Taylor and Scientific Management

[From Kenny Kitzke (2009.10.09)]

Rick and all: I am in western Kentucky at a state park for a Feast of the LORD for eight days. I am not too concerned this week with my normal world, including my business or PCT. I have discovered that there is no AT&T signal here, so my i-phone is not useable (call or answer) and it is the only phone I have other than the lodge phone (expensive and inconvenient).

I was surviving by communicating by email and SKYPE with family, friends and a few key clients around the world. Last night, there was a rain storm with threats of a tornado. Since then my wi-fi in my lodge is sporadic, going to zero long enough to get disconnected every couple of minutes and hoping a signal will reappear by clairvoyance. I have informed the state park lodge and they say “It happens quite often” as if that should settle the matter.

But, I will respond briefly to your request concerning the article on Taylorism (Scientific Management).

In a message dated 10/8/2009 1:33:02 P.M. Eastern Daylight Time, rsmarken@GMAIL.COM writes:

···

[From Rick Marken (2009.10.08.1030)]

Dag Forssell (2009.10.07. 20.00)

Rick Marken (2009.10.07.1815)–

Bill Powers (2009.10.07.1005 MDT)–

The way I see meaning, it
is what your own brain attaches to incoming perceptions, and it consists
of other perceptions of your own, and nobody else’s, that have been
recorded and are played back when the received signal appears.

I see it that way too (if I get your meaning;-))

Seems you finally have come around to recognize that there has to be memory
in perception.

I think I understand what Bill said somewhat differently than you do.
I don’t think Bill was saying anything about whether or not there has
to be
memory in perception. I think he was talking about just one
particular phenomenon: meaning. I think Bill was pointing to the fact
that meaning seems to involve the attachment (or association) of
remembered perceptions to other perceptions, such as the perception of
a word. So the meaning of a word perception like “apple” consists of
remembered perceptions, such as the remembered image, crunch and taste
of an apple, that are evoked by the perception of the word “apple”.

It’s true that the “meaning” perception (p) that results when a word
evokes a remembered perception can be conceived of as a higher level
perception that is a function of the lower level perceptions – the
word apple (w) and the remembered image of an apple (i) say. It could
be modeled this way:

i -----> | |
> f() |----> p
w -----> | |

where f() is the perceptual function that combines the word (w) and
remembered image (i) perceptions into a perception of the meaning (p)
of the word “apple”. So this is a case where a high level perception,
of meaning (possibly a category type perception?), is a function of
both a “normal” lower level perception (of the word “apple”) and of a
remembered perception (the remembered image, i).

What I questioned (and still question) is whether memory is
significantly involved in all perception. I’m certainly willing to
believe it is. I was (and still am) opposed, however, to just taking
your (and Bill’s) word for it that memory is always involved in all
perception because: 1) so far I have found it unnecessary to include
memory in the perceptual component of my control models; the models
typically fit the data almost perfectly so it’s not clear that the
addition of memory would improve things significantly, if at all. 2)
there is no research I know of that demonstrates the involvement of
memory in the perceptual side of control; it would be great if someone
did such research but I’m not going to be the one to do it since there
seems to be plenty to do in terms of research on the regular, plain
vanilla control model described in B:CP. 3) my own experience tells me
that memory is sometimes involved in “filling in” perceptions, and I
think it may sometimes affect my controlling; for example, perceiving
a room to look like it usually does (as remembered) so it’s hard to
control for finding the glasses that are sitting on the mantel, where
they never usually are; I’m just not sure how prevalent this is and,
even if it is going on all the time, how much it affects our ability
to control.

So I’m not denying that memory is involved in perception, possibly
significantly. All I’m saying is that we don’t know much about it.
There is no research that I know of on this; if you know of some then
I’d like to see it. But I don’t believe things just because people say
they are true, even if they are people as brilliant as you and Bill.

Best

Rick

PS. There is a very interesting article on “Scientific Management” in
the most recent New Yorker. Apparently it’s a review of a book that
is quite an indictment of “Scientific Management” and it’s current
incarnation as “Management Consulting”. The article is available on
the net at Not So Fast | The New Yorker.
I haven’t finished it yet but I’d be interested in hearing what you
(and Kenny and any other Management Consultants on this list) have to
say about it, if you get a chance to read it.


