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In many cases, however, Taylor's ideas were extremely effective.In the case of shovelers at the Bethlehem Steel Works, workers earned higher wages and the company saved between ,000 and ,000 per year through greater efficiency. Drucker himself would suggest that accolade should be given to Frederick Winslow Taylor (1856-1915): 'Frederick W.
The development of university-based business schools which taught aspiring managers was also crucial to making the link between the principles of scientific management and their application in real work scenarios, and the importance of these schools increased rapidly after 1920.
As public interest in Taylor’s methods was amplified, it attracted consultancy firms to promote Taylorite methods. In the UK, Taylor’s methods were slow to be implemented by leading industrialists who followed a more paternalistic tradition.
In 1890 he became general manager of Manufacturing Investment Company (MIC), eventually becoming an independent consulting engineer to management.
By 1910, Taylor and his management methods had become well known.
In response, Taylor fined any man whose machine broke, until eventually 'they got sick of being fined, their opposition broke down, and they promised to do a fair day's work.' It is easy to see why Taylor's work was regarded as inhumane.
For, whatever his motives of bringing about the greater good for the worker on the shop floor, the alleviation of poverty, and the elimination of waste, his methods were extremely hard and sometimes had the opposite effect.Taylor's work The principles of scientific management (source of all the following quotes) was published in 1911.His ideas were an accumulation of his life's work, and included several examples from his places of employment.It took Taylor three years to implement some of his methods in the Midvale Steel Works.The men resorted to breaking their machines in an attempt to prove to management that Taylor was overworking them.The overriding principles of scientific management are that: Under the management of 'initiative and incentive' practically the whole problem is 'up to the workman' while under the scientific management fully one-half of the problem is 'up to the management'.The principle object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee.Instead, in 1874, he took the unusual step for someone of his upper-class, almost aristocratic, background of becoming an apprentice patternmaker and machinist at the Enterprise Hydraulic Works.Following his apprenticeship, Taylor took up an unskilled job at the Midvale Steel Works in 1878, and after several different jobs and a master's degree in mechanical engineering he was appointed chief engineer there.On Taylor's `scientific management' rests, above all, the tremendous surge of affluence in the last seventy-five years which has lifted the working masses in the developed countries well above any level recorded, even for the well-to-do.Taylor, though the Isaac Newton (or perhaps the Archimedes) of the science of work, laid only first foundations, however.