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Their ideas have since been combined into one process called time and motion studies for analyzing the most productive way to complete a task. Scientific management has at its heart four core principles that also apply to organizations today. They include the following:. Taylor designed his approach for use in places where the work could be quantified, systemized, and standardized, such as in factories.
In scientific management, there is one right way to do a task; workers were not encouraged in fact, they were forbidden to make decisions or evaluate actions that might produce a better result. Taylor was concerned about the output more than worker satisfaction or motivation.
Scientific management grew in popularity among big businesses because productivity rose, proving that it worked. Today, an updated version of his original theory is used by such companies as FedEx and Amazon. Digital Taylorism is based on maximizing efficiency by standardizing the tools and techniques for completing each task involved with a given job.
Every task is broken down to the smallest motion and translated into an exact procedure that must be followed to complete that task. Because everyone is operating in the same mechanistic way, it increases predictability and consistency while reducing errors.
It is relatively easy for managers to replace workers and retain the same productivity. Two more pioneers in the field of management theory were Frank and Lillian Gilbreth, who conducted research about the same time as Taylor. Like Taylor, the Gilbreths were interested in worker productivity, specifically how movement and motion affected efficiency. Lillian Gilbreth. As stated above, the Gilbreths used films to analyze worker activity.
They would break the tasks into discrete elements and movements and record the time it took to complete one element. In this way, they were able to predict the most efficient workflow for a particular job. The films the Gilbreths made were also useful for creating training videos to instruct employees in how to work productively.
Taylor and the Gilbreths belonged to the classical school of management , which emphasized increasing worker productivity by scientific analysis. They differed, however, on the importance of the worker. Eventually, their work led to the science of ergonomics and industrial psychology.
Ergonomics is the study of people in their operating environment, with the goal of increasing productivity and reducing risk of work-related injury. Henry Gantt — was also an associate of Taylor. He is probably best known for two key contributions to classical management theory: the Gantt chart and the task and bonus system. The Gantt chart is a tool that provides a visual graphic representation of what occurs over the course of a project.
The focus of the chart is the sequential performance of tasks that make up a project. It identifies key tasks, assigns an estimated time to complete the task, and determines a starting date for each element of a task. Gantt differentiated between a terminal element that must be completed as part of a larger task.
The related terminal elements together created what he called the summary element. Imagine that you want to paint a room. The summary element is the finished, painted room. The individual terminal tasks might include calculating the square footage of the room, preparing the walls, choosing the paint, purchasing the paint, putting down the drop cloth, taping the windows, applying the paint, and final cleanup.
Some of these elements are independent, and some elements are dependent upon others. Purchasing the paint is dependent upon knowing the square footage and choosing the paint color. Before painting can start, the walls must be prepared and the paint must be purchased. But purchasing the paint is not dependent upon preparing the walls—these tasks could be started at the same time. Gantt wanted to establish a standard average time for a piece of work or task. Then, if a worker took more that the standard time, his pay was docked.
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