Abstract
The report will discuss the major Public Administration theory proposed by Frederick Wilson Taylor. The Scientific Management Theory, proposed by Frederick was aimed at improving the operations of plants which were highly dependent on labor and used specialization and automation to make assembly lines faster and output levels higher. This theory’s advantages and disadvantages will be discussed in context with Public Administration.
Introduction
Born into an upper class Philadelphia family in the month of March in 1865, Frederick Winslow Taylor had the best education and being raised in a Quaker household which believed in plain living and high thinking, Taylor eventually grew up with those values (Papesh). Often referred to as the father of Scientific Management, Taylor’s theories are consulted when management decisions are being considered.
The Scientific Management Theory
Frederick Winslow Taylor is most notable for his contribution in the form of the Scientific Management Theory. This theory aims at trying to restructure the organization in such a way as to minimize waste by maximizing the productivity of the resources (O’ Brian, 2008). The reason scientific management became so popular amongst the managers was that this theory was able to answer the question on how to increase productivity by reducing the labor force which was consuming most of the expenses. The scientific management theory explained that instead of people working in a haphazard manner doing one task one day and an entirely different one the other, what they could do is to have the laborers doing specialized tasks on a more repetitive nature as it would reduce the time for production of a fixed number of goods and help make the laborers more efficient.
Taylor involved time function with the production function and movement studies of the laborers. This was the ground basis for his studies and the core of his theory. His stopwatch approach, in which he would time the employees performance over specific slots helped many organizations improve their productivity.
To support his theory, Taylor came up with the belief that workers can be classified into two broad categories. The first types of workers are those who are hard working, and are physically able to complete the tasks and do so willingly. He was of the opinion that everyone was capable of achieving the character of the first type worker. The second type of worker is one who is lethargic and does not work willingly and is not physically able to deliver.
Taylor saw workers as mechanical beings. He did not consider the human aspect of them while they were at work, and for his process to succeed they would have to be dedicated to their work and not have any other thoughts or feelings at that time (Maheshwari, 2002). This “inhuman” view of getting things done could be the strongest argument to be raised against his Public Administration theory.
Another reason why this administrative theory faced resistance is that it created two separate groups in the workplace. The management and the labor force. By creating two separate entities, Taylor inadvertently was promoting the notion that laborers have no say in how they are treated or have a say in the job that they do. This forms a bureaucratic sort of structure which may often lead to the management exploiting the laborers for their materialistic gains.
The Shop Management Theory
An extension of the fore-mentioned theory could be the shop management theory. The theory basically addresses the need for breaking down the procedures into its most unitary function and analyzing the time required for completing the task. This would help in minimizing the labor cost while helping in increasing the wage rates (Lauer Schachter, 1989). The time analysis helps in understanding what part of the process is consuming the most time. The process can then be dissected into its basic motions required and can be worked upon. This measure was initially aimed to improve the relations between management and the labor class. In later discussions I will discuss how this theory proved ineffective in the public administration sector.
Frederick’s shop management theory had 3 principle benefits for laborers. These included higher wages for employees, more open communication channels between labor class and management and more opportunities for advancement (Lauer Schachter, 1989).
Piece-rate system as per Frederick Wilson’s opinion
Taylor did not encourage the piece rate system. When the piece rate decreases to accommodate the reduction in costs for consumers laborers have to work either “harder” or “smarter” to be able to make more and more output to get regular income. This kind of system demoralizes the workers and they begin to feel resentment towards the management and leads to deterioration between management and workforce. His theory was that this system should be stopped and workers be provided with justice and opportunities for growth.
Taylor was of the opinion that goals should be kept with the aim of matching production levels to certain desires. If the goal of production was met then the employees should be given higher piece rates. To get higher piece rates the management would have to create production processes which improved the efficiency of the production change. The higher the production levels, the lower the cost of production should be. The amount saved by the reduced cost would be able to help in increasing the piece rate for laborers and they would seek to meet the aims set by the management. Thus, in the end the goals of the management would become the goals of the laborers (Oldham, 2000). As is evident, Frederick Wilson’s approach would again aim to improve relations between the two working classes and lead to a harmonious organizational structure.
Although personally not many laborers were willing to embrace the theory, reason being that the goals set by Frederick Wilson were quite difficult to reach. The goals set were quite high and aside from some laborers, many were unable to match them. This theory was practical yet the way it was implemented by Wilson led to resentment from the laborers.
Taylor and Public Administration
In 1906 Taylor proposed the use of his scientific management theory in the operations of government arsenals and navy yards. His foray into Public Administration was not as pleasant as he had hoped for as it resulted in mass strikes and movements against management by the laborers. The theories even though aimed at providing justice to the laborers and provide them with better working incentives were not held in the light that they were supposed to be. As compared to the private sector where employees had less job security and were willing to work no matter what the management decreed, the public sector had no such feelings. Laborers in this sector were not willing to put in the back-breaking effort demanded by Taylor. His theories based their success on laborers being highly productive without wasting time on any other activity, but laborers in the public sector were not used to such management beliefs. They had secure jobs and did not grasp the concept of matching company’s goals with their own. Thus, the application of Frederick Wilson’s public administration theories in the sector had negative results. Applying the shop management theory proved unsuccessful in the public sector to such an extent that there were mass strikes due to the time keeping of laborers actions and the government eventually had to ban the use of stopwatches in the production line. Thus, the theories which had proved successful in private owned organizations were not applicable in publicly administered organizations (Moss Wigfall & Kalantari, 2001).
Conclusion
In conclusion it can be clearly seen that as a Public Administrative theory, the Scientific Management Theory of Frederick Wilson Taylor has its advantages and shortcomings when applied to practical settings. The theory may help increase efficiency of the plant and make labor hours more productive and higher output yielding, but on the other hand the theory also leads to opportunities to exploit the labor force and to strip them of their most basic rights as humans and individuals.
References
- Maheshwari, S. (2002). Human Relations Theory of Organization. In S. Maheshwari, A Dictionary of Public Administration (pp. 261-262). Orient Blackswan.
- Moss Wigfall, P., & Kalantari, B. (2001). Taylor, Frederick Winslow. In P. Moss Wigfall, & B. Kalantari, Biographical Dictionary of Public Administration (pp. 132-133). Greenwood Publishing Group.
- O’ Brian, B. (2008). Structuralist Theory of Bureaucracy. In O. B. Booth, Canadian Political Structure and Public Administration (p. 108). Emond Montgomery Publication.
- Papesh, M. E. (n.d.). Frederick Winslow Taylor.