Scientific Management (1910-1935)

1
Scientific Management(1910-1935)

• Frederick Taylor
• Henry Gannt
• Frank and Lillian Gilbreth
• Luther Gulick III
• Max Weber
• Henri Fayol

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Scientific Management

• The process of approaching various aspects of
  organizations in a scientific manner using
  scientific tools such as research, management,
  and analysis.

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Scientific Management Theorists

• PURISTS
• Frederick Taylor
• Henry Gannt
• Frank and Lillian Gilbreth

• TRANSITIONALISTS
• Luther Gulick
• Max Weber
• Henry Fayol

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History of the Era

• Industrial Age
• Migration to cities
• Reliance on electricity and gasoline
• Changes both on the farm and in factories
• Autos, airplanes, movies, and radio became common

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History of the Era

• 1913 Federal Reserve System created
• WWI begins and Panama Canal opens
• 1919-1933 Prohibition
• 1920 - Nineteenth Amendment
• 1929 - Stock Market Crash

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Prior to Scientific Management

• Owner, manager, sales, and front office personnel
  had little direct contact with production
  activity.
• A superintendent was responsible for all
  planning and staff functions.
• Worked with journeyman mechanics to try to
  schedule production. No recognized staff
  functions.
• Work methods were determined by individual
  mechanics based on personal experience,
  preference, and what tools were available for the
  job. Rule of Thumb

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Frederick Taylor

• Efficiency Expert in U.S. Steel Industry
• Invented New Tool Designs and Handling Methods
• Designed Stop-Watch Task Timing
• Created Piece-Rate Payment Scheme
• Developed Industrial Departments

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Time Studies and the Piece-Rate System

• Studied most efficient worker
• Used stop-watch timing to measure each production
  step
• Eliminated any unnecessary movements
• Designed standardized instruction cards for
  employees
• Employees paid for meeting the established rate
  of production

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Henry Gannt

• Worked with Taylor at Midvale Steel Company
• Specialized in incentive wage plans
• Introduced a differential piece rate system
  Task work with a bonus
• Permitted workers to improve the production
  system
• Introduced a bonus for foremen based on the
  number of their workers who earned bonus

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Gannt Chart Information

• Developed to help industrial age managers plan
  for mass production
• Utilized to coordinate WWI shipbuilding
• Visual display used to schedule based on time

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Frank and Lillian Gilbreth

• - Associates of Fredrick Winslow Taylor, their
  work was intertwined with his and their motion
  studies predated Taylors system first published
  in 1903.
• - Developed the laws of human motion from which
  evolved the principles of motion economy

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Frank and Lillian Gilbreth

• Pioneers in the field of motion studies and
  provided the foundation for job simplification,
  meaningful work, and incentive wage plans.
• Analyzed each motion of work for wasted efforts
  in an attempt to reduce each task to the smallest
  amount of expended time and energy.
• Professed effective training, effective work
  methods, improved work environment, positive
  psychological perspective.
• Made the connection between standardization and
  efficiency
• Believed that time could not be separated from
  motion the two were intertwined.

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Frank and Lillian Gilbreth

• Systematically examined how repetitive tasks were
  performed
• These repetitive tasks were broken down into
  Therbligs, which are systems for analyzing the
  motions involved in performing a task. This
  consisted of identification of individual
  motions, as well as moments of delay in the
  process, designed to find unnecessary or
  inefficient motions and to utilize or eliminate
  even split seconds of wasted time.
• Invented and refined Therbligs roughly between
  1908 and 1924. Each Therblig had a mnemonic
  symbol and standard color for charting

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Luther Hasley Gulick III

• Believed that public administration could have
  made more effective if it were practiced
  according to a set of guidelines.
• All organizations are characterized by a tension
  between the need for division and the need for
  coordination.
• Work division is the foundation of organization.
• It is important to recognize that there are
  limits beyond which labor cannot usefully be
  divided. Gulick stated, It might be more
  efficient to have the front half of the cow in
  the pasture grazing while the rear half is in the
  barn being milked, but any attempt to divide the
  cow in this fashion would, for obvious reasons,
  fail.
• Gulick believed that, labor divided makes for
  efficiency, but only if the labor and its outputs
  are harmonized with the organizations goals

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Organization of Work Units - Gulick

• By Purpose the aims of the work unit
• By Process what the unit actually does
• By Clientele work with similar materials or
  clients
• By Location organized together due to
  geographic location, regardless of function

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Five Factors that Limit Full Coordination - Gulick

• Uncertainty concerning the future
• Lack of knowledge on the part of the leaders
• Lack of administrative skills on the part of the
  leaders
• A general lack of knowledge and skills on the
  part of the other members of the organization
• The vast number of variables involved and
  incompleteness of human knowledge, particularly
  with regard to man and life

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Seven Administrative Procedures - Gulick

• Planning
• Organizing
• Staffing
•   Directing
•   Coordinating
•   Reporting
• Budgeting

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Gulicks Definition of Leadership

• The most difficult task of the chief executive is
  not command, it is leadership, which is the
  development of the desire and will to work
  together for a purpose in the minds of those who
  are associated in any activity.
• Gulick sees ideas as more potent and more
  powerful than organizations.

