Taylor management. The main provisions of the theory of Taylor Frederick Winslow. List of used literature

“In the past, man came first.
In the future, the system will take the first place"

Frederick Taylor, 1911

American mechanical engineer, inventor, founder of scientific management / scientific management. The system of his principles, which aims to increase labor productivity, is often called Taylorism / Taylorism.

"For 50 years my father Taylor he was a trustee of a school for mentally retarded children, while his mother openly declared her belonging to the feminist movement and was an active abolitionist (i.e., a supporter of the liberation of blacks).
As contemporaries testify, Franklin Taylor even hid runaway blacks in his house. In general, he was a comprehensively educated person: he knew history and literature well, read ancient Greek and Roman writers, and led an active cultural life. In the evenings in the family circle, he quoted French and German classics from memory.
Emilia Winslow was a qualified linguist and belonged to the circle of religious liberals. At one time she kept a secular salon at home, arranged so that Philadelphia intellectuals could discuss all kinds of projects for social reform and moral improvement.
It cannot be said that Taylor's parents were homebodies. In 1869, the whole family made a three-year trip around Europe for a deeper familiarization with cultural values and historical monuments. But it was not museums and art galleries that attracted Frederick's attention.
He used the trip for a more thorough study of mathematics, replenishment of the stamp collection and mountain climbing. Later, in his autobiographical notes, he assessed the trip to Europe as unsatisfactory in terms of preparation for practical life. In a private letter to Maurice Cook dated December 2, 1910, F. Taylor recalls: “I spent two years at school - in France and Germany; then he traveled for a year and a half, visiting Italy, Switzerland, Norway, England, France, Germany, Austria, etc. - what I now find an extremely bad method of education for a young man.

Kravchenko A.I., Classics of the sociology of management: F. Taylor and A. Gastev, St. Petersburg, "Russian Christian Institute for the Humanities", 1998, p. 12-13.

Frederick Taylor he knew factory production well, since he began his engineering career as a worker (although he had previously graduated from a law college), and received his higher education in parallel, studying in the evenings.

He "... drew attention to the "systematic evasion" (deliberate low workload of workers). He attributed this fact to the weakness of managerial control, which allowed individuals to independently decide on labor methods.

wherein:

“... it was believed that the motivation to work is primarily an internal moral issue, and the inherent ability to work was taken for granted. F. Taylor wrote that "first class" people were not only willing but happy to work as fast as they could, provided they were paid for 30-100% more than the average in their profession. His guiding motivating principle was that money and personal ambition are far more powerful motivators than exhortations."

Klementiev D.S., History and Philosophy of Science, M., Moscow University Publishing House, 2009, p. 32 and 61-62.

In 1893 Frederick Taylor started an independent consulting practice.

"Myself Taylor formulated the essence of his system in this way: “Science instead of traditional skills; harmony instead of contradictions; cooperation instead of individual work; maximum performance instead of performance limitation; development of each individual worker to the maximum available to him productivity and maximum well-being. In other words, the main idea of scientific management is that for each type of human activity, a scientific justification should be developed, in accordance with which the employee should be trained to acquire the necessary skills. At the same time, Taylor believed that every worker is naturally lazy and, therefore, the growth of labor productivity and production is possible only through the forced standardization of tools, conditions and methods of work.

Kolokneva M.V., Theory of organization in questions and answers, M., "Velby"; "Prospect", 2004, p. 14.

In 1911 Frederick Taylor published the book: Principles of Scientific Management / Principles of scientific management and established the "Society for the Promotion of Scientific Management" in the USA.

It is characteristic that such work was carried out long before Frederick Taylor: “... the Dutch prince Moritz of Nassau in the 1560s revived and updated the Roman drill and disciplinary techniques, which made it possible to form a single military machine from these heterogeneous masses. […] He analyzed the rather complex movements required to load and fire matchlock guns, breaking them down into 42 separate, successive movements, gave each of them a name and associated with it the corresponding command. Since all the soldiers began to move simultaneously and in rhythm, everyone was ready to fire at the same time ... Thus, this elaborate military ballet choreography allowed a carefully drilled unit (in which one line loaded while the other fired) to give out one flurry fire after another, leaving the enemy no chance to move away from the first blow inflicted by a salvo of fire before the next shot covers him ... "

Manuel Delanda, War in the Age of Intelligent Machines, Yekaterinburg "Armchair Scientist"; M., Institute for General Humanitarian Research, 2014, p. 101-102.

