CJAS2

will result in better preparedness of the o�cers being su‐ pervised thus improving the quality of service.

The strongest criticism that comes against scienti�c management involves the treatment of the worker as a machine. It is hard to imagine that workers, who have emotions, unlike machines, would always act in a pre‐ dictable way, like machines. For example, two law en‐ forcement o�cers will not act the same way in dealing with a similar situation; in fact, the same law enforce‐ ment o�cer will not deal in exactly the same way when confronted with a similar situation every time. This dif‐ ference in action will emerge despite the best of training given to the o�cers. An o�cer called to the shopping mall for a juvenile shoplifting incident may not make an arrest the �rst time he or she responds to the scene. However, on a second response, the o�cer may take cus‐ tody of the juvenile and transport the child to the police station. In both instances, the amount of property stolen may be the same, but the o�cer makes a di�erent decision.

A second criticism brought forth against Taylor (1911) and Gilbreth’s (1970) research is their consideration that workers are hired for their physical ability and not for us‐ ing their mind. Their work establishes that the role of management is to maintain stability and e�ciency, with top managers doing the thinking and workers doing

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