"In tomorrows enterprise the knowledge worker will be freed to release creative energy that will result in an era of enormous innovation and discovery, fulfilling the potential and promise of the mind." Frederick Winslow Taylor.
Frederick Winslow Taylor:
Frederick Winslow Taylor who can be considered as the father of the scienific management was born in Philadelphia,1865. His family was rich and his parents were quakers (the people who believe in the fact that everybody can reach and experince God themselves without meditation and the other people. In his early childhood Taylor used his quaker belief in order to solve problems and pevent problems among his friends.
Taylor always aimed to create “better solutions” against problems and always struggled to seek more efficent ways of doing something. For example he developed a harness in order to prevent from sleeping o his back and by this way in the hope of avoiding nightmares. He was very talented in maths and sports. At age twenty-five, Taylor earned an engineering degree at the Stevens Institute of Technology in New Jersey while holding a full time job and one of the other achievements of him was his winning of the U.S. Lawn Tennis Association doubles championship where he used a patented spoon-shaped racket that he himself designed.
Despite his excellent talents in math he preferred to work as a machinist then he soon became a common laborer in Midvale Steel Company.(while wrking there he continued to his education to became an engineer ans he graduated as a mechanical engineer) While working there his aim was always to find the most efficent ways in performing a specific task(whic can be considered the basic princible of the industrial engineering).To do this he wathed how the work is done and then measured the quantity produced..Taylor was working in a period when the mass production had started to take place and small factories became large plants.The problem was The owners of the capital was eraning more and more but the workers were earning little for their affords.So this inefficent wages was causing carelesness safety, inefficiencies, and soldiering (worker foot dragging) on the job. He believed that incentive wages were no solution unless they were combined with efficient tasks that were carefully planned and easily learned. He proposed that management should work cooperatively in a supportive role. The wages should be distributed depending on the hardness of the workers’ tasks. According to him, productivity can be achieved by finding the suitable challenge for the right person and and paying well to him for increased production. He used time studies to set daily production quotas. Incentives would be paid to those reaching their daily goal. Those who didn't reach their goal would get the differential rate, a much lower pay. Taylor doubled productivity using time study, systematic controls and tools, functional foremanship, and his new wage scheme. He paid the person not the job.
Taylor’s most shiny years was in Bethlehem Iron Company. While working there he installed installing production planning, differential piece rates, and functional foremanship. He also created analysis of daily output and costs, a modern cost accounting system. He successfully implemented cost saving techniques even though he added clerks, teachers, time-study engineers, supervision and staffing support positions.
After giving up his career at Bethlehem Iron Company, Taylor chosen to work wthout paid.
He developed the book Principles Of Scientific Management”. The system described in the book was the composition of the methods which were tried by Taylor at he different companies he worked.These principles are stil being used by the consultants today.
In his last years Frederick felt misunderstood by quick-fix managers and zealous unionists, and wronged by consultant imitators. His energy was sapped by the constant attention he paid to his wife's severe illnesses.
While on a speaking tour in the Midwest, in 1915, he contracted influenza. He was admitted to a hospital in Philadelphia and celebrated his fifty-ninth birthday there. He died the next day.
Taylor and Scientific Management:
Taylor’s core values:
1The rule of reason, 2improved quality, 3lower costs, 4higher wages, 5higher output, 6labor-management cooperation, 7experimentation, 8clear tasks and goals, 9feedback, 10training, 11mutual help and support, 12stress reduction, 13the careful selection and development of people.
These values mentioned above made the Taylor first to conduct a systematic study of interactions among job requirements, tools, methods, and human skill, to fit people to jobs both psychologically and physically, and to let data and facts do the talking rather than prejudice, opinions, or egomania.
Taylor's 4 Principles of Scientific Management
After years of various experiments to determine optimal work methods, Taylor proposed the following four principles of scientific management:
1. Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.
2. Scientifically select, train, and develop each worker rather than passively leaving them to train themselves.
3. Cooperate with the workers to ensure that the scientifically developed methods are being followed.
4. Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.
These principles were implemented in many factories, often increasing productivity by a factor of three or more. Henry Ford applied Taylor's principles in his automobile factories, and families even began to perform their household tasks based on the results of time and motion studies.
1-http://www.netmba.com/mgmt/scientific/
2-http://www.stfrancis.edu/ba/ghkickul/stuwebs/bbios/biograph/fwtaylor.htm
3-http://www.kimkimdir.gen.tr/kimkimdir.php?id=150
4-http://tr.wikipedia.org/wiki/Frederick_Winslow_Taylor
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