In family Frederick Taylor brought upthreeorphans.

"Before Taylor no one even in the head not came to systematize the design of shovels. Their shape and size were arbitrary. Taylor found that the ideal amount of land to move with a shovel is 9,75 kilogram, and designed a shovel of just such a capacity, as a result of which the labor productivity of diggers increased significantly.
That's how Drucker characterized Taylor's main contribution to the development of management: “Taylor applied to manual operations the same principles that nineteenth-century engineers used to design tools; he studied the work to be done, divided it into elementary operations, and then brought all the operations together, this time in the sequence that allowed the work to be done with the greatest speed and the least amount of effort. "In other words, Taylor used knowledge to make manual labor productive," summed up Drucker».

Jeffrey Krames, Think Like Drucker, Minsk, Potpourri, 2009, p. 127-128.

It is instructive that those business owners in the United States, "... who tried to apply the principles Frederick Taylor in their industrial plant, constantly faced with the fact that their administrators considered the Taylor system only as a means to facilitate their work, and not as a way to create efficient production.

A guy with a stopwatch, Top-Manager magazine, 2006, No. 5, p. 68.

Direct students and followers in the USA: Henry Gantt, Frank Gilbert and a number of others. In other countries, a number of principles Frederic Taylor developed: Max Weber, A.K. Gastev, V.E. Meyerhold(for the preparation of actors). In France, his book was translated Henri La Chatelier. Ideas Frederick Taylor, one way or another, influenced the development of: programming, functional cost analysis; concepts: Six Sigma, Lean Manufacturing, etc.

« NOT- "scientific organization of labor" - perhaps one of the most famous neologisms of the Soviet era. He replaced the so-called "Taylorism" - a system of labor organization and production management, which at the turn of the 19th and 20th centuries was proposed by an American engineer UGH. Taylor.
The system provided for a detailed study of labor processes and the establishment of strict regulations for their implementation, including production standards, as well as the selection and special training of workers. Such a system began to be introduced at some Moscow and St. Petersburg factories even before the revolution. After Lenin called the system Taylor pseudoscientific "sweat-squeezing system" and "enslavement of man by machine", it had to be replaced by something, without abandoning, however, the idea of rationalizing production.
NOT and emerged as a more "humane" version of this idea. By 1924, departments and councils of the NOT existed in almost all the highest government bodies - in the Rabkrin, for example, such a council was headed by the chairman of the government V.V. Kuibyshev. There was a public organization - the Vremya-NOT League, whose honorary chairman was Lenin, two all-Russian conferences were held, at which new ways of rationalizing labor were discussed - supposedly more humane than Taylor's sweatshops and Ford.
Even before the revolution, some factories, including one owned by Siemens St. Petersburg "Aivaz", began to organize production on these systems. For some time, a professional revolutionary and poet worked at Aivaz Alexey Kapitonovich Gastev. In addition, before the revolution, hiding from arrest, he lived in France, was a worker at metal plants and knew the local organization of production well. Gastev became secretary of the Union of Metal Workers and created one of the first sections of the NOT in the country under the People's Commissariat of Railways.

Sirotkina I.E., Free movement and plastic dance in Russia, M., New Literary Review, 2011, p. 110-111.

Frederick Winslow Taylor was born March 20, 1856 in Germantown, Pennsylvania, the son of a lawyer. He was educated in France and Germany, then at the F. Exter Academy, 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 factory in Philadelphia. In 1878, at the peak of the economic depression, he got a job as a laborer at the Midvale steel mill. From 1882 to 1883 - head of mechanical workshops. In parallel, he received a technical education (mechanical engineer, at the Stevens Institute of Technology). In 1884, Taylor became chief engineer, the same year he first used the system of differential pay for labor productivity. He issued patents for about a hundred of his inventions and rationalizations. From 1890 to 1893 Taylor, CEO of the Manufacture Investment Company in Philadelphia, owner of paper presses in Maine and Wisconsin, set up his own management consulting business, the first in management history. In 1906, Taylor became president of the American Society of Mechanical Engineers, and in 1911 established the Society for the Promotion of Scientific Management. Since 1895, Taylor began his world-famous research on the scientific organization of labor. Taylor died on March 21, 1915 in Philadelphia from pneumonia.

