The term scientific management refers to coordinating the enterprise for everyone's benefit including increased wages for laborers[1] although the approach is "directly antagonistic to the old idea that each workman can best regulate his own way of doing the work.

Taylor pointed out that while a large movement had started to conserve material resources, the less visible and less tangible effects of the wasted human effort were only vaguely appreciated.

To point out, through a series of simple illustrations, the great loss which the whole country is suffering through inefficiency in almost all of our daily acts.

To try to convince the reader that the remedy for this inefficiency lies in systematic management, rather than in searching for some unusual or extraordinary man.

And further to show that the fundamental principles of scientific management are applicable to all kinds of human activities, from our simplest individual acts to the work of our great corporations, which call for the most elaborate cooperation.

And, briefly, through a series of illustrations, to convince the reader that whenever these principles are correctly applied, results must follow which are truly astounding.

It should be plain to all men, however, that this deliberate loafing is almost criminal, in that it inevitably results in making every workman's family pay higher rent for their housing... [bolding added] [5] Taylor argued that the principle object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee.

He argued that the most important object of both the employee and the management should be the training and development of each individual in the establishment, so that he can do the highest class of work for which his natural abilities fit him.

The fallacy, which has from time immemorial been almost universal among workmen, that a material increase in the output of each man or each machine in the trade would result in the end in throwing a large number of men out of work.

The defective systems of management which are in common use, and which make it necessary for each workman to soldier, or work slowly, in order that he may protect his own best interests.

[bolding added] [6] Carl G. Barth [a mathematician collaborating with Taylor]... discovered the law governing the tiring effect of heavy labor... such work consists of a heavy pull or a push on the man's arms... For example, when pig iron is being handled (each pig weighing 92 pounds), a first-class workman can only be under load 43 per cent.