Psychology of Management: The Function of the Mind in Determining, Teaching and Installing Methods of Least Waste

Name: Psychology of Management: The Function of the Mind in Determining, Teaching and Installing Methods of Least Waste
Brand: Nova Science Publishers Inc
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M. Gilbreth L(Herausgeber*in)

Nova Science Publishers Inc

Erschienen am 27. Oktober 2020

334 Seiten

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Intro
Preface*
Chapter 1
Description and General Outline of the Psychology of Management
Definition of Psychology of Management
Importance of the Subject
Value of Psychology
Value of Management
Value of Psychology of Management
Five Indications of This Value
Purpose of This Book
What This Book Will Not Do
What This Book Will Do
Definition of Management
Change in the Accepted Meaning
Inadequacy of the Terms Used
Psychological Interest of the Terms
The Three Types of Management
Definition of the First Type
Preferable Name for the First Type
The Name "Military" Inadvisable
The Names "Driver" and "Marquis of Queensberry" Unfortunate
The Name "Initiative and Incentive" Authoritative
The Name "Traditional" Brief and Descriptive
Definition of the Second Type of Management
Preferable Name for Second Type of Management
Definition of the Third Type of Management
Preferable Name of the Third Type of Management
Relationship Between the Three Types of Management
Psychological Significance of This Relationship
Possible Psychological Studies of Management
Plan of Psychological Study Used Here
Advantages of This Plan of Study
Underlying Ideas and Divisions of Scientific Management
Derivation of These Divisions
Derivation of Scientific Management
Outline of Method of Investigation
Conclusions to be Reached
Chapter 2
Individuality
Definition of Individuality
Individuality as Treated in This Chapter
Individuality as Considered by Psychology
Individuality Seldom Recognized Under Traditional Management
Selecting Workers Under Traditional Management
Output Seldom Separated Under Traditional Management
Few Individual Tasks Under Traditional Management
Little Individual Teaching Under Traditional Management
Seldom an Individual Reward Under Traditional Management
Cause of These Lacks Under Traditional Management
Individuality Recognized Under Transitory Management
Benefits of This Recognition
Individuality a Fundamental Principle of Scientific Management
Individuality Considered in Selecting Workers
Variables of the Worker
Scientific Management Needs Support in Studying Workers
Present Lack of Knowledge of Applicants
Supplements Demanded by Scientific Management
Whence This Help Must Come
Work of Vocational Guidance Bureaus
Work of Academic World
Need for Psychological Study in All Fields
Preparedness of Experimental Psychology
Method of Selection Under Ultimate Management
Effect on Workers of Such Selection
Selection Under Scientific Management To-day
Effect of This Selection
Individuality Developed by Separating Outputs
Purpose of Separating Outputs
Effect on Athletic Contests
Advantages to Managers of Separating Output
Advantages to Workers of Separating Output
Individuality Developed by Recording Output Separately
Records Make Work Seem Worth While
Records Give Individuals a Feeling of Permanence
Mental Development of Worker Through Records
Advantages to Worker of Making His Own Records
Possibilities of Making Individual Records
Benefits to Managers of Individual Records
Incentives with Individual Records
Relation of Individual Records to Scientific Management in General
Individual Task Under Scientific Management
Individuality Emphasized by Instruction Card
The Gang Instruction Card
Methods of Teaching Foster Individuality
Individual Incentive and Welfare
Summary
Result of Idea of Individuality upon Work
Effect Upon the Worker
Extent of Consideration of Individuality
Relation of Mind to Body
Relative Emphasis on Individual and Class
Individual as the Unit
Emphasis on Idiosyncrasies
Development of Individuality
Chapter 3
Functionalization
Definition of Functionalization
Psychological Use of Functionalization
Functionalization in Management
Traditional Management Seldom Functionalizes
The Work of the Foreman Not Properly Divided
Qualifications and Duties of First Class Foreman
Work Not Well Done
The Workers Not Best Utilized
Transitory Management Functionalizes
Functionalization a Fundamental of Scientific Management
Separating the Planning from the Performing
The Work of the Planning Department
Work of the Workers
Functionalized Foremanship
Changes in the Functions of the Foreman
Importance of the Teaching Feature in Functional Foremanship
Basis of Division into Functions
Place of Operation of the Functions
The Order of Work and Route Clerk
The Instruction Card Clerk
Function of Time and Cost Clerk
Function of the Disciplinarian
