The Psychology of Management by Lillian Moller Gilbreth
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Title: The Psychology of Management
Author: Lillian Moller Gilbreth
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Language: English
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*** START OF THE PROJECT GUTENBERG EBOOK THE PSYCHOLOGY OF MANAGEMENT ***
Produced by Audrey Longhurst, Tom Roch and the Online
Distributed Proofreading Team at https://www.pgdp.net
THE PSYCHOLOGY
OF
MANAGEMENT
THE MACMILLAN COMPANY
NEW YORK * BOSTON * CHICAGO * DALLAS
ATLANTA * SAN FRANCISCO
MACMILLAN & CO., LIMITED
LONDON * BOMBAY * CALCUTTA
MELBOURNE
THE MACMILLAN CO. OF CANADA, LTD.
TORONTO
THE PSYCHOLOGY
OF
MANAGEMENT
_The Function of the Mind in Determining,
Teaching and Installing Methods
of Least Waste_
BY
L.M. GILBRETH, PH.D.
New York
THE MACMILLAN COMPANY
1921
1914,
BY THE MACMILLAN COMPANY
----------
Set up and electrotyped. Published March, 1914
TO MY
FATHER AND MOTHER
====================================================================
CONTENTS
Chapters
- Chapter 1 Ch.1
- CHAPTER I PAGE Ch.2
- CHAPTER II Ch.3
- CHAPTER III Ch.4
- CHAPTER IV Ch.5
- CHAPTER V Ch.6
- CHAPTER VI Ch.7
- CHAPTER VII Ch.8
- CHAPTER VIII Ch.9
- CHAPTER IX Ch.10
- CHAPTER X Ch.11
- CHAPTER I Ch.12
- 1. Management is a life study of every man who works with other Ch.13
- 2. A knowledge of the underlying laws of management is the most Ch.14
- 3. This knowledge is to be had _now_. The men who have it are Ch.15
- 4. The psychology of, that is, the mind's place in management is Ch.16
- 5. It is a division well fitted to occupy the attention of the Ch.17
- introduction to psychology and to management, can suggest the Ch.18
- 2. what we have defined as the "Transitory" plan of Ch.19
- 3. management which not only is not striving to be Ch.20
- 4. the distinctive name is the Taylor Plan of Management. Ch.21
- 1. To enumerate the underlying principles on which scientific Ch.22
- 2. To show in how far the other two types of management vary Ch.23
- 3. To discuss the psychological aspect of each principle. Ch.24
- 1. The relation of Scientific Management to the other types Ch.25
- 3. The relation between the various elements of Scientific Ch.26
- 4. The psychology of management in general, and of the three Ch.27
- 9. Welfare. Ch.28
- 2. Appearance and importance of the idea in Traditional and Ch.29
- 3. Appearance and importance of the idea in Scientific Ch.30
- 4. Elements of Scientific Management which show the effects Ch.31
- 5. Results of the idea upon work and workers. Ch.32
- 3. Contrary to a widespread belief that Scientific Management Ch.33
- 4. Scientific Management fosters individuality by Ch.34
- 5. Measurement, in Scientific Management, is of ultimate Ch.35
- 6. These measured ultimate units are combined into methods of Ch.36
- 7. Standardization under Scientific Management applies to all Ch.37
- 8. The accurate records of Scientific Management make Ch.38
- 9. Through the teaching of Scientific Management the Ch.39
- 10. The method of teaching of Scientific Management is a Ch.40
- 11. Incentives under Scientific Management not only stimulate Ch.41
- 12. It is for the ultimate as well as immediate welfare of Ch.42
- 13. Scientific Management is applicable to all fields of Ch.43
- 14. Scientific Management is applicable to self-management as Ch.44
- 15. It teaches men to coöperate with the management as well Ch.45
- 17. The psychological element of Scientific Management is the Ch.46
