Frederick Winslow Taylor was known as the "father of scientific management" and helped make factories more efficient in the early 20th century. He believed work should be done according to scientific principles rather than haphazardly, and that compensation should be tied to performance. Taylor studied tasks in detail to determine the most efficient ways to complete work. He is known for analyzing each step of a job and devising the "one best way" to perform it.

1. Frederick Winslow Taylor
“In the past the man has been first; in the future the system must be first.” ..
INTRODUCTION
Frederick Winslow Taylor is known as the “father of scientific management.”
Many of his theories are too autocratic for today’s workplace, but during the
early yearsofthe twentieth century,Taylorhelped makefactories moreefficient
and productive. His books were known around the world.
Taylorwasborn on March20,1856,in Germantown,Philadelphia,Pennsylvania,
and the second of three children. His father, Franklin, was a lawyer and a poet
who had inherited great wealth based on the ownership of farms and other
properties in Philadelphia and Bucks County. His mother, Emily Winslow Taylor,
was a staunch abolitionist who worked with American reformer Lucretia Mott.
Winslow Taylor family was puritanically disciplined, and his mother played the
key role in his education work ethic. That is why Frederick became a man
preoccupied with control. He had an obsessive-compulsive character and was
driven by a relentless need to tie down and master almost every aspect of his
life. His activities at home, in the garden, and on the golf course, as well as at
work were dominated by programs and schedules, planned in detail and rigidly
followed.
EARLY CAREER
Although Taylor passed the entrance examination for Harvard College, failing
eyesightmeant that he could not take up his place. Instead, in 1874, hetook the
unusualstep for someone of his upper-class, almostaristocratic, background of
becoming an apprenticepatternmakerand machinistatthe EnterpriseHydraulic
Works.
Followinghis apprenticeship,Taylor took up an unskilled job attheMidvaleSteel
Works in 1878, and after several different jobs and a master's degree in
mechanical engineering he was appointed chief engineer there. In 1890 he

2. became general manager of Manufacturing Investment Company (MIC),
eventually becoming an independent consulting engineer to management. By
1910, Taylor and his management methods had become well known.
CONTRIBUTION
 Scientific approach to business managementand process improvement
 Workers and managers mustwork according to scientific principles
rather than working haphazardly when carrying outorganizational
activities.
 Importanceof compensation for performance
 Organizationalactivities must be performed in a coordinated and
consistentway, not in an inconsistent and incoherent way
 Began the carefulstudy of tasks and jobs.
 Organizations and their methods, rather than submitting low
unproductiveness, mustrejectthis and must try to providethe highest
productivity.
 Specialization in every partof a defined labor must be provided.
 Importanceof selection criteria by management
 Each labor mustbe parted to sub-factors forming it. When defining
activities which workers mustcarry out, notonly intuition and
experience but also scientific methods must be used as well.
 People whosemental and physicalskills are sufficientfor works being
standardized mustbe chosen that’s to say, the most suitable staff
member mustbe chosen.
Scientific management
Taylor's work The principles of scientific management (sourceof all the
following quotes) was published in 1911. His ideas were an accumulation of his
life's work, and included several examples from his places of employment.
The overriding principles of scientific management are that:
o Each part of an individual's work is analysed 'scientifically', and the most
efficient method for undertaking the job is devised; the 'one best way'of
working. This consists of examining the implements needed to carry out the

3. work, and measuring the maximum amount a 'first-class'worker could do in a
day; workers arethen expected to do this much work every day.
o The most suitable person to undertake the job is chosen, again 'scientifically'.
The individual is taught to do the job in the exact way devised. Everyone,
according to Taylor, had the ability to be 'first-class'atsome job. Itwas
management's role to find out which job suited each employee and train them
until they werefirst-class.
o Managers mustcooperate with workers to ensurethe job is done in the
scientific way.
o There is a clear 'division' of work and responsibility between management and
workers. Managers concern themselves with the planning and supervision of
the work, and workers carry itout.
ACHIVEMENTS
Frederick Winslow Taylor has achieved several things, such as writing books,
but has not been given much credibility, although, his ideals are widely used. A
big accomplishment was how he went from working in a steel plant to
managing productions. Also, was partof the American Society of Engineers in
1906. Hewrote books such as on, steel and how to increase the workers
production. Frederick W. Taylor was awarded the Elliott Cresson Medalin 1902
for the process of treating tool steel.