Here is a term paper on ‘Scientific Management’ for class 11 and 12. Find paragraphs, long and short term papers on ‘Scientific Management’ especially written for school and college students.
Term Paper on Scientific Management
Term Paper Contents:
- Term Paper on the Meaning of Scientific Management
- Term Paper on the Principles of Scientific Management
- Term Paper on the Advantages of Scientific Management
- Term Paper on the Criticisms of Scientific Management
- Term Paper on the Evaluation of Scientific Management
Term Paper # 1. Meaning of Scientific Management:
In the words of Taylor, “Scientific Management is the substitution of exact scientific investigations and knowledge for the old individual judgement or opinion in all matters relating to the work done in the shop.” It implies the application of science to the management of a business concern. It aims at replacement of traditional techniques by scientific techniques.
According to Harlow Pearson, “The term scientific management characterises that form of organisation and procedure in purposive collective efforts which rest on principles and laws derived by the process of scientific investigation and analysis instead of any tradition or policies determined casually by the process of trial and error.”
Scientific management is a process of directing human efforts which employs scientific methods for getting highest productivity. According to Peter F. Drucker, “The thread of scientific management runs through operational study of work, the analysis of work into simplest elements and the systematic improvement of the workers’ performance of each element.”
Scientific management is a thoughtful, organised human approach to the job of management as contrasted with hit or miss, rule of thumb. “It is the art of knowing exactly what you want men to do and then seeing that how they do it in the best and cheapest way.”
Scientific management includes finding the most efficient methods of production, scientific selection and training of workers, proper allotment of duties and work and achieving cooperation between workers and management.
In short, scientific management involves the following:
1. Scientific study and analysis of work;
2. Scientific selection and training of employees; and
3. Standardisation of raw materials, working conditions and equipment.
Term Paper # 2. Principles of Scientific Management:
To facilitate the management to make scientific management operational Taylor suggested the following principles:
(i) Mental Revolution
(ii) Work study
(iii) Standardisation of tools and equipments
(iv) Scientific selection and Training
(v) Differential Piece Rate
(vi) Functional Foremanship.
(i) Mental Revolution:
This refers to changing the mental attitudes of workers and management towards each other. Scientific management could not be thought of without this.
This has three aspects:
(i) All out efforts to increase production.
(ii) Creation of mutual trust and confidence.
(iii) Inculcating and developing scientific attitude towards problems.
To achieve efficient and effective performance management is to standardize materials tools and equipment. To increase the quality and quantity of production management is to select right type of people and expose them to adequate training. Management must create congenial working conditions for optimum efficiency of the workers.
There must be a change in the attitude of workers towards work. They should be disciplined, loyal and sincere in completing the job assigned to them.
They have to avoid waste. Both management and employees should trust each other and cooperate in achieving maximum production.
Thus Taylor advocated a shift in the mental attitude of both employer and employee as they should feel they are partners in progress and welfare and they should not fight with each other.
(ii) Work Study:
Work study means an organised objective, systematic, analytical and critical assessment of the efficiency of various operations in an organisation. It is a generic term which is applied to all techniques which are used in the analysis of human work. In all this will facilitate the investigation of all factors which influence efficiency and the economy of operations.
Work study includes the following techniques:
(a) Method study
(b) Time study
(c) Motion study.
(a) Method Study:
This study is conducted to know the best method of doing a particular job. It tries to reduce the distance travelled by materials and brings improvement in handling, transporting, inspection and stage of materials and finished goods.
(b) Time Study:
This means the establishment standards for performance of each job. This maybe for a job or its elements. This is attempted by observing and recording time required for performance with the help of stop watch.
(c) Motion Study:
Motion study is the study of the movement of an operator or a machine. Its purpose is to eliminate useless motions and finding out the best method of doing a particular job. By undertaking motion study an attempt is made to refine performance by eliminating unnecessary movements and altering the sequence of operations.
(iii) Standardisation of Tools and Equipments:
Taylor advocated standardisation of tools and equipments, cost system and several other items. The management should take efforts to provide standardised work environment and methods of production to the workers. This will reduce spoilage and wastage of materials, improve quality of work, reduce cost of production and reduce the fatigue of workers.
(iv) Scientific Selection and Training:
The management is to design scientific selection procedure with the object of getting the right man for the right job. For this the management has to identify the job requirement i.e. the demand side of the job. Then the recruitment is to be made by identifying the most appropriate qualification, training experience and the level of efficiency for the job.
The selection is to be made in an impartial way in accordance with pre-determined standards. The workers should be specially trained for the jobs they are appointed so that they can perform their jobs effectively.
(v) Differential Piece Rate System:
In wage payment there are two types of payments:
(a) Time Rate
(b) Piece Rate.
