Scientific Management

1. State Taylor's four guiding principles of scientific management
2. What is a motion study, state one example
3. Describe present day example of scientific management
4. State Fayol's 14 principles
5. Explain how Fayol's five rules of management closely resemble the four functions of management
6. Define bureaucracy
7. What are the defining characteristics of Weber's bureaucracy?
8. What are the disadvantages of a bureaucracy?

1.  His four guiding principles of scientific management were:
1. Develop for every job a "science" the includes rules of motion, standardized work tools 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 cooperate with the job of "science"
4. Support workers by carefully planning their work and by smoothing the was as they go about their jobs

2. Motion study: The science of reducing a  task to its basic physical motions

3. A basic example of scientific management is the famous car company Mercedes-Bens who expects and teaches its North American workers to follow precise standard methods and Procedures. They believe this is the key to maintaining high-quality and high-performance standards in their company.

4.  Fayol's 14 principles are the following:
1. Division of labour- Specialization of work will result in continuous improvements in skills and methods
2. Authority- Managers and workers need to understand that managers have the right to give orders
3. Discipline- Behaviour needs to be grounded in obedience and derived from respect. There will be no slacking or bending of rules
4. Unity of command- Each employee should have one, and only one, manager
5. Unity of direction- The leader generates a single plan, and all play their part in executing that plan
6. Subordination of individual interests- While at work only work issues should be undertaken or considered
7. Remuneration- All should receive fair payment for their work; employees are valuable and not simply an expense
8. Centralization- While recognizing the difficulties in large organizations, decisions are primarily made from the top
9. Scalar chain (line of authority)- Organizations must have clear formal chains of command running from the top to the bottom of the organization
10. Order- There is a place for everything, and all things should be in their place
11. Equity- Managers should be kind and fair
12. Personnel tenure- Unnecessary turnover is to be avoided, and there should be lifetime employment for good workers

5. Fayol's 5 rules of management are the following:
1. Foresight- to complete a plan of action for the future
2. Organization- to provide and mobilize resources to implement the plan
3. Command- to lead, select, and evaluate workers to get the best work toward the plan
4. Coordination- to fit diverse efforts together and ensure information is shared and problems solved
5. Control- to make sure things happen according to plan and take necessary corrective action
His 5 rules of management closely resemble the four functions of management because this was he necessary fundamentals of management.

6. Bureaucracy- A rational and efficient form of organization founded on logic, order, and legitimate authority

7. The defining characteristics of Weber's bureaucracy were the following:
- Clear division of labour: Jobs are well defined, and workers become highly skilled at performing them
- Clear hierarchy of authority: Authority and responsibility are well defined for each position, and each position to a higher-level one
- Formal rules and procedures: Written guidelines direct behaviour and decisions in jobs and written files are kept in historical record
- Impersonality: Rules and procedures are impartially and uniformly applied, with no one receiving preferential treatment
- Careers based on merit: Workers are selected and promoted on ability, competency and managers are career employees of the organization

8. Some disadvantages of bureaucracy could include excessive paperwork, slowness in handling problems, rigidity in the face shifting customer or client needs, resistance to change and employee apathy.