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Julian Tanner

SOCB55Lecture 2 Tuesday, September 21, 2010 Scientific Management (Frederick Taylor) Hawthorne Studies (human relations movement)  Automatic machines-->little  As factories grew larger,  Factories reducing  Simple machines, coil  New tech increased production, machines cud do the work of many  Craftsmen needed to operate them  Engineers realized machines cud b a model for labour  Men and machines would work with the precision of clock  Born 1856, wealthy, diciplines, always looked for one best way to look for things  Taylor became a good athelete and student  Eyeshight failed so he had to do labour work  Earned and engineering degree  Control remained in skilled craftsmen  Conducted experiments  Worker he called smith, told him when to walk, lift and rest  Under out sutem the workman is told just hwhat is to do and how is to do it  Workers resisted his movement  Standards were set for even the simplest task  Sepecialized formulas  Taylor complied charts, diagrams and broke it into small variables. Found out how long it sud take to do a task, took him over 26 years  New system was called scientific management  Used cyclograhs pix  The workers themselves disapperred  Motion paths made into wired  Sm increased workers productivity  More profits and higher wages  Smoothing fucning machine  Men only needed to lift the parts from machine to another  Factory appeared to run by itself  We must modernize our manufacturing methods  Command performance  Lecture Notes  What u imagine the view is of the people who made this movie, wud they share their opinion of scientific management  Critical view of taylorism  Skills of ind workers are going to be replaced by machine  Secondly, the idea that the machine will b doing the creative work and the ppl are just going to be doing  Control of work, how we do our work is in the hands of management.  Though it was their skill and knowledge, (reducing their ___, to skilled work)  Hawthorne affect: a social scientific investigtion, crried out in Chicago; a plnt located in Chicago, owned by the western electrical company: manufactured telephone equipment to the bell system (bell telephone company) there was concern from mgt about low productivity and high rate of labour turn over, people did the study. In house research department went out to study why the employees are more or less productive, find ways to make them work more. In the beg the researchers were influenced by ideas of fedrich taylor and his SCIENTIFIC MANAGEMENT, what ever was going on in the labour forcecould have been related to the economic incentives and money (that’s what made them work) they also assumed that work place behaviour was largely influenced by physical arrangmenet of the plant, so the work conditions and productivity was affected by the physical environment, esp how hot/cold the plant was, the lighting etc. first group of employees who they began their experiments with were a number of female employees who assembled telephone components. They experimented with the lighting, initially they gave one group of workers improved light, and the effort increased, they produced more. But the next thing they did was they went on to examine the productivity of another group doing the same thing, they had been given better lighting, also were more productive. The findings continues at the same pattern. And they realized no matter what they did to the lighting, reduce it or increase it, the productivity increased. They brought in external researchers (some uni of Chicago guys) they changed a lot, varied coffee breaks, lightings, change the environment, examine payment system, etc  Free meal was added in the middle of the day, but then started playing around with quitting time, brought it to 4pm, this time prod didn’t increase or decrease, final stage in this experiment, all earlier improvements were taken away, back to square one, no peace work, no free meal and productivity exceeded. In sum, these experiments suggested regardless of how much the experiment changed the nature
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