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Using scientific management to develop strategies and policies is a great way to develop a successful business. Many people are unaware of how they can benefit from using these methods, so let's take a look at some of the great examples of how scientists have helped businesses in the past.
Frederick Winslow Taylor
During the industrial revolution era, Frederick Winslow Taylor developed a management system that simplified jobs and improved productivity. Taylor was the father of scientific management. His system continues to influence modern industry around the world.
Taylor believed that workers should be paid for their output, but he advocated paying them value instead of just wages. His system also included an incentive and incentive method, which provided an incentive to workers to improve their productivity. This was universally considered to be the best management style.
Taylor was the first management consultant in America. He devoted time and money to promote scientific management. Taylor's system was controversial and provoked opposition from workers. He also earned enemies from owners of factories that didn't implement scientific management.
Taylor studied the effects of workers' actions on productivity. He found that observing individual workers closely enhanced production efficiency. He also suggested that eliminating waste time and motion in operation would improve efficiency. In addition, Taylor suggested that workers be selected "especially suited" to their jobs.
Lillian Moller Gilbreth
During her lifetime, Lillian Moller Gilbreth became known as the "First Lady of Management." She changed the way Americans worked. She developed a system of scientific management that focused on the human factor in the workplace. Her research centered on worker welfare and reduced stress.
Gilbreth was a non-conformist rationalist engineer who engaged in a relatively new kind of discipline. She and her husband, Frank, developed a comprehensive set of publications about workplace efficiency. They worked with clients such as Eastman Kodak, Pierce Arrow, U.S. Rubber, and Johnson & Johnson to improve the efficiency of their operations.
When the United States entered World War I, Gilbreth enlisted in the Engineers Officers Reserve Corps. She was also a member of the Emergency Committee for Unemployment. In 1935, she became a professor of management at Purdue University. In her lifetime, she received 20 honorary degrees.
Sanford E. Thompson
During the early years of the American scientific management movement, Sanford Eleazer Thompson was one of the most important figures. He was an American engineer and manager who worked closely with Frederick W. Taylor. He applied Taylor's principles of scientific management to various manufacturing problems. He was a founder of the Thompson & Lichtner Company, a consulting firm in engineering and construction.
Thompson was a member of the American Society of Mechanical Engineers, a civil engineer and a consultant in the private sector. He played a major role in the development of Frederick Winslow Taylor's time studies.
After graduating from the Massachusetts Institute of Technology in 1889, he worked as a hydraulic engineer and construction engineer. He stayed in these fields until 1917 when he joined the U.S. Army Ordnance Department as a lieutenant colonel. In World War II, he was a consultant to Henry Lewis Stimson. He also delivered an advanced course on time studies.
Frank B. Gilbreth
During the early 20th century, Frank and Lillian Gilbreth produced some of the first motion picture technology, and the motion picture industry was booming. Their innovations were not limited to film. They also devised a number of other gizmos ranging from time and motion studies to cleverly disguised devices aimed at measuring productivity and efficiency.
The most important function of this little box was a well thought out scheme of recording and tracking the motion of individual workers to produce an accurate and timed summary of their activity. This was done in conjunction with their colleagues in other departments, resulting in a more efficient workflow and a happier workforce. They also managed to prove scientific management had merit.
A few years after the Gilbreths were on their way to success, the scientific management industry took off, as big business took notice. The aforementioned gizmos, accompanied by an improved organizational structure, were credited with boosting productivity in some of the world's largest companies.
During the first half of the 20th century, Louis Dembitz Brandeis, a lawyer and legal scholar, was a leader in the scientific management movement. He advocated more professional leadership, fair wages, and more predictable work environments. Using his knowledge of law, Brandeis brought his ideas to the judicial system.
Brandeis's approach to the case became known as the "Brandeis Brief." He wrote to Lorin F. Deland in 1895 and later won his case. He believed that a democratic society entails individual rights, responsibilities, and a duty to participate in the democratic process. He thought that the most important political office was that of the private citizen.
Brandeis's ideas have had a profound influence on modern American jurisprudence. His views are as relevant today as they were in the first half of the 20th century.
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