The idea of ​​the school of scientific management f taylor. Need help learning a topic? justified the need to provide workers with rest and inevitable breaks in work

The first school of scientific management was developed in the United States in the late nineteenth and early twentieth centuries. Its founder was F. Taylor (1856-1915), whose book Principles of Scientific Management (1911) is considered the beginning of the recognition of management as a science and an independent field of study. Taylor considered management to be a true science based on the foundation of precise laws, rules, principles of separation of planning from the actual execution of the work itself - Burganova L.A. Control theory: Tutorial. - M.: INFRA-M, 2005 ..

“Taylor was born into a well-known and wealthy Philadelphia family in Germantown, Pennsylvania (USA). He received his secondary education in Europe. A busy business life in Philadelphia, numerous acquaintances of the Taylor family - businessmen, industrialists, politicians, the color of the intelligentsia, undoubtedly influenced the formation of the personality of the one who glorified America so much in the future. UGH. Taylor graduated from the Stevens Institution in 1878 with a degree in mechanical engineering. And in the same year he entered the machine shop of the Midwell Steel Company (one of the largest metallurgical plants in Bethlehem), where he went through all the steps in the administrative apparatus - from foreman to chief engineer. - Management Theory: Textbook / Ed. Yu.V. Vasilyeva, V.N. Parakhina, L.I. Uvshinsky. - 2nd ed., add. - M.: Finance and statistics, 2005.

While still working at the plant, F.U. Taylor began to conduct the first experiments in the field of high-speed metalworking methods. At the same time, he, along with Barth, designed a special ruler with which it was possible to operate on fourteen independent variables. “Having been appointed to the position of chief engineer, F.U. Taylor began to introduce speed methods into production and here he faced the problem of opposition from the workers. In an effort to break this resistance, F.W. Taylor used the methods of coercion traditional for that time, up to dismissal or lowering wages, hiring new workers to replace those laid off, and so on. Some workers, fearing punishment, increased the intensity of their work, which caused discontent among the rest. There was so much pressure on the workers. That they were forced to either reduce their production rates, or leave the factory. F.U. himself was also threatened. Taylor "Semenov I.I. History of Management: Textbook. - M.: JUNII-DANA, 1999..

UGH. Taylor represented a new type of manager: an entrepreneur who knows how to value and keep his word and respects his interlocutor, a high-class engineer who knows all the subtleties of production and the economy in subtleties. “He constantly wanted to fight with something - with the resistance of trade unions, the group egoism of workers, the envy of colleagues and the boneness of industrialists” Kravchenko A.I. History of Management: Textbook. - M .: Academic project, 2000 ..

In his book "The Scientific Organization of Labor", Management is a science and an art: A. Fayol, G. Emerson, F. Taylor, G. Ford. - M.: Respublika, 1992. Respublika, 1992. Respublika, 1992. F.U. Taylor identified the prerequisites for scientific management, identified three reasons for low labor productivity, described the main features, basic methods and general elements of the mechanism of scientific management. Also F.U. Taylor have developed following principles controls:

• 1. Division of labor. Taylor consistently pursued this principle in his work, believing that labor is divided into performing labor and managerial labor.
• 2. Correspondence of types of workers to types of work.
• 3. Measurement of labor. Setting the main goal of management to increase labor productivity, F. Taylor came to the conclusion that it is possible to divide each operation into elementary components. Application this principle in practice will be described in the third chapter of my work.
• 4. “Problems-prescriptions. Accurate recording of working time required the standardization of tools, work operations and movements, the introduction of instruction cards and workers of a system for tracking the progress of work. This allowed the introduction of planning and costing. The work of each worker is fully planned and scheduled for the day ahead. The workers receive written instructions - cards, they detail the details of the lesson, after which it is supposed to control and record successes and losses "Ignatov V.G., Albasova L.N. Management Theory: Course of lectures - M.: ICC "MarT"; Rostov n / a: Publishing Center "Mart", 2006 - 464 p. Tasks-prescriptions as a principle will also be described in the third part of my work.
• 5. Incentive programs. Taylor wrote that "you can never look a worker in the face without seeing hatred in them, and then you feel that each of them is in fact your enemy." The Principles of Scientific Management by Frederick Winslow Taylor ISBN: 1- 4209-3119-9 16212 Riggs Rd Stilwell, KS, 66085. - 2008. He developed a system of bonus payment for piece work according to the appropriate bonus scale. He believed that the highest wages should be paid for the most difficult and the lowest - for light work. Moreover, those who do not comply with the norm should be subject to sanctions.
• 6. “Labor as an individual activity. By this, he emphasized the role of individual abilities, mainly physical ones, and minimized the influence of the group. He was looking for ways individual development worker. And he taught that it is necessary to know the mindset of the workers. At the same time, the worker must be very disciplined, otherwise he is threatened with dismissal. He simply treated the weak, the workers who did not fulfill the norm "Ignatov V.G., Albasova L.N. Management Theory: Course of lectures - M.: ICC "MarT"; Rostov n / a: Publishing Center "Mart", 2006 - 464 pages.
• 7. Economic incentives. Personal interest is driving force. Taylor insisted that it was crucial in increasing the productivity of workers. He tried to introduce standards of time, movements, and in connection with this he revised the salary.
• 8. The exclusive role of managers. UGH. Taylor believed that increased productivity would bring abundance to both employers and workers. According to Taylor, scientific management is an intellectual revolution that is designed to put an end to conflicts over the division of surplus value between workers and management, since, due to the increase in the size of the surplus product, any need for these disputes eventually disappears. Managers, on the other hand, must collect bit by bit all the achievements in their work, enclose them in instructions, rules, methods.
• 9. The role of trade unions should be kept to a minimum. UGH. Taylor considered scientific management as an effective "tool for rapprochement" of the interests of all workers and managers through the growth of the well-being of workers and the establishment of their closer cooperation with the owners and administration. Management is a science and an art: A. Fayol, G. Emerson, F. Taylor, G. Ford. - M.: Respublika, 1992. Respublika, 1992. Respublika, 1992. In this he saw the role of trade unions, moreover, so that they do not interfere with the work of managers.

