Taylor’s scientific management

Correct answer: A. Simplification also removed varieties customers needed

The fall in sales suggests that some removed varieties may have been meeting customer demand. Simplification should remove unnecessary variety, not products customers need.

Correct answer: B. Wage rates and performance comparisons may become misleading

A new machine may change the work method or time required. If the standard is not reviewed, the resulting performance comparisons and piece-rate decisions may be unfair or misleading.

Correct answer: C. 60 units

Subtract rest time from the available time: 750 − 90 = 660 minutes of working time. Then divide by 11 minutes per unit: 660 ÷ 11 = 60 units.

Correct answer: D. The full benefit of standardised tools may not be realised

Workers need training suited to the tools they use. Training based on old tools may prevent them from using the standardised tools effectively, so the full benefit may not be achieved.

Correct answer: A. Route clerk

Option A, the route clerk, is the primary specialist because the problem is the wrong sequence or route followed by materials. In Taylor’s functional organisation, the route clerk plans the path and order in which work and materials move through the process. The speed boss deals mainly with the proper working speed, so option B is not primary when worker speed is already correct. The inspector checks quality and detects defects; that may be useful later, but inspection does not primarily plan material sequence, so C is less suitable. The repair boss handles maintenance and repair of machines, not routing materials, so D is unrelated. The reasoning is therefore: worker speed is normal, the difficulty is movement and order of material, and movement/order points to the route clerk. Do not confuse route with speed or repair. The memory cue is: route clerk tells materials where and in what order to go; speed boss tells work how fast to proceed.

Correct answer: B. Fatigue and rest must be studied along with incentives

Skipping rest may increase short-term output but can cause fatigue and more errors. Incentives should therefore be considered alongside appropriate rest and fatigue study.

Correct answer: C. Testing a method using local facts, experiments and measurement

A scientific approach uses facts, measurement and testing to determine whether a method works in the actual setting. Copying a method without checking it does not establish that it is suitable.

Correct answer: D. ₹750

The worker produces exactly 150 units, so the stated rate is ₹5 per unit. Wage = 150 units × ₹5 per unit = ₹750.

Correct answer: A. Trying to increase total prosperity through cooperation

Mental revolution involves more than the absence of disputes. It also requires management and workers to cooperate in increasing the overall gains from improved productivity.

Correct answer: B. There will be role confusion and coordination problems

In functional foremanship, specialist duties are divided among different supervisors. When the inspector and speed boss take over each other’s functions, responsibility becomes unclear and coordination may suffer.

Correct answer: C. Review the speed-up method and strengthen inspection while maintaining quality standards

Faster production should not come at the cost of quality. Review how the speed was increased, keep the required quality standards, and ensure inspection can detect defects under the revised process.

Correct answer: A. The wage incentive exists, but training and capability development are weak

The higher rate gives workers an incentive to meet the standard, but knowing the target alone does not teach them how to reach it. Taylor’s approach also calls for training and developing workers in the prescribed method.

Correct answer: C. Attitude change through mental revolution

Option C is correct: attitude change through mental revolution is needed. Taylor’s mental revolution means a basic change in the thinking of both workers and management. They should stop treating one another as opponents trying to gain at the other’s expense and instead cooperate for shared productivity and fair benefits. External calm is not enough; hidden distrust shows that real cooperation has not been achieved. Option A, standardisation, creates uniform methods or conditions, but it cannot by itself remove suspicion or selfish attitudes. Option B, motion study, analyses unnecessary movements and improves the method of work; it does not directly solve mutual distrust. Option D, a time clerk, is a role or measurement arrangement, not a solution to attitudes. The reasoning is: the problem is psychological and relational, so the remedy must change attitudes. The memory cue is: silent conflict or distrust means mental revolution, not merely a new standard or measurement.

Correct answer: D. Method study

Motion study examines workers’ movements; method study examines how the whole job or process is carried out. Since the remaining problem is unnecessary movement of materials through the process, method study is the best choice.

Correct answer: A. ₹708

The worker is below the 120-unit standard, so the stated lower rate applies. Wage = 118 units × ₹6 per unit = ₹708.

Correct answer: A. The standard is met, but the error rate rises toward the end of the workday

A rising error rate late in the day may indicate fatigue. A time standard should be considered alongside the rest and recovery needs identified by fatigue study, rather than judged only by whether the output target is met.

Correct answer: B. Material-quality standard

Standardisation can cover the quality of materials as well as tools and methods. Setting a material-quality standard would help ensure that incoming raw materials meet consistent requirements.

Correct answer: B. Workers’ acceptance of the target and their trust may decline

If workers are not told the basis for a new target, they may see it as arbitrary and be less willing to accept it. Explaining the work-study findings can support trust and cooperation.

Correct answer: A. The worker may not have enough consistent practice to develop efficiency in a job

Workers need suitable training and practice to build efficiency in their assigned work. Frequent moves between unrelated jobs can interrupt that learning and make it harder to develop their abilities fully.

Correct answer: B. Route clerk, disciplinarian, time-and-cost clerk

The planning department’s four specialists are the route clerk, instruction-card clerk, time-and-cost clerk, and disciplinarian. Option B names three of them; the other options list shop-floor specialists or a mixture.

Correct answer: A. Whether the low output was caused by the worker’s performance or by the machine condition

A machine breakdown can reduce output independently of a worker’s effort. Before judging the worker’s performance against the standard, identify whether the breakdown caused the shortfall.

Correct answer: A. Efficiency and development may remain limited

An ability test alone may not show whether a worker is well suited to or interested in a particular job. A poor match can make it harder to develop the worker’s efficiency and abilities fully.

Correct answer: B. Simplification

The correct answer is B, simplification. It reduces unnecessary varieties or sizes, which can lower the complexity and cost of production when many variants are driving costs up.

Correct answer: C. Inspection rejection data

The correct answer is C. Rejection data shows how many units fail inspection and can explain why accepted output is low even when the production target is met.

Correct answer: A. ₹1,089

The correct answer is A. Since 99 units is below the 100-unit standard, the lower rate applies: 99 × ₹11 = ₹1,089.