Scientific management - Knowledge (XXG)

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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. In June 1913, employees of the Watertown Arsenal petitioned to abolish the practice of scientific management there. 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".

631:. If captured as profits or wages, the money generated by more-productive companies would be spent on new goods and services; if free market competition forces prices down close to the cost of production, consumers effectively capture the benefits and have more money to spend on new goods and services. Either way, new companies and industries spring up to profit from increased demand, and due to freed-up labor are able to hire workers. But the long-term benefits are no guarantee that individual displaced workers will be able to get new jobs that paid them as well or better as their old jobs, as this may require access to education or job training, or moving to different part of the country where new industries are growing. Inability to obtain new employment due to mismatches like these is known as 1160:, 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 schools, 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" (Person was talking about what is now called 219:, "one of America's great armor plate making plants," was the birthplace of scientific management. In 1877, Frederick W. Taylor started as a clerk in Midvale, but advanced to foreman in 1880. As foreman, Taylor was "constantly impressed by the failure of his to produce more than about one-third of a good day's work". Taylor determined to discover, by scientific methods, how long it should take men to perform each given piece of work; and it was in the fall of 1882 that he started to put the first features of scientific management into operation. 1411:, "Emerson has done more than any other single man to popularize the subject of scientific management. His statement that the railroads could save $ 1,000,000 a day by introducing efficiency methods was the keynote which started the present interest in the subject. His books, Efficiency (a reprint in 1911 of periodical contributions of 1908 and 1909), and The Twelve Principles of Efficiency (1912), taken with his magazine articles and addresses, have perhaps done more than anything else to make "efficiency " a household word." 777:. In its report to Congress this committee sustained Labor's contention that the system forced abnormally high speed upon workmen, that its disciplinary features were arbitrary and harsh, and that the use of a stop-watch and the payment of a bonus were injurious to the worker's manhood and welfare. At a succeeding session of Congress a measure was passed which prohibited the further use of the stop-watch and the payment of a premium or bonus to workmen in government establishments. 364:

work conditions for workers' prosperity. In his book "Principles of Scientific Management", Taylor formally introduced his methodically investigated theory of Scientific Management. Although he explained the details of Scientific Management in his works, he did not provide its concise definition. Shortly before his death, Taylor approved the following summary and definition of Scientific Management that Hoxie prepared:

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Taylor emphasized that he was advocating "high wages" and "low labor cost" as "the foundation of the best management". Discussing the pays for different classes of workers and what he called a "first-class" workman, he compared different scenarios of workmanship and their pros and cons. For best management, he asserted with ample reasons that managers in an organization should follow the following guideline:

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by doing one small and rigidly defined piece of work instead of using complex skills with the whole production process done by one person. "The further 'progress' of industrial development... increased the anomic or forced division of labor," the opposite of what Taylor thought would be the effect. Some workers also complained about being made to work at a faster pace and producing goods of lower quality.

42: 4025: 519:; 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 result. 1195:) to increase knowledge worker productivity. In classic scientific management as well as approaches like lean management where leaders facilitate and empower teams to continuously improve their standards and values. 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 management. 594: 2038:, p. 130, "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' ." 2571: 2517: 2459: 690:...for a long time there was thus little or no direct between scientific management and organized labor... One of the best known experts once spoke to us with satisfaction of the manner in which, in a certain factory where there had been a number of union men, the labor organization had, upon the introduction of scientific management, gradually disintegrated. 956:. Gastev continued to promote this system of labor management until his arrest and execution in 1939. 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 368:"Scientific management is a system devised by industrial engineers for the purpose of serving the common interests of employers, workmen and society at large through the elimination of avoidable wastes, the general improvement of the processes and methods of production, and the just and scientific distribution of the product." 891:

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

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over-production and the increase of unemployment... looks upon the worker as a mere instrument of production and reduces him to a semi-automatic attachment to the machine or tool... tends to undermine the worker's health, shortens his period of industrial activity and earning power, and brings on premature old age. —

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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,

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Emerson's testimony in late 1910 to the Interstate Commerce Commission brought the movement to national attention and instigated serious opposition. Emerson contended the railroads might save $ 1,000,000 a day by paying greater attention to efficiency of operation. By January 1911, a leading railroad

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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

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wrote that the "most widely discussed topic today in Europe, and to some extent in Russia, is the 'system' of the American engineer, Frederick Taylor"; Lenin decried it as merely a "'scientific' system of sweating" more work from laborers. Again in 1914, Lenin derided Taylorism as "man's enslavement

886:, 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 experts. Sorensen held the New England machine tool vendor 308:

Taylor's death in 1915 at age 59 left the movement without its original leader. 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

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TRADE UNION OBJECTIONS TO SCIENTIFIC MANAGEMENT: ...It intensifies the modern tendency toward specialization of the work and the task... displaces skilled workers and... weakens the bargaining strength of the workers through specialization of the task and the destruction of craft skill. ...leads to

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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. Taylorism was criticized for turning the worker into an "automaton" or "machine", making work monotonous and unfulfilling

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In Scientific Management, the responsibility of the success or failure of an organization is not solely on the shoulder of the workers, as it is in the old management systems. According to Scientific Management, the managers are taking half of the burden by being responsible for securing the proper

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of management included the calculations of exactly how much time it takes a man to do a particular task, or his rate of work. Critics of Taylor complained that such a calculation relies on certain arbitrary, non-scientific decisions such as what constituted the job, which men were timed, and under

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In this regard, he highlighted that although there is "no concise definition" for this art, "the relations between employers and men form without question the most important part of this art". He then continued that a good management must in long run give satisfaction to both managers and workers.

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investigated and reported in 1912, concluding that scientific management did provide some useful techniques and offered valuable organizational suggestions, but that it also gave production managers a dangerously high level of uncontrolled power. After an attitude survey of the workers revealed a

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Frederick Taylor tackled the challenge of making a business productive and profitable in his years of service and research in a steel company. He believed in a scientific solution. In his "Shop Management" article, Taylor explained that there were two facts that appeared "most noteworthy" in the

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brought him to power, Lenin wrote in 1918 that the "Russian is a bad worker learn to work. The Taylor system... is a combination of the refined brutality of bourgeois exploitation and a number of the greatest scientific achievements in the field of analysing mechanical motions during work, the

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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 20th century, neglect in the Watertown shops included overcrowding, dim lighting, lack of tools and equipment, and questionable

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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.

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revealed to the country the strong movement setting towards scientific management. National labor leaders, wide-awake as to what might happen in the future, decided that the new movement was a menace to their organization, and at once inaugurated an attack... centered about the installation of

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often become contentious over whether the financial benefits will accrue to owners in the form of increased profits, or workers in the form of increased wages. As a result of decomposition and documentation of manufacturing processes, companies employing Taylor's methods might be able to hire

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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

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There are many other features, tools, and methods that Taylor developed and recommended during his job at the steel plant and research, which have footprints in other fields, such as accounting and Engineering. Some of his concepts, studies, and findings has led to intellectual revolution in

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that a proposed increase in railroad rates was unnecessary despite an increase in labor costs; he alleged scientific management would overcome railroad inefficiencies (The ICC ruled against the rate increase, but also dismissed as insufficiently substantiated that concept the railroads were

693:...From 1882 (when the system was started) until 1911, a period of approximately thirty years, there was not a single strike under it, and this in spite of the fact that it was carried on primarily in the steel industry, which was subject to a great many disturbances. For instance, in the 929:

elimination of superfluous and awkward motions, the elaboration of correct methods of work, the introduction of the best system of accounting and control, etc. The Soviet Republic must at all costs adopt all that is valuable in the achievements of science and technology in this field."

