Ideas Taylor advocated in his Principles of Scientific Management

i. Large daily task- Each person should have a clearly defined daily task that
requires full day’s effort to complete
ii. Standard condition- The workman should be given standardized conditions and
appliances to accomplish the tasks
iii. High pay for success> High pay should be tied to successful completion of an
assigned tasks
iv. Loss in case of failures. Failure should be personally costly to the individual
worker
v. Expertise in large organization
Criticism of Taylors work
Taylor’s work had a narrow physiological focus, and ignored the importance of psychological
and sociological factors in making a worker do his or her job even better. His emphasis was
maximum production or profit at minimum cost (efficiency).
HENRI FAYOL (1841-1925)
He was a leading French Industrialist. He started his working life as a young mining
engineer and rose to become the Managing Director of his Company.
 He published his famous book, Administrative Industrielle et General (General and
Industrial Management) in 1916
FAYOL 14 PRINCIPLES OF MANAGEMENT
1) Division of work- develops practice and formality
2) Authority-the right to give orders
3) Discipline- Respect
4) Unity of Command- One man one superior
5) Unity of Direction-One head, one plan for a group of activities with the same objectives
6) Subordination of individual interest to the general interest
7) Remuneration- fair for both employees and firm
8) Centralization- should always be there
9) Scalar-chain-line of authority from top to bottom
10) Order- a place for everything and everything in its place, the right man in the right place
11) Equity- a combination of kindness and justice towards employees
12) Stability of tenure of personnel-time for settling
13) Initiative- all staff to be allowed to show initiative
14) Espirit de corps- team work should be encouraged.
Note: The major difference between Fayol and Taylor is that Taylor concentrated on
increasing efficiency at the shop floor (within the operatives) while Fayol was concerned
with increasing efficiency among the executive (Top Management)
Luther Gulick and Lyndall Urwick
These scholars were strongly influenced by Fayol ideas. They put forward seven
administrative functions namely
a) Planning – Working, out in broad outline, the things that need to be done and the
methods for doing them to accomplish the purpose set for the enterprise
 b) Organizing- the establishment of a formal structure of authority through which work
subdivisions are arranged, defined and coordinated for defined objectives
c) Staffing-the whole personnel function of bringing in and training the staff and
maintaining favourable conditions of work
d) Directing-the continuous task of making decision and embodying them in specific and
general orders and instruction and serving as the leader of the enterprise
e) Coordinating- the overall job of interrelating the various parts of the work. It ensures
that all units and sub-units are working in unison towards the common objectives of
the enterprise
f) Reporting- the process of keeping those to whom the executive is responsible
informed as to what is going on, which thus includes keeping himself and his
subordinates informed through records, research and inspection.
g) Budgeting- concerns with all that which goes on in the enterprise in terms of fiscal
planning, accounting and controls.
Further, Gulick and Lydall Urwick put forward ten principles as follows
 Objectives
 Specialization
 Coordination
 Authority
 Responsibilities
 Definition
 Correspondence
 Span of control
 Balance and
 Continuity
Frank Gilbreths and Lilian Gilbreths
These scholars built on Taylors ideas by developing methods of task analysis which were
aimed at acquiring the best way of fulfilling a task. They studied, identified and classified all
the motion involved in manual work such as lifting, moving and putting down. They listed a
whole range of manual operations and specified how each could best be carried out, what
motion it required and how much time was needed to accomplish it. They made a
considerable contribution to the understanding of work and efficiency.
Gantt- A colleague of Taylor’s at Bethlehem steel Company. He was concern with the
payment system and the configuration of operation in work. He developed a chart which start
with the desired end product and outline every steps needed to attain it and the time required
to accomplish the task. The Gant charts are widely used in organizations.
Max Weber (1864-1920)
He was a German academician and a social scientist He was not a practising Manager. His
main interest in organization was the point of view of man’s authority structure and so he
wanted to find out why people in organization obeyed those in authority over them.
His publication of social and economic theory that give birth to the term “bureaucracy”. A
bureaucratic organization refers to the red-tape and rigid application of policies which give
guidance to all the organization’s activities.
Bureaucracy is an organizational form with certain dominant characteristic, such as a
hierarchy of authority and systems of rules
Five main features of a bureaucratic organization
 A hierarchical arrangement of offices whereby one level of the jobs is subject to
control by the next higher level. Authority is distributed in a pyramidal manner
 Division of labour. Tasks are divided into areas of specialty and employees are
assigned tasks in accordance with their training, skills, and experience in order to
enhance efficiency
 Strict adherence to rules and regulations. All the organizational functions are strictly
guided by stipulated rules so as to ensure conformity and uniformity among all
employees.
 Impersonality of interpersonal relation. Personal, emotional and irrational
inclinations must be eliminated from the organization
 Appointment to offices must be based on expertise and technical competence if wok
is to be performed efficiently and effective

