Business StudiesCBSE Class 12 · Principles of Management

Techniques of Scientific Management: Taylor's Seven Tools (Class 12)

Updated 15 October 2026 · Fact-checked

F.W. Taylor's techniques of scientific management are functional foremanship, standardisation and simplification of work, method study, motion study, time study, fatigue study and the differential piece wage system. Each applies scientific study to one part of shop-floor work to find the best, cheapest and fastest way of doing it.

Each of Taylor's seven techniques studies one part of shop-floor work scientifically to find the one best way to do the job.

Illustration drawn for QuestionBuddy.

Understand Taylor's Techniques of Scientific Management

Background. Frederick Winslow Taylor (1856-1915), the father of scientific management, believed that there is one best way to do every job and that it can be found by scientific study rather than by rule of thumb. His principles (science not rule of thumb, harmony not discord, cooperation not individualism, development of each person) are put into practice through seven techniques. Board cases describe a technique and ask you to identify it, so learn the purpose and the cue for each.

1. Functional foremanship. Taylor separated planning from execution on the shop floor. Under the factory manager are a planning in-charge and a production in-charge, each with four specialist foremen:

Planning in-charge: instruction card clerk (drafts instructions), route clerk (specifies the route of production), time and cost clerk (prepares time and cost sheets), disciplinarian (ensures discipline).
Production in-charge: speed boss (timely and accurate completion), gang boss (keeps machines, tools and workers ready), repair boss (keeps machines in working order), inspector (checks quality).

Each worker thus receives orders from eight specialists. It extends division of work to the shop floor but violates unity of command. *Cue*: 'one person checks quality, another sees that machines are repaired, another keeps the pace'.

2. Standardisation and simplification of work.

Standardisation sets benchmarks for every activity: process, raw material, time, product, machinery, methods and working conditions. *Purpose*: uniform quality, interchangeability, fixed output standards.
Simplification eliminates unnecessary diversity of products: needless varieties, sizes and dimensions. *Purpose*: savings in labour, machines and tools, lower inventory, fuller use of equipment, higher turnover. *Cue*: 'reduced its range of 40 bottle sizes to 6'.

3. Method study. Finds the one best way of doing a job, from procuring raw materials to delivering the finished product, to minimise cost and maximise quality and satisfaction. *Cue*: 'studied the whole process and redesigned the sequence of operations'.

4. Motion study. Studies the movements (lifting, placing, sitting, changing positions) involved in a job and eliminates unnecessary motions. Motions are productive, incidental or unproductive; the last are removed. *Cue*: 'filmed workers and removed needless bending and reaching'.

5. Time study. Fixes the standard time for a well-defined job, by timing it several times and taking the average. It is used to decide the number of workers, frame incentive schemes and fix labour costs. *Cue*: 'found that packing a box takes 4 minutes on average'.

6. Fatigue study. Determines the amount and frequency of rest intervals so workers regain stamina; fatigue lowers efficiency and raises accidents. *Cue*: 'introduced a 10-minute break every two hours'.

7. Differential piece wage system. Two piece rates: a higher rate for workers who meet or exceed the standard output and a lower rate for those below it. The difference motivates below-standard workers to improve. *Example*: standard 20 units a day, Rs 30 per unit at or above standard, Rs 25 below. A worker making 22 units earns $22 \times 30 =$ Rs 660; one making 18 earns $18 \times 25 =$ Rs 450. By reaching 20 units, the second worker would earn Rs 600, which is Rs 150 more for only 2 more units.

Order of the studies. Method study (the best way) → motion study (best movements within it) → time study (standard time for the job) → fatigue study (rests needed) → differential wages (reward for meeting the standard). Time study and fatigue study together fix a fair day's work.

Taylor's Techniques of Scientific Management: key facts

Seven techniques: Functional foremanship; standardisation and simplification; method study; motion study; time study; fatigue study; differential piece wage system; Mnemonic: 'Foremen Stand, Move, Time, Tire, Pay'.
Functional foremanship: 8 bosses: Planning: instruction card clerk, route clerk, time and cost clerk, disciplinarian; Production: speed boss, gang boss, repair boss, inspector; Separates planning from execution; violates unity of command.
Standardisation versus simplification: Standardisation sets benchmarks for every activity; simplification removes unnecessary varieties, sizes and dimensions; Both reduce cost.
Method, motion, time, fatigue: Best way of the whole job; remove needless movements; standard time per job; rest intervals; Learn the purpose of each.
Differential piece wage: Output at or above standard units made × higher rate
Output below standard units made × lower rate
Result daily wage; Rewards efficient workers, motivates the rest.
Uses of time study: Number of workers, incentive schemes, labour cost; Three uses named by NCERT.

