Frederick Winslow Taylor quotes

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Frederick Winslow Taylor. (1856 – 1915). American mechanical engineer, industrial engineer, efficiency experts, management consultant.

Average versus First Class Productivity

“That there is a difference between the average and the first class man is known to all employers, but that the first class man can do in most cases from two to four times as much is known to few, and is fully realized only by those who have made a thorough and scientific study of the possibilities of men.”
  • Source: F.W. Taylor (1903) "Shop management; a paper read before the American society of mechanical engineers, " in: Transactions of the American Society of Mechanical Engineers 24: 1337-1480. p. 1346.
Keywords: Productivity_quotes Employment_quotes First_Class_quotes Average_quotes Mediocrity_quotes Scientific_Management_quotes Potential_quotes Difference_quotes Class_quotes Man_quotes Known_quotes Few_quotes Realize_quotes Science_quotes Management_quotes Possibility_quotes Men_quotes

Soldiering

“Under working, that is, deliberately working slowly so as to avoid doing a full day's work, 'soldiering,' as it is called in this country, 'hanging it out,' as it is called in England, 'ca canae,' as it is called in Scotland, is almost universal in industrial establishments, and prevails also to a large extent in the building trades; and the writer asserts without fear of contradiction that this constitutes the greatest evil with which the working-people of both England and America are now afflicted.”
  • Source: F.W. Taylor (1911). Principles of Scientific Management. New York and London, Harper & brothers. chap. 1.
Keywords: Work_quotes Soldiering_quotes Avoidance_quotes Lazy_quotes Universal_quotes Industrial_quotes Building_quotes Evil_quotes Deliberate_quotes Slow_quotes Full_quotes Day_quotes Call_quotes Country_quotes England_quotes Scotland_quotes Establishment_quotes Prevail_quotes Large_quotes Extent_quotes Trade_quotes Writer_quotes Assert_quotes Contradiction_quotes Constitute_quotes People_quotes America_quotes Afflict_quotes

Systematic Soldiering

“The greater part of the systematic soldiering, however, is done by the men with the deliberate object of keeping their employers ignorant of how fast work can be done. So universal is soldiering for this purpose, or under any of the ordinary systems of compensating labor, who does not devote a considerable part of his time to studying just how slowly he can work and still convince his employer that he is going at a good pace.”
  • Source: F.W. Taylor (1903) "Shop management; a paper read before the American society of mechanical engineers, " in: Transactions of the American Society of Mechanical Engineers 24: 1337-1480. p. 1351.
Keywords: Productivity_quotes Soldiering_quotes Ignorance_quotes Employment_quotes Labor_quotes Deception_quotes Worker_quotes Great_quotes Part_quotes Systematic_quotes Men_quotes Deliberate_quotes Keep_quotes Employer_quotes Fast_quotes Work_quotes Done_quotes Universal_quotes Purpose_quotes Ordinary_quotes System_quotes Compensation_quotes Devote_quotes Considerable_quotes Time_quotes Study_quotes Slow_quotes Convince_quotes Go_quotes Pace_quotes Good_quotes

Workman Soldiering

“After a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output, he is likely to entirely lose sight of his employer's side of the case and to become imbued with a grim determination to have no more cuts if soldiering can prevent it.”
  • Source: F.W. Taylor (1903) "Shop management; a paper read before the American society of mechanical engineers, " in: Transactions of the American Society of Mechanical Engineers 24: 1337-1480. p. 1352.
Keywords: Productivity_quotes Soldiering_quotes Ignorance_quotes Employment_quotes Labor_quotes Deception_quotes Worker_quotes Optimization_quotes Exploitation_quotes Workman_quotes Price_quotes Piece_quotes Work_quotes Lower_quotes Result_quotes Hard_quotes Increase_quotes Output_quotes Likely_quotes Entire_quotes Lose_quotes Sight_quotes Employer_quotes Side_quotes Case_quotes Become_quotes Imbued_quotes Grim_quotes Determination_quotes Cut_quotes Prevent_quotes

