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⁴ Locke, R., The End of Practical Man: Entrepreneurship and Higher Education (London, 1984), 98.Google Scholar

⁵ Nelson, Daniel, A Mental Revolution—Scientific Management Since Taylor (Columbus, Ohio, 1992), 19.Google Scholar

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⁹ “British Engineers to Visit America,” Engineering 77 (April 1904): 506.

¹⁰ In his Scientific Management in Europe, Paul Devinat notes that “it is the technical periodicals that offer the most valuable documentation,” ILO Studies and Reports, Series B (Economic Conditions) 17 (Geneva, 1927): 92; Landes too, says that the best source on the early management movements “remains the contemporary engineering periodicals,” see Landes, David S., The Unbound Prometheus, (Cambridge, 1969), 322Google Scholar, footnote.

¹¹ Armytage, W. H. G., A Social History of Engineering (London, 1961), 184.Google Scholar

¹² Mechanical Engineering 46 (1924): 301.

¹³ Other periodicals of some interest include The Engineering Review founded in 1899; Mechanical Progress, which noted in an editorial in the first volume, “The charming openness of American engineers in offering every facility for competitors to go through their workshops,” 1 (April 1900): 157; The Mechanical World, and The World's Work. The latter described itself as “An Illustrated Magazine of National Efficiency and Social Progress.” Founded in 1902, it enthusiastically promoted Taylor's Principles of Scientific Management in a series of articles in 1911 (vols. 17 and 18), carrying an article from Taylor himself in May, and covered the criticism appearing in other journals that year. Its comment on the article in Engineering of 2 June 1911 entitled “The Task Work System” was that “it probably represents a general attitude on the part of the British trade world,” 18 (1911): 298. For its part, Engineering commented on Taylor's article that there was “little here that will be new to readers of Engineering” (2 June 1911).

¹⁴ They include, for example, James Rowan on premium bonus in engineering work shops, Engineering 75 (27 March 1903): 432; Parsons, A. D. C., “Manufacturing Organization,” Machinery 9 (23 Nov. 1916): 177Google Scholar; Orcutt, H. F. L. on “Modern Machine Methods,” The Engineer 93 (24 Jan. 1902): 97Google Scholar; Herbert, Alfred, “Machine Tools and Workshop Methods of a Former Period,” The Engineer 127 (21 March 1919): 283.Google Scholar

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²⁰ Urwick and Brech, Making of Scientific Management, 120. There is a modern school of thought which attributes poor British economic performance to the way in which engineers have been confined to their professional specialism rather than take on more general management functions, although its exponents are also critical of what they describe as an Anglo-Saxon, British and American, obsession with “management” as a function distinct from production, Glover, I., “Professionalism and Manufacturing Industry,” in Manufacturing and Management, ed. Fores, M. and Glover, I. (London, 1978).Google Scholar

²¹ Urwick, Lyndall, “The Development of Scientific Management in Great Britain,” British Management Review (Oct.-Dec. 1938): 39.Google Scholar

²² Ibid., 22.

²³ In describing the relationship between management and mechanization as perceived by British engineers I do not wish to imply that this was a necessary relationship, or the only sort of relationship which mechanization might conceivably have encouraged, or that mod ern management had to take the form that it did.

²⁴ “English Criticisms of American Engineering,” The Engineer 70 (12 Dec. 1890): 476.

²⁵ Floud, R. C., “The Adolescence of American Engineering Competition 1860–1900,” Economic History Review 27 (1974): 70CrossRefGoogle Scholar; Saul, S. B., “The American Impact on British Industry,” Business History 3 (1960): 23.Google Scholar

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²⁷ “The Engineers Dispute,” Engineering 63 (23 April 1897): 549; Landes, The Unbound Prometheus, 309.

²⁸ Orcutt, H. F. L., “Modern Machine Methods,” The Engineer 93 (24 Jan. 1902): 97.Google Scholar

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³⁴ Montgomery, David, The Fall of the House of Labour (Cambridge, 1989), 231.Google Scholar

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³⁶ Report of F. W. Taylor's paper, “The Art of Cutting Metals,” Mechanical World 41 (Jan. 1907): 34.Google Scholar

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³⁹ “Modern Manufacturing Methods,” Engineering 75 (6 Feb.): 181–2; (5 June 1903): 753–4.

⁴⁰ The minutes of the Engineering Employers Federation in 1898 record a decision to purchase 1,500 copies of an article on piecework in Cassiers for distribution to members which could have been Cassiers' reprint of Taylor's “A Piece Rate System, Being a Step towards Partial Solution of the Labour Problem,” which appeared at about that time; Modern Records Centre (MRC) Engineering Employers Federation Minutes, (Feb. 1898); Cassiers 13 (Nov. 1897–April 1898): 369.

