The Psychology of Management by Lillian Moller Gilbreth

3. physical development.

As for the regularity of the work--we have (a) The apportionment of the work and the rest. Under Scientific Management, work time and rest time are scientifically apportioned. This means that the man is able to come to each task with the same amount of strength, and that from his work he gains habits of regularity. (b) The laying out of the work. The standards upon which the instruction cards are based, and the method of preparing them, assure regularity. (c) The manner of performing the work. Every time that identical work is done, it is done in an identical manner. The resulting regularity has an excellent effect upon the physical welfare of the worker.

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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