Scientific management


Scientific management is a theory of management that analyzes and synthesizes workflows Its main objective is improving economic efficiency, especially labor productivity It was one of the earliest attempts to apply science to the engineering of processes and to management One early approach to scientific management is known as Taylorism after its founder1

Its development began in the United States with Frederick Winslow Taylor in the 1880s and '90s within the manufacturing industries Its peak of influence came in the 1910s;2 by the 1920s, it was still influential but had entered into competition and syncretism with opposing or complementary ideas

Although scientific management as a distinct theory or school of thought was obsolete by the 1930s, most of its themes are still important parts of industrial engineering and management today These include analysis; synthesis; logic; rationality; empiricism; work ethic; efficiency and elimination of waste; standardization of best practices; disdain for tradition preserved merely for its own sake or to protect the social status of particular workers with particular skill sets; the transformation of craft production into mass production; and knowledge transfer between workers and from workers into tools, processes, and documentation

Contents

  • 1 Pursuit of economic efficiency
  • 2 Soldiering
  • 3 Relationship to mechanization and automation
  • 4 Impact
    • 41 Market economies
      • 411 Taylor's view of workers
      • 412 Taylorism, anomie, and unions
      • 413 Taylor's implementations
      • 414 Early decades: Making jobs unpleasant
      • 415 Later decades: Making jobs disappear
      • 416 Relationship to Fordism
    • 42 Planned economies
      • 421 Soviet Union
      • 422 East Germany
  • 5 Responses and reactions to Taylorism
  • 6 Legacy
  • 7 See also
  • 8 Notes
  • 9 References
  • 10 Further reading
  • 11 External links

Pursuit of economic efficiencyedit

While the terms "scientific management" and "Taylorism" are commonly treated as synonymous, the work of Frederick Taylor marks only the first form of scientific management, followed by other approaches; thus in today's management theory, Taylorism is sometimes called, or considered a subset of, the classical perspective on scientific management Taylor's own names for his approach initially included "shop management" and "process management" When Louis Brandeis popularized the term "scientific management" in 1910,3 Taylor recognized it as another good name for the concept, and adopted it in his 1911 monograph

Taylor rejected the notion, which was universal in his day and still held today, that the trades, including manufacturing, were resistant to analysis and could only be performed by craft production methods In the course of his empirical studies, Taylor examined various kinds of manual labor For example, most bulk materials handling was manual at the time; material handling equipment as we know it today was mostly not developed yet He looked at shoveling in the unloading of railroad cars full of ore; lifting and carrying in the moving of iron pigs at steel mills; the manual inspection of bearing balls; and others He discovered many concepts that were not widely accepted at the time For example, by observing workers, he decided that labor should include rest breaks so that the worker has time to recover from fatigue, either physical as in shoveling or lifting or mental as in the ball inspection case Workers were allowed to take more rests during work, and productivity increased as a result4

Flourishing in the late 19th and early 20th century, scientific management built on earlier pursuits of economic efficiency While it was prefigured in the folk wisdom of thrift, it favored empirical methods to determine efficient procedures rather than perpetuating established traditions Thus it was followed by a profusion of successors in applied science, including time and motion study, the Efficiency Movement which was a broader cultural echo of scientific management's impact on business managers specifically, Fordism, operations management, operations research, industrial engineering, management science, manufacturing engineering, logistics, business process management, business process reengineering, lean manufacturing, and Six Sigma There is a fluid continuum linking scientific management with the later fields, and the different approaches often display a high degree of compatibility

Subsequent forms of scientific management were articulated by Taylor's disciples, such as Henry Gantt; other engineers and managers, such as Benjamin S Graham; and other theorists, such as Max Weber Taylor's work also contrasts with other efforts, including those of Henri Fayol and those of Frank Gilbreth, Sr and Lillian Moller Gilbreth whose views originally shared much with Taylor's but later diverged in response to Taylorism's inadequate handling of human relations

Taylorism, in its strict sense, became obsolete by the 1930s, and by the 1960s the term "scientific management" was no longer favored in contemporaneous management theory However, called by other names, many aspects of scientific management have persisted in later management theories In blending art, academic science, and applied science, modern management practice includes Taylorism as one of its ancestors The process of improving on Taylorism's view of human resources began as soon as Taylor's works had been published as evidenced by, for example, James Hartness's motivation to publish his Human Factor in 1912,5 or the Gilbreths' work, and each subsequent decade brought further evolution

In management literature today, the term "scientific management" mostly refers to the work of Taylor and his disciples "classical", implying "no longer current, but still respected for its seminal value" in contrast to newer, improved iterations of efficiency-seeking methodsTaylorism is often mentioned along with Fordism, because it was closely associated with mass production methods in factories, which was its earliest application Today, task-oriented optimization of work tasks is nearly ubiquitous in industry

