Top Casinos

Online casinos
Online casino is also referred as online gaming. It is created on the idea that people can gamble through internet at any place across the world as long as they are connected with the internet. With the advent of internet, the concept of online casino has gained prominence especially for the last decade. Currently, 85 countries have legalised gambling with a Gross domestic product contribution of $ 35 in the world. In UK, the gambling industry is worth 650 million pound.

Top online casinos
A top online casino must have the best management level and reliable service to the customers. In additional it must be user friendly, best design, good functional website, different deposit option and the participant must have clear profile. In UK, the following are top five online casinos:

Betaway casino
This is owned by the Betway limited and it has the highest rated online casino with a total of 98% payout and the bonus package is up-to 100 pounds. The casino is powered by MicroGaming. The casino is available in a down loadable version and supports play in multiple languages such as English, German, Spanish, French, Italian, Portuguese among others

LeoVegas
The second rated top online uk casino uses four top most software platform; MicroGaming, Net Entertainment, NYX Interactive and Viadem. The support option is available 24 hours. The bonus package is up-to 1500 pounds with a total of 98% payout.

888 Casino
Another quality top gaming with a bonus of up-to 500 pounds. Its total payout is 97%. Its can be assessed through downloadable forms in web gaming.

32Red Casino
This have over 42 games and a bonus of up to 160 pounds. In addition, the company has a loyalty Tuesday and sometime s the customer may receive a 1000 chips as part of its promotion. Its total payout is 98%.

NetBet Casino
Formerly known as Casino770, the NetBet casino has fully re-branded making it site user friendly. Its powered through IGT and iSoftBet soft wares. Its has the best payout of the top five with 99% payout. Its bonus is 250 pound which is not pegged on deposit.

5 Sure Ways of Getting True Love

While it might sound like a walk in the park, getting true love may not be easy. Aside from the obvious efforts, there has to be some emotional connection between two parties of opposite gender. However, practical efforts take the larger share of contribution when one is searching for a potential love partner.

Here are 5 simple strategies which if implemented correctly can land you to your love companion:

1.     Explore The World

If you have the perception that your true love is somewhere within your reach, that is not the case at all. You must avoid limiting yourself when searching for the right partner. Be sure to cover a wide scope even if it means going online. Chances of getting the right partner are always high for those who think outside the box and such should be the case with you.

2.     Create An Impressive Impression

The impression you create in the mind of another person plays a core role in defining the course that your relationship will take. The same case applies for those aspiring to meet their true love. The person you are interested in should be attracted to you on first-sight. This can be achieved through personal grooming and good morals.

3.     Be In a Love Mindset

The truth is that you might never get true love unless your mindset is tuned in that context. You must be ready to reciprocate love should you find a perfect match someday. The good thing about being in a mindset of love is that you will remain motivated and with the zeal to get the right partner for you.

4.     Set The First Spark Wisely

Most people, especially men, lose their chances of winning true love simply because their first spark was set wrongly. Upon meeting your potential partner, you must gather courage and know exactly when to spill out your feelings to her. The manner in which you put everything from the start influences the channel that your relationship will take in the long run.

5.     Patience is A Virtue

A lot of men live with the perception that love can be won in a very short span. On the contrary, it takes utmost patience for true love to be established. You must be ready to nurture the connection between you and your potential partner until something more advanced yields. In some cases, it might take a short while for true love to grow. However, there are cases where it might take longer than stipulated to win her over.

Conclusion

When the right strategies and approach are used, finding true love may not be daunting after all. The complexity of the journey depends on the route you use to reach the final destination.

http://www.president.go.ke/mashujaa-day-celebration-speech-october-20-2014/

My Fellow Kenyans

We gather today at this Mashujaa Day, to celebrate our heroes and heroines.  The men and women who through their acts of courage and compassion define the essence of Kenya and its people.

Kenyans who stood up to denounce, organise against and fight colonial rule.  Kenyans in our security forces, currently on the battlefield combating terrorists at home and abroad.

The brave police officers, soldiers, and civilians, like Chief Inspector Stephen Lelei, Sergeant Moses Emojong and the late Lieutenant Joseph Mukoto Masulia, who risked their lives to save innocents attacked at the Westgate Mall last September.

