The Theory of Taylor’s Scientific Management

The Scientific management theory/approach is one of the essential theories of traditional public administration, formulated by Frederick Winslow Taylor, an engineer. He strived to view the world around him scientifically. Since he was in the field of production, he was concerned with increasing worker efficiency to propel output in the shortest time with the fewest resources. As a result, waste is minimised to the greatest extent possible, and profits are maximised.

Principles

• Standardization of work methods: A scientific method is used to determine the best way to accomplish each job/task performed by a worker, based on scientific observation and analysis, resulting in less manual work because the worker can achieve more with fewer efforts. The use of benchmarked and standardised tools, equipment, and methods would improve quality control and inspections, lowering production costs and increasing efficiency. Taylor emphasised the importance of hiring and training the “right man for the job,” as well as ensuring that consumers receive fair wages and reasonable prices for standardised goods.
• Workers were frequently left unsupervised on the factory floor to fend for themselves. As a result, rather than piling it all on the workers, Taylor urged management to consider the functions it was best suited for, such as planning, organising, controlling, and determining work methods.
• Mutual collaboration of workers and management: This principle states that to increase production, organisation, and efficiency, there should be active cooperation and cordial relations between the administration and the workers, rather than discord and distrust.
• Equal work distribution: Taylor stresses that there should be an equal division of labour and responsibility among workers and management, and that management and workers should work almost side by side with employees assisting.
• Selection of workers scientifically: Taylor argued that each person should be scientifically chosen and then assigned work that is appropriate for his or her physical, mental, and intellectual abilities. To improve efficiency, proper training should be provided.

Taylor Was Also Concerned About The Following Aspects Of The Scientific Management Process

• Mental revolution: He advocated for a shift in worker and management attitudes toward one another and their responsibilities. Managers should emphasise generating the most revenue, resulting in higher profits. Workers should concentrate on increasing their commitment, efficiency, and production, which will inevitably lead to a rise in their pay.
• Division of labour: The planning function will be taken over by the management that is trained and skilled for the job, whilst the workers can focus on completing their functional tasks according to the rules, guidelines, and methods devised by the former. As a result, everyone does what they are best qualified for.
• Taylor advocated for strong learning and development programs for the workers based on their existing skill sets. It is the responsibility of the management to select candidates for specific jobs based on their nature, character, and abilities.
• Work should be studied systematically and scientifically, and various laws and rules should be applied to everyday work to find the most efficient method of performing a particular job. Taylor used a stopwatch to study every worker’s movement, removing all unnecessary activities, and determining the minimum time required for each job.
• Individual work: Taylor was never a proponent of group work or activity. He claimed that people are only motivated by personal ambition and that they lose their individuality/individual drive in a group setting. He believed that workers should not interact verbally because it puts them under undue personal stress.

Criticism 

1. He was considered a pro-capitalist, favouring the wealthy and ruling class over the working class.
2. Trade unions criticised it as a theory designed to undermine workers’ ability to bargain collectively with the ruling class for their benefit.
3. An extremely mechanical model treats workers like cogs in a wheel. It was not humanistic as it solely concerned itself with efficiency, production, and managerial issues, neglecting the psychological and emotional problems that workers face, such as the routine and monotony of their work, job insecurity, etc.
   Scholars who took a humanistic approach argued that workers need more than just a raise in their wages; they fundamentally need justice, status, and opportunities.
4. He plausibly reduced workers to robots solely dependent on the management’s orders. They were not allowed room for innovation or to try newer skill enhancements based on their existing experiences.

Conclusion

Although it drew a lot of criticism, the importance of this theory cannot be overlooked as it was the catalyst for developing management science and the ideas that followed. Taylor was not wholly opposed to human relations, as evidenced by the fact that one of his fundamental principles concerns itself with the ‘mutual collaboration of workers and the management’. Still, he did try to mechanise the workforce.