“Frederick W. Taylor was the first man in recorded history who deemed work deserving of systematic observation and study. On Taylor's 'scientific management' rests, above all, the tremendous surge of affluence in the last seventy-five years which has lifted the working masses in the developed countries well above any level recorded before, even for the well-to-do. Taylor, though the Isaac Newton (or perhaps the Archimedes) of the science of work, laid only first foundations, however. Not much has been added to them since – even though he has been dead all of sixty years.”

— Peter F. Drucker

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 181

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Peter F. Drucker 180

American business consultant 1909–2005

Charles E. Sorensen (1881–1968) American businessman

Source: My Forty Years with Ford, 1956, p. 41

“Scientific Management is not a new "system," something "invented" by a man called F. W. Taylor, a passing novelty." It is something much deeper, an attitude towards the control of human systems of co-operation of all kinds rendered essential by the immense accretion of power over material things ushered in by the industrial revolution…
What Taylor did was not to invent something quite new, but to synthesise and present as a reasonably coherent whole ideas which had been germinating and gathering force in Great Britain and the United States throughout the nineteenth century. He gave to a disconnected series of initiatives and experiments a philosophy and a title; complete unity was not within his scope… It was left to others to extend his philosophy to other functions and especially to Henri Fayol, a Frenchman, to develop logical principles for the administration of a large-scale undertaking as a whole.
It detracts nothing from Taylor's greatness to see him thus as a man who focussed his thought of the preceding age, carried that thought forward with a group of friends and colleagues whose united contribution was so outstanding as to constitute a "golden age" of management in the United States and laid the intellectual foundations on which all subsequent work in Great Britain and many other countries has been based. But it is impossible to understand Taylor's achievement or the significance of Scientific Management for our society, unless his individual work is seen against the background of this larger whole of which it is only a part.”

Lyndall Urwick (1891–1983) British management consultant

Vol I. p. 16-17; as cited in: Harry Arthur Hopf. Historical perspectives in management https://catalog.hathitrust.org/Record/009425985. Ossining, N.Y., 1947. p. 4-5
1940s, The Making Of Scientific Management, 1945

“A number of engineers became so-called disciples of Frederick W. Taylor, even though he had passed on to his reward in 1915. A considerable number of engineers took up the so-called scientific management of Frederick Taylor and further embroidered it and publicized themselves as efficiency engineers and management consultants. Henry L. Gantt had been Taylor's assistant at the Midvale Steel and the Bethlehem Steel Company. Gant, were among the many prominent advocates of Taylor's efficiency system with some variations.
Gant, Barth and others tried to start an organization, ' 'The New Machine." ' 'The New Machine" never got off the ground; all of them wrote articles and delivered papers in the engineering societies and management conferences. But their chief purpose was in creating a national image so they could sell their services to large-scale private enterprise as scientific managers and efficiency engineers who would be able to install the system that could extract more productivity from the American worker.”

Howard Scott (1890–1970) American engineer

Source: History and Purpose of Technocracy, 1965, p. 7

“It… has long been realized by those engaged in the work of installing scientific management, that transference of skill is one of the most important features(*)… The importance of transference of skill was realized many years ago. Studies in division of work and in elapsed time of doing work were made by Adam Smith, Charles Babbage, M. Coulomb and others, but accurate measurement in management became possible when Mr. Taylor devised his method of observing and recording elementary unit net times for performance with measured allowance for fatigue.
It is now possible to capture, record and transfer not only skill and experience of the best worker, but also the most desirable elements in the methods of all workers. To do this, scientific management carefully proceeds to isolate, analyze, measure, synthesize and standardize least wasteful elementary units of methods. This it does by motion study, time study and micro-motion study which are valuable aids to sort and retain all useful elements of best methods and to evolve from these a method worthy to be established as a standard and to be transferred and taught. Through this process is made possible the community conservation of measured details of experience which has revolutionized every industry that has availed itself of it.”

Frank Bunker Gilbreth, Sr. (1868–1924) American industrial engineer

Source: The present state of art of industrial management, 1913, p. 1124-5 ; (*) See Primer of Scientific Management, F. B. Gilbreth, p. 56; Psychology of Management, L. M. Gilbreth, chap. 8; Motion Study, F. B. Gilbreth, p. 36.

“The Chairman: Mr. Taylor, do you believe that any system of scientific management induced by a desire for greater profits would revolutionize the minds of the employers to such an extent that they would immediately, voluntarily and generally enforce the golden rule.?
Mr. Taylor: If they had any sense, they would.”

