Like any pioneer in the field, Taylor was also criticized and his studies were called mechanistic and responsible for the microscopic vision of the worker. Another of these criticisms is the superspecialization of the operator.
Frederick Taylor, the founder of Scientific Management, was born in Philadelphia, in the United States. He grew up with strong discipline and a devotion to work. Taylor began his career as a laborer at Midvale Steel, where he rose to the rank of engineer at the same time he graduated from the Stevens Institute.
At that time, the payment system per piece or task was still in force, which was a power cable between employers. and workers, where one side sought to maximize profit and the other to counterbalance it with a low rate of production. It was precisely this situation that led Taylor to study the problem of production to find a solution that would serve both parties.
Taylor's job was the Scientific Administration where the main objective was to emphasize tasks and activities. This study was divided into two periods:
In this article you will find:
First period
Refers to the time of publication of the book of Taylor Shop Management. Through the study, Taylor identified that the average worker produced much less than he was capable of producing.
Another compelling logic of the study was that, if the most productive worker realized that he was receiving the same remuneration than his less productive colleague, he would end up losing interest, settling in, and failing to produce all of his capacity of him. Hence the need to create better payment conditions (according to productivity) for the worker who produced the most.
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For Taylor, the administration's goal would be to pay better wages and reduce costs. But for this, scientific methods must be used in the selection and training of employees.
Second term
It is the period corresponding to the publication of another book by Taylor The Principles of Scientific Management, which indicates that the rationalization of work needs to be accompanied by a structure according to the application of its principles as a whole.
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From this, he developed his studies on general management, which he later defined as scientific management, without leaving aside concerns about the worker's task. For the author, the organizations and industries of his time suffered from three evils: they were laziness systematic work of the workers, the ignorance of the work routine and the lack of uniformity in the methods.
The change
The great and main change that came with the scientific management movement was precisely the replacement of empirical thinking, which was based solely on experience, by scientific thinking.
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For Taylor, organizations, industries and business administration itself should be treated with less improvisation, giving way to planning and science. Taylor's idea was that organizations should deal systematically, with an analysis complete work, its times and movements, patterns, training, specializations, among others aspects.
Likewise, for this character, the existence of an exclusive planning sector should even be mandatory. The administration must be done methodically, organizing and structuring the work unit. The first elements that had application in scientific administration were standardization of machines and tools, methods and routines of tasks, and prizes designed to encourage the productivity.
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The main objective of the administration is to ensure the maximum prosperity of both boss and employee and that there is a stake of interest on the part of employers and employees.
What is Operator Superspecialization?
One of the criticisms made of taylor's study that says that the worker no longer has the initiative as to how to perform the task and it already has carefully studied specific rules and standards. The worker stops participating in the whole to be responsible for a part of the process several times.
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On the path to maximum efficiency, Taylor's scientific management he advocated the specialization of the worker through the operational division into constituent elements. The simplest tasks (the result of division) could be easily taught and with that, much was gained in the ability of the worker. Another factor achieved was the standardization of the worker, since the division of the task facilitated the standard of its execution.
It can be said that it was with scientific management that we began the tireless struggle for productivity, which represented the total of products obtained in the process and the amount of inputs needed to get them.
The most important factor is that the scientific management movement, through waste reduction (either time, effort or production), showed a new way to increase the profitability of companies in that moment. Despite the enormous amount of criticism (noted above), scientific management created a strong trend, which made Frederick Taylor one of the leading names of the 20th century.
