... new perspective to practical management problems by applying scientific management to the workplace. Scientific management involved a new system of working 'time and motion studies' (Kouvuri, D, 24/10/02). His innovations in time and motion studies, paid off in 'dramatic improvements' (Kouvuri, D, 17/10/02) in productivity, as they helped determine the best methods for performing a task in the least amount of time. At the same time, he was destroying the soul of work, dehumanising factories, and making them into 'automatons' (Needham, D & Dransfield, R, 1998: 156). His principles known as 'Taylorism' (Dean, C, C, 1997) concentrated on gaining maximum efficiency from both the workers and the machines in the factory, which replaced the 'old thumb of rule method' (Cossette, P, 2002). He developed his principles in accordance to self-beliefs of maximum efficiency regardless of people feeling 'alienated' (Hannagan, T, 1998: 143). Alienation at work led to people being treated like part ...

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