History of Management Thought Daniel A. Wren Chapter 11

1. movement to matur ity of scientific management along
a number of dimensions
need to for malize management study and leader 's education
Backgr ound
scientific management became inter national interest
factor y management to gener al management
1881 : The Whar ton School of Finance and Economy at Univer sity of Pennsylvania - fir st
under gr aduate business school
1898 : business school at Univer sity of Chicago and Univer sity of Califor nia at Berkeley
1900 : Tuck School of Administr ation and Finance at Dar tmouth College - fir st gr aduate school
1908 : Har var d business school
1895 :John Richar dat Stanfor d Univer sity began lectur es on w or ks administration
application of scientific management in plant location
equipment policies
1904-1905 :Dex ter Kimball t Cor nell Univer sity's Sibley College of
a
Engineer ing , taughtthe economics of pr oduction
plant or ganization
coor dination and contr ol of pr oduction
labor compensation
distr ibution side of enterprise
r efused to publish Taylor 's
Prin ciples of Scien tific M anagement
ASME
1919 : r ecognized
industr ial engineeringas a legitimate subject for study
1920 : cr eated Management Division
1922 : lar gest division in ASME
gr aduate level : cour se in business management
hosted fir st scientific management confer ence in US
pr esident of Taylor Society
educator s should emphasize the philosophy of scientific management
1910 :Har low S. Per son Amos Tuck School at Dar mout h
at
focus on cr eative study of leader ship in industry
v iew
br ing social scientist into the study of management
education for scientific management
to take lar ger and objective view of industr ial evolution to chart
futur e cour se for r esear ch and pr actice
r elated industr ial psychology and scientific management
ex tensive bibliogr aphy of scientific management
1908-1917 :Clar ence Ber tr and Thompsonat Har vard
fur ther the scientific management in both academia and industry
editor -in-chiefAmerican M achin is t, In dus trial Engineering,
M an agemen t En gin eerin g, M an ufacturing Industries
management handbook
pr ovide a cor r ect inter pr etation of science in management
a science r ather than an ar t of management
the w eakness of Taylor 's appr oach : mechanism over looked the
dynamic possibilities of effective leader ship
systematic use of ex per ience
w ithAlex ander Hamilton Chur ch
ex ecutives' ex per ience & scientific studies
division of labor
Leon Pr att Alfor d (1877-1942)
pr oposed 3 pr inciples
economic contr ol of effor t
coor dination
conser vation
r emuner ation
pr omotion of per sonal effectiveness
per sonal r ewards
w or ker 's physical & mental health
Gantt's Biogr aphy
The Elimin ation of Was te in Industry
The Twelve Hour Shift
Safety an d Production
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intr oduced scientific management to Renault, Michelin
Henr i Le Chatelier (1850-1936)
Par t II The Scientific Management Er a- Ch. 11
application fell far shor t of the idea s
applied to Panhar d, Levassor , Peugeut
scientific management w as a r esponse to the gr ow th of or ganizations and the need to
ex amine and r efine or ganizational practices
Fr ench
application fell far shor t of the idea s
Char les de Fr enminville (1856-1936)
scientific management inspir ed other disciplines
education for management r esponsibilities w as beginning to shift fr om pr oduction shop
management tow ar d a br oader view that encompassed allied area
w ith Henr y Le Chatelier formConfer ence de l'Or ganisationFr ancaise in 1920
Summar y
mer ger Fayol's and Taylor 's follow ers toLe Comite de l'Or ganisation Fr ancaise
Henr y Fayol
for m Center of Administr ative Study in 1917
William H. Leffingw ieldto office management
fir st : Pr ague, 1924
Leonar d D. White public administr ation &
to
gover nmental office
Ar ch W. Shaw , Ralph Star r Butler , Louis D. H. Weld,
Paul T. Cher ington, Paul D. Conver s in mar keting
e
Br ussels, 1925
Rome, 1927
The impact of scientific management on other disciplines
Inter national Congr ess of Scientific Management
Henr y Hess, Walter Rautenstrauchin accounting w ith eak-even pointand
br
John H. Williams w ithflex ible budget
London, 1935
Washington, 1938
ear ly business fir ms w as typically family owned
postponed because of WW II
tex tile fir ms w ith a limited hier ar chy of author ity and r elied on personal supervision
Tw entieth Centur y Fundby Edw ar d A. Filene (1860-1939)
Daniel McCallum's or ganization chart
Rockefeller Foundation
pr omote impr oved management in Eur opean Industry
Emer son's militar y line-staff tr adition
ex change of r esear ch about better management
Taylor 's functional for emen
militar y fr amew or k of fix ing r esponsibility and author ity, clearly defining
duties and channels of communication, pr oviding for or der and discipline
success on industr y based on economy of effort
Par is, 1929
Amster dam, 1932
