Professional Documents
Culture Documents
Abstract
The 20th Century began with the work of Frederick Winslow Taylor and approached its end with the
work of W Edwards Deming. The Century witnessed the dominance of the British Empire, and its
decline. The undoubted power of the United States manufacturing industry and its embarkation on the
road to globalisation followed. The rise and rise of Japanese manufacturing industry coupled with the
emergence of the Asian ‘Tiger Economies’ which followed on, all provides a very rich landscape
within which to consider the works of these influential management thinkers.
This paper seeks to consider the similarities and differences between the thinking of these
acknowledged leaders in the field and attempts to link their contributions to the development of
management thought. This will be done by reference to both men’s original work, rather than the
interpretation of their work by others. In the process, the paper seeks to make a contribution to one of
the important thrusts of MAAOE’s objectives, namely the linking of the quality management thinking
at the end of the Century to the recognised influential foundations of management at the start of the
Century. The first and most fundamental similarity between their works is that they both seek to
identify and delineate, in an unambiguous way, the responsibilities and accountabilities of
management. The paper speculates whether this is the reason that, in some environments, neither may
have had the full impact that their work might have commanded.
It is, perhaps in the case of principles 8 and 9 The book The Principles of Scientific
that Taylor has had the greatest impact. It was Management lays down a very definite role
clear from his work that he recognised the for management. That role is to recruit the
fundamental applicability of the scientific correct people for the job (p28), train them
method and evidence based decision making how to carry out the jobs for which they were
in a management environment. He also recruited (p15) and to ensure that they have
recognised that it was difficult to manage what the appropriate tools to carry out the tasks
one could not understand, and his approach to involved in the job(p15). It is clear that
data collection and use was based on the idea Taylor included not only the physical tools,
that one way of gaining better understanding like shovels designed for the task, but also
was to measure and quantify. In the case of procedures and instructions, as well as items
variability, the underlying ideas of the ‘one like ‘slide rules’ to be used to determine
best way’ were that if a ‘best way’ could be cutting speeds etc. In other words, he had
found, then it would be advantageous for all of identified the need for appropriate
those doing the task to do it that way. infrastructure to support the processes which
Taylor(1998, p64) also gave the first were to be used to produce the goods and
indication that ‘standardisation’ and ‘written services to be delivered. This placed on
instructions’ were an important part of the management (p42) the responsibility to ensure
management of variation. Nowadays, we that the material flows were efficient and did
might refer to ‘procedures’ and ‘work not impede improvements in throughput.
instructions’ in the case of the ISO9000 set of
standards. Taylor was quite adamant that ‘scientific
management’ had four elements (p68) “First.
Taylor also provides evidence of recognition The development of a true science. Second.
of the employer’s responsibility to ensure that The scientific selection of the workman.
workers were employed in ‘safe’ working Third. His scientific education and
conditions in order to ensure sustainability of development Fourth. Intimate friendly co-
the worker’s contribution. For example, (p17) operation between the management and the
“…in no case is the workman to be called men.” He distinguished between what he
upon to work at a pace which would be called the ‘mechanisms’ and the ‘essence’ of
injurious to his health. The task is always so scientific management (p67), and goes on to
regulated that the man who is well suited to warn that the application of the ‘mechanisms’
his job will thrive while working at this rate without the accompanying ‘essence’ will
during a long term of years and grow happier inevitably result in failure and disaster. He
and more prosperous, instead of being also indicates that the change from the old
overworked.” The emphasis on recruitment of system of ‘initiative and incentive’ inevitably
the correct man, appropriate training and takes time and attempts to reduce the time
development and monitoring of progress are needed are likely to result in failure (p68). He
all elements that would be recognised today as also referred to the need for a “..complete
good practice. revolution in the mental attitudes and habits of
all of those engaged in the management as
Taylor(1998 p71) also recognised the well as of the workmen.” Nowadays, this
importance of stakeholders. “At first glance would probably be referred to as a need to
we see only two parties to the transaction, the change the ‘workplace culture’.