Great Men Needed

“In the past the man has been first; in the future the system must be first. This in no sense, however, implies that great men are not needed. On the contrary, the first object of any good system must be that of developing first-class men; and under systematic management the best man rises to the top more certainly and more rapidly than ever before.”
  • Source: F.W. Taylor, 1911. Principles of Scientific Management. New York and London, Harper & brothers. p. 7: Introduction.
Keywords: Merit_quotes Worker_quotes Employment_quotes System_quotes First_Class_quotes Scientific_Management_quotes Future_quotes Management_quotes Past_quotes Man_quotes First_quotes Sense_quotes Great_quotes Men_quotes Need_quotes Contrary_quotes Object_quotes Science_quotes Good_quotes Develop_quotes Best_quotes Rise_quotes Top_quotes Certain_quotes Rapid_quotes

Principal Object of Management

“The principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee.”
  • Source: F.W. Taylor, 1911. Principles of Scientific Management. New York and London, Harper & brothers. Chapter 1.
Keywords: Employment_quotes Scientific_Management_quotes Prosperity_quotes Management_quotes Science_quotes Principal_quotes Object_quotes Secure_quotes Maximum_quotes Employer_quotes Couple_quotes Employee_quotes

Maximum Prosperity

“It would seem to be so self-evident that maximum prosperity for the employer, coupled with maximum prosperity for the employee, ought to be the two leading objects of management, that even to state this fact should be unnecessary. And yet there is no question that, throughout the industrial world, a large part of the organization of employers, as well as employees, is for war rather than for peace, and that perhaps the majority on either side do not believe that it is possible so to arrange their mutual relations that their interests become identical.”
  • Source: F.W. Taylor, 1911. Principles of Scientific Management. New York and London, Harper & brothers. Chapter 1.
Keywords: Employment_quotes Scientific_Management_quotes Prosperity_quotes Management_quotes Conflict_quotes War_quotes Cooperation_quotes Maximum_quotes Optimal_quotes Science_quotes Self-evident_quotes Evident_quotes Employer_quotes Couple_quotes Employee_quotes Leading_quotes Object_quotes State_quotes Fact_quotes Unnecessary_quotes Question_quotes Industrial_quotes World_quotes Part_quotes Organization_quotes Peace_quotes Majority_quotes Side_quotes Believe_quotes Possible_quotes Arrange_quotes Mutual_quotes Relation_quotes Interest_quotes Identical_quotes

Kindly Interest

“...in order to have any hope of obtaining the initiative of his workmen the manager must give some special incentive to his men beyond that which is given to the average of the trade. This incentive can be given in several different ways, as, for example, the hope of rapid promotion or advancement; higher wages, either in the form of generous piece-work prices or of a premium or bonus of some kind for good and rapid work; shorter hours of labor; better surroundings and working conditions than are ordinarily given, etc., and, above all, this special incentive should be accompanied by that personal consideration for, and friendly contact with, his workmen which comes only from a genuine and kindly interest in the welfare of those under him.”
  • Source: F.W. Taylor, 1911. Principles of Scientific Management. New York and London, Harper & brothers. Chapter 1.
Keywords: Employment_quotes Scientific_Management_quotes Interest_quotes Management_quotes Incentive_quotes Compensation_quotes Promotion_quotes Bonus_quotes Labor_quotes Environment_quotes Hours_quotes Friendliness_quotes Kindness_quotes Welfare_quotes Human_Resources_quotes Science_quotes Order_quotes Hope_quotes Obtain_quotes Initiative_quotes Workman_quotes Manager_quotes Special_quotes Men_quotes Beyond_quotes Give_quotes Average_quotes Trade_quotes Different_quotes Rapid_quotes Advancement_quotes Higher_quotes Wage_quotes Generous_quotes Piece_quotes Work_quotes Price_quotes Premium_quotes Good_quotes Short_quotes Better_quotes Surrounding_quotes Condition_quotes Ordinary_quotes Incentive_quotes Accompany_quotes Personal_quotes Consideration_quotes Friendly_quotes Contact_quotes Genuine_quotes Kind_quotes
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