Understanding Scientific Management Problems

Scientific management, often associated with Frederick Taylor, focuses on increasing efficiency by analyzing workflows. It aims to improve economic efficiency, especially labour productivity. While it brought significant improvements in some areas, it also faced considerable criticism due to several problems associated with its implementation and core principles.

Analyzing Potential Problems of Scientific Management

Let's evaluate each statement to determine which are commonly considered problems of scientific management:

• (A) Managers often implement only the increased output part of the plan

  This is a frequently cited problem. Critics argue that managers often adopted the techniques for increasing productivity and output but failed to share the resulting gains with the workers, as suggested by the theory. This leads to resentment and conflict, as workers feel exploited.

• (B) Managers allow workers to share the benefit thus increased labour costs

  This statement describes a potential outcome where workers share benefits. However, sharing benefits is intended to motivate workers and improve relations, not necessarily increase overall labour costs disproportionately. If productivity increases significantly, the labour cost per unit might even decrease, or total profit increases making the shared benefit affordable. Thus, "increased labour costs" is not a common or intended problem associated with the theory itself, though implementation issues can arise.

• (C) Jobs become over-simplified and repetitive, often replaced by new technology

  This is a major criticism. Scientific management involves breaking down tasks into simple, standardized components. This often leads to highly specialized, repetitive jobs that can be monotonous and demotivating for workers. Such simplified tasks are also easier to automate, leading to workers being replaced by technology over time. This deskilling and potential job displacement is a significant problem.

• (D) Workers feel comfortable due to job security and practiced work

  This statement is generally inconsistent with the criticisms of scientific management. Repetitive, oversimplified work often leads to boredom, fatigue, and lack of engagement, rather than comfort or enhanced job security (especially if jobs can be easily replaced). While practiced work might lead to speed, it doesn't necessarily equate to comfort or security in the context of scientific management criticisms.

• (E) Workers do not feel comfortable because of heavy pressure of work

  While scientific management's focus on maximum efficiency can lead to pressure, the problems listed in (A) and (C) - managerial focus on output without sharing gains, and job oversimplification/repetitiveness - are more universally acknowledged and direct problems flowing from the principles and common implementation of scientific management. Option (E) is a consequence, but (A) and (C) describe the specific issues causing discomfort or other negative outcomes.

Identifying Common Scientific Management Issues

Based on the analysis, the most commonly associated problems with scientific management from the given list are:

• (A) Managers implementing only the output part without sharing benefits.
• (C) Jobs becoming over-simplified and repetitive, leading to potential technological replacement.

Therefore, the correct answer includes statements (A) and (C).

Revision Table: Scientific Management Problems

Additional Information on Scientific Management

Scientific management, also known as Taylorism, is a theory of management that analyzes and synthesizes workflows. Its main objective is improving economic efficiency, especially labour productivity. Key principles include:

• Science, not rule of thumb: Develop a science for each element of a man's work.
• Harmony, not discord: Cooperate with the men to ensure all work is done in accordance with the principles of the science.
• Cooperation, not individualism: Management and workers work together to perform the tasks.
• Development of each man to his greatest efficiency and prosperity: Train workers properly and assign them to jobs they are best suited for.

While aiming for efficiency, the implementation often overlooked the human element, leading to many of the problems discussed, such as treating workers merely as cogs in a machine and ignoring their psychological and social needs.