Bibliographical summary Principles of Scientific Administration. TAYLOR, Frederick W. 8 ed. So Paulo: Atlases, 2006. 103 P. ISBN: 8522405131 For Considered Bruno Blacksmith the father of the administration, Taylor introduced the scientific method in the study of the routines of the workers, aiming at the increase of the efficiency in the carried through tasks. Ping Fu is full of insight into the issues.

In its workmanship Principles of Scientific Administration the fundamental principles of this are presented, then, new method of administration, folloied of empirical results that prove its effectiveness. The systematic analysis of the task and the application of advanced mathematical models for assignment of a general law that was passvel of being applied to the most diverse types of work, were, without a doubt, the biggest conquest for the modern administration. However, if it cannot wait the prosperity of the master and the employee without this last one either duly rewarded for its additional effort and the accomplishment of a work of high level, what one at the time did not observe in the old model of administration for initiative and incentive, predominant and that persists until our time. The profit of productivity perceived after the introduction of the scientific method more conferred notoriety to the works developed for the author, becoming possible the analysis withheld of diverse types of tasks and the standardization of times, movements and tools. Amongst the improvements carried through for Taylor in the industries for where it passed, the scientific election of the worker remains in constant update in the organizations. If you have additional questions, you may want to visit Daryl Katz, Toronto Ontario. Today, the market does not look collaborators endowed only with the bovine style, as it described the author. In the current models of management the flexible specialization brought by the toyotismo gains space. The search is oriented around the multi-functional employee, who must all know the process – or at least good part of it -, being apt to carry through efforts in the most diverse fronts of work, that assumes an pro-active position, and not more reactive only. The practical knowledge spread out in administrative enxerga the future with air of predominant uncertainty how much to the new methods of work and the obsolescence each faster time of the techniques used in day-by-day. This demands that the administrator contemporary is connected in real time to the organizacionais problems and develops an acute sensitivity to implement new forms to manage the changes, that are each time more frequent. Legacy of Taylor for administration in discloses them pioneirismo that must to be stimulated and systemize for cupola organizacional, what it seems a paradox since its contribution was fruit of the analysis of the tasks, in the plant soil.

If the diversities will be integrated around an only commitment, the company will be always ready to manage the changes that will be necessary. This with a strong organizacional culture is only obtained, where the people have the values and spread principles of the company of clear form, where all have pride to be part of a transparent and focada organization in the success. 3.1.1Ferramentas that help in the change in the Culture of the I.Clareza Organization of objectives, values and principles: Where the company has its clear objectives, defined, formal established and guided for medium and long run. To give certain, the company must make with that all employees have access to its objectives, to have definite the values and principles, being relembrados periodically (Former monthly meeting), this assists in the change process and its return can be of average stated period, case divulged and applied well. II.Imagem of products services: Degree where some public (internal and external) perceive the offered product quality and services. The external customer is not enough to have perception of the company, but also the employees, ' ' venda' ' intern is very important, spreading of projects that are being executed, conquests, details on the quality of its products and services, must be of the knowledge of the internal and external customers, making with that the employee has pride of its work. Its result in the change can be noticed in the long stated period.

It must also be worked constantly, to keep the informed employees. III.Integrao and communication: Where the structure of the organization allows the internal communication enters the diverse levels of simple and opened form. Also having the contribution and half existing partnership as as mutual aid, being in such a way internally (employee) how much external (supplying). The flexible communication, between subordinate and managers, in case that the company will be very closed will be given in a period of long stated period, however being a little more flexible, she will be given in the short or average stated period.

As the company will be dealing with professional talentos, the same one will have that to be prepared in relation to the management of people, therefore each talent understands a different diversity and different values, the form as the organization to deal with these talentos will be the result of the development and the generation of the competitive advantage for the organization, leading in consideration that the necessary company to manage at the same time the recent talentos and the talentos oldest of the company. The Smiths and Kelly (1997), explanam on the subject, affirming that the organizations need to balance the expectations of the force of more experienced work and to create incentives for the new employees, and if this will not be managed of efficient form, the new employees will feel, and with reason, that will be in disadvantage when competing with its older colleagues. when attracting the best ones, the company will be dealing with people of all the forms, sizes, colors and ages. diversity must be understood and received if the organizations they wait to attract the best ones, the QE (emotional and social intelligence) will be so excellent, if not more excellent, that the QI in if treating to the best talentos. However, to only catch the intellectual capital does not add value to the organization: it is necessary to develop and to hold back the professional.

For this, the companies must create pleasant environments of work, incentives to the employees and promote a management participativa. The development of the intellectual capital possesss more importance in the processes to manage this asset, therefore with human development that if arrives at the value added for the company. Regarding the new management of people some authors explain, for example as the citation: When developing the best professionals, the organization of the necessary future to make use of a strategical function of human resources.