We lionise our winning sportsmen and women.  Their winning exploits repeatedly reaffirm that our innate talent once combined with hard work can raise us from the smallest village to be the best in the world.

To see the determination, teamwork and dignity of men and women like, as they battle for victory, is to be reminded anew of the limitless possibilities that are ours to grasp.

Just as importantly, we also celebrate the multitude of unsung heroes whose everyday efforts bring progress and unity to families, communities and our nation.

All of us have Mashujaa in our lives.  We give thanks to the aunt who sacrifices her own comforts to pay for school or hospital fees.

The local policeman, who turns up for work everyday ready to apprehend dangerous criminals.  The nurses and doctors who go beyond the call of duty to soothe our pain and give us hope.  We are grateful for those who mentor the young, and the philanthropists whose charities save lives and bring relief to the orphaned, the poor, the sick, the hungry and the destitute.

They are just as great Mashujaa as our most heroic freedom fighters, Koitalel arap Samoei, Mekatilili, Dedan Kimathi, the Kapenguria Six, Oginga Odinga.

And those men and women … Wangari Mathai, Ali Mazrui, and others … who have used their education to open our eyes to the most pressing challenges of the day.

Our gratitude is deeply felt for their sacrifices confirm that we are one, and that this unity in caring for one another will make us greater than the sum of our parts.

Fellow Kenyans,

It is my fundamental conviction that together we can do and achieve more.

That is the essence of our new constitution which has devolved power so that we can deliberate together at the grassroots on the best solutions to our problems.

Even as devolution is pursued, my Government is accelerating the pace of East African integration.  It will offer our businesspeople and their foreign counterparts to seize the opportunities in a large and inviting regional economy and thus create millions of jobs for young Kenyans.

To reap lasting benefit from the simultaneous implementation of devolution and regional integration requires a united people.

Unfortunately, too many of our leaders are masters at shouting at one another, seeking headlines more than real development, and using every ethnic and religious difference to try and split us apart.

The immense promise of Kenya will only be truly realised if we all insist that they change their ways and become masters of listening to one another.  That they compete to create headlines announcing concrete development achievements; and that their words and actions reflect a desire to serve Kenyans.

Fellow Citizens,

This present era of our republic was inaugurated four years ago when we adopted a people-centred constitutional order.  We came to that celebrated pass through a united, century-old effort to overthrow colonial oppression and build an independent, democratic Kenya.

In celebrating our renewed republic, we should strive to remember that colonialism was ultimately a brutal undermining of the rule of law that our forefathers had lived by.

It therefore follows that upholding our constitution is a daily reclamation of what was initially lost to colonial rule.

It is by living under laws and rules of our own making that we are a sovereign people whose collective will must never be subordinate to any.  Yet there are forces that seek to reverse our progress, to interfere in the affairs of our nation, and to rupture our unity.  We must therefore remain ever vigilant if we are to retain the right to build a prosperous, independent and strong nation.

To this day, there are those abroad that seek to advance their economic and geopolitical goals to our disadvantage.  They fund and nurture various outfits whose actions and visions seem set to create cleavages between Kenyans, and leave us despondent with their messages of pervasive failure.  These actors have positioned themselves as the gatekeepers and interpreters of Kenya in various capitals.  If they were to succeed, they would so completely rob us of faith in each other that we would put our destiny in the hands of unelected, unaccountable institutions that answer to elsewhere.

This however will not happen as long as my government is in place.  I pledged to protect our sovereignty and advance our constitutional democracy.  I will do so without hesitation and with no favour or letup.  As a start, my Government will insist on transparency of resource mobilisation and utilisation in and outside the public sector.

This is especially important in enabling us to successfully combat the Al-Shabaab terrorists and their local sympathisers.

Our democratic space with its right to free speech and association gives them the opportunity to use exaggerated, dishonest claims of victimhood to radicalise and recruit Kenyan youth.

Their funding and activities must be uncovered at all times to put a stop to their campaign to kill innocent Kenyan civilians and the brave members of our security forces.

My Fellow Kenyans,

The threat of terrorists to our democracy is profound.

They are part of a networked global movement that even as I speak is destroying lives and entire communities in Syria, Iraq, Yemen and Libya. Thousands of foreign fighters are streaming into terrorist campaigns worldwide from even the richest most advanced democracies.

