1. Scientific Management [Frederick Winslow Taylor]
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The Death of the Firm
Article The Death of the Firm June Carbone† & Nancy Levit†† INTRODUCTION A corporation is simply a form of organization used by human beings to achieve desired ends. An established body of law specifies the rights and obligations of the people (including shareholders, officers, and employees) who are associated with a corporation in one way or another. When rights, whether constitutional or statutory, are ex- tended to corporations, the purpose is to protect the rights of these people.1 In the Supreme Court’s decision in Burwell v. Hobby Lob- by—and more generally in corporate and employment law—the firm as entity is disappearing as a unit of legal analysis. We use the term “firm” in this Article in the sense that Ronald Coase did to describe a form of business organization that or- ders the production of goods and services through use of a sys- tem internal to the enterprise rather than through the use of independent contractors.2 The idea of an “entity” in this sense † Robina Chair in Law, Science and Technology, University of Minneso- ta Law School. †† Curators’ and Edward D. Ellison Professor of Law, University of Mis- souri – Kansas City School of Law. We thank William K. Black, Margaret F. Brinig, Naomi Cahn, Paul Callister, Mary Ann Case, Lynne Dallas, Robert Downs, Max Eichner, Martha Fineman, Barb Glesner Fines, Claire Hill, Brett McDonnell, Amy Monahan, Charles O’Kelley, Hari Osofsky, Irma Russell, Dan Schwarcz, Lynn Stout, and Erik P.M. Vermeulen for their helpful comments on drafts of this Article and Tracy Shoberg and Shiveta Vaid for their research support. -
George Atwell Richardson Photographs 1969.082
George Atwell Richardson photographs 1969.082 This finding aid was produced using ArchivesSpace on September 14, 2021. Description is written in: English. Describing Archives: A Content Standard Audiovisual Collections PO Box 3630 Wilmington, Delaware 19807 [email protected] URL: http://www.hagley.org/library George Atwell Richardson photographs 1969.082 Table of Contents Summary Information .................................................................................................................................... 3 Biographical note ........................................................................................................................................... 3 Scope and Content ......................................................................................................................................... 4 Arrangement ................................................................................................................................................... 6 Administrative Information ............................................................................................................................ 6 Related Materials ........................................................................................................................................... 7 Controlled Access Headings .......................................................................................................................... 7 Collection Inventory ...................................................................................................................................... -
In Scientific Management: Between Ethics, Scientific Psychology and Common Sense
Zuffo 23 Taylor is Dead, Hurray Taylor! The “Human Factor” in Scientific Management: Between Ethics, Scientific Psychology and Common Sense Riccardo Giorgio Zuffo University “G. d’Annunzio” of Chieti Approximately one hundred years after the historical insights of Adam Smith on the division of labor (1776) as a determining factor in value creation (Taylor, 1911), the first conceptions of modern industry and what would come to be known as Scientific Management were born. The incubation period had been long. But, in 1879, Taylor, at twenty-three, was hired at the Midvale Steel Company where he progressively deduced and outlined those principles, models, and ideologies that would go on to influence production and the way to “live” their work, and reconfigure their daily life for an entire century. Now, a century later, life is full of great promise and many changes and by rereading Taylor’s works contextually to the “Progressive Era” (Gould, 2000), they assume the paradigmatic value of a broader debate (Nelson, 1975, 1980), concerning what extent his work and action can be in some way rediscovered and focalized. With Taylor, work had evolved in a way so as to permit the social and economic emancipation of millions of men. However, in order to fully understand Taylor’s centrality for work it is necessary to first overcome the personal and the ideological dimensions that have made Taylorism both a symbol of labor’s oppression, and a beacon of mankind’s well-being. The history and chronicle of the 20th century has considered Taylor in many ways an engineer, a technocrat, a rationalist, a great hero and benefactor of humanity, an emblem of ferocious capitalism and of the modern factory’s alienation. -
Taylor's "Scientific Management" Shifting Grains from Chaff
