Organizationally what is required - and evolving - is systems management.

would employ a Freaky Friday management technique.

# A technique for treating large, complex organizations;

The management system of an organization must have compatible component parts if it is to function effectively. This conclusion has a very important implication; experiments in organizations must involve internally consistent changes. The traditional atomistic research design is not appropriate for experiments involving organizational theory or management systems. Every aspect of a management system is related to every other part and interacts with it.
The results obtained by altering a single variable or procedure while keeping all others the same usually will yield quite different results from those obtained when that variable is changed along with simultaneous and compatible changes in all other aspects of the management system. The true influence of altering one aspect of the system cannot be determined by varying it and it alone... In experiments involving organizational theory and management systems, therefore, a systems approach must be used. The organic integrity of each system must be maintained while experimental variations are being made.

New and dynamic concepts of management and organization are evolving which are a measure of the span and the challenge of the business of tomorrow. These concepts are predicated upon the assumption that management is an identifiable, measurable, and transferable activity and that it can be mastered as can any other skill. Many of the older concepts of management and organization have been put to question and abandoned or replaced. Much of this new thinking has taken place so quietly and unobtrusively, even secretly, that it has not generally been reported. The fact is that some companies consider their methods of management and organization as much a competitive factor as marketing methods, applied research, or new production processes. And often they guard such information as carefully as other classified data about their businesses

The operational sciences hoped to nourish business management, which however largely ignored them, and the latter continues to be undernourished by the business schools which are fairly broad but shallow everywhere. By over focus on short-range financial values, business management in the United States has lost a dozen major markets to the Japanese, added pollution in all its forms, and enriched itself out of all proportion to its value as just one factor of production.
Action science, developed by the social sciences over many years in relative isolation from the applied physical sciences, and which might otherwise have humanized them and made engineering more productive, was doomed to fail by being on one end of the two-culture problem wherein science and the humanities do not even speak the same language.
I could go on listing a few dozen paradigms: art, law, computer software design, medicine, politics, and architecture, each addressed to a certain context, level, or phase, each good in itself, but each limited to the fields of its origin and its purposes. The methodological problem is the same as if, in designing any large system, each subsystem designer were left to design each subsystem to the best requirements he knew. The overall requirement might not be met; overall harmony could not be achieved, and conflict could ensue to cause failure at the system level.
What is envisioned is a new synthesis, a unified, efficient, systems methodology (SM): a multiphase, multi-level, multi-paradigmatic creative problem-solving process for use by individuals, by small groups, by large multi-disciplinary teams, or by teams of teams. It satisfies human needs in seeking value truths by matching the properties of wanted systems, and their parts, to perform harmoniously with their full environments, over their entire life cycles

“Customers are vermin, Mr. Jones. They infect companies with disease.” He says this with complete solemnity. “A company is a system. It is built to perform a relatively small set of actions over and over, as efficiently as possible. The enemy of systems is variation, and customers produce variation. They want special products. They have unique circumstances. They try to place orders with after-sales support and they direct complaints to sales. My proudest accomplishment, and I am being perfectly honest with you here, Mr. Jones, is not the Omega Management System and it associated revenue stream—which, by the way, is extremely lucrative. It is Zephyr. A customer-free company. Listen to that, Mr. Jones. A customer-free company. In the early days, you know, we tried to simulate customers. It was a disaster. Killed the whole project. When we started again, I cut every department that had external customers. It was like shooting a pack of rabid dogs. Now, I’m not claiming Zephyr Holdings is perfect. But we’re getting there, Mr. Jones. We’re getting there.”

The writer feels that management is also destined to become more of an art, and that many of the, elements which are now believed to be outside the field of exact knowledge will soon be standardized tabulated, accepted, and used, as are now many of the elements of engineering.

A better name for scientific management is "measured functional management." It is not sufficient to call it " labor saving 'management " for it deals with more than labor and labor saving. It is a way for obtaining methods of least waste. It not only saves useless labor, but it improves labor conditions; improves quality of product; prolongs the period of the worker's productivity; conserves, teaches and transfers skill and experience. The committee have caused the Society and the world to recognize at last the importance of the feature of the transference of skill, but they apparently still lack appreciation of the even greater feature of the recording and transference of experience of Mr. Taylor's measured functional management and of micro-motion study. Mr. Taylor's system is best described in his writings entitled A Piece Kate System, Shop Management, and On the Art of Cutting Metals, published by the Society, and Principles of Scientific Management, published by Harper & Brothers.

Andy Grove points out in his management classic High Output Management,

Scientific Management is not a new "system," something "invented" by a man called F. W. Taylor, a passing novelty." It is something much deeper, an attitude towards the control of human systems of co-operation of all kinds rendered essential by the immense accretion of power over material things ushered in by the industrial revolution...

The Chairman: Mr. Taylor, do you believe that any system of scientific management induced by a desire for greater profits would revolutionize the minds of the employers to such an extent that they would immediately, voluntarily and generally enforce the golden rule.?