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Although management principles have been implemented since ancient times, mostmanagement scholars trace the beginning of modern management thought back to theearly 1900s, beginning with the pioneering work of Frederick Taylor (1856-1915). Taylorwas the first person to study work scientifically. He is most famous for introducingtechniques of time and motion study, differential piece rate systems, and forsystematically specializing the work of operating employees and managers. Along withother pioneers such as Frank and Lillian Gilbreth, Taylor set the stage, labeling hisphilosophy and methods “scientific management’. At that time, his philosophy, whichwas concerned with productivity, but which was often misinterpreted as promotingworker interests at the expense of management, was in marked contrast to the prevailingindustrial norms of worker exploitation.
The time and motion study concepts were popularized by Frank and Lillian Gilbreth.The Gilbreths had 12 children. By analyzing his children’s dishwashing and bed-makingchores, this pioneer efficiency expert, Frank Gilbreth, hit on principles whereby workerscould eliminate waste motion. He was memorialized by two of his children in their 1949book called “Cheaper by the Dozen”.
The Gilbreth methods included using stop watches to time worker movements andspecial tools (cameras and special clocks) to monitor and study worker performance, andalso involved identification of “therbligs” (Gilbreth spelled backwards) – basic motionsused in production jobs. Many of these motions and accompanying times have been usedto determine how long it should take a skilled worker to perform a given job. In this wayan industrial engineer can get a handle on the approximate time it should take to producea product or provide a service. However, use of work analysis in this way is unlikely tolead to useful results unless all five work dimensions are considered: physical,psychological, social, cultural, and power.