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principle of management(pom) slide of Scientific Management Theory (Frederick Winslow Taylor 1856-1915) Bureaucratic Theory(Max Weber 1864-1920)

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Group D presented on Scientific Management Theory by Frederick Taylor and Bureaucratic Theory by Max Weber. Taylor focused on optimizing work processes for higher efficiency through systematic study of relationships between people and tasks. Weber analyzed bureaucracy as a form of organization defined by hierarchy, division of labor, qualifications, and rules. Both theories aimed to bring rationality and predictability to organizational management.

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Presentation Group D Group member: Puja(13) Rijita(17) Samjhana(19) Saru(20)
PRESENTATION ON Scientific Management Theory (Frederick Winslow Taylor 1856-1915) Bureaucratic Theory(Max Weber 1864-1920)
Scientific Management Theory Frederick Winslow Taylor (1856-1915)
Bureaucratic Theory Max Weber (18641920)
 Scientific Management The systematic study of the relationships between people and tasks for the purpose of redesigning the work process for higher efficiency. Defined by Frederick Taylor in the late 1800’s to replace informal rule of thumb knowledge. Taylor sought(wanted) to reduce the time a worker spent on each task by optimizing the way the task was done.
Taylor’s contribution to management    Frederick Winslow Taylor (20 March 185621 March 1915), widely known as F. W. Taylor, was an American mechanical engineer who wanted to improve industrial efficiency. He is regarded as the father of scientific management, and was one of the first management consultants. He is also called as “Father of Scientific Management”.
SCIENTIFIC MANAGEMENT It is the art of knowing what exactly you want from your men to do & then seeing that it is done in best possible manner.  In simple words it is just an application of science to management Scientific Management  The systematic study of the relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.
Taylor’s view about management    Taylor believed that the industrial management of his day was unprofessional, that management could be formulated as an academic discipline. Best results would come from the partnership between trained and qualified management and a cooperative and innovative workforce. Each side needed the other and there is no need for trade unions.
Principles of scientific management   Science not the rule of thumb: scientific investigation should be used for taking managerial decisions instead of basing on opinion, institution or thumb rule. Harmony not discard/ cooperation between employers and employees: Harmonious relationship between employees and employers. Cooperation of employees that managers can ensure that work is carried in accordance with standards.
CNTD…   Scientific selection training and development of employees: selection means to choose the best employee according to the need. Their skill and experience must match the requirement of the job. Scientific development refers to criteria for promotions, transfers etc.. So that work is done with full efficiency.
CNTD...    Division of work/ responsibility: The responsibility of workers and management should be properly divided & communicated so that they can perform them in an effective way and should be reward for the same. Mental revolution: Acc. To Taylor, the workers and managers should have a complete new outlook; a mental revolution in respect to their mutual relations. Workers should be considered as a part
His principles of management The four principles of management. 1. The development of a true science. 2. The scientific selection of the workman. 3. The scientific education and development of the workman. 4. Intimate and friendly cooperation between the management and the men. 
CRITICISM FOR SCIENTIFIC MANAGEMENT     The main argument against Taylor is this reductionist approach to work dehumanizes the worker. The allocation of work "specifying not only what is to be done but how it is to done and the exact time allowed for doing it" is seen as leaving no scope for the individual worker to excel or think. 1. The belief that increased output would lead to less workers. 2. Inefficiencies within the management control system such as poorly designed
How do today’s managers use Scientific Management   1. It was important because it could raise countries’ standard of living by making workers more productive and efficient. 2. Also it’s important to remember that many of the tools and techniques developed by the scientific.
