Principles of scientific management according to f taylor. Gantt Principles

As noted earlier, F. Taylor became the main founder of the scientific school of management. To begin with, let us analyze the general concept of the scientific school of management. And so, the main task of the scientific school is to select people on a scientific basis, prepare them, provide them with some incentives and generalize the work and the person, in order to achieve an aggregate productivity that exceeds the contribution made by the individual labor force.

The main merit of F. Taylor as the "father of management" is that he is the founder of the school of scientific management, developed the methodological foundations of labor rationing, led to the practical part scientific approaches selection, placement and stimulation of the work of workers, which was the beginning of a revolution in the field of management.

To begin with, consider the basic principles of the organization of production. F. Taylor formulated four fundamental principles of production management, presented in Figure 2.1:

Rice. 2.1 Basic principles of organization of production by F. Taylor

These four provisions express the main idea of scientific management: for each type of human activity, a theoretical justification is developed, and then it is trained (in accordance with the approved regulations), during which it acquires the necessary work skills. This approach is opposed to the method of volitional decisions, when the tasks of managers and workers are not clearly separated. Taylor believed that through more effective organization labor, the total amount of goods can be increased, and the share of each participant can increase without reducing the share of others. Therefore, if both managers and workers perform their tasks more efficiently, then the income of both will increase. Both groups must experience what Taylor called a "mental revolution" before the widespread application of scientific management becomes possible. The "intellectual revolution" will consist in creating an atmosphere of mutual understanding between managers and workers on the basis of satisfying common interests.

The greatest effect from the introduction of his system was obtained at the enterprises of Henry Ford, who, thanks to the scientific organization of labor, achieved a revolutionary increase in productivity and already in 1922 produced every second car in the world at his factories.

As a talented mechanical engineer and inventor, Ford borrowed the basic principles of the rational functioning of the enterprise from Taylor and practically for the first time implemented them in full in his production.

Taylor's statement that "the art of scientific management is an evolution, not an invention" and that market relations have their own laws and their own logic of development, for which there are no and cannot be unified solutions and approaches. Taylor showed that intra-production relations, and first of all, subordination, i.e. behavior and communication of ordinary workers and management personnel, has a direct impact on the growth rate of labor productivity. All these statements led to the formulation of management principles.

The basic principles of management formulated by F. Taylor:

1. Development of optimal methods for performing work on the basis of a scientific study of the costs of time, movements, efforts.

2. Absolute adherence to the developed standards.

3. Selection, training and placement of workers in those jobs and tasks where they can give the greatest benefit.

4. Pay based on performance: less results - less pay, more results - more pay.

5. The use of functional managers who exercise control over specialized areas.

6. Maintenance friendly relations between workers and managers to enable scientific management.

F. Taylor noted that the time allotted for the performance of specific tasks should be adequate, taking into account opportunities for rest and breaks in work. This approach gave management the opportunity to set targets that were achievable and to pay extra for those who exceeded the targets.

As an example of the effective use in practice of the principles of F. Taylor, two cases can be cited. Workers at Bethlehem Steel manually loaded various grades of coal daily. Taylor, who determined that, depending on the material carried, the load of one shovel ranged from 4 to 30 pounds, through experiments he was able to establish that the optimal (in terms of less worker fatigue) shovel load is 21 pounds. At his suggestion, shovels were made various kinds corresponding to the grade of shipped coal. The number of movers at the marshalling yard was subsequently reduced from 500 to 150, saving the firm $80,000 a year; the average number of tons of coal handled by one worker per day increased from 16 to 59; the average salary of employees increased by 1.5 times.

The second experiment at the same company concerned the process of loading iron ingots. F. Taylor introduced his principles of organization and remuneration of labor, which made it possible to increase labor productivity by 400%, and wages - by 60%. All this served as a convincing proof of the superiority of a scientifically based management system.

F. Taylor paid great attention to the incentive system for workers. He argued: "The reward, in order for it to have the proper effect, must follow very quickly the performance of the work itself."

It should be noted that F. Taylor did not present the reward only in the form of a monetary reward. He always advised entrepreneurs to make concessions to the workers, because these concessions are also a reward, as well as various innovations (which some authors even today consider as semi-philanthropic): the organization of baths, canteens, reading rooms, evening courses, kindergartens, etc. .

All this Taylor considered a valuable "means for creating more skillful and intelligent workers", which "causes them good feelings towards the owners." Moreover, F. Taylor argued that this is not philanthropy, but economic calculation: if you introduce improvements into the labor process and interest the worker (including the appropriate reward), then in the allotted time the same worker will do 3-4 times more than under normal conditions.

It should be noted that there is a significant difference between the teachings of the classic and what is being introduced into practice and developed by his followers. “Taylorism” is a perverted teaching of F. Taylor, from which only what entrepreneurs of the late 19th and early 20th centuries considered useful was taken. The worker at that time was considered as an appendage of the machine, so the issues of the psychological climate were considered an unnecessary luxury. Meanwhile, the teachings of F. Taylor are based on the philosophy of cooperation, which implied great attention to social and even spiritual aspects. F. Taylor spoke about this, in particular, in 1912 before a special parliamentary committee: “The essence of the scientific management of enterprises,” Taylor emphasized, “is reduced to a complete spiritual restructuring of workers employed in a particular enterprise, in a particular industry, a complete spiritual restructuring of these people in relation to their duties, their colleagues at work, their leaders. It also presupposes a similar spiritual restructuring on the part of the management - the foremen, the managers of the enterprise, the owners of the enterprise and its supervisory board - in relation to subordinates and their daily tasks.

