Author
Frederick Winslow Taylor
Bio: Frederick Winslow Taylor is an academic researcher. The author has contributed to research in topics: Scientific management. The author has an hindex of 1, co-authored 1 publications receiving 5346 citations.
Topics: Scientific management
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01 Jan 1911
TL;DR: The Taylor System as discussed by the authors was developed as a system for increasing productivity in industry, and its principles have been applied to all kinds of large-scale enterprises, including operations with departments and agencies of the federal government.
Abstract: This brief essay by the founder of scientific management has served for nearly a century as a primer for administrators and for students of managerial techniques. Although scientific management was developed primarily as a system for increasing productivity in industry, its principles have been applied to all kinds of large-scale enterprises, including operations with departments and agencies of the federal government. It is in this volume that Frederick Winslow Taylor gave the theory of scientific management its clearest airing. Born in 1856, Taylor began work at age eighteen as an apprentice to a pattern-maker and as a machinist. A few years later he joined the Midvale Steel Company as a laborer, and in eight years rose to chief engineer. During this time he developed and tested what he called the "task system," which became known as the Taylor System and eventually as scientific management. He made careful experiments to determine the best way of performing each operation and the amount of time it required, analyzing the materials, tools, and work sequence, and establishing a clear division of labor between management and workers. His experiments laid the groundwork for the principles that are expounded in this essay, which was first published in 1911.
5,361 citations
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TL;DR: A review of both laboratory and field studies on the effect of setting goals when learning or performing a task found that specific, challenging goals led more often to higher performance than easy goals, 'do your best' goals or no goals as discussed by the authors.
Abstract: : A review of both laboratory and field studies on the effect of setting goals when learning or performing a task found that specific, challenging goals led more often to higher performance than easy goals, 'do your best' goals or no goals. This is one of the most robust and replicable findings in the psychological literature, with 90% of the studies showing positive or partially positive results. The main mechanisms by which goals affect performance are by directing attention, mobilizing effort, increasing persistence, and motivating strategy development. Goal setting is most likely to improve task performance when the goals are specific and sufficiently challenging, when the subjects have sufficient ability (and ability differences are controlled), when feedback is provided to show progress in relation to the goal, when rewards such as money are given for goal attainment, when the exerimenter manager is supportive, and when the assigned goals are actually accepted by the individual. No reliable individual differences have emerged in goal setting studies, probably because goals were typically assigned rather than self-set. Need for achievement and self esteem may be the most promising individual difference variables. (Author)
2,592 citations
TL;DR: In this article, the authors describe a trip around the world, where both local management practices and theories are explained from the different contexts and histories of the places visited: Germany, Japan, France, Holland, the countries of the overseas Chinese, South-East Asia, Africa, Russia, and finally mainland China.
Abstract: Executive Overview Management as the word is presently used is an American invention. In other parts of the world not only the practices but the entire concept of management may differ, and the theories needed to understand it, may deviate considerably from what is considered normal and desirable in the USA. The reader is invited on a trip around the world, and both local management practices and theories are explained from the different contexts and histories of the places visited: Germany, Japan, France, Holland, the countries of the overseas Chinese, South-East Asia, Africa, Russia, and finally mainland China. A model in which worldwide differences in national cultures are categorized according to five independent dimensions helps in explaining the differences in management found; although the situation in each country or region has unique characteristics that no model can account for. One practical application of the model is in demonstrating the relative position of the U.S. versus other parts of the...
2,588 citations
TL;DR: In 1998, the Council of Logistics Management modified its definition of logistics to indicate that logistics is a subset of supply chain management and that the two terms are not synonymous as discussed by the authors.
Abstract: In 1998, the Council of Logistics Management modified its definition of logistics to indicate that logistics is a subset of supply chain management and that the two terms are not synonymous Now that this difference has been recognized by the premier logistics professional organization, the challenge is to determine how to successfully implement supply chain management This paper concentrates on operationalizing the supply chain management framework suggested in a 1997 article Case studies conducted at several companies and involving multiple members of supply chains are used to illustrate the concepts described
2,380 citations
TL;DR: In this paper, the authors summarized and integrated research concerned with a long-neglected topic in psychology: the relationship between conscious goals and intentions and task performance, and concluded that any adequate theory of task motivation must take account of the individual's conscious intentions and intentions.
2,264 citations
TL;DR: A review of the literature on identification in organizations can be found in this article, where the authors outline a continuum from narrow to broad formulations and differentiates situated identification from deep identification and organizational identification from organizational commitment.
2,130 citations