Weber identified three basic types of authority namely

Traditional authority-The acceptance of those in authority arises from traditional
creations as the case of kings.
Charismatic authority- acceptance arises from loyalty to confidence in the personal
qualities of the ruler
Legal- rational authority- acceptance arises due to the office, or the position of the
person as bounded by the rules and procedures of the organizations
Application of classical/scientific Management in educational organization
 Scientific Management advocate for the establishment pf goals and objectives- It is
the goal of education which education managers are committed to achieve in the most
efficient and effective manner. The lesson plan and scheme of work have well-defined
and carefully stated objectives which the teachers and the students strive to achieve
 Division of labour- Schools, colleges and other educational create department to
ensure that each employee has a role to play as an input into the overall performance
of tasks as spelt out by the objectives.
 Span of control is also taken into consideration which refers to the optimum number
of subordinate under the direction of one superior. This is seen in the size of the class,
size of the department and the way the management hierarchy is developed in schools.
The adherence to the chain of command is made appropriate through
departmentization and development of a hierarchy which spells out the levels of
control such as principals, D/P and HoDs.
 Scientific Management advocates the scientific measurement of tasks and levels of
performance. This is done through carefully planned test, marked and learners
classified by levels of performance and final certificate awarded.
 The preparation of lesson plans and schemes of work is a clear indication of the how
scientific management breaks task into small unit
  In scientific management, the definitions of rules of behavior and the establishment of
discipline are imperative. In educational management, teachers code of regulation,
terms of service and school rules are well stipulated.
 Scientific Management advocates recruitment based on ability, technical knowledge
and expertise. The qualification and certification of teachers are carefully monitored
and controlled by the state. This is to ensure that teachers employed at various levels
are capable and technically competent to handle the various commitment of their job
Weakness/Criticism of scientific Management
Scientific Management movement had a mechanistic view of organizations. It stressed
form and structure of organization and minimized human relations, disregarded
psychological factors and ignored the role of informal groups relation on the operation
with an organization. The underlying assumption of scientific management was that man
was unpredictable, lazy, more emotional than rational, disorganized in his approach to
problems and that such disposition can interfere with achievement of maximum
efficiency.
a) HUMAN RELATION MOVEMENT
This movement developed as a reaction against the formal tradition of the classical models.
The classical theorists were advocated the structure and mechanics of organization while the
human relation theorist advocated a human factor in organization.
PROPONENT OF HUMAN RELATION MOVEMENT
Mary Parker Follett (1868-1933)
She was born in Boston. She was a lawyer, a philosopher and a political scientist. She is the
pioneer of human relation movement and believed that the fundamental problems in all
organization was in developing and maintaining dynamic and harmonious relationship. Her
work was later picked by the Hawthorne studies of Western Electric Company in Chicago.
Elton Mayo and Fritz Roethlisberger
Mayo was an Industrial psychologist while Roethlisberger was a social psychologist. Both
were Harvard University professors. They were engaged by the Western Electric Company to
undertake studies regarding work productivity of employees. They conducted several
experiment on informal and formal groups of workers working in an organization
Findings
 The results of their experiments showed that the development of social groups with
their own codes of behavior was very important in the functioning of an organization.
From these studies it became clear that when people are in continuous contact, as in
work place, they tend to form informal groups arising from their social needs.
 The informal social groups which are omnipresent in all organization greatly
influence motivation to work, the level of output and the quality of work done.

The following were the main conclusions drawn by Prof. Mayo on the basis of
Hawthorne studies:
1. Social Unit:

A factory is not only a techno-economic unit, but also a social unit. Men are social beings.
This social characteristic at work plays an important role in motivating people. The output
increased in Relay Room due to effectively functioning of a social group with a warm
relationship with its supervisors.

2. Group Influence:

The workers in a group develop a common psychological bond uniting them as group in the
form of informal organization. Their behavior is influenced by these groups. Pressure of a
group, rather than management demands, frequently has the strongest influence on how
productive workers would be.

3. Group Behavior:

Management must understand that a typical group behavior can dominate or even supersede
individual propensities.

4. Motivation:

Human and social motivation can play even a greater role than mere monitory incentives in
or motivating and managing employee group.

5. Supervision:

The style of supervision affects worker’s attitude to work and his productivity. A supervisor
who is friendly with his workers and takes interest in their social problems can get co-
operation and better results from the subordinates.

6. Working Conditions:

Productivity increases as a result of improved working conditions in the organisation.

7. Employee Morale:

Mayo pointed out that workers were not simply cogs, in the machinery, instead the employee
morale (both individual and in groups) can have profound effects on productivity.

8. Communication:

Experiments have shown that the output increases when workers are explained the logic
behind various decisions and their participation in decision making brings better results.

9. Balanced Approach:

The problems of workers could not be solved by taking one factor i.e. management could not
achieve the results by emphasizing one aspect. All the things should be discussed and
decision be taken for improving the whole situation. A balanced approach to the whole
situation can show better results.
Recommendation
 Managers should develop human relations or social skills for working through
people in organization
 Educational managers should understand and appreciate the existence of social
systems, both formal and informal, in an educational environment.
 Educational/organizational managers should recognize the potentials of
employees (teachers, students and other workers) in order to exploit their
capabilities.