They perpetrate attacks such as the ones we suffered at Westgate, Gikomba, Thika Superhighway and Mpeketoni.  Not as a response to any action or inaction by our government or people, but because they seek to terrorise us into helplessly acceding to their evil vision of a society in which women are virtually slaves, where there is no freedom of religion, of speech or indeed of any democratic choice.

Like leeches, they feed on the disunity arising from local leaders whose constant negativity divides our communities and causes false ethnic and religious antagonism.

My Government will intensify efforts to stamp out incitement.  We will insist with every legal tool at my disposal that the use of public pulpits by all leaders, teachers, preachers and imams be lawful and focused on building national cohesion.

As we undertake these efforts, let us take the time to honour and celebrate our men and women in uniform who serve at home and abroad.

These patriots daily risk their lives to bring stability to neighbouring Somalia by waging war against a ruthless Al-Shabaab.

Some of them have paid the ultimate price in the line of duty.

As their Commander in Chief, I call on you to join me in honouring them all. Our best tribute to them is to make sure they feel our gratitude.

We should also play our part by denying criminals space to operate.  This will be achieved by our participating in the Nyumba Kumi program.

Since its inception, numerous plans by extremists and terrorists have been foiled with the assistance of Kenyans.  Our country will become safe neighbourhood by neighbourhood through the involvement of each and every one of us.

Fellow Kenyans,

It is not only terrorists and criminals that make us feel uncertain.  Many of us wonder what the future holds for us in terms of securing the education and skills that will enable us to secure a decent livelihood.  This is especially the case with our youth.

My Government has commenced a number of transformative initiatives aimed at the creation of millions of jobs.  Foremost are large-scale infrastructure projects we have initiated that will accelerate our country’s economic development.

One of these is in expanding energy production so that we can sharply lower the cost of electric power.  Your power bills next month will tell you that this is a reality. By 2017, we intend to have added 5,000 Megawatts of green, clean and reliable power to the national grid.

Cheaper power delivered through faster connection will instantly improve food production and agro-processing.  Manufacturing firms will become more competitive and expand their production.  The result in the agricultural sector, which is still the major employer of Kenyans, and in manufacturing, which is our route to becoming a wealthy nation, will be the creation of more jobs.

These investments in power production will also improve academic performance and make learning outcomes more equal across the country.

We have already connected 11,000 schools to the power grid, and are adding dozens more every week.  Cheaper connections to the grid and lower household prices mean many more children being able to study late into the night and thus improve their performance.

We are also working to ensure that all hospitals and dispensaries have electricity so that they can adopt technologies that save more lives.  As more of our streets are lit more cheaply, our towns and cities will become safer from crime.

Fellow Kenyans,

My Government took only a year to deliver a new world-class airport terminal in Nairobi after last year’s fire.  We are bringing the same kind of ambition to constructing new airports, port facilities, railways and roads.  In the next 5 years, we intend to tarmac 10,000 kilometres of new roads; this is almost equal to what was done in the fifty years since independence.

This infrastructure will create jobs for our young people and wealth for us all.  First because the Government has ensured that it is a legal requirement for government to give 30% of government tenders to youth-owned businesses.

Next, it is these roads, railway, ports and airports that will allow more companies to be based in Kenya where they can employ skilled and hardworking Kenyans while being able to send their goods into the fast integrating markets of East Africa, Europe, Asia and the Americas.

The combination of cheaper power, better infrastructure and improved security will enable us to build a 24-hour economy whose reach is global.

My Fellow Citizens,

Even as we reach for the stars, I know that many Kenyans are struggling because food prices are still too high.  The simple reason is that the supply is not adequately meeting the growing demand.  To reverse this, my Government has enabled the cultivation of the first 10,000 of the committed one million acres of irrigated farmland.  This will enable us feed all Kenyans much more cheaply by 2017.  We are also taking immediate action to help the most vulnerable.

Under the Hunger and Safety Net Programme covering Mandera, Marsabit, Wajir and Turkana, my Government has allocated 15.8 billion shillings under a 5-year programme, distributed to 100,000 households.

We have also expanded the social protection plan to cover more than one million elderly and severely disabled people this financial year.  We almost doubled the number of households benefiting from this monthly stipend to almost half a million. It will offer some basic support that is reliable so that other efforts by individuals and communities have something to build on.

