Scientific administration, also known as scientific theory of administration or scientific school of administration, headed by the American engineer Frederick W. Taylor, was the support for the constitution of modern administrative practice through the formulation of a series of principles fundamental that, for Taylor, are applicable to all human activities. The foundations on which the scientific administration rests are: (a) identity of the interests of the employer and the worker, (b) limitation of production, (c) scientific study of working conditions and (d) scientific organization. The four principlesof the scientific administration are: (1) Scientific study of each element of the work, (2) scientific selection and worker training, (3) cooperation between administration and workers and (4) equitable distribution of responsibility and work between administration and workers.. These foundations and principles will be observed in greater detail and breadth below.
1. Introduction
Taylor is the founder of the movement known as the Scientific Labor Organization. The guiding thought is the elimination of waste of time, money, etc., using a scientific method. He affirms that "the main objective of the administration must be to ensure maximum prosperity, both for the employer and for the employee." For the employer, maximum prosperity does not mean obtaining great benefits in the short term, but the development of all aspects of the company to achieve a level of prosperity. For the employee, maximum prosperity does not mean obtaining high salaries immediately, but personal development to work effectively, with quality and using their personal gifts. Taylor makes a distinction between production and productivity:"Maximum prosperity is the result of maximum productivity that depends on the training of each one." Aware of the opposition between workers and employers, he gives the following explanation:
- There is a false belief that an increase in production will bring unemployment. Some bad administration systems force the worker to limit his production to protect his interests because, when he increases his work rate, the employer manages not to increase it. his salary. There are disastrous working methods that waste the efforts of workers who receive little help and little advice from management.
The objective of the Scientific Organization of Work (OCT) is to break down these obstacles and discover the most effective methods to carry out a task and direct the workers: the "close, intimate, personal cooperation between the administration and the workers is the very essence of the OCT ». "What workers ask their employers for is a high salary, and what employers want is low production costs. The existence or absence of these 2 elements is the best indication of good or bad administration."
Taylor enunciated 4 principles of scientific administration:
- Scientific study of the work must be carried out by a team of specialists; This study will lead to the creation of a working methods office or service. The most economical operating processes will be defined and the amount of work to be performed by a worker placed in optimal conditions will be established; If the worker gets that amount, he must receive a very high salary. Scientific selection and worker training. Taylor recommends systematic selection according to skills and believes that any worker can be excellent for at least one job. Union of the scientific study of work and the scientific selection of the worker, “it is about workers applying science "And it is there where many leaders fail and not the workers, because the former do not want to change their methods.Cooperation between the leaders and the workers; "Labor and responsibility for labor are divided almost equally between leaders and workers."
In saying science, Taylor refers to systematic observation and measurement. The job of a foreman encompasses different functions and for his job to be well done his job must be divided among several specialists, which means abandoning the principle of unity of command. Taylor calls that system functional management. It formulates the principle of management by exceptions: the relations of production should not cover more than what does not respect the standards.
Taylor postulated that his method applied to all human activities, did not cause unemployment, and increased the remuneration and professional training of workers.
We are looking for the man who knows his trade and can be used; the man who has been formed by others. When we understand that our duty, as our opportunity, is to cooperate in instructing and training this competent man, rather than seeking the man formed by others, we will be on the path that leads to greater national performance.
In the past, theory stated that when the right man had been found, the choice of methods could be left to him without risk. In the future it must be understood that our heads of industries must be properly instructed, and that there is no man, who with the old system of personal administration can hope to compete with a number of common men, but well organized and who know how to coordinate your efforts.
In the past, man was everything; in the future, the system should be the main thing. The first purpose of any system must be to train first-class men; and under systematic administration the best man will reach the top more safely and quickly.
2. Foundations of Scientific Administration
Identity of the interests of the employer and the worker
The main purpose of management should be to ensure maximum prosperity for the employer, coupled with maximum prosperity for each employee.
The words "maximum prosperity" are used to mean great dividends for the company and the development of each branch of the business to its highest degree of perfection, so that prosperity can be permanent.