The classic of management science looked far away, but since practitioners took from this doctrine only what concerned the organization of labor, a number of researchers are trying to prove that Taylorism is nothing more than the basis of the scientific organization of labor. One cannot agree with such an assessment. F. Taylor developed the principles of enterprise management according to a deliberate plan based on the "philosophy of cooperation".

The teachings of F. Taylor laid the foundations for the "classical" or "traditional" school of management, the provisions of which are being promoted even today. The “classical” school was created from the very beginning not only by scientists from the United States, but also from other countries, therefore it is not one of the schools in American management theory, but the first stage in the entire science of management. Under its influence, more or less independent schools are then formed both in the USA and in France, Germany and other countries.

The process of effective production management is to create a scientific organization of labor (NOT). The scientific organization of labor is listed as a component of the production management cycle at a short and operational level. The value of the organization of work is based on scientific achievements and the experience of proven methods that increase productivity and maintain human health.

“The development of the scientific method of each element of the work instead of the former primitive empirical methods.

Scientific selection, training and development of workers; earlier, the workers themselves chose their work.

Collaboration with workers to ensure that work is carried out according to established scientific principles.

Almost equal distribution of work and responsibility between management and workers. The administration takes upon itself all the work for which it is more adapted than the workers, whereas before almost all the work and most of the responsibility lay with the latter.

Based on the scientific study of the time spent on certain operations, an optimal sequence of actions and a methodology for their implementation are developed, the exact adherence to which is mandatory. Workers are selected, trained and placed in jobs based on the maximization of the benefits they can bring. Remuneration is carried out according to the results and in such a volume as to motivate the employee to productive work, which formed the basis economic methods management. Functional managers are responsible for maintaining friendly relations in the team, without which it is impossible to effectively apply the ideas of scientific management, and exercise control. This is how Taylor imagined the work of the organization, the result of the implementation of whose ideas was an increase in labor productivity by 3-4 times, and wages - by 60%.

Taylor believed that the rationalization of the labor process also implies the separation of functions of workers and managers. According to Taylor, workers must perform well-defined and regulated work, which must be fully formulated by managers. In this way, Taylor substantiated the separation of management into an independent activity, considering the postulate about the eternal opposition of capital and labor and its insurmountability to be wrong. Workers and managers of enterprises, in his opinion, have common interests, and only their mutually beneficial cooperation - an almost equal division of labor and responsibility between workers and management - can become a guarantee successful work enterprise and its economic growth. "The development of each worker to the highest degree of his ability to work and well-being", - this is how Taylor defined the task of management 6 .

According to Taylor, successful implementation scientific management is possible only if in the mind of an employee of any level, from a worker to a manager top management, there will be a "mental revolution" that will change his attitude to work, to comrades, and to employers. In his testimony given to a special commission of the US Congress to study the Taylor system and other systems of factory workshop management in 1912, he insisted on the idea of "mental revolution" and cooperation. Taylor argued that not only the system is important, a lot depends on the people implementing it. As a result of the introduction of Taylor's ideas in American enterprises over the course of several decades, a system of labor organization developed, which almost immediately became known as Taylorism. In the modern sense, the system of scientific management is characterized by a mechanistic attitude towards workers, aimed at the utmost intensification of labor, in other words, “Taylorism” has become synonymous with a tough attitude towards workers as a “tool for screwing screws”, a “sweatshop” conveyor system, efficiency at any cost. As you can see, based on the methods of scientific management, "Taylorism" has little in common with Taylor's own ideas about harmony in the organization and in society. The transformation of the ideas of scientific management is all the more impressive since Taylor himself took an active part in their implementation.

Despite serious public opposition to the introduction of scientific management methods, and largely due to him, the influence of Taylor's ideas gradually grew and spread to almost all countries of the world, starting with the USA, Japan (here they met already in 1912), France and Great Britain . In the USSR, Taylor's work formed the basis of the system of scientific organization of labor (NOT). organizational design modern companies permeated with the ideas of the scientific management school, and although at present it seems that scientific management has moved far into the past, in practice the rational approach of scientific management and its techniques are not only often found, but even prevail.

^ Taylor F. W. Scientific foundations of the organization of industrial enterprises. - St. Petersburg, 1912, p. 28.

Introduction

1. Brief biography

Conclusion

Introduction

Relevance. The history of the development of mankind shows that, first of all, a high level of culture in general, as a level of consciousness, and in particular, the level of culture of development management, determines a person's ability for cooperation, commonwealth, integration and more effective development.

The development of management was carried out evolutionarily, through the emergence of scientific schools of management and their interaction. Almost a century-long history of the development of management as a science, has rich material on the conceptual and theoretical developments of the nature of management activities, methods for assessing the effectiveness of professional management, as well as on descriptions of samples practical activities managers.

The era of scientific management was marked by the publication by Taylor in 1911 of the book "Principles of Scientific Management", the significance of which for management, perhaps, is the same as for Christianity - the Bible. Management has come to be considered a field of study in its own right.