FC for Group-1 Officers: Mgmt. & Behaviour Studies, Session-05 Taylor's "Scientific Management" shifting grains from chaff.. Dr. Prasanta Mahapatra 31-07-2012 Dr.MCR HRD Institute of Andhra Pradesh Today's Readings a. Taylor Frederick Winslow. The Principles of Scientific Management. New York, Harper & Bros., 1919 (Originally published in 1922) from the collection of the Prelinger Library, San Francisco, California, digitized by the Internet Archive in 2006. b. Excerpts from Chapter-2 of the Principles of Scientific Management by Frederick Winslow Taylor, with photographs added by the National Humanities Center, Research Triangle Park, NC, USA, 2005. c. Caldari Katia. Alfred Marshall's critical analysis of scientific management. European Journal of the History of Economic Thought. 2007 Mar; 14(1):55-78. Frederick Winslow Taylor 1856 - 1915, born to wealthy parents in 1906: Ti: Art of Cutting Metals. Philadelphia, Pennsylvania, USA. 1906-07: President American Society of 1874: High School from Exeter Acad., NH. Mechanical Engineers (ASME). Troubled tenure. 4Y apprenticeship in machine tools mfg. 1910: Advocate Louis Brandeis coins the term 1878: Midvale Steel as machine shop laborer. Scientific Management to argue before Quickly promoted to time clerk, Journeyman Interstate Commerce Com on the Eastern (Rlys) machinist, gang-boss over machine hands, rate case [See Caldari p58 footnote-4, CP#310]. machine shop foreman, research director and 1910 Aug: A group of molders in Water town finally Chief Engineer of Works. Arsenal strike work for introduction of time Part talent & part family connection with studies. one of the owners of Midvale Steel. 1911: Taylor updates "Shop Management" but 1883: Degree in Mech Eng. -
Four Historic Neighborhoods of Johnstown, Pennsylvania
HISTORIC AMERICAN BUILDINGS SURVEY/HISTORIC AMERICAN ENGINEERING RECORD Clemson University 3 1604 019 774 159 The Character of a Steel Mill City: Four Historic Neighborhoods of Johnstown, Pennsylvania ol ,r DOCUMENTS fuBUC '., ITEM «•'\ pEPQS' m 20 1989 m clewson LIBRARY , j„. ft JL^s America's Industrial Heritage Project National Park Service Digitized by the Internet Archive in 2012 with funding from LYRASIS Members and Sloan Foundation http://archive.org/details/characterofsteelOOwall THE CHARACTER OF A STEEL MILL CITY: Four Historic Neighborhoods of Johnstown, Pennsylvania Kim E. Wallace, Editor, with contributions by Natalie Gillespie, Bernadette Goslin, Terri L. Hartman, Jeffrey Hickey, Cheryl Powell, and Kim E. Wallace Historic American Buildings Survey/ Historic American Engineering Record National Park Service Washington, D.C. 1989 The Character of a steel mill city: four historic neighborhoods of Johnstown, Pennsylvania / Kim E. Wallace, editor : with contributions by Natalie Gillespie . [et al.]. p. cm. "Prepared by the Historic American Buildings Survey/Historic American Engineering Record ... at the request of America's Industrial Heritage Project"-P. Includes bibliographical references. 1. Historic buildings-Pennsylvania-Johnstown. 2. Architecture- Pennsylvania-Johnstown. 3. Johnstown (Pa.) --History. 4. Historic buildings-Pennsylvania-Johnstown-Pictorial works. 5. Architecture-Pennsylvania-Johnstown-Pictorial works. 6. Johnstown (Pa.) -Description-Views. I. Wallace, Kim E. (Kim Elaine), 1962- . II. Gillespie, Natalie. III. Historic American Buildings Survey/Historic American Engineering Record. IV. America's Industrial Heritage Project. F159.J7C43 1989 974.877-dc20 89-24500 CIP Cover photograph by Jet Lowe, Historic American Buildings Survey/Historic American Engineering Record staff photographer. The towers of St. Stephen 's Slovak Catholic Church are visible beyond the houses of Cambria City, Johnstown. -
The Miimmz a Stiby ©F Concepts
The manager; a study of concepts Item Type text; Thesis-Reproduction (electronic) Authors Goldberg, Myron Herbert, 1936- Publisher The University of Arizona. Rights Copyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author. Download date 06/10/2021 09:05:35 Link to Item http://hdl.handle.net/10150/319290 the miimmz a stiby ©f concepts I|yr©B H 0 Goldberg A Thesis Submitted t© the Faculty of the COLLEGE OF BUSINESS All PUBLIC ADMINISTRATION Im Partial Fulfillment of the Requirements For the Degree, ©f MASTER OF SCIEICE In the Graduate College IHIflRSITY OF ARIZONA STATEMENT BY AUTHOR This thesis has been submitted in partial fulfillment of requirements for an advanced degree at the University of Arizona and is deposited in the University Library to be made available to borrowers under rules of the Library, Brief quotations from this thesis are allowable without special permission, provided that accurate acknowledgment of source is made, Requests for permission for extended quotation from or reproduction of this manuscript in whole or in part may be granted by the head of the major depart ment or the lean of the Graduate College when in their judgment the proposed use of the material is in the inter ests of scholarship, In all other instances, however, permission must be obtained from the author. SI©IE© APPROVAL BY THESIS DIRECTOR This thesis has been approved on the date shown belows ( f dustirnd ustirn ©ILL Associate Professor of Business Administration PREFACE Although the title of this thesis is quite brief and# as a matter of fact, patently nebulous, it is truly indica tive of the nature of the subject matter0 Concepts are ab stractions; they imply a grouping of related ideas. -
