eded increased power to institute the changes he advocated for the workers: "Taylor adopted the authoritarian style characteristic of late-nineteenth-century executives" (Nelson, 1980, p. 39). Taylor focused increasingly on the relationship between mechanical improvements and efficient management. This focus inevitably led to centralized control of the factory operation, a method that increased the power and authority of management and weakened the worker's power to do anything to help himself:
Taylor's most ambitious initiative was a complicated production control system for coordinating the work of the functional departments. The "chief idea" . . . was that "authority for doing all kinds of work should proceed from one central office" (Nelson, 1980, p. 40).
An important part of Taylor's ideas in this area was an attack on the power of the foreman, an individual who was at least nominally aware of the workers as human beings. By weakening the foreman's power to control jobs and make schedules, Taylor increased management's power and further demonstrated his lack of concern for the workers as human beings rather than parts of the overall factory machine. The division of labor was at the heart of this weakening of the foreman's power and position. Taylor advocated dividing up the foreman's duties so that different men would handle each duty, which also meant that a far less skilled man could take over a single part of the foreman's previous responsibilities (Gabor, 2000, p. 28).
Fayol's first focus was on management and the organization of functions. He was the first to classify those functions, which include planning, organizing, command, coordination, and control. He also formulated fourteen principles of organizing, which include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interest to general interest, remuneration of personnel, centralizati...