Thereadingreportofunitthree12会计（4）班2011330300403王婷慧1．Theprinciplesofscientificmanagement（IntroductionandChapter1）Thispaperhasbeenwrittenfromproblemstomethods.Firstly,topointout,throughaseriesofsimpleillustrations,thegreatlosswhichthewholecountryissufferingthoughinefficiencyinalmostallofourdailyacts.Secondly,totrytoconvincethereaderthattheremedyforthisinefficiencyliesinsystematicmanagement,ratherthaninsearchingforsomeunusualorextraordinary.Thirdly,toprovethatthebestmanagementisatruescience,restinguponclearlydefinedlaws,rules,andprinciples,asafoundation.Andfurthertoshowthatthefundamentalprinciplesofscientificmanagementareapplicabletoallkindsofhumanactivities,fromoursimplestindividualactstotheworkofourgreatcorporations,whichcallforthemostelaboratecooperation.And,briefly,throughaseriesofillustrations,toconvincethereaderthatwhenevertheseprinciplesarecorrectlyapplied,resultsmustfollowwhicharetrulyastounding.Lastly,Taylornotedthatwhiletheexampleswerechosentoappealtoengineersandmanagers,hisprinciplescouldbeappliedtothemanagementofanysocialenterprise,suchashomes,farms,smallbusinesses,churches,philanthropicinstitutions,universities,andgovernment.Taylorarguedthattheprincipalobjectofmanagementshouldbetosecurethemaximumprosperityfortheemployer,coupledwiththemaximumprosperityforeachemployee.Hearguedthatthemostimportantobjectofboththeemployeeandthemanagementshouldbethetraininganddevelopmentofeachindividualintheestablishment,sothathecandothehighestclassofworkforwhichhisnaturalabilitiesfithim.Taylordemonstratedthatmaximumprosperitycanexistonlyastheresultofmaximumproductivity,bothfortheshopandindividual,andrebukedtheideathatthefundamentalinterestsofemployeesandemployersarenecessarilyantagonistic.Taylordescribedhowmostallworkersdeliberatelyworkslowly,or“soldier,”toprotecttheirinterests.AccordingtoTaylor,therewerethreereasonsfortheinefficiency:First.Thefallacy,whichhasfromtimeimmemorialbeenalmostuniversalamongworkmen,thatamaterialincreaseintheoutputofeachmanoreachmachineinthetrade