Frederick W. Taylor's Scientific Management Principles

Topics: Lillian Moller Gilbreth, Scientific management, Frederick Winslow Taylor Pages: 6 (2144 words) Published: April 1, 2013
Assessment task (no): ASSESSMENT TASK NO. 2
Essay topic question: Describe and evaluate the key elements of Frederick Taylor's approach to 'scientific management' and comment on its applicability in contemporary organisations (You might select a particular industry or occupational area for this analysis). Class teacher’s name: Philomena Bilotta

Submitted by: Michael Kevin Roldan
Student number: S3380334

This paper discusses the major elements and key principles of Frederick Taylor’s approach to ‘scientific management’ providing examples of specific way on how it could be implemented in modern organisations and mentioning the advantage and disadvantages of scientific management in contemporary industries. Additionally, introducing Henry Grant, Henry Ford, Frank Gilbreth and Lillian Gilbreth’s contributions to Taylorism and outlining the suitability of Taylor’s philosophies for controlling modern-day organisations will be examined and accomplish observations sustaining the idea will be obtainable. Furthermore, presenting comments on its applicability in current business and reviewing if the scientific management is still applicable in present institutions. Frederick Winslow Taylor (1856-1917), the founder of scientific management, puts forward the knowledge that employees are motivated mainly by remuneration. According to Macmillan (2012), Taylor developed his philosophies on labour organisation while working as superintendent at the Midvale Steel Company in Pennsylvania, USA. Dissatisfied with what Taylor observed as an absence of productivity among American employees, Taylor created an alternation of ‘time-management’ trainings that caused in his well-known exertion, Taylor fixed out an arrangement of efficient labour that ultimately was accepted by managers all over the United States, most particularly Henry Ford, who practiced Taylor's principles in his assembly-line production, an approach other would later call ‘Fordism’ (Bramble and Fieldes 1992). Macmillan (2012) interprets that scientific management, or Taylorism (as it became known) involves systematically splitting job into its minimum components and standardising task to attain full potential. As the concepts defined in the principles arranged from the factories to the greater national range, Taylorism converted to most powerful community services in twentieth-century, leading eventually to the current sensation of manufacturing industries and mass production around the world (Thompson 2003). The advantage of utilising scientific management in an organisation is that there is better use of staff as the tasks are standardised. Furthermore, Taylorism provides lower operating costs that improves the productivity and delivers more efficient and better organised work places. On the other hand, the disadvantages of the scientific management is that there are low regards of employees, as low motivation is involved and workers appear to turn into extensions of machines (Merkle 1980). The major elements of Taylorism were splitting-up of preparation from certain part of jobs whereas job examination is to discover the most effective method of doing work while the similarity of outputs should be consolidated ahead on the foundation of job analysis and assortment of staffs on systematic origin should be educated. Additionally, managers demonstrate economic incentives to workforces also deliver a suitable environment to generate shared cooperation among administration and employees and finally the concept of time study. These components are later on implemented on principles of Taylor’s methodology to scientific management (Schachter 2002). In Taylor’s point of view, at least, working more proficiently did not essentially signify working harder. It is the submission of systematic approaches to the complication of gaining superlative efficiency in engineering firms (Lomba 2005). Taylor considered that managers of his period...
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