Hi Harold,

The problem I have with this contribution of yours is the opening quote and resulting assumption: "these principles assume that management knows best and that the higher up the hierarchy, the more competent and knowledgeable that person is."

It's easy and commonly accepted so it's a good way to start a contribution but your quote selected from the Principles of Scientific Management is misleading and the assumption you derive from it a misconception.
Going back to the source and reading Principles of Scientific Management entirely shows that Taylor was a bit smarter than his contradictors have painted him to build a criticism of what they labelled "Taylorism".

Taylorism is the result of the convenient reinterpretation by traditional entrepreneurs to manage the status quo of the time. Criticizing Taylor instead of Taylorism is convenient way to manage the status quo of our time.

The general misunderstanding your opening quote and resulting assumption carry out resolves around three elements : the role, the composition and the activity of management.

1 - The Role of Management
"And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone" is a simple reminder of the job of a manager. Who else but a manager is supposed to ensure and paid for the enforcement a policy? Isn't that the problem of the majority of organizations that managers are not enforcing policies at all (aka soldiering?) because they protect their individualistic career path and need to be friend with the majority?

2 - The Composition of Management
Management is not a class. The Marxist view carried out by the sociology of work - a major critic movement to Taylorism - is not the true reflection of the social fabrics of an organization. No one is born "manager", people become "manager" as a result of experience, proven results (aka merit) and expertise. Taylor himself became head of Methods.

3 - The Activity of Management
Before enforcing standardization of methods, enforcing adoption of the best implements and working conditions, and enforcing cooperation Taylor's managers engage with employees, converse with them, look at the way they work with the help of measurement and the purpose of improving their work and sharing the additional profit derived thanks to individual and direct contracts (a contribution to HR). Your quote - this usual quote - is just showing one side of the loop of a participatory process that traditional leaders refused to implement and that critics of Taylor refuse to admit.
Simply put what you see emerging from Principles of Scientific Management IS a learning organization that rely on the principles of quality, long before Deming and OD and Core Competencies.

I'm not sure it's by criticizing Taylor that we will build a solid foundation of a renovated "Management", but instead by a critical reading to revisit its contribution and learn several useful things.

Here is a direct link to the book itself for those who want to forge their own opinion: http://strategy.sjsu.edu/www.stable/pdf/Taylor,%20F.%20W.%20(1911).%20New%20York,%20Harper%20&%20Brothers.pdf