Richard S. Marken PhD
rsmarken@gmail.com
www.mindreadings.com

[From Rick Marken (2009.10.10.1445)]

Kenny Kitzke (2009.10.09)--

Rick and all:� I am in western Kentucky at a state park for a Feast of the
LORD for eight days.

Say "hi" for me.

But, I will respond briefly to your request concerning the article on
Taylorism (Scientific Management).

I see no response so I assume that the lord smote the connection. I'll
wait until he restores it. Until then, I hope you enjoy the feast.

Best

Rick

···

--
Richard S. Marken PhD
rsmarken@gmail.com
www.mindreadings.com

[From Kenny Kitzke (2009.10.10.2134CDT)]

Drat. When I could not get a steady wireless signal, I completed my reply in the Send Later mail folder. When some Internet bars appeared I hit Send but what apparently arrived at CSG was only what I had drafted and originally put in Send Later. Worse, I cannot find any copy of what I actually wrote about Taylorism.

I am going to try to recreate what I wrote one more time. But, if this fails, I will probably just give up, at least until I return home. I just lost my internet connection twice while writing these two paragraphs. I was sure this was a problem with the Wi-Fi router at the lodge but now I just lost the DIRECTTV satellite feed for the TV while watching the President’s Cup golf tournament from San Francisco before supper. So, this may be even beyond the control of people here at the lodge.

I can’t even get online to look at, or respond specifically to, the referenced New Yorker article. About all I can do is go from my memory of reading the article and what I remember about Taylorism. I am sorry.

What I remember about Taylor and “Scientific Management” was his “shoveling” experiment. He studied workers shoveling either coal or slag at I think a steel mill. One thing he did was to analyze the best size and shape of shovel for the intended work activity. Before, workers just brought whatever shovel they had from home.

But, Talyor also changed human elements in the process. He required workers to take a break at regular intervals to restore their strength and maximize output. More significantly, he got the company to pay the workers based upon the amount shoveled instead of by the hour. This was a forerunner of piecework.

Output productivity rose dramatically. I don’t recall the amount but it was probably more than double the historic average amount shoveled per day. The bad news was that the amount of improvement from each change was not discernable. The right way to do this would to conduct a statistically designed experiment.

Apparently, when company managers read about this kind of dramatic improvement, they assumed it was mostly worker motivation caused by the wage earned incentive. Piecework became the fad of the day. The idea of using better tools or improved processes took a back seat. Surprise, surprise, us PCTers might predict that the quick gains in productivity might actually decline over time if the seemingly obvious stimulus response theory observed was faulty.

I think that Taylorism and 'scientific management" became a forerunner to the position of Industrial Engineer. An educated person would design work processes and workers would simply be told what to do (and not do.) To the extent that this approach may add productivity, it is generally opposed to higher quality. And, what matters is not how many outputs you produce that matters most per day, but how many useable/conforming outputs are produced each day. So, you could conclude that I was not a big fan of Taylorism.

I do not know anything about Taylor’s ethics. I am sure there are management consultants who are unscrupulous and incompetent. I also am sure there are management consultants who earn their keep many times over. I have worked with executives that not only care about quality as much as productivity but know they need to treat good workers well to achieve the company goals.

I don’t recall anything but sour grapes from the book author about Taylor or management consultants. So, what he exposes that is worth the price of his book is unknown to me. The executives I work with are intelligent and hard working and would detest getting duped. Management consultants that do not produce valid and valuable results do not last very long with them or their peers. Perhaps they retire and write books with the same effect?

Personally, I take the perception that you can manage things (like gardens, checkbooks and projects) and some will manage better than others. But, when it comes to people and employees, they must be led. Knowing how best to do that is the subject of countless theories and books. But, there is none better that I have found than HPCT.

Anyway, that’s what I think right now.

Kenny

In a message dated 10/10/2009 5:48:15 P.M. Eastern Daylight Time, rsmarken@GMAIL.COM writes:

···

[From Rick Marken (2009.10.10.1445)]

Kenny Kitzke (2009.10.09)–

Rick and all: I am in western Kentucky at a state park for a Feast of the
LORD for eight days.

