o as many simple elementary movements as possible'. This meant that the time study was to enable each worker to have their small contribution to the work; which would mean less tedious job rather than in the traditional management, where each worker's job was tough and tedious, leading to more fatigue. Another phase was the constructive phase, where it 'involvedIn this article I will discuss scientific management. I will cover all the points that relate to this subject.

Scientific management is defined as 'the use of a scientific fact-finding method to determine empirically the right ways to perform tasks'. In this scientific management philosophy, Taylor had different types of process to manipulate the weaknesses of the industries during his time. They were 'task management system, time study, standardised tools and procedures, individualised work, management responsibility for training, scientific selection and shorter working hours and rest pauses'. However, many of his contemporaries had objected his ideas and the purpose of this essay is to identify Taylor's scientific management process and the criticisms that were given to him.

Taylor's first step was to develop a scientific approach to managerial decision making, which was 'intended to contrast with the unscientific approach in traditional management such as rule of thumb, guesswork, precedent, personal opinion or hearsay'. Taylor applied his time study theory for his first step, towards scientific management. His solution to the tradition management problem was to 'break down the work task into its constituent motions; to eliminate wasted motions so the work would be done in the one best way'. Taylor's time study system involved two phases - analytical and constructive. For analytical phase, 'each job was broken into as many simple elementary movements as possible'. This meant that the time study was to enable each worker to have their small contribution to the work; which would mean less tedious job rather than in the traditional management, where each worker's job was tough and tedious, leading to more fatigue. Another phase was the constructive phase, where it 'involved

of the industries during his time. They were 'task management system, time study, standardised tools and procedures, individualised work, management responsibility for training, scientific selection and shorter working hours and rest pauses'. However, many of his contemporaries had objected his ideas and the purpose of this essay is to identify Taylor's scientific management process and the criticisms that were given to him.

Taylor's first step was to develop a scientific approach to managerial decision making, which was 'intended to contrast with the unscientific approach in traditional management such as rule of thumb, guesswork, precedent, personal opinion or hearsay'. Taylor applied his time study theory for his first step, towards scientific management. His solution to the tradition management problem was to 'break down the work task into its constituent motions; to eliminate wasted motions so the work would be done in the one best way'. Taylor's time study system involved two phases - analytical and constructive. For analytical phase, 'each job was broken into as many simple elementary movements as possible'. This meant that the time study was to enable each worker to have their small contribution to the work; which would mean less tedious job rather than in the traditional management, where each worker's job was tough and tedious, leading to more fatigue. Another phase was the constructive phase, where it 'involved

tific management process and the criticisms that were given to him.

Taylor's first step was to develop a scientific approach to managerial decision making, which was 'intended to contrast with the unscientific approach in traditional management such as rule of thumb, guesswork, precedent, personal opinion or hearsay'. Taylor applied his time study theory for his first step, towards scientific management. His solution to the tradition management problem was to 'break down the work task into its constituent motions; to eliminate wasted motions so the work would be done in the one best way'. Taylor's time study system involved two phases - analytical and constructive. For analytical phase, 'each job was broken into as many simple elementary movements as possible'. This meant that the time study was to enable each worker to have their small contribution to the work; which would mean less tedious job rather than in the traditional management, where each worker's job was tough and tedious, leading to more fatigue. Another phase was the constructive phase, where it 'involved

for his first step, towards scientific management. His solution to the tradition management problem was to 'break down the work task into its constituent motions; to eliminate wasted motions so the work would be done in the one best way'. Taylor's time study system involved two phases - analytical and constructive. For analytical phase, 'each job was broken into as many simple elementary movements as possible'. This meant that the time study was to enable each worker to have their small contribution to the work; which would mean less tedious job rather than in the traditional management, where each worker's job was tough and tedious, leading to more fatigue. Another phase was the constructive phase, where it 'involvedo as many simple elementary movements as possible'. This meant that the time study was to enable each worker to have their small contribution to the work; which would mean less tedious job rather than in the traditional management, where each worker's job was tough and tedious, leading to more fatigue. Another phase was the constructive phase, where it 'involved building a file of elementary movements and times to be used wherever possible on other jobs or classes work'. With this constructive phase, it enabled Taylor to further consider developing a theory of enhancing the usefulness of tools, procedures and machines. The theory was called standardised tools and procedures process, where it was to solve great inefficiencies of usage of tools and procedures during working hours as 'proper tools were not always used or even owned'.

The second step by Taylor was to 'scientifically select and then train, teach, and develop the workman, whereas in the past workers chose their own work and trained by themselves as best he could'. He attempted his system called the task management system, in which 'each worker each day was given a definite task with detailed written instructions and an exact time allowance for each element of the work based on time study, and methods, tools, and materials were standardised'. This task specifies not only what is to be done but how it is to be done and the exact time allowed for doing it. Whenever 'the workman succeeds in doing his task right, and within the time limit specified, he receives an addition of from 30 to 100 percent to his ordinary wages'.

Taylor's third step was to 'heartily cooperate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed'. According to Locke,