Soldieringedit

Scientific management requires a high level of managerial control over employee work practices and entails a higher ratio of managerial workers to laborers than previous management methods Such detail-oriented management may cause friction between workers and managers

Taylor observed that some workers were more talented than others, and that even smart ones were often unmotivated He observed that most workers who are forced to perform repetitive tasks tend to work at the slowest rate that goes unpunished This slow rate of work has been observed in many industries and many countries6 and has been called by various terms667 Taylor used the term "soldiering",68 a term that reflects the way conscripts may approach following orders, and observed that, when paid the same amount, workers will tend to do the amount of work that the slowest among them does9 Taylor describes soldiering as "the greatest evil with which the working-people are now afflicted" 4

This reflects the idea that workers have a vested interest in their own well-being, and do not benefit from working above the defined rate of work when it will not increase their remuneration He therefore proposed that the work practice that had been developed in most work environments was crafted, intentionally or unintentionally, to be very inefficient in its execution He posited that time and motion studies combined with rational analysis and synthesis could uncover one best method for performing any particular task, and that prevailing methods were seldom equal to these best methods Crucially, Taylor himself prominently acknowledged that if each employee's compensation was linked to their output, their productivity would go up9 Thus his compensation plans usually included piece rates In contrast, some later adopters of time and motion studies ignored this aspect and tried to get large productivity gains while passing little or no compensation gains to the workforce, which contributed to resentment against the system

Relationship to mechanization and automationedit

A machinist at the Tabor Company, a firm where Frederick Taylor's consultancy was applied to practice, about 1905

Scientific management evolved in an era when mechanization and automation were still in their infancy The ideas and methods of scientific management extended the American system of manufacturing in the transformation from craft work with humans as the only possible agents to mechanization and automation, although proponents of scientific management did not predict the extensive removal of humans from the production process Concerns over labor-displacing technologies rose with increasing mechanization and automation

By factoring processes into discrete, unambiguous units, scientific management laid the groundwork for automation and offshoring, prefiguring industrial process control and numerical control in the absence of any machines that could carry it out Taylor and his followers did not foresee this at the time; in their world, it was humans that would execute the optimized processes For example, although in their era the instruction "open valve A whenever pressure gauge B reads over value X" would be carried out by a human, the fact that it had been reduced to an algorithmic component paved the way for a machine to be the agent However, one of the common threads between their world and ours is that the agents of execution need not be "smart" to execute their tasks In the case of computers, they are not able yet to be "smart" in that sense of the word; in the case of human workers under scientific management, they were often able but were not allowed Once the time-and-motion men had completed their studies of a particular task, the workers had very little opportunity for further thinking, experimenting, or suggestion-making They were forced to "play dumb" most of the time, which occasionally led to revolts

The middle ground between the craft production of skilled workers and full automation is occupied by systems of extensive mechanization and partial automation operated by semiskilled and unskilled workers Such systems depend on algorithmic workflows and knowledge transfer, which require substantial engineering to succeed Although Taylor's intention for scientific management was simply to optimize work methods, the process engineering that he pioneered also tends to build the skill into the equipment and processes, removing most need for skill in the workers Such engineering has governed most industrial engineering since then It is also the essence of successful offshoring The common theme in all these cases is that businesses engineer their way out of their need for large concentrations of skilled workers, and the high-wage environments that sustain them This creates competitive advantage on the local level of individual firms, although the pressure it exerts systemically on employment and employability is an externality

Impactedit

Market economiesedit

Taylor's view of workersedit

Taylor often expressed views of workers that may be considered insulting4 He recognized differences between workers, stressed the need to select the right person for the right job, and championed the workers by advocating frequent breaks and good pay for good work9 He often failed to conceal his condescending attitude towards less intelligent workers, describing them as "stupid" and comparing them to draft animals in that they have to have their tasks managed for them in order to work efficiently10

Other thinkers soon offered more ideas on the roles that workers play in mature industrial systems These included ideas on improvement of the individual worker with attention to the worker's needs, not just the needs of the whole James Hartness published The Human Factor in Works Management5 in 1912, while Frank Gilbreth and Lillian Moller Gilbreth offered their own alternatives to Taylorism The human relations school of management evolved in the 1930s to complement rather than replace scientific management, with Taylorism determining the organisation of the work process, and human relations helping to adapt the workers to the new procedures11 Today's efficiency-seeking methods, such as lean manufacturing, include respect for workers and fulfillment of their needs as integral parts of the theory Workers slogging their way through workdays in the business world do encounter flawed implementations of these methods that make jobs unpleasant; but these implementations generally lack managerial competence in matching theory to execution Clearly a syncretism has occurred since Taylor's day, although its implementation has been uneven, as lean management in capable hands has produced good results for both managers and workers, but in incompetent hands has damaged enterprises

