The Psychology of Management by Lillian Moller Gilbreth
16. Resultant happiness of worker.
RESULTS TO BE EXPECTED IN THE FUTURE.--When the schools,
vocational guidance and teaching under Scientific Management
coöperate, the worker will not only receive the benefits now
obtained from Scientific Management, but many more. There will be
nothing to unlearn, and each thing that is learned will be taught by
those best fitted to teach it. The collection of vocational guidance
data will begin with a child at birth, and a record of his
inheritance will be kept. This will be added to as he is
educated, and as various traits and tendencies appear. From this
scientifically derived record will accrue such data as will assist
in making clear exactly in what place the worker will be most
efficient, and in what sphere he will be able to be most helpful to
the world, as well as to himself. All early training will be planned
to make the youth adept with his muscles, and alert, with a mind so
trained that related knowledge is easily acquired.
When the vocation for which he is naturally best fitted becomes
apparent, as it must from the study of the development of the youth
and his desires, the school will know, and can give exactly, that
training that is necessary for the vocation. It can also supplement
his limitations intelligently, in case he decides to follow a
vocation for which he is naturally handicapped.
This will bring to the industry learners prepared to be taught
those things that characterize the industry, the "tricks of the
trade," and the "secrets of the craft," now become standard, and
free to all. Such teaching Scientific Management is prepared to
give. The results of such teaching of Scientific Management will be
a worker prepared in a short time to fill efficiently a position
which will allow of promotion to the limit of his possibilities.
The result of such teaching will be truly educated workers,
equipped to work, and to live,[65] and to share the world's
permanent satisfactions.
The effect of such education on industrial peace must not be
underestimated. With education, including in education learning and
culture,--prejudice will disappear. The fact that all men, those
going into industries and those not, will be taught alike to be
finger wise as well as book wise, up to the time of entering the
industries, will lead to a better understanding of each other all
through life.
The entire bearing of Scientific Management on industrial peace
cannot be here fully discussed. We must note here the strong effect
that teaching under Scientific Management will ultimately have on
doing away with industrial warfare,--the great warfare of ignorance,
where neither side understands the other, and where each side should
realize that large immediate sacrifices should be made if necessary,
that there may be obtained the great permanent benefit and savings
that can be obtained only by means of the heartiest coöperation.
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