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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 countries and has been called by various terms. Taylor used the term "soldiering", a term that reflects the way

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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 organizations. Wage incentives rather appear in the form of skill bonuses for enlistments.

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for consumers in general. By the time Taylor was doing his work, improvements in agricultural productivity had freed up a large portion of the workforce for the manufacturing sector, allowing those workers in turn to buy new types of consumer goods instead of working as

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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.

266:(1868–1924). Gilbreth's independent work on "motion study" is on record as early as 1885; after meeting Taylor in 1906 and being introduced to scientific management, Gilbreth devoted his efforts to introducing scientific management into factories. Gilbreth and his wife 383:

We must scientifically analyze all parts of a job. This consists of examining the elements and steps that required to carry out the work, as well as measuring the optimum time for each task. We also need to know the working time per day for a qualified worker.

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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 does. Taylor describes soldiering as "the greatest evil with which the working-people ... are now afflicted".

1054:. Taylorism may have been the first "bottom-up" method and found a lineage of successors that have many elements in common. Later methods took a broader approach, measuring not only productivity but quality. With the advancement of statistical methods, 407:

There are various tools that would enable us to serve these principles, such as time and motion study, functional foremanship, standardization of tools and movements of workers for each type of work, clear instructions for workers, and cost accounting.

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Google's methods of increasing productivity and output can be seen to be influenced by Taylorism as well. The Silicon Valley company is a forerunner in applying behavioral science (such as the motivations of purpose, mastery, and autonomy set out by

1138:) evolved in the 1930s as a counterpoint or complement of scientific management. Taylorism focused on the organization of the work process, and human relations helped workers adapt to the new procedures. Modern definitions of "quality control" like 585:. 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. 396:

There is a clear division of work and responsibility between managers and workers. While workers are carrying out the job with quality and workmanship, managers are responsible for planning, supervision, and proper training of the workers.

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increases, meaning fewer workers or working hours were needed to produce the same amount of goods. In the short term, productivity increases like those achieved by Taylor's efficiency techniques can cause considerable disruption.

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Other thinkers, even in Taylor's own time, also proposed considering the individual worker's needs, not just the needs of the process. Critics said that in Taylorism, "the worker was taken for granted as a cog in the machinery."

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for performing any particular task, and that prevailing methods were rarely equal to these best methods. Crucially, Taylor himself prominently acknowledged that if each employee's compensation was linked to their output, their

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Taylor had a largely negative view of unions, and believed they only led to decreased productivity. Efforts to resolve conflicts with workers included methods of scientific collectivism, making agreements with unions, and the

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While Taylor stated that sharing "the equitable division of the profits" is required in an organization, he believed that management could unite high wages with a low labor cost by application of the following

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foundry during the summer of 1911, the entire force walked out for a few days. Congressional investigations followed, resulting in a ban on the use of time studies and pay premiums in Government service.

276:(1853–1931) began determining what industrial plants' products and costs were compared to what they ought to be in 1895. Emerson did not meet Taylor until December 1900, and the two never worked together. 3870: 1637: 1635: 412:

organization management. Taylor made contributions to various fields such as work measurement, production planning and control, process design, quality control, ergonomics, and human engineering.

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as it sought to increase efficiency in its industrial sectors. Workers engaged in a state-planned instance of process improvement, pursuing the same goals that were contemporaneously pursued in

3181:"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. 992: 572:

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

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field of management: (a) "Great unevenness": the lack of uniformity in what is called "the management", (b) The lack of relation between good (shop) management and the pay. He added,

866:'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 best. 487:

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

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Taylor's own names for his approach initially included "shop management" and "process management". However, "scientific management" came to national attention in 1910 when attorney

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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,

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industries, especially steel. Its peak of influence came in the 1910s. Although Taylor died in 1915, by the 1920s scientific management was still influential but had entered into

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include not only clearly documented and optimized manufacturing tasks, but also consideration of human factors like expertise, motivation, and organizational culture. The

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Taylorism was one of the first attempts to systematically treat management and process improvement as a scientific problem, and Taylor is considered a founder of modern

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which conditions. Any of these factors are subject to change, and therefore can produce inconsistencies. Some dismiss so-called "scientific management" or Taylorism as

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Owing to its application in part in government arsenals, and a strike by the union molders against some of its features as they were introduced in the foundry at the

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to determine efficient procedures rather than perpetuating established traditions. Thus it was followed by a profusion of successors in applied science, including

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necessarily inefficient.) Taylor recognized the nationally known term "scientific management" as another good name for the concept, and adopted it in the title of

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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.

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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.

484:. There is a fluid continuum linking scientific management with the later fields, and the different approaches often display a high degree of compatibility. 870:, a principal of the company during its first four decades, disclaimed any connection at all. There was a belief at Ford, which remained dominant until 642:

Though not foreseen by early proponents of scientific management, detailed decomposition and documentation of an optimal production method also makes

190:(then not yet Supreme Court justice) popularized the term. Brandeis had sought a consensus term for the approach with the help of practitioners like 3157: 2795: 116:

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

270:(1878–1972) performed micro-motion studies using stop-motion cameras as well as developing the profession of industrial/organizational psychology. 3196: 1207:

although other players liked to tease him for his unorthodox designs, and they did not catch on as replacements for the mainstream implements).

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Humanisierung der Arbeit. Neue Formen der Arbeitsgestaltung als Determinante von Arbeitszufriedenheit am Beispiel teilautonomer Arbeitsgruppen

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newer, improved iterations of efficiency-seeking methods. Today, task-oriented optimization of work tasks is nearly ubiquitous in industry.

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Taylor observed that some workers were more talented than others, and that even smart ones were often unmotivated. He observed that most

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By the 1950s, scientific management had grown dated, but its goals and practices remained attractive and were also being adopted by the

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is persistent. Because automation is often best suited to tasks that are repetitive and boring, and can also be used for tasks that are

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not indebted to a rival, and the Americans because they did not wish to acknowledge their part in creating a powerful communist rival.

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made easier if an optimal method is already clearly documented. Especially when wages or wage differentials are high, automation and

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In the long term, most economists consider productivity increases as a benefit to the economy overall, and necessary to improve the

2677: 2057: 353:(b) Standard Conditions: Each worker should be given standard conditions and appliances that will enable him to perform his tasks. 341:(c) When each worker works at the pace of a first-grade worker, they should be paid 30% to 100% beyond the average of their class. 2649: 1490:

Taneja, S.; Pryor, M. G.; Toombs, L. A. (2011). "Frederick W. Taylor's Scientific Management Principles: Relevance and Validity".

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relies on the idea that the expenses that go into economic production can be precisely predicted and can be optimized by design.

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began in the 1920s and 1930s. During the 1940s and 1950s, the body of knowledge for doing scientific management evolved into

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Theoretische Modelle der Betriebsgröße im Maschinenbau. Koordination und Kontrollmechanismen bei organisatorischem Wachstum

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Mr. Hoxie was to devote a year to his investigation, and it was deemed advsiable that he should be accompanied by two men

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high level of resentment and hostility towards scientific management, the Senate banned Taylor's methods at the arsenal.

