CJAS2

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

Supervision.

Taylor felt that a single supervisor could not be an expert in all of the tasks on the shop �oor. Since the supervisors were promoted after demonstrating high skills in per‐ forming a particular function, they should be considered an authority only in that area of expertise. Therefore, each �rst-level supervisor—called foremen on the shop �oor of a manufacturing plant—should be responsible only for workers who performed a common function fa‐ miliar to the supervisor. Several of these supervisors would be assigned to each work area, with each having separate responsibility for planning, production schedul‐ ing, time and motion studies, material handling, and so forth in their area of expertise.

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