Taylor's Scientific Management Research Articles

Assessment of Organizational Management Capacity of Public Higher Education Institutions: The Case of Sulu State College

This study investigated the organizational management skills of Sulu State College for fiscal year 2023. A purposive sample of 100 people was selected, and several statistical procedures such as weighted mean, standard deviation, t-tests, ANOVA, and Pearson's r were used. According to the findings, the majority of surveyed employees were female, under the age of 30, had less than five years of work experience, had permanent employment, and possessed bachelor's degrees. According to the findings, Sulu State College had a significantly high degree of adaptation, particularly in strategic and operational planning, resource mobilization, communication management, and knowledge development. Interestingly, demographic variables such as gender, age, tenure, job status, and educational background had no significant influence on employees' perceptions of the institution's capacity for management. In addition, those who approved of the organizational management ability for strategic planning had similar perspectives on operational planning, resource mobilization, communication strategy, and knowledge management. This further means that employees from different demographic groups perceived SSC's management capacity similarly. This suggests that the college's practices are viewed as consistent and effective across all employee segments. The study also supported Frederic W. Taylor's Scientific Management Theory, highlighting its importance in improving organizational effectiveness through systematic work processes, task allocation, optimum procedures, performance evaluation, and incentivization. It offers a framework for directing and inspiring employee performance.

The Relevance of Taylor's Scientific Management in the Modern Era

Frederick Winslow was an American and sculptor who lived in the nineteenth century. Taylor was born in 1856 in Philadelphia, Pennsylvania, and died in 1915 in the same city. What is Taylor's contribution to the contemporary business environment? Taylor has provided management principles that can be used to improve the efficiency of an organisation. Taylor provided us with scientific management principles, which are now being implemented by all organisations in order to increase productivity at the shop floor level. The principles help to achieve effective results. Taylor, also known as the "Father of Scientific Management," demonstrated that a scientific method could be applied to management, citing names such as W. Taylor and Fredrick Winslow in his practical theories. Taylor placed a strong emphasis on management at the supervisory level, as well as the performance of managers and employees at the operational level of the organisation. The aim of study is to identify and amylase the Relevance of Taylor's Scientific Management in the Modern Era.

The Relevance of Taylor's Scientific Management in the Modern Era

Frederick Winslow was an American and sculptor who lived in the nineteenth century. Taylor was born in 1856 in Philadelphia, Pennsylvania, and died in 1915 in the same city. What is Taylor's contribution to the contemporary business environment? Taylor has provided management principles that can be used to improve the efficiency of an organisation. Taylor provided us with scientific management principles, which are now being implemented by all organisations in order to increase productivity at the shop floor level. The principles help to achieve effective results. Taylor, also known as the "Father of Scientific Management," demonstrated that a scientific method could be applied to management, citing names such as W. Taylor and Fredrick Winslow in his practical theories. Taylor placed a strong emphasis on management at the supervisory level, as well as the performance of managers and employees at the operational level of the organisation. The aim of study is to identify and amylase the Relevance of Taylor's Scientific Management in the Modern Era.

Meanings of management in the post-socialist higher education: the case of Lithuania

PurposeThe study examines prevailing understandings and meanings of management represented in Lithuanian higher management education as a selected East European post-socialist country. While concentrating on the notion of management as an institution, the study draws upon the concept of “travel of ideas” by Czarniawska (2008). The study aims at analysing what reasons led to the development of specific management meanings in Lithuanian higher education by considering local historical and socio-political processes of transformation.Design/methodology/approachThe empirical analysis is based on a qualitative content analysis of 23 relevant textbooks on general management in Lithuania, written by local authors.FindingsThe results show that the reception and translation of management concepts in Lithuania is mainly focused on rationalistic Anglo-Saxon concepts. Dominating meanings are informed by Taylorism, with alternative or critical management approaches remaining absent. The study additionally reveals the effect of “imprinting”, referring to the fact that local management pioneers have a considerable and sustainable impact on how and which management models and theories are adopted in management education.Research limitations/implicationsSince the analysis is limited to local textbooks in higher education of only one post-socialist country, there is a need for further research, especially for the inclusion of the remaining Central and Eastern European (CEE) countries. Additionally, other factors that may influence management meanings in higher education in post-socialist countries need to be considered by analysing translated books, management programmes or guest lecturers from other countries.Practical implicationsOne of the central implications of the research into management in higher education is the call for a stronger inclusion of management ideas that go beyond Taylorist approaches. These could be team-based management or participative management, as these potentially better align with work-oriented expectations by prospective, especially young, employees.Originality/valueThe study shows the relevance of historic roots regarding managerial thought. The study identifies an “imprinting” by local pioneers in the field of management that establishes initial and enduring meanings of management in a considered country. The mechanism of “imprinting” serves as a selective filter and indicates a local general receptivity towards certain ideas and could, thus, enable or impede travelling of ideas. In the case of Lithuanian higher management education, the study shows that “imprinting” has led to a narrow meaning of management with a higher receptivity towards concepts and approaches that align with Taylor's scientific management theory.

