Frederick W. Taylor: Scientific management

UNIT 2

FREDERICK W. TAYLOR: SCIENTIFIC MANAGEMENT

DISCUSSION

 

Read the following information about IBM’s methods of work and then discuss the questions below.

 

In his book Management Peter Drucker makes some comments about the workers who produce IBM’s equipment. He says that IBM made a conscious effort to make their jobs big. Take, for example, the machine operators. Although the operations they perform are designed to be simple, the workers do a number of different tasks, of which at least one requires skill and judgement on the worker’s part. Also, because of the range of his/her tasks, the worker is able to change the pace at which he/she works.

 

Drucker says interesting things about other IBM methods. The way the company develops new products is worth nothing. Before the engineering of the new product is finished, the project is given over to one of the foremen, who then manage it. So, the final details of the engineering design are worked out on the shop floor with the engineer and workers who will make the machine.

 

IBM production workers are not told what production rate they must achieve. They work out a rate with their foreman. IBM says that “there is no such thing as a production norm. Each man works out for himself, with his superior’s help, the speed and flow of work that will give him the most production”.

 

1. What are the advantages of making the jobs of production workers big?

Are there any disadvantages?

 

2. Why, do you think, does IBM develop new products in the manner described?

 

3. What do we learn about

 

a) IBM’s attitude towards its production workers?

b) the company’s style of management?