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From the American System to Mass Production, 1800–1932: The Development of Manufacturing Technology in the United States

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The early history of labor relations with scientific management in the U.S. was described by Horace Bookwalter Drury:

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Managers and workers scientific cooperation is required to ensure the proper and high-quality execution of the jobs.

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Modern human resources can be seen to have begun in the scientific management era, most notably in the writings of

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Infoblatt Taylorismus. Frederick Winslow Taylor stellte Theorien zur Optimierung der Arbeit bzw. Unternehmen auf.

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even claimed that "the combination of the Russian revolutionary sweep with American efficiency is the essence of

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

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in general should be seen as a kind of scientific management. These newer methods are all based on systematic

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began its work it was decided that a further investigation of "scientific management" should be made, and Mr.

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Sorensen was one of the consultants who brought American know-how to the USSR during this era, before the

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Flourishing in the late 19th and early 20th century, scientific management built on earlier pursuits of

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as knowing exactly what you want men to do, and then seeing that they do it in the best and cheapest way

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can result in significant productivity gains and similar questions of who benefits and whether or not

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F. W. Taylor und der Taylorismus. Über das Wirken und die Lehre Taylors und die Kritik am Taylorismus

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F.W. Taylor und der Taylorismus. Über das Wirken und die Lehre Taylors und die Kritik am Taylorismus

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Habitats tomorrow: homes and communities in an exciting new era : selections from The futurist

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Practices descended from scientific management are currently used in offices and in medicine (e.g.

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In 1911, organized labor erupted with strong opposition to scientific management, including from

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distance from the original is so great that the comparison might be misleading. In particular,

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derives from Taylor's work. Taylor apparently made this assumption himself when visiting the

350:(a) A large daily task: Each worker in the organization, should have a clearly defined task. 101:

Taylor began the theory's development in the United States during the 1880s and 1890s within

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Yaszek, Lisa (2002). "4: Of Fossils and Androids: (Re)Producing Sexuality in Recent Film".

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Subsequent forms of scientific management were articulated by Taylor's disciples, such as

356:(c) High pay for success: Each worker should be rewarded when he accomplishes their task. 300:). When a subsequent attempt was made to introduce the bonus system into the government's 171: 155: 79: 2220:"Nudge management: applying behavioral science to increase knowledge worker productivity" 1581:

Nelson, D. (1974). "Scientific Management, Systematic Management, and Labor, 1880-1915".

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techniques. In the 1990s "re-engineering" went from a simple word to a mystique. Today's

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in general is derived, includes "respect for people" and teamwork as core principles.

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The other expert was to be a trade unionist, and I was honored with the appointment.

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Controlling Crime, Controlling Society: Thinking about Crime in Europe and America

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methods. In the course of his empirical studies, Taylor examined various kinds of

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When steps were taken to introduce scientific management at the government-owned

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American Genesis: A Century of Invention and Technological Enthusiasm, 1870–1970

2148:. Elizabeth E. Heilman, Ramona Fruja, Matthew Missias. London: Routledge. 2009. 1290: 1265:(1850–1936), industrial chemist and author of French language texts on Taylorism 1071: 659: 535: 523: 125: 106: 83: 611:

lower-skill workers, enlarging the pool of workers and thus lowering wages and

335:(a) Each worker should be given the highest grade of work they are capable of. 3826: 3238: 2845:(7th ed.), Financial Times–FT Press–Prentice-Hall–Pearson Education Ltd, 2719: 2236: 2219: 2163: 1135: 1009: 875: 761:

The House of Representatives appointed a committee, consisting of Congressman

667: 643: 582: 429: 133: 129: 110: 56: 1853: 425: 3728: 3571: 3012: 2391:

Labor and Monopoly Capital: The Degradation of Work in the Twentieth Century

1173: 1083: 531: 481: 465: 281:

journal began a series of articles denying they were inefficiently managed.

162:; disdain for tradition preserved merely for its own sake or to protect the 3203:

Stevens Institute of Technology has an extensive collection at its library.

3175: 2626: 2143: 178:

between workers and from workers into tools, processes, and documentation.

3058:

Telecommunications Management: Industry Structures and Planning Strategies

2950: 2900: 2270:

Scientific Management in Action: Taylorism at Watertown Arsenal, 1908–1915

646:

of the process easier, especially physical processes that would later use

17: 1199: 1139: 1107: 972: 965: 512: 67: 60: 34:. For the philosophy of history coined by A. J. P. Taylor, see 3182: 2956: 2145:

Social studies and diversity teacher education : what we do and why

166:

of particular workers with particular skill sets; the transformation of

2753:

The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency

1602: 1524:

Nyland, C. (1996). "Taylorism, John R. Commons, and the Hoxie Report".

859: 441: 1861: 1829: 1463: 534:. Taylor's work also contrasts with other efforts, including those of 3022:

The Self Wired: Technology and Subjectivity in Contemporary Narrative

559: 500: 2342: 1594: 1228:, manufacturing jobs are a relatively few, with most workers in the 1090:

could be seen as new kinds of scientific management, although their

495:. For example, most bulk materials handling was manual at the time; 2921:

Problems of Leninism: Lectures Delivered at the Sverdlov University

2768:

A detailed biography of Taylor and a historian's look at his ideas.

1845: 721:, founder and president of the American Federation of Labor (AFL). 2501:(1, whole no. 157). Edited by the Faculty of Political Science of 1165: 996:

Photograph of East German machine tool builders in 1953, from the

991: 592: 121: 40: 3085:

v17 n3 pp. 24–29 Jun 1983, reprinted in Cornish, Edward and

2419:(paper ed.), Urbana, IL, USA: University of Illinois Press, 1172:

today.) This was a watershed insight in the history of corporate

3121: 2942: 2892: 2711: 1624:

Flynn, J. (1998). "Part I: 100 years of production management".

3211: 3104:

Forces of Production: A Social History of Industrial Automation

2525:

Dumas, M., La Rosa, M., Mendling, J. & Reijers, H. (2013).

499:

as we know it today was mostly not developed yet. He looked at

136:; efficiency through elimination of wasteful activities (as in 3871:

Association of Technology, Management, and Applied Engineering

2975:

Taylorism Transformed: Scientific Management Theory since 1945

2735:(2nd ed.), Chicago, IL, US: University of Chicago Press, 508: 3207: 2807:

McGaughey, Ewan, 'Behavioral Economics and Labor Law' (2014)

2360:

Scientific Management, Socialist Discipline, and Soviet Power

2997:, New York, NY, US and London, UK: Oxford University Press, 2394:, New York, NY, USA: Republication by Monthly Review Press, 1568:

Efficiency Methods: An Introduction to Scientific Management

1513:. New York and London: D. Appleton and Company. p. 140. 1452:

Transactions of the American Society of Mechanical Engineers

30:"Taylorism" redirects here. For the school of theology, see 2977:, Chapel Hill, NC, US: University of North Carolina Press, 2937:, New York, NY, USA and London, UK: Harper & Brothers, 2862:

Improving Public Sector Productivity: Concepts and Practice

2651:

The New Ruthless Economy: Work and Power in the Digital Age

1935:"Lenin: The Taylor System—Man's Enslavement by the Machine" 1293:(1852–1943), credited with introducing Taylorism to Britain 1232:. One approach to efficiency in information work is called 120:

and management today. These include: analysis; synthesis;

90:

to management. Scientific management is sometimes known as

2797:

Arbeiten im Silicon Valley. Wann ist endlich wieder Montag

2415:

The Consumer Trap: Big Business Marketing in American Life

1714: 1712: 697:, one man only went out at the Tabor plant , while at the 581:

would go up. Thus his compensation plans usually included

1037:

of the workers Taylor selected to take his measurements.

