英文版管理学经典着作选读.doc

Principles of scientific management F. Taylor These new burdens and new duties are so unusual and so great that they are to the men used to managing under the old school almost inconceivable. These duties and burdens voluntarily assumed under scientific management, by those on the management’s side, have been divided and classified into four different groups and these four types of new duties assumed by the management have (rightly or wrongly) been called the ‘principles of scientific management’. The first of these four groups of duties taken over by the management is the deliberate gathering in on the part of those on the management’s side of all of the great mass of traditional knowledge, which in the past has been in the heads of the workmen, and in the physical skill and knack of the workmen, which he has acquired through years of experience. The duty of gathering in of all this great mass of traditional knowledge and then recording it, tabulating it and, in many cases, finally reducing it to laws, rules and even to mathematical formulae, is voluntarily assumed by the scientific managers. And later, when these laws, rules and formulae are applied to the everyday work of all the workmen of the establishment, through the intimate and hearty cooperation of those on the management’s side, they invariably result, first, in producing a very much larger output per man, as well as an output of a better and higher quality; and, second, in enabling the company to pay much higher wages to their workmen; and, third, in giving to the company a larger profit. The first of these principles, then, may be called the development of science to replace the old rule-of-thumb knowledge of the workmen; that is, the knowledge which the workmen had, and which was, in many cases, quite as exact as that which is finally obtained by the management, but which the workmen nevertheless in nine hundred and ninety-nine cases out of a thousand kept in their heads, and of which there was n