Great Leadership By Dan

SEPTEMBER 5, 2017

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.

Fayol 191

Fayol Drucker Leadership Press Release 191

Deming Institute

JUNE 11, 2018

In America, the use of metrics can be tracked from Frederick Taylor’s Scientific Management (1911), the New Public Administration of the 1980s and the 2001 No Child Left Behind program and beyond. As early at 1862, the English Parliament was proposing a ‘payment for results’ education reform.

Metrics 31

Metrics Deming Scientific Management Books 31

Strategy Driven

OCTOBER 7, 2016

Organizations should coordinate management skills into its overall corporate strategy, in order to satisfy customer needs profitably, draw together the components for practical strategies and implement strategic requirements to impact the business. This is my review of how management styles have evolved.

Management 70

Management Hostile Takeover Management by Objectives Objective 70

Deming Institute

JULY 16, 2018

Frederick Taylor’s (1856-1915) Scientific Management depicted factory workers as uncouth lumps of clay to be shaped to fit industrial ends. We find this legacy in the Ancient Greek philosophers, who despite their many merits, looked at artisans as mentally warped.

Deming 28

Deming Books Review Scientific Management 28

Strategy Driven

FEBRUARY 10, 2016

Taylor’s business process analysis gave birth to his theory of scientific management, which came to be known by modern-day businesses as, “business process management,” or BPM. In the early 20th century, Frederick Taylor promoted the profitable benefits of business efficiency, productivity, and increasing worker output.

Process 50

Process Engineering BPM Management 50

Strategy Driven

DECEMBER 18, 2015

Organizations should coordinate management skills into its overall corporate strategy, in order to satisfy customer needs profitably, draw together the components for practical strategies and implement strategic requirements to impact the business. This is my review of how management styles have evolved.

Hostile Takeover 50

Hostile Takeover Management by Objectives Objective Execution 50

Strategy Driven

APRIL 8, 2011

It is all about continuous improvement – faster, cheaper, better – which has its roots in Fredrick Taylor’s scientific management with their time and motion studies a century ago and continues with such approaches as Kaisan (the Japanese continuous improvement programs), Six Sigma, re-engineering, and downsizing.

Brand 56

Brand Aaker Six Sigma Short-term 56

Harvard Business Review

OCTOBER 6, 2014

This isn’t a retread of scientific management , nor is it an updated take on scenario planning. Scientific management and scenario planning, while forward-thinking, rely on information that’s in the rear view mirror. It’s an entirely different animal.

Strategy 11

Strategy Scientific Management Scenario Planning SWOT 11

Harvard Business Review

OCTOBER 6, 2014

This isn’t a retread of scientific management , nor is it an updated take on scenario planning. Scientific management and scenario planning, while forward-thinking, rely on information that’s in the rear view mirror. It’s an entirely different animal.

Strategy 8

Strategy Scientific Management Scenario Planning SWOT 8

Harvard Business Review

JANUARY 2, 2013

Frederick Winslow Taylor , regarded as the father of scientific management and one of the first management consultants in the early 1900s, believed workers were incapable of dissecting and improving their jobs. But most companies find it a cultural challenge to adopt these tools.

Tools 16

Tools Taylorism Taylor Bottom-up 16

Harvard Business Review

APRIL 3, 2014

Whether you’ve heard of them or not, two gurus from the early 20 th century still dominate management thinking and practice — to our detriment. It has been more than 100 years since Frederick Taylor, an American engineer working in the steel business, published his seminal work on the principles of scientific management.

Mayo 13

Mayo Taylorism Taylor Cooper 13

Harvard Business Review

MAY 26, 2016

Traditional mass manufacturing is based on principles of “Scientific Management” that date back to the 19th century. Here’s a simplified description of the difference between the two approaches. Workers specialize in simple, highly routinized operations.

Lean Manufacturing 10

Lean Manufacturing Supply Chain Apparel Compliance 10

Harvard Business Review

SEPTEMBER 10, 2018

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. Michael Steffen / EyeEm/Getty Images. Control, even a perception of it, can be comforting.

Team 14

Team Management Scientific Management Taylorism 14

Harvard Business Review

JULY 18, 2016

When Frederick Taylor published his pioneering principles of scientific management in 1912, the repetitive and mundane nature of most jobs required employees to think as little as possible. Vincent Tsui for HBR.

