CJAS2

Taylor (1911) was convinced that decisions about organi‐ zations and job design should be based on precise, scien‐ ti�c study of individual situations. He believed that there was one right way of doing each task, and he attempted to de�ne and document those optimal procedures through systematic study. Taylor calculated that with correct movements, tools, and sequencing, each man was capable of loading 47.5 tons of steel per day instead of the typical 12.5 tons, and Midvale Steel would be able to reduce the number of shovelers needed from 600 to 140.

These types of observations are examples of time and mo‐ tion studies, which identify and measure a worker’s phys‐ ical movements and record the time of activity to deter‐ mine how to do an activity through the smallest amount of e�ort. To implement these scienti�c principles, it was expected that management would do the following:

Develop standard procedures for performing each job Select workers with appropriate abilities and skills to do each job Train workers in the standard procedures Support workers through careful planning of their work

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