Taylor’s scientific management

High output does not remove the need for safe, well-maintained equipment. Repairing the machines and ensuring safe working conditions addresses the stated accident risk; simply increasing pay does not.

Differential piece rates are one technique associated with Taylor, not the whole system. Scientific management also involves other principles and techniques, so treating one wage method as complete management ignores its integrated nature.

In Taylor’s functional foremanship, the route clerk and time-and-cost clerk belong to the planning side, while the speed boss belongs to the production side. Thus option A gives the requested two-to-one grouping.

Frequent, unnecessary transfers can disrupt practice and the use of job-specific skills. As a result, workers may not gain the full efficiency benefit of training and experience in a particular task.

A practical output standard should take account of the conditions under which workers perform the task, including fatigue and the work environment. Ignoring those factors can make the target unrealistic.

Teaching a method does not ensure that it is followed. Management still needs to supervise work and check performance against the established standards.

Standardisation can include the quality and grade of materials as well as tools and equipment. If raw-material quality varies, the material-quality standard is not being applied consistently.

Mental revolution calls for a change in the attitudes of both workers and management, encouraging mutual trust and cooperation. It is the principle that most directly addresses the lack of a shared outlook described here.

The method should be reviewed to find what is causing the defects, and inspection standards should help detect quality problems. A faster method is not effective if it produces unacceptable quality.

Taylor’s approach calls for workers to be scientifically selected and trained, and for management and workers to cooperate. Management determines the method, while trained workers carry it out.

The stated policy applies the ₹8 rate because the worker exactly meets the standard. Wage = 73 units × ₹8 per unit = ₹584.

The instruction card clerk prepares and provides instructions for the work, so this role should address an unclear instruction card. In Taylor’s functional foremanship, this is a planning-side role.

Targets based on time study depend on the work being measured. Since simplification has changed the work content and production mix, management should review the old targets and revise them if the new conditions require it.

Taylor’s mental revolution means a change in the attitudes of both workers and management, including mutual trust and cooperation. Outward peace alone does not resolve underlying distrust.

Inaccurate time-and-cost records make it difficult to estimate production costs and assess wage-related figures reliably. They can therefore lead to poor cost-control and wage-estimation decisions.

Working faster does not necessarily eliminate unnecessary movements. Motion study seeks to remove such movements, reducing wasted time and effort even when the output target is already being met.

The direct answer is A. Scientific management is not merely a demand that workers move faster. Taylor’s approach is a complete, systematic method based on studying work scientifically, selecting and training workers, setting standards, providing suitable methods and tools, and creating cooperation between management and workers. The aim is higher efficiency with organised work, not random pressure. Option A is correct because it describes scientific management as a system involving study, training, standards and cooperation. Option B is wrong because advertising is concerned with informing or persuading customers; it is not the subject of Taylor’s production-management method. Option C is wrong because scientific management is based on systematic study and tested methods, not only on an owner’s personal opinion. Option D is wrong because increasing varieties is not the central meaning of scientific management; the focus is efficient production and proper work methods. A common criticism may say that it treats workers mechanically or focuses too much on speed, but the fuller theory also includes training, planning, standardisation and cooperation. Memory cue: Taylor means science, not guesswork—study, standardise, train and cooperate.

Finding a better method is not enough if workers are not taught how to use it. Taylor’s approach includes selecting and training workers so the chosen method can be applied effectively.

Taylor’s differential piece-rate plan links pay to performance against a standard. If the wage system provides no additional reward for meeting or exceeding that standard, efficient workers may have less financial incentive to increase output.

A is correct because the case combines several elements of Taylor’s scientific management: measurement to find the best method reflects science rather than rule of thumb; common standards and tools reflect standardisation; training supports employee development; and cooperation around shared gains reflects harmony and cooperation between workers and management. The clues therefore indicate an integrated application, not just one technique.