The maximum prosperity for each employee means higher wages than they receive and, the development of each man to his state of maximum efficiency, so that he can carry out the most appropriate work to his natural capacity.
The fundamental interests of employees and employers are viewed by men as antagonistic. Scientific administration is based on the conviction that the true interests of both are identical, that the prosperity of the employer cannot exist unless it is accompanied by prosperity for the employee, and that it is possible to give the worker what he most desires - high wages - and what the employer is looking for the most: cheap labor.
When a man works alone, the greatest prosperity can exist when said individual has reached his highest degree of efficiency; when it yields its highest daily production
The greatest permanent prosperity for the worker, together with the greatest prosperity for the employer, can only be achieved when the work of the establishment is done with the least combined expense of human effort, raw materials, etc. The greatest prosperity can only exist as a result of the increased productivity of the men and machines of the establishment, when each man and each machine is yielding the greatest possible production.
The most important purpose of the workers, as of the heads of administration, should be the training and development of the faculties of each individual, so that they can carry out, at the fastest pace and with the maximum efficiency, the work that best suits to their natural abilities.
Production limitation
Working less than what should be done, working slowly, is universal in industrial establishments.
The production of each man and each machine can be doubled if the slowness of work and the "simulation of work" are combated, and the relations between employer and employee are harmonized in such a way that each worker works the best and fastest possible under the directions and with the help of the management.
The elimination of "simulation of work" and the various causes of slow work would lower the cost of production, and the internal and external markets would expand, and it could compete with rivals. This would eliminate one of the causes of other social difficulties: lack of employment and poverty, would have a permanent and far-reaching effect on these difficulties. This would ensure higher wages and make possible fewer hours of work and better working and living conditions.
What is the reason that men do the opposite, and even when they have the best intentions, their work is far from reaching their maximum performance?
There are 3 causes:
- The sophism that a material increase in the production of each worker or machine will result in a number of men being out of work. Poor employee management systems, which force each worker to pretend to work, to protect their interests. The empirical methods, which are applied in all trades and which cause waste of effort by the workers.
First: the majority of workers believe that if they work at their maximum speed, it would do a great injustice to the entire union by causing the unemployment of many of their comrades, the history of the development of each trade shows that: given an improvement, there is I work for more men.
Lowering the price of any item results in increased demand.
Almost all union unions have made rules that are intended to restrict the production of their workers.
For every individual who is made to work excessively, there are hundreds who work day by day less than they should and for this reason help establish conditions that will ultimately result in low wages.
Second: the bosses' ignorance regarding the correct time in which this or that work should be done favors the worker's dependence on the "simulation of work".
This simulation of work comes from 2 causes.
- From the instinct and natural tendency of men to carefree and seek comfort (innate laziness) From confused reasoning born of their relationships with other workers (systematic laziness).
The tendency of the common worker in all trades is to work at a slow and calm pace.
There are men of extraordinary energy, vitality, and ambition, who choose the fastest pace, set their own standards, and work hard, even when this is against their own interests. But these men serve to highlight the trend of the generality of men.
This tendency to do things comfortably increases as a number of men gather to do similar work at a current rate of daily wages.
Under this plan, the best workers slow their pace, molding it to that of the worst. When an energetic man works several days next to a lazy person, the logic of the reasoning is incontrovertible.
The natural laziness of men is serious, but the greatest evil suffered by workers and employers is the systematic simulation of work.
Most of the systematic simulation of work is done by men in order to keep their employers in ignorance of how quickly the work could be performed.
The causes of this state of affairs lie in the fact that the bosses determine a maximum sum that they believe is fair to pay each category of workers per day, whether they work per day or per piece.
Each worker finds out which of these amounts corresponds to his case, and understands that if his employer is persuaded that a man is capable of doing more work than himself, he will find some way to compel him to do so by a small increase in wages, or without no increase.