Taylorism, anomie, and unionsedit

With the division of labor that became commonplace as Taylorism was implemented in manufacturing, workers lost their sense of connection to the production of goods Workers began to feel disenfranchised with the monotonous and unfulfilling work they were doing in factories Before scientific management, workers felt a sense of pride when completing their good, which went away when workers only completed one part of production "The further 'progress' of industrial development increased the anomic or forced division of labor," the opposite of what Taylor thought would be the effect12 Partial adoption of Taylor's principles by management seeking to boost efficiency, while ignoring principles such as fair pay and direct engagement by managers, led to further tensions and the rise of unions to represent workers needs

Taylor had a largely negative view of unions, and believed they only led to decreased productivity Although he opposed them, his work with scientific management led disenfranchised workers to look to unions for support

Taylor's implementationsedit

Implementations of scientific management often failed to account for inherent challenges such as the individuality of workers and the lack of shared economic interest between workers and management As individuals are different from each other, the most efficient way of working for one person may be inefficient for another As the economic interests of workers and management are rarely identical, both the measurement processes and the retraining required by Taylor's methods were frequently resented and sometimes sabotaged by the workforce

Taylor himself recognized these challenges and sought to address them Nevertheless, his own implementations of his system eg, Watertown Arsenal, Link-Belt corporation, Midvale, Bethlehem were never really very successfulcitation needed They made unsteady progress and eventually failed, usually after Taylor had left The countless managers who later esteemed or imitated Taylor did even worse jobs of implementation Typically, they were less analytical managers who had adopted scientific management as a fashionable way of cutting the unit cost of production, often without any deep understanding of Taylor's ideas Taylor knew that scientific management could only last if the workers benefited from the profit increases it generated Taylor had developed a method for generating the increases, for the dual purposes of owner/manager profit and worker profit, realizing that the methods relied on both of those results in order to work correctly But many owners and managers seized upon the methods thinking wrongly that the profits could be reserved solely or mostly for themselves and the system could endure indefinitely merely through force of authority

Workers are necessarily human: they have personal needs and interpersonal friction, and they face very real difficulties introduced when jobs become so efficient that they have no time to relax, and so rigid that they have no permission to innovate

Early decades: Making jobs unpleasantedit

Under scientific management, the demands of work intensified Workers became dissatisfied with the work environment and became angrycitation needed During one of Taylor's own implementations at the Watertown Arsenal in Massachusetts, a strike led to an investigation of Taylor's methods by a US House of Representatives committee The committee reported in 1912, concluding that scientific management did provide some useful techniques and offered valuable organizational suggestions,need quotation to verify but that it also gave production managers a dangerously high level of uncontrolled power13 After an attitude survey of the workers revealed a high level of resentment and hostility towards scientific management, the Senate banned Taylor's methods at the arsenal13

Scientific management lowered worker morale and exacerbated existing conflicts between labor and management As a consequence, the method inadvertently strengthened labor unions and their bargaining power in labor disputes,14 thereby neutralizing most or all of the benefit of any productivity gains it had achieved Thus its net benefit to owners and management ended up as small or negative It took new efforts, borrowing some ideas from scientific management but mixing them with others, to produce more productive formulas

Later decades: Making jobs disappearedit

Scientific management may have exacerbated grievances among workers about oppressive or greedy management It certainly strengthened developments that put workers at a disadvantage: the erosion of employment in developed economies via both offshoring and automation Both were made possible by the deskilling of jobs, which was made possible by the knowledge transfer that scientific management achieved Knowledge was transferred both to cheaper workers and from workers into tools Jobs that once would have required craft work first transformed to semiskilled work, then unskilled At this point the labor had been commoditized, and thus the competition between workers and worker populations moved closer to pure than it had been, depressing wages and job security Jobs could be offshored giving one human's tasks to others—which could be good for the new worker population but was bad for the old or they could be rendered nonexistent through automation giving a human's tasks to machines Either way, the net result from the perspective of developed-economy workers was that jobs started to pay less, then disappear The power of labor unions in the mid-twentieth century only led to a push on the part of management to accelerate the process of automation,15 hastening the onset of the later stages just described

In a central assumption of scientific management, "the worker was taken for granted as a cog in the machinery"16 While scientific management had made jobs unpleasant, its successors made them less remunerative, less secure, and finally nonexistent as a consequence of structural unemployment