Compliance with these principles ensures the scientific organization of labor (NOT) according to Taylor, while before F.U. Taylor's concept of management was very generalized. He first defined it as "rational organization in general" or "organization of production" in relation to the industrial enterprise. The theory arose under conditions of monopoly capitalism. The growth in scale and concentration of production required standardization and unification of the entire production process. Further growth in production efficiency has become unthinkable without a comprehensive rationalization of the economy, time and resources "Management: Textbook. - 2nd ed., revised. and add./E.E. Vershigora - M.: INFRA-M, 2006..

R.M. Falmer in the book "Encyclopedia of Modern Management" Encyclopedia of Modern Management in 5 volumes. V.2. Organization as a function of management / R. Falmer. - M.: VIPKenergo, 1992. provides examples to illustrate the application of Taylor's scientific management philosophy. I will cite them in order to compare them later, as the principles of management indicated by F.W. Taylor, acted in the 19th-20th centuries. and how they work today.

One of the most famous examples"schools of scientific management" F.U. Taylor was loading pig iron at the Bethlehem Steel Company. In the late 1890s, the Spanish-American War broke out, a sudden need for pig iron caused its price to rise, and all the pig iron that was in stock was sold. It was necessary for the maximum short time to ship 80 thousand tons of pig iron into wagons.

UGH. Taylor approached this issue from a scientific point of view. To begin with, he selected a small group of workers, then from this group one - a Dane from Pennsylvania named Schmidt. The criterion used by F.W. Taylor, in selecting workers, is very well illustrated by his statement: “Now one of the main requirements for a person who is suitable for loading pig iron as a permanent occupation is that he will be so dumb and so phlegmatic that in his mentality he will be more like on a bull than on anyone else" translation from English The Principles of Scientific Management by Frederick Winslow Taylor ISBN: 1-4209-3119-9 16212 Riggs Rd Stilwell, KS, 66085. - 2008 ..

After analyzing the work of one worker and achieving the results presented in Table 1.1 (see Appendix No. 1), F.U. Taylor extended the experience gained to the rest of the workers, thereby increasing productivity and reducing loading times in general.

Other a prime example manifestations of the "school of scientific management" are the experiments of F.W. Taylor to improve the shape of the worker's shovel. In addition to loading pig iron, Taylor worked with Bethlehem Steel to increase the productivity of those workers who dig coal every day. different varieties. In reviewing the methods being used by workers at the time, Taylor saw that depending on the material being carried, the shovel load could vary from 4 to 30 pounds.

Through experimentation, Taylor was able to determine that the best shovel load was 21 pounds. At his suggestion, the management of Bethlehem Steel ordered shovels for the company. various kinds, corresponding to the grade of material that each worker had to load. As a result, thanks to the use of shovels different device the number of movers at the marshalling yard was eventually reduced from about 500 to 150, resulting in annual savings of $75,000-$80,000. In addition, the average number of tons handled per worker per day has risen from 16 to 59; average wages per worker rose from $1.15 to $1.88 a day.

