will result in better preparedness of the o�cers being su‐pervised thus improving the quality of service.
The strongest criticism that comes against scienti�cmanagement involves the treatment of the worker as amachine. It is hard to imagine that workers, who haveemotions, unlike machines, would always act in a pre‐dictable way, like machines. For example, two law en‐forcement o�cers will not act the same way in dealingwith a similar situation; in fact, the same law enforce‐ment o�cer will not deal in exactly the same way whenconfronted with a similar situation every time. This dif‐ference in action will emerge despite the best of traininggiven to the o�cers. An o�cer called to the shoppingmall for a juvenile shoplifting incident may not make anarrest the �rst time he or she responds to the scene.However, on a second response, the o�cer may take cus‐tody of the juvenile and transport the child to the policestation. In both instances, the amount of property stolenmay be the same, but the o�cer makes a di�erentdecision.
A second criticism brought forth against Taylor (1911)and Gilbreth’s (1970) research is their consideration thatworkers are hired for their physical ability and not for us‐ing their mind. Their work establishes that the role ofmanagement is to maintain stability and e�ciency, withtop managers doing the thinking and workers doing
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