Relationship to Fordismedit

It is often assumed that Fordism derives from Taylor's work Taylor apparently made this assumption himself when visiting the Ford Motor Company's Michigan plants not too long before he died, but it is likely that the methods at Ford were evolved independently, and that any influence from Taylor's work was indirect at best17 Charles E Sorensen, a principal of the company during its first four decades, disclaimed any connection at all18 There was a belief at Ford, which remained dominant until Henry Ford II took over the company in 1945, that the world's experts were worthless, because if Ford had listened to them, it would have failed to attain its great successes Henry Ford felt that he had succeeded in spite of, not because of, experts, who had tried to stop him in various ways disagreeing about price points, production methods, car features, business financing, and other issues Sorensen thus was dismissive of Taylor and lumped him into the category of useless experts18 Sorensen held the New England machine tool vendor Walter Flanders in high esteem and credits him for the efficient floorplan layout at Ford, claiming that Flanders knew nothing about Taylor Flanders may have been exposed to the spirit of Taylorism elsewhere, and may have been influenced by it, but he did not cite it when developing his production technique Regardless, the Ford team apparently did independently invent modern mass production techniques in the period of 1905-1915, and they themselves were not aware of any borrowing from Taylorism Perhaps it is only possible with hindsight to see the zeitgeist that indirectly connected the budding Fordism to the rest of the efficiency movement during the decade of 1905-1915

Planned economiesedit

Scientific management appealed to managers of planned economies because central economic planning relies on the idea that the expenses that go into economic production can be precisely predicted and can be optimized by design The opposite theoretical pole would be laissez-faire thinking in which the invisible hand of free markets is the only possible "designer" In reality most economies today are somewhere in between Another alternative for economic planning is workers' self-management

Soviet Unionedit

In the Soviet Union, Taylorism was advocated by Aleksei Gastev and nauchnaia organizatsia truda the movement for the scientific organisation of labor It found support in both Vladimir Lenin and Leon Trotsky Gastev continued to promote this system of labor management until his arrest and execution in 193919 In the 1920s and 1930s, the Soviet Union enthusiastically embraced Fordism and Taylorism, importing American experts in both fields as well as American engineering firms to build parts of its new industrial infrastructure The concepts of the Five Year Plan and the centrally planned economy can be traced directly to the influence of Taylorism on Soviet thinking As scientific management was believed to epitomize American efficiency,20 Joseph Stalin even claimed that "the combination of the Russian revolutionary sweep with American efficiency is the essence of Leninism"21

Sorensen was one of the consultants who brought American know-how to the USSR during this era,22 before the Cold War made such exchanges unthinkable As the Soviet Union developed and grew in power, both sides, the Soviets and the Americans, chose to ignore or deny the contribution that American ideas and expertise had made: the Soviets because they wished to portray themselves as creators of their own destiny and not indebted to a rival, and the Americans because they did not wish to acknowledge their part in creating a powerful communist rival Anti-communism had always enjoyed widespread popularity in America, and anti-capitalism in Russia, but after World War II, they precluded any admission by either side that technologies or ideas might be either freely shared or clandestinely stolen

East Germanyedit

East German machine tool builders, 1953

By the 1950s, scientific management had grown dated, but its goals and practices remained attractive and were also being adopted by the German Democratic Republic as it sought to increase efficiency in its industrial sectors In the accompanying photograph from the German Federal Archives, workers discuss standards specifying how each task should be done and how long it should take The workers are engaged in a state-planned instance of process improvement, but they are pursuing the same goals that were contemporaneously pursued in capitalist societies, as in the Toyota Production System

Responses and reactions to Taylorismedit

Criticism of Taylor's principles of effective workmanship and the productivity of the workers continues today Often, his theories are described as man-contemptuous and portrayed as now overhauled23 In practice, however, the principles of Taylor are still being pursued,by whom which are based on the development of working methods and courses based on systematic analysis rather than relying on tradition and rule of thumb24

Taylorism is, according to Stephen P Waring, consideredby whom very controversial, despite its popularity It is oftenquantify criticized for turning the worker into an "automaton" or "machine"25 Due to techniques employed with scientific management, employees claim to have become overworked and were hostile to the process Criticisms commonly came from workers who were subjected to an accelerated work pace, lower standards of workmanship, lower product-quality, and lagging wages Workers defied being reduced to such machines, and objected to the practices of Taylorism Many workers formed unions, demanded higher pay, and went on strike to be free of control issues This ignited class conflict, which Taylorism was initially meantby whom to preventcitation needed Efforts to resolve the conflicts included methods of scientific collectivism, making agreements with unions, and the personnel management movement26

The Watertown Arsenal in Massachusetts provides an example of the application and repeal of the Taylor system in the workplace, due to worker opposition In the early 1900s, neglect in the Watertown shops included overcrowding, dim-lighting, lack of tools and equipment, and questionable management strategies in the eyes of the workers Frederick W Taylor and Carl G Barth visited Watertown in April 1909 and reported on their observations at the shops Their conclusion was to apply the Taylor system of management to the shops to produce better results Efforts to install the Taylor system began in June 1909 Over the years of time study and trying to improve the efficiency of workers, criticisms began to evolve Workers complained of having to compete with one another, feeling strained and resentful, and feeling excessively tired after work There is, however, no evidence that the times enforced were unreasonable27need quotation to verify In June 1913, employees of the Watertown Arsenal petitioned to abolish the practice of scientific management there28 A number of magazine writers inquiring into the effects of scientific management found that the "conditions in shops investigated contrasted favorably with those in other plants"29