Employers know how much work can be done in a day. The employer will be sure that a given job can be done more quickly than has been done, but rarely will he take steps to encourage his workers to do it in the shortest possible time.
The interest of each worker will be that no work is carried out faster than hitherto.
With the best pay system per day, if records are kept of the amount of work done by each man and of his performance, and when the salary of each man is increased as he improves, dismissing those who fail to reach a certain standard By taking a new number of workers instead, natural laziness such as systematic simulation of work could be eliminated. This can be done when men are convinced that there is no intention to establish piece work, and it is almost impossible to make workers believe this when the task is of such a nature that they know that piece work can be implemented. The fear of centering a precedent that can be used as the basis for piece work will make them pretend to work as much as possible.
It is under the piece-work system that the art of systematic work simulation is perfectly developed. Any worker, after the price per piece of his work has been lowered as a result of having worked more intensively and increasing his production, will withdraw from the point of view of his employer and will persist in avoiding any further reduction in the rate, provided that working simulation can avoid it. For the character of the worker. Job simulation involves an attempt to mislead and deceive their employer, for which reason many righteous and loyal workers are forced to become hypocritical. The boss is seen as an antagonist, and the trust that should exist between the boss and his subordinates, the enthusiasm,the feeling that they are all working towards the same end and will have a share in the results are completely lacking.
This antagonism becomes so marked in many cases in the workers that any proposal made by their employers is viewed with mistrust, and the simulation of work becomes such a fixed habit that the workers strive to restrict the production of the machines they drive, even when a large increase in production does not give them a workload.
Third: the saving in time and the increase in production that are obtained by eliminating unnecessary movements and substituting slow and inefficient movements for fast movements, can only be understood after one has seen the improvement resulting from a complete study of movement and time by a competent man.
Need for scientific study of working conditions
Since workers in all trades have learned the details of their work from observing trained workers, there are many ways to do the same thing, and there is a wide variety of implements used for each class of work. Among the various methods and tools used in each task, there is always a faster and better method and tool than the others. This best method and best tool can only be discovered through a scientific study and analysis of all the methods and tools in use, together with a study of details, movements and time. This implies the gradual replacement of empirical methods by scientific methods in all mechanical parts.
The science that governs the actions of each worker is so complicated that the most competent worker is unable to understand this science without the guidance and help of his bosses and comrades. The work must be carried out in accordance with scientific laws, there needs to be an equitable division of responsibility between management and workers. Those who perform managerial functions, and whose duty it is to develop this science, must guide and help the worker, and assume a greater part of responsibility than that assumed by the administration under the old systems.
In order to carry out the work in accordance with scientific laws, the management must study and execute part of the work that is now entrusted to the initiative of the workers; All workshop operations should be preceded by one or more preparatory acts by management that enable the worker to do his job better and faster. And each worker should be instructed daily by his superiors and receive help from them.
This close and intimate personal cooperation between management and workers constitutes the essence of modern scientific administration.
Cordial cooperation by spreading the burden of daily labor removes the obstacles that were opposed to obtaining the maximum performance from each man and from each machine. Workers have understood that a large increase in production per worker employed results in the employment of more of them.
Need for a scientific organization
By adopting modern scientific management, the problem of obtaining maximum production can be solved. The theory or philosophy of scientific administration begins to be understood after a gradual evolution of the type of administration. Since the introduction of this system there has not been a single strike in the factories that apply it.
Scientific administration consists of certain general principles, a certain philosophy that can be applied in many ways; and any description of what an individual or set of individuals considers to be the best mechanism for applying these general principles should not be confused with the principles themselves. As long as there are lazy men, as long as vice and crime exist, there will also be poverty, misery and misfortune. No system of administration, no individual resource, can assure prosperity to workers and employers. Prosperity depends on so many factors that are beyond the control of a group of men or a country, that there will always be periods when both parties must suffer. Under scientific management, the interim periods will be much more prosperous,and periods of crisis will be shorter and less frequent and cruel.