Overlap Between Lean Production and Scientific Management

Research question: Does the base of lean production include principles and factors of Taylor's scientific management? Purpose: The purpose of our research was to establish the value of overlap of the principles and factors of lean organization with basic principles and factors of scientific management. Method: We used an integrative review of technical literature of the last 20 years (from 2000 to 2020) in which the principles and factors of scientific management and lean production were described. Results: The principles and factors of lean production predominantly contain principles and factors of scientific management (53 % of analysed contributions support the finding that the principles of lean production include principles and factors of scientific management, 29 % partly support this and 18% do not). Organization: Our conclusions will help the owners and top managers in organizations with the decisions about the induction of principles and factors of lean production. Society: The conclusions of the research will have theoretical and practical implications for everyone who deal with induction of principles and factors of lean production from the aspect of society's sustainable development. Originality: The original research from the field of overlap of the principles and factors of lean production and scientific management in the Republic of Slovenia. Limitations/ further research: We conducted an integrative review of technical literature in three world bases.

Gaines S. Dobbins and Scientific Management Theory in 20TH Century Church Education

Frederick Taylor's Scientific Management Theory became a topic of focus in church education circles early in the 20th century. Gaines S. Dobbins in particular embraced and extended the principles of scientific management and efficiency at that time. This article contends that his application of these principles to church education effectively redirected the emphasis of church educational ministries to an unbalanced focus on systems and measurements. Analysis of his earlier formative works reveals a contradiction between Dobbins's sound theological views and the practical ministry applications he developed through adoption of scientific management principles.

Turning Men into Machines? Scientific Management, Industrial Psychology, and the “Human Factor”

In the controversy that broke out in 1911 over Frederick W. Taylor's scientific management, many critics contended that it ignored "the human factor" and reduced workers to machines. Psychologists succeeded in positioning themselves as experts of the human factor, and their instruments and expertise as the necessary complement of Taylor's psychologically deficient system. However, the conventional view that the increasing influence of psychologists and other social scientists "humanized" management theory and practice needs to be amended. Taylor's scientific management was not less human than later approaches such as Human Relations, but it articulated the human factor differently, and aligned it to its own instruments and practices in such a way that it was at once external to them and essential to their functioning. Industrial psychologists, on the other hand, at first presented themselves as engineers of the human factor and made the human mind an integral part of management.

Historic horizons of Frederick Taylor's scientific management

Purpose – The purpose of the article is to historically position F. Taylor's scientific management in a broad socio-economic landscape, arguing that Taylorism was predetermined by the distinctive industrial type of economic growth and shaped by a political environment of an industrial economy. The authors further aim to discuss how scientific management transcended national boundaries and to analyse the case of Russia, with the focus on the rise and fall of Taylorism in that country in response to political transformations in the twentieth century. Design/methodology/approach – The authors summarize key attributes of F. Taylor's scientific management as a systemic theoretical approach to efficiency with prioritized practical programmatic orientation and perceived social effects. The discussion on how scientific management fits the industrial economic growth and responds to the political environment follows. The authors conduct archival research and aggregate major literature on the history of Taylorism in twentieth century Russia. Findings – The key findings of the study include: a summary of F. Taylor's management paradigm; Taylorism as the product of the industrial type of economic growth; how the political environment in Russia modified the unique cycle of scientific management with its emergence in the 1910s, rise in the 1920s, fall in the 1930s, and rebirth on a technocratic basis in the late 1950s. Research limitations/implications – The paper contributes to the general discussion on Taylorism and provides unique assessments of its historic development in Russia. The results of the study have both academic and educational implications. Originality/value – The findings of the study enrich the discussion about Taylorism and its application in other countries. The archival and analytic results of the study permit conclusions at a high level of aggregation; highlight conflicting positions on the history of Taylorism in Russia in the literature; provide the framework to better understand the scope of scientific management in a historic socio-economic landscape; and display original arguments to support major findings.