Learning-by-Doing 8

Learning-by-Doing Open-book Long-term Short-term 8

Harvard Business Review

NOVEMBER 14, 2011

Critics lampoon the latest management buzzwords, labeling them as pretentious and shallow. In truth, though, management has made big strides. We have come a long way from Scientific Management and using a stopwatch to manage performance.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Govindarajan 15

Harvard Business Review

FEBRUARY 8, 2017

While creating distinct goals and accountabilities has helped organizations divide work into specific, measurable, and predictable components, that form of scientific management has also made jobs more repetitive and boring. The boring nature of work.

Motivation 8

Motivation Drucker Scientific Management Goal 8

First Friday Book Synopsis

JUNE 25, 2011

I receive countless requests for summer reading suggestions and when I offer them, the frequent response is, “Haven’t heard of them. Are they bestsellers? I’m only interested in the best ever.” Well OK, but a majority of the bestsellers (whatever the year) are neither the best ever nor even the best that year. Like sparklers, [.].

Management 85

Management Fayol Scientific Management Drucker 85

Harvard Business Review

JANUARY 30, 2012

This was the era of scientific management, when experts like Frederick Winslow Taylor kept busy measuring factory workers' every motion with the aim of improving productivity. John Hartford applied such scientific thinking to the grocery trade.

P&L 15

P&L Retail Real Estate Discount 15

Harvard Business Review

JULY 2, 2014

The scientific management emphasis on efficiency and profit at all costs can no longer take precedence over human values. Our future corporate leaders need to have the thinking skills necessary to appreciate the complexities of what it means to be human, as well as business’s role in sustaining an inhabitable, healthy planet.

Education 17

Education Drucker Globalization Leadership Development 17

Harvard Business Review

NOVEMBER 16, 2012

Back in 1908, the Army learned of a clever engineer — Frederick Taylor , subsequently dubbed "the father of scientific management" — and his success in making steel manufacturing more productive in Pennsylvania.

Taylorism 8

Taylorism Taylor Committee Scientific Management 8

Harvard Business Review

APRIL 25, 2014

It turns every aspect of daily existence into a task to be managed: "Rather than putting people in greater control of their lives, it puts them into the service of a stratum of faceless managers, in the form of apps, self-administered charts tracking the minutiae of eating habits and sleep cycles, and the books and buzzwords of gurus."

CAPEX 8

CAPEX Scientific Management Taylorism Taylor 8

Harvard Business Review

JULY 2, 2014

The scientific management emphasis on efficiency and profit at all costs can no longer take precedence over human values. Our future corporate leaders need to have the thinking skills necessary to appreciate the complexities of what it means to be human, as well as business’s role in sustaining an inhabitable, healthy planet.

Education 10

Education Drucker Gordon Leadership Development 10

Harvard Business Review

JANUARY 26, 2012

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.

Organization 15

Organization Self-aware Taylorism Taylor 15

Harvard Business Review

APRIL 7, 2015

The question is: How will management advance to influence the path and force of these revolutions? But increasingly this industrial-age management mindset is becoming an impediment to our fully realizing the promise of the digital revolution’s technologies.

Management 8

Management Drucker Short-term EPS 8

Harvard Business Review

AUGUST 19, 2013

With Frederick''s Taylor invention of scientific management in the 1880s, and its subsequent assimilation into what we now consider modern management, organizations have used logic and rationality to the eliminate waste, to seek efficiency, and to transfer human knowledge to tools and processes.

Short-term 8

Short-term Scientific Management CTO Taylorism 8

Harvard Business Review

NOVEMBER 2, 2018

The movement challenged the influence of Fredrick Taylor’s scientific management, which had reduced workers to unwieldy cogs in efficiency-seeking industrial machines. ” Soon after, Peter Drucker predicted the End of Economic Man.

Drucker 14

Drucker Mayo Learning-by-Doing Technology 14

Harvard Business Review

JUNE 26, 2015

Taylor , the founder of scientific management who died 100 years ago. But the world’s best organizations are calling a truce: They are learning how to turn the potentially destructive power of process and procedure to everyone’s benefit. How did the war start, and why is it important? It began with Frederick W.

Process 8

Process Bureaucracy Banking Compliance 8