Advantages
When properly applied to large production systems, Scientific Management could greatly increase productivity. For instance, at Bethlehem Iron, Taylor increased production over 350% and reduced workers by 70% by increasing the shovel size. He promoted rationalization to create prospering organizations.
Taylor believed that his principles resulted in a win-win situation for workers and managers and overcame this conflict-driven relationship. Taylor spoke of '.... an emphasis on harmony, not the discord of competition'. He regarded the interests of workers and manager as mutually dependent and that improving organizational efficiency led to wage increases.
Taylor provided a justification for management by being the first to describe management as a profession and providing practical tools for managers to better control their organizations. He broke the power of craftsmanship and handed it to managers as guardians of organizations.
Taylor's methodology was the first to use statistical control to analyze work and provided a basis for time motion studies, an essential tool in job design efforts. He paved the way for the development of Ford's T-Ford assembly line in the 1920s.
Taylor laid the foundation for separating the "staff" and "line" functions required to run large organizations. His intent was to solve the issue of conflicting instructions by setting up specialized departments responsible for work study, personnel, maintenance and quality control. His ideas were very influential and adopted by firms in industrializing countries as far as Japan and France.

Disadvantages
In the 1950s, Herbert Simon criticized Taylor's belief that there was a "best way to do anything". Scientific Management was internally oriented where optimizing current resources was more important than effectively allocating resources over time. He neglected the issue of