The methodology of scientific management was based on the analysis of the content of the work and the definition of its main components. F. Taylor believed that "only through the forced standardization of methods, the forced use best conditions and tools of labor and coercive cooperation, a general acceleration of the pace of work can be ensured."

The developed control system is most effective when it has absorbed all the previous experience accumulated by many different trends and scientifically substantiated. The new management system, the management system has the deepest roots, which originated at the beginning of the 20th century. Consequently, at the present stage of development in managerial activity, deep knowledge of the laws governing the evolution of the surrounding world, goals, motives for the development of mankind, and, most importantly, the mechanism for realizing these goals, is necessary.

Purpose of the work: to study the main provisions of the management of Frederick Taylor - the founder of the school of scientific management.

The work consists of introduction, main part, conclusion and bibliography.

1. Brief biography

Frederick Winslow Taylor (1856-1915) was born in Pennsylvania to a lawyer.

He was educated in France and Germany, then at the F. Exter Academy in New Hampshire.

In 1874 he graduated from Harvard Law College, but due to vision problems he could not continue his education and got a job as a press worker in the industrial workshops of a hydraulic plant in Philadelphia.

In 1878, at the peak of the economic depression, he got a job as a laborer at the Midvale steel mill. There, Taylor went from worker to chief engineer in 6 years. From 1882 to 1883 worked as the head of mechanical workshops.

Realizing the need for technical education, he entered the correspondence department of the Institute of Technology and received a degree in mechanical engineering in 1883.

In 1884, Taylor became chief engineer, the same year he first used the system of differential pay for labor productivity.

From 1890 to 1893 Taylor is the general manager of the Manufacture Investment Company in Philadelphia, the owner of paper presses in Maine and Wisconsin, where he organized his own business for management consulting, the first in the history of management.

Since 1885, Taylor has been a member of the American Society of Mechanical Engineers, which played a large role in organizing the movement for scientific methods of production management in the United States. In 1906, Taylor became its president, and in 1911, he established the Society for the Promotion of Scientific Management.

From 1895, Taylor began his world-famous research on the scientific organization of labor. The main theoretical concepts of F. Taylor are set forth in his works "Factory Management" (1903), "Principles of Scientific Management" (1911), "Indications before special commission Congress" (1912).

2. Frederick Taylor and his contribution to the development of management

2.1 Evolution of managerial activities and management

The history of management thought goes back centuries and millennia. The practice of governance is as old as humanity itself. However, management in antiquity could not be called management in the full sense. Most likely, it represented the prehistory of management and had a rudimentary, primitive and unscientific character. There was a long and necessary process of accumulation practical experience management and understanding.

The first attempts at theoretical understanding of management began in the era of the formation of capitalism in Western countries. Attempts to explain the motives of people's vigorous activity were made by a number of scientists and practitioners in the 17th-18th centuries.

A noticeable impetus and interest in the theoretical understanding of management appeared in the conditions of the industrial revolution in Western countries and America in the middle of the 19th - early 20th centuries. During this period, there was a process of formation and formalization of management as a science. 20th century - the period of evolutionary development of management science, i.e. management, through the emergence of various concepts and schools of management.

There are several approaches and schools of management in the literature, each of which focuses on certain positions and views. So, M. Meskon in the book "Fundamentals of Management" distinguishes four approaches:

In terms of scientific management, the school of scientific management.

Administrative approach - classical (administrative school).

From point of view human relations and Behavioral Sciences - School of Human Relations and Behavioral Sciences.

In terms of the number of methods, the school of management science.

The beginning of the emergence of management science and the emergence of management in the late XIX - early XX centuries. put the school of scientific management.

The emergence of the school is associated primarily with the work of Frederick Taylor. In 1911, F. Taylor, summarizing the practice of managing industrial enterprises, published the book "Principles of Scientific Management". Since that time, the theory and practice of management has developed under the influence of ongoing changes in the world economic system, the constant improvement of the rationality of production and the need to take into account changing socio-economic factors.

The School of Scientific Management was a major turning point, thanks to which management began to be recognized as an independent field of activity and scientific research. For the first time, it has been proven that management can significantly improve the efficiency of an organization.

Representatives of this school:

research was carried out on the content of the work and its main elements;

measurements of the time spent on the implementation of labor methods (timekeeping) were carried out;

labor movements were studied, unproductive ones were identified;

rational methods of labor were developed; proposals for improving the organization of production;

a system of labor incentives was proposed with the aim of increasing the interest of workers in increasing labor productivity and production volume;

the need to provide workers with rest and inevitable breaks in work was substantiated;

production standards were set, for the excess of which additional payment was offered;

recognized the importance of selecting people to do the job and the need for training;

managerial functions were allocated to a separate area of professional activity.

2.2 Scientific management of Frederick Taylor

F. Taylor is called the father of scientific management and the ancestor of the entire system of scientific organization of production, and for more than a hundred years, all modern theory and practice in the field of scientific organization of labor has been using the "Taylor" heritage. And it is no coincidence that control theory was founded by an engineer who thoroughly knows the technology industrial enterprise and on his own experience who knew all the features of the relationship between workers and managers.

Widespread fame came to Taylor after his speech at the hearings in the US Congress on the study of shop management. For the first time, management was given semantic certainty - it was defined by Taylor as "the organization of production."

