Taylor's four principles of scientific management remain relevant today in a number of ways. First, evolving technology enables businesses of all sizes to more effectively measure and improve the performances of products, people, and processes. Resourceful managers, some more mindful of human motivation than others, are always seeking to improve profit margins. They are using science (technology) as a tool to do so.
Second, many successful businesses have long inundated workers into corporate culture before allowing them to begin their jobs. One of the most famous examples is the McDonald's "Hamburger University" in Illinois. Today, an increasing number of white-collar companies, especially tech companies, are offering paid training to students even in high school, sometimes encouraging them to skip college and begin working immediately. Many apprenticeships in blue-collar industries begin at age 16, combining a paid job with classroom training until the apprentice reaches the full salary level for his or her position.
The third principle, as in Taylor's day, is still a point of contention. Amazon, for example, drew criticism when a news article revealed that it tracks the number of orders each warehouse worker fulfills, the time it takes to fulfill each order, and even the time an employee spends in the bathroom. Though certainly scientific, this method drew criticism from many workers, who said they felt like machines. The basic idea, however, that management and employees should try to be on the same page, is as relevant as ever.
Similarly, the fourth principle also deals with management-labor relations. Again, the basic division-of-labor ideal expressed in the principle is sound. Yet parsing it out case by case and industry by industry is extraordinarily tricky. Companies that figure it out are typically among the most successful.