ms that they endured. An example at the Link –Belt Foundry of Bethlehem Steel the Taylor system resulted in long-standing piece rates being totally reconfigured many old timers, people with 20-30 years of tenure at the company, quit because of the strain and the furious pace at which they were expected to work. (Kanigel 1997)Bethlehem Steel was just one example of the high increase in turnover that occurred shortly after Taylor implemented his system at any company. All the problems he created made employees so unhappy that at Ford motor company the turnover exceeded 900%, which means no employee on average lasted 3 months, after Taylor implemented Taylorism. Taylor prescribed employees r eight to ten hours of work were prescribed minute by minute and were closely scrutinized. He told employees that they must follow the system at all times and that they were hired for their machine ability and strength, not for their ability to think. One mechanic said that Taylor mistreated him, that Taylor gave him more abuse he had before taken and that he would take what he did from Taylor from any other person.All of Taylor’s ideas go against the basic ideas and principles that managers learn in the classroom and use in the workforce when dealing with employees. He used mean, overbearing, Theory X ideas, which resulted in all the problems mentioned above. The principles that Taylor should have used are to treat employees fairly, allow flexibility, and ask for their input, not to be a micromanager. Basically everything that Taylor didn’t do he should have done. The Taylor system of efficiency can work in the hands of someone who knew how to manage people, which Taylor did not know how....
