Frederick Winslow Taylor
The following is an obituary from March 21, 1915, announcing the death of Frederick Winslow Taylor.
1 PHILADELPHIA, March 21: Frederick Winslow Tayler, originator of the modem scientific management movement, died here today from pneumonia. He was 59 years old, and was a former President of the American Society of Mechanical Engineers. Among his numerous inventions and discoveries was the Taylor-White process of treating modem high-speed took. He was the author of articles on scientific efficiency. and installed his system in many large industrial establishments.
2 The writings and lectures of Frederic Winslow Taylor formed the basis of the recent reorganization of methods of handing labor in many of the largest industries in the country. The articles of Mr. Taylor on "Scientific Management" in 1911 had a good deal to do with giving its new, special meaning to the word "efficiency" and making it the watchword which it has become since that time.
3 One of his leading doctrines which has made a deep impression on business and industry in this country since that time is that a man who proves incompetent at one jab should be fitted in where he can give good service, instead of being discharged. His life work was chiefly devoted to the simplification of industrial processes to reduce costs and increase Outputs.
4 Mr. Taylor was born at Germantown, Philadelphia, on March 20, 1856, and was graduated from Stevens Institute of Technology in 1883. He won the doubles championship of the United States at tennis at Newport in 1881. He entered the employ of the Midvale Steel Company at Philadelphia in 1878 and was successively gang boss, assistant foreman, foreman of the machine shop, master mechanic, chief draughtsman, and chief engineer.
5 In 1889 he began his special work of re-organizing the management of
Based on the obituary, what was Taylor's first job?
- A. Gang boss
- B. Scientist
- C. Engineer
- D. Manager
Correct Answer & Rationale
Correct Answer: A
Taylor's first job as a gang boss reflects an early involvement in leadership and organization, likely in a challenging environment. This position often requires strong management skills and the ability to coordinate team efforts, which can be foundational for future roles. Option B, scientist, is incorrect as it implies a formal education and specialized training that is not indicated in the obituary. Option C, engineer, suggests a technical background that does not align with the described early career path. Lastly, option D, manager, while related, does not capture the specific context of Taylor's initial role, which was more informal and associated with a gang structure.
Taylor's first job as a gang boss reflects an early involvement in leadership and organization, likely in a challenging environment. This position often requires strong management skills and the ability to coordinate team efforts, which can be foundational for future roles. Option B, scientist, is incorrect as it implies a formal education and specialized training that is not indicated in the obituary. Option C, engineer, suggests a technical background that does not align with the described early career path. Lastly, option D, manager, while related, does not capture the specific context of Taylor's initial role, which was more informal and associated with a gang structure.
Other Related Questions
What is the most likely reason the St. Louis did not return to Hamburg?
- A. The start of World War II made it too dangerous to travel that far.
- B. Most of the passengers were originally from Belgium, not Germany.
- C. The ship did not have enough fuel after being at sea for so long.
- D. The passengers could have ended up being sent to concentration camps.
Correct Answer & Rationale
Correct Answer: D
The most compelling reason the St. Louis did not return to Hamburg is that the passengers faced the real threat of being sent to concentration camps. As the political climate in Europe shifted dramatically during this period, returning them to Germany would have put their lives in jeopardy. Option A, while recognizing the dangers of wartime travel, does not specifically address the immediate threat to the passengers' safety. Option B is inaccurate; the origin of most passengers does not influence the ship's decision to return. Option C is also incorrect; fuel levels would not have been a primary concern compared to the safety of the passengers.
The most compelling reason the St. Louis did not return to Hamburg is that the passengers faced the real threat of being sent to concentration camps. As the political climate in Europe shifted dramatically during this period, returning them to Germany would have put their lives in jeopardy. Option A, while recognizing the dangers of wartime travel, does not specifically address the immediate threat to the passengers' safety. Option B is inaccurate; the origin of most passengers does not influence the ship's decision to return. Option C is also incorrect; fuel levels would not have been a primary concern compared to the safety of the passengers.
Based on the obituary, 'scientific management' meant
- A. doing work in a more productive manner.