Say “hi” for me.

But, I will respond briefly to your request concerning the article on
Taylorism (Scientific Management).

I see no response so I assume that the lord smote the connection. I’ll
wait until he restores it. Until then, I hope you enjoy the feast.

Best

Rick

Richard S. Marken PhD
rsmarken@gmail.com
www.mindreadings.com

[From Rick Marken (2009.10.12.1850)]

Kenny Kitzke (2009.10.10.2134CDT)

But, Talyor also changed human elements in the process. He required workers to take a break at regular intervals to restore their strength and maximize output. More significantly, he got the company to pay the workers based upon the amount shoveled instead of by the hour. This was a forerunner of piecework.

Output productivity rose dramatically.

This would be great if it led to workers getting more time off to participate in enriching life experiences (hobbies, travel, time with family, etc). After all, productivity is being increased by helping people perform their specialized tasks more effectively; there’s not much enrichment that comes from lifting pig iron more effectively.

Assuming that managers want the rate of production to meet demand then increased productivity must mean that workers can meet this demand in a shorter time, freeing then up to do other things that may be more enriching and satisfying than the work of producing whatever it is they help produce. But I don’t think that is quite what actually happens (in the US anyway; in Europe I thnik things are somewhat different; workers there seem to get a lot more vacation time than those here in the US).

In the Us, it seems that producers (in the person of management) use this increased productivity to hire fewer workers or to increase production, while trying to drive up demand for the increased output using advertising. In both cases, the increased productivity is used to increase profit, which benefits owners (including shareholders, of course) but not the more productive worker. I don’t believe this is good for the workers or for the economy in general since it is reducing workers’ purchasing power (demand) available to a large segment of the consumer population. It would be nice if we had “industry consultants” (rather than management consultants) whose aim would be to improve the quality of life (rather than just the productivity) of all the producers in an industry; workers, managers and owners.

Best

Karl Marken

···


Richard S. Marken PhD
rsmarken@gmail.com
www.mindreadings.com

[From Fred Nickols (2009.10.13.1049 EDT)]

Well, for what it’s worth, I’ve made quite a study
of Taylor and his work but I’m not sure how it fits with this list.
Suffice it to say he is much maligned and undeservedly so. He was not
without his faults and shortcomings but they should not obscure his
contributions to the management of work.

Regards,

Fred Nickols

Managing Partner

Distance Consulting LLC

nickols@att.net | www.nickols.us

740-504-0000

“Assistance at a Distance”SM

···

From: Control Systems
Group Network (CSGnet) [mailto:CSGNET@LISTSERV.ILLINOIS.EDU] On Behalf Of Richard
Marken
Sent: Monday, October 12, 2009 9:48 PM
To: CSGNET@LISTSERV.ILLINOIS.EDU
Subject: Re: Taylor and Scientific Management

[From Rick Marken
(2009.10.12.1850)]

Kenny Kitzke (2009.10.10.2134CDT)

But, Talyor also changed human elements in the process. He
required workers to take a break at regular intervals to restore their strength
and maximize output. More significantly, he got the company to pay the
workers based upon the amount shoveled instead of by the hour. This was a
forerunner of piecework.

Output productivity rose dramatically.

This would be great if it led to workers getting more time off to participate
in enriching life experiences (hobbies, travel, time with family, etc). After
all, productivity is being increased by helping people perform their
specialized tasks more effectively; there’s not much enrichment that comes from
lifting pig iron more effectively.

Assuming that managers want the rate of production to meet demand then
increased productivity must mean that workers can meet this demand in a shorter
time, freeing then up to do other things that may be more enriching and
satisfying than the work of producing whatever it is they help produce. But I
don’t think that is quite what actually happens (in the US anyway; in Europe I
thnik things are somewhat different; workers there seem to get a lot more
vacation time than those here in the US).