- 18. Because Scientific Management is psychologically right it Ch.47
- 19. This psychological study of Scientific Management Ch.48
- 20. Scientific Management simultaneously Ch.49
- 2. Halbert P. Gillette, Paper No. 1, American Society of Ch.50
- 6. F.W. Taylor, _Shop Management_, para. 16, Am. Soc. M.E., Paper Ch.51
- 9. Morris Llewellyn Cooke, _Bulletin No. 5 of the Carnegie Ch.52
- 10. F.W. Taylor, _Shop Management_, para. 234, Am. Soc. M.E., Paper Ch.53
- 13. Henry R. Towne, Introduction to _Shop Management_. (Harper & Ch.54
- 14. F.W. Taylor, _Principles of Scientific Management_, p. 123. Ch.55
- 16. F.W. Taylor, _Principles of Scientific Management_, p. 137. Ch.56
- CHAPTER II Ch.57
- 1. The importance of the study of the individual, and the Ch.58
- 2. The difficulty of the study, and the necessity for great Ch.59
- 3. The necessity of considering any one individual trait as Ch.60
- 4. The importance of the individual as distinct from the Ch.61
- 1. The work is more specialized, hence requires more Ch.62
- 2. With standardized methods comes a knowledge to the Ch.63
- 3. Motion study, in its investigation of the worker, supplies Ch.64
- 1. By psychological and physiological study of workers under Ch.65
- 2. By scientific study of the worker made before he comes Ch.66
- 1. Determining the capabilities of the boy, that is, seeing Ch.67
- 2. Determining the possibilities of his securing work in the Ch.68
- 11. Rewards must be prompt and provided for all Ch.69
- 12. Appreciation must be shown.[11] Ch.70
- 2. It is prepared for the particular individual who is Ch.71
- 1. When, where, how, and how much is individuality Ch.72
- 2. What consideration is given to the relation of the mind to Ch.73
- 3. What is the relative emphasis on consideration of Ch.74
- 6. What is the effect toward causing or bringing about Ch.75
- 9. L.B. Blan, _A Special Study of the Incidence of Retardation_, Ch.76
- 11. F.B. Gilbreth, _Cost Reducing System_, Chap. III. Ch.77
- CHAPTER III Ch.78
- 4. What are the results to the worker? Ch.79
- 9. Good health. Ch.80
- 1. That the position will be best filled by a very high and Ch.81
- 2. That the man is forced to use every atom of all of his Ch.82
- 3. That in many cases the work assigned for him to do calls Ch.83
- 4. That psychology tells us that a man fitted to perform some Ch.84
- 11. poor investigation of workers' special capabilities. Ch.85
- 4. assigning competent workers to fitting work. Ch.86
- 8. quantity of additional pay that shall be given for doing it. Ch.87
- 1. coöperation with the management in obtaining the prescribed Ch.88
- 2. the exercise of their ingenuity in making improvements Ch.89
- 3. the fitting of themselves for higher pay and promotion. Ch.90
- 4. Disciplinarian Ch.91
- 8. Inspector Ch.92
- 2. a good observer, able to note minute variations of method, Ch.93
- 3. a good teacher. Ch.94
- 1. the particular place in the field of knowledge in which Ch.95
- 2. the change in the type of criticism expected from the Ch.96
- 3. the far greater emphasis placed on duties as a teacher. Ch.97
- 6. an offense against the system (disobeying orders), falling Ch.98
- 1. in doing the work itself, as will be shown at length in Ch.99
- 2. outside of the regular working hours, but in connection Ch.100
- 2. Decide whether the place can be best handled as one, or Ch.101
- 2. the long time job. Ch.102
- 5. Gillette and Dana, _Cost Keeping and Management Engineering_, Ch.103
- 7. F.W. Taylor, _Shop Management_, para. 221-231. Harper Ed., Ch.104
