Topics: Management, Peter Drucker, Business Pages: 31 (11100 words) Published: October 2, 2010




➢ 1.Frederick Winslow Taylor.
➢ 2.Henri Fayol.
➢ 3.Peter Drucker.
➢ 4.Mary Parker Follett.
➢ 5.Frederick Hertzberg.
➢ 6.Matthew Boulton.
➢ 7.Gary Hamel.
➢ 8.Herbert A Simon.
➢ 9.Sir Ronald Aylmer Fisher.
➢ 10.Michael Porter.
➢ 11.Merton Howard Miller.
➢ 12.Robert Owen.
➢ 13.Tom Peters.
➢ 14.Sir Walter Scott.
➢ 15.Adam Smith.
➢ 16.James Watt.
➢ 17.Henry Mintzberg.
➢ 18.Rosabeth Moss Kanter.
➢ 19.Max Weber.
➢ 20.Frank Bunker Gilbreth.
➢ 21.Eli Whitney.
➢ 22.Karol Adamiecki.
➢ 23.David MacKenzie.
➢ 24.J. Edgar Thompson.
➢ 25.Charles Handy.

1. Frederick Winslow Taylor.
Frederick Winslow Taylor (March 20, 1856 - March 21, 1915) was an American engineer who sought to improve industrial efficiency. Taylor was born in Germantown, Pennsylvania to a wealthy family. He had intended a university education at Harvard, but ill-health forced him to consider an alternative career. His eyesight failed and he became an industrial apprentice in the depression of 1873. At Exeter he was influenced by the classification system invented by Melvil Dewey in 1872 (Dewey Decimal System) In 1874 he became an apprentice machinist, learning of factory conditions at grass-roots level. He qualified as an engineer due to evening study. He introduced time-motion studies in 1881 (with ideas of Frank B. and Lillian M. Gilbreth, strong personalities immortalized in books by their dozen children, such as Cheaper By the Dozen.) In 1883 he earned a degree by night study from Stevens Institute of TechnologyHis first attempts at reorganising management was at Bethlehem Steel, which he was forced to leave in 1901 after antagonisms with other managers. He then wrote a book, Shop Management, which did well. Taylor believed that contemporary management was amateurish, and should be studied as a discipline; that workers should co-operate (and hence would not need Trade Unions); and that the best results would come from the partnership between a trained and qualified management and a co-operative and innovative workforce. Each side needed the other. He is known for coinage of the term scientific management in his article The Principles of Scientific Management published in 1911. However his approach is more often referred to, frequently disparagingly, as Taylorism. He died in Philadelphia. Frederick Winslow Taylor devised a system he called scientific management, a form of industrial engineering that established the organization of work as in Ford's assembly line. This discipline, along with the industrial psychology established by others at the Hawthorne Works of Western Electic in the 1920s, moved management theory from early time-and-motion studies to the latest total quality control ideas.Taylor's ideas, clearly enunciated in his writings, were widely misinterpreted. Employers used time and motion studies simply to extract more work from employees at less pay.

Unions condemned speedups and the lack of voice in their work that "Taylorism" gave them. and productivity declined when his principles were simplistically instituted. Modern management theorists, such as Edward Deming, often credit Taylor, however, with generating the principles upon which they act. Others, such as Juran, though, continue to denigrate his work. Modern theorists generally place more emphasis on worker input and teamwork than was usual in much of Taylor's time. A careful reading of Taylor's work will reveal that he placed the worker's interest as high as the employer's in his studies, and recognized the importance of the suggestion box, for example, in a machine shop. He advocated a thorough planning of the job by the management and emphasized the necessity of...
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