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    Frederick Taylor applied scientific techniques to management in the late 1800s, analyzing processes and transferring knowledge to transform the workplace. Workers were required to produce more output at higher speeds, and skilled labor was replaced by unskilled workers that could be easily trained. While this strategy initially reduced costs and increased wages, it also neglected the importance of workers and produced inhuman working conditions in some cases. Taylor's theories influenced later management practices and a focus on improving productivity while also accounting for employee needs and knowledge.

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    Taylo

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    TAYlors theory

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    Frederick Taylor applied scientific techniques to management in the late 1800s, analyzing processes and transferring knowledge to transform the workplace. Workers were required to produce more output at higher speeds, and skilled labor was replaced by unskilled workers that could be easily trained. While this strategy initially reduced costs and increased wages, it also neglected the importance of workers and produced inhuman working conditions in some cases. Taylor's theories influenced later management practices and a focus on improving productivity while also accounting for employee needs and knowledge.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    18 views2 pages

    TAYlors Theory

    Uploaded by

    angel
    Frederick Taylor applied scientific techniques to management in the late 1800s, analyzing processes and transferring knowledge to transform the workplace. Workers were required to produce more output at higher speeds, and skilled labor was replaced by unskilled workers that could be easily trained. While this strategy initially reduced costs and increased wages, it also neglected the importance of workers and produced inhuman working conditions in some cases. Taylor's theories influenced later management practices and a focus on improving productivity while also accounting for employee needs and knowledge.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    of 2

    Tay

    lor
    'sTheor
    y
    Duri
    ng t
    hel ate1800s,mechani calengi
    neerFreder ickTay lorappl i
    ed scienti
    fic
    techniques to managementi n ordertoi mprovei ndust r
    ialef fi
    ciency.Anal yzi
    ng
    processes,eli
    minatingwasteandt ransf
    err
    ingknowledget r
    ansfor medt hewor kplace.
    Wor kerswerer equiredt
    opr oducemor eoutputathi gherspeeds.Ski ll
    edlaborwas
    replacedbyunski l
    ledwor ker
    st hatcouldbeeasilytr ainedt or epl
    aceski l
    ledl abor.
    Scientif
    icmanagementstudiesresul
    tedinmanagementt heoriesthathav eevolv
    edov er
    thel astcent
    ury.Byexami ni
    ngt heposit
    iveandnegativ eeffectsoft hismanagement
    strategy,y
    oucanchooseappr oachesthatmakesensef ory ourbusiness.

    Posi
    ti
    veef
    fect

     Appl
    yi
    ngsci
    entif
    icmanagementmethodsinmanufact
    uri
    ngor
    igi
    nal
    lyresul
    tedi
    n
    adramat
    icreducti
    oninthecostofproduct
    s.Thi
    senabledmorepeopletobe
    abl
    etoaf
    for
    dbuy i
    ngthem.

     Wagesr
    oseandunski
    l
    ledwor
    ker
    smov
    edi
    ntohi
    gherpay
    ingmachi
    neoper
    ator
    j
    obs.

     Sci
    enti
    fi
    cmanagementst
    udiesenabl
    eanor gani
    zat
    iont
    omakebett
    erdecisi
    ons
    abouthow t
    oimprov
    eoperati
    onssot hatacompanycanachi
    eveit
    sstrategi
    c
    goal
    s.

     I
    ndustr
    ialuni
    onsestabl
    ished wagerequi
    rementsand j
    ob secur
    it
    ypr ov
    isi
    ons
    basedontheclear
    lydef
    inedjobtaskdescri
    pti
    onst
    hatemergedfrom sci
    enti
    fi
    c
    managementstudi
    esint
    hewor kpl
    ace.

    Negat
    iveef
    fect

     Sci
    enti
    fi
    cmanagementst
    udi
    esnegl
    ect
    edt
    oacknowl
    edget
    hei
    mpor
    tanceoft
    he
    worker
    s.

     Subsequentr
    esear
    chonimprovi
    ngworkpl
    aceproduct
    ivi
    tyt
    ookint
    oaccountt
    he
    i
    mpor t
    anceoftheempl
    oyees,
    thei
    rknowl
    edgeandthei
    rneeds.

     Impl
    ement
    ationofscienti
    fi
    cmanagementstudi
    esproduced,i
    nsomecases,
    i
    nhumanworkingcondi
    ti
    onscausedbymasspr
    oduct
    ionl
    ines.

     Poort r
    eatmentofworker
    sl edt
    ot heri
    seofunionsandincreasedstr
    ikesand
    unrest.Al
    thoughsci
    enti
    fi
    cmanagementor i
    ginal
    lydev
    aluedwor ker
    sandt hei
    r
    contri
    buti
    ons,overt
    ime,theseorgani
    zedl
    aborunionsactuall
    yusedsomeof
    Tay
    lor
    ’sconcept
    stopr
    otectj
    obsandcont
    rol
    member
    s.

    Appl
    i
    cat
    ion

    Fredri
    ckTay l
    or’
    sst udiesinf
    luencemanymanagementpr acti
    cesinplacet
    oday.By
    recognizi
    ngt hatal
    lbusinesssy stemsar einterrel
    atedandrequi
    recontrol
    s,abusi
    ness
    cani mproveoper at
    ions.For malpl anni
    ngpr ocessesandmi ddl
    emanagementr ol
    es
    persi
    sti nt oday’
    s organizati
    ons.Thi s ef
    fici
    encymov ementcontinues toi
    nfl
    uence
    conti
    nuouspr ocessimpr ovementt hatr
    esultsinani ncr
    easei
    noutputbyeachworker.

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