980:

had always enjoyed widespread popularity in America, and

372:

Taylor indicated that Scientific Management consisted of

2493:(this is a re-print of Drury's 1915 PhD dissertation at 773:

to investigate the system as it had been applied in the

394:

3) the scientific education and training of the workers:

2049: 1772: 1770: 1699: 1697: 48:(1856–1915), leading proponent of scientific management 1492:

The Journal of Applied Management and Entrepreneurship

1309:(1844–1924), ASME President and author of the seminal 1549: 1547: 946:

the movement for the scientific organization of labor

2789:

Einführung in das Management von Geschäftsprozessen.

1654: 1652: 1650: 1110:

rather than relying on tradition and rule of thumb.

3930: 3899: 3863: 3835: 3807: 3719: 3693: 3621: 3595: 3552: 3520: 3476: 3465: 3411: 3346: 3339: 3328: 3263: 1192:

Drive: The Surprising Truth About What Motivates Us

1041:

Variations of scientific management after Taylorism

3055: 2412: 2312: 2267: 1897: 1895: 756:, "scientific management" received much publicity. 390:The most suitable person for the job is selected. 2266:Aitken, Hugh George Jeffrey (1922–1994) (1985) , 1830:"The Ideas of Frederick W. Taylor: An Evaluation" 1811: 1809: 1130:offered their own alternatives to Taylorism. The 3062:, Mahwah, NJ, USA: Lawrence Erlbaum Associates, 2487:"Scientific Management; A History and Criticism" 1626:IIE (Institute of Industrial Engineers)Solutions 1450:Taylor, Frederick W. (1903). "Shop Management". 424:. While it was prefigured in the folk wisdom of 2821:Encyclopedia of science, technology, and ethics 1342:, p. 1153 Mitcham, Carl and Adam, Briggle 747: 728: 688: 2440:Scientific Management: A History and Criticism 2083:. Zürich: vdf Hochschulverlag AG. p. 188. 1954:"The Immediate Tasks of the Soviet Government" 903:Scientific management appealed to managers of 227:Scientific management: A History and Criticism 3223: 2218:Ebert, Philip; Freibichler, Wolfgang (2017). 1134:school of management (founded by the work of 701:shops across the street two thousand struck. 8: 3131:Next Taylorism: A Calculus of Knowledge Work 2864:, Thousand Oaks, CA, US: Sage Publications, 2527:Fundamentals of Business Process Management. 2491:Studies in History, Economics and Public Law 401:4) cooperation between managers and workers: 3198:Special Collections: F.W. Taylor Collection 2809:LSE Legal Studies Working Paper No. 20/2014 2585:: CS1 maint: numeric names: authors list ( 2473:: CS1 maint: numeric names: authors list ( 2296:: CS1 maint: numeric names: authors list ( 2201: 2199: 1570:. London: George Routledge & Sons, Ltd. 388:2) the scientific selection of the workers: 3473: 3343: 3336: 3230: 3216: 3208: 2923:, Beijing, China: Foreign Languages Press. 2093:: CS1 maint: location missing publisher ( 1970: 1916:"Lenin: A 'Scientific' System of Sweating" 1422:"F. W. Taylor, Expert in Efficiency, Dies" 589:Productivity, automation, and unemployment 322:"The art of management has been defined, " 2235: 2130: 1886: 515:at steel mills; the manual inspection of 4065:Industrial and organizational psychology 3158:American Society of Mechanical Engineers 2824:, vol. 3, Macmillan Reference USA, 2379:Geschichte des organisatorischen Denkens 2363:, London, UK: I.B. Tauris & Co Ltd, 2119: 2010: 1901: 1718: 658:also creates opportunity for work to be 526:; other engineers and managers, such as 511:; lifting and carrying in the moving of 3078:Eight Scenarios for Work in the Future. 2934:The Principles of Scientific Management 2654:, Oxford, UK: Oxford University Press, 2250: 1815: 1355: 1339: 1332: 1156:saw Frederick Taylor as the creator of 3133:, Frankfurt am Main, BRD: Peter Lang, 2842:Management and Organizational Behavior 2772: 2632: 2578: 2466: 2289: 2190: 2169: 2086: 2035: 2022: 1998: 1994: 1982: 1874: 1703: 1670: 1658: 1641: 1566:Mckillop, M.; Mckillop, A. D. (1920). 1553: 794:, was selected to undertake the work. 113:with opposing or complementary ideas. 78:. It was one of the earliest attempts 3183:Also available from Project Gutenberg 2968:, Göttingen: Georg-August Universität 2957:Also available from Project Gutenberg 2107: 1800: 1788: 1776: 1746: 1730: 1404: 1392: 1367: 821:. "Scientific Management and Labor". 381:1) the development of a true science: 7: 2904:. Various republications, including 2791:Berling Heidelberg: Springer Verlag. 2756:, New York, NY, US: Penguin-Viking, 2611:, New York and London: McGraw-Hill, 2608:The human factor in works management 2435:Drury, Horace Bookwalter (1888–1968) 2205: 1485: 1483: 1481: 1445: 1443: 1441: 1439: 1437: 1435: 1120:The Human Factor in Works Management 1078:became widely popular, growing from 924:by the machine". However, after the 200:Interstate Commerce Commission (ICC) 3907:Bachelor of Business Administration 2529:Berlin Heidelberg: Springer Verlag. 4008:Organizational behavior management 2453:University of California Libraries 784:Commission on Industrial Relations 741:Commission on Industrial Relations 70:. Its main objective is improving 25: 3922:Doctor of Business Administration 3912:Master of Business Administration 3106:, New York, New York, US: Knopf, 2672:. Zürich: vdf Hochschulverlag AG. 2545:"Scientific Management and Labor" 2381:. Wiesbaden: Springer Fachmedien. 288:in early 1911, it was opposed by 4023: 2569: 2515: 2457: 1834:The Academy of Management Review 1759:Melossi, Dario (December 2008). 