at the most efficient pace that he conceived of and enforced this by timing people with a stop watch. His essential theory was: management decided what a fair day of work was and made all the decisions. The employees were only capable of doing manual work and were hired only for their manual labor. Scientific management the Taylor way was imperfect because he eliminated the human part. No one can manage other people efficiently if they treat them like machines. Positive implementation could have occurred if Taylor wasn’t implementing and using it.Taylor did treat people like machines as he worked them as hard as possible, leaving them with no energy at the end of the day for leisure activities. His stop watch techniques making sure they met the time goals resulted in the feeling of a large amount of pressure. Taylor’s personality was of being a meticulous and Machiavellian, obsessive about details and overbearing. He was therefore one of the worst types of people to have as a manager is a very meticulous person as he was be very demanding and never pleased with the work. Taylor used what many people call a Theory “X” style of management, one that threats employees poorly and like machines. He assumed that people had of no initiative their own to work hard and were only capable of what they were during then and nothing else. To fully understand how poorly Taylor implemented his theory, one only needs to look at the companies he worked at; Bethlehem Steel is a prime example under Taylor’s management. Each task had an instruction card, which laid everything out in black and white and eliminated the need for the employees to think, and each task was figured out to the fraction of a second, which wore out employees faster than other systems this is not the life that people want to work for. While the Taylor system did pay more, employees did not feel that the money didn’t compensated for the other proble...
