ess would become more efficient. He introduced the development of a science for each unit of a task of a persons work, replacing the old 'rule-of-thumb' methods previously used in industry. He achieved this by studying each task in the organization and breaking it down into its smallest unit and then timed and studied it to determine the best way to perform each unit. A feature of Taylor's work was 'stop-watch timing' a process that was the basis of his observations, and it was Taylor who coined the term 'time study'. Once the most efficient motions for each individual unit were discovered the supervisor in the organization would then codify the developed techniques and teach it to the worker to make sure the worker only did those actions essential to the task.
             The second principal was the scientific selection, training and development of workers to ensure that they possessed the skills and abilities to match the specific needs of the task and know the rules and procedures defined by the research. Taylor also believed that a healthy spirit of cooperation between workers and management was essential to ensure that work would be performed in alliance with the scientifically devised procedures.
             The principals of scientific management also stipulate that there should be an equal division of work between the management and workers, each performing the tasks they are more qualified to perform. In addition Taylor proposed a fair or acceptable level of performance for a task and develop a pay system in which rewards for performances above the specified acceptable level.
             Taylor and his principals of scientific management were not overly concerned with other organisational or managerial issues, his focus was on efficiency. Taylor's work inspired others to work on the scientific aspect of work, people such as Henry Gantt, Frank and Lillian Gilbreth, all of whom have their own significant place ...