The Taylor system is based on the position that for the effective organization of the work of an enterprise it is necessary to create a management system that would ensure the maximum growth in labor productivity at the lowest cost.

Taylor formulated this idea as follows: "It is necessary to carry out such management of the enterprise that the contractor, with the most favorable use of all his forces, could perfectly perform the work that corresponds to the highest productivity of the equipment provided to him."

Taylor suggested that the problem was primarily due to a lack of management practices. The subject of his research was the position of workers in the system of machine production. Taylor set himself the goal of identifying principles that allow you to maximize the "benefit" from any physical labor, movement. And based on the analysis of statistical data, he substantiated the need to replace the then dominant system general guidance management of one that is based on the widespread use of narrow specialists.

Among the most important principles of Taylor's scientific organization of labor are such as the specialization of work and the distribution of responsibility between workers and managers. These principles formed the basis of the functional structure of the organization preached by Taylor, which was supposed to replace the then dominant linear structure.

Influenced by Adam Smith's ideas about breaking down work into simpler tasks and assigning tasks to each one, low qualified specialist, Taylor sought to assemble a single team and, thereby, he reduced costs to the maximum extent and increased labor productivity.

He was one of the first to use exact calculation in the wage system (instead of intuition) and introduced a system of differentiated wages. He believed that the scientific organization of the enterprise's activities is based on the awakening of the initiative of workers, and that in order to sharply increase labor productivity, it is necessary to study the psychology of employees and the administration must move from confrontation with them to cooperation.

Most people in the early days of capitalism believed that the fundamental interests of entrepreneurs and workers were opposed. Taylor, on the contrary, as his main premise, proceeded from the firm conviction that the true interests of both coincide, since "well-being for the entrepreneur cannot take place over a long series of years if it is not accompanied by the well-being of those employed in his enterprise. workers".

The piecework system, introduced long before Taylor, encouraged incentives and initiative by paying for output. Such systems failed completely before Taylor, as standards were poorly set and employers cut wages for workers as soon as they began to earn more. For the sake of protecting their interests, the workers hid new, more progressive methods and methods of work and improvement.

Bearing in mind the past experience of cutting wages above a certain level, the workers came to an agreement regarding productivity and earnings. Taylor did not blame these people and even sympathized with them, as he felt that these were the errors of the system.

The first attempts to change the system ran into opposition from the workers. He tried to convince them that they could do more. Taylor began by explaining to the turners how they could get more output for less with his new working methods. But he failed because they refused to follow his instructions. He decided on larger changes in labor standards and wages: now they had to work better for the same price. People responded with damage and stopping cars. To which Taylor responded with a system of fines (revenue from fines went to the benefit of the workers). Taylor did not win the battle with the machinists, but he learned a useful lesson from the struggle. He will never use the penalty system again and will later create strict rules against wage cuts. Taylor concluded that in order to prevent such unpleasant skirmishes between workers and managers, a new industrial scheme should have been created.

He believed that he could overcome the shirking by carefully researching the work in order to establish accurate production rates. The problem was to find complete and fair norms for each task. Taylor decided to establish scientifically what people should do with equipment and materials. To do this, he began to use the methods of scientific data mining through empirical research. Taylor probably did not think about creating some general theory applicable to other professions and industries, he simply proceeded from the need to overcome the hostility and antagonism of workers.

The study of the time of operations became the basis of the entire Taylor system. It formulated the basis of the scientific approach to work and had two phases: "analytical" and "constructive".

During the analysis, each job was divided into a set of elementary operations, some of which were discarded. Then the time spent on each elementary movement performed by the most skillful and qualified performer was measured and recorded. To this recorded time a percentage was added to cover inevitable delays and breaks, and other percentages to reflect the "newness" of the work to the individual and necessary rest breaks. Most critics saw the unscientific nature of Taylor's method in these allowances, because they were determined on the basis of the experience and intuition of the researcher. The constructive phase included the creation of a card file of elementary operations and the time spent on the performance of individual operations or their groups. Moreover, this phase led to the search for improvements in instruments, machines, materials, methods and the ultimate standardization of all elements surrounding and accompanying the work.

In his article "The Differentiated Pay System", Frederick Taylor first stated the new system, which included the study and analysis of the time of operations to establish norms or standards, "differential pay" piece work, "pay to the person, not the position held." This early report on incentives and proper relations between workers and management anticipated his philosophy of mutual interest between these parties. Taylor proceeded from the recognition that by opposing workers to receive more wages, the employer himself received less. He saw mutual interest in cooperation rather than conflict between workers and management. He criticized the practice of employers of hiring cheap labor and paying the lowest possible wages, as well as demanding workers to pay their labor to the maximum. Taylor advocated high wages for first-class workers, encouraging them to work to produce more of the standard through efficient conditions and with less effort. The result was high labor productivity, which translated into lower unit costs for the employer and higher wages for the worker. Summarizing his wage system, Taylor outlined the goals that should be pursued by every enterprise:

Each worker should receive the most difficult job for him;

Every workman should be called upon to do the maximum work that a first-class workman is capable of;

Every worker, when he works at a speed of first class, is reported to receive a bonus of 30% to 100% for the work he does above the average.

