Frederick Winslow Taylor's Scientific Management emerged during the period of rapid industrialization with the objective of improving productivity and efficiency in manufacturing organizations. Taylor believed that work could be studied scientifically, broken into small tasks, and standardized to achieve maximum output. His principles emphasized scientific selection and training of workers, division of work, standardization of tools and methods, performance-based incentives, and close supervision by management. While these principles significantly improved industrial productivity, critics argue that Taylor's approach often treated workers as an extension of the machine rather than as individuals with emotions, creativity, and social needs. Taylor's system focused primarily on maximizing efficiency through time and motion studies. Every movement performed by a worker was carefully analyzed to eliminate unnecessary actions. Workers were expected to follow prescribed methods without deviation. Decision-making was concentrated in the hands of managers, while employees were assigned repetitive and specialized tasks. This reduced the role of workers to executing instructions, leaving little room for innovation, personal judgment, or skill development. One of the major criticisms of Scientific Management is that it viewed workers mainly as economic beings motivated by monetary rewards. Taylor believed that higher wages linked to increased productivity would encourage employees to work harder. However, this assumption ignored the importance of psychological satisfaction, recognition, teamwork, and social relationships in the workplace. Human