Taylorism is the name given to Taylor's Scientific Management or the Classical Perspective. In a statement, Taylor said that "The principal object of management should be to secure maximum prosperity for the employer, coupled with maximum prosperity for the employee" . This means that there should be a win-win situation for all the parties involved while no body would feel at a loss. In Taylor's view, the task of factory management was to determine the best way for the worker to do the job, to provide the proper tools and training, and to provide incentives for good performance. He broke each job down into its individual motions, analyzed these to determine which were essential, and timed the workers with a stopwatch. With unnecessary motion eliminated, the worker, following a machinelike routine, became far more productive. 
With Taylor's radical theories of employee motivation and increased productivity, the organizations started to test them and gained favorable results. His theories began to change how organizations functioned. Before this time organizations were usually setup in homes or in formal businesses where the workspaces were open. There were no barriers to communication and ideas could flow freely among employees. Taylorism abruptly changed this feature of organizations. He proposed the concept of working in enclosed spaces so that each employee could get his or her own personal space. Also this was a way to cut down on social loafing in the organization. By this theory of 'division of labor', companies now assort work to each worker according to his skills set and capability to handle the type of work.  
According to Becker and Steele, "Taylorism has been a significant part of organizations from the early part of the century and has been polished by major American corporations for the last seventy-five years." 
Some of the changes that are visible today in modern garment manufacturing are:   
Just like in every organization, garment manufacturing organizations also involves several chains in the organizational hierarchy. These levels include the management level who own and make high end decisions about which type of cloth, which style and how much to produce and whether to sell it locally or export it. The lower level employees actually work and oversee the mechanized production of the garments.
Split locations for manufacturing and office work
Generally there are a few locations where actually the garments are made and where the top