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The Principles of Scientific Management Paperback – 15 Mar 2011

4.3 out of 5 stars 16 customer reviews

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Product details

  • Paperback: 114 pages
  • Publisher: CreateSpace Independent Publishing Platform (15 Mar. 2011)
  • Language: English
  • ISBN-10: 1460969987
  • ISBN-13: 978-1460969984
  • Product Dimensions: 14 x 0.7 x 21.6 cm
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (16 customer reviews)
  • Amazon Bestsellers Rank: 586,180 in Books (See Top 100 in Books)

Product Description

From the Inside Flap

In 'The Principles of Scientific Management' Frederick Winslow Taylor outlines the concept of 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. --This text refers to an alternate Paperback edition.

From the Back Cover

For more than 80 years, this influential work by Frederick Winslow Taylor the pioneer of scientific management studies has inspired administrators and students of managerial techniques to adopt productivity-increasing procedures. Indeed, this book laid the groundwork for modern organization and decision theory.
As an engineer for a steel company, Taylor made careful experiments to determine the best way of performing each operation and the amount of time it required, analyzing the materials, tools, and work sequence, and establishing a clear division of labor between management and workers. His experiments resulted in the formulation of the principles expounded in this remarkable essay, first published in 1911.
Taylor advocated a scientific management system that develops leaders by organizing workers for efficient cooperation, rather than curtailing inefficiency by searching for exceptional leaders someone else has trained. The whole system rests upon a foundation of clearly defined laws and rules. Moreover, the fundamental principles of scientific management apply to all kinds of human activities, from the simplest individual acts to the most elaborate cooperative efforts of mighty corporations. Correct application of these principles, according to Taylor, will yield truly astonishing results.
Unabridged Dover (1998) republication of the work published by Harper & Brothers Publishers, New York, 1911.

" --This text refers to an alternate Paperback edition.

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By Donald Mitchell HALL OF FAMETOP 1000 REVIEWERVINE VOICE on 24 May 2004
Format: Paperback
Let me caution you before commenting on this book. Most people who refer to Taylor and Scientific Management have not read Taylor, but about Taylor in secondary sources. So, forget what you have heard about Taylor. Keep an open mind.
Prior to Taylor, management tried to create output by providing incentives to workers. But pressure from peers kept workers from doing more work. Everyone agreed that this would lead to fewer jobs.
The virtuous cycle of higher performance, lower prices, more sales, and higher pay for workers and shareholders was not yet uncovered.
Taylor sees the results of the higher productivity mostly being of help to consumers, with the remainder of the benefit split between shareholders and workers. In that he was prescient. Advanced thinkers today are rediscovering this old truth, first elaborated by Taylor.
What I found to be delightful in the book was the emphasis on trying to approach the ideal practice, rather than being satisfied with the best of today.
Here are the key principles for your reference:
(1) develop a science for each element of a task to determine the most productive way to do that task (quality and quantity considered in terms of total costs)
(2) scientifically select and train those who can do the task the most effectively in what needs to be done, and provide all of the help they need
(3) create an environment where the person doing the task can be productive (this often involves systems limitations, like input from others)
(4) management has a role in designing the work, selecting workers who are ideal for the work, and helping the work be learned properly. There is an equal division between the worker and management in creating the right result.
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Format: Paperback
Scientific management, as defined by Frederic W. Taylor (1856-1917), initiated from the premise of the inability of "ordinary" management to grasp the productive capacity of workers.
Management proved inadequate to utilise human resources effectively in order to better production, and thereupon was solely reliant on the initiative and expertise of the workforce to do so.

Taylor's insight was a redefinition of the role of management in the production process. Applying scientific methodology to work management would result, according to him, into improved worker performance and the adaptation of labour to the needs of capitalism (all in favour of management).
In practice, Taylor's extensive experimentation resolved in the articulation of "scientific management", a form of labour organisation that involved the standardisation of labour techniques.
Taylor's ingenuity laid in the design of a universal managerial blueprint of work, which could be employed to address efficiency problems at different levels of complexity.
Production did no longer "wish" of workers to consume themselves mentally, but strictly physically. Man was now unconsciously caught up in a repetitive, mechanical production process founded on the premises of what once was his own mastery.
In time, Taylor's theories caught on with the industrial world and further ground for experimentation was provided. Taylor proceeded strong to formulate the principles of labour management that later on culminated in the publication of the Principles of Scientific Management (1911).
* More produced, at a lower cost. This actually implies "commodification" of labour under the piece-rate system. As man is enabled to produce more, he is expected to produce more than previously and hence his gain per unit produced diminishes.
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Format: Paperback
Frederick Winslow Taylor comes straight to the point when he explains the reason for writing the book: First, "to point out the great loss which the whole country is suffering through inefficiency in almost all of our daily acts". Second, "to try to convince the reader that the remedy for this inefficiency lies in systematic management, rather than in searching for some unusual or extraordinary man". Third, "to prove that the best management is a true science, resting upon clearly defined laws, rules, and principles, as a foundation".
However, this starting point does not set the tone for the rest of the book. Taylor and his Taylorism/task management is more human than most people will tell you. This can be seen from the first page of the first chapter, where Taylor explains the principal of object of management, which "should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee".
Initially, Taylor starts with a short introduction and reasons of "soldiering" which he refers to as "deliberately working slowly as as to avoid doing a full day's work". Taylor then turns to his now-famous Scientific Management. The four elements which constitute the essence of scientific management are: First, the development of standardization of methods. Second, the careful selection and training of personnel. Third, extensive supervision by management and payment of bonuses. Fourth, an equal division of the work and responsibility between the workman and the management. Taylor uses some somewhat old-fashioned examples to explain task-management, such as pig-iron handling, bricklaying, and inspection of bicycle balls.
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