1. The Evolution of Management Theory
Frederick Taylor
“The Father of Scientific Management”
And
The Evolution of Management Theory
Hello everyone. Our presentation is about Frederick Taylor the father of Scientific Management.

2. Frederick Taylor's life (1856-1915)
Frederick Winslow Taylor, was born on March 20, 1865, into an upper class liberal Philadelphia family.
His father a lawyer and his mother a feminist both believed in high thinking and plain living.
Taylor was always counting and measuring things to figure a better way of doing something.
At age twenty-five, Taylor earned an engineering degree at the Stevens Institute of Technology in New Jersey.
Frederick Winslow Taylor, was born on March 20, 1865, into an upper class liberal Philadelphia family. His father, was a lawyer and his mother a feminist. Both parents believed in high thinking and plain living.
Taylor was a compulsive adolescent and was always counting and measuring things to figure a better way of doing something.
At age twenty-five, Taylor earned an engineering degree at the Stevens Institute of Technology in New Jersey while holding a full time job. To date, no one has broken that record.
Even though he excelled in math and sports and had a degree from an exclusive college, Frederick chose to work as a machinist and pattern maker in Philadelphia at the Enterprise Hydraulic Works.
After his apprenticeship at the hydraulic works plant, he became a common laborer at the Midvale Steel Company. He started as shop clerk and quickly progressed to machinist, foreman, maintenance foreman, and chief draftsman. Within six years he advanced to research director, then chief engineer.
At age thirty-seven, Frederick became a consulting engineer.
While on a speaking tour in the Midwest, in 1915, he contracted influenza. He was admitted to a hospital in Philadelphia and celebrated his fifty-ninth birthday there. He died the next day.

3. Industrial Revolution
The Industrial Revolution was widespread replacement of manual labor by machines that began in Britain in the 18th century with the introduction of powered machinery.
It created a specialized and interdependent economic life and made the urban worker more completely dependent on the will of the employer than the rural worker had ever been.       
The Industrial Revolution changed the ways by how the world produced its goods. It also changed our societies from a mainly agricultural society to one that in which industry and manufacturing was in control.
The industrial revolution first got its start in Great Britain, during the 18th century, which at the time was the most powerful empire on the planet. So, it was inevitable that the country with the most wealth would led in this revolution. After it adoption in England, other countries such as Germany, the United States and France joined in this revolution.
During this time there were also many new technological advancements, socioeconomic and cultural problems that arised.
On the technology front, the biggest advancements were in steam power. New fuels such as coal and petroleum, were incorporated into new steam engines. This revolutionized many industries including textiles and manufacturing. Also, a new communication medium was invented called the telegraph. This made communicating across the ocean much faster.
The American Revolution was occurring in the beginning part of the Industrial Revolution. The French Revolution was in the process at the turn of the 19th century.

4. Negative aspect of Industrial Revolution
But, along with this great leap in technology, there was an overall downfall in the socioeconomic and cultural situation of the people. Growth of cities were one of the major consequences of the Industrial Revolution. Many people were driven to the cities to look for work, in turn the ended living in the cities that could not support them. With the new industrial age, a new quantitative and materialistic view of the world took place. This caused the need for people to consume as much as they could. Living on small wages that required small children to work in factories for long days.

5. Taylor’s main focus: PROBLEM: PRIMARY FOCUS:
Maximize workers capacity and profits
PROBLEM:
Get employees to work at their maximum capacity
PRIMARY FOCUS:
TASKS

6. Taylor's core values The rule of reason improved quality lower costs
higher wages
increased output
labor-management
experimentation
clear tasks and goals
training
stress reduction
careful selection and development of people
Taylor's core values: the rule of reason, improved quality, lower costs, higher wages, higher output, labor-management cooperation, experimentation, clear tasks and goals, feedback, training, mutual help and support, stress reduction, and the careful selection and development of people. He was the first to present a systematic study of interactions among job requirements, tools, methods, and human skill, to fit people to jobs both psychologically and physically, and to let data and facts do the talking rather than prejudice, opinions, or egomania (Weisford 1987).

7. Scientific Management
The systematic study of the relationships between people and tasks for the purpose of redesigning the work process for higher efficiency.
The need to study relationships between people and tasks to redesign the work process was necessary to improve the efficiency and work conditions.
With that need scientific management was borne.
Defined by Frederick Taylor to replace the informal rule of thumb knowledge
rule of thumb: A rough and useful principle or method, based on experience rather than precisely accurate measures.

8. "The Principles of Scientific Management"
Published in 1911
Prior to scientific management work was performed by skilled craftsmen who had learned their jobs in lengthy apprenticeships.
Scientific management took away much of this autonomy and converted skilled crafts into a series of simplified jobs that could be performed by unskilled worker who easily could be trained for the task.
"The Principles of Scientific Management", The system he describes in his book is an actual composite of everything he had learned from trying different things at many companies. Taylor did what he could to fit as much of his thinking to his client's problems and motives for each particular situation. Consultants use this type of process today." He was the first person in history to make a systematic attempt to improve both output and work life in factories" (Weisford 1987).

9. Motion and Time Study 1. Motion analysis techniques
Motion and time study can reduce and control costs, improve working conditions and environment, and motivate people.
The basic purpose is to improve the work and to reduce waste.
1. Motion analysis techniques
2. Time study techniques
3. Uses of time standards.

10. Standardization
It implies the physical attitude of products should be such that it meets the requirements & needs of customers.
Standardization is a means of achieving economics of production.
It seems to ensure -
The line of product is restricted to predetermined type, form, design, size, weight, quality. Etc
There is manufacture of identical parts and components.
Quality & standards have been maintained.
Standard of performance are established for workers at all levels.

11. Functional Foremanship
Taylor advocated functional foremanship for achieving ultimate specification.
This technique was developed to improve the quality of work as single supervisor may not be an expert in all the aspects of the work.
Therefore workers are to be supervised by specialist foreman.
The scheme of functional foremanship is an extension of principle of specialization at the supervisory level.
Taylor advocated appointment of 8 foramen, 4 at the planning level & other 4 at implementation level.

13. Differential Piece Wage Plan
This tech of wage payment is based on efficiency of worker.
The efficient workers are paid more wages than inefficient one.
On the other hand, those workers who produce less than standard no. of pieces are paid wages at lower rate than prevailing rate i.e. worker is penalized for his inefficiency.
This system is a source of incentive to workers who improving their efficiency in order to get more wages.
It also encourages inefficient workers to improve their performance and achieve their standards.
It leads to mass production which minimizes cost and maximizes profits.

14. Key concepts of Scientific Management
Workers would know what was expected
Managers would know how much should be produced
Reliable piecework rates, bonuses, penalties

15. Quality of the work had to be stressed before striving for an increased Quantity of work
Paid for performance, not attendance
Advocated daily feedback
“Seventy five percent science and twenty five percent common sense”

16. Underlying Themes
Managers are intelligent; workers are and should be ignorant
Provide opportunities for workers to achieve greater financial rewards
Workers are motivated almost solely by wages
Maximum effort = Higher wages
Manager is responsible for planning, training, and evaluating
Scientific Management theory see Managers as intelligent; workers as ignorant
Provide opportunities for workers to achieve greater financial rewards
Workers are motivated almost solely by wages
Maximum effort = Higher wages
Manager is responsible for planning, training, and evaluating
You can recognize that this characterize one of the Mc Gregors theory (theory X&Y) Can you tell me

17. VISHAL SOIN
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VISHAL SOIN
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