The Principles of Scientific Management (Paperback)

~ Frederick W. Taylor (Author), Tracy Epley (Editor), Collin McLoughlin (Editor)
Key Phrases: shop management, accurate time study, handling pig iron, Bethlehem Steel Company, American Society of Mechanical Engineers (more...)

Editorial Reviews

Product Description

"This book is not merely the precursor of modern organization and decision theory, it is in many respects its origin. . . . A seminal work: an often misinterpreted work: and an indipensable source of administrative theory." —Arch T. Dodson, Cornell University This brief essay by the founder of scientific management has served for nearly a century as a primer for administrators and for students of managerial techniques. Although scientific management was developed primarily as a system for increasing productivity in industry, its principles have been applied to all kinds of large-scale enterprises, including operations with departments and agencies of the federal government. It is in this volume that Frederick Winslow Taylor gave the theory of scientific management its clearest airing.

Born in 1856, Taylor began work at age eighteen as an apprentice to a pattern-maker and as a machinist. A few years later he joined the Midvale Steel Company as a laborer, and in eight years rose to chief engineer. During this time he developed and tested what he called the "task system," which became known as the Taylor System and eventually as scientific management. He 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 laid the groundwork for the principles that are expounded in this essay, which was first published in 1911. . --This text refers to an alternate Paperback edition.

Product Details

• Paperback: 120 pages
• Publisher: Enna Inc. (January 24, 2008)
• Language: English
• ISBN-10: 1897363893
• ISBN-13: 978-1897363898
• Product Dimensions: 8.8 x 6 x 0.3 inches
• Shipping Weight: 6.4 ounces (View shipping rates and policies)
• Average Customer Review: 4.1 out of 5 stars  See all reviews (19 customer reviews)
• Amazon.com Sales Rank: #1,508,855 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

52 of 53 people found the following review helpful:

5.0 out of 5 stars The Basis of Using Measurement to Improve Performance, June 16, 2000

By	Professor Donald Mitchell "Jesus Makes Me a P... (Boston) - See all my reviews (TOP 10 REVIEWER)

This review is from: The Principles of Scientific Management (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.

In reading this list, I am reminded of Bill Jensen's new book, Simplicity, in which he calls for something rather similar to the broad concepts of Scientific Management. So although many people consider almost all existing management Taylorian, a closer examination would say that management is not doing its job.

The basic problem with Scientific Management was not that it was flawed, but that it took slow long to do that it was impractical to try too many experiments. The time and measurement experiments took forever. The calculations of multivariate problems were hard to solve in precomputer days. The change process was slow (usually 3-5 years).

The experiments that we all know about and applaud now (team-based learning and self-directed work teams, TQM, reengineering, and so forth) could have been addressed by the Scientific Management method as soon as the limitations described above could be lifted.

As a result, I think it is incorrect to be pro TQM or reengineering and anti Scientific Management. I believe that the basic principles are more compatible than not.

At some point, all of this becomes merely philosophical. I think you will find the case studies in the book revealing about what the potential for improvement can be in tasks that people have been doing for centuries (like laying bricks).

I was impressed that Taylor was so good at locating stalls of disbelief, misconception, communication, and bureaucracy. He had a keen sense of where mental models were wrong, and how to bust those stalls. In fact, he may have been the 19th century's first business stallbuster.

I highly recommend this book to anyone who is interested in understanding more about how measurements can be useful to identifying ways to improve performance for all of society.

11 of 11 people found the following review helpful:

4.0 out of 5 stars Task: Maximum prosperity for the employer and each employee!, March 31, 2001

By	Gerard Kroese (The Netherlands) - See all my reviews (REAL NAME)

This review is from: The Principles of Scientific Management (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.

Just like other readers I expected something different from this book, since much of what is said about this book on MBA and management-courses is not true. I did enjoy reading this book, even though it is now somewhat out of date (originally published 1911), but it is amazing how much scientific management is still around us and the influence it still has on modern management (business process reengineering). It is written in simple English and is very thin for a management book with just 140 pages.

10 of 10 people found the following review helpful:

5.0 out of 5 stars The Roots of Modern Management, June 12, 2004

By	Herman Jackson (Corpus Christi, TX USA) - See all my reviews

This review is from: The Principles of Scientific Management (Paperback)

Taylor's ideas are commonly viewed as being antiquated because of the time and circumstances under which he worked. Not so! If you think TQM (including Deming, Juran, Shewart, and Taguchi) and Collaborative Management are the answer, you'll find the roots of of these and more in Taylor. It is true that Taylor applied his efforts mainly to work consisting of brute force - but that was the workplace world which existed then.

Before reading Taylor, you should first get up to speed on modern management/leadership concepts. Then, travel back to a time before machines replaced human labor. (If you are my age it should be easy!) Now read Taylor and use just a bit of imagination to visualize what he would be doing today. Then, and only then, can you begin to understand and appreciate what this man and a few other pioneers like him did.

Would his mindset change the way you do business? Then you'd better change because TQM and Collaborative Management are just Taylor on steroids. You can't understand management/leadership unless you understand Taylor. And you can't compete unless you understand both of these.