Taylor’s scientific management

Option A is the most accurate: harmony exists only at the surface, while mental revolution is incomplete. Real harmony under scientific management requires genuine cooperation and trust between workers and management, not merely the absence of shouting or open dispute. If workers see targets as pressure imposed by management, their attitude has not changed into partnership. Option B, incomplete simplification, concerns reducing varieties or unnecessary complexity in products and methods; it does not explain distrust about targets. Option C, time study never happened, cannot be concluded from the information because targets may have been set after a time study. Option D, a wrong repair boss, is unrelated to the workers’ attitude and target perception. The reasoning is: no visible conflict means only external peace; negative beliefs about management reveal internal conflict. The exam cue is to look for trust and cooperation, not just quiet behaviour, when mental revolution is mentioned.

The correct answer is B. A method should not be judged by speed alone; the selected method should achieve efficient work without sacrificing safety or the required quality.

The correct answer is A. A method should be assessed using relevant evidence and testing in the conditions where it will be used. Adopting it without local verification is not a scientific decision.

The correct answer is A. Total production is 900 ÷ 18 = 50 units. Subtract the 6 units on hold: 50 − 6 = 44 accepted units.

The correct answer is A. Once the product range changes, instructions and training need to reflect the new range so workers can follow the revised process correctly.

The correct answer is C, the disciplinarian. The route was assigned correctly, so the issue is deliberate non-compliance rather than route planning or repair.

The correct answer is A. Scientific management uses systematic methods such as measured standards and training, and it also relies on cooperation between workers and management to put those methods into practice.

The correct answer is A. Without time and cost records, management has less evidence to compare performance and costs or to identify why output is low.

The worker exceeds the 160-unit standard, so the higher rate applies to all 161 units. The wage is 161 × ₹4 = ₹644.

Taylor’s objective was maximum prosperity for both the employer and the worker, not cost reduction at the worker’s expense. Therefore, focusing only on labour costs overlooks the shared-prosperity objective.

A motion study can identify a more efficient method. If the target is still based on the old method, it may not reflect the output attainable using the improved method; the standard should be reviewed accordingly.

In Taylor’s functional foremanship, the repair boss is responsible for keeping machines and equipment in working condition, while the speed boss ensures that work proceeds at the prescribed speed. Option A distinguishes these duties.

Taylor called for close cooperation between management and workers so that work could be carried out according to the scientific method. Training workers without cooperating with them neglects this principle.

A fatigue study examines factors that cause workers to tire and considers ways to reduce fatigue, including suitable rest and working conditions. It is therefore the most relevant technique in this situation.

Standardised production can be harder to maintain if incoming materials vary in quality or characteristics. Checking suppliers is a practical way to help ensure consistent inputs; it is an application of standardisation, not a separate Taylor technique.

Taylor’s approach combined scientific study and standardisation with worker training, incentive systems, attention to fatigue, and cooperation between management and workers. It was not simply one tool or a policy of high targets and penalties.

Piece-rate wages depend on the number of units counted for payment. If the policy does not state whether rejected units count, workers and management may disagree about the wage calculation.

The route clerk plans the sequence of work, while the instruction-card clerk communicates the required directions to workers. If the improved route does not reach workers through their cards, planning has not been properly connected to execution.

The problem is not the work method or standards; it is the lack of trust between workers and management. Taylor’s mental revolution calls for a change in both sides’ attitudes so they cooperate and work toward shared gains.

The case combines several Taylor-related practices: experiments to find the best method, standardization, worker training, attention to fatigue, and incentives. Since it uses several practices together rather than just one, the best conclusion is an integrated application of scientific management.