The task of management was to find the job for which the given worker was best suited, to help him become a first-class worker, and to provide him with incentives for top performance. He came to the conclusion that the main difference between people was not their intellect, but their will, the desire to achieve.

Taylor also created a job management system. Today, after Drucker created management by objectives, this innovation of Taylor could be called management by tasks. Taylor defined management as "knowing exactly what you want from a person and seeing how he does it in the best and cheapest way." He added that short definition cannot fully reflect the art of management, but emphasized that "the relationship between employers and workers is undoubtedly the most important part of this art." Management, in his opinion, should create such a system of work that would ensure high productivity, and stimulating the employee would lead to even greater productivity.

Realizing that his system of work depended on careful planning, he founded the concept of "task management", which later became known as "scientific management". Task management consisted of 2 parts:

each day the worker received a specific task, with detailed instructions and exact times for each stage of the work;

a worker who completed a task at a certain time received more high salary while those who put in more time received regular earnings.

The task was based on a detailed study of time, methods, instruments and materials. Once defined and assigned to first-class (exemplary) workers, these tasks in the future did not require the time and energy of a manager who could focus on the organization common system work. The immediate problem of the organization was to direct the efforts of management to plan work and direct its completion.

This division of the two functions is based on the specialization of the work of both managers and workers, and on a rational approach to the formation of a management hierarchy in organizations. At each level of the organization there is a specialization of functions. Separating the planning of works and their execution, production organizations form departments of planning, the task of which is to develop accurate daily prescriptions for managers. Taylor, however, went further and substantiated the need for specialization of the leaders of the lower levels - groups of performers.

The concept of functional group leadership is to divide the work of managers in such a way that each person (from the assistant manager down) has as many functions as he can perform. Taylor believed that the traditional functions of the leader of the grassroots group are reduced to both planning and management activities (Fig. 1).

Figure 1 - Functional group leadership according to Taylor

Taylor noted that planning activities should be carried out in planning departments by employees who specialize in these matters. He identified four distinct sub-functions to be performed by four different individuals: order and direction officer, instruction officer, time and cost officer, and shop discipline officer. Management activities had to be manifested at the level of workshops and carried out by four different persons: the shift supervisor, the acceptance clerk, the head of the repair shop, and the head of rationing.

To cope with the increasing complexity of management, Taylor created a unique form of leadership, which he called the "functional leader". It was assumed that the production process would improve, since neither the worker himself, nor any of the team leaders can be an expert in all sub-functions. On the other hand, the worker who tries to follow the instructions of all the specialized managers can hardly satisfy them all. The cumbersomeness of such an organizational arrangement undoubtedly explains its small distribution in industry. However, it should be recognized that the functions of production planning already exist in other forms in modern industry, and in the functions of industrial design and personnel, one can find the functions of a manager for rationing and for maintaining shop discipline.

Taylor identified 9 signs that determine a good leader lower level - masters: intelligence, education, special or technical knowledge, managerial dexterity or strength, tact, vigor, endurance, honesty, own opinion and common sense, good health.

But, despite the importance of personal and business qualities specialist, administrator, the main condition is the "system" of the organization, which should be adjusted by the head. Taylor draws attention to the need to ensure the correct selection, reasonable use of specialists, which he saw in the deepening of the specialization of the functions of employees, and the functions of the administration consist in such a distribution of management work, when each employee, from assistant director to lower positions, is called upon to perform as few functions as possible.

The typical manager of those days didn't know how to plan. His a new style management began with the separation of work planning from its execution, which was a notable achievement of his time. Taylor divided responsibilities into two main areas: performance responsibilities and planning responsibilities.

In the performing sphere, the master led the entire preparatory work before feeding the material into the machine. "Master - speed worker" began his work from the moment when the materials were loaded and was responsible for setting up the machine and tools. The inspector was responsible for the quality of the work, and the maintenance mechanic was responsible for the repair and maintenance of the equipment. In the field of planning, the technologist determined the sequence of operations and the transfer of the product from one performer or machine to the next performer or machine. The rationing officer (clerk for the technological map) compiled written information about tools, materials, production rates and other technological documents. The labor and cost rater sent out cards to record the time spent on the operation and the cost of losses, and ensured the return of these cards. The personnel clerk, who monitors discipline, kept records of the merits and demerits of each employee, served as a "peacemaker", because. settled industrial conflicts and was engaged in hiring and firing employees.

One of the most important principles of management developed by Taylor was the principle of employee compliance with the position held. Taylor proposed a system of recruitment, believing that each employee should be taught the basics of his profession. In his opinion, it is the managers who are fully responsible for all the work that his employees have done, while each of them bears personal responsibility just for your part of the job.

Thus, Taylor formulated four fundamental principles of production management:

1) a scientific approach to the implementation of each element of the work;

2) cooperation between managers and workers;

3) systems approach to learning;

4) division of responsibility.

These four provisions express the main idea of scientific management: for each type of human activity, a theoretical justification is developed, and then it is trained (in accordance with the approved regulations), during which it acquires the necessary work skills. This approach is opposed to the method of volitional decisions, when the tasks of managers and workers are not clearly separated. Taylor believed that through a more efficient organization of labor, the total amount of goods could be increased, and the share of each participant could increase without reducing the share of others. Therefore, if both managers and workers perform their tasks more efficiently, then the income of both will increase. Both groups must experience what Taylor called a "mental revolution" before the widespread application of scientific management becomes possible. The "intellectual revolution" will consist in creating an atmosphere of mutual understanding between leaders and workers on the basis of satisfying common interests.

