
Reinhard Bendix in his book "Work and Authority in Industry" says that, "by maximizing
the productive efficiency of each worker, scientific management would also maximise the
earnings of workers and employers. Hence, all conflict between capital and labour would be
resolved by the findings of science." 7
Taylor and his contemporaries like Frank, Gilbreth and Grantt attempted to analyse
the objectives of scientific management in their respective writings and started in
spreading the themes of science of management across the globe. These writings
had insightful impact on industrial structures and practices in the U.S.A, Europe,
and Soviet Union.

7
Reinhard Bendix, Work and Authority in Industry, John Wiley & Sons, New York, 1956, pp275-277.

11
Ira Skarkansky, has put a lot of emphasis on importance of scientific management on
public administration.

According to her , “ some agencies applied its principles to mail-sorting and other such
repetitive tasks. Thus, the time-motion study entered the portfolio of the public manager. In
more subtle ways, the widespread adoption of 'human engineering' in private industry
spread to the public sector and influenced the ways in which organizations were designed
and managers trained. The principle of hierarchical management and the consequent design
of government departments into neat pyramids with precise chains-of-command drew on
the precepts of scientific management. Even in dealing with middle and upper level
government administrators, there was acceptance of Taylor's view of an organization’s
member as a pliable instrument who would, given appropriate material inducement, perform
the assigned tasks. The employee was not seen as a variable personality having needs,
preferences, attitudes, and commitments, all of which must be considered by the
organization’s leaders. Those who designed government departments and trained their
managers were concerned with 'span of control' (i.e., how many subordinates a manager
could supervise) and with other principles of the 'one best way' for management; each
subordinate should have a single superior; there should be no division or responsibility.
These principles were far too simple to be actually supportive of precise recommendations.
To the credit of their creators, however, it must be said that the special studies undertaken
to investigate departments did recognize that subtle forces (many of them 'political')
operate in and around public bureaucracies.” 8

Scientific management had a distinct impact on administrative thought and practice in the
United States in the early parts of the 20th century. It became an integral part of not only
industrial enterprises and business establishments, but also government organisations. In
1910, the scientific management approach was noticeable in the establishment of the
Commission of Economy and Efficiency under President Traft. The recommendations of this
commission further popularised the scientific management movement. Later, President
Woodrow Wilson, who was a promoter of administrative efficiency through the democratic
philosophy and civil service reform, tried to synchronize efficiency with democratic
principles of government. Taylor's advocacy of the one best way to do
each work productive or managerial was regularly implemented in
industrial and governmental business and management. Thus, both taylorism along with
democratic principle comprised the twin elements of public administration in USA.

Further,Taylor’s scientific management also gained great significance in industrial

management in the Soviet Union. It is said that Lenin had insisted the industrial managers
to apply the principles of scientific management for increasing production as early as 1920.
Trough out the 1930s and 1940's great efforts were made to increase the productivity and
efficiency in Soviet Union by using the scientifical methods while managing the industries.

8. Techniques of Scientific Management Theory

8
Ira Sharkansky, Public Administration, Policy making in Government Agencies, 1978, p-200.

12
The techniques of scientific management may be regarded as the mechanisms which
facilitates application of the principles of scientific management. The techniques and
methods developed by Taylor for applying scientific management are as follows:
8.1. Functional Foremanship
Taylor had qualms about the efficacy of the ‘one-dimensional’ type of arrangement of
organization in which each employee is subsidiary to only one supervisor. Thus, he
postulated a new set up termed as ‘functional foremanship’ , which substituted the earlier
on-dimensional set up.
In the new system of functional foremanship each employee can take command from eight
immediate superiors whose ranks are closely related. This created a division of labour not
only among the employees but also among the bosses or supervisors in a positive and
definite manner. According to the new arrangement, out of the eight functional superiors,
four men kept in charge of planning while the other four remained accountable for execution
of each work.
The four superiors who held the execution division , were listed as
(i) crew supervisor
(ii) mending supervisor
(iii) the inspector, and the
(iv) speed supervisor

The other four planning department supervisors were known as

(i) time & fee subordinate
(ii) instruction card subordinate
(iii) work-order & route subordinate
(iv) shop-martinet subordinate
In the opinion of Taylor, the training skill and expertise of the foreman will become easier
and transparent in order to justify the above changing structure of the organization. The
functional division of the foreman would be firmly executed and established with the help of
proper coordination of the planning. In the words of Taylor, the virtues of a foreman in an
organization should be treated in terms of technical skill , expertise, integrity, value
judgement, health conditions, promotion of education, manual labour and its moral support,
and quality of life.