Developing a New Human Services Management Model Through Workplace Spirituality in Social Work

Since the development of Taylor's scientific management paradigm, many management models have tried to avoid having only a rational and mechanistic perspective. As a new model for organizational practice in the field of human services, this article presents organizational principles for an emotionally and spiritually sensitive organizational practice that recognizes spirituality as an aspect of an organization's workers. It discusses the historical background and current context of human service management models, explores the potential of applying spirituality at the macropractice level, and determines essential principles from within and outside the social work frame.

Industrial engineering the Toyota Production System

PurposeThe purpose of this paper is to examine the manifold linkages connecting the Toyota Production System (TPS) back to the Gilbreths and others, and to determine how these have contributed to enterprise‐wide best practice. Industrial engineering (IE) theory rapidly subsumed method study and thereby made considerable contributions to output in World War II (WWII). The outcome is the positing of “contemporary” IE.Design/methodology/approachConsideration is given to the Japanese Management Association (JMA) personal handshake route originated by Frank Gilbreth in which experiences were handed down in lecture note format by successive generations of industrial engineers. His interaction with the FW Taylor Scientific Management movement is a second theme. The internationally recognised “softer” approach to teaching and coaching due to Lillian Gilbreth is then discussed. Finally the Gilbreth MOI2 Process Chart is examined.FindingsTPS has evolved over an extended period of time to achieve continuous material flow. There has been no single procedure or technical breakthrough. Much of the detail would have been familiar to the Gilbreths. These became evident in the USA and the UK auto industries soon after the First World War. Elements of JIT are recognisable even earlier in the building of the UK Crystal Palace in 1851. However the scenario of the current TPS enterprise would be new to the Gilbreths. Similarly the various ways in which the systems approach has been successfully implemented throughout the organisation would appear strange. This becomes self‐evident via a three‐axis model representation of contemporary industrial engineering.Research limitations/implicationsNewly appointed Toyota executives pursuing the shopfloor based Acclimatisation Course would immediately recognise the method study based waste elimination techniques at work. As Ohno remarked, such removal merely levels the playing field. Knowledge (and above all practice) in their use should be a pre‐requisite skill for employees at all levels. This is a sometimes “hidden” secret of TPS, but dates back to Lillian Gilbreth in 1914.Practical implicationsThe paper supports the view that effective product delivery is best driven via sound industrial engineering expertise operating within an active learning organisation. The four level prism model applied to TPS highlights its system attributes.Originality/valueThe paper confirms there is a continuing role for well established method study techniques to be adapted to face new challenges, and output as “contemporary” industrial engineering.

Spirituality at work in a changing world: managerial and research implications

This paper identifies the seminal works of key theorists in the field of spirituality and traces the development of the key ideas of spirituality at the workplace in relation to their relevance in today's organizational context. We examine how having a healthy orientation towards spirituality at work can lead to desirable individual and organizational outcomes. Particular emphasis is placed on understanding the rapidly changing workplace and its future directions by first uncovering the rationale behind the evolution of management thought since the introduction of Taylor's scientific management and then, by examining the various stages of economic development and as well as the assumptions of man at each identified stage. By relating both the evolution of management thoughts with their respective work designs as well as the general economic environment at various stages of development, the stage is set for the introduction of spirituality at the workplace. The benefits and costs of spirituality at work will be discussed and we will derive insightful suggestions on how to manage spirituality at work across culturally diverse and fast changing environments from existing research findings and anecdotal evidences reported by experienced practitioners. Finally, this paper will also discuss implications for research on spirituality at work.

