Evolution of Management Thought: Taylor, Fayol, Weber and Human Relations Approach (Overview) Questions

Question 1

State the Hawthorne effect.

Accepted Answer

The **Hawthorne effect** means people may improve their performance when they feel they are being **observed** or given attention.

Question 2

Who is known as the father of scientific management?

Accepted Answer

F. W. Taylor is known as the **father of scientific management**.

Question 3

Mention any one technique of scientific management.

Accepted Answer

**Time and motion study** is a technique of scientific management used to analyse work and remove unnecessary movements.

Question 4

Who proposed the bureaucratic theory of management?

Accepted Answer

Max Weber proposed the **bureaucratic theory** of management.

Question 5

Who gave the 14 principles of management?

Accepted Answer

Henri Fayol gave the **14 principles of management**.

Question 6

What is meant by 'rule of thumb' in management?

Accepted Answer

'Rule of thumb' means doing work based on **experience and guesswork** rather than using a scientific and tested method.

Question 7

Explain the main features of Taylor’s scientific management. (Any three)

Accepted Answer

Any three **features of scientific management** are:

- **Science, not rule of thumb**: identify the **one best way** through study and experiments.
- **Time and motion study**: measure each step and remove wasteful movements to increase efficiency.
- **Standardisation**: standard tools, methods and working conditions to ensure uniform output.

These features aim to increase **productivity** and reduce **wastage** in operations.

Question 8

Differentiate between Taylor’s and Fayol’s approaches to management.

Accepted Answer

Taylor and Fayol differ mainly in their **focus** and **level**:

| Basis | Taylor | Fayol |
|---|---|---|
| Focus | **Efficiency of work** (methods) | **Principles of management** |
| Level | Shop-floor/operations | Top & middle management |
| Key ideas | Time study, standardisation, incentives | 14 principles, management functions |

So, Taylor improves *how* work is done, while Fayol explains *how* management should be practiced in the organisation.

Question 9

Explain the main features of Weber’s bureaucracy. (Any three)

Accepted Answer

Weber’s **bureaucracy** has these features (any three):

- **Clear hierarchy**: well-defined superior–subordinate relationships.
- **Formal rules and procedures**: work is guided by written rules for consistency.
- **Merit-based selection**: appointment/promotion based on competence, not favouritism.

These features bring **uniformity** and **predictability** in large organisations.

Question 10

What are the main conclusions of Hawthorne studies? (Any three)

Accepted Answer

The Hawthorne studies concluded that:

- **Social factors** and recognition influence productivity, not only physical conditions.
- **Informal groups** strongly affect worker behaviour and norms.
- Supportive **supervision and communication** improve morale and performance.

Thus, understanding human behaviour is essential for effective management.

Question 11

Explain differential piece wage system (Taylor).

Accepted Answer

The **differential piece wage system** is an incentive plan in scientific management where workers are paid different rates per unit based on performance.

- If a worker achieves or exceeds the **standard output**, they get a **higher rate** per unit.
- If output is below standard, they get a **lower rate** per unit.

| Performance | Rate per unit | Purpose |
|---|---|---|
| Meets/exceeds standard | Higher | Encourage higher productivity |
| Below standard | Lower | Discourage low performance |

Thus, it links wages with output to increase **productivity**.

Question 12

State any three limitations of Weber’s bureaucratic theory.

Accepted Answer

Any three **limitations** of bureaucracy are:

- **Rigidity**: strict rules reduce flexibility and quick adjustment.
- **Red tape**: excessive paperwork slows work and increases delays.
- **Slow decision-making**: decisions move through levels of hierarchy.

In modern organisations, bureaucracy must be balanced with **flexibility**, empowerment and good communication.

Question 13

Explain Taylor’s scientific management and its techniques.

Accepted Answer

Taylor’s **scientific management** means managing work by **scientific study** instead of rule of thumb. The aim is to increase **efficiency**, reduce **wastage**, and raise **productivity**.

### Main techniques
1) **Time and motion study**: Break the job into elements, measure time, remove unnecessary movements.
2) **Standardisation**: Standard tools, methods, materials and working conditions for uniform performance.
3) **Scientific selection and training**: Put the **right person** on the **right job** and train systematically.
4) **Functional foremanship**: Specialist supervisors guide different parts of work (planning, inspection, speed, etc.).
5) **Differential piece wage system**: Incentive wages—higher pay for achieving higher output.

### Flowchart (easy to draw)
Job analysis → Best method → Standardisation → Training → Incentives → Higher productivity

### Note
If applied without care, it may create fatigue and ignore social needs; therefore modern managers balance efficiency with human factors.

Question 14

Explain Fayol’s administrative theory and the importance of his principles.

Accepted Answer

Fayol’s **administrative theory** explains management as a set of functions and principles applicable to all organisations. Fayol identified key **functions of management** (planning, organising, directing/commanding, coordinating, controlling) and suggested **14 principles** as guidelines.

### Importance of Fayol’s principles
- Provide **managerial guidelines** for planning and organising work.
- Help in creating **clear authority–responsibility** relationships.
- Support **coordination** across departments through unity of direction.
- Encourage **discipline**, **equity** and **team spirit** (esprit de corps).

### Example (how principles help)
| Principle | Practical benefit |
|---|---|
| **Unity of command** | Avoids conflicting instructions |
| **Division of work** | Improves specialisation and efficiency |
| **Scalar chain** | Clear communication and authority line |

Hence, Fayol’s theory is useful for designing an efficient and disciplined organisation.

Question 15

Explain Weber’s bureaucratic theory and state its advantages and limitations.

Accepted Answer

Weber’s **bureaucratic theory** says large organisations can work efficiently through a rational-legal system based on **rules**, **hierarchy** and **merit**.

### Main features
- **Hierarchy** of authority
- **Formal rules and procedures** (written)
- **Division of labour** and specialisation
- **Impersonal decisions** (no favouritism)
- **Merit-based selection** and promotion

### Advantages vs limitations
| Aspect | Points |
|---|---|
| **Advantages** | Consistency, fairness, predictability, proper records |
| **Limitations** | **Rigidity**, slow decisions, excessive paperwork (**red tape**), less innovation |

### Conclusion
Bureaucracy is useful where compliance and uniformity are needed, but modern organisations must balance it with flexibility and human relations.

Evolution of Management Thought: Taylor, Fayol, Weber and Human Relations Approach (Overview)

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