In the middle of 1960 some counter-movements to Taylorism arosecitation needed Representatives of the so-called Human Relations movement urged humanization and democratization of the working world The criticism of Taylorism supports the unilateral approach of labor Strictly speaking, Taylorism is not a scientific theory All theories of FW Taylor are based on experiments On the basis of samples, conclusions were made, which were then generalized There is no representativeness of the selected sample30

Another reason for criticizing Taylor's methods stemmed from Taylor's belief that the scientific method included the calculations of exactly how much time it takes a man to do a particular task, or his rate of work However, the opposition to this argument is that such a calculation relies on certain arbitrary, non-scientific decisions such as what constituted the job, which men were timed, and under which conditions Any of these factors are subject to change, and therefore can produce inconsistencies31

Some dismiss so-called "scientific management"/Taylorism as pseudoscience32

Legacyedit

Scientific management was one of the first attempts to systematically treat management and process improvement as a scientific problem It may have been the first to do so in a "bottom-up" way and found a lineage of successors that have many elements in common With the advancement of statistical methods, quality assurance and quality control began in the 1920s and 1930s During the 1940s and 1950s, the body of knowledge for doing scientific management evolved into operations management, operations research, and management cybernetics In the 1980s total quality management became widely popular, and in the 1990s "re-engineering" went from a simple word to a mystique Today's Six Sigma and lean manufacturing could be seen as new kinds of scientific management, although their evolutionary distance from the original is so great that the comparison might be misleading In particular, Shigeo Shingo, one of the originators of the Toyota Production System, believed that this system and Japanese management culture in general should be seen as a kind of scientific managementcitation needed

Peter Drucker saw Frederick Taylor as the creator of knowledge management, because the aim of scientific management was to produce knowledge about how to improve work processes Although the typical application of scientific management was manufacturing, Taylor himself advocated scientific management for all sorts of work, including the management of universities and government For example, Taylor believed scientific management could be extended to "the work of our salesmen" Shortly after his death, his acolyte Harlow S Person began to lecture corporate audiences on the possibility of using Taylorism for "sales engineering"33 Person was talking about what is now called sales process engineering—engineering the processes that salespeople use—not about what we call sales engineering today This was a watershed insight in the history of corporate marketing

Google's methods of increasing productivity and output can be seen to be influenced by Taylorism as well34 The Silicon Valley company is a forerunner in appying behavioral science to increase knowledge worker productivity In classic scientific management as well as approaches like lean management or business process reengineering leaders and experts develop and define standard Leading high-tech companies use the concept of nudge management to increase productivity of employees More and more business leaders start to make use of this new scientific management35

Today's militaries employ all of the major goals and tactics of scientific management, if not under that name Of the key points, all but wage incentives for increased output are used by modern military organizationscitation needed Wage incentives rather appear in the form of skill bonuses for enlistmentscitation needed

Scientific management has had an important influence in sports, where stop watches and motion studies rule the day Taylor himself enjoyed sports, especially tennis and golf He and a partner won a national championship in doubles tennis He invented improved tennis racquets and improved golf clubs, although other players liked to tease him for his unorthodox designs, and they did not catch on as replacements for the mainstream implements36

Modern human resources can be seen to have begun in the scientific management era, most notably in the writings of Katherine M H Blackford, who was also a proponent of eugenics

Practices descended from scientific management are currently used in offices and in medicine eg managed care as well37

In the 21st century the tendency to overcome Taylorism is very great The trend is moving away from assembly line work, since people are increasingly being replaced by machines in production plants and sub-processes are automated, so that human labor is not necessary in these cases The desire for automated workflow in companies is intended to reduce costs and support the company at the operational level38

Furthermore, it can be observed that many companies try to make the workplace as comfortable as possible for the employees This is achieved by light flooded rooms, Feng Shui methods in the workplace or even by creative jobs The efficiency and creativity of the employees is to be promoted by a pleasant atmosphere at the workplace Approaches of the Scientific Management, in which attempts are also made to make the work environment pleasant, are partly recognizable here39

In the works of Gouldner and Crozier, the recognition of the plurality of industrial forms is being discussed40 In the 21st century, we have a modern corporate management, where managers are given the available positions in companies and are given the right to take legal action41

The working world of the 21st century is mainly based on Total Quality Management This is derived from quality control In contrast to Taylorism, by which products are produced in the shortest possible time without any form of quality control and delivered to the end customer, the focus in the 21st century is on quality control at TQM In order to avoid error rates, it is necessary to hire specialists to check all the products which have been manufactured before they are delivered to the end customer The quality controls have improved over time, and incorrect partial processes can be detected in time and removed from the production process42