Output at or above standard	units made × higher rate
Output below standard	units made × lower rate
Result	daily wage

How to answer Taylor's Techniques of Scientific Management questions

Typical items: 1-mark identification of a technique, 3- or 4-mark cases on functional foremanship or the studies, and 6-mark 'explain the techniques'. A short calculation on differential wages may appear inside a case.

1Find the purpose in the case: specialist bosses, benchmarks, fewer varieties, best way, movements, standard time, rest, or pay rates.
2Name the technique in NCERT's words.
3Quote the line from the case.
4Explain the technique's purpose in one or two lines.
5For differential wages, multiply units by the higher rate if output is at or above standard, otherwise by the lower rate, and state the difference.

Taylor's Techniques of Scientific Management in real life

The idea, met in an everyday situation. Answer the question in your own words, then compare with the model answer. The one-line hook is what to remember.

Differential piece wage system

Suppose a tailoring unit sets a standard of 8 shirts a day, paying Rs 60 per shirt to those who meet it and Rs 45 per shirt to those who do not. Ravi stitches 9 shirts and Anil stitches 7.

Find each tailor's daily wage and explain how the system motivates Anil.

Try it first, then show the solutionSolution

Ravi meets the standard: $9 \times 60 =$ Rs 540.
Anil is below the standard: $7 \times 45 =$ Rs 315.
The gap of Rs 225 for just 2 shirts gives Anil a strong reason to improve.

Answer: Ravi Rs 540, Anil Rs 315; the large difference motivates Anil to reach the standard.

Memory hook: Cross the standard line and every unit pays more.

Motion study

Imagine a supermarket cashier who has to turn around to reach the bag shelf after scanning every item.

Which technique would remove this waste?

Try it first, then show the solutionSolution

The turning movement is unproductive.
Motion study identifies and removes unnecessary movements.
Placing bags within arm's reach removes it.

Answer: Motion study: it studies movements in a job and eliminates the unproductive ones, here by moving the bags within reach.

Memory hook: Every needless twist is a wasted second.

Tricks to remember Taylor's Techniques of Scientific Management

Short memory aids. Say each one aloud once, then use it on a question the same day.

Foremen Stand, Move, Time, Tire, Pay
Functional foremanship; Standardisation and simplification; Method and Motion study; Time study; Fatigue (tire) study; Pay (differential piece wages).
Use it when: All seven techniques.
I-R-T-D and S-G-R-I
Planning side: Instruction card clerk, Route clerk, Time and cost clerk, Disciplinarian. Production side: Speed boss, Gang boss, Repair boss, Inspector.
Use it when: The eight foremen.
Way, moves, minutes, breaks
Method = best way; motion = moves; time = minutes; fatigue = breaks.
Use it when: Telling the four studies apart.

Taylor's Techniques of Scientific Management: solved examples

Ordered from board level to HOTS. Try each one before you open the solution.

Example 1: Identify the technique · 1 mark · MCQBoard level

'Kavya Ceramics' reduced the number of cup designs it makes from 35 to 8, keeping only those customers actually buy. Which technique is this?
(a) Standardisation
(b) Simplification
(c) Method study
(d) Time study

Try it first, then show the solutionSolution

Eliminating unnecessary varieties of products is simplification (1 mark).

Answer: (b) Simplification

Example 2: Functional foremanship explained · 4 marks · Short answerBoard level

Explain functional foremanship. Which of Fayol's principles does it violate? (4 marks)

Try it first, then show the solutionSolution

Separates planning from execution; factory manager over planning and production in-charges (1 mark).
Four planning foremen named (1 mark).
Four production foremen named (1 mark).
Each worker has eight bosses, which violates unity of command (1 mark).

Answer: Functional foremanship extends division of work to the shop floor by separating planning from execution. Under the factory manager, the planning in-charge has the instruction card clerk, route clerk, time and cost clerk and disciplinarian; the production in-charge has the speed boss, gang boss, repair boss and inspector. Each specialist gives orders in their own area, so a worker receives orders from eight bosses. This violates Fayol's principle of unity of command.

Example 3: Differential wages calculation · 3 marks · Short answerHarder board level

In 'Diya Lamps', the standard output is 20 lamps a day. Workers producing 20 or more get Rs 30 per lamp; those producing fewer get Rs 25 per lamp. Meena makes 22 lamps and Gopal 18. Calculate their wages and explain how the technique helps the firm. (3 marks)

Try it first, then show the solutionSolution

Meena: $22 \times 30 =$ Rs 660 (1 mark).
Gopal: $18 \times 25 =$ Rs 450; at standard he would earn $20 \times 30 =$ Rs 600 (1 mark).
The difference rewards efficient workers and motivates inefficient ones to reach the standard (1 mark).