Taylor argued that "the art of scientific management is an evolution, not an invention" and that market relations have their own laws and their own logic of development, for which there are no and cannot be unified solutions and approaches. Taylor showed that intra-production relations, and first of all, subordination, i.e. behavior and communication of ordinary workers and management personnel, has a direct impact on the growth rate of labor productivity.

Frederick Taylor and his associates represent the first wave of synthesis in scientific management. Scientific management is characterized as the process of combining physical resources or technical elements organization with human resources to achieve the goals of the organization. From the technological side, Taylor's scientific approach was directed to the analysis current practice in order to standardize and rationalize the use of resources. From the side human resources he sought the highest degree of individual development and reward by reducing fatigue, by scientific selection, by matching the ability of the worker to the work performed by him, and by stimulating the worker. He did not ignore the human element, as is often noted, but emphasized the individual, and not the social, group side of man.

Taylor was the center of the scientific management movement, but the people around him and those who knew him also contributed to the establishment and spread of scientific management.

2.3 Criticism of the scientific management school

Critics of the shortcomings of this school include an underestimation human factor. F. Taylor was an industrial engineer, so he focused on the study of production technology, considered a person as an element of production technology (like a machine). In addition, this school did not explore the social aspects of human behavior. Motivation and stimulation of labor, although they were considered as a factor in the effectiveness of management, however, the idea of them was primitive and was reduced only to satisfying the utilitarian needs of workers (ie, physiological). However, it should be taken into account that during this period the sciences - sociology and psychology, were still underdeveloped, the development of these problems began to be carried out in the 1930-1950s).

IN modern time Taylorism is defined as a "sweatshop" aimed at squeezing maximum strength out of a person in the interests of the owner's profit.

Conclusion

Thus, management as a method and science of management arose in certain historical conditions and went through a certain path of its development.

The beginning of an era that can be characterized as the search for abilities and the systematization of knowledge about management was laid by Frederick Winslow Taylor. He is rightfully considered the founder of scientific management.

F. Taylor's management was based on the position that management decisions taken on the basis of scientific analysis and facts, not conjecture. The system of labor organization and managerial relations proposed by him caused an "organizational revolution" in the sphere of production and management.

Taylor's main ideas in the field of labor organization:

Definition of the work task based on the study of all elements of the work.

Determining the norm of time according to measurements or according to standards.

Determination of working methods based on careful experiments and fixing them in instruction cards.

Basics of the Taylor System:

Ability to analyze work, study the sequence of its implementation;

Selection of workers (workers) to perform this type;

Education and training of workers;

Cooperation between administration and workers.

An important characteristic of a system is its practical implementation by certain means, or "system technique". In relation to the developments of F. Taylor, it included:

Determination and accurate accounting of working time and the solution in this regard of the problem of labor rationing;

Selection of functional masters - for the design of work; movements; rationing and wages; equipment repair; planned - distribution work; conflict resolution and discipline;

Introduction of instruction cards;

Differential pay (progressive pay);

Production cost calculation.

Summarizing, we can say that main idea Taylor was that management should become a system based on certain scientific principles, should be carried out by specially developed methods and activities, i.e. that it is necessary to design, normalize, standardize not only the technique of production, but also labor, its organization and management.

Practical use Taylor's ideas have proved their importance, providing a significant increase in labor productivity.

The ideas of F. Taylor became widespread in industrial economies in the 1920s-1930s.

The views of this school were supported by Henry Ford, who wrote that " business matters should be decided by the system, not by the geniuses of the organization."

IN modern conditions new approaches to understanding the essence of management have emerged, based on the generalization and integration of the ideas of all previous schools.

List of used literature

1. Vasilevsky A.I. History of Management: A Course of Lectures / A.I. Vasilevsky. - M.: RUDN, 2005. - 264 p.

2. Goldstein G.Ya. Management Fundamentals: Tutorial/ G.Ya. Goldstein. - Taganrog: Publishing House of TRTU, 2003. - 94 p.

3. Kravchenko A.I. History of management / A.I. Kravchenko. - 5th ed. - M.: Academ. Project: Tricksta, 2005. - 560 p.

4. Kuznetsova N.V. History of management / N.V. Kuznetsova. - Vladivostok: Publishing House of the Far Eastern University, 2004. - 216 p.

5. Meskon M. Fundamentals of management / M. Meskon, M. Albert, F. Hedouri. - M.: Williams, 2007. - 672 p.

6. Orchakov O.A. Organization Theory: Training Course / O.A. Orchakov. - M.: Finance and statistics, 2007. - 266 p.

7. Semenova I.I. History of Management: Textbook for High Schools / I.I. Semenov. - M.: UNITI-DANA, 2000. - 222 p.

8. Taylor F.W. Principles of scientific management / F.U. Taylor. Per. from English. - M.: Controlling, 1991. - 104 p.

9. Reader by economic theory. / Comp. E.F. Borisov. - M.: Jurist, 2000. - 536 p.

Vasilevsky A.I. History of Management: A Course of Lectures / AI Vasilevsky. - M.: RUDN University, 2005. - P.64.

