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One of the problems experienced during the implementation of Taylor’s principles of

management was that managers did not implement all the principles of Taylor which led to the
Exploitation of Workers. Taylor's Scientific Management put unnecessary pressures on the
employees to perform the work faster. Importance was given to productivity and profitability.
For example, due to the implementation of the scientific principles there was an increase in
performance which resulted in bonuses. But instead of sharing these bonuses, they simply
increased the amount of work that each worker was expected to do. Thus, resulting in
exploitation of the employees, which led many employees to join trade unions (Rahman, 2012).

Furthermore, the other problem experienced was the implementation of the principle of Unity of
Command. Taylor used functional foremanship. So, the workers have to report to eight bosses.
This breaks the principle of unity of command, where the workers have to report to only one
boss. Lack of unity of command can create confusion and chaos in the organization. Some
workers found that due to lack of unity of command it was difficulty to deliver as they were
supposed to, however, as their performance increased, managers needed them to do more work
for the same pay, despite the challenges faced due to lack of unity of command (Black and
Moseley, 2011).

Moreover, the other problem that was experienced during implementation was that the
employers found it to be expensive to implement Taylor’s scientific principle of management.
Managers had difficulties to put into use the Scientific management principle in the sense that it
was considered to be a costly system and a huge investment was required in the establishment of
planning, standardization, work study, and the training of workers. This was going to be beyond
reach for the small firms. For instance, they needed heavy food investments in the process which
could leads to increase in overhead costs. Thus, its consideration to be expensive to implement
(Rahman, 2012).

Furthermore, the other problem was that it was time consuming. It was considered that the
implementation of the scientific principle of management was time consuming because it
required mental revision and complete reorganizing of an organization. Thus, a lot of time was
required for work, study, standardization & specialization. Of which during this overhauling of
an organization, the work suffered (Rahman, 2012).
Besides, narrow application was another problem faced during the implementation. Managers
considered Taylor's scientific management to have narrow application. Because it could be
applied only when the performance of the workers could be measured quantitatively. Thus, it
was seen as only suitable to be applied in factories where the performance could be measured
quantitatively. For example, the managers in the service sector could not use or implement it
because in this sector the performance of a person could not be measured quantitatively. Thus, it
was a problem for managers to implement the scientific principle of management (Taylor, 1947).

REFERENCES
Black, A.M., and Moseley, J.L. (2011). Frederick Winslow Taylor: One hundred years of
managerial insight. International Journal of Management, 28(4), 346-360.
Rahman, M. H. (2012). Hendry Fayol and Frederick Winslow Taylor’s contribution to
management thought: an overview. Journal of Advanced Research, 1(2), 2304-2621.
Taylor, F.W. (1947). Scientific Management. Harper and Brothers: New York