What exactly are the Four Principles Of Scientific Management By Henry Taylor. The main goal of any organization is profitability and through productivity. Frederick Winslow Taylor developed a concern towards increasing efficiency in organizational production, not only to lower costs and raise profits but also to make possible increased public sectors pay for workers through their higher productivity.
This grew through his experience in every level of the hierarchy from the bottom-most to the position of chief engineer in his organization. This was the birth of the idea of Scientific Management where Taylor saw productivity as the answer to both higher wages and higher profits.
He believed that the application of the scientific method, instead of customs and rule of thumb could yield this productivity without the expenditure of more human energy or effort. After formulating the 14 principles of management, the same author came up with Scientific management which anchors on 4 main principles which include:
Here’s Four Principles of Scientific Management
1.Replace rule-of-thumb work methods based on a scientific study of the tasks.
This is an emphasis on accuracy in allocation of tasks based on thoroughly examined capabilities of each worker. This is coupled with the specific details (complexity) of the task itself to set SMART goals. When friendly co-operation and mutual helpfulness replace antagonism and strife, it becomes possible for both parties to make the surplus so enormous that there is ample room for a large increase in wages for the workmen and an equally great increase in profits for the manufacturer.
Scientifically select, train, and develop each worker rather than passively leaving them to train themselves. Human resources in the form of quality employees are one of the most precious assets of any organization. Scientific management does not only cash in on talents but also invests in nurturing them.
2. Cooperate with workers to ensure that the scientifically developed methods are being followed.
Working hand-in-glove towards common goals with employees not only improves profitability and productivity, but also creates a relationship among employees and with managers and executives. The great mental revolution that takes place in the mental attitude of the two parties under scientific management is that both sides take their eyes off the division of the surplus as an important matter and together turn their attention toward increasing the size of the surplus, which becomes so large that it is unnecessary to quarrel over how it should be divided.
3. Divide work equally between managers and workers.
This is done so that the managers apply scientific management principles to planning the work, and the workers actually perform the tasks. This is principle is goal oriented instead of managers making decisions based on personal feelings towards a particular employee.
They come to see that when they stop pulling against one another and instead both turn and push shoulder to shoulder in the same direction, the size of the surplus created by their joint efforts is truly appreciable.
4. Concentrating more on productivity and productivity based wages.
He stressed on time and motion study and other techniques for measuring work. Apart from this, in Taylor’s work, there also runs a strongly humanistic theme. He had an idealist’s notion that the interests of workers, managers, and owners should be harmonized. Taylor started his career as a mechanist in 1875. He studied engineering in an evening college and rose to the position of chief engineer in his organization. He invented high-speed steel cutting tools and spent most of his life as a consulting engineer.