In management design, Frederick Taylor’s (1911) “The Scientific Method of Management” stands as a guiding beacon. The trajectory of management history has since grappled with how to inherit and transcend this philosophy.

The genesis of modern industrial design witnessed the segregation of design and labor, along with the subsequent isolation of designers and workers. During this era, design encompassed not only the product’s form, but also the orchestration of the labor involved in its creation. Consequently, modern design requires a focus on both the product and management design. Achieving this requires modern design philosophy to dispossess the craftsmen of labor management and downgrade them to laborers.

Taylor posited that craftsmen exert undue control over their work processes, resulting in conscious and unconscious indolence permeating the workplace. To eradicate this inefficiency, management may opt for a piece-rate wage system. However, Taylor contended that even under such a system, craftsmen would intentionally manipulate work efficiency and intensity for their benefit.

Taylor’s solution involved breaking down complex processes into simple work units, measuring the time with a stopwatch, and scientifically visualizing the production process. This meticulous approach aims to eliminate unnecessary movement and unconscious laziness, thereby pushing production efficiency to its limit. According to Taylor, these “scientific management methods” promise “maximum prosperity” for employers, companies, and society.

Taylor vividly portrayed the example of a Bethlehem Steel worker named Schmidt, emphasizing his perceived lack of intelligence and phlegmatic nature, and comparing him to an ox in his mental makeup. Schmidt’s work involved following specific directives from a watch-wielding supervisor, alternating between tasks such as lifting pig iron and taking breaks. Taylor notes that despite the seemingly monotonous routine, Schmidt managed to load an impressive 47.5 tons of pig iron by 5:30 p.m. This, according to Taylor, resulted in a labor productivity increase of 3.8 times, though Schmidt’s daily wage only saw a modest rise from $1.15 to $1.85.

In defense of the “scientific management method,” Taylor rejected the notion that this approach exploits workers. Citing studies on energy consumption and fatigue levels, he argued that raising quotas did not necessarily lead to exhaustion. Taylor contended that scientific considerations, such as the need for frequent rest, can prevent fatigue even with increased work quotas. Moreover, he suggested that hardworking employees are likely to be healthier and more energetic.

Taylor addressed concerns about impoverishing workers, asserting that increased quotas could enhance their overall quality of life. He advocated for sustainable workloads that workers could endure for years without strain, rejecting the idea of disposable labor.

Taylor emphasized that improvements in salaries and working conditions should align with a worker’s entire life and not just temporary satisfaction. He recommended maintaining salaries at approximately 60% above the market rate to promote responsible spending, discipline, and a strong work ethic. Workers would experience mental satisfaction and self-esteem derived from a sense of competence in performing their best work.

The “scientific method of management” involves standardizing work processes, enabling management to promptly adapt to changes and new demands. Taylor claimed that this approach benefits not only business owners and managers but also workers engaged in simple tasks. He argued that the result is reduced working hours, guaranteed vacation and pay raises, employee benefits, and lasting “cooperation” between labor and management.

Despite Taylor’s proposal for a mutually beneficial design, critics argue that the resulting “cooperation” comes at the expense of workers’ freedom. Taylor’s emphasis on thoroughness in design eliminates the room for worker initiative and creates an asymmetrical relationship that appears to be voluntary cooperation. Taylor termed this precise design and operation of work processes as “management,” emphasizing that its primary goal should be to bring “maximum prosperity” to both employers and workers.

(KOGA Toru)

References

Frederick Taylor, The Principles of Scientific Management, Harper & Brothers Publishers, 1919.

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