Frederick Winslow Taylor, Principles of Scientific Management (New York,ġ3. Taylor and the Rise of Scientific Management (Madison, Wise., 1980), p. Of control that Taylor had developed specifically to ensnare the machinist. The craft machinist, also making obsolete the over-elaborate structures Of the processes of mass production in industries using increasinglyĬomplex technologies."21 The operative words here are "mass production," because it was the application of scientific management to theseįast-expanding industries that freed them from Taylor's obsession with In the century's second decade the practice of scientific managementīroke out of the confines of Taylor's machining world so that by theĮarly 1920s, in Alfred Chandler's words, "the practice of systematicĪnd scientific management had become standard for the management Were not so much defeated by scientific management as bypassed by it. Scientific management's greatest success. Grew from 1910, the ensuing years, paradoxically, were also the years of While the resistance of the metal crafts to scientific management Peasants at the outbreak of the French Revolution in 1789.20 Written of a "Great Fear" of scientific management that seized the metalĬrafts from 1910 onward, comparable to the mass anxiety of the French System was put into effect between 18, even Taylor's closeĬollaborator Henry Gantt described its operation as overly "elaborateĪnd autocratic."19 From 1910 onward resistance to scientific management increasingly took the form of strikes. The New Ruthless Economy: Work & Power in the Digital AgeĪt the Bethlehem Steel Company, where a fairly full-blooded version of the Taylor
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