In the Us, it seems that producers (in the person of management) use this
increased productivity to hire fewer workers or to increase production, while
trying to drive up demand for the increased output using advertising. In both
cases, the increased productivity is used to increase profit, which benefits
owners (including shareholders, of course) but not the more productive worker.
I don’t believe this is good for the workers or for the economy in general
since it is reducing workers’ purchasing power (demand) available to a large
segment of the consumer population. It would be nice if we had “industry
consultants” (rather than management consultants) whose aim would be to
improve the quality of life (rather than just the productivity) of all the
producers in an industry; workers, managers and owners.

Best

Karl Marken

Richard S. Marken PhD
rsmarken@gmail.com
www.mindreadings.com

[From Rick Marken (2009.10.13.0840)]

[From Fred Nickols (2009.10.13.1049 EDT)]

Well, for what it’s worth, I’ve made quite a study
of Taylor and his work but I’m not sure how it fits with this list.

Everything (that has to do with living systems) fits into this list! So Taylor fits in.

Best

Rick

···

Suffice it to say he is much maligned and undeservedly so. He was not
without his faults and shortcomings but they should not obscure his
contributions to the management of work.

Regards,

Fred Nickols

Managing Partner

Distance Consulting LLC

nickols@att.net | www.nickols.us

740-504-0000

“Assistance at a Distance”SM

From: Control Systems
Group Network (CSGnet) [mailto:CSGNET@LISTSERV.ILLINOIS.EDU] On Behalf Of Richard
Marken
Sent: Monday, October 12, 2009 9:48 PM
To: CSGNET@LISTSERV.ILLINOIS.EDU
Subject: Re: Taylor and Scientific Management

[From Rick Marken
(2009.10.12.1850)]

Kenny Kitzke (2009.10.10.2134CDT)

But, Talyor also changed human elements in the process. He
required workers to take a break at regular intervals to restore their strength
and maximize output. More significantly, he got the company to pay the
workers based upon the amount shoveled instead of by the hour. This was a
forerunner of piecework.

Output productivity rose dramatically.

This would be great if it led to workers getting more time off to participate
in enriching life experiences (hobbies, travel, time with family, etc). After
all, productivity is being increased by helping people perform their
specialized tasks more effectively; there’s not much enrichment that comes from
lifting pig iron more effectively.

Assuming that managers want the rate of production to meet demand then
increased productivity must mean that workers can meet this demand in a shorter
time, freeing then up to do other things that may be more enriching and
satisfying than the work of producing whatever it is they help produce. But I
don’t think that is quite what actually happens (in the US anyway; in Europe I
thnik things are somewhat different; workers there seem to get a lot more
vacation time than those here in the US).

In the Us, it seems that producers (in the person of management) use this
increased productivity to hire fewer workers or to increase production, while
trying to drive up demand for the increased output using advertising. In both
cases, the increased productivity is used to increase profit, which benefits
owners (including shareholders, of course) but not the more productive worker.
I don’t believe this is good for the workers or for the economy in general
since it is reducing workers’ purchasing power (demand) available to a large
segment of the consumer population. It would be nice if we had “industry
consultants” (rather than management consultants) whose aim would be to
improve the quality of life (rather than just the productivity) of all the
producers in an industry; workers, managers and owners.

Best

Karl Marken

Richard S. Marken PhD
rsmarken@gmail.com
www.mindreadings.com


Richard S. Marken PhD
rsmarken@gmail.com
www.mindreadings.com

[From Kenny Kitzke (10.14.2009.1200EDT)]

I am finally back home with a phone and an Internet link I can use. The last two days at the Kentucky State Park were terrible with essentially no wi-fi signal in my room.

You may have missed the fact that in the shoveling experiement, output increased dramatically, and under the piecework pay provision, the worker received a significant pay increase working the same number of hours per day and week.

At the lower wage levels, the ability to earn more wages for the same time commitment is valued by many employees. As perceptual control systems, these employees will not only control for how much extra pay they receive, they will also control for what they spend the extra money. Everyone will be different, and the things you find “rewarding” or gratifying may be way down the list for low-level workers.

The “management” solution to increasing output (to fill customer orders on time) sans Taylorism, is to go to overtime, even forced overtime. I have strongly castigated this solution with the clients that seek my advice. Usually voluntary overtime is adequate for most output shortfalls. But, even that is only a short-term solution. Of all the times this idea of forced OT came up, the CEO was willing to listen to suggested alternatives and would agree forced OT was a last resort. Only once did a CEO basically tell me to save my breath and showed anger. He was the only retained client that did not renew my retainer after the first year.