ADMINISTRATIVE THEORY Credits: 4
Subject: ADMINISTRATIVE THEORY Credits: 4 SYLLABUS The Nature of Public Administration Public Administration: Meaning and Scope, Importance of Public Administration, Public Administration and Other Social Sciences, Evolution of Public Administration, Comparative Public Administration Development Administration, Public Administration Public Organizations: The Paradigms Classical Approach Luther Gulick and Lyndall Urwick, Scientific Management—F.W. Taylor, Human Relations Approach—Elton Mayo, Systems Approach — Chester Barnard, Behavioural Approach — Herbert Simon, Social Psychological Approach—Douglas Mc Gregor and Abraham Maslow Ecological Approach— Fred W. Riggs Bureaucracy Meaning of Bureaucracy, Max Weber, Karl Marx, Representative Bureaucracy, Issues in Bureaucracy Concepts in Organization-I Formal and Informal Organizations, Hierarchy, Span of Control, Unity of Command, Centralization and Decentralization Concepts in Organization-II Delegation, Supervision, Communication, Administrative Planning, Authority and Responsibility, Leadership Concepts in Organization-III Chief Executive, Line Agencies, Staff and Auxiliary Agencies, Budgeting, Accountability, Citizen and Administration, Organizational Effectiveness, Administrative Theory— An Evaluation Suggested Readings: 1. Andrzej Huczynski, Stephen P. Robbins, David Buchanan, Organizational Behaviour: An Introductory Text: And Organisational Theory, Selected Readings, 2. Archana Singh, Organisational Behaviour ; Theory and Practice, Mohit Publications 3. James D. Thompson, Organizations -
Ley Hill Solutions Newsletter
Ley Hill Solutions Newsletter - April 2011 (extract) Quality Guru Series 8. Frederick W Taylor Born in 1856 to a wealthy Quaker family in Germantown, Philadelphia, Pennsylvania, Frederick Winslow Taylor was an American inventor and engineer and one of the very first management consultants. In the twentieth century his system of industrial management spread throughout the industrialised world and he became known as the father of scientific management. Whilst his work pre-dated the concepts of Total Quality and focus on the customer that flourished in the mid to late twentieth century, nevertheless his methods were probably the very first attempts at systematic process measurement and improvement and in this sense were a forerunner of quality management principles. Frederick W Taylor had to give up law school at an early age due to his rapidly deteriorating eyesight, and so he went into industry in 1878 as a machine shop worker at Midvale Steel Company, Philadelphia. Here he worked his way up to chief engineer and obtained a degree in mechanical engineering by correspondence course. In 1881, while still chief engineer at Midvale Steel, he introduced a scientific approach to "time and motion study", which he later extended and refined at the Bethlehem Steel Company, when, in 1899, he was asked to apply his scientific management ideas there.During these studies, Taylor and his associates used stop- watches to time the labourers as they performed various tasks, counted the number of shovel-loads they each moved, and the load per shovel. Thus he was able to determine an optimum shovel size and length and optimum shovel load. -
Sketches and Final Drawings 0 97
DESIGN FOR THE WORKPLACE: A NEW FACTORY By Jenny Potter Scheu B.A. Middlebury College 1973 Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Architecture at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY January 1979 ) Jenny Potter Scheu 1979 Signature of the Author .. ... ... ..-.. .. .... tmen of Arc ure, January 18, 1979 Certified by ....... Chester L. S 6rae, Associate Professor of Architecture Thesis Supervisor Accepted by .. Imre Halasz, Chairperson Departmental Committee for Graduate Students ........, . t The people I love best jump into work head first without dallying in the shallows and swim off with sure strokes almost out of sight. They seem to become natives of that element the black sleek heads of seals bouncing like half submerged balls. I love people who harness themselves, an ox to a heavy cart who pull like water buffalo, with massive patience who strain in the mud and muck to move things forward who do what has to be done, again and again. I want to be with people who submerge in the task, who go into the fields to harvest and work in a row and pass the bags along, who stand in the line and haul in their places, who are not parlor generals and field deserters but move in a common rhythm when the food must come in or the fire be put out The work of the world is common as mud. Botched, it smears the hands, crumbles to dust. But the thing worth doing well done has a shape that satisfies, clean and evident. Greek amphoras for wine or oil Hopi vases that held corn, are put in museums but you know they were made to be used. -
Design Style: Changing Dominant Design Practice Todd Cherkasky
