Frederick winslow taylor principles scientific management pdf

File Name: frederick taylor and scientific management. To browse Academia. Skip to main content. By using our site, you agree to our collection of information through the use of cookies. To learn more, view our Privacy Policy. Log In Sign Up. Have you ever tried to boost the productivity of your team, but failed? But it need not be this way. Motivation theories can be helpful in giving you research-based tools and models to use when attempting to raise the performance of your team.

He was the first management consultant and the first to look at work and productivity scientifically. He is known as the father of Scientific Management and the efficiency movement. He believed that there were universal laws which governed efficiency and that these laws were independent of human judgment.

Taylor brought a very scientific approach to productivity. Everything you need to know about the principles of scientific management as given by F.

In a fundamental sense, scientific management is an attitude and a philosophy which discards the traditional hit-and-miss and rule-of-thumb method of managing work and workers; it means the acceptance and application of the method of scientific investigation for the solution of the problems of industrial management.

The methods used in any scientific investigation include research and experimentation, collection of data, analysis of data, and formulation of certain principles on the basis of such analysis. For workers in particular, taking this approach would mean that they could benefit from higher wages, shorter working hours, and better work and home conditions. Specifically, Taylor stated that poor application came from:.

Instead, Taylor argued that getting initiative out of workers is rare and a better approach would be to apply the scientific method in order to increase efficiency and performance. Through his studies that used the scientific method, Taylor established Four Principles of Management, including to:.

Each of these principles will be described in the sections that follow. Next, these workers would be observed while performing various procedures and timed, using a stop-watch, in order to determine how much time was taken for each motion. In his example of a pig-iron handler, he found that approximately only one in eight current workers were capable of meeting the newly established standards.

That being said, he also determined that there were plenty of other internal and external candidates that would be capable of fulfilling the role. Thus, combined, it was clear to him that selection and correct assignment were critical to the theory of Scientific Management.

With the opening of the Spanish War the price of pig iron rose, and this large accumulation of iron was sold. This gave us a good opportunity to show the workmen, as well as the owners and managers of the works, on a fairly large scale the advantages of task work over the old-fashioned day work and piece work, in doing a very elementary class of work.

The Bethlehem Steel Company had five blast furnaces, the product of which had been handled by a pig-iron gang for many years. This gang, at this time, consisted of about 75 men. A railroad switch was run out into the field, right along the edge of the piles of pig iron.

An inclined plank was placed against the side of a car, and each man picked up from his pile a pig of iron weighing about 92 pounds, walked up the inclined plank and dropped it on the end of the car. This task seemed to us so very large that we were obliged to go over our work several times before we were absolutely sure that we were right.

Our first step was the scientific selection of the workman. For those who are skeptical, therefore, the following data relating to this work are given: First. That our experiments indicated the existence of the following law: that a first-class laborer, suited to such work as handling pig iron, could be under load only 42 per cent.

A pig-iron handler walks on the level at the rate of one foot in 0. The average distance of the piles of pig iron from the car was 36 feet. It is a fact, however, that many of the pig-iron handlers ran with their pig as soon as they reached the inclined plank.

Many of them also would run down the plank after loading the car. So that when the actual loading went on, many of them moved at a faster rate than is indicated by the above figures.

If any one who is interested in these figures will multiply them and divide them, one into the other, in various ways, he will find that all of the facts stated check up exactly. Our first step was to find the proper workman to begin with. We therefore carefully watched and studied these 75 men for three or four days, at the end of which time we had picked out four men who appeared to be physically able to handle pig iron at the rate of 47 tons per day.

A careful study was then made of each of these men. We looked up their history as far back as practicable and thorough inquiries were made as to the character, habits, and the ambition of each of them. Finally we selected one from among the four as the most likely man to start with. He was a little Pennsylvania Dutchman who had been observed to trot back home for a mile or so after his work in the evening about as fresh as he was when he came trotting down to work in the morning.

Canal Museum Archives placing a very high value on a dollar. The task before us, then, narrowed itself down to getting Schmidt to handle 47 tons of pig iron per day and making him glad to do it. This was done as follows. What I want to know is whether you are a high-priced man or not.

Vas dot a high-priced man? Vell, yes, I vas a high-priced man. You know perfectly well that that has very little to do with your being a high-priced man.