Fellow Kenyans,

As we wait for the jobs that will come with transformation, we are taking measures to create opportunities now.  My Government’s One Million Artisans training programme will connect trainees to job opportunities in medium and large projects. Moreover, young people, especially in the ICT sector, will secure jobs through the Agency model for eCitizen services.

My Government’s commissioning of 60 technical colleges, with 40 more to come is testament to our belief that not all paths to success pass through university.

A watershed example of this vision is in our restructuring of the National Youth Service into an institution that will drive the youth transformation agenda.  Last year, NYS recruited over 4000 youth; this year, the intake was 20,000; and next year we want to recruit 60,000 and to continue expanding in the coming years.  Involvement in urban gentrification and rejuvenation starting with Kibera where NYS are working with local youth to create hope and opportunity out of hopelessness is a vital part of our programme.

These young people will be provided with vital skills in demand by employers and will also be eligible for enterprise loans.  In return, they have the opportunity to serve our country.

In the past year alone, working with ministries, they have constructed over a thousand small dams and water pans for domestic, agricultural and livestock use in dry areas.  They clean the poorest areas of our cities, and do so with a patriotic zeal that inspires all who see them work.

I want every young Kenyan to know that despite today’s challenges, the future is bright.  Your education, your ability to work hard and be open to the world that is the common gift of Kenya’s diverse cultures, combines to make you one of the most attractive workers in the world.

My Government is working overtime to make sure that we enable your efforts, and those of investors so that they can make maximum use of your abilities.

Fellow Kenyans,

My recent call for volunteer healthcare workers to go and help the West African nations being ravaged by Ebola has been responded to positively by dozens of brave men and women.  I want to honour them for such compassion and generosity.

The more we do to stop the virus spreading at its source, the safer our country and region will be.

These heroic volunteers teach us of the indomitable spirit of our people.  There is also an important lesson in the thousands of deaths from the crisis they are going to combat.  That weak state institutions unable to properly deliver health and security services to all are an invitation to disaster.

It was not always this way in Africa.  We got to this unfortunate result by too willingly adopting development paradigms that have systematically weakened our states for the last thirty years.

No more.  We must refocus our efforts, and those of the entire world, on building effective governments whose services are accessible to all, accountable to all, accountable to all and that have the extra resources to respond to shocks and emergencies.  This is the duty of Government and must not be outsourced to donor-funded entities whose efforts are aimed at relief and not at the comprehensive scale it takes to transform lives or respond to crises.

Having said this, it is important that we acknowledge that the greatest roadblock to effective government is corruption.  Asking for bribes or paying them weakens systems and destroys hope.

The most heroic action you can take as a citizen is to ensure that in all our counties, towns, cities and villages, we denounce all forms of corruption and refuse to participate in this scourge.  My Government is working hard to use technology, better management and transparency to eliminate loopholes used for corruption.

My Fellow Citizens,

I urge you to join me in recognising that our individual aspirations are better realised in a political marketplace whose focus is on development.  Not endless, noisy and unproductive politicking.

My Government is focused in doing everything possible to enable you to develop as an individual and a community.  That is why I express gratitude to a group of heroes who are rarely praised in occasions such as these.

I am talking about the entrepreneurs whose persistence to build and grow a business – whether small or big – requires they overcome many disappointments and take many risks.  Their struggle to pay salaries every month, to open new markets and develop new products is heroic.  It is the prosperity that they create which will allow us to offer the kind of education, health and security we all want for our children.

My Government will do everything in its power to improve services and lower the cost of doing business to assist them to succeed.

Finally, dear Kenyans, I look ahead and see a great destiny waiting for us.  I know we will attain it because I lead a people who count millions of heroes among them, and whose unity will be our shield and torch in the coming days.

Thanks to you all, because you are the heroes of today and the future, and God Bless Kenya.

President Kenyatta Affirms Kenya's commitment to help Ebola stricken nations

President Kenyatta has affirmed his government commitment to send healthcare workers in Ebola ravaged West Africa despite opposition from Health workers representatives.

“My recent call for volunteer healthcare workers to go and help the West African nations being ravaged by Ebola has been responded to positively by dozens of brave men and women.  I want to honour them for such compassion and generosity.” Said the President during the Mashujaa day celebration.

 He said that everything need to be done to stop the virus spreading at its source, so that  the country and the rest of the region can be safer.  

