Taylor’s scientific management

Subtract rest time first: 480 − 40 = 440 working minutes. Then divide by 8 minutes per unit: 440 ÷ 8 = 55 units.

The worker exceeds the 100-unit standard, so the high rate applies to all 102 units. Wage = 102 × ₹16 = ₹1,632.

The problem is distrust between workers and management, not simply a lack of technical measurement. Mental revolution calls for a change in attitudes and cooperation; transparent communication can help build that trust.

In Taylor’s functional foremanship, the route clerk gives instructions about the route or sequence of work, while the speed boss is responsible for keeping work at the prescribed speed. The route clerk is therefore crossing role boundaries.

Method study examines how work is organised and the sequence through which materials move. It is therefore the appropriate way to investigate unnecessary returns and a long processing route; motion study focuses more specifically on workers’ movements.

Simplification aims to remove unnecessary variety, not products customers need. The complaints suggest that customer demand was not adequately considered before reducing the range.

Different training can lead workers to carry out the same standard method in different ways. Consistent training helps workers understand and follow the method uniformly.

Scientific selection and placement should be followed by training and development. Updating the worker’s skills helps them perform effectively as tools and work requirements change.

Reducing one movement is not an improvement if the revised method creates other tiring movements. The method should be assessed for both efficiency and fatigue.

Measuring and comparing processes replaces guesswork with evidence, while selecting the most suitable process is method study.

In Taylor’s functional foremanship, the disciplinarian is responsible for maintaining discipline and ensuring that workplace rules are followed. The other roles concern work setup, routing, or repairs.

Gross output is 630 ÷ 15 = 42 units. After subtracting the 4 rejected units, useful output is 42 − 4 = 38 units.

Inspection can detect defects, but it does not correct the cause. Since the diagram on the instruction card is wrong, the preparation of instruction cards by the instruction card clerk should be corrected.

Skipping rest can cause fatigue, which may reduce workers’ ability to maintain quality. Incentives should not be treated as a substitute for adequate rest and safe work practices.

Taylor’s work focused on improving efficiency in tasks and shop-floor operations through scientific methods. Fayol’s work focused on general principles for managing an organisation, so option A states the distinction accurately.

The worker meets the standard, so the stated high rate applies to all 140 units. Wage = 140 × ₹11 = ₹1,540.

A plan can succeed only if those who carry it out understand it and work in coordination with the planning side. Clear coordination links planning with execution.

Taylor’s idea of mental revolution asks management and workers to shift from competing over the division of gains to cooperating to increase the total gains and share in prosperity.

Variation in raw-material moisture can affect the production process and its results. Standardising material quality, including relevant properties such as moisture, addresses this inconsistency.

Knowing a prescribed method indicates instruction or training, but preventing workers from contributing ideas limits their cooperation and participation in improving work.

Different models may require different methods or amounts of work, so a time standard set for an earlier product mix may no longer be suitable. The standards may need review.

Since 77 units is below the 79-unit standard, the low rate applies to all units. Wage = 77 × ₹12 = ₹924.

Method study can assess whether the revised route improves the way work is done. Fatigue study is also needed because more frequent heavy lifting may increase worker fatigue.

A method that saves time but increases defects does not achieve an effective result. The method should consider output quality and safe working conditions, not speed alone.

Fayol’s unity of command means that an employee should receive orders from one superior for a given task. Taylor’s functional foremanship uses several specialised supervisors, so conflicting instructions highlight the contrast between the two approaches.