Answer: Meena earns Rs 660 and Gopal Rs 450, a difference of Rs 210. If Gopal made just 2 more lamps he would earn Rs 600, Rs 150 more. The differential piece wage system rewards efficient workers and motivates below-standard workers to improve, raising the firm's output.

Example 4: Two studies from one case · 4 marks · Short answerHarder board level

At 'Anand Dairy', an expert timed the filling of 1-litre milk pouches many times and fixed 3 seconds as the standard. He also found that workers needed a 10-minute break every 90 minutes to keep their speed. Identify the two techniques and state one use of the first. (4 marks)

Try it first, then show the solutionSolution

'timed ... many times and fixed 3 seconds as the standard': time study (1 + ½ marks).
'a 10-minute break every 90 minutes': fatigue study (1 + ½ marks).
A use of time study: deciding the number of workers, framing incentives, or fixing labour cost (1 mark).

Answer: (1) Time study: it fixes the standard time for a well-defined job by timing it several times. It is used to decide the number of workers needed, frame incentive schemes and fix labour costs. (2) Fatigue study: it determines the amount and frequency of rest intervals so that workers regain stamina and keep their efficiency.

Example 5: Method study versus motion study · 4 marks · Short answerHOTS / competency

'Rasoi Express', a cloud kitchen, first redesigned its whole order-to-delivery process (where ingredients are stored, the sequence of cooking and packing) and then filmed its cooks to remove needless reaching and bending. Identify the two techniques and explain the difference between them. (4 marks)

Try it first, then show the solutionSolution

Redesigning the whole process: method study (1 mark).
Removing needless reaching and bending: motion study (1 mark).
Difference: method study covers the whole job from raw material to delivery to find the one best way; motion study looks at the movements within a task and removes unproductive ones (2 marks).

Answer: (1) Method study: finding the one best way of doing the whole job, from storing ingredients to packing the delivery, to minimise cost and maximise quality. (2) Motion study: studying the movements involved in a task and removing unnecessary ones. Method study looks at the complete process; motion study looks at the body movements within one part of it.

Example 6: Case study: a shoe factory · 4 marks · Case-basedHOTS / competency

Suppose 'Pathik Footwear' (i) fixed benchmarks for leather quality, stitching method and working conditions in every unit, (ii) appointed separate persons to see that work is done on time, that machines are repaired, and that quality is checked, (iii) found the standard time to finish one pair, and (iv) paid Rs 40 per pair to workers making at least 15 pairs a day and Rs 32 per pair to others.
Identify the technique in each of (i) to (iv). (4 marks)

Try it first, then show the solutionSolution

(i) Standardisation of work (1 mark).
(ii) Functional foremanship: speed boss, repair boss, inspector (1 mark).
(iii) Time study (1 mark).
(iv) Differential piece wage system (1 mark).

Answer: (i) Standardisation of work. (ii) Functional foremanship (speed boss, repair boss and inspector). (iii) Time study. (iv) Differential piece wage system.

Where students lose marks in Taylor's Techniques of Scientific Management

The slips examiners see most often, and what to write instead.

Mistake: Confusing standardisation with simplification
Both reduce cost, but one sets benchmarks and the other cuts varieties.
Wrong working
Reducing 35 designs to 8 is standardisation.
Right working
Reducing designs is simplification; fixing benchmarks for quality and methods is standardisation.
Do this: Fewer varieties = simplification.
Usually costs: 1 mark.
Mistake: Mixing up the four studies
Method, motion, time and fatigue study sound similar.
Wrong working
Fixing the standard time for a job is motion study.
Right working
That is time study; motion study removes needless movements.
Do this: Way, moves, minutes, breaks.
Usually costs: 1 mark each.
Mistake: Wrong names of the foremen
The eight names are specific.
Wrong working
Quality boss, time boss.
Right working
Inspector; time and cost clerk.
Do this: Learn I-R-T-D and S-G-R-I.
Usually costs: ½ mark per name.
Mistake: Applying the higher rate to all workers
Only workers at or above standard get the higher rate.
Wrong working
Gopal (18 units): $18 \times 30 =$ Rs 540.
Right working
Below standard: $18 \times 25 =$ Rs 450.
Do this: Check output against the standard first.
Usually costs: 1 mark.

Exam tips

Techniques of scientific management were a 6-mark question in the 2023-24 sample paper (Q31(a)) and a 4-mark question (method study; standardisation and simplification) in the 2026 board paper 66/5/1 (Q25(b)); functional foremanship was a 4-mark question in the 2025-26 sample paper (Q29).
Name the technique exactly as NCERT does: 'standardisation and simplification of work', 'differential piece wage system'.
In functional foremanship answers, draw the two-column chart if time allows; it earns the names quickly.
Remember the link to Fayol: functional foremanship violates unity of command.
For differential wages, show both multiplications and the difference.