The American Frederick Taylor is considered the founder of the science of management. He is credited with improving the organization of labor at the enterprise. He introduced a planning office, new working methods, efficient metal cutting techniques, and much more. Taylor developed his own concept, which was called the concept of economic man.

He believed that the fear of punishment hinders him from working well, and if the worker exceeds the norm, the administration will soon reduce the rate and force him to work twice as fast for the same wage. In addition to this threat "from above", the worker is under pressure from below by small groups, which are also not interested in high efficiency.

Taylor's theory provided for the unilateral influence of management on the worker and untouchable subordination to the manager. This was facilitated by the fact that in the assignments received, the worker was given a detailed description of the labor process, which he could not violate.

Taylorism, to some extent, ignored the worker as a person. This is understandable because Taylor did not engage in special sociological and psychological research. He was more practical than theoretical.

He considered the worker as an automatic performer of labor actions. Taylor considered the expectation and receipt of material remuneration for work, the interest in personal economic gain, as the main driving impulses. Taylor developed two concepts: the achievement worker and the achievement manager. According to the concept of the reaching worker, a person needs to receive a task that would require maximum effort, but not harm health. After he has mastered a simple lesson, he should receive more complex tasks. Thus, a person reaches the ceiling of his creative possibilities. At the same time, hardworking and enterprising people are transferred to another job. Before we hire and give a difficult task, people must be carefully tested, their physical and psychological characteristics should be studied. Thus, the idea of professional selection was born.

Taylor's other theory, according to the concept of reaching the leader, one master responsible for everything in the workshop was replaced by a functional administration consisting of highly specialized instructors. If earlier the worker took care of everything himself, now the administration was obliged in advance to provide him with documentation, raw materials, tools. The worker had only to work well.

It's harder to lead under Taylor. The manager had to become not only a technical specialist, but also a social engineer: to know the personal qualities of his subordinates, to resolve conflicts, to take care of his leadership strength. Taylor believed that before the administration demanded good work from subordinates, she herself should work 2 times more.

The idyll and experiments of Frederick Taylor had a revolutionary impact on the entire science of management, and the introduction of his theory changed the culture of work in American industry.

Taylor Winslow Frederick(1856-1915) - founder of the scientific management school, American practical engineer and manager. In 1875, Taylor went to work in a workshop in Philadelphia, where he performed the duties of a mechanic and modeller. Three years later, he joined the Midvale Steel Company, where he quickly rose from simple mechanics to chief engineer. In 1883, studying in absentia, Taylor received a degree in mechanical engineering. He was an outstanding inventor and received over 100 patents in his lifetime. The creation of high-speed steel by him and White is most famous.

While still working at Midvale, Taylor began to introduce into the organization of work and the management of production processes the principles that later became part of the scientific management system. From 1890, Taylor worked as the general manager of a company that produced paper fiber, and from 1893, as a consulting engineer for management at several enterprises at once. In 1898-1901. Taylor worked exclusively at the Bethlehem Steel Company, where he actively introduced his innovations.

Taylor became widely known in 1912 after his speech at the hearings of the House Select Committee on the Study of Shop Management Systems.

Before Taylor, management meant the most unexpected things, right down to the manufacturing technology of a particular product. He was the first to give this concept a qualitative definition of "organization of production" or, if we take a broader aspect, "rational organization in general."

In his major work, The Scientific Organization of Labor (1911), Taylor formulated a series of postulates that came to be known as "Taylorism". Instead of vague and rather contradictory principles of management, Taylor put forward a strict scientific system of knowledge about the laws of rational organization of labor, the constituent elements of which are the mathematical method of calculating the cost price, the differential wage system, the method of studying time and movements (timekeeping), the method of dividing and rationalizing labor methods, instructional cards and more. Summarizing the essence of his system, Taylor wrote: “Science instead of traditional skills; harmony instead of contradictions; cooperation instead of individual work; maximum performance instead of performance limitation; the development of each individual worker to the maximum possible productivity and maximum well-being”.

