فایل ورد کامل تحلیل جامع نظریه مدیریت علمی فردریک تیلور و تأثیر آن بر تحول سازمان‌ها

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 فایل ورد کامل تحلیل جامع نظریه مدیریت علمی فردریک تیلور و تأثیر آن بر تحول سازمان‌ها دارای ۹ صفحه می باشد و دارای تنظیمات در microsoft word می باشد و آماده پرینت یا چاپ است

فایل ورد فایل ورد کامل تحلیل جامع نظریه مدیریت علمی فردریک تیلور و تأثیر آن بر تحول سازمان‌ها  کاملا فرمت بندی و تنظیم شده در استاندارد دانشگاه  و مراکز دولتی می باشد.

این پروژه توسط مرکز فایل ورد کامل تحلیل جامع نظریه مدیریت علمی فردریک تیلور و تأثیر آن بر تحول سازمان‌ها۲ ارائه میگردد

توجه : در صورت  مشاهده  بهم ریختگی احتمالی در متون زیر ،دلیل ان کپی کردن این مطالب از داخل فایل ورد می باشد و در فایل اصلی فایل ورد کامل تحلیل جامع نظریه مدیریت علمی فردریک تیلور و تأثیر آن بر تحول سازمان‌ها،به هیچ وجه بهم ریختگی وجود ندارد

بخشی از متن فایل ورد کامل تحلیل جامع نظریه مدیریت علمی فردریک تیلور و تأثیر آن بر تحول سازمان‌ها :

نظریه فردریک تیلور(frederick taylor)

Frederick Winslow Taylor (March 20, 1856 – March 21, 1915) was an American engineer who sought to improve industrial efficiency. He was one of the intellectual leaders of the Efficiency Movement and his ideas, broadly conceived, were highly influential in the Progressive Era.
Taylor was born in Germantown, Pennsylvania, to a wealthy Quaker family. He had intended to pursue his education at Harvard University, but ill health forced him to consider an alternative career. In 1874, he became an apprentice machinist, learning of factory conditions at the grass-roots level. He earned a degree in Mechanical Engineering through a highly unusual (for the time) series of correspondence courses at Stevens Institute of Technology, where he was a brother of the Gamma Chapter of Theta Xi Fraternity.
Taylor thought, by scientifically analyzing work, the “One Best Way” to do it would be found. He is most remembered for his time and motion study. He would break a job into its component parts and measure each to the second. One of his most famous studies involved shovels. He noticed that the workers used the same shovel for all materials. He determined that the most effective load was 21 lb, and found or designed shovels that for each material would scoop up that amount. He was generally unsuccessful at applying his concepts; it was largely through his disciples (most notably H.L. Gantt) that his ideas were implemented in industry. After being fired from Bethlehem Steel he wrote a book, Shop Management, which sold well.
Taylor believed that contemporary management was amateurish and should be studied as a discipline, that workers should cooperate with management (and hence would not need Trade Unions), and that the best results would come from the partnership between a trained and qualified management and a cooperative and innovative workforce. Each side needed the other.