Increasing Output by Studying How Workers Perform

By: Omero Catan

The Principles of Scientific Management is a result of several years of study by Frederick Winslow Taylor. Heretofore, there were no set standards or operating procedures that determined the manner in which a person performed a function in a particular task or job. Taylor mentioned that work was performed through the art of soldiering; that is, a workman would perform a task based upon a particular relationship with other workers and the particular task to be performed. Hard work and long hours would contribute to the increased output of a product. Also, the workman was responsible to complete the entire job haphazardly, without prior training. Conversely, Taylor insists that there was a new and precise manner that a worker could increase output on a regular basis, and his standard of living would increase from the process.

Taylor was confident that there is one precise method of performing a particular job. Inclusive in his method were four principles that determine how a person could increase output. These principles are, simply put; knowledge acquisition of a job, scientific selection of a workman, select and precise training of a job, and the specialization of a function in a job. Indeed, Taylor put his theory to the test by gathering data and interpreting the results from the Bethlehem Steel Works over an extended period of time. During the process, Taylor interpreted the findings to include the premise that there was only “one” right way to perform a function in a job. Also, after careful analysis and study, once that one right way was accomplished it could be replicated time and again to produce the same increased output as before.

Scientific Management is the first of many studies completed about how to increase the output of a worker. Taylor created a set of operating procedures for a worker to perform a function on the job, like a machine, in order to increase the output of the product. According to Taylor, the worker was expected to perform the task exactly as directed by the manager, who became the expert in the field through previous “scientific” analysis. The benefit of the worker was simply, that he would be rewarded for his services, his standard of living increased and he had more leisure time to enjoy the fine arts, sports or other entertainment that increases the quality of life.

Scientific Management
Summary Chart

Mental Revolution: To change the manner in which work is performed

Traditional Practices	Scientific Management
Haphazard functions: Manager expected results without knowing how to perform the work. (made predictions about job performance).	Knowledge acquisition of a job: The manager assisted the worker in performing the task. (made anecdotal records).
Cheapest workman acquires the job	Scientific selection of a workman
Workman performed the job in their self-interests.	“Plums” or incentives for output
Worker performed their functions as they saw fit to do so. Workers performed the entire task. (Physical laborers)	Division of Labor: managers created a standard of work. Managers determined how the physical labor would be performed.

Labor saving devices: Traditional view was that it is too cost prohibitive to teach the worker to perform the function well because it initially took time and cost money. (more work, more men)	Taylor says that in Scientific management if you can get past the initial investment it will eventually work itself out and be cost savings. (same work less men).
Wealth: Wealth should not be in the hands of the workers. If there was an increased output, then the money derived from the output should go to the manager and owner, not the worker.	Scientific management: Increased output allowed many poor men to receive more products and enjoy leisure time.

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