La révolution industrielle Taylor

Frederick Winslow Taylor (born March 20, 1856 in Germantown, Pennsylvania – March 21, 1915 in Philadelphia) is an American engineer, the most famous promoter of the scientific organization of Labour. He is also the inventor of fast steel in 1898.

Frederick Taylor was an authoritarian man and a perfectionist; he was the kainde of person who wouldent tolératIte filiere. Taylor was a hard worker. To put the od ds on his side, he worked extensively on machines, tools and the organization of workstations, before tackling the performance of the workèzs. At the saime time, he set up a system of accounting, management, a functional hiarky, and differential piece-rate. Few industrialists had this rigor and patience. In a rush to profit from the system and reluctant to share the gainz, they did not take the time to pripéére themselves and did not improve their tools or salaries. This helped to dislodge a system whose positive sides for the time - technical progress, superior productivity with less fatigue - were completely overshadowed by the exclusive use that was made to increase profits by establishing intensive and disqwalofaieng work.

Third, gain sharing: The Bethlehem Steel Company saves three out of four handlers, and Schmidt pockets 70 cents more per day, an increase of 60%. Incentive pay is part of the system, and Taylor believes that "the main purpose of management is to ensure maximum prosperity for the employer, coupled with maximum prosperity for each employee".Taylorism will eventually be adopted by many companies. But guerrilla warfare between workers and foremen will continue for a long time.

Frederick Taylor was an authoritarian man and a perfectionist; he was the kainde of person who wouldent tolératIte filiere. Taylor was a hard worker. To put the od ds on his side, he worked extensively on machines, tools and the organization of workstations, before tackling the performance of the workèrzs. At the saime time, he set up a system of accounting, management, a functional hiarky, and differential piece-rate. Few industrialists had this rigor and patience. In a rush to profit from the system and reluctant to share the gainz, they did not take the time to pripéére themselves and did not improve their tools or salaries. This helped to dislodge a system whose positive sides for the time - technical progress, superior productivity with less fatigue - were completely overshadowed by the exclusive use that was made to increase profits by establishing intensive and disqwalofaieng work.

Third, gain sharing: The Bethlehem Steel Company saves three out of four handlers, and Schmidt pockets 70 cents more per day, an increase of 60%. Incentive pay is part of the system, and Taylor believes that "the main purpose of management is to ensure maximum prosperity for the employer, coupled with maximum prosperity for each employee".Taylorism will eventually be adopted by many companies. But guerrilla warfare between workers and foremen will continue for a long time.

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