NGO Management and Operation

NGOs are organisations that are non-political, non-profit, non-governmental, and accountable to their stakeholders and involved in welfare and socio-economic development of people. NGOs with fast expansion in size and services in the late 20th century throughout the world are being considered as the third sector of society, besides, public and private. The constraints and challenges South Asian NGOs face are excessive governmental control, project-based culture and, more importantly, they lack a proper management system and model of their own. To cope with management problems, NGOs are heavily dependent on corporate sector management, which, most of the time, negates the values of this sector. An NGO should have commitment to its vision and mission, taking care of external environment, stakeholders and operations. In order to be effective and well managed, it should maintain good relationships with donors and state, and also involve the community in their decision making at the board level. The management system for NGOs is supposed to be different from traditional management thoughts given by Fayol's Modern Operational Management, Taylor's Scientific Management and Weber's Bureaucratic Model, because of their distinctiveness in vision, mission, organisational culture, goals and values from the other two sectors.

The moral standard of a company: performing the norms of corporate codes

Bottom lines and codes provide a corporation with guidelines for dealing with the inside and outside world. Bottom lines have the oldest papers through Frederic Taylor's Scientific Management, dated beginning 20th century. Codes came into existence in its midst with the emerging sustainability agenda, referring both to technical detail and human judgement. Corporate codes present themselves as a policy document with collective rules handed down by way of a top-down approach. Since an effective code is dependent on the motivation of individual employees, this article proposes the additional view of a bottom-up approach. By sharing values in concrete work employees become co-owners of the code. Top-down and bottom-up approaches thus emerge in a complementary relationship. A relevant organisational context would be a parallel structure of action and reflection, thus facilitating balanced thinking in the sustainability domain and contributing to an 'ethical calibre' or 'moral standard' of a corporation.

Human performance technology from taylor's scientific management to gilbert's behavior engineering model

Human performance technology from taylor's scientific management to gilbert's behavior engineering model

Communication-focused business process redesign: assessing a communication flow optimization model through an action research study at a defense contractor

It can be argued that process redesign has a long history, going as far back as Taylor's (1911) scientific management and reaching its peak in the 1990s with business process re-engineering. Throughout most of its history, operational-level approaches to process redesign maintained a focus on workflows, or the chronological flows of activities in processes. It is argued in this paper that while this makes some sense in materials transformation processes whose final product usually is a tangible manufactured item (e.g., a car engine), this orientation is fundamentally inconsistent with the communication-intensive nature of the vast majority of processes found in organizations today. This paper attempts to show that a focus on communication flow representations and methods is likely to lead to better process redesign outcomes than is a focus on representations and methods in connection with workflows. It does so by developing a set of research questions based on the communication flow optimization model and answering those questions in the context provided by three process redesign projects conducted at a defense contractor in the US.

White Collar Corbusier: From the Casier to the cités d'affaires

October 01 2002 White Collar Corbusier: From the Casier to the cités d'affaires Alexandra Lange Alexandra Lange Search for other works by this author on: This Site Google Scholar Author and Article Information Alexandra Lange Online Issn: 1536-0105 Print Issn: 1526-3819 © 2002 Grey Room, Inc. and Massachusetts Institute of Technology2002 Grey Room (2002) (9): 58–79. https://doi.org/10.1162/152638102320989515 Cite Icon Cite Permissions Share Icon Share Twitter LinkedIn Views Icon Views Article contents Figures & tables Video Audio Supplementary Data Peer Review Search Site Citation Alexandra Lange; White Collar Corbusier: From the Casier to the cités d'affaires. Grey Room 2002; (9): 58–79. doi: https://doi.org/10.1162/152638102320989515 Download citation file: Ris (Zotero) Reference Manager EasyBib Bookends Mendeley Papers EndNote RefWorks BibTex toolbar search Search Dropdown Menu toolbar search search input Search input auto suggest filter your search All ContentAll JournalsGrey Room Search Advanced Search This content is only available as a PDF. © 2002 Grey Room, Inc. and Massachusetts Institute of Technology2002 Article PDF first page preview Close Modal You do not currently have access to this content.