Scientific administration. Taylor Basics and Principles
3. The principles of scientific administration
The most excellent type of ordinary administration
Anyone interested in scientific management asks three questions:
- What are the differences between the principles of scientific administration and those of common systems of administration? Why are better results achieved through scientific administration? The most important problem is to get a man of the first order to lead the company? And if that man is found, can he be safely trusted in choosing the type of administration?
The inventive spirit of each generation has developed in each trade better and faster methods to do each item of work. The methods used today are the result of an evolution that represents the survival of the most appropriate and best ideas applied in each trade. This truth is only apparent: those who know a trade know that what is least found is uniformity in the methods used. Instead of having only one accepted way of working as a model, different ways of doing each item of work are used daily. Empiricism and tradition are the main assets of every businessman. In the best of ordinary types of administration, administrators recognize that the workers under their command,they possess this set of traditional knowledge of which a large part escapes management. That leadership includes foremen and chiefs who have been first-class workers in their trade. These foremen and chiefs know better than anyone that their own knowledge and ability are below the knowledge and skill of all the workers under their command. More experienced managers leave the problem of getting the job done in the best and most economical way to their workers. They recognize that the task before them is to induce each worker to use his traditional knowledge, ability, ingenuity, and goodwill; in a way that yields the greatest possible benefit to your employer. The problem for the administration is to get the best "initiative" from each worker.
No intelligent manager expects to get a full initiative from his workers if he is not willing to give them more than what constitutes their regular salary. The average worker does not give his employer all his effort. Instead of working hard to do as much of the best quality work as possible, they work as slowly as they can and try to make their superiors believe they do it quickly.
For there to be any hope of obtaining the initiative of his workers, the administrator must give some special incentive to his men when they produce more than the ordinary worker of the trade. This incentive can take various forms: hope for a rapid rise, high wages, etc. This special incentive must be accompanied by special consideration and cordial treatment found only in the boss who has a sincere interest in the well-being of his subordinates. Only by giving an "incentive" of this nature can the employer hope to obtain the "initiative" of his workers. In ordinary administrations,The need to offer the worker a special incentive has become so recognized that a large proportion of industries consider the possibility of basing the organization of their factories on one of the modern wage systems. In a scientific administration, the adopted salary system is only an accessory element.
The best type of administration can be defined as a system in which the workers give their best efforts and receive in payment a special stimulant from their employers. We will call this type of administration initiative and incentive.
The universal prejudice in favor of the administration of "initiative and incentive" is so strong that no theoretical advantage that is indicated will have the possibility of convincing the ordinary administrator that some other system is better. Scientific administration has an undeniable superiority over the other types.
Under the old type of administration, success depends on getting "initiative" from the workers, and this initiative is rarely achieved. In the scientific administration system, the "initiative" of the workers is obtained with absolute uniformity and to a greater degree than under the old system; And, administrators accept new burdens, new duties and responsibilities. Along this path a science is developed, the administration adopts other types of duties that involve new and heavy burdens.
The four fundamental principles
These new duties can be classified into 4 groups:
- He develops, for each element of the worker's work, a science that replaces the old empirical methods. He selects scientifically and then instructs, teaches and trains the worker, according to his own possibilities. He cooperates cordially with the workers so that all the work is done. in accordance with the scientific principles that apply. It distributes the work and the responsibility between the administration and the workers. The administration assumes all work that exceeds the capacity of the workers.
It is this cooperation of the worker working with all his initiative, together with the new work systems implemented by the administration, which makes the scientific administration superior to the old system.
The first 3 elements exist, in the administration of "initiative and incentive", in a vague way; whereas in the scientific administration they form the very essence of the system.
The philosophy of the "initiative and incentive" system obliges each worker to bear all responsibility for the execution, and in many cases for the choice of their tools. The development of a science implies the establishment of laws and formulas destined to replace the empirical rules of the worker, laws that can be used in the practice of the workshop after having been systematically verified and registered.
