Frederick Winslow Taylor, American inventor and engineer who is known as the father of scientific management. His system of industrial management has influenced the development modern industry . He was born in 1856 in Philadelphia as a son of a wealthy family.
In 1881, at 25, he introduced time study at the Midvale plant. Essentially, Taylor suggested that production efficiency in a shop or factory could be enhanced by close observation of the individual worker and elimination of waste time and motion in his operation.
In 1884, Taylor became the chief engineer at Midvale and completed the design and construction of a novel machine shop. Taylor might have enjoyed a brilliant full-time career as an inventor—he had more than 40 patents to his credit—but his interest in what was soon called scientific management led him to resign his post at Midvale and to become general manager of the Manufacturing Investment Company (1890–93). He served a long list of prominent firms ending with the Bethelem Steel Corporation while at Bethlehem, he developed high-speed steel and performed notable experiments in shoveling and pig-iron handling.
Taylor retired at age 45 but continued to devote time and money to promote the principles of scientific management through lectures at universities and professional societies. From 1904 to 1914, with his wife and three adopted children, Taylor lived in Philadelphia. The American Society of Mechanical Engineers elected him president in 1906. Many of his influential publications first appeared in the Transactions of that society, namely, “Notes on Belting” (1894); “A Piece-rate System” (1895); “Shop Management” (1903); and “On the Art of Cutting Metals” (1906). The Principles of Scientific Management was published commercially in 1911. Taylor's scientific management also, known as "Taylorism",Taylor Principles,is consisted of four principles:
1-Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.
2-Scientifically select, train, and develop each employee rather than passively leaving them to train themselves
3-Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task" (Montgomery 1997: 250).
4-Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.
Drawbacks of Scientific Management
While scientific management principles improved productivity and had a subtantial impact on industry,they also increased the monotony of work.The core job dimensions of skill variety,task identity,task significance,autonomy and feedback all were missing from the picture of sicentific management.
While the new ways of working were accepted by the workers in many cases, in some cases the were not. Using stopwatches was protested issue and led to a strike at one factory where "Taylorism" was being tested.Complaints that Taylorism was dehumanizing led to an investigation by the United States Congress. Although it has many opponents, scientific management changed how the work was done, and some forms of it are in use today.
In 1881, at 25, he introduced time study at the Midvale plant. Essentially, Taylor suggested that production efficiency in a shop or factory could be enhanced by close observation of the individual worker and elimination of waste time and motion in his operation.
In 1884, Taylor became the chief engineer at Midvale and completed the design and construction of a novel machine shop. Taylor might have enjoyed a brilliant full-time career as an inventor—he had more than 40 patents to his credit—but his interest in what was soon called scientific management led him to resign his post at Midvale and to become general manager of the Manufacturing Investment Company (1890–93). He served a long list of prominent firms ending with the Bethelem Steel Corporation while at Bethlehem, he developed high-speed steel and performed notable experiments in shoveling and pig-iron handling.
Taylor retired at age 45 but continued to devote time and money to promote the principles of scientific management through lectures at universities and professional societies. From 1904 to 1914, with his wife and three adopted children, Taylor lived in Philadelphia. The American Society of Mechanical Engineers elected him president in 1906. Many of his influential publications first appeared in the Transactions of that society, namely, “Notes on Belting” (1894); “A Piece-rate System” (1895); “Shop Management” (1903); and “On the Art of Cutting Metals” (1906). The Principles of Scientific Management was published commercially in 1911. Taylor's scientific management also, known as "Taylorism",Taylor Principles,is consisted of four principles:
1-Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.
2-Scientifically select, train, and develop each employee rather than passively leaving them to train themselves
3-Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task" (Montgomery 1997: 250).
4-Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.
Drawbacks of Scientific Management
While scientific management principles improved productivity and had a subtantial impact on industry,they also increased the monotony of work.The core job dimensions of skill variety,task identity,task significance,autonomy and feedback all were missing from the picture of sicentific management.
While the new ways of working were accepted by the workers in many cases, in some cases the were not. Using stopwatches was protested issue and led to a strike at one factory where "Taylorism" was being tested.Complaints that Taylorism was dehumanizing led to an investigation by the United States Congress. Although it has many opponents, scientific management changed how the work was done, and some forms of it are in use today.
Kaynaklar:
http://www.britannica.com/eb/article-9071464/Frederick-W-Taylor
http://www.netmba.com/mgmt/scientific/
http://sozluk.sourtimes.org/show.asp?t=frederick+winslow+taylor
http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor
http://www.stevens.edu/ses/about_soe/history/frederick_winslow_taylor.html
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