Defects of Disciplining Under Traditional Management
Changes in Disciplinarian's Function Under Scientific Management
Duties of the Disciplinarian
Importance of Psychology in Disciplining
Inadequacy of Terms in Disciplining
The Gang Boss
The Speed Boss
The Repair Boss
The Inspector
Functionalizing the Worker
Relieving the Worker of the Planning
Master Planning a Life Study
Wastefulness of Individual Planning
Hardship to the Worker of Individual Planning
The Man Who Desires to Be a Planner Can Be One
The Man Who Dislikes Planning Can Be Relieved
Provision for Planning by All Under Scientific Management
Functionalizing the Work Itself
The Short Time Job
The Long Time Job
Summary
Effect of Functionalization upon the Work
Effect of Functionalization upon the Worker
Effects upon the Scientifically Managed Worker
Worker Relieved of Everything but His Special Functions
Places are Provided for Specialists
Specializing Is Encouraged
One-Talent Men Utilized
All Round" Men Are Utilized
Stability Provided For
All Men Are Pushed up
Years of Productivity Prolonged
Change in the Worker's Mental Attitude
Chapter 4
Measurement
Definition of Measurement
Measurement Important in Psychology
Methods of Measurement in Psychology
Measurement in Psychology Related to Measurement in Management
Psychologists Appreciate Scientific Management
Measurement Important in Management
Problem of Measurement in Management
Capacity
Ignorance of Real Capacity
Little Measurement in Traditional Management
Transitory Management Realizes Value of Measurement
Measurement Is Basic Under
Scientific Management
Under Scientific Management Measurement Determines the Task
Qualifications of the Observer or Measurer
Anyone Interested May Become an Observer
Unbiased Observation Necessary
Observed Worker Should Realize the Purpose of the Measurement
Worker Should Never Be Observed Surreptitiously
An Expert Best Worker to Observe
Everyone Should Be Trained in Being Measured
Motion Study and Time Study Are the Method of Measurement Under Scientific Management
Motion Study Is Determining Methods of Least Waste
Time Study Is Determining Standard Unit Times
Motion Study and Time Study Measure Individual Efficiency
Motion Study and Time Study Measure Methods
Comparison of Methods Fosters Invention
Books of Preliminary Data Needed
Motion Study and Time Study Measure Equipment and Tools
The Scope of Time and Motion Study Is Unlimited
Detailed Records Necessary
Specialized Study Imperative
Selection of Best Unit of Measurement Necessary and Important
Necessity for Checking Errors
Summary
Results of Measurement to the Work
Under Scientific Management Better Methods and Better Work Results
Accurate Measuring Devices Prevent Breakdowns and Accidents
Effect on the Worker
Waste Eliminated by Accurate Measurement
Efficiency Measured by Time and Motion Study
Final Outcome Beneficial to Managers and Men
The Effect on the Men Is That the Worker Co-Operates
All Knowledge Becomes the Knowledge of All
Measurement of Individual Efficiency Will Be Endorsed by All
The Government Should Conserve Measurement Data
Appreciation of Time Study by Workers the First Step
Chapter 5
Analysis and Synthesis
Definition of Analysis
Definition of Synthesis
Use of Analysis and Synthesis by Psychology
Place of Analysis and Synthesis in Management
Little Analysis or Synthesis Under Traditional Management
Analysis and Synthesis Appear Late in Transitory Management
Relation of Analysis and Synthesis in Scientific Management to Measurement and Standardization
Analyst's Work Is Division
The Nature of the Work Must Determine the Amount of Analysis Practicable
Cost the Determining Factor
Process of Division Unending
Measuring May Take Place at Any Stage
Ultimate Analysis the Field of Psychology
Ultimate Analysis Justifiable
Qualifications of an Analyst
Worker Should Understand the Process of Analysis
Schools Should Provide Training
The Synthesist's Work Is Selection and Addition
Importance of Selection Must Be Emphasized
Result Is the Basis for the Task
General Lack of Knowledge the Chief Cause of Objection to the Task
The Name Task Is Unfortunate
No Other Adequate Word Has Been Suggested
Decided Advantage to the Use of the Word Task
Definition of Task as Used in Scientific Management
Task Idea Applies to Work of Everyone
Task Idea Applies to the Work of the Organization
Individual Tasks Are Elements of Organization Task
Qualifications of the Synthesist
The Synthesist a Conserver
Synthesist an Inventor
Relation of Invention to Scientific Management Important
Synthesist a Discoverer of Laws
Synthesist an Adviser on Introduction of New Methods
Introduce with as Few New Variables as Possible
Summary
Effect of Analysis and Synthesis on the Work
Effect on the Worker
Chapter 6
Standardization
Definition of Standardization
Standards Derived from Actual Practice