Taylorism approaches are largely prevalent in companies where machines can not perform certain activities Certain subprocesses are still to be carried out by humans, such as the sorting out of damaged fruit in the final process before the goods are packed by machines It turns out that the quality control is ultimately to be verified by the individual man Certain activities remain similar to the approach of Taylorism There are no "zero error programs", employees have to be trained and thus reduce error rates43

Through the invention of the management one managed positions, which are equipped with disposition rights The positions are occupied by paid employees and form the basis for the current, modern corporate management In order to be able to perceive these positions, it was no longer necessary to bring in resources such as capital, but instead qualifications were necessary Written rights are also passed on to employees, which means that the leaders of an organization tend to fall into the background and merely have a passive position41

The structure and size of a company must be distinguished Depending on which dispositions are predominant, the size of the company, the sector, and the number of employees in an organization, one can examine whether approaches of Taylorism are prevalent It is believed to be predominant in the automotive industry In spite of the fact that a lot of activities have been replaced by machines during the production, it is ultimately the person who can check the quality of a product44

Taylorism led to a performance increase in companies All superfluous working steps are avoided The company benefits from the productivity of the workers and this in turn from higher wages Unused productivity resources were effectively exploited by Taylorism45

Today's work environment in the 21st century benefits from the humanity of working conditions Corporate strategies are increasingly focused on the flexibility of work Flexible adaptation to demand should be possible The qualifications of the employees, the work content as well as the work processes are determined by the competition situation on the market The aim is to promote self-discipline and the motivation of employees in order to achieve their own tasks and at the same time to prevent monotonous work Technical progress has led to more humane working conditions since inhumane work steps are done by the machines45

Taylorism's approach is called inhuman The increased wage alone is not a permanent incentive for the workers to carry out the same monotonous work Worker-friendly work structures are required People no longer want to be perceived merely as executive organ The complete separation from manual and headwork leads to a lack of pleasure in the execution of the work steps45

In the 21st century the rising level of education leads to better trained workers, but the competitive pressure also rises The interplay of economic as well as the pressure to innovate also lead to uncertainty among employees The national diseases in the 21st century have become burn-out phenomena and depressions, often in conjunction with the stress and the increased performance pressure in the work46

See alsoedit

  • Cheaper by the Dozen
  • Digital Taylorism
  • Dirty, dangerous and demeaning
  • Hawthorne effect
  • Industrial engineering
  • Management science
  • Modern Times film
  • Pandora's Box
  • The Pajama Game
  • The Secret Life of Machines
  • Stakhanovism
  • Words per minute

