Contribution of

Elton Mayo&

F.W. TAYLORIN MANAGEMENT

Presented To: Presented By:Prof. Pawan Kumar Navneet Singh Roll No. 5109

George Elton Mayo

(December 26, 1880 - September 7, 1949)

George Elton Mayo (December 26, 1880 - September 7, 1949) was an Australian psychologist, sociologist and organization theorist. He lectured at the University of Queensland from 1919 to 1923 before moving to the University of Pennsylvania, but spent most of his career at Harvard Business School (1926 - 1947), where he was professor of industrial research. Elton Mayo is known as the founder of the Human Relations Movement, and is known for his research including the Hawthorne Studies, and his book The Social Problems of an Industrialised Civilization (1933). The research he conducted under the Hawthorne Studies of the 1930s showed the importance of groups in affecting the behaviour of individuals at work. However it was not Mayo who conducted the practical experiments but his employees Roethlisberger and Dickinson. This enabled him to make certain deductions about how managers should behave. He carried out a number of investigations to look at ways of improving productivity, for example changing lighting conditions in the workplace. What he found however was that work satisfaction depended to a large extent on the informal social pattern of the workgroup. Where norms of cooperation and higher output were established because of a feeling of importance. Physical conditions or financial incentives had little motivational value. People will form workgroups and this can be used by management to benefit the organisation. He concluded that people's work performance is dependent on both social issues and job content. He suggested a tension between workers' 'logic of sentiment' and managers' 'logic of cost and efficiency' which could lead to conflict within organisations.

Summary of Elton Mayo's Contribution:

• Individual workers cannot be treated in isolation, but must be seen as members of a group.

• Monetary incentives and good working condition are less important to the individual than the need to belong to a group.

• nformal or unofficial groups formed at work have a strong influence on the behaviour of those workers in a group.

• Managers must be aware of these 'social needs' and cater for them to ensure that employees collaborate with the official organisation rather than work against it.

Mayo's work contributed to management theory through research conducted at Western Electric's Hawthorn Works which took place from 1927 - 1932. Mayo was also able to provide concrete evidence to support Follet's theory that the lack of attention to human relationships was a major flaw in other management theories. (Rieger, 1995, p 1) He was able to prove that employees did react better when they had good relationships with the management that they worked with. If management would treat the employees with respect and give them the attention at the work place that they needed, then the workers would be more willing to work harder for the employer. The was not totally what the Hawthorn study was looking at for they were focusing on working conditions such as lighting that the workers worked in and other factors that could easily be changed with out management having to do much. The real solution was to have management get more involved with the workers.

Frederick Winslow Taylor

Frederick Winslow Taylor (1856 – 1917)

Frederick Taylor and Scientific Management

Frederick Winslow Taylor (1856-1915) was an American inventor and engineer that applied his engineering and scientific knowledge to management and developed a theory called scientific management theory. His two most important books on his theory are Shop Management (1903) and The Principles of Scientific Management(1911).Frederick Taylor's scientific management theory can be seen in nearly all modern manufacturing firms and many other types of businesses. His imprint can be found in production planning, production control, process design, quality control, cost accounting, and even ergonomics. If you understand the principles of scientific management, you will be able to understand how manufacturers produce their goods and manage their employees. You will also understand the importance of quantitative analysis, or the analysis of data and numbers to improve production effectiveness and efficiency.

Principles of Scientific Management Theory

• In broad terms, scientific management theory is the application of industrial engineering principles to create a system where waste is avoided, the process and method of production is improved, and goods are fairly distributed. These improvements serve the interests of employers, employees, and society in general. Taylor's theory can be broken down into four general principles for management:

• Actively gathering, analyzing, and converting information to laws, rules, or even mathematical formulas for completing tasks.

• Utilizing a scientific approach in the selection and training of workers.• Bringing together the science and the worker so that the workers apply

the scientifically developed techniques for the task.• Applying the work equally between workers and managers where

management applies scientific techniques to planning and the workers perform the tasks pursuant to the plans.

Major Contribution• Before Taylor, there was no objective method for determining how fast a job

should be done. Most managers simply used past experience as a guide. Taylor's solution was to break down the work task into its constituent elements or motions; to eliminate wasted motions so the work would be done in the "one best way" (Locke, 1982). However, Taylor used time study to analyze the component parts of tasks and to determine future standards and rates of pay. He began by demonstrating to workers that through careful analysis of the work of the firm, accurate and fair standards of output could be set. One needs to remember that at Taylor epoch, there was method for determining how fast a job should be done. He set out to identify what a workers output should be in one day and then looked to establish fair rates of pay for what all would agree was a fair days work. By breaking down work task into different elements, he could analyze the motion of workers with the objectives to determine if there are no better ways to perform some given activities. This could be the precursor of today's "best practices". Time studies established the ideas of "fatigue allowances" and "workers' resistances" to heavy task and "timetable" (Taylor Introductory notes, Philippe Rouchy).

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