1246:American system of manufacturing 1164:—engineering the processes that 1102:, believed that this system and 1098:, one of the originators of the 895:during the decade of 1905–1915. 790:, Professor of Economics at the 313:Scientific Management Principles 1511:Scientific Management and Labor 804:One of those appointed was Mr. 733:Scientific Management and Labor 711:government arsenal at Watertown 676:dirty, dangerous, and demeaning 530:; and other theorists, such as 292:, founder and President of the 3886:Chartered Management Institute 2694:Johns Hopkins University Press 2565:University of Michigan Library 2224:Journal of Organization Design 1538:10.1080/00213624.1996.11505862 812: 802: 797: 780: 759: 750: 706:Interstate Commerce Commission 695:general strike in Philadelphia 474:business process reengineering 416:Pursuit of economic efficiency 205:his influential 1911 monograph 1: 2541:Frey, John Philip (1871–1957) 1033:. Others are critical of the 936:, Taylorism was advocated by 899:Adoption in planned economies 839:U.S. House of Representatives 709:scientific management in the 4055:Production and manufacturing 3255:Index of management articles 2557:American Federation of Labor 2357:Beissinger, Mark R. (1988), 2334:San Francisco Public Library 1311:The Engineer as An Economist 948:). It found support in both 942:nauchnaia organizatsia truda 639:for those who do find jobs. 294:American Federation of Labor 3891:Critical management studies 3754:Full range leadership model 2973:Waring, Stephen P. (1991), 2839:Mullins, Laurie J. (2004), 2596:26816217 (all editions) 1583:The Business History Review 1168:use—not about what we call 1104:Japanese management culture 878:felt that he had succeeded 497:material handling equipment 470:business process management 4081: 3881:Certified Business Manager 2991:Woodham, Jonathan (1997), 2887:, New York: W. W. Norton, 2779:: CS1 maint: postscript ( 2639:: CS1 maint: postscript ( 2536:. Opladen: Leske+ Budrich. 2511:Cornell University Library 2327:Princeton University Press 2307:1468387 (all editions) 1673:, pp. 19, 23, 82, 95. 1526:Journal of Economic Issues 1006:German Democratic Republic 672:technological unemployment 662:to lower-wage areas, with 648:industrial control systems 374:four underlying principles 29: 4021: 3749:Evidence-based management 3245: 3148:Taylor, Frederick Winslow 3054:Gershon, Richard (2001), 2929:Taylor, Frederick Winslow 2237:10.1186/s41469-017-0014-1 1346:in Mitcham (2005) p. 1153 1212:Katherine M. H. Blackford 1162:sales process engineering 1024:Taylor believed that the 909:central economic planning 858:It is often assumed that 462:manufacturing engineering 4003:Organization development 3759:Management by objectives 3129:Scheiber, Lukas (2012), 2994:Twentieth-Century Design 2884:My Forty Years with Ford 2750:Kanigel, Robert (1997), 2483:Drury, Horace Bookwalter 2411:Dawson, Michael (2005), 2276:Harvard University Press 1828:Locke, Edwin A. (1982). 1263:Henry Louis Le Châtelier 1144:Toyota Production System 1100:Toyota Production System 1076:total quality management 1014:Toyota Production System 96:Frederick Winslow Taylor 3784:Social entrepreneurship 3744:Earned value management 2814:Mitcham, Carl (2005), " 2692:, Baltimore, Maryland: 1997:, p. 251, quoting 1688:www.merriam-webster.com 1684:"Definition of SOLDIER" 1226:post-industrial economy 1128:Lillian Moller Gilbreth 998:German Federal Archives 854:Relationship to Fordism 823:American Federationist. 633:structural unemployment 544:Lillian Moller Gilbreth 268:Lillian Moller Gilbreth 223:Horace Bookwalter Drury 4030:Systems science portal 3973:Management development 3968:Management cybernetics 3953:Executive compensation 3789:Sustainable management 3651:Information technology 3631:Environmental resource 2681:Leipzig: Klett Verlag. 2559:: 257–268 – via 2549:American Federationist 2176:: CS1 maint: others ( 1052:industrial engineering 1001: 830: 744: 715: 656:economic globalization 598: 454:industrial engineering 405: 370: 361: 343: 328: 118:industrial engineering 49: 3993:Managerial psychology 3958:Management consulting 3779:Scientific management 3562:Customer relationship 3250:Outline of management 2964:Von Berg, A. (2009), 2860:Rosen, Ellen (1993), 2668:Hebeisen, W. (1999). 2079:Hebeisen, W. (1999). 1706:, pp. 13–29, 95. 1509:Hoxie, R. F. (1915). 1302:Theory X and Theory Y 1064:operations management 1012:societies, as in the 995: 828:(4): 257 (April 1916) 792:University of Chicago 739:, 1915 report to the 596: 446:operations management 434:time and motion study 378: 366: 348: 333: 320: 217:Midvale Steel Company 53:Scientific management 44: 3988:Managerial economics 3948:Corporate governance 3855:Oliver E. Williamson 3734:Collaborative method 3156:, New York, NY, US: 3087:World Future Society 3075:Morf, Martin (1983) 2879:Sorensen, Charles E. 2648:Head, Simon (2005), 2532:Freriks, R. (1996). 2443:(PhD dissertation). 2377:Bonazzi, G. (2014). 1252:Cheaper by the Dozen 1224:In countries with a 1158:knowledge management 848:personnel management 682:Taylorism and unions 503:in the unloading of 225:, in his 1918 work, 32:New England theology 27:Theory of management 4050:History of business 3850:Eliyahu M. Goldratt 2686:Hounshell, David A. 2503:Columbia University 2445:Columbia University 2316:Republished in 1985 2013:, pp. 193–216. 1889:, pp. 249–253. 