Frederick Winslow Taylor (1856–1915) American mechanical engineer and tennis player

Source: Testimony of Frederick W. Taylor... 1912, p. 148 ; Cited in: Frank Barkley Copley. Frederick W. Taylor, father of scientific management https://archive.org/stream/frederickwtaylor01copl#page/n5/mode/2up. Published 1923. p. ii.

“Time study is the art of recording, analyzing, and synthesizing the time of the elements of any operation, usually a manual operation, but it has also been extended to mental and machinery operations.
It is one of the many remarkable inventions of Dr. Taylor while he was working at the Midvale Steel Works. It differs from the well-known process of timing the complete operation, as, for instance, the usual method for timing the athlete, in that the timing of time study is done on the elements of the process. Much ridiculous criticism has been put forward by well-meaning but uninformed persons, who claim that timing a worker down to a three hundredth of a minute is unkind, inhuman, and conducive to the worst form of slavery ever known.
On the contrary, obtaining precise information regarding the smallest elements into which an art or a trade can be subdivided, and examining them separately, is the method adopted hi all branches of scientific research.”

Frank Bunker Gilbreth, Sr. (1868–1924) American industrial engineer

Source: Primer of scientific management, 1912, p. 7

“A better name for scientific management is "measured functional management." It is not sufficient to call it " labor saving 'management " for it deals with more than labor and labor saving. It is a way for obtaining methods of least waste. It not only saves useless labor, but it improves labor conditions; improves quality of product; prolongs the period of the worker's productivity; conserves, teaches and transfers skill and experience. The committee have caused the Society and the world to recognize at last the importance of the feature of the transference of skill, but they apparently still lack appreciation of the even greater feature of the recording and transference of experience of Mr. Taylor's measured functional management and of micro-motion study. Mr. Taylor's system is best described in his writings entitled A Piece Kate System, Shop Management, and On the Art of Cutting Metals, published by the Society, and Principles of Scientific Management, published by Harper & Brothers.”

Frank Bunker Gilbreth, Sr. (1868–1924) American industrial engineer

Source: The present state of art of industrial management, 1913, p. 1224

“Fifteen years ago Follett expounded a philosophy of management that even to-day is a generation ahead of practice, and one can find therein a significant parallel with the pioneering work of Frederick W. Taylor. In his teaching, the adoption of a new philosophy of management—“the mental revolution” as he put it—was a fundamental part of his new technique; but, as knowledge of his methods spread, the practice of scientific management was allowed to develop and expand shorn from its underlying philosophy. Mary Follett was not concerned merely with the technique, the methods of management; her contacts with business and its leaders gave her ample chance of seeing the new technique emerge and grow. But with deeper insight she could see what too many business leaders missed, that the philosophy of management and its psychological foundations were still unheeded, perhaps even unknown. In this lies the greatness of her contribution. It is as modern and applicable to-day as it was when first she spoke; it will be as modern and applicable tomorrow.”

Henry C. Metcalf (1867–1942) American business theorist

Source: Dynamic administration, 1942, p. xxvii

“In the first stages of the industrial revolution, animals were used as machines. As also were children. Later, in the so-called post-industrial societies, they are treated as raw material. Animals required for food are processed like manufactured commodities. … This reduction of the animal … is part of the same process as that by which men have been reduced to isolated productive and consuming units. Indeed, during this period an approach to animals often prefigured an approach to man. The mechanical view of the animal’s work capacity was later applied to that of workers. F. W. Taylor who developed the “Taylorism” of timemotion studies and “scientific” management of industry proposed that work must be “so stupid” and so phlegmatic that he (the worker) “more nearly resembles in his mental makeup the ox than any other type.” Nearly all modern techniques of social conditioning were first established with animal experiments. As were also the methods of so-called intelligence testing. Today behaviourists like Skinner imprison the very concept of man within the limits of what they conclude from their artificial tests with animals.”

John Berger (1926–2017) British painter, writer and art critic

Source: About Looking (1980), Chapter "Why Look at Animals?"

“[Weather Report] has never put out a record that we didn’t believe in, and there’s no way in the world that anybody was ever involved in a one star album. This is a heavy thing, man. I mean, even if somebody doesn’t like the record, just for the compositions alone it’s got to be five stars. We played it very well; we worked hard on this record. Anybody who gives this record one star has got to be insane.”

Joe Zawinul (1932–2007) austrian composer and pianist

As quoted in Birnbaum, Larry, “Weather Report Answers Its Critics,” Down Beat, Feb. 8, 1979, pp. 44-45. Down Beat Magazine. http://www.weatherreportdiscography.org/mr-gone/

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