F.U. Taylor allowed to increase labor productivity and at the same time reduce costs. F.U. principles Taylor worked well in the enterprises of the last century. How they work in our time - we will learn this in the following chapters of my work. There I will give an analysis of the work of modern adherents of the "school of scientific management" and give examples of the use of the above principles in a particular organization.

UGH. Taylor was at the center of the scientific management movement, but the people around him and who knew him also contributed to the establishment and spread of scientific management.

Methods of rationalizing the labor of individual workers led to the restructuring of the entire process of production and management. These methods gradually began to spread to industrial enterprises in the United States and in other countries. F.U. Taylor appeared followers and adherents of his school, which will be discussed further.

Frederick Taylor is considered the founder of the scientific management school. Initially, Taylor himself called his system "management by tasks." The concept of "scientific management" was first used in 1910 by Louis Brandweiss.

Frederick Taylor believed that management as a special function consists of a series that can be applied to all kinds.

Fundamentals of Frederick Taylor.
1. Scientific study of each individual.
2. Selection, training and education of workers and managers based on scientific criteria.
3. Cooperation between the administration and the workers.
4. Uniform and fair distribution of responsibilities.

Taylor argues that it is the responsibility of management to select people who can meet the job requirements and then prepare and educate those people to work in a particular direction. Preparation is the defining moment for increase of efficiency of work.

Taylor believes that the specialization of labor is equally important at both the managerial and executive levels. He believes that planning should be carried out in the planning department by officials who are comprehensively trained and can perform all planning functions.

Frederick Taylor created a differential system, according to which workers received wages in accordance with their output, that is, he attached main importance to the system of piecework wage rates. This means that workers who produce more than the daily standard quota should receive a higher piece rate than those who do not produce the norm. The main motivating factor for working people is the ability to earn money by increasing.

The role of differential payment.
1. The system of differentiated piece rates should stimulate greater productivity of workers, since this raises the piece rate of wages.
2. The use of Taylor's ideas provides a significant increase in labor productivity.

Taylor and his followers analyzed the relationship between the physical essence of the work and psychological essence working to establish working definitions. And, therefore, it could not solve the problem of division of the organization into departments, ranges of control and assignments of authority.

Taylor's main idea was that management should become a system based on certain scientific principles; should be carried out by specially developed methods and measures. It is necessary to normalize and standardize not only the technique of production, but also labor, its organization and management. In his concept, Taylor pays considerable attention to "".

Scientific management, according to Taylor, focused on the work performed at the lowest level of the organization.

Taylorism interprets man as a factor of production and presents the worker as a mechanical executor of the "scientifically sound instructions" prescribed to him in order to achieve the goals of the organization.

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Introduction

1. Brief biography

Conclusion

management management taylor scientific

Introduction

Relevance. The history of the development of mankind shows that, first of all, high level culture in general, as a level of consciousness, and in particular, the level of development management culture, determines a person's ability to cooperate, commonwealth, integration and more effective development.

The development of management was carried out evolutionarily, through the emergence scientific schools management and their interaction. Almost a century-long history of the development of management as a science, has rich material on the conceptual and theoretical developments of the nature of management activities, methods for assessing the effectiveness of professional management, as well as on descriptions of samples practical activities managers.

The beginning of the era of scientific management was marked by the publication by Taylor in 1911 of the book Principles of Scientific Management, the significance of which for management, perhaps, is the same as for Christianity - the Bible. Management has come to be considered a field of study in its own right.

The methodology of scientific management was based on the analysis of the content of the work and the definition of its main components. F. Taylor believed that "only through the forced standardization of methods, the forced use best conditions and tools of labor and coercive cooperation, a general acceleration of the pace of work can be ensured."

The developed control system is most effective when it has absorbed all the previous experience accumulated by many different trends and scientifically substantiated. The new management system, the management system has the deepest roots, which originated at the beginning of the 20th century. Therefore, on present stage development in management activities are necessary deep knowledge laws governing the evolution of the surrounding world, goals, motives for the development of mankind, and, most importantly, the mechanism for the implementation of these goals.

Purpose of the work: to study the main provisions of management by Frederick Taylor - the founder of the school of scientific management.

1. Brief biography

Frederick Winslow Taylor (1856-1915) was born in Pennsylvania to a lawyer.

He was educated in France and Germany, then at the F. Exter Academy in New Hampshire.

In 1874 he graduated from Harvard Law College, but due to vision problems he could not continue his education and got a job as a press worker in the industrial workshops of a hydraulic plant in Philadelphia.

In 1878, at the peak of the economic depression, he got a job as a laborer at the Midvale steel mill. There, Taylor went from worker to chief engineer in 6 years. From 1882 to 1883 worked as the head of mechanical workshops.