application in the modern workplace  Assembly Line Plants as Prototypical Examples  “Prisoners of Taylorism”  System of Remuneration (quotas - commission)  Re-Design - Reengineering  Benchmarking  Data are used to refine, improve, change, modify, and eliminate organizational processes  Lean Manufacturing
principle of management(pom) slide of Scientific Management Theory (Frederick Winslow Taylor 1856-1915) Bureaucratic Theory(Max Weber 1864-1920)
principle of management(pom) slide of Scientific Management Theory (Frederick Winslow Taylor 1856-1915) Bureaucratic Theory(Max Weber 1864-1920)
DEFINING BUREAUCRACY  What is Bureaucracy? A complex, hierarchically arranged organization composed of many small subdivisions with specialized functions  Bureaucracy means “rule by administrative system”  Bureaucracy is complex  Bureaucracy is hierarchical
CONCEPT AND contribution Communication and transportation policies make more efficient administration possible Hierarchical Delineated organization lines of authority in a fixed area of activity Rules are implemented by neutral officials, not the power elite Advancements depend on technical qualifications from organizations not individuals
FUNCTION OF BUREAUCRATS  Five Functions of Bureaucrats  Implement the law  Provide expertise  Provide research and information  Quasi-judicial powers and responsibilities
principle of management(pom) slide of Scientific Management Theory (Frederick Winslow Taylor 1856-1915) Bureaucratic Theory(Max Weber 1864-1920)
BUREAUCRACY  Hierarchy Division of Labor Authority Qualification  Career Commitment  Devotion to Purpose Advancement / Seniority    
HIERARCHY  Authority and its flow  subordination  “Such a system offers the governed the possibility of appealing the decision of a lower office to its higher authority”
DIVISION OF L ABOR Specialization  Separation of roles and duties   “’higher’ authority [is not] authorized to take over the business of the ‘lower’”
Authority Who has the right to make decisions of varying importance at different organizational levels
QUALIFICATION  Training and qualification is the number one requisite.  How to manage  How to carry out duties  Knowledge of the rules
Career commitment  Both the employee and the organization view themselves committed to each other over the working life of the employee
r ationality  The use of the most efficient means available to accomplish a goal.
application in the modern workplace Large organizations guided by countless rules are bureaucracies Linked with inefficient, slowmoving organizations Organizations have several characteristics of bureaucracies
LMITATIONS His specific explanations for society in his time are hard to generalize for other circumstances in society Failed to see all the positive aspects of rationalization and deemed society to be doomed and trapped in an “iron cage” of its own making Bureaucratic features of Weber’s ideal society might actually be inefficient (argued by Merton)
SUMMARY     Classical Theories of Organizations Taylor’s Theory of Scientific Management Weber’s Theory of Bureaucracy Two theories attempt to enhance management’s ability to predict and control the behavior of their workers Considered only the task function of communication (ignored relational and maintenance functions of communication) Designed to predict and control behavior in organizations
principle of management(pom) slide of Scientific Management Theory (Frederick Winslow Taylor 1856-1915) Bureaucratic Theory(Max Weber 1864-1920)

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principle of management(pom) slide of Scientific Management Theory (Frederick Winslow Taylor 1856-1915) Bureaucratic Theory(Max Weber 1864-1920)

  • 2. PRESENTATION ON Scientific Management Theory (Frederick Winslow Taylor 1856-1915) Bureaucratic Theory(Max Weber 1864-1920)
  • 5.  Scientific Management The systematic study of the relationships between people and tasks for the purpose of redesigning the work process for higher efficiency. Defined by Frederick Taylor in the late 1800’s to replace informal rule of thumb knowledge. Taylor sought(wanted) to reduce the time a worker spent on each task by optimizing the way the task was done.
  • 6. Taylor’s contribution to management    Frederick Winslow Taylor (20 March 185621 March 1915), widely known as F. W. Taylor, was an American mechanical engineer who wanted to improve industrial efficiency. He is regarded as the father of scientific management, and was one of the first management consultants. He is also called as “Father of Scientific Management”.
  • 7. SCIENTIFIC MANAGEMENT It is the art of knowing what exactly you want from your men to do & then seeing that it is done in best possible manner.  In simple words it is just an application of science to management Scientific Management  The systematic study of the relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.
  • 8. Taylor’s view about management    Taylor believed that the industrial management of his day was unprofessional, that management could be formulated as an academic discipline. Best results would come from the partnership between trained and qualified management and a cooperative and innovative workforce. Each side needed the other and there is no need for trade unions.
  • 9. Principles of scientific management   Science not the rule of thumb: scientific investigation should be used for taking managerial decisions instead of basing on opinion, institution or thumb rule. Harmony not discard/ cooperation between employers and employees: Harmonious relationship between employees and employers. Cooperation of employees that managers can ensure that work is carried in accordance with standards.