1068:operations research 926:Russian Revolutions 893:efficiency movement 868:Charles E. Sorensen 837:A committee of the 806:Robert G. Valentine 767:William C. Redfield 625:subsistence farmers 540:Frank Gilbreth, Sr. 450:operations research 438:Efficiency Movement 422:economic efficiency 286:Rock Island Arsenal 258:Sanford E. Thompson 94:after its pioneer, 72:economic efficiency 36:Taylorism (history) 4013:Pointy-haired Boss 3963:Management control 3799:Virtual management 2794:Laube, H. (2014). 2675:Henke, J. (2004). 2505:: 100 – via 2048:Henke, J. (2004). 1426:The New York Times 1148:lean manufacturing 1088:lean manufacturing 1035:representativeness 1020:Criticism of rigor 1002: 864:Ford Motor Company 699:Baldwin Locomotive 664:knowledge transfer 620:standard of living 599: 528:Benjamin S. Graham 478:lean manufacturing 458:management science 274:Harrington Emerson 246:Horace K. Hathaway 176:knowledge transfer 76:labor productivity 50: 4060:Management theory 4037: 4036: 3983:Management system 3917:PhD in management 3689: 3688: 3548: 3547: 3461: 3460: 3429:Product lifecycle 3113:978-0-394-51262-4 3069:978-0-8058-3002-6 2871:978-0-8039-4573-9 2852:978-0-273-68876-1 2831:978-0-02-865834-6 2787:Koch, S. (2011). 2763:978-0-670-86402-7 2742:978-0-14-009741-2 2727:Hughes, Thomas P. 2703:978-0-8018-2975-8 2661:978-0-19-517983-5 2370:978-1-85043-108-4 2351:978-0-691-04241-1 2323:Merritt Roe Smith 2321:(New foreword by 2155:978-1-135-23115-6 1973:, pp. 35–37. 1952:Lenin, Vladimir. 1661:, pp. 13–14. 1464:10.1115/1.4060669 1234:digital Taylorism 1189:in his 2009 book 1170:sales engineering 1070:, and management 1056:quality assurance 1026:scientific method 905:planned economies 782:When the federal 775:Watertown Arsenal 763:William B. Wilson 754:Watertown Arsenal 652:numerical control 637:income inequality 601:Taylorism led to 430:empirical methods 302:Watertown Arsenal 264:Frank B. Gilbreth 196:Frank B. Gilbreth 16:(Redirected from 4072: 4027: 3764:Management style 3474: 3344: 3337: 3232: 3225: 3218: 3209: 3178: 3143: 3125: 3095:, pp. 14–19 3072: 3061: 3042: 3040: 3039: 3015: 2987: 2969: 2953: 2924: 2903: 2874: 2856: 2835: 2784: 2778: 2770: 2746: 2722: 2665: 2644: 2638: 2630: 2590: 2584: 2576: 2574: 2573: 2522: 2520: 2519: 2507:Internet Archive 2478: 2472: 2464: 2462: 2461: 2430: 2418: 2405: 2386:Braverman, Harry 2374: 2337: 2330:Internet Archive 2320: 2301: 2295: 2287: 2284:Trent University 2280:Internet Archive 2273: 2253: 2248: 2242: 2241: 2239: 2215: 2209: 2203: 2194: 2188: 2182: 2181: 2175: 2167: 2140: 2134: 2128: 2122: 2117: 2111: 2105: 2099: 2098: 2092: 2084: 2076: 2070: 2069: 2067: 2065: 2056:. 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Cooke 213: 184: 172:mass production 156:standardization 55:is a theory of 39: 28: 23: 22: 15: 12: 11: 5: 4078: 4076: 4068: 4067: 4062: 4057: 4052: 4042: 4041: 4035: 4034: 4022: 4019: 4018: 4016: 4015: 4010: 4005: 4000: 3995: 3990: 3985: 3980: 3978:Management fad 3975: 3970: 3965: 3960: 3955: 3950: 3945: 3940: 3938:Administration 3934: 3932: 3928: 3927: 3925: 3924: 3919: 3914: 3909: 3903: 3901: 3897: 3896: 3894: 3893: 3888: 3883: 3878: 3873: 3867: 3865: 3861: 3860: 3858: 3857: 3852: 3847: 3841: 3839: 3833: 3832: 3830: 3829: 3824: 3819: 3813: 3811: 3805: 3804: 3802: 3801: 3796: 3791: 3786: 3781: 3776: 3771: 3766: 3761: 3756: 3751: 3746: 3741: 3736: 3731: 3725: 3723: 3717: 3716: 3714: 3713: 3708: 3703: 3697: 3695: 3691: 3690: 3687: 3686: 3684: 3683: 3678: 3673: 3668: 3663: 3658: 3653: 3648: 3643: 3638: 3633: 3627: 3625: 3619: 3618: 3616: 3615: 3610: 3605: 3599: 3597: 3593: 3592: 3590: 3589: 3584: 3579: 3574: 3569: 3564: 3558: 3556: 3550: 3549: 3546: 3545: 3543: 3542: 3537: 3532: 3526: 3524: 3518: 3517: 3515: 3514: 3509: 3508: 3507: 3502: 3488: 3482: 3480: 3471: 3466:On activity or 3463: 3462: 3459: 3458: 3456: 3455: 3450: 3449: 3448: 3438: 3437: 3436: 3431: 3421: 3415: 3413: 3409: 3408: 3406: 3405: 3400: 3395: 3390: 3385: 3380: 3375: 3370: 3365: 3360: 3354: 3352: 3341: 3334: 3326: 3325: 3323: 3322: 3317: 3312: 3307: 3302: 3297: 3292: 3291: 3290: 3280: 3275: 3269: 3267: 3261: 3260: 3258: 3257: 3252: 3246: 3243: 3242: 3237: 3235: 3234: 3227: 3220: 3212: 3206: 3205: 3192: 3191:External links 3189: 3188: 3187: 3166: 3144: 3140:978-3631624050 3139: 3126: 3112: 3096: 3073: 3068: 3049: 3046: 3044: 3043: 3031: 3016: 3003: 2988: 2983: 2970: 2961: 2925: 2913: 2875: 2870: 2857: 2851: 2836: 2830: 2811: 2805: 2792: 2785: 2762: 2747: 2741: 2723: 2702: 2682: 2673: 2666: 2660: 2645: 2617: 2599: 2543:(April 1916). 2537: 2530: 2523: 2479: 2431: 2425: 2407: 2406: 2400: 2382: 2375: 2369: 2354: 2310: 2262: 2260: 2257: 2255: 2254: 2243: 2210: 2195: 2183: 2154: 2135: 2131:Braverman 1998 2123: 2112: 2100: 2071: 2040: 2027: 2015: 2003: 2001:, p. 115. 1987: 1975: 1963: 1944: 1925: 1906: 1891: 1887:Hounshell 1984 1879: 1867: 1846:10.2307/257244 1820: 1805: 1793: 1781: 1779:, p. 257. 1766: 1751: 1739: 1723: 1708: 1693: 1675: 1663: 1646: 1631: 1616: 1589:(4): 479–500. 