DESCRIPTION. A written account of the state and condition of personal property, titles, papers, and the like. It is a kind of inventory, (q.v.) but is more particular in ascertaining the exact condition of the property, and is without any appraisement of it.
2. When goods are found in the possession of a person accused of stealing them, a description ought to be made of them. Merl. Rep. h.t.
3. A description is less perfect than a definition. (q.v.) It gives some knowledge of the accidents and qualities of a thing; for example, plants, fruits, and animals, are described by their shape, bulk, color, and the like accidents. Ayl. Pand. 60.
4. Description may also be of a person, as description of a legatee. 1 Roper on Leg. chap. 2.
Definition of Scientific Management
Frederick Taylor
Scientific management means knowing exactly what you want men to do and seeing that they do it in the best and the cheapest way.
Kimball and Kimball
An attitude that aims to replace (I think with I know). It points out the method of intelligently directing the construction and arrangement of factory buildings, the character of methods and processes, the organizations of departments, the elimination of wastes and increase of efficiency in all phases of industrial administration where experience and date are applicable.
Peter F. Drucker
The operational study of work, the analysis of work into its simplest elements and the systematic improvement of worker's performance of each element.
In a nutshell, scientific management represents a body of knowledge that is concerned primarily with the discovery of casual relationships (i.e. cause and effect relationships) i.e. cause and effect relationship between the efforts expended for a given objective, and the results of these efforts, with special emphasis on the discovery of the bestmethod in the light of the available man-power, materials, and technology.
Frederick W. Taylor
Taylor started his career as an apprentice (labourer) in a small machine shop in Philadelphia in 1876. Owing to his sincerity of purpose and devotion to duty, he joined the Midvale Steel Works in 1878 as a machinist
and then became a foreman and later rose to the position of the chief engineer. He wrote five books and four papers Shop Management is his important book. In the later part of his career, he worked as management consultant of a steel company.
2. When goods are found in the possession of a person accused of stealing them, a description ought to be made of them. Merl. Rep. h.t.
3. A description is less perfect than a definition. (q.v.) It gives some knowledge of the accidents and qualities of a thing; for example, plants, fruits, and animals, are described by their shape, bulk, color, and the like accidents. Ayl. Pand. 60.
4. Description may also be of a person, as description of a legatee. 1 Roper on Leg. chap. 2.
Definition of Scientific Management
Frederick Taylor
Scientific management means knowing exactly what you want men to do and seeing that they do it in the best and the cheapest way.
Kimball and Kimball
An attitude that aims to replace (I think with I know). It points out the method of intelligently directing the construction and arrangement of factory buildings, the character of methods and processes, the organizations of departments, the elimination of wastes and increase of efficiency in all phases of industrial administration where experience and date are applicable.
Peter F. Drucker
The operational study of work, the analysis of work into its simplest elements and the systematic improvement of worker's performance of each element.
In a nutshell, scientific management represents a body of knowledge that is concerned primarily with the discovery of casual relationships (i.e. cause and effect relationships) i.e. cause and effect relationship between the efforts expended for a given objective, and the results of these efforts, with special emphasis on the discovery of the bestmethod in the light of the available man-power, materials, and technology.
Frederick W. Taylor
Taylor started his career as an apprentice (labourer) in a small machine shop in Philadelphia in 1876. Owing to his sincerity of purpose and devotion to duty, he joined the Midvale Steel Works in 1878 as a machinist
and then became a foreman and later rose to the position of the chief engineer. He wrote five books and four papers Shop Management is his important book. In the later part of his career, he worked as management consultant of a steel company.
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