2.) Fredrick Taylor & Principles of Scientific Management
Taylor's 3rd principle MSM
intimate cooperation of management and workman ensures all work being done is in accordance with principles of science developed to avoid soldiering
Taylor's 2nd principle of SMS
management scientifically selects and trains, teaches, develops the workman instead of worker choosing own job and doing it best he could-this is basis for modern human resource practices
Taylor's inventions ranged from aspects of
organizational functioning to any operation that would save an individual time
Taylor's 1st principle of Scientific Management System (SMS)
each scientific method is developed for each element of work, which replaces the old rule of thumb methods
Taylor believed management's responsibility was to
establish a superior system that encouraged productivity and discouraged soldiering, rather than working to simply recruit superior employees
Today we are more concerned with
efficiency at the individual, group, and organizational levels of analysis and also with the ethical considerations for employees, managers, firms, and society overall
Taylor was concerned with poorly conceived
"rule of thumb" managers and employees used to carry out tasks, so he used early film tech to conduct time studies
Frederick Taylor wrote
Principles of Management in 1911
Taylor's system offered _____________ for workers
higher wages for workers than the old piece-rate system
Taylor noted that workers did not
improve performance based on their own initative, improvements were only made because better methods were taught to them by someone else
The idea of scientific principles and the one best way get at early notions intended to
increase organizational efficiencies
Early management consults like Taylor and the Gilbreths focused largely on ___________
individual performance
Taylor concluded by noting that the most successful societies were the ones where
individual workers were the most productive
Taylor wanted to examine the
most efficient methods for performing such tasks and provide a systematic means to establish "scientific principles" that should guide production
Taylor was also concerned with employee " "
soldiering, when workers systematiclly collaborated to reduce output by agreeing to work at certain rate that was less than optimal
Even under this system soldiering occurred, Taylor's system
sought to alleviate this problem for both the employee and employer
Challenges about tradeoffs between organizational efficiency and how that affects individuals continue to be
sources of fear as well as inspiration for workers, managers, entrepreneurs, and job seekers
One of the keys to success for Taylor (and Gilbreths) was
their superior implementation of technology
Taylor noticed
great inefficiencies in turn of century shops