1573: 1558: 1543: 1516: 1501: 1477: 1431: 1413: 1397: 1376: 1360: 1348: 1331: 1329: 1326: 1325: 1324: 1319: 1314: 1307:Henry R. Towne 1304: 1299: 1294: 1288: 1281: 1274: 1266: 1260: 1255: 1248: 1241: 1238: 1230:service sector 1181: 1178: 1124:Frank Gilbreth 1116:James Hartness 1047: 1044: 1042: 1039: 1021: 1018: 989: 986: 978:Anti-communism 958:Five Year Plan 950:Vladimir Lenin 938:Aleksei Gastev 921:Vladimir Lenin 916: 913: 900: 897: 855: 852: 816: 771:John Q. Tilson 746: 727: 719:Samuel Gompers 683: 680: 629:service sector 590: 587: 551: 548: 417: 414: 314: 311: 290:Samuel Gompers 278: 277: 271: 261: 255: 249: 243: 237: 234:Henry L. Gantt 212: 209: 192:Henry L. Gantt 188:Louis Brandeis 183: 180: 160:best practices 26: 24: 14: 13: 10: 9: 6: 4: 3: 2: 4077: 4066: 4063: 4061: 4058: 4056: 4053: 4051: 4048: 4047: 4045: 4032: 4031: 4026: 4020: 4014: 4011: 4009: 4006: 4004: 4001: 3999: 3998:Managerialism 3996: 3994: 3991: 3989: 3986: 3984: 3981: 3979: 3976: 3974: 3971: 3969: 3966: 3964: 3961: 3959: 3956: 3954: 3951: 3949: 3946: 3944: 3943:Collaboration 3941: 3939: 3936: 3935: 3933: 3929: 3923: 3920: 3918: 3915: 3913: 3910: 3908: 3905: 3904: 3902: 3898: 3892: 3889: 3887: 3884: 3882: 3879: 3877: 3874: 3872: 3869: 3868: 3866: 3862: 3856: 3853: 3851: 3848: 3846: 3845:Peter Drucker 3843: 3842: 3840: 3834: 3828: 3825: 3823: 3820: 3818: 3815: 3814: 3812: 3806: 3800: 3797: 3795: 3794:Team building 3792: 3790: 3787: 3785: 3782: 3780: 3777: 3775: 3772: 3770: 3767: 3765: 3762: 3760: 3757: 3755: 3752: 3750: 3747: 3745: 3742: 3740: 3737: 3735: 3732: 3730: 3727: 3726: 3724: 3718: 3712: 3709: 3707: 3704: 3702: 3699: 3698: 3696: 3692: 3682: 3679: 3677: 3674: 3672: 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1917: 1910: 1907: 1903: 1902:Sorensen 1956 1898: 1896: 1892: 1888: 1883: 1880: 1876: 1871: 1868: 1863: 1859: 1855: 1851: 1847: 1843: 1839: 1835: 1831: 1824: 1821: 1818:, p. 70. 1817: 1812: 1810: 1806: 1802: 1797: 1794: 1790: 1785: 1782: 1778: 1773: 1771: 1767: 1762: 1755: 1752: 1749:, pp. 195–198 1748: 1743: 1740: 1736: 1732: 1727: 1724: 1720: 1719:Von Berg 2009 1715: 1713: 1709: 1705: 1700: 1698: 1694: 1689: 1685: 1679: 1676: 1672: 1667: 1664: 1660: 1655: 1653: 1651: 1647: 1643: 1638: 1636: 1632: 1627: 1620: 1617: 1612: 1608: 1604: 1600: 1596: 1592: 1588: 1584: 1577: 1574: 1569: 1562: 1559: 1555: 1550: 1548: 1544: 1539: 1535: 1531: 1527: 1520: 1517: 1512: 1505: 1502: 1497: 1493: 1486: 1484: 1482: 1478: 1473: 1469: 1465: 1461: 1458:: 1356–1364. 1457: 1453: 1446: 1444: 1442: 1440: 1438: 1436: 1432: 1427: 1423: 1417: 1414: 1410: 1406: 1401: 1398: 1394: 1389: 1387: 1385: 1383: 1381: 1377: 1373: 1369: 1364: 1361: 1357: 1352: 1349: 1345: 1341: 1336: 1333: 1327: 1323: 1320: 1318: 1315: 1312: 1308: 1305: 1303: 1300: 1298: 1295: 1292: 1289: 1287: 1286: 1285:Pandora's Box 1282: 1280: 1279: 1275: 1273: 1271: 1267: 1264: 1261: 1259: 1256: 1254: 1253: 1249: 1247: 1244: 1243: 1239: 1237: 1235: 1231: 1227: 1222: 1220: 1215: 1213: 1208: 1204: 1201: 1196: 1194: 1193: 1188: 1179: 1177: 1175: 1171: 1167: 1163: 1159: 1155: 1154:Peter Drucker 1151: 1149: 1146:, from which 1145: 1141: 1137: 1133: 1129: 1125: 1121: 1117: 1111: 1109: 1105: 1101: 1097: 1096:Shigeo Shingo 1093: 1089: 1085: 1081: 1077: 1073: 1069: 1065: 1061: 1057: 1053: 1045: 1040: 1038: 1036: 1032: 1031:pseudoscience 1027: 1019: 1017: 1015: 1011: 1007: 999: 994: 987: 985: 983: 979: 974: 969: 967: 963: 962:Joseph Stalin 959: 955: 951: 947: 943: 939: 935: 930: 927: 922: 914: 912: 910: 906: 898: 896: 894: 889: 885: 881: 877: 873: 872:Henry Ford II 869: 865: 861: 853: 851: 849: 843: 840: 835: 827: 824: 820: 815: 809: 807: 793: 789: 785: 776: 772: 768: 764: 755: 743: 742: 738: 734: 726: 722: 720: 714: 712: 707: 702: 700: 696: 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Barth 238: 235: 232: 231: 230: 228: 224: 220: 218: 210: 208: 206: 201: 197: 193: 189: 181: 179: 177: 173: 169: 165: 164:social status 161: 157: 153: 152: 147: 146: 141: 140: 135: 131: 127: 123: 119: 114: 112: 108: 104: 103:manufacturing 99: 97: 93: 89: 85: 81: 77: 74:, especially 73: 69: 66: 62: 58: 54: 47: 43: 37: 33: 19: 4028: 3778: 3582:Supply chain 3555:relationship 3553:On aspect or 3446:Construction 3412:On component 3333:organization 3305:Intelligence 3202: 3197: 3180: 3152: 3130: 3103: 3091: 3082: 3077: 3057: 3036:. Retrieved 3021: 2993: 2974: 2965: 2955: 2933: 2920: 2917:Stalin, J.V. 2883: 2861: 2841: 2820: 2815: 2803:Der Spiegel. 2802: 2796: 2788: 2767: 2752: 2731: 2689: 2676: 2669: 2650: 2607: 2581:cite journal 2561:Google Books 2552: 2548: 2533: 2526: 2498: 2490: 2449:Google Books 2447:– via 2439: 2414: 2390: 2378: 2359: 2317: 2314: 2278:– via 2269: 2251:Kanigel 1997 2246: 2227: 2223: 2213: 2186: 2144: 2138: 2126: 2115: 2103: 2080: 2074: 2062:. Retrieved 2058:the original 2053: 2043: 2030: 2018: 2006: 1990: 1978: 1966: 1957: 1947: 1938: 1933:Lenin, V.I. 1928: 1919: 1914:Lenin, V.I. 1909: 1904:, p. 41 1882: 1870: 1840:(1): 14–24. 1837: 1833: 1823: 1816:Mullins 2004 1796: 1784: 1760: 1754: 1742: 1726: 1687: 1678: 1666: 1625: 1619: 1586: 1582: 1576: 1567: 1561: 1529: 1525: 1519: 1510: 1504: 1495: 1491: 1455: 1451: 1425: 1416: 1400: 1363: 1358:, p. 12 1356:Woodham 1997 1351: 1343: 1340:Mitcham 2005 1335: 1322:Exploitation 1310: 1297:Stakhanovism 1283: 1276: 1270:Modern Times 1269: 1250: 1223: 1219:managed care 1216: 1209: 1205: 1197: 1190: 1183: 1180:In the 2000s 1152: 1119: 1112: 1092:evolutionary 1049: 1046:In the 1900s 1023: 1003: 988:East Germany 970: 954:Leon Trotsky 945: 941: 934:Soviet Union 931: 918: 915:Soviet Union 902: 883: 879: 857: 844: 836: 832: 825: 822: 819:John P. Frey 810: 748: 732: 729: 723: 716: 703: 692: 689: 685: 641: 617: 613:job security 603:productivity 600: 579:productivity 570: 557: 553: 521: 493:manual labor 486: 419: 410: 406: 400: 399: 393: 392: 387: 386: 380: 379: 373: 371: 367: 362: 358: 355: 352: 349: 344: 340: 337: 334: 329: 323: 321: 316: 307: 298:craft unions 283: 279: 226: 221: 214: 185: 149: 143: 137: 115: 100: 91: 52: 51: 3822:Forecasting 3739:Distributed 3646:Information 3623:On resource 3567:Engineering 3393:Performance 3351:(top-level) 3278:Association 2469:cite thesis 2191:Dawson 2005 2036:Yaszek 2002 2023:Aitken 1985 1999:Stalin 1976 1995:Hughes 2004 1983:Hughes 2004 1875:Waring 1991 1704:Taylor 1911 1671:Taylor 1911 1659:Taylor 1911 1644:, p. . 