(a) Time Rate:
In this system, time is made the basis of payment in irrespective of quantity of work done by a worker. Payment is made at a rate on attendance by hour, day week or a month. Formula for calculating wages is Hours worked x Rate per Hour.
(b) Piece Rate:
In piece rate the payment of wages is made on the basis of quantity of work. A fixed sum per unit of output is given to the worker irrespective of the time taken by him.
Formula:
Units Produced x Rate per unit.
Under differential piece rate system two piece rates are to be established. The standard of efficiency is determined either in terms of time or output based on time and motion study. The workers are classified achievers or under achievers based on performance. An achiever of the standard is paid a higher piece rate and an under achiever is paid a lower piece rate.
(vi) Functional Foremanship:
The object of this concept is to segregate planning and performance on the shop floor and to introduce specialisation. He recommended the appointment of eight foreman in all to control the various aspects of production. Four are to be in planning department namely route clerk, instruction card clerk, time and cost clerk and shop disciplinarian. The four foremen recommended for getting the required performance from the workers include gang boss, speed boss, repair boss and inspector.
From the assumptions and the techniques of scientific management the following principles can be identified:
(a) To unite high wages and low labour cost the management is to:
(i) Assign each worker a clearly defined job.
(ii) Provide each worker with such standardised conditions and environment to facilitate him to achieve his tasks with certainty.
(iii) Remunerate each worker with large pay when he accomplishes his task.
(iv) Make sure that when a workman fails, he will be the loser thereby.
(b) The greatest permanent prosperity for workmen and employer comes from doing work with smallest expenditure of human effort, natural resources and invested capital.
(c) By separating the worker’s planning and brain work from manual labour cost of production is lowered.
Term Paper # 3. Advantages of Scientific Management:
Scientific management has resulted in many benefits to employers, employees and to society.
They are:
Benefits to Employers:
(i) Replacement of traditional rule of thumb method by scientific investigation.
(ii) Proper selection and training of the workers leading to better workforce.
(iii) Establishing harmonious relationship between the workers and management.
(iv) Standardisation of tools, equipment, materials and work methods for increasing efficiency.
(v) Better utilisation of resources and elimination of waste.
(vi) Scientific determination of fair work to be done during the day.
Benefits to Employees:
(i) Detailed instructions and constant guidance to workers.
(ii) Better working conditions and tools for employees.
(iii) Opportunity for training and development to increase skills.
(iv) Incentive wages to workers who achieve high targets in production.
(v) Minimisation of fatigue in work spot because of application of scientific methods.
Benefits to Society:
(i) Better quality goods at reduced cost.
(ii) Improves standard of living by producing better products.
(iii) Increased productivity in the country.
(iv) Industrial peace in the county.
(v) Technological development due to scientific investigation.
Term Paper # 4. Criticisms of Scientific Management:
Scientific management was criticised by employers, employees and psychologists on various grounds.
They are:
Employers’ View Point:
(1) Introduction of scientific management is quite expensive. Huge sums of money are to be spent on standardisation of methods of work, tools and equipment and working conditions. Further the cost also increases to meet the extra cost of planning department.
(2) Reorganisation of work force and working style consumes lot of time. Transition from the existing conditions to the improved conditions affects normal functioning. This not only results in loss but also consumes time. So this cannot be taken up small scale units.
(3) Scientific management is not emphasising cost and financial control. This may lead to inefficiency in the enterprise.
(4) The concept of functional foremanship advocated by is impractical as the organisational set up is to receive command from eight foremen at a time and it can’t satisfy them all.
Criticism by Employees:
(1) Scientific management attempts to force them to work their maximum. It does not bother about the adverse effect of such speeding up on the physical and mental wellbeing of employees,
(2) Scientific management introduces specialisation in the organisation.
The workers are supposed to do routine work like automatic machines. This creates problem of monotony among workers.
(3) Scientific management separates planning from performance. The workers are to carry out instructions given to them. So workers are not given any opportunity to take initiative.
(4) Scientific management leads to greater productivity and better standards of living. But the increase in productivity leads to more production at lesser cost and reduces employment opportunities. This leads to unemployment.
(5) It exploits the workers as increase in wages does not rise in the same proportion in which productivity increases. Gains from increased productivity are taken away by the employers.
(6) It advocates harmony in the organisation. But in reality it discourages disputes and it divides the workers into two groups known as achievers and underachievers.
Psychologists’ Criticisms are as Follows:
(1) Scientific Management adopts the mechanical approach towards the workers. It expects the workers to carry out the instructions given to them. They are treated like machines. They are not supposed to take any initiative. The psychologists are of the opinion that the workers should be encouraged to take initiative and they should be given a right to participate in the affairs of the organisation.
(2) Scientific management wants maximum efficiency by speeding up the performance of the workers. It does not take into consideration the harmful effects of such speeding up on the mental and physical health of the workers. The speeding up of the work may lead to accidents.