8.2. Motion Study

13
Source : commerceedu.wordpress.com/about/principles-of-management/techniques-of-
scientific-management/,accessed on 18 march 2016

Motion study is also a principle which has been enunciated by Taylor in order to study the
procedure of the work methods. It means the observation of all the ongoing motions which
constitute a specific work. This technique has been devised to frame rules for
standardization of work procedures. In other words, motion study is used to determine a
preferable work method with consideration to raw materials, tools and equipments, hand
and body motion etc.

8.3. Time Study

Source : commerceedu. wordpress.com/ about/principles-of-management/techniques-of-scientific-

management/
Accessed on 18 march 2016

Time Study is a device developed by Taylor which is being worked for the planning of a
large daily task. This technique of scientific management determines the time content of a
job in other words, how much time does a job takes to get-complete. Thus Time Study is
the fixing of appropriate time to complete task after the preferred way is determined.
8.4. Differential Piece Rate Plan

Taylor invented differential piece rate plan, based on the principles laid down by time study
& the motion study norms. He indicated that piece rates were beneficial in motivating
workers because they were direct and quick. Taylor thought the ‘pay by piece’ rate plans

14
were preferable to profit-sharing plans, because the profit-sharing plans required several
months to reward high performance. According to this defined rate plan, the employees
were paid a lower fee per piece till the standard fee. All the top-rated foreman performed
in this rate plan. This system put high premium on first-class performance. Indeed, that
was the only performance Taylor tolerated because he required that worker who after
training was unable or unwilling to produce at standard be discharged.
8.5. Exception Principle
The technique of the "principle of exception" is another significant step of scientific
management. Taylor suggested that every manager of a performance oriented organization
should be interested in extraordinary pieces, which meant brilliant things which are better
than the standard ones. According to him, by using this principle one can get rid of poor
performance. In other words by selecting exceptional items instead of standard items
definitely leads to better performance.
This principle says that, the reports of the managerial team should be reduced into
proportional outlines or gist showing only the exceptions on both good and bad lines. This
comparison must be drawn with the previous standards. This method will certainly help the
manager in deciding the growth of the organization. This principle is now known as the MBE
(management by exception).

8.6 Other Mechanisms

Apart from the above important techniques, the other methods devised by Taylor are
enlisted below-

• Standardization of all apparatus and machinery used in industry

• The desirability of a planning room or department
• The usage of slide rules and other analogous time saving apparatus
• The usage of instruction cards for the employees
• The scheme of bonus for works , which means every employee should get extra
premium or bonus for winning performance
• Mnemonic scheme es for categorizing manufactured products and instruments
used in industries etc.

8.7 Soldiering
In his dealings with the workers Taylor came across a tendency on their part to avoid work
and to restrict production. This habit of the workers, called soldiering, attracted Taylor's
attention, for he was determined to put an end to such restrictive practice. According to
Taylor the restriction of output is of two types. One is 'natural soldiering' and the other is
'systematic soldiering'.
Natural soldiering happens because of man’s urge to take it simple, not to over expert
himself. Thus, natural soldering springs from strictly internal causes. Correct things is a

15
difficult task and is inspired by employer in the factory. Taylor suggested that systematic
soldiering is practically universal. This thing is placed to keep the commander out of the
system and the amount of work can be adequately executed .In effect, the work in the
industry among the employee will not be questioned.

8.8 Intellectual Revolution

Taylor said that mental revolution is one of the devices for the workers in the factory.
Mental revolution signifies the practical aspects of the worker’s assignment in their routine .
The priority would be given that the effectiveness of the worker in their mental revolution.
Negotiation is possible on behalf of the proper functioning of the worker in an industry.
Scientific management does not exist without this great mental revolution on both sides.
“It is along this line of complete change in the mental attitude of both the sides, of the
substitution of peace for war; the substitution of hearty brotherly cooperation for contention
and strife; of both pulling hard in the same direction instead of pulling apart or replacing
suspicious watchfulness with mutual confidence; or becoming friends instead of enemies." 9
Taylor said that along this line scientific management must be developed.

