Leadership Through History Frederick Taylor Is Generally

Leadership Through History Frederick Taylor is generally considered the first pioneer in the field of management that used a scientific approach. Later individuals would expand on theis system, such as Henri Fayol, who added the theory of administrative management, and Max Weber, who added the levels of bureaucracy, and many others have made incremental steps towards the field. Management concepts were of the division of labor which originated in the industrial revolution.

Before the division of labor, most employees would work on a single good and make it from start to finish. When the concept of the division of labor was introduced it allowed individuals to specialize in a specific task which greatly improved the efficiency. The theories of scientific management, administrative management, and bureaucracy were developed as different methods in which organizations organize themselves to take advantage of the concept of specialization and meet their organizational objectives. One of the most popular of the modern management theorists, Dr. W.

Edwards Deming, probably impacts the field more than anyone else. Deming's 14 points of management were crafted in the 1950's when Deming was working with the Japanese to help them improve their quality control (Deming, 2011). Deming's approach was to find more efficient and effective ways to help people work together to reach organizational goals. He derived his first philosophical treaties and outlined a method that allowed individuals and organizations to function as teams which was the 14 points of management.

Deming was educated in a multi-disciplinary approach that included work in such fields as engineering, physics, and statistics. The work on management that he produced borrowed from all these sources. His theory of profound knowledge, which allows leaders and managers to see a dynamic, complex social system from a new perspective, predict its performance, and continually improve it in a rapidly changing business environment. Using his holistic approach to eliminate cross purposes, teams and organizations can manufacture with synergy.

His theories were applied to various industries included manufacturing companies, telephone companies, railways, carriers of motor freight, consumer researchers, census methodologists, hospitals, legal firms, government agencies, and research organizations in universities (Bennet & Slavin, 2009). Yet his teachings have changed our workplace vocabulary in less than twenty years to include ideas such as focusing on the customer, partnering with suppliers, empowering workers, managing for quality, and eliminating layers of management and hierarchy. He is the author "Out of the Crisis" in 1986 and "The New Economics" in 1994 (Lean Expertise, 2010).

The original 14 points focused on educating top management, however these concepts were then taught throughout the organization The United States ironically did not readily accept Deming's ideas and thought their quality systems were good enough. During this period the U.S. began to decline in relationship to quality among global manufactures. It wasn't until around the 1980's that companies in the United States started to see the results of Deming's work put into practice. The Japanese production techniques proved so successful that companies like Ford, General Motors, and Florida Power.