Scientific Management: the bursting of myth – Part 3 of 4

In a hitherto unscientific work-a-day-world the foray of scientific method was a boon.

Taylor had already manifested by the pig-iron experimentation – in which workers’ capacity to load a 42kg pig of iron up to 12.5 tons before fatigue stopped the process stood increased to four times, showing 200+ jump.

No wonder because of the productivity-profitability jumps, Taylor was hailed as the forerunner of later developments in the twin field of industrial psychology and personnel management, the need for formulating International Standards, O&M, HRD, MBO, and the like.

But there appeared a seamy side to the new paradigm: emphasis lay on individual development as opposed to group potential with money considerations over riding personal and ego needs.

License     Attribution Some rights reserved by DonkeyHotey Labor, Management

Attribution Some rights reserved by DonkeyHotey Labor, Management

But it was the need of the hour with workers wanting continued employment with industrialization having set in.

Overtime Taylor came to be criticised for being boorishly authoritative, avoiding participation by uneducated-uninformed workers in managerial decision making, introducing monotony and boredom by performing a repetitive task and reducing men to mere machines, dislodging trade unions from vantage positions, and spinning tales about pig-iron experiment while cheating and plagiarizing from work of Morris Cooke, a colleague without acknowledging his contribution in his famous book : Principles of Management.


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