Notesedit

  1. ^ Mitcham 2005, p 1153 Mitcham, Carl and Adam, Briggle Management in Mitcham 2005 p 1153
  2. ^ Woodham 1997, p 12
  3. ^ Drury 1915, pp 15–21
  4. ^ a b c Taylor 1911
  5. ^ a b Hartness 1912
  6. ^ a b c d Taylor 1911, pp 13–14
  7. ^ Taylor 1911, pp 19, 23, 82, 95
  8. ^ Merriam-Webstercom, "soldier intransitive verb", sense 2
  9. ^ a b c Taylor 1911, pp 13–29, 95
  10. ^ Taylor 1911, p 59
  11. ^ Braverman 1998
  12. ^ Melossi, Dario December 2008 Controlling Crime, Controlling Society: Thinking about Crime in Europe and America Wiley 
  13. ^ a b Mullins 2004, p 70
  14. ^ Drury 1915, pp 170–174
  15. ^ Noble 1984
  16. ^ Rosen 1993, p 139
  17. ^ Hounshell 1984, pp 249–253
  18. ^ a b Sorensen 1956, p 41
  19. ^ Beissinger 1988, pp 35–37
  20. ^ Hughes 2004
  21. ^ Hughes 2004, p 251, quoting Stalin 1976 p 115
  22. ^ Sorensen 1956, pp 193–216
  23. ^ Hebeisen, W 1999 FW Taylor und der Taylorismus Über das Wirken und die Lehre Taylors und die Kritik am Taylorismus Zürich: vdf Hochschulverlag AG p 7 
  24. ^ Hebeisen, W 1999 FW Taylor und der Taylorismus Über das Wirken und die Lehre Taylors und die Kritik am Taylorismus Zürich: vdf Hochschulverlag AG p 188 
  25. ^ Drury 1915, pp 195-198
  26. ^ Waring 1991, p 14
  27. ^ Aitken 1985, p 85
  28. ^ Drury 1915, p 141
  29. ^ Drury 1915, p 194
  30. ^ Henke, J 2004 "Infoblatt Taylorismus Frederick Winslow Taylor stellte Theorien zur Optimierung der Arbeit bzw Unternehmen auf" Klett Archived from the original on 1 May 2012 Retrieved 6 February 2017 
  31. ^ Aitken 1985, p 21
  32. ^ For example: Yaszek, Lisa 2013 2002 "4: Of Fossils and Androids: ReProducing Sexuality in Recent Film" The Self Wired: Technology and Subjectivity in Contemporary Narrative Literary Criticism and Cultural Theory New York: Routledge p 130 ISBN 9781136716164 Retrieved 2017-06-03 Meanwhile, the pseudo-science of Taylorism justified heightened outside surveillance of the laboring body, positing a rational 'technology of the productive human body' Significantly, Taylorism altered previous Cartesian notion of the body as a kind of working machine by redefining 'work' in the more narrow sense used in physics, as 'force working against resistance'  
  33. ^ Dawson 2005
  34. ^ Carr, Nicholas G June 2010 The Shallows New York City: W W Norton & Company 
  35. ^ Ebert, Philip; Freibichler, Wolfgang 2017 "Nudge management: applying behavioural science to increase knowledge worker productivity" Journal of Organization Design 6:4 
  36. ^ Kanigel 1997
  37. ^ Head 2005
  38. ^ Dumas, M, La Rosa, M, Mendling, J & Reijers, H 2013 Fundamentals of Business Process Management Berlin Heidelberg: Springer Verlag p 372 CS1 maint: Multiple names: authors list link
  39. ^ Laube, H 2014 "Arbeiten im Silicon Valley Wann ist endlich wieder Montag In der Spiegel 04 Mai 2014" Der Spiegel Archived from the original on 4 May 2014 Retrieved 6 February 2017 
  40. ^ Bonazzi, G 2014 Geschichte des organisatorischen Denkens Wiesbaden: Springer Fachmedien p 261 
  41. ^ a b Freriks, R 1996 Theoretische Modelle der Betriebsgröße im Maschinenbau Koordination und Kontrollmechanismen bei organisatorischem Wachstum Opladen: Leske+ Budrich p 117 
  42. ^ Koch, S 2011 Einführung in das Management von Geschäftsprozessen Berling Heidelberg: Springer Verlag p 185 
  43. ^ Koch, S 2011 Einführung in das Management von Geschäftsprozessen Berling Heidelberg: Springer Verlag Berling Heidelberg: Springer Verlag p 185 
  44. ^ Freriks, R Theoretische Modelle der Betriebsgröße im Maschinenbau Koordination und Kontrollmechanismen bei organisatorischem Wachstum Opladen: Leske+ Budrich: 1996 p 114 
  45. ^ a b c Von Berg, A 2009 Humanisierung der Arbeit Neue Formen der Arbeitsgestaltung als Determinante von Arbeitszufriedenheit am Beispiel teilautonomer Arbeitsgruppen Georg- August Universität: Göttingen pp 1–2 
  46. ^ Von Berg, A 2009 Humanisierung der Arbeit Neue Formen der Arbeitsgestaltung als Determinante von Arbeitszufriedenheit am Beispiel teilautonomer Arbeitsgruppen Georg- August Universität: Göttingen p 1 