9. Neo-Taylorism
Several other academicians and experts followed to work on the Taylor’s innovation on
scientific management approach. These people also explored this approach and added up
theory own assumptions and explorations. Frank and Lilian Gilbreth, Henry L. Gantt,
Harrington Emerson ,Morris Cooke etc attempted to analyze the prospects of neo-Taylorism
in their respective writings. They attempted to modify the theory of Taylor.

9
W. R. Scott and P. M. Blau., Formal Organisations , Chandler SanFransico, 1962, pp-103-106.

16
 Strengths of Taylorism
• First of its kind approach which explains very distinct divisions
between workers and managers.
• Its main Focal point is on the individual task management first at
worker level then at the managerial level.
• It is concerned with development of efficient production methods,
leading to increase in the output of the organisation.
• Considered as very pragmatic and systematic approach with scientific
analysis of work methods, procedures & tools.
• Early proponent of quality standards
• It includes direct reward mechanisms for workers rather than
pointless end-of-year profit sharing schemes
• Emphasises on time-based measuring which lead to improvement.

10. Assumptions of Scientific Management

There are three fundamental assumptions of scientific management, which Taylor had
made in his book. These are as follows:-
1. The first assumption enumerated that process of application of the mind of analysis to
organizational situations will improve performance. In other words, the application of
the methods of science to organizational problems leads to higher industrial efficiency,
observation, measurement, and experimental comparison are these methods.
2. The second assumption elucidates the relation of worker to his work. "There is primary
focus on work itself and not on the particular person doing the work. The good worker
is viewed as one who accepts orders, but does not initiate actions. The worker is told
how to do his job based upon scientific analysis of the job. The focus is at his basic
work - workers level typically in production shop". 10 Scientific management does not
emphases the integration and coordination of higher levels of the organization.
3. Scientific management assumes rationality in the classical sense. Each worker is
assumed to be classical 'economic man', interested in maximizing his monetary
income. The organization is seen as a rational instrument of production. The
complicated motivational, emotional and social actions and reactions of persons in
organizations are not emphasised.

11. Criticism

10
Rumki Basu,Introduction to Public Administration, Sterling Publishers, New Delhi, 1990, pp76-78.

17
The Scientific management is subject to many criticisms. It is opposed by both managers
and other employees. It was vehemently criticized in terms of replacement. Time motion
was criticized because of study procedures. Performance appraisal among the employee
was also heatedly criticized and commented. The labour union leaders also are fearing
with Taylor in saying that the application of the theory of scientific management may
have threat upon the working conditions of the labourers.The theory is misleading
because it does not signify the attachment of the workers scientifically with the
organization. Sheldon also commented the application of the theory of Taylor. The
theory is also misleading and termed as narrowly local and narrowly dated. It leads to
inhuman condition. It is also being questioned that the high wages with the employees.
It will not add the efficiency level of the worker in a factory.

Limitations of Taylorism(Scientific
Management)
• Considered to be mechanistic , which considers human as machines.
• Can create conflicts among labour or trade unions, that can result into
exploitation of workman.
• Not useful to deal with groups or teams.
• Gives very little chance for individual preferences or initiative.
• Exerts overemphasis on measuring. No attention for soft factors.
• Separation of planning function and doing
• Leads to Loss of skill level and autonomy at worker level.
• Not very useful in current knowledge worker environments

12. Summary

The contribution of Taylor to the study of scientific management is very much significant. It
is an important theory in public administration. It emerged due to the realization of the
problems faced by the workers in an industry. It was developed to increase the growth of
the efficiency among the workers. The application of scientific management is the landmark
movement in the field of administrative development. It is strictly applied for welfare of the
workers. The work ethics is being followed up in order to increase the motivational spirit of
the workers. This theory says the employer asks the subordinates for their opinion before
he makes any decision. He should respect their knowledge of operating problems and knows
that they may be able to suggest solutions that would not occur to him. This theory says
that the employer defines the limits and requests the group to make decision. The process
of policy formulation and implementation is the first important step in the theory of scientific