Aware of the need technical education he entered extramural Institute of Technology and received a degree in mechanical engineering in 1883.

In 1884, Taylor became chief engineer, the same year he first used the system of differential pay for labor productivity.

From 1890 to 1893 Taylor is CEO of the Manufacture Investment Company in Philadelphia, owner of paper presses in Maine and Wisconsin, where he set up his own management consulting business, the first in management history.

Since 1885, Taylor has been a member of the American Society of Mechanical Engineers, which played a large role in organizing the movement for scientific methods of production management in the United States. In 1906, Taylor became its president, and in 1911, he established the Society for the Promotion of Scientific Management.

From 1895, Taylor began his world-famous research on the scientific organization of labor. Main theoretical concepts F. Taylor are set out in his works "Factory Management" (1903), "Principles of Scientific Management" (1911), "Deposition before a special committee of Congress" (1912).

2. Frederick Taylor and his contribution to the development of management

2.1 Evolution of managerial activities and management

The beginning of the emergence of management science and the emergence of management in the late XIX - early XX centuries. put the school of scientific management.

The emergence of the school is associated primarily with the work of Frederick Taylor. In 1911, F. Taylor, summarizing the practice of managing industrial enterprises, published the book "Principles of Scientific Management". Since that time, the theory and practice of management has developed under the influence of ongoing changes in the world economic system, the constant improvement of the rationality of production and the need to take into account changing socio-economic factors.

The School of Scientific Management was a major turning point, thanks to which management began to be recognized as an independent field of activity and scientific research. For the first time, it has been proven that management can significantly improve the efficiency of an organization.

Representatives of this school:

- studies of the content of the work and its main elements were carried out;

- measurements of the time spent on the implementation of labor methods (timekeeping) were carried out;

- labor movements were studied, unproductive ones were identified;

- rational methods of work were developed; proposals for improving the organization of production;

- a system of labor incentives was proposed in order to interest workers in increasing labor productivity and production volume;

- justified the need to provide workers with rest and inevitable breaks in work;

- production standards were set, for the excess of which additional payment was offered;

- recognized the importance of selecting people to do the job and the need for training;

- managerial functions were allocated to a separate area of ​​professional activity.

2.2 Scientific management of Frederick Taylor

F. Taylor is called the father of scientific management and the ancestor of the entire system of scientific organization of production, and for more than a hundred years, all modern theory and practice in the field of scientific organization of labor has been using the "Taylor" heritage. And it is no coincidence that the theory of control was founded by an engineer who thoroughly knows the technology of an industrial enterprise and on own experience who knew all the features of the relationship between workers and managers.

Taylor became widely known after his speech at the hearings in the US Congress on the study of shop management. For the first time, management was given semantic certainty - it was defined by Taylor as "the organization of production."

The Taylor system is based on the position that for the effective organization of the work of an enterprise it is necessary to create a management system that would ensure the maximum growth in labor productivity at the lowest cost.

Taylor formulated this idea as follows: "It is necessary to carry out such management of the enterprise that the contractor, with the most favorable use of all his forces, could perfectly perform the work that corresponds to the highest productivity of the equipment provided to him."

Taylor suggested that the problem was primarily due to a lack of management practices. The subject of his research was the position of workers in the system of machine production. Taylor set himself the goal of identifying principles that allow you to maximize the "benefit" from any physical labor, movement. And based on the analysis of statistical data, he substantiated the need to replace the then dominant system of general management management with one that is based on the widespread use of narrow specialists.

Among the most important principles of Taylor's scientific organization of labor are such as the specialization of work and the distribution of responsibility between workers and managers. These principles formed the basis of the functional structure of the organization preached by Taylor, which was supposed to replace the then dominant linear structure.

Influenced by Adam Smith's ideas about breaking down work into simple tasks and assigning each of them to a low-skilled specialist, Taylor sought to assemble a single team and, in doing so, he reduced costs and increased labor productivity to the maximum extent possible.

He was one of the first to use exact calculation in the wage system (instead of intuition) and introduced a system of differentiated wages. He believed that the basis of the scientific organization of the enterprise is the awakening of the initiative of workers, and that for a sharp increase in labor productivity, it is necessary to study psychology. employees and the administration must move from confrontation with them to cooperation.

Most people in the early days of capitalism believed that the fundamental interests of entrepreneurs and workers were opposed. Taylor, on the contrary, as his main premise, proceeded from the firm conviction that the true interests of both coincide, since "well-being for the entrepreneur cannot take place over a long series of years if it is not accompanied by the well-being of those employed in his enterprise. workers".