Taylor Frederick Winslow (1856-1915) was American engineer, who made an invaluable contribution to the formation and development of the scientific organization of labor and management. Taylor's management principles, developed at the end of the 19th century, are now the basis of any effective method to increase labor productivity.

The basis of the theory

Taylor as a historical figure within American history was disliked by many, but his contribution to the development of management can hardly be overestimated.

Taylor's theory said that any kind of labor can be built into a certain system of knowledge, which can subsequently be transferred to absolutely any person. On the basis of this theory, the idea of organizing vocational training was subsequently born.

At the end of the 19th century, trade unions were caste formations that kept their knowledge and skills about labor in the strictest confidence. Sometimes they didn't even have records of the work they did, let alone organize and classify them. Therefore, Taylor's theory affected their personal interests. As a result of the standoff, Congress prohibited Taylor from conducting research on work operations in state-owned factories.

Taylor was also disliked by the capitalists. His statement that specially trained people (in our time - managers) should be engaged in the management of factories seemed to them complete nonsense.

However, those enterprises that dared to put Taylor's principles into practice were amazed at the results. For the entire period of work at these enterprises, not a single conflict, including social conflict, was recorded.

Despite the various shortcomings of Taylor's theory, the humanization of labor nevertheless formed the basis for the development of modern management.

20 years of experiments

The principles of management developed by Taylor are quite obvious and understandable to modern man as well as understanding the need effective methods management. However, their development was based on a lot of work. F. Taylor developed his principles of scientific management over 20 years of constant experiments.

creation of effective methods for performing work, which will be based on a scientific analysis of the time, effort and movement required to perform a particular type of work;
ensuring full compliance with the developed standards;
ensuring the placement of personnel at work places in such a way that there is a maximum result from their activities;
remuneration should be dependent on its results;
it is necessary to ensure friendly relations between the manager and the employee in order to be able to carry out scientific management.

In his rationale, Taylor argued that sufficient time should be allotted for each operation. Only in this case it was possible to correctly determine labor standards and subsequently establish the relationship between their implementation and wages.

Taylor also paid much attention to the motivation of workers. In his opinion, in order to achieve the maximum effect from the award, it should be presented soon after the performance of the work for which it is intended. It is worth noting here that the reward can be not only monetary. Providing workers comfortable conditions labor and providing them additional features is the strongest motivating factor for staff. For example, to organize kindergartens for the children of workers, to provide an opportunity to study at additional courses. All this helps to consolidate a positive attitude and increase devotion to superiors. The Right Motivation of an employee is able to increase the productivity of his labor by 3 times.

Effective management through increased productivity of physical and mental labor

Taylor developed quite a lot of important theories, the application of which made it possible to improve the quality of managerial activity. We can say that Taylor looked far ahead in the development of managerial activity. He built his concept of management principles primarily on the "philosophy of cooperation", which in the modern world is the basis of business relations in any field. As a result, Taylor described ways to increase the productivity of physical labor:

accurately understand the task and make an analysis of the movements necessary to achieve it;
describe each movement and accurately determine the efforts that are necessary to complete it, as well as determine the time spent on its completion;
eliminate all unnecessary movements - most of them lead to a waste of time and interfere with effective work;
after that the rest minimum set movements are connected into a single logical chain in such a way that, making these movements in a certain sequence, the employee makes as little effort as possible for physical and mental costs.

These simple points are an integral part effective management. Taylor found that physical labor there is no skill, but only simple and repetitive actions composed in a certain sequence. Knowledge of the optimal options for performing movements makes this work qualitative. Taylor was the first to combine labor and knowledge.

However, at the present time the developed countries strive primarily to increase the productivity and efficiency of mental labor. Because in Lately it is workers in this category that occupy an increasing share of the labor market. Here, the effective productivity of mental workers consists of the following parameters:

a clear answer to the question of what the production task is, that is, the employee must clearly understand what the task assigned to him is;
responsibility rests fully on the employee himself, that is, the employee must control and manage himself;
responsibility for innovation is also assigned to the knowledge worker;
it is very important for a knowledge worker to regularly update his knowledge and pass on what is available to the younger generation;
effective labor productivity is measured mainly by the quality of work, and the quantity and volume go by the wayside;
the attitude to this category of workers should be as to the capital of the organization.

Only if these factors are observed, it is possible to maximize the productivity of mental labor of workers.

The principles of increasing the productivity of physical and mental labor and the principles of scientific management by F. Taylor are the basis for effective management in any of the areas of human activity in the modern world.

The school of scientific management was finally formed and became widely known at the beginning of the 20th century. It is connected, first of all, with the names of F. Taylor, Frank and Lillian Gilbreth, G. Emerson, G. Ford.

Creators scientific management schools proceeded from the fact that, using observations, measurements, logic and analysis, it is possible to improve most manual labor operations, to achieve their more efficient implementation.

Main principles of scientific management school:

Rational organization - involves the replacement of traditional methods of work with a number of rules formed on the basis of work analysis, and the subsequent correct placement of workers and their training in optimal working methods.
Development of the formal structure of the organization.
Determination of measures for cooperation between the manager and the worker, i.e., the separation of executive and managerial functions.