Practice questions on Taylor's Techniques of Scientific Management

Write each answer on paper first. Open the hint only if you are stuck, and the answer only when you have finished.

Q1 · 1 mark · MCQBoard level
Which technique of scientific management determines the amount and frequency of rest intervals?
(a) Time study
(b) Motion study
(c) Fatigue study
(d) Method study
Hint
Rest and stamina.
Answer
(c) Fatigue study.
Q2 · 3 marks · Short answerBoard level
Explain standardisation and simplification of work, stating one objective of each. (3 marks)
Hint
Benchmarks versus fewer varieties.
Answer
Standardisation is setting benchmarks for every business activity: process, raw material, time, product, machinery, methods and working conditions; one objective is uniform quality and interchangeability of parts. Simplification is eliminating unnecessary diversity of products (varieties, sizes, dimensions); one objective is saving labour, machines and tools and reducing inventory.
Q3 · 1 mark · Assertion-reasonHarder board level
Assertion (A): Time study helps a firm fix labour costs.
Reason (R): Time study determines the standard time taken to perform a well-defined job.
(a) Both A and R are true and R is the correct explanation of A.
(b) Both A and R are true but R is not the correct explanation of A.
(c) A is true but R is false.
(d) A is false but R is true.
Hint
Standard time leads to labour cost.
Answer
(a) Both true; knowing the standard time per job is what allows labour cost to be fixed.
Q4 · 3 marks · Short answerHarder board level
In 'Navya Printers', one person decides the route each job takes through the presses, another prepares cost sheets, and another drafts written instructions for workers. Identify the technique and name the three specialists. (3 marks)
Hint
Planning in-charge's team.
Answer
Functional foremanship (planning side). The specialists are the route clerk (route of production), the time and cost clerk (time and cost sheets) and the instruction card clerk (instructions for workers).
Q5 · 4 marks · Short answerHarder board level
Explain any four techniques of scientific management. (4 marks)
Hint
Purpose of each in one line.
Answer
Any four, one mark each: functional foremanship (planning separated from execution, eight specialist foremen); standardisation and simplification (benchmarks; fewer varieties); method study (one best way of doing the whole job); motion study (removing unnecessary movements); time study (standard time for a job); fatigue study (rest intervals); differential piece wage system (higher rate for meeting standard output).
Q6 · 4 marks · Short answerHarder board level
Explain the differential piece wage system with an example of your own, and state one criticism of it. (4 marks)
Hint
Two rates around a standard.
Answer
Workers who meet or exceed the standard output are paid a higher rate per unit, and those below it a lower rate. Example: standard 10 files a day, Rs 20 per file at or above standard, Rs 15 below; a worker who completes 11 files earns Rs 220, one who completes 9 earns Rs 135. It rewards efficiency and motivates slower workers. Criticism: it can push workers to rush, harming quality or health, and is unfair if the standard is set too high.
Q7 · 3 marks · Short answerHOTS / competency
In a factory, the standard output is 12 units a day; workers get Rs 50 per unit at or above standard and Rs 40 per unit below. A worker makes 11 units. How much more would one extra unit earn her, and what does this show about the system? (3 marks)
Hint
Compare 11 units at the lower rate with 12 at the higher.
Answer
At 11 units: $11 \times 40 =$ Rs 440. At 12 units: $12 \times 50 =$ Rs 600. One extra unit earns Rs 160 more. The jump at the standard shows how strongly the system motivates workers just below the standard to reach it.

Test your recall

Answer in your head or on paper first, then open the card. Pulling an answer out of memory makes it stick far better than re-reading.

1.Who is the father of scientific management?Show answer
F.W. Taylor.
2.Name the four foremen under the production in-charge.Show answer
Speed boss, gang boss, repair boss, inspector.
3.Which technique finds the one best way of doing a job?Show answer
Method study.
4.Give the three uses of time study.Show answer
Number of workers, incentive schemes, labour cost.
5.Standard 20 units, Rs 30 at/above, Rs 25 below. Wage for 18 units?Show answer
$18 \times 25 =$ Rs 450.
6.Which Fayol principle does functional foremanship violate?Show answer
Unity of command.

Taylor's Techniques of Scientific Management: frequently asked questions

What are the techniques of scientific management?

Functional foremanship, standardisation and simplification of work, method study, motion study, time study, fatigue study and the differential piece wage system.

What is functional foremanship?

A technique that separates planning from execution. Under the factory manager, four planning specialists and four production specialists each supervise one function, so a worker gets orders from eight foremen.

What is the difference between time study and motion study?

Time study fixes the standard time for a job. Motion study studies the movements in the job and removes unnecessary ones. Motion study improves how the job is done; time study measures how long it should take.

How does the differential piece wage system work?

Workers who reach the standard output get a higher rate per unit and those below it a lower rate, so the efficient earn much more and the others are motivated to improve.