easier to teach

1. Concept of scientific management
It is an attitude and philosophy which is
concentrated in development and
application of problem solving approach.
Frederic Winslow Taylor and Henry Fayal
have given have given some basic
principles and known as the founder of
scientific management movement.

2. Scientific method
It involves with four activities
1. observation:-it concerns with making study and
investigation about the development of work according
to the plan.
2.measurment :-it concerns with the comparison of
actual achievement of work with the planned
performance.
3.Experimentaton:-it emphasizes on experiment and
research to solve the problems in different situation.
4.Interderence:-it involves in controlling and providing
suggestion guideline to the subordinate.

3. Frederick Winslow Taylor
• Father of scientific management
• Started carrier as mechanist in Midvale steel in
U.S.A
• Later, he became engineer
• Worked Bethlehem steel works
• Emphasis given to increase productivity
putting undue pressure to worker

4. Frederick Winslow Taylor’s principles of
scientific management
not a rule of thumb
not a discord
not individualism
of each person to maximum
efficiency
output
of responsibility between
management and workers
of management and workers

5. not a rule of thumb
• It helps to replace the old rule of thumb approach
• It consists of observation and analysis of each work
, determination of standard of work and to ensure
that work is to be done best possible way
• He focuses on research and study for new method of
management
• Time,motion,fatigue method research are
necessary

6. not a discord
• Harmony focuses on the unity of action while
discord means different approach
• Owners and workers have different interest
• Manage has to cope with the interest of both
to maintain unity, to avoid the difference in
work in any organization

7. not individualism
• The organizational objectives are
above than personnel objectives'
• To achieve it management and
workers involves in PODSCORB
• The feeling of all workers must
develop to achieve organizational
objectives

8. of each person to his
maximum efficiency and prosperity
• Workers should be selected on the basis of
organizational requirement
• Management should develop workers to
maximum prosperity.
• It leads to produce more and increase
efficiency
• Training ,guidelines education financial
incentives help to increase efficiency

9. output
• Taylor has given maximum
output instead of limited output
• It is necessary to prosper worker
,owner, society
• Maximum production ensures
more wages to worker , more
profit to owner

10. FOR YOU…..

11. of responsibility between
management and workers
• Managers must concentrate in planning
of the works and workers for
implementation of plans
• Managers must have clear vision for
work as well to define objective of
organization
• Workers should be divided among
subordinates to achieve objectives

12. of management and
workers
There must be mental revolution on part of
both management and workers.
No plan of management will succeed unless
there is feeling that they have to work hard.
Mental revolution and development of attitude
of hospitality and co ordination towards each
other is necessary to maintain best
friendship.

13. Limitations of scientific management
Focus of
mechanistic
approach.
Ignore human
relation
approach.
Employee feel
monotony.
More work load.
Lack of
initiation.
No focus
on group
work.

14. Criticism of Taylor
Owners - high cost, unsuitable for small
organization, time consuming method,
problem of over production
Workers-speeding up workers, loss of initiation,
reduction of employment, exploitation of
workers, weakens trade union
Industrial psychologists- mechanical approach,
one sided method, problem of monotony,
frustration, no best way of doing work

15. HENRY FAYOL
• BORN 1841
• FRENCH INDUSTRIALIST
• ENGINEER IN FRENCH MINING
COMPANY IN 1860
• MANAGING DIRECTORIN 1888
• BOOK ‘ADMINISTRATION
INDUSTRIELLE GENERATE’
IN 1916
• DEATH 1925

16. 14 Principles of Management of Henry
Fayol
Henry Fayol listed and reviewed fourteen principles
of management on the following aspects.
• Division of Work
• Authority and Responsibility
• Discipline
• Unity of Command
• Unity of Direction
• Subordination of Individual Interest to
General Interest
• Remuneration
• Centralization
• Scalar Chain
• Order
• Equity
• Stability of Tenure of Personnel
• Initiative
• Esprit de Corps

17. Division of Work
• He emphasizes the production of more and better
work with the same effort as the object of division
of work. He stresses that each change of work,
whether of the worker or the manager, brings in its
train an adaptation which reduces output. Whilst
advocating specialization and division of work as
the best means of making use of individuals and
groups of people, he warns that division of work
has its limits which must not be exceeded.

