FREDERICK W. TAYLORFrederick W. Taylor (1856-1915) based his philosophy on four fundamental principles:1. The development of a true science of management, so that the best method of performing each task can be determined.2. The scientific selection of workers, so that each worker is entrusted with the responsibility of the task for which he is best suited.3. Scientific education and worker development.4. Intimate and friendly cooperation between management and labor. Taylor argued that the success of these principles required "a complete mental revolution" on the part of management and labor. Instead of arguing about profits, both sides should try to increase production; by doing so, he believed, profits would increase to such an extent that workers and management would no longer have to compete for their ownership. In short, Taylor believed that management and labor had a common interest in increasing productivity. Taylor based his management system on time studies of the production line. Instead of relying on traditional work methods, he analyzed and timed the movements of steelworkers on a series of jobs. Using time study as a basis, he broke down each job into its components and designed the fastest and best methods to perform each component. In this way he established how much workers should be able to do with the equipment and materials available. It also encouraged employers to pay more productive workers at a higher rate than others, using a "scientifically sound" rate that would benefit both the company and the worker. Therefore, workers were pressured to exceed their previous performance standards to earn more. Taylor called his plan the differential rate system. CONTRIBUTIONS TO SCIENTIFIC THEORY OF MANAGEMENT The modern assembly line produces finished products faster than Taylor could have ever imagined. This productive "miracle" is just a legacy of scientific management. Furthermore, his efficiency techniques have been applied to many tasks in non-industrial organizations, from fast food service to training surgeons. In many cases, workers and unions began to resist his approach because they feared that working harder or faster would exhaust all available work, resulting in layoffs. Furthermore, Taylor's system clearly meant that time was of the essence. Its critics objected to "speed-up" conditions that placed undue pressure on employees to work at ever-faster levels.