Taylorism is based on four principles (rules of management):

1) the creation of a scientific foundation that replaces the old, purely practical methods of work, the scientific study of each individual type of labor activity;

2) selection of workers and managers based on scientific criteria, their professional selection and professional training;

3) cooperation between the administration and the workers in the practical implementation of the NOT;

4) uniform and fair distribution of duties (responsibility) between workers and managers.

Frederick Taylor - the largest representative of American and world management thought, one of the founders of the scientific organization of labor (NOT) and production management, which became widespread first in the United States and then throughout the industrial world. In his works, such as "The Scientific Foundations of the Organization of Industrial Enterprises", "The Scientific Organization of Labor", etc., Taylor formulated new principles of wages and enterprise management based on deep specialization and rationalization of labor operations. He owns the idea of functional management, designed to displace the linear system. An important element of Taylor's management scheme was the creation of such divisions in the structure of the enterprise as planning and distribution departments. For the first time in the world practice of labor organization and management, he formulated the task of studying the elements of time and establishing norms and tasks, developed his own wage system, abolishing equalization, substantiated the need for constant study of labor movements, and introduced the technological documentation developed by him. Taylor's rationalistic concept of the organization of personnel management has grown into a classical school of management, which implies the following management principles: individual responsibility of the employee for the performance of official duties and tasks; rigid division of spheres of activity; priority of individual forms of organization and stimulation of labor; the use of rational techniques and methods of labor according to the criterion of a minimum of time for their implementation; regulation of labor; the predominance of economic incentives over all its other types; authoritarian leadership style.

Frederick was born in 1856 to a wealthy Quaker family in Germantown, Philadelphia (Germantown, Philadelphia). Taylor's father, Franklin (Franklin Taylor), at one time studied law at Princeton (Princeton University) and made a good fortune on loans. Frederick's mother, Emily Annette Taylor, was an ardent abolitionist and worked with Lucretia Mott herself. It was the mother who was responsible for the education of the young Taylor; he completed his basic training under her guidance fairly quickly. Frederick went to Europe to study further; he spent two years in France and Germany, and another 18 months he simply wandered around the mainland. In 1872, Taylor entered the Exeter Phillips Academy (Phillips Exeter Academy) in Exeter, New Hampshire (Exeter, New Hampshire).

After graduating from the academy, Frederick went to study law at Harvard Law. Health problems prevented him from making a career in law - Taylor's eyesight began to deteriorate sharply. After the economic depression of 1873, Taylor became an assistant modeller; it was then that he managed to get his first practical experience in a large manufacturing company. Frederick gradually rose through the ranks; in 1878 he got a job at an engineering factory. Gradually, from a simple worker, he rose to a leading engineer; in parallel with work, he studied by correspondence at the Stevens Institute of Technology (Stevens Institute of Technology). In 1883, Taylor received a degree in mechanics.

From 1890 to 1893, Taylor worked as general manager and consulting engineer for a Philadelphia manufacturing and investment company. For some time, Frederick ran a factory in Maine, after which, in 1893, he opened an independent consulting firm in Philadelphia. In 1898 Taylor joined Bethlehem Steel; there, together with Maunsel White and a group of assistants, he developed high speed steel. In 1890, this development brought him a gold medal at an exhibition in Paris and the Elliott Cresson Medal from the Philadelphia Franklin Institute. In 1901, Taylor was forced to leave Bethlehem Steel due to conflicts with other leaders. In the same year, Frederick and his wife adopted three orphans at once - Kempton (Kempton), Robert (Robert) and Elizabeth (Elizabeth).

On October 19, 1906, Taylor received an honorary Doctor of Science degree from the University of Pennsylvania; later he will also receive a professorship at the School of Business at Dartmouth College (Tuck School of Business at Dartmouth College).

In the winter of 1915, Taylor caught pneumonia; the disease took Frederick to the grave the very next day after his 59th birthday - March 21, 1915.

Taylor's work has been a huge success around the world - even after his death. Vladimir Ilyich Lenin was a great admirer of Taylorism; he actively introduced Frederick's ideas into the developing industry of the USSR. However, in the end, Taylor's ideas did not take root in the Union - the more popular concepts of Stakhanov's labor or monthly production cycles were practically not consistent with them.