18. Authority and Responsibility
He explains authority as "the right to give orders and
the power to exact obedience". He distinguishes
between a manager's official authority which is derived
from his office and personal authority which is
"compounded of intelligence, experience, moral worth,
ability to lead, past services, etc." He observes
responsibility as a corollary of authority, as its natural
consequence and essential counterpart. An interesting
observation made is his stress on responsibility being
feared as much as authority is sought after which
requires the good leader to Infuse in persons around
him "courage to accept responsibility".

19. Discipline
He believes discipline is absolutely
essential for the smooth running of
business. The best means of establishing
and maintaining discipline are good
superiors at all levels, agreements as
clear and fair as possible, and sanctions
(penalty) judiciously applied.

20. Unity of Command:
Here he advocates that an employee
must receive orders from one superior
only for any action whatsoever.
Uneasiness is felt immediately when
two superiors wield their authority over
the same person or department. He
feels that dual command is a perpetual
source of conflict.

21. Unity of direction
This is explained as "one head and one plan for a
group of activities having the same objective". This
is essential for "unity of action, co-ordination of
strength and focusing of effort". Unity of direction
refers to "one head, one plan" whilst unity of
command emphasizes "one employee to have
orders from one superior only

22. Subordination of Individual
Interest to General Interest
The interest of one employee or group
of employees must not prevail over that
of the concern. He stresses that
although this is so obvious, it is lost sight
of because of ignorance, ambition,
selfishness, laziness and weaknesses. All
human passions tend to cause the
overlooking of the general interest.

23. Remuneration
Remuneration being the price of
services rendered by personnel,
should be fair and must, as far as
possible, afford satisfaction to
both the personnel and the firm.

24. Centralization:
He explains this as "everything which goes to
increase the importance of the sub-ordinate's
role is decentralization, everything which goes
to reduce it is centralization". A certain extent
of centralization or decentralization
automatically exists and it is more a matter of
finding the "optimum degree for the
particular concern".

25. Scalar Chain
He looks upon the scalar chain as "a chain of
superiors ranging from the ultimate authority to the
lowest ranks". Thus the line of authority is routed
via every link in the chain by all communications
which commence from or reach the ultimate
authority. This path is "disastrously lengthy in large
concerns, notably In governmental ones". One
should not depart needlessly from the line of
authority but it is even a greater error to stick to it
when detrimental to the business.

26. Order
The formula given here is "a place for
everything and everything in its
place" (for material things) and "a
place for everyone and everyone in
his place" (for human order). It is a
principle of organization for
arrangement of material things and
human beings. It is a must for both
material order and social order

27. Equity
“He feels that the head of the
business must strive to instill a sense
of equity throughout all levels of the
scholar chain". To evoke devotion
and royalty from the personnel, it is
necessary to treat them with
kindness. Equity results from
kindliness and justice.

28. Stability of Tenure of
Personnel
He feels that instability of tenure
constitutes the cause and effect of bad
management. Time is required for an
employee to succeed in his new work
assuming he possesses these requisite
qualities. He opines that often "a
mediocre manager who stays is infinitely
preferable to outstanding managers who
merely come and go."

29. Initiative
He stresses the need to encourage
and develop to the fullest extent
initiative or the "power of thinking
out and executing". He advocates
that the manager should even
"sacrifice some personal vanity" to
provide this satisfaction to his
subordinates.

30. Esprit de Corps
As "union is strength", harmony and
union among the personnel
constitute the great strength of a
concern. The dangers to be avoided
are a misguided interpretation of the
motto "divide and rule" and
misunderstandings caused through
poor communication.

31. DIFFRENCES BETWEEN FAYOL’S AND
TAYLOR’S PRINCIPLE
SN BASE OF
DIFFERENCE
FAYOLS PRINCIPLE TAYLORS PRINCIPLE
1 Orientation It analyses top level
management tasks
Problem solving base
2
3
4
5
6
7