Scientific management, a theory stretching back to its birth in 1911, is still widely
known in the 21st century. This practical concept acts as a framework to assist
businesses in the understanding of how people and organisations can be managed, only
in the manufacturing sector. Defined as producing the ‘single best way’ to undertake a
job through scientific analysis, this ideology allows organisations to learn and master
the concept behind managing employees both efficiently and effectively. Although the
approach may be said to appear in some service organisations, it is generally more
accurately practised in the manufacturing sector.
What is Scientific Management?
Scientific management was first introduced in 1911 when Frederick W. Taylor
published his book ‘Principles of Scientific Management’. Robbins, Bergman, Stagg
and Coulter (2015) expressed the theory as the “use of scientific methods to define the
‘one best way’ for a job to be done”. They outlined Taylor’s four principles as first
analysing the work at hand and developing standardised, efficient methods for workers
to follow, before hiring the best qualified workers for the job and equipping them with
the right knowledge and skills required for the position. Next, ensuring cooperation
through incentive systems and lastly allocating responsibility. This approach is seen in
modern, common situations, such as factories involving assembly lines (production of
highly standardised products), sets of instructions and even throughout the training of
staff within the recruitment process. Hence, when the framework is followed correctly,
efficiency will be maximised (Simon, 1957, as cited by Nyland, Bruce & Burns, 2014).
Scientific management also assists organisations to realise how people and businesses
can be managed within the manufacturing sector. Thence, the philosophy allows
companies to understand their employees. Taylor (1911, as cited in Blake & Moseley,
2010) found that using methods such as distributing instruction cards for workers,
allocating tasks carefully and providing bonuses resulted in effective management. He
believed that employees were only motivated to work more efficiently, through
monetary incentives. However, Blake and Moseley (2010, as cited by Huang, Tung,
Chung Lo & Chou, 2013, p.83) disagreed, arguing that it is “naive to content that
money is the sole motivator for employees”. This can be supported by Mayo (1935, as
cited by Nyland, Bruce & Burns, 2014), as he suggests that motivation can arise from
acknowledging the employee’s value, for example; the notion that both the scientific
manager and the employee should participate in management together. Blake and
Moseley (2010, p.30), also mentioned the major dilemma of “soldiering”, a concept
used to capture the “purposeful slowing down on the part of the worker”. A solution
that was used to counter this problem, which can also be seen as a more hostile
motivator, was when these workers, who were either unable to adapt to the new
proposed methods of production, or continued to be insufficient workers, were
terminated (Huang, Tung, Chung Lo & Chou, 2013, p.80). This no doubt, caused
existing employees to work harder, in an attempt to avoid also being fired. As
illustrated, the concept of scientific management gives organisations an in-depth
grasping of how its workers can be managed within the manufacturing sector.
Only Applicable in the Manufacturing Sector?
Scientific management is typically involved in producing mass amounts of standardised
products; thus it is only logical that the theory would be relevant to only manufacturing
sectors. Wilson (2013, p.757), portrayed the framework as “one of the most influential