“These heroic volunteers teach us of the indomitable spirit of our people.  There is also an important lesson in the thousands of deaths from the crisis they are going to combat”. Said President.

He added that weak state institutions are unable to properly deliver health and security services to all are an invitation to disaster. 

He lamented that It is not always this way in Africa and its unfortunate that Africa has willingly adopted development paradigms that have systematically weakened our states for the last thirty years. 

“No more.  We must refocus our efforts, and those of the entire world, on building effective governments whose services are accessible to all, accountable to all, accountable to all and that have the extra resources to respond to shocks and emergencies.  This is the duty of Government and must not be outsourced to donor-funded entities whose efforts are aimed at relief and not at the comprehensive scale it takes to transform lives or respond to crises.” He added.

This is a mid recent report that the country is not prepared to handle dreaded Ebola virus. Medics have raised concern over baffling lapses at point of entry and also confession that they would take off if any patient was diagnosed with the virus.

The Kenya Medical Practitioners and Dentists Union (KMPDU) says Kenya is not prepared and warned their members from volunteering unless necessary measures are undertaken.

 KMPDU Chairman, Dr Victor Ng’ani says “We still do not have isolation units and protective gear in most health facilities. Protocols on how to handle Ebola patients are yet to be disseminated.”

Scientific management theory

 Introduction and definition

Scientific management theory (Frederick Winslow Taylor in the 1880s and 1890s) is a theory of management that analyzes and synthesizes workflows and arose from the need to increase productivity when there was short supply at the beginning of the twentieth century. Frederick W Taylor, Henry L Gantt and Frank and Lillian Gilberth stated that the only way to expand  productivity was to raise the efficiency of workers (Sree Rama Rao, 2008).

Today's managers owe Frederick Winslow Taylor a debt for having laid much of the foundation of their profession. Taylor's work is responsible for workplace phenomena such as re-engineering and total quality management. Frederick Winslow Taylor (1856-1915) was an American engineer who made major contributions to the development of organizational theory and practice nd is considered as the father of scientific management. His publication of “The Principles of  Scientific Management” in 1911 was a major milestone in the evolving management theory  (Rose, 1988, Kanigel, 1999).

According to Taylor, work performance affected worker productivity. Taylor’s philosophy focused on the belief that making people work as  hard as they could was not as efficient as optimizing the way the work was done. Further he developed the four principles of scientific management, where he proposed that by

optimizing and simplifying jobs, productivity would increase. He argued that workers and managers needed to cooperate with one another. This changed the way work was previously done.

Before then workers and employers had very little contact and workers were left to produce on their own. There was no standardization and a worker’s main motivator. Taylor believed that all workers were motivated by fair days pay for a fair days pay. This means that workers would work better if they received a better pay.

However, he also claimed that the true mark of scientific management was a “complete mental revolution” on the part of Management and the workers. Taylor espoused collaboration between management and workers in building a larger surplus, instead of quarreling over how to divide the existing profit pie. Along with Henry Ford, he became a personification of American efficiency and industrial might. 

Formation and the development of the theory.

Although born to a wealthy family, Taylor began his work life when he signed on as an apprentice (trainee) at a small Philadelphia pump works. Four years later, at a plant in Midvale, he developed the basic elements of what later came to be known as scientific management the breakdown of work tasks into constituent elements, the timing of each element based on repeated stopwatch studies, the  fixing of piece rate compensation based on those studies, the standardization of work tasks on detailed instruction cards, and generally, the systematic consolidation of the shop floor's brain work in a planning department (Taylor F.W., 1911).

Frederick’s Scientific Management theory was presented to achieve this principal objective, by

eliminating waste and inefficiency. He believed that through methodical study and scientific

principles it w0as possible to establish the one-best-way of carrying out a  task or job, with the

focus being on the design and analysis of individual tasks, and once this method of work had

been established it had to be adhered to consistently, as opposed to the rule-of-thumb approaches

adopted by many managers at that time which the scientific management theory was advanced

from.

A rule of thumb is a general guidepost for determining behavior, or a rule that allows a person to

make a quick mathematical calculation or remember a formula. It exists to recall something else,

whether general or scientific in nature (Sharon Fenick, 1996).

