Contribution

of
Elton Mayo
&
F.W. TAYLOR
IN MANAGEMENT

Presented To:
Prof. Pawan Kumar

Presented By:
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

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
areShop Management(1903) andThe 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 ofquantitative analysis, or the
analysis of data and numbers to improve production effectiveness
and efficiency.

Principles of Scientific Management Theory

In broad terms,scientific management theoryis 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).

THANKS