Principles of Scientific Management

In the present context, the use of the internet has brought about dramatic improvements in internal efficiencies and customer satisfaction. Taylor formulated four principles of scientific management which are elaborated as follows:

1. Science not Rule of Thumb: 
• Taylor pioneered the introduction of the method of scientific inquiry into the domain of management practice.
• As different managers would follow their indigenous rules of thumb, it is but a statement of the obvious that all would not be equally effective.
• Taylor believed that there was only one best method to maximize efficiency. This method can be developed through study and analysis.
• The method so developed should substitute ‘Rule of Thumb’ throughout the organization.
• Scientific method involved investigation of traditional methods through work-study, unifying the best practices and developing a standard method, which would be followed throughout the organization.
• According to Taylor, even a small production activity like loading pigs of iron into boxcars can be scientifically planned and managed.
• This can result in tremendous saving of human energy as well as wastage of time and materials. The more sophisticated the processes, greater would be the savings.
• In the present context, the use of the internet has brought about dramatic improvements in internal efficiencies and customer satisfaction.
2. Harmony, Not Discord:
• Factory systems of production implied that managers served as a link between the owners and the workers.
• Since as managers they had the mandate to ‘get work done’ from the workers, it should not be difficult for you to appreciate that there always existed the possibility of a kind of class-conflict, the managers versus workers.
• Taylor  recognised that this conflict helped none, the workers, the managers or the factory owners.
• He emphasized that there should be complete harmony between the management and workers. Both should realize that each one is important.
• To achieve this state, Taylor called for complete mental revolution on the part of both management and workers.
• It means that management and workers should transform their thinking.
• In such a situation even trade unions will not think of going on strike etc.
• Management should share the gains of the company, if any, with the workers. At the same time workers should work hard and be willing to embrace change for the good of the company. Both should be part of the family.
• According to Taylor, ‘Scientific management has for its foundation the firm conviction that the true interests of the two are one and the same; that prosperity for the employer cannot exist for a long time unless it is accompanied by prosperity for the employees and vice versa’.
• Japanese work culture is a classic example of such a situation. In Japanese companies, a paternalistic style of management is in practice. There is complete openness between the management and workers. If at all workers go on strike they wear a black badge but work more than normal working hours to gain the sympathy of the management.
3. Cooperation, Not Individualism:
• There should be complete cooperation between the labor and the management instead of individualism.
• This principle is an extension of the principle of ‘Harmony not discord’.
• Competition should be replaced by cooperation. Both should realize that they need each other.
• For this, management should not close its ears to any constructive suggestions made by the employees.
• They should be rewarded for their suggestions which results in substantial reduction in costs.
• They should be part of management and, if any important decisions are taken, workers should be taken into confidence.
• At the same time workers should desist from going on strike and making unreasonable demands on the management.
• In fact when there will be an open communication system and goodwill there will be no need for even a trade union.
• Paternalistic style of management, whereby the employer takes care of the needs of employees, would prevail as in the case of Japanese companies.
• According to Taylor, there should be an almost equal division of work and responsibility between workers and management.
• All day long the management should work almost side by side with the workers helping, encouraging and smoothing the way for them.
4. Development of Each and Every Person to His or Her Greatest Efficiency and Prosperity:
• Industrial efficiency depends to a large extent on personnel competencies.
•  As such, scientific management also stood for worker development.
• Worker training was essential also to learn the ‘best method’ developed as a consequence of the scientific approach.
• Taylor was of the view that the concern for efficiency could be built in right from the process of employee selection.
• Each person should be scientifically selected. Then work assigned should suit her/his physical, mental and intellectual capabilities.
• To increase efficiency, they should be given the required training.
• Efficient employees would produce more and earn more.
• This will ensure their greatest efficiency and prosperity through the scientific approach.
• Taylor was of the view that the concern for efficiency could be built in right from the process of employee selection. Each person should be scientifically selected. Then work assigned should suit her/his physical, mental and intellectual capabilities.
• To increase efficiency, they should be given the required training. Efficient employees would produce more and earn more. This will ensure their greatest efficiency and prosperity.