(3) Over-specialization and repetitive nature of the job creates in workers a sense weariness and frustration. They suggest that job enlargement should be introduced to solve the problem of monotony.
(4) The main focus of scientific management was to increase productivity by paying the workers with differential piece rate. So the main assumption is that differential piece rate is the motivating factor. But in reality it is not so as these are other factors like security, social relationships, independence and recognition. Further this divides the workers.
Term Paper # 5. Evaluation of Scientific Management:
Scientific management advocated by Taylor involves more of industrial engineering than of management. It focuses attention on the production side only and it neglects other areas of management like finance, marketing and purchasing. It advocates and gives too much emphasis on job analysis and standardisation of working conditions. It does not follow an integrated approach to management.
The authorities who were associated with Taylor and tried to popularize the principles of scientific management were:
(1) H.L. Gantt
(2) Gilbreth
(3) H. Emerson
The advocation of these authorities can be considered.
1. H.L. Gantt (1861 -1919):
He was a mechanical engineer and worked with Taylor in Midvale steel company in various capacities. In 1901 he formed his own consulting engineering firm.
His contributions to management were:
(1) He developed a “Task and Bonus” plan to remove hardships in Taylor’s differential piece-rate system. This aim at provided a guaranteed minimum wage and also extra wages for extra work.
(2) He developed the “daily balance chart” known as the Gantt Chart. This has revolutionized the Production Control. The production executives will be knowing about the progress of production in the form of graph.
(3) He pleaded a policy of teaching and preaching employees to do their work is to be done before commencing the work rather than leading employees as cattle.
(4) He was advocating for wider recognition of the human factor in management and stated that financial incentives are the only one of many that influence human behaviour.
(5) Finally he is of the opinion that emphasis be placed on service rather than on profits. He did his best to influence the concept of industrial responsibility than any other authority.
The principles advocated by H.L. Gantt from his writings were:
(a) A high degree of efficiency is obtained from careful scientific analysis and investigation.
(b) A system of management based on scientific method is as much an asset as plant or equipment.
(c) The performance of any work cannot be devised with certainty until the method has been subjected to a complete scientific investigation.
(d) Action based on opinion will lose in competition with action based on facts. Greater and more stable results can be obtained from a policy of teaching and leading workmen to do their work than from a policy of driving and forcing.
2. F.B. Gilbreth:
He was the contemporary of Taylor. His wife Lillian and he made significant contributions to motion study, fatigue study and work simplification. Gilbreth emphasised training of personnel and discovering one best way of doing work.
The contributions made by both were as follows:
(i) He developed motion study as a primary tool for managers. He demonstrated this brick laying by reducing the number of motions from 18 to 5 and increased the laying of bricks from 170 to 350.
(ii) He developed seventeen basic elements in working on any job. He named these elements as ‘therbligs’ (Gilbreth spelled reverse with the transposed).
(iii) In time study he used michronomotor and photographed worker’s movements. The three aspects studied by him were movements made, time taken and direction of movements. He called this process as ‘ chronocyclograph’.
(iv) With the object of raising the morale of the worker he advocated that a worker should be made to work on three positions simultaneously:
a. The position he held before promotion to his present position.
b. The present position and
c. The next higher position.
(v) His unique contribution was his emphasis on human effort and the methods he devised to eliminate wasteful and unproductive movements.
3. Harington Emerson:
He is the authority who gave a big impetus to the spread of scientific management. He was an engineer and a consultant. He was a contemporary of Taylor. He gave a startling testimony before the Interstate commerce Commission in favour of scientific management principles. There was a case before the Commission between cargo owners and railway companies for hike in freight rates.
The cargo owners were against the hike and they requested one Mr. Brandies to argue their case. Emerson was the consultant for the case and he testified that by introducing scientific management the railways can save million dollars a day. This is how he has thrown the principles of scientific management to limelight.
His contributions to management are as follows:
(i) He developed a wage payment plan under which different rates of bonus are to be paid at varying levels of efficiency besides a guaranteed minimum wage.
(ii) He advocated the use of clear statement of goals and objectives for the organisation.
(iii) He suggested line and staff organisation in the place of functional foremanship.
(iv) The most significant contribution from him is the Twelve Principles of efficiency.
They are:
a. Clear ideals,
b. Common sense,
c. Competent counsel,
d. Discipline,
e. Fair deal,
f. Proper records,
g. Dispatching,
h. Standards and schedules,
i. Standard conditions,
j. Standardized operations,
k. Standardized practice instructions and
l. Efficiency reward.
According to him efficiency means avoiding wastage. He was the first authority to use the term ‘Efficiency Engineering’. For him efficiency means that the right thing is done in the right manner by the right man at the right place and in the right time. He contended that efficiency would depend on proper choice every element in production, improvement of workers’ conditions’ fixation of ideal standards emulated by workers, selection of the right man for the right job.