The Standard Is Progressive
Change in the Standard Demands Change in the Task and in the Incentive
Similarity Between the Standard and the "Judgment" of Psychology
Psychology a Final Appeal as to Permanent Value of Any Standard
Coöperation Will Hasten the Day of Psychological and Physiological Study of Standards
Purpose of Standardization
Standardization Frequently Attempted Under Traditional Management
Value of Standardization Not Appreciated Under Traditional Management
Under Transitory Management Standardization Becomes Constantly More Important
Records of Successes Become More Profitable
Systems" Show an Appreciation of Psychology
Systems Permanently Useful
Relation of Systems to Standards Should Be Emphasized
The Personal Note of the "System" Should Be Preserved
Systems a Valuable Assistance in Transition to Scientific Management
Standardization Under Scientific Management Eliminates Waste Scientifically
The Standard the Result of Measurement
Successful Standardization Demands Complete Conformity to Standards
Initiative Provided for
Standardization Applies to the Work of All
Standardization Conserves and Develops Individuality
Waste Eliminated Is Eliminated Permanently
Standardization Under Scientific Management Resembles Standardization of Spelling
Under Scientific Management Nomenclature Is Standardized
Mnemonic Symbols Save Time and Effort
Standard Phraseology Eliminates Waste
Standard Man Is the Man upon Whom Studies Are Made
Relation Between the Standard Man, the First-Class Man, the Given Man and the Task
Writing the Standard Means for Conveying Information
The Instruction Card the Standard Method of Conveying Instructions as to the Task
Definition of the Instruction Card
Comparative Definition of Instruction Cards, Under Scientific Management
Directions, Pay Allowance and Time Allowance Essential
Standard Division of Instruction Card Necessary
Detailed Instruction Educative
Language of Instruction Card Important
Standard Phrasing Desirable
Specific Terms Helpful
Similarity of Form and Shape Advisable
Standard Surroundings Valuable
Unnecessary Fatigue Should Be Eliminated
All Mental States Affect Bodily States
Elimination of Worry Assists in Concentrating Attention
Distracted Attention Causes Fatigue
Proper Placing of Workers Eliminates Distracted Attention
This Elimination May Take Place in All Kinds of Work
Benefits of Eliminating "Decision of Choice
Standard Equipment Important
Utmost Standardization Does Not Make "Machines" of the Workers Operating Under It
Standard Methods Demand Standard Tools and Devices
Standard Clothing a Crying Need
The Sports Present a Fine Example of This
Management Should Provide Clothing Standards
Such Standards Must Apply to All
Effects of Such Standards Enormous
Standard Methods Eliminate Fatigue
Muscles That Tire Easily Should Be Saved
Rest from Fatigue Is Provided for Scientifically
Rest Periods Arranged for Best Good of Work and Worker
Work with Animals Should Be Standardized
The Worker Who Is Best Suited for His Work in the Performing Department Is Incapable of Discovering the Best Method
Under Scientific Management Quality is Standardized
Variations in Quality or Exactness Indicated by Standard Signs
Scientific Management Has a Standard "Method of Attack
Summary
Result to the Work
Results to the Worker
State of Worker's Feelings Improved
Worker's Retentive Power Increased
Standard Elements Serve as Memory Drills
Gang Instruction Card an Aid to Memory
Individual Instruction Card an Inanimate Memory
A Conserver of Individual Memories
Motor Memory Improved by Standardization
Standards Prevent Men from Becoming Machines
Through Standards the Worker's Attention is Gained at the Start
Attention Allowed to Lapse and Then Recalled
Standardization Eliminates the Shifting Viewpoint
The Common Viewpoint Is an Impetus
Invention Is Stimulated
Standardization Prevents Accidents
Progress of Standardization Assured
Chapter 7
Records and Programmes
Definition of Record
Few Written Records Under Traditional Management
Importance of Records Realized Under Transitory Management
No "Bookkeeping" Records Under Scientific Management
Records Must Lower Costs and Simplify Work
Records of Work and Workers
Records of Initiative
Records of Good Behavior
Records of Achievement
Records Made by Worker Where Possible
Records Made on the "Exception Principle
This Discussion Necessarily Incomplete
Posting of Records Beneficial
Summary
Results of Records to the Work
Results to the Worker
Self-Knowledge Attained Through Records
Educative Value of Worker Making His Own Record
Exact Knowledge Valuable
Definition of Programme
Two Meanings of "Programme" in Management
Under Traditional Management No Accurate Programme Is Possible
Under Transitory Management Calendars Can Be Designed
Under Scientific Management Accurate Calendars Possible
Programmes a Matter of Routing