workmen and their employers. We overlook
the third great party, the whole people, - the In the text, “Introduction to Operations
consumers, who buy the product of the first Engineering’, Griffin(1971) noted that a
number of people had made positive before he became generally recognised in the
contributions to the advancement of United States of America. Petersen(1997)
management thought by building on the work draws attention to the availability of Deming’s
of Taylor. Many others, however, had personal and professional papers in the
impeded progress by implementing some of Library of Congress. In this paper, Petersen
Taylor’s thinking without taking the gives a brief outline of Deming’s life and
philosophy as a whole. In the main, they had work, including some of the detail which
adopted the payment systems and work study covering the period to July 1980 when the
without the co-operation between NBC documentary “If Japan Can, Why Can’t
management and men that he considered We?” was shown on television. Thereafter,
essential. This stripped away the management Dr Deming emerged from relative obscurity in
responsibility to learn about the work the USA onto the world quality scene. These
processes and act as ‘facilitator’ and ‘coach’ papers demonstrate the influence that
in the pursuit of improved efficiency. The Shewhart and others had on Deming and the
‘initiative and incentive’ schemes that high esteem in which Shewhart was held by
‘scientific management’ was intended to Deming.
replace included (p15) “…an almost equal
division of the work between the management The archive contains some 58000 items and
and the workmen. It is not surprising, occupies over 70 linear feet of shelving. This
therefore, that given the choice, those in will provide both scholars of management
management positions selected the parts of history and of the quality movement with a
‘scientific management’ which enabled them rich research environment, which was
to make the ‘initiative and incentive’ approach Petersen’s motive in publicising the existence
more effective from a management of the archive as well as indicating some of
perspective, namely the ‘mechanisms’. At the the research which might be feasible through
same time, they were ignoring the elements the archive. For instance, the author gives an
which made significant demands on the account of Deming’s views on the Plan-Do
management skills of the managers, and Study-Act or PDSA cycle, named the
placed significant burdens on them, namely Shewhart Cycle, and the Plan-Do-Check-Act
the ‘essence’. or PDCA cycle which Deming in his written
material in the archive apparently disowns.
There is evidence that Taylor had some insight
into other disciplines as they affected the Some of Deming’s own published written
success of implementation of ‘scientific work, includes “Out of the Crisis Quality,
management’. He recognised the importance Productivity and Competitive
of physiology in the areas of manual work and Position”(Deming, 1990) and “The New
interacted with the work of the Gilbreths (p40) Economics for Industry, Government and
and others in pursuit of implementation. Education” (Deming, 1993). It is clear from
Some insights into motivation are evident the Preface of the former, and the first Chapter
(p48) in his consideration of how the reward of the latter that Deming views management
systems might be constructed in order to in his country with some concern. He
provide the type of encouragement and advocates ‘transformation’(Deming, 1990, p
feedback which would be meaningful for the ix) of American management, beginning in
shopfloor. He dismissed ‘profit sharing’ Chapter 1 with the statement that since there is
schemes on the basis that the reward is too far a stable system, quality improvement is the
removed from the time that it was earned and responsibility of management. He goes on to
thus they lose their impact. Workers are also indicate, through the ‘Deming Chain
seen to be prepared to shre profits, but not Reaction’ (p3) how improved quality
losses and Taylor suggests that, since they improves productivity, lowers unit costs,
may not contribute to either because they are increases competitiveness, and generates more
beyond the workers control they are an jobs. Here, Deming is seeking greater
inappropriate way to design a reward system. efficiency and effectiveness of American
His insights into social science (p37) indicates production.
that he recognised the social impact that some
of the changes may have. His view is quite clear, the failures lie in bad
management, and he says so (Deming, 1990, p
W Edwards Deming ix). Echoing Taylor, Deming concludes that
“Best efforts and hard work, not guided by
In turning to Dr W Edwards Deming, it is knowledge, only dig deeper the pit that we are
remarkable that he had worked as a consultant in” (Deming, 1993, p 1). Reflecting on his
statistician until he was an octogenarian experience of Japan, he says of the Japanese
experience (p 3) “With no lenders or worker could be reasonably expected to do
stockholders to press for dividends, this effort without injury to health. Taylor’s extensive
became an undivided bond between work in the science of metal cutting is a
management and the production workers”. further example of his concern with
This is a sentiment very reminiscent of understanding and developing theory to
Taylor’s “Intimate and friendly co-operation contribute to his quest for improved
between the management and the men” (p68). efficiency.