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Essay / Research Paper Abstract
3 pages in length. Frederick Winslow Taylor was not what one might classify as an empowering type of people person; the father of scientific management, this resourceful boss man placed everything - production, profit margin and performance - ahead of the person, mandating those who worked for him to demonstrate a degree of accomplishment that went far above any reasonable expectation, not to mention at a fraction of the economic compensation such productivity is due. Taylor looked upon his workforce as a finely tuned machine that ran at a constantly high rate of speed. Mental stagnation was rampant as 'Taylorism' did not endorse the regular change of position to help keep up morale; rather, specialization kept workers at one and only one task. Bibliography lists 4 sources.
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File: LM1_TLCScienMgmt.rtf
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margin and performance - ahead of the person, mandating those who worked for him to demonstrate a degree of accomplishment that went far above any reasonable expectation, not to mention
at a fraction of the economic compensation such productivity is due. Taylor looked upon his workforce as a finely tuned machine that ran at a constantly high rate of
speed. Mental stagnation was rampant as Taylorism did not endorse the regular change of position to help keep up morale; rather, specialization kept workers at one and only one
task. The scientific component to this particular approach to management incorporated four distinctive elements: 1. Time study rate system: Locate the fastest worker - AKA the rate-buster -
whose unusually high level of output was expected to be matched by everyone else in the company. If this person did not exist, he/she would be scientifically recruited and
trained somebody. 2. Creation of functional foremen: As a measure of quality control, only the Disciplinarian Office had punitive function over workers; managers did not. 3. Establish cost accounting: Task
managing - reward-based timekeeping system for punching a clock. Statistical paper trail determined merit, not workers actual performance. 4. Pay the person and not the position: Two-tiered compensation system
where a workers paper trail garnered better pay and was not to tell anyone how much he/she made (Taylor, 1947). Barbara Ehrenreich
has few positive things to say about Taylors scientific management approach in her book Nickel and Dimed: On (Not) Getting by in America; in fact, she openly equates it to
why the working poor have been wholly incapable of rising out of their economic restrictions. Implying how Taylors quest for increased output coincided with an obvious decrease in equitable
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