James O. McKinseyw ith budgeting s planning and contr olling aids
Inter national Management Institute (IMI)
Paul Devinantas dir ector in 1927
Lt. Colonel Lyndall Ur w ickas dir ector in 1927
Russel Robb (1909): compr omised old militar y style and new condition of industry
ceased in 1934 because of thr eat of w ar , economic depr ession
differ ent or ganizations for differ ent business
Ur w ick & Bech : Taylor ism w as not w ell r eceived
str ucture
Br itain
ear ly or ganizational theory
lines of author ity
Whitson : Br itain needed a new type of management
Hans Renold
implemented scientific management in his company
r esponsibility
division of labor
system
Poland
discipline
gener al pr inciples
Kar ol Admiecki (1866-1933)
har monogr am,n 1896
i
gr aphical device to simultaneously char ting several
complicated oper ations and enabling their
har monization
similar to PERT and netw ork
inter national scientific management movement
accounting
r ecor ds
use of scientific management to systematize industry
Lenin
statistics
scientific management to achieve the socialist r evolution
espr it de cor ps
Soviet
Union
cooper ation
idea of w or ker "hero"
Alex ei Stakhanov
higher pr oductivity fr om w or kplace competition to speed up output
team-play
r etur n on investmentas or ganizational
per for mance measure
Walter N. Polakov (1879-1937)
Pier r e duPontas pr esident in 1902
separ ating the line and staff functioning
unifor m objectives and policies for company
Yukinor i Hoshino
Hamilton McFar landas gener al manager
Gantt Char t
the only successful technique accepted in USSR
tr anslated Taylor 's
Prin ciple of Scien tific M anagement
higher pr oductivity fr om w or kplace competition to speed up output
DuPont
Yoichi Ueno (1883-1957)
decentr alization of author ity and
development in manager ial talent
On The Efficien cy paper in 1912
,
Japan
Sanji Muto at Kanebo
r efine concept of ROI to measur ement
for depar tmental level
R=Tx P
scientific management at DuPont and Gener al Motor
Donaldson Br own
decentr alized administr ations and operations
Alfr ed P. Sloan as successor
high w ages, high pr ofit, harmony
scientific management enter ed jour nals, education
system, pr actice of management
Scientific M anagement in
Theor y and Pr actice
DuPont char t system
founder of GM
Japan-style management is a pr oduct of th e
intr oduction of scientific management into Japan
William C. Dur ant
br ing Donaldson Br own to GM
centr alized contr ol and r eview
taught the Soviet how to plan and contr ol per for mance
industr ialization after Meiji Restoration in 1868
human factor and psychological test for
per sonnel selection in 1910
pr opagandizing and tr anslations by individuals
Gener al Motor
Emer ging Gener al Management
Pier r e pr esident
as
adaptation by individual countr ies to meet their own needs
stages in implementing scientific
management in other countries
The Study and Pr actice of Scientific Management
adjustment thr ough var ious committees, confer ences,
inter national or ganization
adjustment thr ough var ious committees, confer ences,
inter national or ganization
Multidivisional str ucture M for m
(
)
to deal w ith top management pr oblems,
integr ating other subjects
scientific management as inter national for ce in theor y and practice
Ar c W. Shaw began a cour se of business
policy at Har var d (1911-1912)
discussion
analysis
scientific management r evolution began in the US and
spr ead in other countries
purpose
differ ent political and economy str uctur es made it
difficult to apply scientific management
methods
differ ent political and economy str uctur es made it
difficult to apply scientific management
pr epar ing r epor ts to be pr esented to
business leader s
Henr y P. Kendall (1878-1959)
business policy in Univer sity of Michigan
1925 : business policy become r equir e d
in accr edited schools of business
Plimpton Pr ess
implemented scientific management and its philosophy
advanced employment depar tment
Jane C. Williams
deter mination elemen fix ed the manufactur ing and
t,
distr ibution policies of the firm
centr alized hir ing, disciplining, and discharging
r educing labor tur nover
administr ative element took the policy as
,
deter mined and gave it pr actical ex pr ession through
buying, manufactur ing and selling
ever y industr ial under taking consisted of 2 elements
James Mapes Dodge (1852-1915)
Link-Belt Company
policy for mulation
Wilfr ed Lew is pr esident of Tabor
,
implementation
analysis : consisting of cost accounting, time and motion
study, r outing, machine layout and planning
synthesis: combining w or ker s, functions,
machines, all activities effectively
Tabor Manufactur ing
assisted Taylor in installation
Hor ace King Hathaw ay (1878-1944) gener al manager
,
2 fundamental instr uments
advocated car eful planning befor e installation
w or ker and super visor education of Taylor system
Alex ander Hamilton Chur ch
manager s analyzed to find better w ays and then
