Scientific

Management
by F.W.Taylor
Frederick Winslow Taylor Defined:
Scientific Management is concerned with
knowing exactly what you want men to do
and then see in that they do it in the best
and cheapest way.
Principles of Scientific Management:
1. Replacing Rule of Thumb with science
2. Harmony in Group Action
3. Co-operation
4. Maximum Output
5. Development of Workers
Elements of Scientific Management:
1. Separation of Planning and Doing
2. Functional Foremanship
3. Job analysis
4. Standardization
5. Scientific Selection and Training of Workers
6. Financial Incentives
7. Economy
8. Mental Revolution
Fayol’s

Administrative
Management
General Principles of Management:
1. Division of work
2. Authority and Responsibility
3. Discipline
4. Unity of Command
5. Unity of direction
6. Subordination of Individual Interest to General Interest
7. Remuneration of Personnel
8. Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability of Tenure
13. Initiative
14. Esprit de Corps
15.
16.
General Principles of Management:
1. Division of work: Fayol advocated division of
work to take the advantage of
specialization.
2. Authority and Responsibility: Official authority
from the manager’s position and personal
authority is derived from personal qualities
such as experience, past services etc.
Responsibility arises out of assignment of
activity. In order to discharge the
responsibility properly, there should be
parity of authority and responsibility.
3. Discipline: All the personnel serving in an
organization should be disciplined. Discipline is
obedience, application, energy, behavior and
outward mark of respect shown by employees.
4. Unity of Command: A person should get orders
and instructions from only one superior.
5. Unity of Direction: Each group of activities with
the same objective must have one head and
one plan.
6. Subordination of Individual Interest to General Interest:
Common interest is above the individual interest.
Individual interest must be subordinate to general
interest. The agreement between the employers and the
employees should be fair and there should be constant
vigilance and supervision.
7. Remuneration of Personnel: Remuneration of employees
should be fair and provide maxmiumpossible
satisfaction to employees and employers.
8. centralization: The extent to which the powers are
delegated or hold by the manager.
9. Scalar Chain: Each communication going up or coming
down must flow through each position in the line of
authority. It can be short-circuited only in special
circumstance when. Fayol suggested ‘gang plank’ which
is used to prevent the scalar chain.
 A

B L

C M

D N

E O

F P

G Q

SCALAR CHAIN AND GANG PLANK

•
• Scalar Chain and Gang Plank: See the diagram and follow.
•
• A is the top man having immediate subordinates B and L.
• In turn B and L are having immediate subordinates C and M.
• Ordinarily the communication must flow from A to B to C to D, and
so on, while coming from the top to down. Similarly, it must
flow from G to F to E, and so on while going up.
• It means if any communication is going from F to P, it will flow from
F to A via E, D, C and B and coming down to P via L, M, N
and O.
• Fayol suggest that this scalar chain system takes time and
therefore, can be substituted by gang plank (dotted line)
without weakening the chain of command.
• In order to maintain authority, it is desirable that superiors of F and
P authorize them to deal directly provided each informs his
superiors of any action taken.
10. Order: relating to the arrangement of things and
people. There should be a place for everything
and everything should be in its place. Similarly
there should be right man in the right place.

11. Equity: Equity is the combination of justice and

kindness. Equity in treatment and behavior is
liked by everyone and it brings loyalty in the
organization.
12. Stability of Tenure: There should be reasonable security
of jobs. Stability of tenure is essential to get an
employee accustomed to new work and succeeding in
doing it well.

13. Initiative: Managers should encourage their employees

for taking initiative. Initiative increases zeal and energy
on the part of human beings.

14. Esprit de Corps: This is the principle of “union is

strength” and extension of unity of command for
establishing team work. Manager should encourage
esprit de corps among his employees.
HAWTHORNE EXPERIMENTS

HUMAN RELATIONS
ü Experiments to determine the effects of changes in
illumination on productivity, illumination
experiments.
ü Experiments to determine the effects of changes in
hours and other working conditions on productivity,
relay assembly test room experiments.
ü Conducting plant-wide interviews to determine worker
attitudes and sentiments, mass interviewing
programme.
ü Determination and analysis of social organization at
work, bank wiring observation room experiments.
ü Fear of Unemployment
ü Fear of Raising the standards
ü Protection of Slower workers
ü Satisfaction on the part of management