Frederick Winslow Taylors Life. Scientific management theory - Research Paper Example

Frederick Winslow Taylor’s Life Frederick Winslow Taylor was a philosopher and academician who lived between 1856 and 1915. Having been born in the US particularly in Boston, he dedicated much of his time in studying and conducting research on the dilemmas and predicaments associated with accomplishment of increased good organization or competency in the work place. It is important to posit elucidate the fact that much of the explanations and resolutions he developed were founded on his personal understanding, knowledge, and practice. At his prime, he joined the working class as a worker on the floor of a factor and gradually climbed the ranks to become an executive. Other than describing the life of Taylor, this paper described scientific management theory, experiments conducted by Taylor, and the applications of his theories in the modern word. Available sources assert that Taylor started his work life as a trainee in the field of engineering. Subsequently, he jumped ship and joined Midvale steel company as a mere worker and eventually became a supervisor. In his escapade in this steel company, he came up with his theory of scientific management. Later in his working life, he joined Bethlehem steel company and it was at this company where he merged all his thoughts and suggestions and later carried out a number of tests and trials on his thoughts aimed at enhancing efficiency and output in employment. He is credited for ensuring that his thoughts, suggestions, tests, and trials are passed on to the next generation. In doing so, he put down his thoughts and tests into writing in the year 1911. A combination of all his contributions were printed and made public (Cole 16). Scientific management theory Towards the end of the nineteenth century, many factory executives and owners believed that competence and effectiveness of the techniques or processes of performance was a topic of major concern. Suddenly, there was a flood of labor associated with the establishment of novel factories and other companies. Company executives were therefore faced with a lot of difficulties in systematically putting these essentials into order. This, combined with his infatuation with competence of working techniques is the origin of Taylor’s theory on scientific management. In the course of his studies, he comprehended the fact that the solution and explanation to these predicaments rested on methodical scrutiny and investigation of labor (Taylor 22). According to Cole, through practice, he had gained familiarity on the fact that a very low percentage of employees incorporated substantial exertion in their day to day duties. This propensity was illustrate and depicted by Taylor as soldiering. Soldiering was subsequently categorized into natural and systematic soldiering. According to Taylor, natural soldiering is referred to as the innate propensity of effortlessness depicted by human beings. Systematic soldiering on the other hand is referred to as an intentional and systematic constraint or limitation of the speed or pace of conducting various duties and activities portrayed by workers. He asserted that soldering resulted from workers’ dread of joblessness, variations in stipends, and the violent and handy advances introduced by the management (16). During this period, techniques and ways of conducting activities and duties were the enterprise of the employees whereby they were allowed to plan and program their duties. According to Taylor’s proposition in his theory, this should be the work of individuals in management positions. In support of his proposition, he argued that employees favored working conditions whereby they are bestowed with specific duties with precise principles. He elucidated the importance of disconnecting preparation, development, and scheduling of operations with the work itself. The theory of scientific management also postulates that ongoing and continuing decline on the level of skills within the workplace is goes together with growing and increasing instructive or informative principles and values that appears to elevate aggravation and dissatisfaction of employees. The scientific management theory also postulated that competent employees should be given incentives and privileges on the basis of their output devoid of any boundaries (Boundless 132). These postulations on scientific management theory was made possible by his technical computation and assessment of employees vocations as well as laid down prices or charges. Taylor believed that implementation of his ideas would elevate propensity in the factories and other places of work. Science of shoveling One of Taylor’s studies included the science of shoveling. This study illustrated by Taylor involved two individuals working using shovels. Their exertions were investigated within a specific time. Initially, the normal weight of coal being shoveled by each individual per shovel was 38 pounds. This was done for the whole day and the total weight of the coal shoveled by each man was 25 tons. Subsequently, the two men were supplied with smaller shovels and by the end of the day each of the men had shoveled 30 tons. These results were used as a reference. A number of employees were given shovels with the capacity to clutch 21 pounds each shovel. They were given the liberty to clutch either weighty or less weighty coals. Employees who were able to meet these levels of performance were given an increment of 60% on their salaries. Those unable to meet the level of performance of the two men were taught and coached in a bid to gain skills and knowledge on shoveling. An appraisal was conducted after a span of three years. Results from the appraisal showed that the activity initially conducted by 400 to 600 workers was now conducted by 140 workers. This study by Taylor also showed that the expenditure incurred on shoveling each ton of the coal was decreased by half. There were also other eliminated expenditures such as secretarial vocations. At the same time, all the workers had gained a 60% increment on their salaries (Cole 18). Pig iron experiment Taylor conducted an experiment with steel whereby he did a study on workers handling pig iron. This experiment involved various individuals hauling a pack of pig iron 42 kilograms. Individuals were told to carry these packs of pig iron to a vehicle located at a distance of 10 meters. Shingo posits that “After devoting two years to studying the relationship between fatigue and rest in the performance of heavy labor, Taylor concluded that peak efficiency was reached when 48% of the time was spent carrying a load and 52% of the time was spent without a load, i.e., in walking back and sitting down” (261). Bricklaying experiment In this experiment, a total of 18 movements were lessened to 5. The spot where the base of the leg of the worker positioning a brick was was identified relative to the location of the wall, mortar container, and the heaps of stones. According to Hanthorn “Efficiently timed and carefully measured tasks meant greater speeds in production and increased output from the worker” (34). In the modern world, many organizations have adopted strategies that allow managers to make decisions regarding activities in the office and expect them to be followed by the employees. Business owners have been greatly influenced by Taylor’s theory. It is important to posit that his ideas and suggestions in that changed working techniques and patterns are evident in almost every business in the modern world. As described by Taylor, workers who meet lower standards in their work undergo training in order to catch up with the others in the modern workplace settings. Managers and owners of business act as supervisors in the modern world as suggested by Taylor. In a nutshell, Taylor’s ideas postulated that efficiency and increased productivity in the workplace are closely linked to separation of management decisions and the work itself. Workers are more comfortable when they are given distinct duties, whereby decisions are made by the executive. Works cited Boundless. Management. London: Cengage Learning, 2013. Print. Cole, Gerald. Management Theory and Practice. London: South-Western Cengage Learning, 2004. Print. Henthorn, Cynthia. From Submarines to Suburbs: Selling a Better America, 1939-1959. Ohio: Ohio University Press, 2006. Print. Shingo, S. Non-Stock Production: The Shingo System of Continuous Improvement. Tokyo: Japan Management Association, 1988. Print. Taylor, Frederick. The Principles of Scientific Management. New York: Floating Press, 2012. Print. Read More