coor dinated (synthesized) activities
time and motion study
bonuses for per for mance and attendance
business policy and philosophy
planning depar tment
Richar d A. Feiss
management should be concer ned w ith total efficiency of the firm
or thopedic chair s & tables
scientific management in industr ial pr actice
design : pr oduct and pr oduction planning
r educed fatigue and incr eased efficiency
Clothcr aft Company
equipment : choosing and installing the pr oper machinery
contr ol: specified duties and initiated and coor dinated work
link-belt conveyor
later became assembly-line oper ations
moder n management ter minology
Gilson headed
5 or ganic functions in a manufactur ing enterprise
headed the Employment and Ser vice Depar tment
compar ison: measur ing and compar ing the r esult attained
w ith the standar ds of per for mance
Mar y Bar nett Gilson
oper ation: tr ansfor med the r aw mater ials into desired product
employment testing and selection
pr oper placement
Taylor philosophy in mental r evolution
pr omotions for w omen to super visory positions
a body of manager s could develop common motives, common ends, commo n
cr eed, and common fund of know ledge
Magnus Alex ander
Gener al Electr ic
basic pr emise : ser vice to the community
Joseph Willits
combination of efficiency values of scientific managemen t
w ith the ethics of ser vice to the community w as the
r esponsibility of each manager
policies, conditions, and methods of industr y shall
conduce to communal w ell-being
the highest mor al sanction of the community as a w hole in
applying social justice to industr ial pr actice
studied the cost of tur nover
offer ed impr oved selection, placement, tr aining
pr actices, and w age incentives for employee r etention
employment stabilization
Oliver Sheldon
incr ease in stability of payr oll w as one of many benefits
of scientific management in pr actice
3 pr inciples for manager
impr oved pr oduction planning
employee selection, placement, and tr aining
r educing w aste
r educe labor tur nover
r aising the gener al ethical standar ds and conception of social justice
management must maintain industr y on an economic basis
and consider both human and technical efficiency
w hat ?
investigation by the US Commission on Industr ial Relations,
Rober t Fr ankling Hox ie as chief investigator
w ho ?
Rober t G. Valentine, an investigator and consultant,
r epr esent management's viewpoint
John P. Fr ey r epr esenting labor
w hen ?
why
how ?
Januar i -Apr il 1915
pur pose : investigate all systems of shop management
30 shops employing scientific management and 5 shops not employing
pr actice violated the theor y of scientific management
concept of functional for emen found few adher ents in pr actice
no pr ogr ess w as being made w ith r espect to the
scientific selection of w or kers
instr uction and tr aining of w or ker s pr actice fell far short of theory
tr aining pr actices in scientific management shops were
gener ally better than those w ho didn't
the r eport
use of time-study and task setting based o n
management's desires
incentives schemes came under close scr utiny
no pur e adoption of the Taylor , Gantt, or Emer son plans
r econcile the opposing view s of unions and Taylor
r egar ding industr ial democracy
The Hox ie r eport
industr ial democr acy could come only thr ough the
pr ocess of collective bar gaining
blamed management for seeking shor tcuts to efficiency
faulted Taylor for tr ying to gener alize his machine
shops ex per ience to all types and sizes of industries
scientific management w as the essence of industr ial democracy
har mony and mutually of inter est betw een labor and management
Taylor 's ar gument
individuals w er e stimulated and r ew ar ded on the basis of effort
discipline fell under scientifically der ived law s
pr otests w er e to be handled by r eliance upon scientific
inquir y and mutual r esolution
scientific management monopolized know ledge and
pow er in the hands of management
Union view s
denying w or ker voice in setting w or k standards and
deter mining w age rates
mutual suspicion among w orkers
mutual suspicion among w orkers
br illiant but pr ejudiced
shor t time
comments on Hox ie r eport
never visited the factor y ar ea itself
heavily skew ed tow ar d or ganized labor's position
the effect as a w hole w ill be to multiply misconceptions
and misunder standing r egar ds to the scientific
management pr actice
172 applications of scientific management in 80 types of or ganizations
C. Ber tr and Thompson
most of the objects w er e successfu l
failur es by consulting engineer s and the per sonality of the managements
The Thompson and Nelson studies
29 installations made by Taylor 's closest follow ers
Daniel Nelson
differ ential piece-r ate and the functional for emen as
the least applications
str ong positive cor r elation betw een scientific
management and industr ial efficiency
11- Scientific Management in Theory and Practice - Lenny 29006014.mmap - 16/10/2006 -