Scientific Management: the bursting of myth – Part 2 of 4

By rooting for work supportive environment, equipped with correct tools and a work plan Taylor unleashed on an uninitiated world the “one best method”.

His experiment with shovel design intended to enable several hours’ work soon became a landmark.

The other major experiment related to brick-laying work in construction industry where Taylor’s experimentation with time and motion studies led to efficient brick-laying methodology and by deploying standardised methods and equipment the industries began to pick up workers who were judged “most efficient” rather than random pick-and-choose persons.
In fact the brick-laying method spoken of by Taylor at a professional meet excited Frank Gilbreth to undertake, together with wife Lillian a deeper study and further reduce hand-and-body movements from the brick laying task.

The new and scientific method soon scripted an obituary of what Taylor termed “soldiering”, both ‘natural’ and ‘systematic’.

License     Attribution Some rights reserved by DonkeyHotey Labor, Management

Attribution Some rights reserved by DonkeyHotey Labor, Management

Happened to overhear a golf caddy boy of 12 counsel an enthusiastic-and energetic green caddy to slow down his movements as being paid by the hour, the faster they went the less money came in their kitty and if the latter didn’t apply the brake on his fast pace other boys would give him a licking, Taylor surmised that soldering or the “take-it-easy’ ways needed to be firmly shown the boot.

20 years of intense labour culminated in some broad principles of management:

1.Replacement of common-sense-induced rule of thumb by a scientific method

2.Capacity-coupled-with-motivation to replace random selection criterion

3.Monitoring, supervising and co-operating to come in, and

4.Work-division between management and worker: Planning, visualizing training needs by former, task concentration by latter.


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