Taylor’s scientific management

Taylor opposed relying only on rule-of-thumb methods. Work methods should be studied and tested to identify the best way to perform a task; experience alone does not establish that a method is best.

Standard output is available work time divided by time per unit: 385 minutes ÷ 7 minutes per unit = 55 units.

Since poor ventilation is a cause of fatigue, the underlying working condition should be improved. Fatigue study considers causes such as the work environment, not just the length of rest breaks.

Taylor’s idea of mental revolution asks both sides to cooperate in enlarging the total surplus. Increasing productivity and total prosperity can benefit both, rather than focusing only on dividing existing gains.

Because 64 units is below the 65-unit standard, the low rate applies. Wage = 64 units × ₹8 per unit = ₹512.

Standards are more likely to gain workers’ support when management communicates their purpose and works with them. Without that explanation, trust and cooperation may weaken.

Taylor’s scientific management concentrated largely on improving task efficiency at the shop-floor level. Fayol’s work addressed general principles and functions of management across an organisation.

If the method itself causes defects, simply finding more defects at the end will not fix the cause. Method study examines how work is done so the process can be improved.

Reducing unnecessary movement by changing where materials are placed is an application of motion study. Setting a standard time for the job is an application of time study.

The risk is inconsistent instructions and confusion. In Taylor’s functional foremanship, several specialists supervise different aspects of work, so coordination is needed to prevent conflicting directions.

Clear, consistent output and quality standards give workers an objective basis for judging whether they have met the set standard. This makes the application of different piece rates more transparent and fair.

Simplification aims to reduce unnecessary variety, not to remove options that meet genuine customer needs. Keeping useful varieties while eliminating needless ones preserves customer value and avoids waste.

The instruction-card clerk is on the planning side and prepares instructions for how a job should be done. The speed boss, repair boss and inspector are on the production side.

A wage incentive alone is not enough. Taylor’s approach also calls for appropriate, standardised tools and suitable working conditions so workers can perform the task effectively.

The worker has produced exactly the standard output: 90 units. Under the usual Taylor differential piece-rate rule, workers who meet or exceed the standard receive the higher rate; those below it receive the lower rate.

Low conflict suggests some harmony, but it does not by itself show active cooperation. Sharing ideas and working together on improvements are examples of cooperation between workers and management.

Scientific management is not just about raising targets. Training, a defined work method, suitable rest and fair incentives can support efficiency while also addressing workers’ needs.

If workers do not understand how a time standard was set, they may see it as arbitrary and be less willing to accept it. Explaining the basis of a standard can support trust and acceptance.

Motion study examines work movements and layout to improve efficiency, while fatigue study considers how work affects tiredness and the need for rest. Together they help assess both the time saved and the fatigue caused.

C is the wrong interpretation because Taylor’s scientific management uses systematic study and evidence to find better methods; it does not rely only on guesswork.

A is correct. In Taylor’s functional foremanship, the repair boss looks after the repair and upkeep of machinery. The inspector checks quality, but does not repair the machine.

A is correct because Taylor’s scientific selection means matching a worker to suitable work and then training and developing the worker. It is not selection based on chance, relationships, or low wages alone.

A is correct because Taylor’s system combines scientific study and standard methods with worker training, cooperation, and appropriate incentives. It is broader than a wage system or any single technique.

C is correct. Scientific study, training, standards, and discussion of gains together show several coordinated features of Taylor’s scientific management, rather than just one technique.

The correct answer is fatigue study. It examines the causes of workers’ fatigue and ways to reduce it, such as improving working conditions or arranging suitable rest pauses. A correct time standard alone does not address fatigue.