Editing Scientific management (section)

== Scientific Management Principles ==
Frederick Taylor tackled the challenge of making a business productive and profitable in his years of service and research in a steel company. He believed in a scientific solution. In his "Shop Management" article, Taylor explained that there were two facts that appeared "most noteworthy" in the field of management: (a) "Great unevenness": the lack of uniformity in what is called "the management", (b) The lack of relation between good (shop) management and the pay.<ref name=":0">{{Cite journal |last=Taylor |first=Frederick W. |date=1903 |title=Shop Management |journal=Transactions of the American Society of Mechanical Engineers |volume=24 |pages=1356–1364|doi=10.1115/1.4060669 |s2cid=267187263 }}</ref> He added, <blockquote>"The art of management has been defined, "''as knowing exactly what you want men to do, and then seeing that they do it in the best and cheapest way''"."<ref name=":0" /></blockquote>

In this regard, he highlighted that although there is "no concise definition" for this art, "the relations between employers and men form without question the most important part of this art". He then continued that a good management must in long run give satisfaction to both managers and workers. Taylor emphasized that he was advocating "high wages" and "low labor cost" as "the foundation of the best management".<ref name=":0" /> Discussing the pays for different classes of workers and what he called a "first-class" workman, he compared different scenarios of workmanship and their pros and cons. For best management, he asserted with ample reasons that managers in an organization should follow the following guideline: <blockquote>(a) Each worker should be given the highest grade of work they are capable of.

(b) Each worker should be demanded the work that a first-grade worker can do and thrive.

(c) When each worker works at the pace of a first-grade worker, they should be paid 30% to 100% beyond the average of their class.<ref name=":0" /> </blockquote>While Taylor stated that sharing "the equitable division of the profits" is required in an organization, he believed that management could unite high wages with a low labor cost by application of the following principles:<blockquote>(a) A large daily task: Each worker in the organization, should have a clearly defined task.

(b) Standard Conditions: Each worker should be given standard conditions and appliances that will enable him to perform his tasks.

(c) High pay for success: Each worker should be rewarded when he accomplishes their task.

(d) Loss in case of failure: When a worker fails, he should know that he would share the loss.<ref name=":0" /></blockquote>In Scientific Management, the responsibility of the success or failure of an organization is not solely on the shoulder of the workers, as it is in the old management systems. According to Scientific Management, the managers are taking half of the burden by being responsible for securing the proper work conditions for workers' prosperity.<ref name=":0" />

In his book "Principles of Scientific Management", Taylor formally introduced his methodically investigated theory of Scientific Management. Although he explained the details of Scientific Management in his works, he did not provide its concise definition.<ref name=":1">{{Cite journal |last1=Taneja |first1=S. |last2=Pryor |first2=M. G. |last3=Toombs |first3=L. A. |date=2011 |title=Frederick W. Taylor's Scientific Management Principles: Relevance and Validity |journal=The Journal of Applied Management and Entrepreneurship |volume=16 |issue=3}}</ref> Shortly before his death, Taylor approved the following summary and definition of Scientific Management that Hoxie prepared: <blockquote>"Scientific management is a system devised by industrial engineers for the purpose of serving the common interests of employers, workmen and society at large through the elimination of avoidable wastes, the general improvement of the processes and methods of production, and the just and scientific distribution of the product."<ref>{{Cite book |last=Hoxie |first=R. F. |title=Scientific Management and Labor |publisher=D. Appleton and Company |year=1915 |location=New York and London |pages=140}}</ref><ref>{{Cite journal |last=Nyland |first=C. |date=1996 |title=Taylorism, John R. Commons, and the Hoxie Report |journal=Journal of Economic Issues |volume=30 |issue=4 |pages=985–1016|doi=10.1080/00213624.1996.11505862 }}</ref><ref name=":1" /> </blockquote>Taylor indicated that Scientific Management consisted of '''four underlying principles''':<blockquote>'''1) the development of a true science:''' We must scientifically analyze all parts of a job. This consists of examining the elements and steps that required to carry out the work, as well as measuring the optimum time for each task. We also need to know the working time per day for a qualified worker.

'''2) the scientific selection of the workers:''' The most suitable person for the job is selected.

'''3) the scientific education and training of the workers:''' There is a clear division of work and responsibility between managers and workers. While workers are carrying out the job with quality and workmanship, managers are responsible for planning, supervision, and proper training of the workers.

'''4) cooperation between managers and workers:''' Managers and workers scientific cooperation is required to ensure the proper and high-quality execution of the jobs.{{sfn|Taylor|1911}}<ref>{{Cite book |last1=Mckillop |first1=M. |title=Efficiency Methods: An Introduction to Scientific Management |last2=Mckillop |first2=A. D. |publisher=George Routledge & Sons, Ltd. |year=1920 |location=London}}</ref></blockquote>There are various tools that would enable us to serve these principles, such as time and motion study, functional foremanship, standardization of tools and movements of workers for each type of work, clear instructions for workers, and cost accounting.{{sfn|Taylor|1911}}

There are many other features, tools, and methods that Taylor developed and recommended during his job at the steel plant and research, which have footprints in other fields, such as accounting and Engineering.<ref>{{Cite journal |last=Nelson |first=D. |date=1974 |title=Scientific Management, Systematic Management, and Labor, 1880-1915 |journal=The Business History Review |volume=48 |issue=4 |pages=479–500|doi=10.2307/3113537 |jstor=3113537 |s2cid=154947695 }}</ref> Some of his concepts, studies, and findings has led to intellectual revolution in organization management.<ref name=":1" /> Taylor made contributions to various fields such as work measurement, production planning and control, process design, quality control, ergonomics, and human engineering.<ref>{{Cite journal |last=Flynn |first=J. |date=1998 |title=Part I: 100 years of production management |journal=IIE (Institute of Industrial Engineers)Solutions |pages=23–28}}</ref>