It was a mutually beneficial departure.

The more profitable companies I have worked for have always treated their employees better than those who are losing money. The role of unions in all that is an interesting study. Some clients have intentionally treated their employees better than their union counterparts to prevent a union vote. But, honestly, the non-union workers made a choice that worked better for them. There is confusion by many “consultants” and “HR experts” without PCT knowledge about which is the cause and which is the effect in higher pay/incentives and higher profits.

KK

Trying to catch up with normal life after being isolated for 10 days.

In a message dated 10/12/2009 9:51:31 P.M. Eastern Daylight Time, rsmarken@GMAIL.COM writes:

···

Kenny Kitzke (2009.10.10.2134CDT)

But, Talyor also changed human elements in the process.  He required workers to take a break at regular intervals to restore their strength and maximize output.  More significantly, he got the company to pay the workers based upon the amount shoveled instead of by the hour.  This was a forerunner of piecework.

Output productivity rose dramatically.

This would be great if it led to workers getting more time off to participate in enriching life experiences (hobbies, travel, time with family, etc). After all, productivity is being increased by helping people perform their specialized tasks more effectively; there’s not much enrichment that comes from lifting pig iron more effectively.

Assuming that managers want the rate of production to meet demand then increased productivity must mean that workers can meet this demand in a shorter time, freeing then up to do other things that may be more enriching and satisfying than the work of producing whatever it is they help produce. But I don’t think that is quite what actually happens (in the US anyway; in Europe I thnik things are somewhat different; workers there seem to get a lot more vacation time than those here in the US).

In the Us, it seems that producers (in the person of management) use this increased productivity to hire fewer workers or to increase production, while trying to drive up demand for the increased output using advertising. In both cases, the increased productivity is used to increase profit, which benefits owners (including shareholders, of course) but not the more productive worker. I don’t believe this is good for the workers or for the economy in general since it is reducing workers’ purchasing power (demand) available to a large segment of the consumer population. It would be nice if we had “industry consultants” (rather than management consultants) whose aim would be to improve the quality of life (rather than just the productivity) of all the producers in an industry; workers, managers and owners.

[From Rick Marken (2009.10.12.1850)]

Best

Karl Marken

Richard S. Marken PhD
rsmarken@gmail.com
www.mindreadings.com

[Martin Taylor 2009.10.14.12.51]

[From Kenny Kitzke (10.14.2009.1200EDT)]

I am finally back home with a phone and an Internet link I can
use. The last two days at the Kentucky State Park were terrible with
essentially no wi-fi signal in my room.

Welcome back – though whether lacking internet is a blessing or a
curse is open to debate :slight_smile:

You may have missed the fact that in the shoveling experiement,
output increased dramatically, and under the piecework pay provision,
the worker received a significant pay increase working the same number
of hours per day and week.


The more profitable companies I have worked for have always
treated their employees better than those who are losing money.

About 50 years ago I was a Master’s student in the Industrial
Engineering Department of Johns Hopkins. One of the few bits of lore
that I retain from those days was about Walter (?) Kellogg – he of the
Corn Flakes. As I remember, during the Depression, when most companies
were laying off workers, Kellogg didn’t. He just reduced their working
hours, giving them more leisure time but keeping them on the payroll. I
remember the working week as being 30 hours, reduced from 40+, but my
memory is vague. What I do remember is that he found total output went
up – not just output per hour worked. So both Kellogg and his workers
did pretty well, as those things went, during the Depression, because
he treated them as though he cared about their welfare rather than as
interchangeable cogs in a machine.

I hope my memory hasn’t got this story all muddled in the 52 years
since it came up in a course on management.

Martin

[From Kenny Kitzke (10.16.2009.1200EDT)]

Having no cell phone or reliable Internet access for 8 days did have some redeeming value. It was a bit like being a frontiersman. But, I think overall it is best to have a choice between that and our modern environment and perhaps a mix is better than either a. or b.?

