Principles or techniques of scientific management are related to Taylor's principles of training and controlling. These techniques were based on several experiments that aim at determining the best performance level workers can achieve in certain jobs.
(i) Science, not rule of thumb: Rule-of-thumb methods are traditional approaches that suited organisations in the past. Under mass production, the volume of work had expanded that required scientific methods to manage and control work easily. Accordingly, Taylor suggested that methods of a particular business activity should be scientifically studied prior to their application to avoid mistakes. He suggested introducing standardised and guaranteed approaches that led to efficiency in operations. For example, a textile factory consists of 150 workers and their are five different units within this factory (spinning, weaving, stitching, adding buttons and embroidery). Each of these units was assigned with a specialist foreman who has knowledge and experience regarding that particular activity. There will be five specialist foremen who will be assigned with 30 workers each distributed among five business units.
(ii) Harmony, not discord: Under this principle, workers and management should work in harmony with mutual cooperation and coordination. Workers should not be overburdened with work, while should not feel dissatisfied with their investment of time and money in an organisation. According to Taylor a firm can achieve maximum prosperity if workers and management work with each other leading to development of a cordial relationship with each other and team spirit, and organisational goals can be achieved easily. For example, workers are assigned with work by one superior (like a functional foreman). These superiors are allocated separate bureaucratic powers and can divide the particular activity into several tasks depending upon the complexity of the activity.
(iii) Cooperation, not individualism: In continuation with the earlier point, it is coordination and not individualism that will assists in achieving organisational goals. Cooperation is an action of working together and Taylor states employees and management should cooperate with each other that could lead to high morale and team spirit. In the earlier example on harmony between workers and superiors, workers are expected to cooperate and undertake responsibility and accountability for completion of work. As soldering led to underwork and individualism. Taylor observed that factories endured excessive costs and wastage of resources.