The practical use of scientific background requires the installation of an office to keep books, records, etc., where the designer can work quietly. All work that under the old system was done by the worker as a result of his personal experience, in the new system must be done by the administration in accordance with the laws of science; because even if the worker were well trained in the analysis and use of scientific procedures, it would be impossible for him to work at the same time with his machines and at a desk. It takes one type of man to prepare the job, and another to do it.
The man whose specialty under scientific management is that of preparing work finds that the task can be done better and more economically by subdivision of work. All this implies, "a div of responsibility and work in the administration and the worker."
Under the administration of "initiative and incentive" the problem is left to the worker, while under scientific administration half of the problem belongs to the administration. The most important element of modern scientific management is the idea of homework. The work of each worker is prepared by the administration, in advance, and each worker receives written instructions describing the task to be performed, such as the procedures to be used in carrying out the work. The work prepared in advance constitutes a task that the worker does not carry out on his own, since it represents the common effort of the worker and the administration. It specifies what to do, and how it should be done and the time allowed to do it. The work of each worker is projected,in such a way that its execution requires a conscientious and tedious task, but executed at such a speed that in no case does it require a rhythm of work that is detrimental to your health. The task is regulated so that the worker who performs it is able to work for years under this system without fear of fatigue.
Scientific administration consists of preparing and executing such tasks.
Practical examples of the strength and effect of the fundamental principles.
Demonstrate the strength and effect of these 4 elements using examples. These elements can be applied to all kinds of work, and their application produces results superior to those obtained with the "initiative and incentive" administration system. Results obtained through the application of scientific management
The useful results have come from: 1 °, the substitution of a worker's individual criteria for a science; 2nd, the scientific selection and training of the worker, and 3rd, the cooperation of the administration with the workers. When applying these principles, both parties have equal participation in the daily execution of the task to be carried out, the administration carrying out part of the work for whose execution it is better qualified, and the worker the rest.
The following pair of videos synthesize the main contributions of the school of scientific administration, the principles and foundations postulated by Frederick W. Taylor and some of his followers, Towne, Gantt and the married couple Gilbreth.
Scientific study methods of work
Developing a science seems like a formidable undertaking, and the full study of a science requires years of work.
In most trades, science is developed through an analysis and study of the time and movements that the worker must make to carry out a small part of his work, and this study is done by a man with a stopwatch and a notebook. Hundreds of these men are engaged in developing elementary scientific knowledge where empirical rules existed. The general measures to be taken in the development of a simple law of this kind are the following:
- Find different workers who are experts in the work. Study the series of operations or elemental movements that each of these men performs in carrying out the work under investigation, and the implements that each worker uses. Study with a stopwatch the time required to do each of these movements, and select the fastest way to use each work item. Eliminate all false, slow and useless movements. Collect in a series the fastest and best elements, and the best implements.
This best method becomes a model, which is taught to the instructors and to each worker in the establishment, until it is replaced by a new series of faster and better movements.
In the same way, each type of tool used in a trade is studied. With the management philosophy of "initiative and incentive" each worker is left to use his own criteria, so that the work is carried out in the shortest time, and this results in a great variety of forms and types of tools used in each task. The scientific administration requires an examination of each one of the modifications that each tool has under the empirical rules; and, after a study of speed, the good qualities found in each of them must be grouped into a model tool, which will allow the worker to work faster and easier. This new tool is adopted as a model, and remains in use until the study of movements and time reveals a better one.
The development of a science to replace the empirical rules is in most cases not a formidable undertaking, and one that can be carried out by ordinary men; But success requires records, system, and cooperation.
Worker's psychology
There is another type of scientific research: the study of the movements that govern men.
Laws resulting from experiences of this kind are subject to exceptions. There are laws of this nature applicable to a great majority of individuals, and when they are defined they are of great value as a guide in the management of men.
The most important law belonging to this class is the effect of the idea of "task" on the efficiency of the worker.