Anyway, your reflection on your Industrial Engineering and Mr. Kellogg is pertinent and encouraging. Taylor’s experiments were very relevant to the establishment of the Industrial Engineer position and function in manufacturing companies. They exist today. My gripe is they often focus on output QUANTITY and process COST without considering much about QUALITY. It is not unusual in Japan that any engineer takes a 30-day course on quality before assuming their role as a design or application engineer.

As far as Mr. Kellogg, I think there were many American business pioneers who succeeded in part by how much they cared about their employees (treating them as family rather than easily replaceable cogs in the corporate wheel. Many had such belief reference perceptions supplied by their religious system references and control efforts. And there are still such CEOs operating today and being successful. I try to work with those with the Christian reference.

I have read about successful Japanese companies who basically stop productive work activities one day a week. During that fifth day, employees participate in education/training and process and quality improvement activities. They too have found they can produce more output in 4 days than they used to produce in five days. Here, it is a verification of Taylorism (scientific management) where both the employee’s ability and desire to produce more are increased to the benefit of the employee and the company.

Lastly, almost all organizations, even the better ones, have downturns in orders and profits. In my own consulting, I encourage such policies as these:

  • Like Kellogg, reduce hours per week rather than layoff employees. The first action is to simply ask for volunteers. There are some employees who would just like to take a few months off and would if they knew they still had a job when they desired to return (like a leave of absence or sabbatical). There are often others who would prefer three-day weekends for at least a period of time. There are still others who would work an extra day per week even at regular pay if needed to meet output for orders for short-term blips.

  • Probably unlike Kellogg, I encourage the significant use of part-time employees, perhaps 50% of the normal workforce. They understand their amount of hours will be reduced, even to zero, if orders are down. It is like an automatic shock absorber to manage output and workforce levels without the agony of work reduction, layoffs and pink slips for those who count on a full-time job.

  • In severe cases, there are typically 5-10% of the workforce who are simply so unproductive and disloyal that firing them is good management. Good employees resent these laggards getting paid and compensated just as well as them.
    Such creative and personal management methods (consistent with PCT) are often resisted or prohibited by unions. I find this unnecessary and unfortunate.

  • When it comes to cost reduction by wage reduction for the hours worked, I am dead set against any such reduction for workers unless the executives take a same or even greater % reduction in pay.

  • And, any executive taking a bonus while laying off workers or not making a profit is anathema with me. I won’t continue consulting with such unenlightened business leaders.
    Anyway, I don’t want to write a book or bore you or others on the Net, but I do appreciate your own perceptions about “good” or effective business management and the other (often typical) kind in today’s cutthroat business environment often made worse by human greed.

Kenny

In a message dated 10/14/2009 1:02:37 P.M. Eastern Daylight Time, mmt-csg@MMTAYLOR.NET writes:

···

[From Kenny Kitzke (10.14.2009.1200EDT)]

I am finally back home with a phone and an Internet link I can use.  The last two days at the Kentucky State Park were terrible with essentially no wi-fi signal in my room.
You may have missed the fact that in the shoveling experiement, output increased dramatically, and under the piecework pay provision, the worker received a significant pay increase working the same number of hours per day and week.
The more profitable companies I have worked for have always treated their employees better than those who are losing money.


[Martin Taylor 2009.10.14.12.51]

Welcome back – though whether lacking internet is a blessing or a curse is open to debate :slight_smile:

About 50 years ago I was a Master’s student in the Industrial Engineering Department of Johns Hopkins. One of the few bits of lore that I retain from those days was about Walter (?) Kellogg – he of the Corn Flakes. As I remember, during the Depression, when most companies were laying off workers, Kellogg didn’t. He just reduced their working hours, giving them more leisure time but keeping them on the payroll. I remember the working week as being 30 hours, reduced from 40+, but my memory is vague. What I do remember is that he found total output went up – not just output per hour worked. So both Kellogg and his workers did pretty well, as those things went, during the Depression, because he treated them as though he cared about their welfare rather than as interchangeable cogs in a machine.

I hope my memory hasn’t got this story all muddled in the 52 years since it came up in a course on management.

Martin