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Principles of Management — Business Studies STD 12 Commerce — Question

CBSE BoardEnglish MediumSTD 12 CommerceBusiness StudiesPrinciples of Management4 Marks
Question
Discuss the following techniques of scientific work study:
  1. Time Study.
  2. Motion Study.
  3. Fatigue Study.
  4. Method Study.
✓

Answer

  1. Time Study: It refers to determine the standard time required to complete a particular activity. The standard time is determined on the basis of average time taken by the several experiences of the same work. This study is conducted with the help of a stop watch. The main objective of the study is to get the estimated figure of labour costs, to determine the number of required workers and to decide about the suitable incentive plan.
  2. Motion Study: It refers to conduct the study of motions being performed by workers and machines while doing the job. The movie camera is used to conduct this study. The main objective of this study is to eliminate the unnecessary motions and keep the number of necessary activities at the minimum. For example, during an experiment it was found that while laying a brick, a mason wasconducting 18 different activities, but after eliminating the unnecessary activities the numberof activities could be reduced to 5, and in certain cases even down to 2 activities.
  3. Fatigue Study: It refers to determine the duration and frequency of rest intervals to complete a particular job. The rest refreshes the workers. They work again with their full capacity. The main objective of this study is to maintain the efficiency level of workers. There may be so many causes of fatigue, such as, long working hours, poor working conditions, unsuitable work, unhappy relations with the boss, etc.
  4. Method Study: It refers to identify the most suitable way to do a particular activity. To conduct this study, process chart and operation research techniques are used. The main objective of this study is to minimise the cost of production and maximise the quality and level of consumer satisfaction.

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