The key elements in developing the ‘one-best-way’ being, firstly it is the accumulation of

knowledge about work tasks and then the creation of a set of basic rules and practices or the

development of a ‘science’, for each element  of a man’s work by simplifying the work and

breaking down the task into smaller tasks, which replaces the old rule-of-thumb method. “In the

past man has been first; in the future the system must be first,” (Taylor F.W. 1911). Secondly to

select, and then train, teach and develop workman, whereas in the past workman chose his own

work, trained himself as best  he could. Thirdly, management  cooperates with the workmen to

ensure all the work being done in accordance with the principles of the ‘science’, which has been

developed. Fourthly, segregation of the ‘work’ and ‘responsibility’ between the ‘workmen’ and the ‘management’, the management takes over all work for which they are better fitted than the

workmen. With this, maximum output is achieved instead of restricted output and the

development of each man to his greatest efficiency, higher wages and prosperity.

Taylor was concerned by what he saw as considerable inefficiency in the typical workplace of

his era. He posed the question: "What is the cause of this inefficiency?" He was curious about

why workers were often to be seen slacking. He concluded that some slacking is natural -- that

all persons have a natural inclination to take it easy.

Workers also tend to see their relationship with management as a fundamental conflict of

interest. If managers discover that work can be done faster, then piece rates tend to be reduced.

In essence, a worker's attempts to earn more money by increasing his/her own output is self-

defeating: The piece rate will be reduced, and then the worker and everybody else will have to

work harder just to stay in place.

Further, he concluded that there is systematic slacking where the working group controls output

through the enforcement of norms. Workers who don't adhere to group norms can expect

ostracism if not physical abuse. Workers, according to Taylor, thus evolve rational ways of

promoting their own (not the company's) best interests.

From his observations, management must also carry a large part of the blame. Too often, he

argues, they lack information about worker abilities. For example, they have rarely studies the

work itself to determine how long it takes to do  tasks. Managers engage in guess-work that is

frequently inaccurate. When management discovers that a job is too easy (that the worker

completes it too quickly) they often unilaterally/autocratically alter the times required to

complete the task. Not surprisingly, workers then collude to deceive management in order to

ensure maximum rewards for minimum effort (Taylor 1911).

Taylor's conceptualization is clearly a function of the era in which he lived in work. The early

industrial factory mixed the dynamism of new industrial technologies with the backwardness of

the medieval guild. Capital and labor were seen to be separated by a fault line of irresolvable20,

zero-sum conflict --  Management knew it was being cheated but couldn't prove it, while workers

knew that management was trying to cheat them. Frederick Taylor lived this conflict as an

apprentice and, later, resolved to do something about it. Taylor recognized that knowledge is power. Management had to understand what was happening

on the factory floor. Thus, the starting point of scientific management, according to Taylor, was

"the deliberate gathering in on the part of those on the management's side of all of the great mass

of traditional knowledge, which in the past has been in the heads of the workmen, and in the

physical skill and knack of the workmen, which he has acquired through years of experience."

Through his notorious time studies Taylor allowed those who ran the business to pierce the veil

of shop practice secrecy.

Taylor’s scheme was rational. Perhaps it was too rational. There was no place in Scientific

Management for workers as human beings. Essentially, Taylor saw the worker as but one

element in a work and work control system -- the worker was to do the work and the

management was to exercise control. For Taylor, the relationship between the worker and the

company was a straightforward economic transaction: pay in return for work performed. Factors

such as meaning, a sense of identity, or  empowerment were not part of Taylor’s

conceptualization. His models are based on assumptions about a "typical, economically

motivated" worker (Taylor 1911).

Brief history of the theory

In 1911, in America, F.W. Taylor published  his famous book, Principles of Scientific

Management, in which new principles of industrial organization are suggested and the

advantages of an extreme division of labour and mechanization are stressed. Taylor’s theory of

scientific management played a very important role in shaping the early twentieth century

factory system, both in America and in Europe. It produced an efficiency ‘mode’, which spread

throughout Europe before the First World War (Alfred Marshall, 1919).

According to Stephen Waring (1991), most business management theory descends from either

Frederick Taylor's bureaucratic theory of scientific management or Elton Mayo's corporatist idea

of human relations.