- 12. For excellent example of special routing see: Charles Day, Ch.105
- 13. C. Babbage, _Economy of Manufacturers_. p. 172. "The constant Ch.106
- 14. F.W. Taylor, _On the Art of Cutting Metals_, Paper No. 1119, Ch.107
- 15. C.G. Barth, _Slide Rules for Machine Shops and Taylor System_. Ch.108
- 17. Adam Smith, _Wealth of Nations_, p. 2. "The greatest improvement Ch.109
- 18. H.K. Hathaway, _The Value of "Non-Producers" in Manufacturing Ch.110
- 19. Gillette and Dana, _Cost Keeping and Management Engineering_, Ch.111
- 20. Morris Llewellyn Cooke, _Bulletin No. 5, Carnegie Foundation for Ch.112
- 21. H.L. Gantt, _Work, Wages and Profits_, p. 120. Ch.113
- CHAPTER IV Ch.114
- 1. The student will discover, in the books on experimental Ch.115
- 2. He will receive priceless instruction in methods of Ch.116
- 4. What accurate measurement determines his Ch.117
- 3. time for overcoming delays. Ch.118
- 3. be willing to coöperate. Ch.119
- 2. that all get an ample compensation for what Ch.120
- 3. that under them general welfare is considered; Ch.121
- 2. the length of time required for a worker to do a Ch.122
- 3. the amount of rest and the time of rest required to Ch.123
- 3. how best to use them. Ch.124
- 4. furnish resulting timed elements to the synthesizer Ch.125
- 1. The maintained tension on a belt bears a close relation to Ch.126
- 2. The speed of a buzz planer determines its liability to Ch.127
- 2. what function it will be best to assign them to and to Ch.128
- 2. ability to assign men to the work which they should do, to Ch.129
- 3. ability to predict. On this ability to predict rests the Ch.130
- 2. The worker's judgment is appealed to. The method that he uses Ch.131
- 3. The worker's reasoning powers are developed. Continuous Ch.132
- 4. The worker fits his task, therefore there is no need of Ch.133
- 5. There is elimination of soldiering, both natural and Ch.134
- 1. The worker will become more and more willing to impart his Ch.135
- 2. G.M. Stratton, _Experimental Psychology and Its Bearing upon Ch.136
- 4. For apparatus for psychological experiment see Stratton, p. 38, Ch.137
- 6. Morris Llewellyn Cooke, Bulletin No. 5, _The Carnegie Foundation Ch.138
- 12. F.W. Taylor, _Shop Management_, pp. 398-391. Harper Ed., p. 179. Ch.139
- 13. President's Annual Address, Dec., 1906. Vol. 28, Transactions Ch.140
- 15. R.T. Dana, For Construction Service Co., _Handbook of Steam Ch.141
- 20. F.W. Taylor, _Shop Management_, para. 46. Harper Ed., p. 30. Ch.142
- CHAPTER V Ch.143
- 3. how many elements that it contains are likely to be Ch.144
- 4. how many new elements that it contains are likely to be Ch.145
- 5. the probable cost of the work after it has been studied-- Ch.146
- 6. The loss, if any, from delaying the work until after it Ch.147
- 7. the availability of trained observers and measurers, Ch.148
- 8. the available money for carrying on the investigations. Ch.149
- 2. "labor imposed, especially a definite quantity or amount Ch.150
- 3. "a lesson to be learned; a portion of study imposed by a Ch.151
- 5. "burdensome employment; toil." Ch.152
- 1. The tools and surrounding conditions with which the work Ch.153
- 3. The time that the work shall take is scientifically Ch.154
- 5. The quality of the output is prescribed. Ch.155
- 1. law of no ratio between the foot-pounds of work done and Ch.156
- 3. law of classification of work according to percentage of Ch.157
- 6. laws that will predict the right speed, feed and cut on Ch.158
- 7. laws for predicting maximum quantity of output that a man Ch.159
