Management Thought

Scientific Management 

Scientific management is set of ideas about increasing productivity of organisations. These ideas were proposed by Taylor (1911), an industrial engineer who worked in three companies namely, MIDVALE Steel, SIMOND Rolling Machines and BETHELEHM Steel for many years in USA. He developed a number of principles regarding  work, E  which is essence of scientific management. Taylor attempted to develop a science of management so that best method of performing every job could be determined after empirical study of alternative methods of doing a task. He proposed that each worker should be given the responsibility of work for which he was best suited. It was expected that such an arrangement of jobs and workers could lead to increased production. The principles which he developed included careful observation of the way job is done by workers, setting up standards and rewarding the worker as per his output. He attempted to develop rational method of doing a particular work. He found that he could increase production by such methods. By finding one best way he tried to increase rate of production. Similarly, workers could be rewarded for producing more and more. Taylor emphasised that management should train the workers for the job. He thought that workers should be rewarded individually. These ideas were found to be successful in the companies in which he was working. Similarly, they were applied in many companies and found to be useful .

Criticism 

Scientific management principles were widely applied in companies. which showed following problems : 

1. It ignored human feelings and emotions of employees. Employees were treated like machines. Most of principles were derived from working of machines and applied to work of employees like repetition of work, precise measurement, etc. Obviously it failed to consider discretion and creativity of employees. 
2. Taylor's concept of rational man who will be motivated by higher wages and monetary incentives was found to be inappropriate by experience of industry. 
3. Scientific management did not pay attention to job satisfaction in the company. As its principles were applied, productivity increased but an attitude to question such principles developed among workers. they became more willing to go on strike over job conditions other than salary. Some of workers started leaving jobs if they were unhappy. 
4. Taylor's opinionated workers would be happy with increased income had limited success only. Employees were found to restrict production. They did not put in their best to earn extra money that speed and efficiency could have given them. Thus, expected improvement did not result in industry.