Frederick Taylor believed that decisions are based upon tradition and rules of thumb should be

replaced by precise procedures developed after  careful study of an individual at work. Its

application is contingent on a high level of managerial control over employee work practices. As its name suggests, scientific management theory was invented at a time when scientific to a

process was still novel or fresh enough to count as its own thing. Fundamentally, it’s a system

for exploiting your manpower to its maximum  potential and streamlining your production to

improve efficiency. It aims to bring to bear logic, rationalism, and other basic scientific values to

the world of business management by carefully analyzing production methods and standardizing

an ideal. 

The theory aims to get the most out of your workforce and reduce the general cost of labor. To

do so it puts into place systems that have been optimized and methods that can be followed by

anyone. Hence the theory states you can get the same results from unskilled labor, and pay them

less.

Scientific management theory tends to improve business efficiency in the short term. By

applying rigorous methods to production, it emphasizes results and disgusts anything done for its

own sake. Entrenched managers with a lifestyle  to maintain, workers who would prefer to idle

the day away, and production codes that waste resources are all disdainful to this view. Often this

can mean quick boosts in earning potential for the owners and managers. 

Frederick W Taylor’s basic principles (Sree Rama Rao , 2008)

The benefits of scientific management lie within its ability to coordinate a mutual relationship

between employers and workers. His treatise (thesis) records for posterity his four principles of

scientific management include:

1.  Scientific job analysis. Replace working by “rule of thumb” or simple habit and common

sense and instead use the scientific method to study work and determine the most

efficient way to perform specific tasks.

2.  Management cooperation. Rather than simply assign workers to just any job, match

workers to their jobs based on capability and motivation, and train them to work at

maximum efficiency.

3.  Functional supervising. Monitor worker performance, and provide instructions and

supervision to ensure that they’re using the most efficient ways of working. 4.  Selection of personnel. Allocate the work between managers and workers so that the

managers spend their time planning and training allowing the workers to perform their

tasks efficiently.

Taylor contended that the success of these principles required a complete mental revolution on

the part of management and labor. Rather than quarrel over profits, both sides should try to

increase production; by so doing  he believed profits would to such an extent that labor and

management would no longer have to fight over them. In short Taylor believed that management

and labor had a common interest in increasing productivity.

Taylor based his management  system on production-line time studies. Instead of relying on

traditional work methods, he analyzed and timed steel workers’ movements on a series of jobs.

Using time study as his base, he broke each job down into components and designed the quickest

and best methods of performing each component. In this way he established how much workers

should be able to do with the equipments and materials at and. He also encouraged employers to

pay more productive workers at a higher rate than others using a ‘scientifically correct rate’ that

would benefit both company and worker. Thus, workers were urged to surpass their previous

performance standards to earn more pay. Taylor called his plan the differential rate system.

Frederick W. Taylor’s assumptions 

Frederick assumptions in his scheme of things stated that workers would receive extraordinary

increases in wages in return for extraordinary increases in output. Thus, Taylor argued that the

unit costs would decrease significantly, making possible reduced prices and increased profits. It

was a positive move for higher wages, higher profits, and lower prices (Rose, 1988).

In addition Taylor made basic assumptions that were crucial to his theory of scientific

management (Friesen Group, 2010). They include:

1.  Unlike management, workers are of limited intelligence, innately idle, and driven by a

need for immediate gratification. 

2.  The presence of a capitalist system and a money economy, where companies in a free

market have as their main objective the improvement of efficiency and the maximization

of profit  3.  The Protestant work ethic, that assumes people will work hard and behave rationally to

maximize their own income, putting the perceived requirements of their organization

before their own personal objectives and goals 

4.  That an increased size is desirable in order  to obtain the advantages of the division of

labour and specialization of tasks 

Importance of scientific management theory

Scientific management is essential for any type of business these days. It aims at introducing new

and improved methods of production and removal of wastage and inefficiency in undertaking the

production activities. 

1.)  Increase in productivity. Aims at introducing new and improved methods of production

and removal of wastage and inefficiency in undertaking the production activities.

2.)   Increase in efficiency in quality and  quantity. Aims at introducing new and improved

methods of production and removal of wastage and inefficiency in undertaking the

production activities.

3.) Easy to keep track records of total  production, individual production and other

information’s in tabulated or calculated manner.

4.)  Improves relationship between employees, employers or other management authorities by

creating a friendly environment.

5.) Provides a formal environment and opportunity to improve social networking.