- B. creating better tools for the workplace.
- C. getting rid of unskilled workers.
- D. hiring more inventive workers.
Correct Answer & Rationale
Correct Answer: A
Scientific management focuses on improving efficiency and productivity in the workplace by analyzing and optimizing work processes. Option A captures this essence, emphasizing a more productive approach to tasks. Option B, while relevant, is too narrow as scientific management encompasses more than just tool creation; it involves systematic study of workflows. Option C misinterprets the philosophy, which does not advocate for eliminating unskilled workers but rather seeks to enhance overall productivity through better management techniques. Option D suggests hiring more inventive workers, which is not a core principle of scientific management; it prioritizes process optimization over workforce creativity.
Scientific management focuses on improving efficiency and productivity in the workplace by analyzing and optimizing work processes. Option A captures this essence, emphasizing a more productive approach to tasks. Option B, while relevant, is too narrow as scientific management encompasses more than just tool creation; it involves systematic study of workflows. Option C misinterprets the philosophy, which does not advocate for eliminating unskilled workers but rather seeks to enhance overall productivity through better management techniques. Option D suggests hiring more inventive workers, which is not a core principle of scientific management; it prioritizes process optimization over workforce creativity.
Which statement best describes a key aspect of the trade relationship between Grand Coast and Toland?
- A. Grand Coast has the advantage in both timber and fish.
- B. Toland has the comparative advantage in fish.
- C. Toland can produce timber at a lower opportunity cost than Grand Coast.
- D. Grand Coast can produce fish at a lower opportunity cost than Toland.
Correct Answer & Rationale
Correct Answer: D
In the context of trade relationships, opportunity cost is crucial. Grand Coast can produce fish at a lower opportunity cost than Toland, meaning it sacrifices less in terms of other goods when producing fish. This advantage allows Grand Coast to specialize in fish production, leading to more efficient trade. Option A is incorrect as it suggests Grand Coast has the advantage in both timber and fish, which is unlikely in a comparative advantage scenario. Option B misstates the comparative advantage, assigning it to Toland for fish, which contradicts the opportunity cost analysis. Option C incorrectly asserts that Toland has a lower opportunity cost for timber, which is not supported by the information provided.
In the context of trade relationships, opportunity cost is crucial. Grand Coast can produce fish at a lower opportunity cost than Toland, meaning it sacrifices less in terms of other goods when producing fish. This advantage allows Grand Coast to specialize in fish production, leading to more efficient trade. Option A is incorrect as it suggests Grand Coast has the advantage in both timber and fish, which is unlikely in a comparative advantage scenario. Option B misstates the comparative advantage, assigning it to Toland for fish, which contradicts the opportunity cost analysis. Option C incorrectly asserts that Toland has a lower opportunity cost for timber, which is not supported by the information provided.
What did Taylor believe should be done if an employee was not good at doing an assigned job?
- A. The employee should be fired.
- B. That job's duties should be reorganized.
- C. A job better suited to the employee should be found.
- D. The employee should be made to read Taylor's books and articles.
Correct Answer & Rationale
Correct Answer: C
Taylor advocated for scientific management, emphasizing the importance of matching employees to jobs that fit their skills and abilities. Finding a job better suited to an employee (Option C) aligns with his belief in optimizing workforce efficiency and productivity. Option A, firing the employee, disregards the potential for growth and development. Option B, reorganizing job duties, may not address the root issue of skill mismatches. Option D, making the employee read Taylor's works, lacks practical application and does not directly resolve the employee's performance issues. Thus, aligning roles with individual strengths is key to achieving success.
Taylor advocated for scientific management, emphasizing the importance of matching employees to jobs that fit their skills and abilities. Finding a job better suited to an employee (Option C) aligns with his belief in optimizing workforce efficiency and productivity. Option A, firing the employee, disregards the potential for growth and development. Option B, reorganizing job duties, may not address the root issue of skill mismatches. Option D, making the employee read Taylor's works, lacks practical application and does not directly resolve the employee's performance issues. Thus, aligning roles with individual strengths is key to achieving success.