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V Scientific management was born on 1911

V Frederick W. Taylor¶s book Scientific

Management was published

V Contents were accepted throughout the

world by Managers
The use of scientific methods to define
the ³„

´ for a job to be done.
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V e worked at Midvale & Bethlehem steel

companies in Pennsylvania.

V e was a mechanical engineer

V Fed up of workers inefficiencies

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V ëmployee use varying techniques to do the
same job
V ëmployees were inclined to ³Take it easy´
on the job
V Worker out put was only one third of what
was possible.
V No work standard existed

V Fit between person¶s abilities and job
was absent.

V Taylor set out to correct the situation

through SM

V e spent two decades pursuing one

best way for ³shop-floor jobs´
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V At Midvale's he defined clear guide lines
for improving production efficiency

V One of the best example of his work was

pig iron; workers load 12.5 tons while he
argued they can load 47 to 48 tons.
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V ºevelop a science for each element of an individual¶s work,
which will replace the old rule-of-thumb method.

V Scientifically select and then train, teach, and develop the

worker.

V eartily cooperate with the workers so to ensure that all work is

done in accordance with the principal of science that has been
developed.

V ºivide work and responsibility almost equally between

management and workers. Management takes overall work for
which it is better fitted than the workers.
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V Taylor succeeded in getting desired level
of productivity by placing the right
person at right place on right time in all
most all departments.

V is ideas spread out and are admired by

the Globe.
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V A construction contractor
V Follower of Taylor
V is wife Lillian joined him in the study of
eliminating inefficient hand and body
movements
V Gilbreths also experimented with the design
and proper use of tools and equipment for
optimizing work performance.

V They are best known for their experiment on
bricklaying
V They reduced extra motions in exterior brick laying
from 18 to 5.
V And on interior brick laying it was 18 to 2
V They were the first who studied motion picture.
V They also invented micro chronometer
V They also classified therbligs 17 basic moments.
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V Based on the work on these two

scientists today's managers use
scientific management to reduce extra
motion and enhance efficiency.

V For ëxample : arrangement of Papers

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V Taylor, Fayol, Weber rules cant be applied
universally
V For ëxample: division of labor may result in
extreme level of specialization
V Bureaucracy is desirable but other
structures also proved to good in other
situation.
Management is not based on
simplistic principles to be
applied in all situation
ºefinition:

Contingency approach or situational approach

says that organizations are different, face
different situations, and require different ways
of managing.
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V The contingency approach is described as ³if´
and ³then´ way of managing things.
V It is intuitively logical because organization
and even units within the same organization
are diverse.
V Universal management rules can be good but
depending upon the encountered situations.
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V System:
a set of interrelated and interdependent parts arranged in
a manner that produces a unified whole.
V System may be open that interact with outside
environment or it may be closed no interaction with
environment.
V Where ever there is an interaction organization need to
be flexible.
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V Organizational Size:

As size increases so do the problems, the

structure best suitable for an organization of
50,000 employees would be inappropriate for
organization of 50 people.
 
 
V Routineness of Task Technology:

To achieve its purpose, an organization

uses technology. Routine technologies require
organizational structures, leadership styles,
and control systems that differ from those
required by customized or non routine
technologies
 
 
V ënvironmental Uncertainty:
the degree of uncertainty caused by
environmental changes influences the
management process. What work best in
stable and predictable environment may be
totally inappropriate in a rapidly changing
and unpredictable environment
 
 
V Individual differences:
Individuals differ in terms of their desire for
growth, autonomy, tolerance of ambiguity, and
expectations. These and other individual
differences are particularly important when
managers select motivation techniques,
leadership styles, and job designs.
 
V In addition to above said variables there
are thousands of others that may impact
management or managers in organization.

V The best way according to this approach is

to adjust the self according to the
environment.
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‰uestions