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Dehumanizing with AI, Automation, and Technical Optimization

The Practical Leader

In the early 1900s, Frederick Taylor, used “Scientific Management” principles to make the new production lines more efficient. Workers became cogs in the machine; shut off their minds, shut their mouths, and did what engineers and managers told them to do. Costs were soaring and projected to get worse.

McGregor 101
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Leading From Within: Shifting Ego, Ceding Control, and Rising Empathy

Great Leadership By Dan

The shift marks a significant move away from Henri Fayol's autocratic “command-and-control” type management theories and methodologies which have been in vogue since the early 1900s. The consequence is a more flexible and fluid concept of leadership.

Fayol 191
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Fueling Business Process Management with the Automation Engine that Can!

Strategy Driven

In the recent past, businesses had only external, third party vendors to rely on for major projects, operational emergencies, and other labor-intensive initiatives that required resources they did not have.

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Give Your Team the Freedom to Do the Work They Think Matters Most

Harvard Business Review

Since at least the time of Frederick Taylor, the father of “scientific management,” control has been central to corporate organization: Control of costs, of prices, of investment and—not least—of people. When a new project comes in, the manager does not devise a plan to complete it.

Team 14
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The History of the Situational Leadership® Framework

The Center For Leadership Studies

Scientific Management An industrial engineer in the early 1900s, Frederick Winslow Taylor was obsessed with productivity enhancement. This study examined thousands of managers across industries with two basic parameters: Was the manager successful?

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Why Corporate Social Responsibility Doesn’t Work

Harvard Business Review

Six Big Reasons Why Corporations Fail to Do the Right Thing The Atlantic Christine Bader, whose job at BP was to "assess and mitigate the social and human rights risks to communities living near major BP projects," was not able to help prevent the Deepwater Horizon disaster or the 2005 BP refinery explosion in Texas City.

CAPEX 8
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Five Good Reasons to Champion Auto-Analytics in Your Organization

Harvard Business Review

Below are five pointers to frame and guide the conversation for technology geeks and practitioners to champion the use of auto-analytics in their businesses: Auto-analytics can be understood within the tradition of scientific management. Management science has its roots in experimentation and productivity improvement.