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THE PRINCIPLES OF SCIENTIFIC MANAGEMENT Managers frequently implemented only the increased output side of Taylor’s plan. “Frederick Winslow Taylor”...

THE PRINCIPLES OF SCIENTIFIC MANAGEMENT Managers frequently implemented only the increased output side of Taylor’s plan. “Frederick Winslow Taylor” Workers did not share in the increased American Inventor and Engineer output. Father of Scientific Management Specialized jobs became very boring, dull. Taylorism Workers could purposely “under- System of scientific management advocated by perform.” Management responded with increased Taylor. use of machines and conveyors belts. task of factory management was to Criticism of Tailor's Study determine the best way for the worker to do the job, to provide the proper tools and Saw man as an economic being - man is training, and to provide incentives for good only motivated by money. performance. Saw that man can be programmed as a He broke each job down into its individual machine – in the development of motions, analyzed these to determine standards of performance. which were essential, and timed the Management workers with a stopwatch. With unnecessary motion eliminated, the involves coordinating and overseeing the work worker, following a machinelike routine, activities of others so that their activities are became far more productive. completed efficiently and effectively. See also production management, time- MANAGEMENT FUNCTION and-motion study. PLANNING- Define goals. Scientific Management ORGANIZING- Determine The systematic study of the relationships between people and tasks for the purpose of redesigning the LEADING- Help resolve group conflicts. work process to increase efficiency. CONTROLLING- Monitor activities’ performance First developed by Taylor (1856 – 1915) BUREAUCRACY He replaced the rule of the thumb method of Social organization of rationalized authority. scientific management. It is a form of organizational management that has 4 Principles of Scientific Management been developed to handle large organizations and PRINCIPLE 1: Science, not a Rule of Thumb their complex administrative tasks. PRINCIPLE 2: Harmony, Not Discord A system of rules and procedures that are designed to make the operation of an organization or society PRINCIPLE 3: Cooperation, Not Individualism as efficient, effective, and rational as possible. PRINCIPLE4: Development of Each and Every Person to His/her Greatest Efficiency and Prosperity Problems with Scientific Management machine-like organization has three main Bureaucracies are often seen as components: inefficient because they require so much paperwork, but this can be countered Specialization of labor using computers to automate some Authority hierarchy processes. Impersonality Bureaucracy is a system of organization MAX WEBER that is characterized by hierarchical levels and the rule of law. German sociologist Bureaucracies are characterized by labor wrote extensively on authority, power, division with specific tasks assigned to rationalization in society, and capitalism’s individuals or groups of individuals within ability to create wealth for society. the organization. Bureaucracy can be divided into two types. Weber’s Six Principles of Bureaucracy FORMAL Rationality Hierarchy Formal bureaucratic systems have explicit Expertise, written rules that are enforced by the Rules-based decision making organization’s hierarchical structure. Formalization INFORMAL Specialization. Informal bureaucratic systems operate Principle of Authority Hierarchy outside of any formalized process with only Bureaucratic structures can be traced back implicit agreements between individuals who to medieval and Roman law, which rested work together regularly. upon hierarchy and authority principles. Characteristics of Bureaucracy A bureaucratic organization has two Bureaucracy is a system of rules that are fundamental components: enforced by an organization (Written rules 1. Chains of command and regulations) 2. Positional roles or functions in an Bureaucracies can be used to control and organization. regulate the behavior of people in organizations. Principle of Formal Rules and Regulations Bureaucracy is often associated with red The Formal Rules and Regulations are the tape, which refers to excessive guidelines that dictate how things should be done. bureaucracy or complicated administrative procedures that inhibit Principle of Division of Labour (Specializations quick decisions and action. Labor expert Adam Smith was the first to theorize Bureaucracy is a system of organization about specialization. where the power to make decisions and enforce them rests with one person or “It is the great multiplication of the productions of group. all kinds which occasions, in a well-governed Bureaucracy has been criticized for being society, such a plentiful addition to the general too rigid and not allowing enough stock of the community”. – Adam Smith flexibility. Without labor