Transcript Communication in Organisations Scientific Management S

Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Introduction: Before Taylor
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
• How did they “manage” before Taylor?
• The predecessors of scientific management.
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Early examples of management guidebooks
• Ancient Egypt :Management “text scroll”
by Ptah-hotep, vizier (chancellor) of king
Issi, about 2700 b.C. Mainly concerned
with construction activities (building of
pyramids.)
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
• Dynastic China: a textbook with
guidelines for all levels of the civil service
of the Chow –dynasty empire (1122-249
b.C.), issued about 1100 b.C.
• Ancient Greece: numerous texts, for
instance parts of Plato’s “Politeia”
(about 400 b.C.)
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
• Europe, the Middle Ages: rules for
organising projects, management of
resources in convents and monasteries.
• Germany, 1676 „Ein Beyspiel
wohlgemeinter Projekte, um Arbeiter zu
Manufakturen zu bekommen und denen
fleißigen Armen zu helfen“ by
“Projektmacher” Kraft.
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
• England, 1776, “An Inquiry into the
Nature and Cause of the Wealth of
Nations” by Adam Smith.
• England, 1835, “The Philosophy of
Manufactures” by Ure
• England, 1832, “On the Economy of
Machinery and Manufactures” by
Charles Babbage
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
• The Babbage – principle: Lower your personal
costs by employing just the necessary
qualification for each task (job).
• Germany after 1870: numerous textbooks with
guidelines for proper use of statistical and
formalisation methods (Bourcart 1874; Roesky
1878; Tolkmitt 1894; Schmidt 1901; Nyhoegen
1908 etc.)
• France, 1916: Henri Fayol “Administration
Industrielle et Générale”.
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Was there a “reason for the emergence of
Taylorism” at the beginning of the 20th
century?
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
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progress in mechanisation,
division of labour,
rising demand for goods,
large supply of unskilled workforce (mainly from
eastern Europe and rural USA),
• necessity for restructuring of the manufacturing
process,
• all the “parts of the puzzle” already there,
• strong belief in limitless possibilities offered by science.
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Frederick Winslow Taylor
– Father of Scientific Management –
Biography
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
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1856
born in a wealthy Quaker family
compulsive
always counting and analysing to act
more efficiently
• dutiful
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
• started preparing studies for Harvard
• gave up his studies because of an eye
disease
• against the will of his parents:
apprenticeship as a machinist
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
1878 – Midvale Steel Company (1)
• developed his system of Scientific
Management
• tried to fight against “soldiering” and to
raise the efficiency of the company
“Let me show you how to do that.” (Copley
1993, I., p.174)
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Midvale Steel Company (2)
“If he (Taylor) set up a law which must be obeyed, it was the law, not
of his own will, but of the one best way. (Copley 1993, I., p.175)
“… immediately started a war … which as time went on grew more
and more bitter” (Copley 1993, I.)
“If Mr. Taylor’s actions were largely uncomprehensible to those
around him, it was because he always acted in accordance with the
fundamental reasons of things.” Henry L. Gantt (Copley 1993, I.,
p.174)
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Midvale Steel Company (3)
“Fines were inflicted not only for not only for damage to
machines, tools, work, or other property of the
company, but also for violation of the rules such as
reporting late or leaving without permission.” (Copley
1993, I., p.168)
“He was one of the first men in industry to set out
systematically to combat the drink evil.” (Copley 1993,
I., p.178)
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
1898 – Bethlehem Steel Company
• got his nickname “Speedy” Taylor
• discovered „high-speed-steel”
• became popular for his discovery at the
world exhibition in Paris in 1900
• invented many tools to speed up and
facilitate the working processes
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
1901 – Serving the public without pay (1)
“…I retired from money-making business
in 1901 and have never received a cent of
pay for any work that I have done in the
interest of Scientific Management. On the
contrary I have devoted nearly all of my
time and money to furthering the cause
of Scientific Management.”
