Explain any three principles and three techniques of Scientific Management.

Answer – Scientific management: meaning and principles

Scientific management replaces customary trial-and-error methods with systematic study to discover efficient ways of working. F. W. Taylor, an American mechanical engineer, emphasised the following principles.

1. Science, not rule of thumb: study each task scientifically to identify the best method instead of relying only on habit or individual judgement.
2. Harmony, not discord: managers and workers should recognise their common interest in organisational prosperity. Mental revolution means a complete change in their attitudes towards one another, favouring cooperation and sharing gains.
3. Cooperation, not individualism: workers should participate in useful suggestions; management should consult them, and both should avoid unnecessary conflict or deliberate restriction of output.
4. Development of every person to greatest efficiency and prosperity: select workers scientifically, match jobs with abilities and provide training so that both workers and the organisation benefit.

The purpose is higher productivity with fairer opportunities, not merely faster work without concern for people.

F. W. Taylor lived from 1856 to 1915. His book The Principles of Scientific Management was published in 1911.

Techniques of scientific management

• Functional foremanship: divide supervision among eight specialists. In the planning office, the instruction-card clerk specifies instructions, route clerk determines the sequence, time-and-cost clerk prepares schedules and cost information, and disciplinarian maintains discipline. On the shop floor, gang boss arranges machines and tools, speed boss ensures proper speed, repair boss maintains equipment and inspector checks quality.
• Standardisation: set standards for materials, equipment, processes and output. Simplification removes unnecessary varieties, sizes and product types to reduce waste and inventory.
• Method study: identify the best method of doing a job, from input procurement to delivery.
• Motion study: examine movements and eliminate unnecessary actions to reduce effort and time.
• Time study: determine the standard time for a defined task under specified conditions; use it for schedules, staffing and labour-cost estimates.
• Fatigue study: determine the amount and frequency of rest needed to restore energy and sustain performance.
• Differential piece-wage system: pay efficient workers a higher rate per unit and workers below the standard a lower rate, encouraging attainment of the standard.

Scientific techniques require cooperation and suitable working conditions. Modern quality and waste-reduction approaches also emphasise measurement, standard methods and continuous improvement.