CRASH COURSE
ON
PUBLIC ADMINISTRATION
OPTIONAL
(UPSC CSE)
BY
Rahul Shakya
F.W. Taylor
EXPLAINED
BY
Rahul Shakya
Contribution of Taylor
• Identification of Problems • Elements of Scientific
and Prevailing Conditions Management
1). Initiative and Incentive 1).Functional Foremanship
based Management 2).Motion Study & Time Study
2). Soldiering 3). Standardisation of all tools
3). Capitalist vs Workers and implements
• Principles of Scientific 4).Differential Piece Rate
Management System
• Philosophy of Scientific 5).Principle of Exception
Management Principles
• Impact of SMT
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Initiative and Incentive based
Management
• Taylor believed that managers were lazy and as a result the
labourers/workers had to do the work on their own
initiatives.
• Besides the labourers did the work for their incentives
(salaries).
• This is referred as initiative and incentive based
management by Taylor
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Soldiering
• Taylor noticed a phenomenon of workers purposely operating below their
capacity and called the phenomenon as ‘soldiering’ or ‘skiving’.
• He attributed three reasons for this, viz.
• [Link] deliberately do as little as one can safely do due to the belief
that if they become more productive, some of them would become surplus
and would be eliminated;
• [Link]-incentive wage systems encourage low productivity, employees
take care never to work at a high pace for the fear that higher pace may
become the standard as a result of which, the employees fear that their
wages may come down; and
• [Link] waste their time and effort by relying on rule-of-thumb and
unscientific methods and practices than those scientifically determined.
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Other Prevailing Conditions
• No scientific training
• Rule of thumb
• Lack of cooperation
• Lack of Proper Division of Work
• Lack of harmony and Trust
• Improper Placement (Order)
• No scientific recruitment
• Fixed Wages → No motivation to improve
• Capitalism → No Justice ; Only Exploitation
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Assumptions of SMT
Economic
Rationality
→ Monetary
Incentive
Closed
System Rationality
Approach
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Principles of Scientific Management
Development of a True Science of Work
Scientific Selection and Progressive
Development of the Workman
Bringing together Science of Work and
Scientifically Selected and Trained Men
Division of Work and Responsibility
between Management and Workers
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Development of a True Science of Work
• When science is viewed as ‘organised knowledge’ every act of a workman
can be reduced to science.
• In the interest of the worker and management, it is necessary to know as
to what constitutes a fair day’s work.
• This needs a scientific investigation of a ‘large daily task’ to be done by
qualified workers under optimum conditions.
• The results of investigation have to be classified, tabulated, and reduced
into rules and laws to find out the ideal working methods or what is called
‘one best way of doing a job’.
• Such development of science of work enables the organisation to produce
more; enables the worker to receive higher wages and a much larger
profit to the company.
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Scientific Selection and Progressive
Development of the Workman
• There is a need to select the worker scientifically possessing physical
and intellectual qualities to ensure the effective performance of the
scientifically developed work.
• Taylor believed that every worker has the potential for development.
He insisted that every worker must be systematically trained.
• Taylor felt that it is the responsibility of the management to develop the
worker offering him opportunities for advancement to do the job to the
fullest realisation of his natural capacities.
• It is necessary to ensure that the employees accept the new methods,
tools and conditions willingly and enthusiastically.
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Bringing together Science of Work and
Scientifically Selected and Trained Men
• To enable the worker to do his job and to ensure that he may not slip
back to the earlier methods of doing work, there must be somebody to
inspire the workers.
• This, Taylor felt, is the exclusive responsibility of the management. He
believed that workers are always willing to cooperate with the
management, but there is more opposition from the side of the
management.
• Taylor maintained that this process of bringing together causes the
mental revolution.
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Division of Work and Responsibility between
Management and Workers
• Taylor’s scientific management assumes equal responsibility between
management and the worker.
• This division of work creates between them an understanding and
mutual dependence.
• There will also be constant and intimate cooperation between them.
This results in elimination of conflicts and strikes.
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Objectives of Scientific Management
Principles
• application of scientific methods of research and experiments to the
management problems;
• standardisation of working conditions and place the workers on the basis
of scientific criteria;
• giving formal training to workers and specific instructions to perform the
prescribed motions with standardised tools and materials; and
• ensuring friendly cooperation between workers and the management.
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Philosophy of Scientific
Management Principles
✓Science, not rule-of-thumb;
✓Harmony, not discord;
✓Cooperation, not individualism;
✓Maximum output, in place of restricted output; and
✓Development of each man to his greatest efficiency and
prosperity.
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Functional Foremanship
• Taylor doubted the efficacy of the ‘linear’ system or military type of
organisation in which each worker is subordinate to only one boss.
• He replaced this system with what is called functional foremanship in which
the worker receives orders from eight specialised supervisors.
• Of the eight functional bosses, four are responsible for planning and the
remaining four for execution.
Planning Execution
Order of work and route clerk Gang-boss
Instruction card clerk Repair-boss
Time and cost clerk Speed-boss
c Shop disciplinarian
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Motion and Time Study
• MOTION STUDY-
✓STANDARDISATION OF WORK
✓METHODS OF ONE BEST WAY TO DO A WORK
• TIME STUDY-
✓STANDARD TIME FOR COMPLETION OF WORK
✓USE OF STOP WATCH IS ESSENTIAL FOR THIS TECHNIQUE
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Wage Administration
• He proposed a new system consisting of three parts:
• (a) observation and analysis of work through time study to set the
‘rate’ or standard,
• (b) a ‘differential rate’ system of piece work, and
• (c) ‘paying men and not positions’. In his second paper on Shop
Management he discussed at length workshop organisation and
management.
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Differential Piece Rate Plan
• He suggested to pay by PIECE RATE as per the
standard suggested by Motion and Time Study.
• 10/- RS RATE UPTO 40 UNITS
• 15/- RS RATE FOR MORE THAN 40 UNITS
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Principle of Exception
✓It is a tool of performance evaluation.
✓It involves setting up a large daily task by management, with reward
for achieving targets and penalty for not meeting it.
✓Taylor suggested that manager should not be interested in items
that are at standard performance but should be concerned mostly
with exceptional item that vary from standard performance.
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Impact of SMT
✓Mental Revolution
✓Promoted new Culture and Values
✓Emphasized on eliminating waste in efforts, materials, time and
skills
✓Promote Harmony and Cooperation
✓SMT spread through Business and Government
✓Government → New York and Philadelphia
✓Taylor Society formed in 1911
✓Principles translated to 9 languages
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Criticism of SMT
Destroying Trade Unionism
Planning and Doing are part of same task.
Confuses Principle of Analysis with Principle of Action
Destroying the PRINCIPLE OF COLLECTIVE BARGAINING
Increased Monotony and resulted in the ABSENCE OF SKILLED VARIETY
Use of STOP WATCHES ➔ DEHUMANISING
Attacked by Managers on Idea of TRAINING by expert and higher
education.
ELTON MAYO,PRTER DRUCKER and others are criticised.
BEHAVIOURALISTS - Sacrifice the worker’s inactive, his freedom and
intelligence.
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