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Gilbreths and Gulick Compared

• GILBRETHS
• Devoted to Efficiency
• Analyzed Motion and Movements of Workers
• Created Therblig System
• Their studies were part of the manufacturing
  revolution in the U.S.

• GULICK
• Applied Scientific Method to Management
• Dean of American Public Administration
• Division of Labor and Integrated Organization
• Applied Scientific Approach to Personnel
  Management
• Defined work in terms of positions needed to
  carry out a process, rather than the people doing
  the work

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Max Weber

• Weberian Model of Bureaucracy
• Division of Labor and Specialization
• Impersonal Orientation
• Hierarchy of Authority
• Rules and Regulations
• Career Orientation

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Webers Description of Power and Authority in
Organizations

• Charismatic
• Traditional
• Legal

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Criticisms of Weberian Bureaucratic Model

• Dysfunctional Consequences
• Neglect of the Informal Organization
• Internal Inconsistencies
• Gender Bias
• Oppressive Features
• Organizational Pathologies

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Webers Influence on Educational Organizations

• Described the bureaucratic characteristics used
  by most educational institutions.
• Described organizations as social systems that
  interact and are dependent upon their
  environments.
• Provides a starting point for modified structures.

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Henri Fayol (1841-1925)

• Fayols Five Functions of Management
• 1. Forecasting and Planning
• 2. Organization
• 3. Command
• 4. Coordinate
• 5. Control

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Fayols 14 Principles for Organizational Design
and Effective Administration

• Specialization/Division of Labor
• Authority with Corresponding Responsibility
• Discipline
• Unity of Command
• Unity of Direction
• Subordination of Individual Interest to the
  General Interest
• Remuneration of Staff

• Centralization
• Scalar Chain/Line of Authority
• Order
• Equity
• Stability of Tenure
• Initiative
• Esprit de Corps

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Weber and Fayol ComparedSimilarities

• WEBER
• Ideal Type
• Hierarchy of authority
• Division of Labor
• Career Orientation
• Rules and Regulations

• FAYOL
• One Best Way
• Top Down Management
• Specialization
• Stability of Tenure
• Discipline

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Weber and Fayol ComparedDifferences

• WEBER
• Organization as a Social System dependent on
  environment
• Rationality
• Impersonal Orientation
• Administrative Efficiency

• FAYOL
• No parallel
• Personal experience and observation
• Esprit and Initiative
• Future Planning

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Scientific Managements Impact on Organizations

• Defined Administrative Roles
• Supervision of work rather than people
• Work specializations
• Span of control
• Cost accounting

• Homogeneity of Positions
• Engineering for Efficiency
• Assembly Line Production
• Emphasis on Quality Control

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Scientific Managements Effect on Schools

• Teaching Objectives
• Vocational Curriculum Design
• Division of Labor
• Subjects Departmentalized
• Improvements by Analysis
• Data-driven decisions
• Outcomes for Instruction
• Standardized assessments
• Teacher Merit-pay
• Staff Development Programs

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Scientific Method of Management Contrasted

• Scientific Management
• The most efficient manner to perform a task is
  determined and everyone does it that way
• Task Analysis
• Personnel Selection and Training
• Bureaucratic Organization Structure
• Span of Control and Top Down Management

• Humanistic Approach
• Concern for people not the task
• Participatory decision-making
• Emphasis on Individual Contributions and Personal
  Awareness
• Flexibility

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Scientific Method of Management Contrasted

• Scientific Management
• The most efficient manner to perform a task is
  determined and everyone does it that way
• Task Analysis
• Personnel Selection and Training
• Bureaucratic Organization Structure
• Span of Control and Top Down Management

• Social Systems Approach
• Focused on the interaction of the organization
  and its larger environment
• Leaders are high-task oriented (work structure)
  and high-relationships oriented (concern for
  others)
• Organizations are a set of interrelated elements
  functioning as a whole

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Scientific Method of Management Contrasted

• Scientific Management
• The most efficient way to perform a task is
  established and everyone does it that way
• Task Analysis
• Personnel Selection and Training
• Bureaucratic Organization Structure
• Span of Control and Top Down Management

• Situational Leadership
• No one style is appropriate for all situations
• Increased involvement in decision making
• Collaborative Planning
• Flexible Change Strategies
• Unique Organizational Personality must be
  accounted for in structure, leadership, and
  decision-making

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Scientific Method of Management Contrasted

• Scientific Management
• The most efficient manner to complete a task is
  determined and everyone does it that way
• Task Analysis
• Personnel Selection and Training
• Bureaucratic Organization Structure
• Span of Control and Top Down Management

• Futuristic Approach
• Focus on an improved, decentralized system of
  management
• Learning organizations able to predict for and
  respond to a changing environment
• Organizational Change Models that help
  organizations prepare for future challenges