Referencesedit

  • Aitken, Hugh GJ 1985 1960, Scientific Management in Action: Taylorism at Watertown Arsenal, 1908-1915, Princeton, NJ, USA: Princeton University Press, ISBN 978-0-691-04241-1, LCCN 84026462, OCLC 1468387 First published in 1960 by Harvard University Press Republished in 1985 by Princeton University Press, with a new foreword by Merritt Roe Smith 
  • Beissinger, Mark R 1988, Scientific Management, Socialist Discipline, and Soviet Power, London, UK: IB Tauris & Co Ltd, ISBN 978-1-85043-108-4 
  • Bonazzi, G 2014 Geschichte des organisatorischen Denkens Wiesbaden: Springer Fachmedien
  • Braverman, Harry 1998 1974, Labor and Monopoly Capital: The Degradation of Work in the Twentieth Century, New York, NY, USA: Republication by Monthly Review Press, ISBN 0-85345-940-1 
  • Dawson, Michael 2005, The Consumer Trap: Big Business Marketing in American Life paper ed, Urbana, IL, USA: University of Illinois Press, ISBN 0-252-07264-2 
  • Drury, Horace Bookwalter 1915, Scientific management: a history and criticism, New York, NY, USA: Columbia University 
  • Dumas, M, La Rosa, M, Mendling, J & Reijers, H 2013 Fundamentals of Business Process Management Berlin Heidelberg: Springer Verlag
  • Freriks, R 1996 Theoretische Modelle der Betriebsgröße im Maschinenbau Koordination und Kontrollmechanismen bei organisatorischem Wachstum Opladen: Leske+ Budrich
  • Hartness, James 1912, The human factor in works management, New York and London: McGraw-Hill, OCLC 1065709 Republished by Hive Publishing Company as Hive management history series no 46, ISBN 978-0-87960-047-1 
  • Head, Simon 2005, The New Ruthless Economy: Work and Power in the Digital Age, Oxford, UK: Oxford University Press, ISBN 978-0-19-517983-5 
  • Hebeisen, W 1999 FW Taylor und der Taylorismus Über das Wirken und die Lehre Taylors und die Kritik am Taylorismus Zürich: vdf Hochschulverlag AG
  • Henke, J 2004 Infoblatt Taylorismus Frederick Winslow Taylor stellte Theorien zur Optimierung der Arbeit bzw Unternehmen auf Leipzig: Klett Verlag
  • Hounshell, David A 1984, From the American System to Mass Production, 1800-1932: The Development of Manufacturing Technology in the United States, Baltimore, Maryland: Johns Hopkins University Press, ISBN 978-0-8018-2975-8, LCCN 83016269 
  • Hughes, Thomas P 2004 1989, American Genesis: A Century of Invention and Technological Enthusiasm, 1870–1970 2nd ed, Chicago, IL, USA: University of Chicago Press, ISBN 978-0-14-009741-2 
  • Kanigel, Robert 1997, The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency, New York, NY, USA: Penguin-Viking, ISBN 978-0-670-86402-7 A detailed biography of Taylor and a historian's look at his ideas 
  • Koch, S 2011 Einführung in das Management von Geschäftsprozessen Berling Heidelberg: Springer Verlag
  • Laube, H 2014 Arbeiten im Silicon Valley Wann ist endlich wieder Montag In: Der Spiegel
  • McGaughey, Ewan, 'Behavioural Economics and Labour Law' 2014 LSE Legal Studies Working Paper No 20/2014
  • Mitcham, Carl 2005, "Management", Encyclopedia of science, technology, and ethics, 3, Macmillan Reference USA, ISBN 978-0-02-865834-6 
  • Mullins, Laurie J 2004, Management and Organisational Behaviour 7th ed, Financial Times–FT Press–Prentice-Hall–Pearson Education Ltd, ISBN 978-0-273-68876-1 
  • Noble, David F 1984, Forces of Production: A Social History of Industrial Automation, New York, New York, USA: Knopf, ISBN 978-0-394-51262-4, LCCN 83048867 
  • Rosen, Ellen 1993, Improving Public Sector Productivity: Concepts and Practice, Thousand Oaks, CA, USA: Sage Publications, ISBN 978-0-8039-4573-9 
  • Sorensen, Charles E; with Williamson, Samuel T 1956, My Forty Years with Ford, New York, New York, USA: Norton, LCCN 56010854  Various republications, including ISBN 9780814332795
  • Stalin, JV 1976, Problems of Leninism: Lectures Delivered at the Sverdlov University, Beijing, China: Foreign Languages Press 
  • Taylor, Frederick Winslow 1903, Shop Management, New York, NY, USA: American Society of Mechanical Engineers, OCLC 2365572 "Shop Management" began as an address by Taylor to a meeting of the ASME, which published it in pamphlet form The link here takes the reader to a 1912 republication by Harper & Brothers Also available from Project Gutenberg 
  • Von Berg, A 2009 Humanisierung der Arbeit Neue Formen der Arbeitsgestaltung als Determinante von Arbeitszufriedenheit am Beispiel teilautonomer Arbeitsgruppen Seminararbeit an der Georg-August Universität: Göttingen
  • Waring, Stephen P 1991, Taylorism Transformed: Scientific Management Theory since 1945, Chapel Hill, NC, USA: University of North Carolina Press, ISBN 0807819727 
  • Woodham, Jonathan 1997, Twentieth-Century Design, New York, NY, USA and London, UK: Oxford University Press, ISBN 0192842048, OCLC 35777427 

Further readingedit

  • Aitken, Hugh GJ 1985 1960, Scientific Management in Action: Taylorism at Watertown Arsenal, 1908-1915, Princeton, NJ, USA: Princeton University Press, ISBN 978-0-691-04241-1, LCCN 84026462, OCLC 1468387 First published in 1960 by Harvard University Press Republished in 1985 by Princeton University Press, with a new foreword by Merritt Roe Smith 
  • Gershon, Richard 2001, Telecommunications Management: Industry Structures and Planning Strategies, Mahwah, NJ, USA: Lawrence Erlbaum Associates, ISBN 978-0-8058-3002-6 
  • Morf, Martin 1983 Eight Scenarios for Work in the Future in Futurist, v17 n3 pp 24–29 Jun 1983, reprinted in Cornish, Edward and World Future Society 1985 Habitats tomorrow: homes and communities in an exciting new era : selections from The futurist, pp 14–19
  • Scheiber, Lukas 2012, Next Taylorism: A Calculus of Knowledge Work, Frankfurt am Main, BRD: Peter Lang, ISBN 978-3631624050 
  • Taylor, Frederick Winslow 1911, The Principles of Scientific Management, New York, NY, USA and London, UK: Harper & Brothers, LCCN 11010339, OCLC 233134 Also available from Project Gutenberg 

External linksedit

  • Special Collections: FW Taylor Collection Stevens Institute of Technology has an extensive collection at its library


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