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Serving the public without pay (2)
This is done entirely with the idea of getting better wages
for the workmen – of developing the workmen coming
under our system so as to make them all higher class
men – to better educate them – to help them to live
better lives, and, above all, to be more happy and
contented. This is a worthy object for a man to devote
his live to.” (Copley, Father of Scientific Management
II, p.238)
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
1906 – President of the American Society
of Mechanical Engineers
1911 – “The Principles of Scientific
Management” published
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
1915 – F.W. Taylor died of pneumonia
• broken and discouraged man
• in the same year his approach was
rejected by the Congress
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Principles of Scientific Management
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Scientific:
• measure a wide range of variables
• the two stages of scientific time study
• stage 1: Analysis
• stage 2: Synthesis
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Management:
• set objectives and visions
• organize
• decide
• control
• develop and support employees
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Scientific Management:
• reveal the one best way of performing
any task
• reduce the number of methods
• specify the skills
• develop tools
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Mental Revolution:
• application of the principles of science
• mutual submission to the scientific
method
• transform relationship between
management and workers
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Five Principles of Scientific Management
1. clear division of tasks between
management and workers
2. find the one best way of doing a job
3. scientific selection of the worker
4. training and development
5. cooperation
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Systematic Soldiering:
• common restriction of output
• avoidance to work at maximum speed
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Can you imagine reasons for Systematic
Soldiering?
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Functional Foremanship:
• restrict every employee
• divide the job of the general foreman
• supervision
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Why do you think functional foremanship
never gained widespread popularity?
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Establish Cost Accounting
• labour variance
• identify bottlenecks
• rewards and punishments
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Humans:
• first class man
• modern machine theory
• units of production
• scoial aspects are irrelevant
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Unions:
• no place for unions
• individual assessment
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Underlying Assumptions:
• capitalism
• protestant work ethic
• increased output is desirable
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Experiments in scientific management:
• Bethlehem Steel company (1898)
• show the advantages of task work
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
yard labourers
600
500
400
300
200
100
0
old plan
new plan
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
tons per man per day
70
60
50
40
30
20
10
0
old plan
new plan
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
earnings per man per day (average)
$2,00
$1,80
$1,60
$1,40
$1,20
$1,00
$0,80
$0,60
$0,40
$0,20
$0,00
old plan
new plan
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
costs of handling a ton (average)
$0,080
$0,070
$0,060
$0,050
$0,040
$0,030
$0,020
$0,010
$0,000
old plan
new plan
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Simulation
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Summary
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
After Taylor – what has become of his ideas?
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
In The USA:
• The attitude of the workers and their
organisations
• The attitude of the management.
• “Efficiency craze” 1911
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
• The failed attempt to implement
Taylorism at the Waterdown Arsenal and
• subsequent attitude of the American
government.
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
• Lillian and Frank Gilbreth.
• Henry Laurence Gantt.
• Henry Ford and Fordism.
• Implications of Taylorism and Fordism.
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
In Germany
• The attitude of the engineer elite.
• German economy during WW I and after.
• REFA.
• And what about today?
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Criticism of Scientific Management (1) :
• “If a man won’t do what is right,” said Taylor, “make
him.” (Copley 1993, I., p.183)
• What does this citation show about the nature of
Scientific Management in practice?
• Think about critical aspects of Scientific Management
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Criticism of Scientific Management (2)
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Taylor was naive
too harsh
contradicted himself
called his ideas ‘principles’
human being is viewed as an automaton
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Criticism of Scientific Management (3)
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worker is only motivated through money
neglected the subjective side of work
didn’t care for the reaction of workers
ignored the psychological needs and
capabilities of the workers
(Buchanan/Huczynski 1997, p.359)
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Discussion
• If Taylorism is as outdated and inhuman as so many people hold,
why do you think it is still commonly used in organizations today?
• Try to find examples for Tayloristic methods today.
• Can you imagine any cultural differences in the application of
Scientific management?
• Do you think it is necessary to analyze every working process in
detail and to uniform every step?
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser
Communication in Organisations
Scientific Management
S. Grabbe, M.Orthwein, R.Weiser