A Work Measurement Application for Hotel Housekeeping Management

Motion and time studies are an important component in Taylor's Scientific Management Approach. Time studies are extensively used in production industries, and they have also been used recently in service industries. Nevertheless, only a few applications of motion and time studies exist in the hospitality industry. This paper focuses on the challenges involved in applying motion and time studies to a hotel-room cleaning department. The second part of the paper employs stochastic process analysis for determining the steady-state probabilities of room status and, using the time standards from the first part, approximates labour requirements for effective room cleaning. The paper concludes with an evaluation of the applicability of time studies for hotels and with suggestions for future research.

Creating the American state: the moral reformers and the modern administrative world they made

Stillman finds that the basis for our current administrative state lies in the lives of the seven individuals who, during the late nineteenth and early twentieth centuries, invented its various elements. Furthermore, he finds that although they lived at different times, these seven founders had much in common: all were products of intensely Protestant, small-town America, and all were motivated by strong moral idealism. All were rooted in the cultural and moral values peculiar to the United States in the late nineteenth century. Indeed, Stillman finds that state making in the United States has been a continuation of the Protestant goal to protest and purify. George William Curtis led the fight for civil service reform. Charles Francis Adams, Jr., created the sunshine commission whereby previously hidden public issues would now be aired for all citizens to discuss. Emory Upton, known primarily in military circles, constructed the key elements of professionalism now adopted by both military and civilian worlds. Jane Addams pioneered the current methods for delivering human services. Frederick W. Taylor's innovative scientific management doctrines for the private sector form the nexus of civil service and personnel administration today. Richard Childs, through his invention of the council-manager form of government, fundamentally changed the landscape of municipal governance. Louis Brownlow refashioned the American presidency from a weak office to one of the most powerful chief executive positions in the world. By looking at the lives of these seven individuals, Stillman argues, we can understand and appreciate more fully the foundation from which we all operate today.

脱古典の時代における人と経営

The modernization of human resource management in Japanese industry was realized by way of introduction of various systems from advanced Western countries. The basic philosophy underlying such modern human resource management systems is anchored in the concept of dichotomy.Needless to say, F.W. Taylor's scientific management system is the foremost example of this : the status and role of those in management and those subjected to management are sharply divided. Management monopolizes the power to decide about every minute detail of operation : those at the bottom of the hierarchy just are supposed to obey orders from above.Introduction of Taylor's system into Japanese industry took place in the 1920's, and 1930's, against the background of a fierce debate on how to evaluate scientific management within the Japanese context. One group of industrial engineers argued that workers at the work shop level should be treated not as mere objects of time and motion study, but rather as equal partner in any such study.These engineers attached prime importance to the rich implicit knowledge which workers naturally have on how to improve their own operations. In other word, according to this group of engineers there ought to be no dichotomy between the roles of shop-level workers and engineers; instead they preferred considering these respective roles as mutually complementary.The author wondered what was the origin of the concept of complementarity in Japan. His hypothesis implies that this concept has been an undercurrent of Japanese business philosophy since the middle of the Edo Period, around 1700-1800. Ideas about complementarity between management and labour were typically formulated in the works of thinkers like Ando Shoeki, Ishida Baigan, Ninomiya Sontoku and Tanaka Kyugu; Section II and III of this paper provide on evaluation of such works. Then, in Section IV the author proceeds to analyze the complementarity related philosophy and behavior of business leaders like Ohara Magosaburo, Shibusawa Eiichi and so forth who were active in the 1920's, and 1930's. In addition, Section IV also covers some representative examples of complementarity-based business patterns in the period after WW II, including a few cases of superior performance levels in the development of new car models in the automotive industry.Section V, finally, stresses the author's conviction that the concept of complementarity is not unique to Japan, but rather is of universal value.

Social darwinism and the taylor system: a missing link in the evolution of management?

Whereas linkages between Social Darwinism and Frederick Taylor's system of Scientific Management have been noted, there has been little elaboration on the relationship. In this paper, the parallels between the Social Darwinist theory of Herbert Spencer and the major tenets of Taylorism are explored. By the early 20th Century, members of the business community and leaders of organized labor had developed very different attitudes toward the principle of “survival of the fittest.” These opinions, informed by the prevailing ethos of society, appear to have colored business's and labor's reactions to Taylor's Scientific Management system. In addition, management historians may have developed different views concerning the strength of the relationship between Social Darwinism and Scientific Management because of the various forms of Social Darwinist theory.