- 8. laws for determining the selection of the men best suited Ch.160
- 1. Compare _Mechanical Analysis_. Taylor and Thompson, _Concrete, Ch.161
- 9. London, _Engineering_, Sept. 15, 1911. Ch.162
- CHAPTER VI Ch.163
- 1. to analyze the best practice known into the smallest Ch.164
- 4. to synthesize the necessary standard elements into Ch.165
- 1. that all management data would be available to Ch.166
- 2. that such data, being available also to all standardizers, Ch.167
- 4. that, from a study and comparison of the collected data a Ch.168
- 8. All of these various savings could be invested in more Ch.169
- 9. These more valuable results would again be available to Ch.170
- 1. for use as records of successful methods which may be Ch.171
- 2. for use by the instruction card clerk in explaining to Ch.172
- 3. What to Do. Ch.173
- 2. Qualities of Products. Ch.174
- 3. Clearing up. This is the only type used by Scientific Ch.175
- 1. Because they directly increase output by eliminating Ch.176
- 2. Because all surroundings suggest an easy achievement. Knowing Ch.177
- 1. It gives the worker immediate knowledge of the prescribed Ch.178
- 2. He does not have to worry as to the maximum variation that Ch.179
- 3. There is no fear of criticism or discharge for using his Ch.180
- 2. The idea of perfection is not involved in the standard of Ch.181
- 6. For desirability of standard signals see R.T. Dana, _Handbook of Ch.182
- 8. F.W. Taylor, _Shop Management,_ para. 285, Harper Ed., Ch.183
- 14. Charles Babbage, _On the Economy of Machinery and Manufactures_, Ch.184
- 16. F.A. Parkhurst, _Applied Methods of Scientific Management, Ch.185
- 17. H.L. Gantt, paper 928, A.S.M.E., para. 15. Ch.186
- CHAPTER VII Ch.187
- 3. Increase efficiency. Ch.188
- 1. The necessity of having more accurate records of the Ch.189
- 2. The necessity for so training the worker, before, as well Ch.190
- 2. the work as it is planned out by the managers, and handed Ch.191
- 2. to route the worker to the placed materials. Ch.192
- 4. Conscious record, conscious programme. Ch.193
- 10. Standardized record, standardized programme. Ch.194
- 1. One of a gang, unconscious Ch.195
- 2. Individual output,--standardized Ch.196
- 1. Gillette and Dana, _Cost Keeping and Management Engineering_, Ch.197
- 3. Gillette and Dana, _Cost Keeping and Management Engineering_, Ch.198
- 5. William James, _Psychology, Briefer Course_, p. 179. Ch.199
- CHAPTER VIII Ch.200
- 1. "to point out, direct, show;" "to tell, inform, instruct, Ch.201
- 3. "to impart knowledge or practical skill to;" "to guide in Ch.202
- 1. In that he is required to render reasons in writing for Ch.203
- 2. That, as soon as work is placed on the bonus basis, the Ch.204
- 2. Teaching of right habits of doing the right methods. Ch.205
- 2. Worker has no opportunity under the old industrial Ch.206
- 5. Right habits can be instilled. Ch.207
- 5. The Management. } Ch.208
- 1. Written, by means of Ch.209
- 3. Object-lessons: Ch.210
- 4. The instruction comes at the exact time that the learner Ch.211
- 3. from actual practice in teaching. Ch.212
- 10. develops the will. Ch.213
- 2. read to oneself aloud--eyes and ears appealed to, also Ch.214
- 4. read aloud to one and also read silently by one,-- Ch.215
- 5. read aloud, and at the same time copied--eyes, ears, Ch.216
- 7. read to one while process is performed by oneself Ch.217
- 1. right motions first, that is to say,--the right number Ch.218
- 2. speed of motions second, that is to say, constantly Ch.219
- 3. constantly improving quality.[25] Ch.220