6.) Decrease in working hours which led to decrease in stress and improves efficiency.

7.) Providing opportunity to earn more for every individual in  form of incentives, referral

bonuses, and other bonuses.

8.) Decrease in rate of depletion of resources or reduces the wastage of resources.

9.) Profit margin at every turn over of a company also increases.

10.)  Employee satisfaction rate of a company also increases.

Critiques of taylorism

Taylorism promotes the idea that there is one right way to do something .As such, it is at odds

with current approaches such as MBO (Management By Objectives), Continuous Improvement

initiatives among others. These promote individual responsibility and seek to push decision making through all levels of the organization. The idea here is that workers are given as much

autonomy as practically possible, so that they can use the most appropriate approaches for the

situation at hand.

Teamwork is another area where this theory differs with modern practice, Taylorism breaks tasks

down into tiny steps and focuses on how each person can do his or her specific series of steps

best. Modern methodologies prefer to examine work systems more hectically in order to evaluate

efficiency and maximize productivity. The extreme specialization that Taylorism advocates for 

is contrary to modern ideals of how to provide a motivating and satisfying work place.

Where Taylorism separates manual from mental work, modern productivity enhancement

practices seek to incorporate workers ideas, experience and knowledge into best practice

.Scientific management in its pure form focuses  too much on the mechanics, and fails to value

the people side of work, whereby motivation and workplace satisfaction are key elements in an

efficient and productive organization.

Objectives of scientific management theory

1.  To revolutionalize the whole process of marketing

2.  To help increase the levels of profit by ensuring highest degree of customer service.

3.  To help labourers in overcoming problems and organization difficulties.

4.  To give a positive effect of new scientific techniques in production.

5.  To help alleviate mental, physical and technical issues of workers.

Taylor concluded that certain people could work more efficiently than others through a research

he conducted often called the shovel experimental design. These people were the people whom

managers should seek to hire where possible. Therefore, selecting the right people for the job

was another important part of workplace efficiency.

Taking from what he learnt from these workplace experiments, he developed four principles of

scientific management. These are: The rule of  the thumb which involves the use of scientific

methods to study work and determine the most efficient way to perform specific tasks, matching workers to their jobs based on capability and motivation and training them to work at maximum

efficiency and lastly monitoring worker performance and allocating the work between managers

and workers.

Conclusion

The data from these early examples suggest that first-line supervisors lost much of their authority

to higher-level managers and their staffs, the proportion of the work day devoted to production

increased as delays were eliminated, fewer decisions depended on personal judgments, biases,

and subjective evaluations, individual jobs were more carefully de-fined and some workers

exercised less discretion, in most cases earnings rose, but there were enough exceptions to blur

the effect, the level of skill required in production did not change, though the most highly skilled

employees, like foremen, lost some of their de facto managerial functions, and  some unskilled

jobs disappeared as improved scheduling and accounting reduced the need for labourers.

Though the initial impact of scientific management would have seemed surprisingly modest to a

contemporary reader of The Principles, in retrospect it is clear  that Taylor and  his associates

provided a forecast and a blueprint for changes  that would occur in most large industrial

organizations over the next many years to com.

 References

Aitken, Hugh G. J. Taylorism at Watertown Arsenal: Scientific Management in Action, 1908–

1915. Cambridge, Mass.: Harvard University Press, 1960. Case study of famous incident at the

height of Taylor's career.

Kanigel, Robert. The One Best Way: Frederick W. Taylor and the Enigma of Efficiency. New

York: Viking, 1997. A readable, comprehensive biography.

Nadworthy, Milton J. Scientific Management and the Unions, 1900– 1932. Cambridge, Mass.:

Harvard University Press, 1955. Traces the great controversy of Taylor's later years.

Nelson, Daniel. Frederick W. Taylor and the  Rise of Scientific Management. Madison:

University of Wisconsin Press, 1980. Taylor's career as a manager and a theorist.

A Mental Revolution: Scientific Management since Taylor. Columbus: Ohio State University

Press, 1992. The evolution of scientific management after 1915.

Schachter, Hindy Lauer. Frederick Taylor  and the Public Administration Community: A

Reevaluation. Albany: State University of New York Press, 1989. Scientific management and

government administration.

Taylor, Frederick W. Scientific Management. New York: Harper, 1947. A collection of Taylor's

major publications.