IMPORTANT CONTRIBUTIONS TO MANAGEMENT
Important contributions to scientific management theory were made by Frederick W. Taylor and Frank and Lillian Gilbreth. Let’s look at what they did.
Frederick W. Taylor: Taylor did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania. As mechanical engineer with a Quaker and Puritan background, he was continually appalled by workers’ inefficiencies. Employees used vastly different techniques to do the same job. They were inclined to “take it easy” on the job, and Taylor believed that worker output was only about one-third of what was possible. Virtually no work standards existed. Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required to do .Taylor set out to correct the situation by applying the scientific method to shop-floor jobs and spent more than two decades passionately pursuing the “one best way” for each job to be done.
Taylor’s experiences at Midvale led him to define clear guidelines for improving production efficiency. He argued that these four principles of management would result in prosperity for both workers and managers. How did these scientific principles really work? Let’s look at an example. Probably the best known example of Taylor’s scientific management was the pig iron experiment. Workers loaded “pigs” of iron (each weighing 92 lbs) on to rail cars. Their daily average output was 12.5 tons. However, Taylor believed that by scientifically analyzing the job to determine the “one best way” to load pig iron, out put could be increased to 47 to 48 tons per day. After scientifically applying different combinations of procedures, techniques, and tools, Taylor succeeded in getting that level of productivity. How? He put the right person on the job with the correct tools and equipment, had the worker follow his instructions exactly, daily wage. Using similar approaches to other jobs, Taylor was able to define the “one best way” to do each job. Overall, Taylor achieved consistent productivity improvements the range of 200 percent or more. Through his groundbreaking studies of manual work using scientific principles, Taylor became known as the “father” of scientific management. His ideas spread in the United States, France, Germany, Russia, and Japan, and inspired others to study and develop methods of scientific management. His most prominent followers were Frank and Lillian Gilbreth.
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Important contributions to scientific management theory were made by Frederick W. Taylor and Frank and Lillian Gilbreth. Let’s look at what they did.
Frederick W. Taylor: Taylor did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania. As mechanical engineer with a Quaker and Puritan background, he was continually appalled by workers’ inefficiencies. Employees used vastly different techniques to do the same job. They were inclined to “take it easy” on the job, and Taylor believed that worker output was only about one-third of what was possible. Virtually no work standards existed. Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required to do .Taylor set out to correct the situation by applying the scientific method to shop-floor jobs and spent more than two decades passionately pursuing the “one best way” for each job to be done.
Taylor’s experiences at Midvale led him to define clear guidelines for improving production efficiency. He argued that these four principles of management would result in prosperity for both workers and managers. How did these scientific principles really work? Let’s look at an example. Probably the best known example of Taylor’s scientific management was the pig iron experiment. Workers loaded “pigs” of iron (each weighing 92 lbs) on to rail cars. Their daily average output was 12.5 tons. However, Taylor believed that by scientifically analyzing the job to determine the “one best way” to load pig iron, out put could be increased to 47 to 48 tons per day. After scientifically applying different combinations of procedures, techniques, and tools, Taylor succeeded in getting that level of productivity. How? He put the right person on the job with the correct tools and equipment, had the worker follow his instructions exactly, daily wage. Using similar approaches to other jobs, Taylor was able to define the “one best way” to do each job. Overall, Taylor achieved consistent productivity improvements the range of 200 percent or more. Through his groundbreaking studies of manual work using scientific principles, Taylor became known as the “father” of scientific management. His ideas spread in the United States, France, Germany, Russia, and Japan, and inspired others to study and develop methods of scientific management. His most prominent followers were Frank and Lillian Gilbreth.
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