Frederick Winslow Taylor is regarded as the father of Scientific Management, and his ideas marked a decisive shift from traditional rule-of-thumb methods of work to a systematic and scientific approach to administration and management. Taylor’s basic concepts emerged from his practical experience in factories and his concern with low productivity, inefficiency, and conflict between workers and management. He believed that both employers and employees shared a common interest in increasing productivity, and that this could be achieved through scientific analysis of work rather than reliance on intuition or custom. A central concept given by Taylor is the replacement of rule-of-thumb methods with scientific methods. He argued that traditional ways of performing tasks were based on habit and personal judgment, leading to inconsistency and inefficiency. Taylor proposed that every job should be studied scientifically to determine the “one best way” of performing it. This involved careful observation, measurement, and experimentation to identify the most efficient tools, motions, and sequences of work. By standardizing methods based on scientific study, productivity could be increased and waste eliminated. Another fundamental concept is the scientific selection and training of workers. Taylor rejected the idea that workers should be left to choose their own jobs or learn through informal apprenticeship alone. He emphasized that management should scientifically select workers whose physical and mental abilities best suited the requirements of a particular task. Once selected, workers should be systematically trained to perform the job according to the scientifically determined methods. This concept aimed to ensure a proper match between the worker and the work, thereby improving efficiency and reducing errors. Taylor also stressed the importance of functional foremanship and the separation of planning from execution. In traditional organizations, a single foreman was responsible for planning, supervising, and controlling work. Taylor argued that this overloaded the foreman and led to inefficiency. He proposed that planning should be the responsibility of management, while workers should concentrate solely on execution. Under functional foremanship, different specialists such as speed bosses, inspectors, repair