The main goal of any commercial enterprise is to improve its own performance parameters. In order to do this, it is necessary to increase the productivity of workers and reduce unnecessary costs. Frederick Winslow Taylor singled out the factors that influence and also acted as the creator of the scientific management system. With the help of a series of experiments, he determined the average time norms for completing individual operations and the optimal ways to perform them.

Frederick Taylor: biography

The future founder of scientific management was born in 1856 in the family of a lawyer in Pennsylvania. He studied in France and Germany and then in New Hampshire at the Exter Academy. Initially, Frederick Winslow Taylor intended to become a lawyer, like his father. He successfully graduated from Harvard College in 1847 in this specialty, but he had problems with his eyesight that prevented him from continuing his education.

Frederick Taylor began his career as an apprentice modeller, briefly as a machinist, but at the age of 35 was promoted to a management consultant after successfully conducting a series of experiments at a steel plant in Midvale, and based on their results he made valuable suggestions to management. Here, in six years, he went from a simple hired worker to a chief engineer, having simultaneously received a correspondence technical education, and for the first time differentiated the salary of his employees depending on their labor productivity.

Professional achievements

In 1890, the future founder of Taylorism ends his engineering career and becomes the general manager of the Philadelphia Manufactory Investment Company. But three years later he decided to start his own business and became the first private consultant. In parallel, Frederick Taylor popularized production management through his membership in the American Society of Mechanical Engineers until he founded an organization devoted exclusively to this issue.

The theoretical concepts that brought him worldwide popularity, the scientist outlined in three main works:

"Factory management";
"Principles of scientific management";
"Demonstration before a special committee of Congress".

Practical experimentation

While working at a steel mill, Taylor was involved in the study of the time spent on the execution of individual production operations. The first experiment was to measure the key moments of cutting iron ingots. Frederick Taylor succeeded in deriving average labor productivity standards, which then began to apply to all workers. As a result, wages at the enterprise increased by 1.6 times due to an increase in labor productivity by almost 4 times and rationalization of the ingot manufacturing process.

The essence of the second experiment, conducted by Taylor, was to determine the optimal ways to place the workpieces on the machines using a ruler, which he had specially invented by himself, and the correct cutting speeds. Tens of thousands of experiments were carried out at the enterprise, which made it possible to identify 12 factors that affect the final efficiency.

Research theories

Scientific management is an umbrella term for those ideas that Taylor put forward regarding the theories and practices of management. His method involves short repetitive cycles, a detailed sequence of tasks for each employee, monitoring the implementation of goals and motivating employees through a system of material rewards. The differentiated system and performance bonuses used today in most organizations are based on his developments. According to principal organizational management researchers Anrzej Huczynski and David Buchanan, efficiency, predictability, and process control are the main goals that Frederick Taylor attributes to his scientific method of management.

Relationship between personal and professional life

Since the demand for labor was reduced as a result of the considered practical developments, the embittered workers even tried to kill the scientist. Initially, even big businessmen opposed him, and a special commission was created in the US Congress to study his conclusions.

Since 1895, Taylor devoted himself entirely to the study of the scientific organization of labor. Over time, he came to the conclusion that the well-being of the enterprise is possible only if there are favorable conditions for each employee. The scientist died at the age of 59 from pneumonia, leaving behind findings that inspire researchers and entrepreneurs today.

Frederick Taylor: principles of management

The scientific management system is based on three "pillars": regulation of labor processes, systematic selection and advanced training of personnel, monetary motivation as a reward for high performance. According to Taylor, the main reason for inefficiency is the imperfection of incentives to encourage employees, therefore it is they who should be paid attention to by a modern entrepreneur.

The system developed by the scientist is based on 4 principles:

Close attention to the individual components of the production process to establish laws and formulas for their effective implementation.
Careful selection of employees, their training and development, as well as the dismissal of those who are not able to understand the scientific methods of management.
Feedback from management to employees and convergence of production and science.
Distribution of functions between employees and management: the former are responsible for the quality and quantity of the final product, the others are responsible for developing recommendations for

The above principles of Taylor proved their correctness, because after a century they underlie the functioning of any enterprise, and the study of building a management system is one of the main areas of research.