SCIENTIFIC MANAGEMENT THEORY

Scientific management, or in English is called scientific management, first popularized by Frederick Winslow Taylor in his book Principles of Scientific Management in 1911. In his book, Taylor describes scientific management is "the use of scientific methods to determine the best way to complete a job." Some writers like Stephen Robbins considers the publication of this book as the year of the birth of modern management theory.

The idea of ​​using the scientific method emerged when Taylor was not satisfied with ketidakefesienan workers in his company. Ketidakefesienan that arise because they use a variety of different techniques for the same job, there's hardly a standard work there. In addition, workers tend to assume an easy job. Taylor argues that the results of these workers is only a third of it should be. Taylor then, for 20 years, trying hard to correct the situation by applying the scientific method to find a "best technique" in completing each job.

Based on his experience, he makes a clear guidance on how to improve production efficiency. These guidelines are:

    Develop a science for each element of a person's job, which will replace the old method is speculative.

    Scientifically, select and then train, teach, or develop them workers.

    Work in earnest with the workers untu ensure that all work is performed in accordance with the principles of science that has been developed earlier.

    Divide work and responsibility almost equally between management and workers. Management takes over all the work that is more suitable for him than for workers.

These guidelines change drastically when the management mindset. If previous workers choose their own work and trained himself as best they, Taylor proposed management that must choose work and practice. Management also advised to take over a job that does not comply with the workers, especially the planning, organizing, and controlling. This is in contrast to previous thinking in which pekerjalah who perform the task.

Scientific management then further developed by the husband and wife Frank and Lillian Gilbreth. Both were interested in the idea of ​​Taylor after his speech at a meeting listening to a professional. Gilbreth family managed to create mikronometer that can record every movement made by the workers and the length of time spent to perform each movement. Futile gesture which was observed by the naked eye can be identified with this tool, and then removed. Family Gilbreth also devised a classification scheme for naming seventeen basic hand movements (such as searching, grasping, holding) they call therbligs (on behalf of their families, Gilbreth, who spelled backwards with th letters anyway). The scheme allows the Gilbreth family in a more precise analysis of the elements of each movement of the hands of workers.

Scheme that they get from their observations on how the preparation of bricks. Previously, Frank worked as a building contractor who found that a worker did 18 motion for laying bricks for the exterior and 18 interior motion also for. Through research, he removes movements unnecessary so that the necessary action to put the brick exterior was reduced from 18 to 5 motion movement. As for the interior brick, it reduced drastically from 18 up to 2 motion movement alone. By using techniques Gilbreth, raw builders can be more productive and reduced fatigue at the end of the day.

Scientific management theory is the inception of modern management theory. Management theory is made to determine the best way to complete a job that can make workers more productive, thereby reducing the things that do not need to be done during the work. This theory set the standard for the workers so that the workers can produce things as expected by the company. This theory has been studied for 20 years so that research results suitable for use as a reference for the company to the present. In scientific management, management demanded a leading role for the work and then choose the train. Management also advised to take over a job that does not comply with the workers, especially the planning, organizing, and controlling.