OT

• Magnum opus: " The Principles of Scientific Management" (1911)
• Founder of "Scientific Management" (Taylorism)

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1. point out the great loss which the whole country is suffering from inefficiency in almost all of our daily acts
2. To try to convince the reader that the remendy for this inefficiency lies in systematic managment, rather than in searching for some unusual or extraordinary man.
3. To prove that the best management is a true science, resting upon clearly defined laws, rules, and principles as a foundation. And further to show that the fundamental principles of scientific management are applicable to all kinds of human activites, from simplest individual acts to the work of our great corporations.

1. Realization of efficiency levels of labour similar to those of machines
2. Optimization of the intensity of labour
3. Prevention of shrinking and "soldering"

Experiments

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1. Workers are lazy by nature and solely seek to enjoy themselves
2. Happiness is solely achieved through consumption
3. Financial rewards are the most importatnt means of promptiong workers to work
4. Since (1) and (2) are in contradiction with each other, human beings need discipline
5. Since average workers do not understand the necessity of discipline, rules need to be imposed upon them
6. Engineers are capable of defining such rules, because assumptions (1) - (5) do not apply to them

Entire knowledge about work processes possessed by the workers

→ Basis for shirking and "soldiering"

→ Knowledge based on dubious "rules of thumb"

• Systematic collection of workers' knowledge by the management
• Systematic evaluation of that knowledge through experiments
• Systematic division of work
  • Workers: manual work
  • Managers (specialists): analysis and coordination of work based on "scientific" methods (experiments)

1. Planng Department
2. Production Department

Planning foremen: route clerk, instruction card clerk, time and cost clerk

Production foremen: gang boss, speed boss, repair boss, inspector, shop disciplinarian

1. Division of tasks into elementary tasks
2. Identification and elimination of unnecessary activities
3. Identification of the mannes in which the most skilled workers perform the elementary tasks and timing of the fastest and most efficient mannor (stop watch)
4. Documentation of the elementary tasks and the respective time necessary
5. Extra time for
   1. Disruptions
   2. Learning
   3. Recreation

wage according to time or pieces accomplished

• definition of a specified work task
• payment of a fixed bonus if task is accomplished and reduction of bonus if not

• Tests as part of the recruitment process
• Self-selection of workers with regard to task-and-bonus system
• Work allocation according to abilities and skills
• Systematic development and training of workers

→ Creation of "first-class" work force

• Increase in productivity through "Scientific Management" meets the interests both of managers and workers, if surplus is shared
• "Scientific Managers" take control over production process

→ Transformation of the "management-labor conflict" into "management-labor cooperation"

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Optimization of assembly-line technology (inspired by Taylor's theory)

Ford's Vision:
"I will build a car for the great multitude. It will be constructed of the best materials, by the best men to be hired, agter the simplest designs that modern engineering can devise. But it will be low in price that no man making a good salary will be unable to own one."

1. Work comes to Workers
2. Standardisation

• Optimization of the layout of work stations in order to minimize distance between them
• Use of slideways, so workers do not have to move
• Use of slideways to determine working pace

• Reduction of the range of products (one model, one colour)
• Increasing precision in the manufacturing of component part

• Reduction of the average work step
• Reduction of production time per car
• Reduction of working hours to 8 h, simultaneous doubling of wages
• Price reduction per car

Real causes of increased productivity disputed!
Increases in productivity partly observed already before the implementation of the assembly line.

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• Merely small number of larger companies with mass production at that time
• Resistance against "inflation" of the middle management
• Resistance of industrialists (and existing middle management) against loss of power on behalf of the new "scientific manager"
• Introduction of Taylorist principles considered too costly and time consuming
• Opposition from unions and industrial disputes

• Propagation of Taylorism by Lenin as appropriate form of management for the socialist state
• Increasing popularity of Taylorism through Fordism
• Still today many management concepts based on Taylorist approach (CIM, Reengineering)

1. Management-labor coorperation
2. Time and motion study
3. Standardization
4. Task
5. Bonus
6. Management training
7. Scientific selection

Accepted: partly

Manifested in (outgrowth): Greater management-labor cooperation (but conflict not eliminated)

Accepted: yes

Manifested in (outgrowth): Widespread use; standard times

Accepted: yes

Manifested in (outgrowth): Standardization proccedures in many spheres; human engineering

Accepted: yes

Manifested in (outgrowth): Goal setting, MBO, feedback

Accepted: increasingly

Manifested in (outgrowth): proliferation of reward system, Scanion Plan

Accepted: yes

Manifested in (outgrowth): Management responsibility fo employee training

Accepted: yes

Manifested in (outgrowth): development of industrial psychology and personnel management