Please summarize the passage below. Apply it also to our modern times now. Thank you

Scientific Management Productivity emerged as a serious busi- ness problem during the early years of the twentieth century. Business was expanding and capital was readily available, but labor was in short supply. Hence, managers began to search for ways to use existing labor more efficiently. In response to this need, experts began to focus on ways to improve the performance of individual workers. Their work led to the development of scientific management. Some of the earliest advocates of scientific management included Frederick W. Taylor (1856-1915), Frank Gilbreth (1868-1924), and Lillian Gilbreth (1878-1972).2 Taylor played the dominant role. One of Taylor's first jobs was as a foreman at the Midvale Steel Company in Philadelphia. There he observed what he called soldiering-employees deliberately working at a pace slower than their capabilities. Taylor studied and timed each element of the steel- workers' jobs. He determined what each worker should be produc- ing, and then he designed the most efficient way of doing each part of the overall task. Next, he implemented a piecework pay system. Rather than paying all employees the same wage, he began increasing the pay of each worker who met and exceeded the target level of output set for his or her job. After Taylor left Midvale, he worked as a consultant for several companies, including Simonds Rolling Machine Company and Bethlehem Steel. At Simonds he studied and redesigned jobs, intro- duced rest periods to reduce fatigue, and implemented a piecework pay system. The results were higher quality and quantity of output, and improved morale. At Bethlehem Steel, Taylor studied efficient ways of loading and unloading railcars and applied his conclusions with equally impressive results. During these experiences, he formulated the basic ideas that he called scientific management.Develop a science Scientifically select Supervise employees Continue to plan for each element of employees and then to make sure they train them to do the job follow the prescribed the work, but use the job to replace old workers to get the rule-of-thumb methods as described in step 1 methods for performing their jobs work done FIGURE 1.3 Steps in Scientific Management Frederick Taylor developed this system of scientific management, which he believed would lead to a more efficient and productive workforce. Bethlehem Steel was among the first organizations to profit from scientific management and still practices some parts of it today. Figure 1.3 illustrates the basic steps Taylor suggested. He believed that managers who followed his guidelines would improve the efficiency of their workers. Taylor's work had a major impact on U.S. industry. By applying his principles, many organizations achieved major gains in efficiency. Taylor was not without his detractors, however. Labor argued that scientific management was just a device to get more work from each employee and to reduce the total number of workers needed by a firm. There was a congressional investigation into Taylor's ideas, and evidence suggests that he falsified some of his findings."Nevertheless, Taylor's work left a lasting imprint on business. Frank and Lillian Gilbreth, contemporaries of Taylor, were a husband-and-wife team of industrial engineers. One of Frank Gilbreth's most interesting contributions was to the craft of bricklaying. After studying bricklayers at work, he developed several procedures for doing the job more efficiently. For example, he specified standard materials and tech- niques, including the positioning of the bricklayer, the bricks, and the mortar at different levels. The results of these changes were a reduction from 18 separate physical move- ments to 5 and an increase in the output of about 200 percent. Lillian Gilbreth made equally important contributions to several different areas of work, helped shape the field of industrial psychology, and made substantive contributions to the field of person- nel management. Working individually and together, the Gilbreths developed numerous techniques and strategies for eliminating inefficiency. They applied many of their ideas to their family and documented their experiences raising 12 children in the book and original 1950 movie Cheaper by the Dozen