⁴¹ “The Remuneration of Labour,” Engineering 80 (29 Sept. 1905): 413–4.

⁴² Engineering 83 (11 Jan. 1907); Cassiers 31 (Nov. 1906-April 1907): 267; Mechanical World 41 (4 Jan. 1907): 34; Mechanical Engineer (29 Dee. 1906): 925.

⁴³ Letters, , “Interested,” Engineering 67 (4 April 1899): 487.Google Scholar

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⁴⁷ Dickie, G. W., “A System of Remunerating Labour,” Mechanical Engineer 25 (27 May 1910): 646–8Google Scholar; Waldron, F. A., “Modern Methods of Shop Management,” Mechanical Engineer 25 (20 May 1910): 622–5.Google Scholar

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⁴⁹ Editorial statement, Engineering and Industrial Management 6 (27 Oct. 1921): 458. Cassiers Magazine changed its title a number of times, to Cassiers Engineering Monthly, Engineering and Industrial Management, to Cassiers Industrial Management, and finally to a magazine devoted to mechanical handling.

⁵⁰ “Remuneration of Labour,” Engineering 80 (29 Sept. 1905): 413–4.

⁵¹ “The Task Work System” Engineering 91 (2 June 1911): 732; “Motion Study” Engineering 91 (15 Sept. 1911): 357–8.

⁵² “Scientific Management,” Engineering 93 (1 March 1912): 289–91.

⁵³ “Industrial Management,” Engineering 95 (27 June 1913): 877.

⁵⁴ Cadbury, Edward, “Some Principles of Industrial Organization: The Case For and Against Scientific Management,” Sociological Review 7 (1914): 105.Google Scholar

⁵⁵ Cadbury, “Some Principles of Industrial Organization,” 114; see also Rowlinson, Michael, “The Early Application of Scientific Management by Cadbury,” Business History 30 (1988): 377–395.CrossRefGoogle Scholar

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⁵⁸ “Taylorism Again,” The Engineer 113 (12 April 1912): 382.

⁵⁹ “Scientific Management and Works Efficiency,” The Engineer 115 (25 April 1913): 443.

⁶⁰ “Workshop Management,” The Engineer 116 (14 Nov. 1913): 521.

⁶¹ “English and American Methods,” The Engineer 90 (31 Aug. 1900): 215.

⁶² “Human Efficiency,” The Engineer 122 (1 Dec. 1916): 489–90. Gilbreth wrote a furious reply arguing that “our methods aim to increase interest in work as well as eliminate waste” and accusing The Engineer of being against training and progress. In reply, the editor simply noted that Mr. Gilbreth had enclosed a circular on simplified spelling! 123 (4 May 1917): 400.

⁶³ Kreis, S., “The Diffusion of an Idea—The History of Scientific Management in Britain 1890–1945,” (unpublished Ph.D. thesis, University of Missouri Columbia, 1990)Google Scholar; see also, Renold, C. R., Joint Consultation over Thirty Years (London, 1950).Google Scholar

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⁶⁵ Loscher, A. P., “Engineering Workshop Organization,” The Engineer 91 (20 Dec. 1901): 633.Google Scholar

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⁶⁹ “Messrs David Rowan and Co. Works,” Engineering 73 (9 May 1902): 597–8.

⁷⁰ “The Premium System vi,” The Engineer 93 (4 April 1902): 328.

⁷¹ MRC, EEF Microfilm Records, MSS 237/3/1/205.

⁷² “Editorial Introduction to Workshop Methods,” The Engineer 92 (27 Sept. 1901): 339.

⁷³ J. Rowan, “The Premium System of Remunerating Labour”: W. Thompson, 383; “Some Factors Affecting the Economical Production of Marine Engines,” 397; Weir, W. and Richmond, J. R., “Workshop Methods, Some Efficiency Factors in an Engineering Business,” Engineering 72 (13 Sept. 1901): 376.Google Scholar

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⁷⁷ “Unskilled Labour,” The Engineer 108 (8 Oct. 1909): 372.

⁷⁸ “Definitions of Skilled, Semi-Skilled and Unskilled Men,” Engineering 105 (1 March 1918): 231–3.

⁷⁹ For example, Fox argues that a particular class accommodation in Britain led to the failure to adopt either the American or the German model and identifies this as the root cause of British economic decline. See Fox, Alan, History and Heritage (London, 1985), 228.Google Scholar

⁸⁰ Public Record Office, London, Board of Trade BT/56/44CIA/1884/5.

⁸¹ For a discussion of some of the evidence for scientific management practice between the wars, see Whitston, Kevin, “Scientific Management and Production Management Practice in Britain between the Wars,” Historical Studies in Industrial Relations 1 (March 1996): 47–75.CrossRefGoogle Scholar

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