The piecework system, introduced long before Taylor, encouraged incentives and initiative by paying for output. Such systems failed completely before Taylor, as standards were poorly set and employers cut wages for workers as soon as they began to earn more. For the sake of protecting their interests, the workers hid new, more progressive methods and methods of work and improvement.

Bearing in mind the past experience of cutting wages above a certain level, the workers came to an agreement regarding productivity and earnings. Taylor did not blame these people and even sympathized with them, as he felt that these were the errors of the system.

The first attempts to change the system ran into opposition from the workers. He tried to convince them that they could do more. Taylor began by explaining to the turners how they could get more output for less with his new working methods. But he failed because they refused to follow his instructions. He decided on larger changes in labor standards and wages: now they had to work better for the same price. People responded with damage and stopping cars. To which Taylor responded with a system of fines (revenue from fines went to the benefit of the workers). Taylor did not win the battle with the machinists, but he learned a useful lesson from the struggle. He would never use the penalty system again and would later create strict rules against pay cuts. Taylor concluded that in order to prevent such unpleasant skirmishes between workers and managers, a new industrial scheme should have been created.

He believed that he could overcome the shirking by carefully researching the work in order to establish accurate production rates. The problem was to find complete and fair norms for each task. Taylor decided to establish scientifically what people should do with equipment and materials. To do this, he began to use the methods of scientific data mining through empirical research. Taylor probably did not think about creating some general theory applicable to other professions and industries, he simply proceeded from the need to overcome the hostility and antagonism of workers.

The study of the time of operations became the basis of the entire Taylor system. It formulated the basis of the scientific approach to work and had two phases: "analytical" and "constructive".

During the analysis, each job was divided into a set of elementary operations, some of which were discarded. Then the time spent on each elementary movement performed by the most skillful and qualified performer was measured and recorded. To this recorded time a percentage was added to cover inevitable delays and breaks, and other percentages to reflect the "newness" of the work to the individual and necessary rest breaks. Most of the critics just in these allowances and saw the non-scientific nature of the Taylor method, because they were determined on the basis of the experience and intuition of the researcher. The constructive phase included the creation of a card file of elementary operations and the time spent on the performance of individual operations or their groups. Moreover, this phase led to the search for improvements in instruments, machines, materials, methods and the ultimate standardization of all elements surrounding and accompanying the work.

In his article "The Differentiated Pay System", Frederick Taylor first stated the new system, which included the study and analysis of the time of operations to establish norms or standards, "differential pay" piecework, "pay to the person, not the position held." This early report on incentives and proper relations between workers and management anticipated his philosophy of mutual interest between these parties. Taylor proceeded from the recognition that by opposing workers to receive more wages, the employer himself received less. He saw mutual interest in cooperation rather than conflict between workers and management. He criticized the practice of employers of hiring cheap labor and paying the lowest possible wages, as well as demanding workers to pay their labor to the maximum. Taylor advocated high wages for first-class workers, encouraging them to work to produce more of the standard thanks to effective conditions and with less effort. The result was high labor productivity, which translated into lower unit costs for the employer and higher wages for the worker. Summarizing his wage system, Taylor outlined the goals that should be pursued by every enterprise:

- each worker should receive the most difficult job for him;

- every worker should be called upon to do the maximum work that a first-class worker is capable of;

- every worker, when he is working at a first-class speed, is reported to receive a bonus of 30% to 100% for the work he does above the average.

The task of management was to find the job for which the given worker was best suited, to help him become a first-class worker, and to provide him with incentives for top performance. He came to the conclusion that the main difference between people was not their intellect, but their will, the desire to achieve.

Taylor also created a job management system. Today, after Drucker created management by objectives, this innovation of Taylor could be called management by tasks. Taylor defined management as "knowing exactly what you want from a person and seeing how he does it in the best and cheapest way." He added that short definition cannot fully reflect the art of management, but emphasized that "the relationship between employers and workers is, undoubtedly, the most important part this art." Management, in his opinion, should create a system of work that would ensure high productivity, and stimulating the employee would lead to even greater productivity.

Realizing that his system of work depended on careful planning, he founded the concept of "task management", which later became known as "scientific management". Task management consisted of 2 parts:

- every day the worker received a specific task with detailed instructions and precise timing for each stage of work;

- A worker who completed a task at a certain time received a higher salary, while those who spent more time received a regular salary.

The task was based on a detailed study of time, methods, instruments and materials. Once defined and assigned to first-class (exemplary) workers, these tasks in the future did not require the time and energy of a manager who could focus on the organization common system work. The immediate problem of the organization was to direct the efforts of management to plan work and direct its completion.