There is nothing new in the idea of "task." The common worker works to his best and to his employer when he is assigned a definite task every day to be performed at a given time, and which constitutes a correct daily work for a good worker. This provides you with an accurate measure, which will allow you to measure your own progress and whose fulfillment will give you the greatest satisfaction.
It is impossible for them to work harder than the majority of their comrades, unless they are assured of a large and permanent increase in their wages. There are workers who want to work faster, provided they are given this increase in wages. The worker can be assured that this increase will be permanent. The increase required to get a worker to work as quickly as possible depends on the nature of the task he performs.
Workers are assigned a task that requires a high average speed, it is necessary to ensure the maximum rate each time it is successful. This implies setting for each worker his daily task, and paying him a high premium, every time he manages to do his work in the fixed time. It is difficult to appreciate to what extent the correct use of these 2 elements encourages the worker, allowing him to reach the highest level of efficiency and speed in his trade, and to maintain it.
The task and the premium, constitute 2 of the most important elements of the scientific administration mechanism. Its importance comes from the fact of being, the crowning of all of them, demanding the collaboration of all the elements of the system.
Need for constant leadership and administration of workers
Written instructions regarding the best way to do each part of the job are prepared in advance by the job preparation service. These instructions represent the combined work of various employees of that service, each of whom has their own specialty.
Human nature is such that many workers, if left to themselves, would pay little attention to written instructions. It is necessary to designate instructors in charge of supervising that the workers understand and apply the written instructions. Under functional management, the foreman is replaced by 8 employees, each of whom performs a special role, and these people are expert instructors who are in the workshop, helping and directing the workers. Each of them having been chosen for their knowledge and ability in their specialty, they are able to indicate what should be done, and to carry out the work in the presence of the worker, in such a way as to teach him the best and the fastest methods.
One of these instructors, inspector, ensures that the worker understands the drawings and instructions given. It teaches you how to do the required quality work. The 2nd instructor, team leader, teaches you how to place the work in the machine, how to carry out all movements in the fastest and best way. The 3rd, speed manager, ensures that the machine is operated at a suitable speed and that the appropriate tool is used, in order to finish the piece in the shortest possible time. The worker receives orders and help from 4 other men: from the chief of repairs, cleaning and general care, etc.; of the accountant, regarding everything related to his salary; of the "marching employee", and of the person in charge of discipline, in the event that a worker has disagreements with any of his various bosses.
All workers employed in the same class of work do not require the same individual instruction and attention from functional foremen. Those who are novices on a task need more instruction and vigilance.
When, thanks to this teaching and this instruction, the work becomes so comfortable and so easy, for the worker, the first impression is that such a system tends to turn it into a mere automaton. The workers say, "I can't think or make a move without someone intervening or doing it for me!" The worker who in the scientific administration system cooperates with his instructors has to perfect himself an opportunity as good, and better, than he had when the whole problem was left in his hands and he did his work without any help.
With the help of the science that is developed, and through the instructions of their instructors, each worker of a given intellectual capacity is trained to carry out a much higher, more interesting, and more perfected and profitable class of work than the one that before I was able to do.
With scientific management the worker cannot use whatever tools and methods he believes are good in the daily practice of his work. You should be given the most encouragement to suggest improvements. And whenever a worker proposes improvements, the policy of the administration should be to make a careful analysis of the new method and to carry out a series of experiments to determine the relative merits of the new proposition and the system in use. And whenever the new method is superior to the old, it will be adopted as a model throughout the factory. The worker should receive full credit for the proposed and accepted improvement, and be paid a cash prize in recognition of his ingenuity.The initiative of the workers has more incentives in the scientific administration than with the old individual system.
The mechanism of this administration should not be confused in its fundamental essence. The same mechanism can produce disastrous results in one case and the greatest benefits in another. The same procedure will produce excellent results when it is put at the service of the fundamental principles of scientific administration, while it will lead to disaster if it is applied with the wrong criteria. Elements of that mechanism:
- The study of time and instruments and methods. A body of functional foremen The standardization of all tools and movements of workers. Planning department. The "exception principle" in administration. The use of calculation rules and instruments to save time. Instruction sheets for workers. The idea of 'task' in administration accompanied by a premium. The 'differential rate'. Mnemonic systems for classifying manufactured products, etc. A modern cost system, etc..