The founders of the school of scientific management are:

F. W. Taylor;
Frank and Lily Gilbert;
Henry Gantt.

F. W. Taylor— an engineer-practitioner and a manager who, based on the analysis of the content of the work and the definition of its main elements developed the methodological framework for labor rationing, standardized work operations, put into practice scientific approaches to the selection, placement and stimulation of workers.

Taylor developed and implemented a complex system of organizational measures:

timing;
instructional cards;
methods of retraining workers;
planning office;
collection of social information.

He attached considerable importance to the correct system of disciplinary sanctions and labor incentives. in his system is the main source of efficiency. A key element of this approach was that people who produced more, were rewarded more.

A look at piecework and bonus system salary:

F.Taylor: workers should be paid in proportion to their contribution, i.e. piecework. Workers who produce more than the daily quota should be paid big pay, i.e. differentiated piecework wages;
G. Gantt: The worker is guaranteed a weekly wage, but if he overfulfills the norm, he earns a bonus plus a higher payment per unit of output.

Scientific management is most closely associated with the work of Frank and Lilia Gilbert, who were primarily concerned with the study of physical work in production processes and explored the ability to increase output by reducing effort spent on their production.

Gilberts studied work operations using movie cameras in combination with a microchronometer. Then, with the help of freeze frames, they analyzed the elements of operations, changed the structure of work operations in order to eliminate unnecessary, unproductive movements, and sought to increase work efficiency.

F. Gilbert's studies on the rationalization of workers' labor provided a threefold increase in labor productivity.

L. Gilbert laid the foundation for the field of management, which is now called "personnel management". She explored issues such as placement and training. Scientific management did not neglect the human factor.

An important contribution of this school was systematic use of incentives in order to interest workers in increasing the volume of production.

Taylor's closest student was G. Gantt, who was engaged in developments in the field of premium payment methods, who compiled charts for production planning(Gantt strip charts), and also contributed to the development of leadership theory. Gantt's works characterize the consciousness of the leading role of the human factor.

Representatives of the school of scientific management mainly devoted their work to what is called the management of production. She was engaged in efficiency improvement at the level below the managerial level, the so-called non-management level.

Criticism of the scientific management school: a mechanistic approach to management: the teaching of management was reduced to the teaching of industrial engineering; reduction of labor motivation to the satisfaction of the utilitarian needs of workers.

The concept of scientific management was a turning point. It almost instantly became a subject of general interest. Many branches of business activity began to apply scientific management not only in the USA, but also in England, France and other countries.

G. Ford, mechanic and entrepreneur, organizer mass production cars in the USA, was the successor of Taylor's teachings and implemented his theoretical provisions in practice.

G. Ford's principles of production organization: replacement of manual work with machine work; maximum division of labor; specialization; arrangement of equipment along the way technological process; mechanization transport work; regulated rhythm of production.

The ideas laid down by the school of scientific management were developed and applied to the management of organizations as a whole, primarily by representatives.

Principles, advantages and disadvantages of the school of scientific management

The founder of the school of scientific management, Taylor, using observations, measurements and analysis, improved many of the manual labor operations of workers and, on this basis, achieved an increase in the productivity and efficiency of their work. The results of his research served as the basis for revising the norms for the production and remuneration of workers.

The followers of Taylor Frank and Lillian Gilbreth dealt with the issues of rationalization of the work of workers, the study of physical movements in manufacturing process and exploring opportunities to increase output by increasing labor productivity. A significant contribution to the development of the Taylor system was made by Emerson, who studied the staff principle in management and the rationalization of production. Ford formulated the basic principles of the organization of production, for the first time separated the main work from its service.

From the studies and experiments carried out, the authors of this school deduced a number general principles, methods and forms of organizing production and stimulating the work of workers. The main principles of the school of scientific management:

development of optimal methods for the implementation of work based on the study of the cost of time, movements, efforts, etc.;
absolute adherence to the developed standards;
selection, training and placement of workers in those jobs where they can give the greatest benefit;
pay based on performance;
allocation of managerial functions to a separate area of professional activity;
maintaining friendly relations between workers and managers.

The contribution of the scientific management school to management theory:

use of scientific analysis to study the labor process and determine better ways task completion;
selecting workers best suited to the tasks and providing them with training;
providing workers with the resources required to effectively perform their tasks;
the importance of fair material incentives for workers to increase productivity;
department of planning and organizational activities from the work itself.

The disadvantages of this theory include the following:

the doctrine was based on a mechanistic understanding of man, his place in the organization and the essence of his activity;
in the worker, Taylor and his followers saw only the performer of simple operations and a means to an end;
did not recognize disagreements, contradictions, conflicts between people;
in the doctrine, only the material needs of the workers were considered and taken into account;

Taylor tended to treat the workers as uneducated people, ignoring their ideas and suggestions.

The founder of this school, Taylor, devoted many years to increasing the productivity of workers. In essence, he was trying to find an answer to the question: how to make a worker work like a machine? The set of principles and provisions of this school was later called "Taylorism".

At the same time, this theory was a major turning point, thanks to which management became widely recognized as an independent field of scientific research. For the first time, practitioners and scholars saw that the methods and approaches recommended by the school could be used effectively to achieve organizational goals.

Representatives of this school created the scientific foundations of production and labor management. In the 1920s from this scientific direction stand out independent sciences: scientific organization labor (NOT), the theory of organization of production, etc.