This division of the two functions is based on the specialization of labor, both managers and workers, and on a rational approach to the formation of a management hierarchy in organizations. At each level of the organization there is a specialization of functions. By separating the planning of work and their execution, production organizations form planning departments, whose task is to develop accurate daily instructions for managers. Taylor, however, went further and substantiated the need for specialization of the leaders of the lower levels - groups of performers.

The concept of functional group leadership is to divide the work of managers in such a way that each person (from the assistant manager down) has as many functions as he can perform. Taylor believed that the traditional functions of the head of the grassroots group are reduced to activities of both planning and management.

Taylor noted that planning activities should be carried out in planning departments by employees who specialize in these matters. He identified four distinct sub-functions to be performed by four different individuals: order and direction officer, instruction officer, time and cost officer, and shop discipline officer. Management activity was to be manifested at the level of workshops and carried out by four various persons: shift supervisor, inspector, head of the repair shop, head of rationing.

To cope with the increasing complexity of management, Taylor created a unique form of leadership, which he called the "functional leader". It was assumed that manufacturing process will improve, since neither the worker himself nor any of the team leaders can be an expert in all subfunctions. On the other hand, the worker who tries to follow the instructions of all the specialized managers can hardly satisfy them all. The cumbersomeness of such an organizational arrangement undoubtedly explains its small distribution in industry. However, it should be recognized that the functions of production planning already exist in other forms in modern industry, and in the functions industrial design and personnel, you can find the functions of the head of rationing and compliance with shop discipline.

Taylor identified 9 characteristics that define a good lower-level manager - a master: intelligence, education, special or technical knowledge, managerial dexterity or strength, tact, energy, endurance, honesty, own opinion and common sense, good health.

But, despite the importance of personal and business qualities specialist, administrator, the main condition is the "system" of the organization, which should be adjusted by the head. Taylor draws attention to the need to ensure correct selection, the reasonable use of specialists, which I saw in the deepening of the specialization of the functions of employees, and the functions of the administration consist in such a distribution of management work, when each employee, from assistant director to lower positions, is called upon to perform perhaps fewer functions.

The typical manager of those days didn't know how to plan. His new management style began with the separation of work planning from work execution, which was a notable achievement of his time. Taylor divided responsibilities into two main areas: performance responsibilities and planning responsibilities.

In the performing sphere, the master led the entire preparatory work before feeding the material into the machine. "Master - speed worker" began his work from the moment when the materials were loaded and was responsible for setting up the machine and tools. The inspector was responsible for the quality of the work, and the maintenance mechanic was responsible for the repair and maintenance of the equipment. In the field of planning, the technologist determined the sequence of operations and the transfer of the product from one performer or machine to the next performer or machine. Normalizer (clerk for technological map) compiled written information about tools, materials, production standards and other technological documents. The labor and cost rater sent out cards to record the time spent on the operation and the cost of losses, and ensured the return of these cards. The personnel clerk, who monitors discipline, kept records of the merits and demerits of each employee, served as a "peacemaker", because. settled industrial conflicts and was engaged in hiring and firing employees.

One of essential principles management, developed by Taylor, became the principle of employee compliance with the position. Taylor proposed a system of recruitment, believing that each employee should be taught the basics of his profession. In his opinion, it is the leaders who are responsible full responsibility for all the work performed by his employees, while each of them is personally responsible only for his part of the work.

Thus, Taylor formulated four fundamental principles of production management:

1) a scientific approach to the implementation of each element of the work;

2) cooperation between managers and workers;

3) a systematic approach to learning;

4) division of responsibility.

These four provisions express the main idea of ​​scientific management: for each type of human activity, a theoretical justification is developed, and then it is trained (in accordance with the approved regulations), during which it acquires the necessary work skills. This approach is opposed to the method of volitional decisions, when the tasks of managers and workers are not clearly separated. Taylor believed that through more effective organization labor, the total amount of goods can be increased, and the share of each participant can increase without reducing the share of others. Therefore, if both managers and workers perform their tasks more efficiently, then the income of both will increase. Both groups must experience what Taylor called a "mental revolution" before the widespread application of scientific management becomes possible. The "intellectual revolution" will consist in creating an atmosphere of mutual understanding between leaders and workers on the basis of satisfying common interests.

Taylor argued that "the art of scientific management is an evolution, not an invention" and that market relations have their own laws and their own logic of development, for which there are no, and cannot be, unified solutions and approaches. Taylor showed that intra-production relations, and first of all, subordination, i.e. behavior and communication of ordinary employees and management personnel, provides direct influence on the growth rate of labor productivity.

