![]() ![]() Both must recognise that prosperity of both depends upon the prosperity of each and none should attempt to prosper at the cost of the other. Therefore, workers should welcome efforts to increase output and cooperate with the employers employers should readily raise wages. The employers should also recognise that if output goes up cost comes down, increased wages will still leave higher profits for them. Workers should realise that good work brings down cost and pulls up profits with a consequent rise in wages. The net effect is mutual hostility and suspicion resulting in low profits and lower wages. Employers also do not take kindly to increase in workers’ earnings. Again, due to payment on time basis, extra output or increased efficiency does not benefit the worker. ![]() Usually the workers try to keep output low for fear of creating unemployment. Both sides should take their eyes off the division of the surplus as the all-important matter and together turn their attention toward increasing the size of the surplus. Both sides must aim for cooperation for maximising output and give up hostility and suspicion. In the words of Taylor, “scientific management involves a complete mental revolution on the part of workers and management and without this complete mental revolution on both sides, scientific management does not exist”. Scientific Investigation as the basis of all decisions. Complete cooperation between employers and workers, or mental revolution, andĢ. The two chief points in connection with Scientific Management made by Taylor have been:ġ. By introducing adjustable scaffolding, Gilbreth arranged to reduce the number of movements required to lay a brick from 18 to 5, and the number of bricks laid per hour was raised from 120 to 350. He noticed that the old and traditional methods of bricklaying were inefficient, because a bricklayer lost much time in examining and turning bricks in his hand and in making a number of movements to pick up the bricks and putting enough mortar on the wall etc. ![]() Gilbreth has also contributed considerably to the development of scientific management. The adjustment of tools and conditions was another phase of scientific management. The workers were put by Taylor on jobs more suited to them, and their efficiency increased. Every employer should by scientific investigation, develop the best method of work and then teach it to workers who must follow it.Īnother interesting fact discovered was that almost all workers were misfits – they were at wrong jobs. Taylor demonstrated that proper method of work produced good results, and locating the proper method involved scientific investigation. Taylor and other pioneers came to the conclusion that, in comparison to what was possible with scientific control, the industries were working at about 50 per cent efficiency. The methods used for performing the task were crude and unscientific so that a worker could not produce to the maximum of his capacity. ![]() He was amazed at the employers who paid no attention to this wastage. Time-rate, being the basis of wage- payment, was not conducive to hard work. He found that workers were deliberately slack in performing their work. As the Chief Engineer in a steel mill, Taylor noticed wastage of time and energy on the part of workers. Scientific management is also knows as Taylorism, because Frederic Winslow Taylor, who is also known as the father of scientific management, was the first to introduce scientific method at the workshop level. Indeed, it is a process of transference of skill from management to worker. Under this system the method of work is scientifically thought out, the workers scientifically selected and trained to perform the task, and the most efficient speed is scientifically determined.Īccording to Person the term “scientific management” characterises that form of organisation and procedure which rests on principles or laws derived by the process of scientific investigation and analysis, instead of on tradition or policies determined by the process of trial and error. Scientific Management – Meaning and Scopeīroadly speaking, scientific management is the art of knowing exactly what is to be done and the best way of doing it. Scientific Management: Meaning, Scope, Principles, Techniques, Advantages, Disadvantages and Other Details Meaning and Scope of Scientific Management 2. ![]()
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