These are the elements of the scientific administration mechanism. Its essence consists of a certain philosophy that results in a combination of the 4 great fundamental principles of administration.
Some elements of this mechanism are used without being accompanied by the philosophy of the system, the results are disastrous. Many men seduced by the principles of scientific administration who set out to quickly change the old system, disregarding the warnings of those with years of experience, face serious difficulties, followed by failure.
The necessary changes take time, but the faster work items are studied and improved, the better it will be for the company. The problem of the administration of "initiative and incentive" to the scientific administration consists in a change in the mental attitude and habits of the leaders and workers. This change must be carried out gradually and showing the worker objective examples that, combined with the instructions he receives, convince him of the superiority of the new one over the old way of executing work. This change in the worker's mental attitude takes time. It is impossible to try to get it quickly.
The first changes that affect the workers must be made with prudence, and with only one worker at a time. Until he is convinced that he has gained a great advantage with the new method, no further changes should be made.
The person who undertakes to direct the measures to be applied when effecting the change from the old to the modern system, must have personal experience in overcoming the difficulties that always arise and that are characteristic of this period of transition.
Administrators should not undertake the change from the old to the new type of administration, if the directors are not familiar with the principles of scientific administration, and if they do not respect the conditions implicit in carrying out this change.
Distribution of benefits produced by the new system
Undoubtedly, people interested in the welfare of the working class regretted that with the scientific administration of the worker, they must do double the work but do not receive double the salary, while those interested in dividends will complain that under this system workers earn higher wages than they previously received.
We warn 2 interested parties: the workers and their employers. We forget the 3rd part: consumers.
The rights of the people are greater than those of the employer or the worker. The town receives most of the benefit from industrial improvements. The greatest factor influencing the increase in production and the prosperity of the civilized world has been the introduction of machinery. The greater profit produced by this change has benefited all the people.
Consumers, as they internalize the facts, will insist more and more that justice be done to all 3 parties. They will demand the highest possible return for employers and workers.
Means will be found to obtain, the efficiency of the employer as of the worker, and a division of the profits in accordance with the principles of scientific administration. 2 of the parties will rebel against this progress: the workers will oppose all interference in their old empirical methods, and the administration will oppose the imposition of new duties and new care; but in the end the people will force employers and workers to accept the new order of things.
4. Conclusions
Scientific administration consists of a combination of elements that did not exist in the past; the knowledge, gathered, analyzed, grouped and classified into laws and rules in such a way as to constitute a science, accompanied by a change in the reciprocal attitude of the workers and the management. It results in a new division of duties between both parties and an intimate and cordial cooperation that is impossible to obtain under the philosophy of the old system of administration.
The scientific administration is:
- Science.Harmony.Cooperation.Maximum performance.Training of each man, until reaching his greatest efficiency and prosperity.
The advantages apply to the general public, men produce more. This increase in the productivity of human effort is due to many causes. Increasing the productivity of each individual produces greater prosperity throughout the country.
Those who fear that a great increase in the productivity of each worker will cause unemployment on the part of their comrades should understand that the element that most differentiates civilized countries from barbarians is that in the former, man is more productive.
Scientific administration will mean, for employers and workers who adopt it, the elimination of all causes of disputes and disagreements.
Determining daily homework will be a matter of scientific inquiry. The simulation of the work will cease, because it will have no reason to subsist.
Increasing wages will eliminate the issue of wages as a source of dispute. Close and intimate cooperation and personal contact between both parties will diminish disputes and discontent.
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Below, and as a complement to your study, you can consult in its entirety the pioneering work of scientific administration by Frederick W. Taylor, Principles of Scientific Administration, which has served as the source of this document and which is stated in its the entire doctrine of the scientific school of administration:
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