Frederick Taylor and his associates represent the first wave of synthesis in scientific management. Scientific management is characterized as the process of connecting the physical resources or technical elements of an organization with human resources in order to achieve the goals of the organization. From the technological side scientific approach Taylor was aimed at analyzing existing practices in order to standardize and rationalize the use of resources. From the side of human resources, he sought the highest degree of individual development and reward by reducing fatigue, scientific selection, matching the abilities of the worker to the work performed by him, and also by stimulating the worker. He did not ignore the human element, as is often noted, but emphasized the individual, and not the social, group side of man.

Taylor was at the center of the scientific management movement, but the people around him and who knew him also contributed to the establishment and spread of scientific management.

The greatest effect from the introduction of his system was obtained at the enterprises of Henry Ford, who, thanks to the scientific organization of labor, achieved a revolutionary increase in productivity and already in 1922 produced every second car in the world at his factories.

As a talented mechanical engineer and inventor, Ford borrowed the basic principles of the rational functioning of the enterprise from Taylor and practically for the first time implemented them in full in his production.

2.3 Criticism of the scientific management school

Critics attribute the underestimation of the human factor to the shortcomings of this school. F. Taylor was an industrial engineer, so he focused on the study of production technology, considered a person as an element of production technology (like a machine). In addition, this school did not research social aspects human behavior. Motivation and stimulation of labor, although they were considered as a factor in the effectiveness of management, however, the idea of ​​​​them was primitive and was reduced only to satisfying the utilitarian needs of workers (ie, physiological). However, it should be taken into account that during this period the sciences - sociology and psychology, were still underdeveloped, the development of these problems began to be carried out in the 1930-1950s).

In modern times, Taylorism is defined as a "sweatshop" aimed at squeezing maximum strength out of a person in the interests of the owner's profit.

Conclusion

Thus, management as a method and science of management arose in certain historical conditions and went through a certain path of its development.

The beginning of an era that can be characterized as the search for abilities and the systematization of knowledge about management was laid by Frederick Winslow Taylor. He is rightfully considered the founder of scientific management.

F. Taylor's management was based on the position that management decisions taken on the basis of scientific analysis and facts, not conjecture. The system of labor organization and managerial relations proposed by him caused an "organizational revolution" in the sphere of production and management.

Taylor's main ideas in the field of labor organization:

- determination of the work task based on the study of all elements of the work;

- determination of the norm of time according to measurements or according to standards;

- definition of working methods on the basis of careful experiments and fixing them in instruction cards.

Basics of the Taylor System:

- the ability to analyze the work, to study the sequence of its implementation;

- selection of workers (workers) to perform this type;

- education and training of workers;

- cooperation between management and workers.

An important characteristic of the system is its practical implementation by certain means, or "technique of the system". In relation to the developments of F. Taylor, it included:

- determination and accurate accounting of working time, and in this regard, the solution of the problem of labor rationing;

- selection of functional masters - on the design of work, movements, rationing and wages, equipment repair, planning and distribution work, conflict resolution and discipline;

- introduction of instruction cards;

- differential pay (progressive pay);

- calculation of production costs.

Summarizing, we can say that main idea Taylor was that management should become a system based on certain scientific principles, should be carried out by specially developed methods and activities, i.e. that it is necessary to design, normalize, standardize not only the technique of production, but also labor, its organization and management.

The practical application of Taylor's ideas has proved its importance, providing a significant increase in labor productivity.

The ideas of F. Taylor became widespread in industrial economies in the 1920s-1930s.

The views of this school were supported by Henry Ford, who wrote that "business matters should be decided by the system, and not by the geniuses of the organization."

AT modern conditions new approaches to understanding the essence of management have emerged, based on the generalization and integration of the ideas of all previous schools.

List of used literature

1. Vasilevsky A.I. History of Management: A Course of Lectures / A.I. Vasilevsky. M.: RUDN, 2005. 264 p.

2. Goldstein G.Ya. Fundamentals of Management: Textbook / G.Ya. Goldstein. Taganrog: Izd-vo TRTU, 2003. 94 p.

3. Kravchenko A.I. History of management / A.I. Kravchenko. 5th ed. M.: Academ. Project: Triksta, 2005. 560 p.

4. Kuznetsova N.V. History of management / N.V. Kuznetsova. Vladivostok: Publishing House of the Far Eastern University, 2004. 216 p.

