Frederick W. Taylor
“The father of scientific management”
 1911, Frederick W. Taylor published “The
Principles of Scientific Management” in which
he made the following statement: “ The
principal object of management should be to
secure maximum prosperity for the employer,
coupled with the maximum prosperity for the
Manager’s Notepad 2.1
Practical lessons from scientific management
 Produce safe products and services.
 Make results-based compensation a performance incentive.
 Carefully design jobs with efficient work methods.
 Carefully select workers with the abilities to do these jobs.
 Train workers to perform jobs to the best of their abilities.
 Train supervisors to support workers so that they can perform jobs
to the best of their abilities.
Scientific Management
 Scientific Management: Emphaizes careful
selection and training of workers and supervisory
support with an emphasis on improving
 Taylor was the creator of scientific management
 Frank and Lillian Gilbreth helped pioneer and
advanced upon the method of scientific
Motion Study
 Motion Study: The science of reducing a task
to its basic physical motions.
 Two contemporaries of Taylor, Frank and
Lillian Gilbreth, pioneered motion studies as a
management tool.
4 guiding action principles
1. Develop for every job a “science” that includes rules of motion, standardized
work implements, and proper working conditions.
2. Carefully select workers with the right abilities for the job.
3. Carefully train workers to do the job and give them the proper incentives to
co-operate with the job “science.”
4. Support workers by carefully planning their work and by smoothing the way
as they go about their jobs.
Scientific Management in Action
 An example of the influence if Taylor and the
Gilbreths can be seen in how the United
Parcel Service (UPS) functions. The sorters
are timed to load a set number of packages
into a van per hour. Delivery stops are timed
and studied so that they know how long a
drivers pickups and deliveries will take. The
drivers are also trained to knock on the
customer’s door rather than spend a few
seconds looking for the doorbell.