division, people would have to do they provide a way to make decisions and allocate many tasks that they are not equipped for, and resources. everything becomes incomplete or unorganized Bureaucracies are important because there isn’t enough time to complete them because they allow people who all simultaneously as another task begins. work within them to specialize in Principle of Impersonality specific areas, which can be more efficient than having everyone do Bureaucracy should be autonomous, impersonal, everything. and impartial to achieve the goals of a Advantages of bureaucracy bureaucracy. include efficiency, The rules are well defined, clear and are applied predictability, and consistency. in the same way to everyone across the board. The principle of unity or solidarity, which encourages Principle of Formal Selection Process people to work together as a team Another key concept in an ideal bureaucracy is that with one goal in mind: efficiency management can inspire workers to develop a and effectiveness. long-term career in the company by providing them The principle of consistency, with job security and performance-based meaning that bureaucracy must rewards. be applied uniformly across all situations. The five steps of the formal selection process in Rationality in bureaucracy an ideal bureaucracy are: means that bureaucracies are 1. Bureaucratic jobs available which one efficient because they have clear should be applied to procedures for employees’ jobs. Hierarchy means that there are 2. Applying for these positions. different levels within the 3. Interviewing for those openings organization, with people in higher positions having more 4. Selecting someone from this pool of power than those in lower applicants to get hired. positions. 5. Finding replacements as needed when The principle of authority or there is a vacancy. power, which is delegated to those who are in charge. Principle of Career Orientation DISADVANTAGES OF BUREAUCRACY The principle of Career Orientation in ideal bureaucracy is that every employee has a unique The bureaucratic theory is a way of set of skills. It’s the employer’s responsibility to understanding organizations as systems match their employees with the jobs that best suit that are primarily characterized by them. hierarchical chains of command and control. ADVANTAGES OF BUREAUCRACY The principle of hierarchy & discipline, Bureaucracy is the use of rules and regulations to which requires that everyone follow orders maintain order in an organization. Bureaucracies from their superiors without question. This are necessary for large organizations because can lead to an autocratic organization.  The theory’s proponents argue that TECHNICAL EFFICIENCY bureaucracy can be used to address One efficient concept for this is the principle of problems of power, authority, hierarchy, homogeneity (similarity). and social inequality. CAVEMUS EXPERTUM The other disadvantages of bureaucracy include low decision-making processes, This means that technical experts, sometimes, inflexible policies, and red tape. assumes knowledge and authority in fields where they have no competence. NOTES ON THE THEORY OF ORGANIZATION ORGANIZATIONAL PATTERNS LUTHER GULICK ORGANIZING THE EXECUTIVE Every large-scale or complicated enterprise requires many men to carry it forward. The work of the executive is POSDCORB. THE DIVISION OF WORK Planning – working out in broad outline the things that need to be done and the methods for doing Men differ in nature, capacity, and skill, and gain them to accomplish the purpose set for the greatly in dexterity by specialization. enterprise. The same man cannot be at two places at the same Organizing – establishment of the formal structure time; and of authority through which the work subdivisions The range of knowledge and skill is so great that a are arranged, define, and coordinated for the man cannot within his lifespan know more than a defined objective. small fraction of it. Staffing – the whole personnel function of bringing THE WHOLE AND THE PARTS in and training the staff and maintaining favorable conditions of work. It is obvious that the whole is equal to the sum of its parts. Directing – continuous task of making decisions and embodying them in specific and general orders THE CO-ORDINATION OF WORK and instructions and serving as the leader of the Coordination of work can be achieved in two enterprise. ways: Co-ordinating – all important duty of interrelating By organization the various parts of the work. By dominance of an idea Reporting – keeping the executive informed as to THE SPAN OF CONTROL what is going on through records, research, and inspection. In this undertaking we are confronted at the start by the inexorable limits of human nature. Budgeting – this is in the form of fiscal planning, accounting, and control. ONE MASTER As written in Matthew 6:24, “No one can serve two masters, for either he will hate the one and love the other, or he will be devoted to the one and despise the other.