Design Style: Changing Dominant Design Practice Todd Cherkasky Thirteen years ago in a rural Michigan town just south of a major university, I joined a group of revolutionaries. We were well-trained and generously funded. We were organized and had strong allies in major political parties. We used sophisticated tools and techniques that changed relationships of power and control throughout the United States. We did not organize marginalized social groups through solidarity, or catalyze emerging institutional crises, or lash out at figureheads who represented power imbalances. Instead, we designed industrial automation technologies. As a computer engineer on the front lines of workplace change, I helped develop control systems in various industries from California to Maryland that polished semiconductors, painted automobiles, processed and packaged food, and injected plastic molds. To describe the engineers that I joined as revolutionaries is not entirely accurate. We were not, for example, at risk ourselves. Our design work significantly reinforced relationships of power and control in the workplace rather than disrupted them. And yet, the term “revolutionary” is at least partly accurate. We often changed everyday work life for people we never met. Our design decisions were decisions about who did what work, and how that work was done. I use the term “revolutionary” not to exaggerate the impor- tance of my work as an engineer, but to reinforce the idea that the design of common tools, machines, and artifacts is a political act. These technologies are not simply used and set aside, discarded, or forgotten. Their instrumentality is conjoined with patterns of social activity. Design processes and products are situated within social relationships, structures, and meanings, which can be resources for marginalized social groups or their representatives to 1 Langdon Winner provides an alterna- improve their condition. -
Industrial Philadelphia WRITTEN by MALCOLM CLENDENIN, PHD with INTRODUCTION by EMILY T
THEMATIC CONTEXT STATEMENT Building Industrial Philadelphia WRITTEN BY MALCOLM CLENDENIN, PHD WITH INTRODUCTION BY EMILY T. COOPERMAN, PHD FOR THE PRESERVATION ALLIANCE FOR GREATER PHILADELPHIA JULY 2009 ARCHITECTURAL RESEARCH AND CULTURAL HISTORY HISTORIC PRESERVATION CONSULTING INDUSTRY THEMATIC HISTORIC CONTEXT ESSAY PHILADELPHIA PRESERVATION PLAN PHASE 1 2008-2009 BUILDING INDUSTRIAL PHILADELPHIA Written by Malcolm Clendenin, Ph.D. Edited, with Introduction by Emily T. Cooperman, Ph.D. I. INTRODUCTION Philadelphia’s richly deserved reputation as the “Workshop of the World” is largely based on its international eminence in manufacturing in the late nineteenth and early twentieth centuries. Industry – the production of “hard” goods and the refinement of raw materials – has been a key force in both fueling the city’s economy and shaping its built environment since the immediate aftermath of the establishment of subsistence farms by European immigrants in the second half of the seventeenth century. While the city is justly significant on the world stage for its eighteenth- century political history and eminence in the early national culture, the vast majority of the physical city as it survives today was shaped by industrial production in the nineteenth and twentieth centuries, the wealth it produced, the peoples it brought to Philadelphia, and the infrastructure it both necessitated and enabled. The city’s recognized “public” face arguably consists largely of its eighteenth and early nineteenth-century downtown core, and, to a certain extent, the later developments in Center City nearby by virtue of adjacency. What might be called its “private” reality is that the city as it exists today would not exist without Philadelphia’s industrial production in that later period. -
The Information Manager Vol. 7 (2)2007 40
The Information Manager Vol. 7 (2)2007 Improving Performances in the Public Sector: The Scientific Management Theory of F W Taylor and Its Implications for Library and Information Services BY ABDULLAHI MUSA IBRAHIM Department of Library and Information Science, Ahmadu Bello University Zaria, Nigeria Abstract The need for improve performances in organization has always been a source of concern for management in both the public and the private sector. This paper sought to discuss the principle of scientific management theory as propounded by F.W. Taylor with the aim of ensuring that public services organizations adopts the principles for enhanced productivity, efficiency and the attainment of organizational objectives. The paper highlighted the principles of scientific management theory, and it explores how public service sector, notably the Library and Information Science segment in Nigeria, can benefit from its well tested principles. The main reason for the paper is the apparent inefficiency of the public sector, as observed and reported by several scholars over time. Introduction channeled in the right direction toward the desired Gardner, 1984 observed that, “in libraries we often objectives. With so much inefficiency in the Nigeria think of our roles as checking out books and public sector achieving performance improvement answering reference questions. Yet we have a lies in the adoption of systematic management, rather cathedral of knowledge in our institution. We need to than searching for unusual or extraordinary staff or orient our services to unlock that knowledge for employees. This by far, is what F. W. Taylor patrons. This gives us real challenge, a challenge that practiced years ago; that enable him to achieve requires highest level of performance, excellence and astonishing and dramatic improvements in renewal”.