h would sit with his watch always hid behind a ledge on his desk, and while we knew it was there we did not know what the darn thing was for" (Wrege and Greenwood 5). Through observation, Taylor found that Wentworth would test to discover how many minutes it took the average boy in the class to do an example he would give, and Wentworth would then time himself when he first tackled these problems. He would get a ratio of change to get the class working at a proper pace: "That was the first instance of time study of mental operation which I have ever seen" (Wrege and Greenwood 5).
Many of Taylor's experiences served to add to his understanding of management and of issues related to time and motion. His work at the Midvale plant was among the most important in shaping his view of management and in developing his theories. He was made superintendent of machine shops when he was only 23, leading to some resistance on the part of men he had worked with before: "The resistance offered by the men when he demanded mo
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