18
management. Policy is very much essential to the tasks of scientific planning and a course
of action. Scientific management furnishes the framework for plans in channelizing the
decisions. This theory is definite, positive and clear. It is understood for everyone in the
industry. It is also founded upon facts and sound scientific judgment. This theory is also
very much compatible with the public interest.
The most important features of scientific management are listed as follows:

(a) The separation of planning and execution was one of the basic
characteristics of Taylorism.
(b) The concept of functional foremanship was developed to highlight the
need for dividing the work of management so that each man at the
supervisory level would have as few functions as possible.
(c) The concept of Motion and time study is perhaps the best way to do a
work, and the standard time, to complete a task. Motion study is to
determine a preferable work method with consideration to raw materials,
tools and equipments, hand and body motion etc. Time Study is the fixing
of appropriate time to complete a task after the preferred way is
determined.
Taylor’s theory introduced a differential piecework plan of payment to encourage
workers to give their best efforts.

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14. Glossary

Administration It refers to the methods of running an

organization

Antagonistic Reflects active opposition towards something

Dexterity Skill in performing tasks, chiefly with the hands.

Foremanship An individual in charge of a particular

subdivision, cluster of workers, etc., as in an
industrial unit or the like.

Industrial The Industrial Revolution was the alteration to

Revolution new manufacturing progression in the period
from about 1760 to sometime between 1820 and
1840.
Management The organization and synchronization of
the actions of
business in order to achieve definite objectives.
Profit-sharing It totally depends upon the actual annual
productivity of the factory
Standardization Consistency or standardisation is the course of
mounting and put into practice technical
standards.
Workflow It refers to the proper arrangement of the work
procedure
Workman A man who carry out labor-intensive or
manufacturing labour for earnings.

13.Question-Answers
Long-type Questions
1. Discuss the role of Taylor in the development of Scientific management Theory?
2. What is Taylorism? Elucidate its basic principles elaborately?
3. Critically evaluate scientific management.
4. Discuss the contributions of Frank and Lillian Gilbreth to scientific management
theory?
5. Discuss Taylor’s approach of scientific management with special reference to its
principles, techniques and benefits?
MCP questions
1. The application of Taylor’s theory belongs to -----------------------
a) Classical theory
b) Empirical Theory
c) Ideological theory
d) Behavioural theory

Ans: (a)

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 2. Which of the following concepts are not the elements of Taylor’s Scientific
Management?
I. Rule of Thumb
II. Mental Revolution
III. Unity of Command
IV. Differential Piece rate plan
V. Time and Motion Study

Select the correct code:

(a) I, II and V (b) I, III
(c) I, II and III (d) I, IV and V
Ans:- (b)

3. Which of the following are the principles of ‘Scientific Management’?

(a) Development of a science of work
(b) Administration dilemma
(c) Collective Effort
(d) Conflictual approach

Ans: - (a)

4. The title “The Principles of Scientific Management” was developed by

(a) Nigro & Nigro

(b) Mayo

(c) Wilson

(d) Taylor

Ans:-(d)
5. Which of the following statements is false regarding the basic essence of scientific
management?

(a) Managers should make task assignments and set performance goals

(b) Scientific management contrasted with most views of management at the time.
(c) Scientifically select workers and give them standardized tools to do their job.

(d) Planning and completion of the work.

Ans (d)

6. The objective of Scientific management relates to which among the following?

(a ) Industrial efficiency of the worker
(b) Effective management of the charismatic authority
( c) Bureacratic behavior of the employee
( d) None of these

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Ans (a)

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Phillip J. Cooper et aI, op. cit..
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Serling Publishers, New Delhi, 1989.
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Weblinks:
1. https://www.marxists.org/reference/subject/economics/taylor/principles/notes.htm
2. https://www.mindtools.com/pages/article/newTMM_Taylor.htm
3. http://nationalhumanitiescenter.org/pds/gilded/progress/text3/taylor.pdf
4. http://www.jstor.org/stable/589888?seq=1#page_scan_tab_contents
5. http://study.com/academy/lesson/scientific-management-theories-principles-
definition.html

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