Scientific Management(1910-1935)
Frederick Taylor
Henry Gannt
Frank and Lillian Gilbreth
Luther Gulick III
Max Weber
Henri Fayol
Scientific Management
The process of approaching various aspects of organizations in a scientific manner using scientific tools such as research, management, and analysis.
Scientific Management Theorists
PURISTS
Frederick Taylor
Henry Gannt
Frank and Lillian Gilbreth
TRANSITIONALISTS
Luther Gulick
Max Weber
Henry Fayol
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
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
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”
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
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
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
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
Frank and Lillian Gilbreth
- Associates of Fredrick Winslow Taylor, their work was intertwined with his and their motion studies predated Taylor’s system first published in 1903.
- Developed the laws of human motion from which evolved the principles of motion economy
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.
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
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 organization’s goals
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
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
Seven Administrative Procedures - Gulick
Planning
Organizing
Staffing
  Directing
  Coordinating
  Reporting
Budgeting
Gulick’s 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.
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
Max Weber
Weberian Model of Bureaucracy
Division of Labor and Specialization
Impersonal Orientation
Hierarchy of Authority
Rules and Regulations
Career Orientation
Weber’s Description of Power and Authority in Organizations
Charismatic
Traditional
Legal
Criticisms of Weberian Bureaucratic Model
Dysfunctional Consequences
Neglect of the Informal Organization
Internal Inconsistencies
Gender Bias
Oppressive Features
Organizational Pathologies
Weber’s 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.
Henri Fayol (1841-1925)
Fayol’s Five Functions of Management
1. Forecasting and Planning
2. Organization
3. Command
4. Coordinate
5. Control
Fayol’s 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
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
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
Scientific Management’s 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
Scientific Management’s Effect on Schools
Teaching Objectives
Vocational Curriculum Design
Division of Labor
Subjects Departmentalized
Improvements by Analysis
Data-driven decisions
Outcomes for Instruction
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