5. Meskon M. Fundamentals of management / M. Meskon, M. Albert, F. Hedouri. Moscow: Williams, 2007. 672 p.

6. Orchakov O.A. Organization Theory: Training course/ O.A. Orchakov. M.: Finance and statistics, 2007. 266 p.

7. Semenova I.I. History of Management: Textbook for High Schools / I.I. Semenov. M.: UNITI-DANA, 2000. 222 p.

8. Taylor F.W. Principles of scientific management / F.U. Taylor. Per. from English. M.: Controlling, 1991. 104 p.

9. Reader by economic theory. / Comp. E.F. Borisov. Moscow: Yurist, 2000. 536 p.

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Founder of the School of Scientific Management counts Frederick Taylor. Initially, Taylor himself called his system "management by tasks." The concept of "scientific management" was first used in 1910 by Louis Brandweiss.

Frederick Taylor believed that management as a specific function consists of a set of principles that can be applied to all types of social activity.

Fundamentals of Frederick Taylor.

1. Scientific study of each individual type of labor activity.

2. Selection, training and education of workers and managers based on scientific criteria.

3. Cooperation between the administration and the workers.

4. Uniform and fair distribution of responsibilities.

Taylor claims that in charge of management involves selecting people who can meet job requirements, and then preparing and training these people to work in a particular direction. Preparation is the defining moment for increase of efficiency of work.

Taylor believes that the specialization of labor is equally important at both the managerial and executive levels. He believes that planning should be carried out in the planning department by officials who are comprehensively trained and can perform all planning functions.

Frederick Taylor created differential payment system, according to which workers received wages in accordance with their production, i.e., he attached the main importance to the system of piecework wage rates. This means that workers who produce more than the daily standard quota should receive a higher piece rate than those who do not produce the norm. The main motivating factor of working people is the opportunity to earn money by increasing labor productivity.

The role of differential payment.

1. The system of differentiated piece rates should stimulate greater productivity of workers, since this raises the piece rate of wages.

2. The use of Taylor's ideas provides a significant increase in labor productivity.

Taylor and his followers analyzed the relationship between the physical nature of work and the psychological nature of workers to establish job definitions. And, therefore, it could not solve the problem of division of the organization into departments, ranges of control and assignments of authority.

Taylor's main idea was that management should become a system based on certain scientific principles; should be carried out by specially developed methods and measures. It is necessary to normalize and standardize not only the technique of production, but also labor, its organization and management. In his concept, Taylor pays considerable attention to the "human factor".

Scientific management, according to Taylor, focused on the work performed at the lowest level of the organization.

Taylorism interprets man as a factor of production and presents the worker as a mechanical executor of the "scientifically sound instructions" prescribed to him in order to achieve the goals of the organization.

Counts Frederick Taylor. Initially, Taylor himself called his system "management by tasks." The concept of "scientific management" was first used in 1910 by Louis Brandweiss.

Frederick Taylor believed that management as a specific function consists of a set of principles that can be applied to all types of social activity.

Fundamentals of Frederick Taylor.

1. Scientific study of each individual type of labor activity.
2. Selection, training and education of workers and managers based on scientific criteria.
3. Cooperation between management and workers.
4. Equal and fair distribution of responsibilities.

Taylor claims that in charge of management involves selecting people who can meet job requirements, and then preparing and training these people to work in a particular direction. Preparation is the defining moment for increase of efficiency of work.

Taylor believes that the specialization of labor is equally important at both the managerial and executive levels. He believes that planning should be carried out in the planning department by officials who are comprehensively trained and can perform all planning functions.

Frederick Taylor created differential payment system, according to which workers received wages in accordance with their production, i.e., he attached the main importance to the system of piecework wage rates. This means that workers who produce more than the daily standard quota should receive a higher piece rate than those who do not produce the norm. The main motivating factor of working people is the opportunity to earn money by increasing labor productivity.

The role of differential payment.

1. The system of differentiated piece rates should stimulate greater productivity of workers, since this raises the piece rate of wages.
2. The use of Taylor's ideas provides a significant increase in labor productivity.

Taylor and his followers analyzed the relationship between the physical nature of work and the psychological nature of workers to establish job definitions. And, therefore, it could not solve the problem of division of the organization into departments, ranges of control and assignments of authority.

Taylor's main idea was that management should become a system based on certain scientific principles; should be carried out by specially developed methods and measures. It is necessary to normalize and standardize not only the technique of production, but also labor, its organization and management. In his concept, Taylor pays considerable attention to the "human factor".

Scientific management, according to Taylor, focused on the work performed at the lowest level of the organization.

Taylorism interprets man as a factor of production and presents the worker as a mechanical executor of the "scientifically sound instructions" prescribed to him in order to achieve the goals of the organization.