- 2. "The particular one of having images which are not Ch.221
- 4. mixed. Ch.222
- 3. that he may be sure of advancement with age and Ch.223
- 4. that he is sure of the "square deal." Ch.224
- 3. Competition with the standard record. Ch.225
- 1. During working hours, where the recognition of his Ch.226
- 2. Outside the work. He has, under Scientific Management, more Ch.227
- 1. A collection of knowledge relating in its entirety to the Ch.228
- 2. A definite procedure, that will enable the learner to Ch.229
- 12. Opportunities and demands for "thinking" Ch.230
- 16. Resultant happiness of worker. Ch.231
- 2. H.K. Hathaway, _Prerequisites to the Introduction of Scientific Ch.232
- 6. F.W. Taylor, _Shop Management_, para. 289, Harper Ed., Ch.233
- 8. W.D. Ennis, _An Experiment in Motion Study, Industrial Ch.234
- 9. C.S. Myers, M.D., _An Introduction to Experimental Psychology_, Ch.235
- 12. F.B. Gilbreth, _Bricklaying System_, chap. I, _Training of Ch.236
- 19. Imbert, _Etudes experimentales de travail professionnel ouvrier, Ch.237
- 21. _Ibid._, p. 138. William James, Psychology, Advanced Course. Ch.238
- 24. Prof. Bain, quoted In William James' _Psychology, Briefer Ch.239
- 30. Attracting the attention is largely a matter of appealing to Ch.240
- 39. M.S. Read, _An Introductory Psychology_, pp. 212-213. William Ch.241
- 51. For example, see W.D. Scott's _Increasing Efficiency in Ch.242
- 52. R.A. Bray, _Boy Labor and Apprenticeship_, chap. II, especially Ch.243
- 53. Wilfred Lewis, _Proceedings of the Congress of Technology_, Ch.244
- 56. For value of personality see J.W. Jenks's, _Governmental Action Ch.245
- 58. Compare with the old darkey, who took her sons from a Northern Ch.246
- 61. Morris Llewellyn Cooke, _Bulletin No. 5_ of _The Carnegie Ch.247
- 62. A well known athlete started throwing a ball at his son in Ch.248
- 63. Meyer Bloomfield, _The Vocational Guidance of Youth_, Houghton Ch.249
- 64. A. Pimloche, _Pestalozzi and the Foundation of the Modern Ch.250
- 65. Friedrich Froebel, _Education of Man_, "To secure for this Ch.251
- CHAPTER IX Ch.252
- 1. fines, which are usually simply a cutting down of wages, Ch.253
- 3. assignment to less pleasant or less desirable work. Ch.254
- 8. Professional standing. Ch.255
- 9. coöperative work Ch.256
- 3. industrial coöperation. These are defined and discussed at Ch.257
- 5. F.W. Taylor, _Shop Management_, para. 310-311, Harper Ed., Ch.258
- 6. See also C.U. Carpenter, _Profit Making in Shop and Factory Ch.259
- CHAPTER X Ch.260
- 3. physical development. Ch.261
- 2. Habits, under Scientific Management, Ch.262
- 3. Physical development Ch.263
- 1. As for habits we must consider Ch.264
- 2. General mental development is provided for by the experience Ch.265
- 1. Personal responsibility is developed by Ch.266
- 2. Responsibility for others is provided for by the Ch.267
- 3. Appreciation of standing is fostered by Ch.268
- 4. Self-control is developed by Ch.269
- 5. "Squareness." This squareness is exemplified first of all by Ch.270
- 1. Contentment is the outgrowth of the personal responsibility, Ch.271
- 2. The idea of brotherhood is fostered particularly through the Ch.272
- 3. The "will to do" is so fostered by Scientific Management that Ch.273
- 1. It will educate the worker to the point where workers will Ch.274
- 2. It will aid the cause of Industrial Peace. Ch.275
- 6. See remarkable work of Dr. A. Imbert, _Evaluation de la Capacite Ch.276
- 7. Clark and Wyatt, Macmillan, pp. 269-270. Ch.277
- introduction of new, 137. Ch.278