1642:Taylor 1911 1554:Taylor 1911 1395:, p. . 1370:, pp. 1291:Hans Renold 1221:) as well. 1187:Daniel Pink 1166:salespeople 1072:cybernetics 880:in spite of 583:piece rates 574:best method 536:Henri Fayol 524:Henry Gantt 346:principles: 260:(1867–1949) 254:(1872–1960) 248:(1878–1944) 242:(1860–1939) 236:(1861–1919) 126:rationality 107:competition 84:engineering 65:synthesizes 4044:Categories 3827:Leadership 3810:activities 3722:approaches 3676:Technology 3596:On problem 3577:Perception 3530:Accounting 3495:production 3491:Operations 3468:department 3383:Innovation 3358:Capability 3320:Reputation 3300:Healthcare 3288:Restaurant 3239:Management 3038:2017-06-03 3004:0192842048 2984:0807819727 2816:Management 2720:1104810110 2259:References 2164:1124539315 2108:Rosen 1993 2064:6 February 1801:Drury 1915 1789:Drury 1915 1777:Frey, 1916 1747:Drury 1915 1733:, p. 1731:Drury 1918 1407:, p. 1405:Drury 1918 1393:Drury 1918 1372:15–21, 292 1368:Drury 1918 1344:Management 1200:militaries 1136:Elton Mayo 1118:published 1010:capitalist 884:because of 876:Henry Ford 850:movement. 668:offshoring 660:outsourced 644:automation 565:conscripts 550:Soldiering 134:work ethic 130:empiricism 111:syncretism 57:management 18:Soldiering 3864:Education 3836:Pioneers, 3729:Adhocracy 3694:Positions 3666:Materials 3656:Knowledge 3572:Logistics 3486:Marketing 3378:Financial 3348:Strategic 3331:within an 3329:By focus, 3083:Futurist, 2729:(2004) , 2388:(1998) , 2206:Head 2005 2172:cite book 2089:cite book 1854:0363-7425 1611:154947695 1472:267187263 1174:marketing 1084:Six Sigma 532:Max Weber 513:iron pigs 501:shoveling 482:Six Sigma 466:logistics 92:Taylorism 88:processes 68:workflows 3838:scholars 3720:Methods, 3603:Conflict 3419:Facility 3340:On scope 3310:Military 3283:Business 3273:Academic 3150:(1903), 3122:83048867 3102:(1984), 3013:35777427 2943:11010339 2931:(1911), 2919:(1976), 2893:56010854 2881:(1956), 2775:citation 2712:83016269 2688:(1984), 2635:citation 2605:(1912), 2495:Columbia 2485:(1918). 2437:(1915). 2343:84-26462 2336:). 1985. 2292:citation 1803:, p. 194 1791:, p. 141 1763:. Wiley. 1628:: 23–28. 1240:See also 1198:Today's 1140:ISO-9000 1108:analysis 973:Cold War 966:Leninism 919:By 1913 907:because 507:full of 61:analyzes 3900:Degrees 3808:Skills, 3701:Interim 3540:Records 3505:Quality 3500:Process 3470:managed 3453:Program 3441:Project 3424:Product 3403:Systems 3363:Capital 3264:By type 3176:2365572 3089:(1985) 2627:1065709 2025:, p. 21 1877:, p. 14 1603:3113537 932:In the 860:Fordism 560:workers 442:Fordism 211:History 82:to the 3711:Senior 3706:Middle 3671:Skills 3613:Stress 3608:Crisis 3587:Talent 3535:Office 3368:Change 3315:Public 3174: 3164: 3137: 3120: 3110: 3066: 3029: 3011: 3001: 2981: 2951:233134 2949: 2941: 2908: 2901:912748 2899: 2891: 2868: 2849: 2828: 2760: 2739: 2718: 2710: 2700: 2658: 2625: 2615: 2594: 2423: 2398: 2367: 2349: 2341: 2305: 2162: 2152: 1862:257244 1860: 1852: 1609: 1601: 1470: 1313:(1886) 1272:(film) 882:, not 480:, and 436:, the 426:thrift 174:; and 3931:Other 3522:Staff 3512:Sales 3434:Brand 3388:Legal 3295:Court 2555:(4). 2230:(4). 2054:Klett 1858:JSTOR 1607:S2CID 1599:JSTOR 1468:S2CID 1328:Notes 170:into 122:logic 59:that 3681:Time 3661:Land 3478:Line 3398:Risk 3172:OCLC 3162:ISBN 3135:ISBN 3118:LCCN 3108:ISBN 3064:ISBN 3027:ISBN 3009:OCLC 2999:ISBN 2979:ISBN 2947:OCLC 2939:LCCN 2906:ISBN 2897:OCLC 2889:LCCN 2866:ISBN 2847:ISBN 2826:ISBN 2801:In: 2781:link 2758:ISBN 2737:ISBN 2716:OCLC 2708:LCCN 2698:ISBN 2656:ISBN 2641:link 2623:OCLC 2613:ISBN 2592:OCLC 2587:link 2475:link 2421:ISBN 2396:ISBN 2365:ISBN 2347:ISBN 2339:LCCN 2303:OCLC 2298:link 2178:link 2160:OCLC 2150:ISBN 2095:link 2066:2017 1850:ISSN 1498:(3). 1126:and 1086:and 1058:and 952:and 940:and 769:and 650:and 542:and 215:The 194:and 182:Name 151:mura 148:and 145:muri 139:muda 109:and 63:and 3081:in 2818:", 2497:). 2325:). 2232:doi 1842:doi 1735:197 1591:doi 1534:doi 1460:doi 1409:129 968:." 509:ore 326:"." 158:of 154:); 86:of 4046:: 3201:. 3179:. 3170:, 3160:, 3116:, 3007:, 2954:. 2945:, 2895:, 2777:}} 2773:{{ 2766:. 2714:, 2706:, 2696:, 2637:}} 2633:{{ 2621:, 2583:}} 2579:{{ 2567:) 2553:23 2551:. 2547:. 2513:) 2499:65 2489:. 2471:}} 2467:{{ 2455:) 2345:; 2294:}} 2290:{{ 2274:, 2226:. 2222:. 2198:^ 2174:}} 2170:{{ 2158:. 2091:}} 2087:{{ 2052:. 1956:. 1937:. 1918:. 1894:^ 1856:. 1848:. 1836:. 1832:. 1808:^ 1769:^ 1711:^ 1696:^ 1686:. 1649:^ 1634:^ 1605:. 1597:. 1587:48 1585:. 1546:^ 1530:30 1528:. 1496:16 1494:. 1480:^ 1466:. 1456:24 1454:. 1434:^ 1424:. 1379:^ 1214:. 1176:. 1066:, 1016:. 826:22 817:— 765:, 735:, 713:. 615:. 476:, 472:, 468:, 464:, 460:, 456:, 452:, 448:, 444:, 207:. 142:, 132:; 128:; 124:; 98:. 3493:/ 3231:e 3224:t 3217:v 3185:. 3124:. 3041:. 2959:. 2912:. 2855:. 2834:. 2799:? 2783:) 2745:. 2664:. 2643:) 2598:. 2589:) 2575:. 2563:( 2521:. 2509:( 2477:) 2463:. 2451:( 2429:. 2404:. 2373:. 2332:( 2309:. 2300:) 2286:) 2282:( 2240:. 2234:: 2228:6 2208:. 2193:. 2180:) 2166:. 2133:. 2097:) 2068:. 1985:. 1960:. 1941:. 1922:. 1864:. 1844:: 1838:7 1737:. 1613:. 1593:: 1556:. 1540:. 1536:: 1474:. 1462:: 1428:. 1374:. 944:( 376:: 38:. 20:)

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