  • 10. CNTD…   Scientific selection training and development of employees: selection means to choose the best employee according to the need. Their skill and experience must match the requirement of the job. Scientific development refers to criteria for promotions, transfers etc.. So that work is done with full efficiency.
  • 11. CNTD...    Division of work/ responsibility: The responsibility of workers and management should be properly divided & communicated so that they can perform them in an effective way and should be reward for the same. Mental revolution: Acc. To Taylor, the workers and managers should have a complete new outlook; a mental revolution in respect to their mutual relations. Workers should be considered as a part
  • 12. His principles of management The four principles of management. 1. The development of a true science. 2. The scientific selection of the workman. 3. The scientific education and development of the workman. 4. Intimate and friendly cooperation between the management and the men. 
  • 13. CRITICISM FOR SCIENTIFIC MANAGEMENT     The main argument against Taylor is this reductionist approach to work dehumanizes the worker. The allocation of work "specifying not only what is to be done but how it is to done and the exact time allowed for doing it" is seen as leaving no scope for the individual worker to excel or think. 1. The belief that increased output would lead to less workers. 2. Inefficiencies within the management control system such as poorly designed
  • 14. How do today’s managers use Scientific Management   1. It was important because it could raise countries’ standard of living by making workers more productive and efficient. 2. Also it’s important to remember that many of the tools and techniques developed by the scientific.
  • 15. application in the modern workplace  Assembly Line Plants as Prototypical Examples  “Prisoners of Taylorism”  System of Remuneration (quotas - commission)  Re-Design - Reengineering  Benchmarking  Data are used to refine, improve, change, modify, and eliminate organizational processes  Lean Manufacturing
  • 18. DEFINING BUREAUCRACY  What is Bureaucracy? A complex, hierarchically arranged organization composed of many small subdivisions with specialized functions  Bureaucracy means “rule by administrative system”  Bureaucracy is complex  Bureaucracy is hierarchical
  • 19. CONCEPT AND contribution Communication and transportation policies make more efficient administration possible Hierarchical Delineated organization lines of authority in a fixed area of activity Rules are implemented by neutral officials, not the power elite Advancements depend on technical qualifications from organizations not individuals
  • 20. FUNCTION OF BUREAUCRATS  Five Functions of Bureaucrats  Implement the law  Provide expertise  Provide research and information  Quasi-judicial powers and responsibilities
  • 22. BUREAUCRACY  Hierarchy Division of Labor Authority Qualification  Career Commitment  Devotion to Purpose Advancement / Seniority    
  • 23. HIERARCHY  Authority and its flow  subordination  “Such a system offers the governed the possibility of appealing the decision of a lower office to its higher authority”
  • 24. DIVISION OF L ABOR Specialization  Separation of roles and duties   “’higher’ authority [is not] authorized to take over the business of the ‘lower’”
  • 25. Authority Who has the right to make decisions of varying importance at different organizational levels
  • 26. QUALIFICATION  Training and qualification is the number one requisite.  How to manage  How to carry out duties  Knowledge of the rules
  • 27. Career commitment  Both the employee and the organization view themselves committed to each other over the working life of the employee
  • 28. r ationality  The use of the most efficient means available to accomplish a goal.
  • 29. application in the modern workplace Large organizations guided by countless rules are bureaucracies Linked with inefficient, slowmoving organizations Organizations have several characteristics of bureaucracies
  • 30. LMITATIONS His specific explanations for society in his time are hard to generalize for other circumstances in society Failed to see all the positive aspects of rationalization and deemed society to be doomed and trapped in an “iron cage” of its own making Bureaucratic features of Weber’s ideal society might actually be inefficient (argued by Merton)
  • 31. SUMMARY     Classical Theories of Organizations Taylor’s Theory of Scientific Management Weber’s Theory of Bureaucracy Two theories attempt to enhance management’s ability to predict and control the behavior of their workers Considered only the task function of communication (ignored relational and maintenance functions of communication) Designed to predict and control behavior in organizations