Routing of Work
Routing of Workers
Impossibility of Describing Routing Devices Accurately
Prophecy Becomes Possible Under Scientific Management
Summary
Results of Programme to the Work
Results of Programmes to the Worker
Relation Between Records and Programmes
Importance of This Relation
A Broadening of the Definitions
Many Possible Types of Records and Programmes
Interrelation of These Types
Relationships Complex
Illustration of This Complexity
Elimination of Waste Possible
The Programme Derived from the Record
Unconscious Records Mean Indefinite Programmes
With Conscious and Written Records Come Definite Programmes
Standard Records Permit of Standard Programmes
Summary
Results of Relations Between Records and Programmes on the Work
Programmes Become Records
Result on the Worker
Chapter 8
Teaching
Definition of Teaching
Under Traditional Management No Definite Plan of Teaching
No Specified Time for or Source of the Teaching
Great Variation Under Traditional Management
Mental Attitude of the Worker-Teacher
Worker Not to Blame for This
Attitude of the Learner
Teaching Often Painstaking
Methods of Teaching Usually Wrong
Teacher Not Trained to Teach
Lack of Standards an Underlying Lack
Very Little Teaching of Adults
Failure to Appreciate the Importance of Teaching
Under Transitory System Teaching Becomes More Important
Systems Make Instruction Always Available
Incentives to Conform to System
No Set Time for Using Systems
Systems Inelastic
Waste of Time from Unstandardized Systems
Later Transitional Management Emphasizes Use of Standards
Teaching Most Important Under Scientific Management
Importance Depends on Other Elements of Scientific Management
Importance of Teaching Element Best Claim to Permanence of Scientific Management
Teaching in Scientific Management Not the Result of Theory Only
Conformity of Teaching to Psychological Laws Proof of Worth of Scientific Management
Change from Teaching Under Traditional Management
Necessity for Personally Derived Judgment Eliminated
Bad Habits the Result of Undirected Learning
Valuable Elements of Traditional Management Conserved
Teaching of Transitory Management Supplemented
Scope of Teaching Under Scientific Management
Needs for Teaching Under Scientific Management
Sources of Teaching Under Scientific Management
Methods of Teaching Under Scientific Management
Worker a Source of These Methods
Instruction Cards are Directions
Instruction Cards Teach Directly and Indirectly
Systems Are Reasons and Explanations
They Enlist the Judgment of the Worker
Drawings, Charts, Plans and Photographs Means of Making Directions Clearer
Stereoscopic and Micro-Motion Study Photographs Particularly Useful
Self-Made Records Educative
Oral Instruction Comes from the Functional Foremen
Oral Instruction Has Its Fitting Place Under Scientific Management
Teacher, or Functional Foreman, Should Understand Psychology and Pedagogy
Advantage of Functional Foreman-Teacher Over Teacher in the Schools
Teacher Must Have Practical Knowledge of the Trade He Is to Teach
He Must Have a Thorough Knowledge of the Standards
He Must Be Convinced of the Value of the Methods He Teaches
He Must Be an Enthusiast
Such Enthusiasm Contagious
Valuable Teacher Interests Men in the Economic Value of Scientific Management
Object-lesson May Be "Working Models
Object-Lessons May Be Demonstrations by the Teacher
Demonstration Method Chief Method of Teaching by Foremen
Worker may Demonstrate Under Supervision
Teaching Always Available Under Scientific Management
Methods of Teaching Under Scientific Management Psychologically Right
Teaching Under Scientific Management Trains the Senses
Such Training Partially Determines the Quality of the Work
Sense Training Influences Increase of Efficiency
Selective Power of Senses Developed
Methods of Sense Training Under Scientific Management
Senses That Are Most Utilized Best Trained
Variations in Sense Power Should Be Utilized
Progress in Such Training
As Many Senses as Possible Appealed to
Untrained Worker Requires Appeal to Most Senses
At Times Appeal to But One Sense Preferable
At Times One Sense Is Best Not Utilized
Importance of Fatigue Recognized
Psychology Already Aiding the Industries in Such Study
Importance of Habits
Habit Easily Becomes the Master
Wrong Preconceived Ideas Hamper Development
Teaching Under Scientific Management Results in Good Habits
Standards Lead to Right Methods of Thinking and Acting
Through Standards Bad Habits Are Quickest Broken
Through Standards New Habits Are Quickest Formed
Habits Are Instilled by Teaching
Methods of Instilling Good Habits
This Method Is Contrary to Most Old-time Practice
Results of Old-time Practice
Some Early Recognition of "Right Motions First
Benefits of Teaching Right Motions First
Ultimately, Standard Quality Will Result
Under Scientific Management No Loss from Quality During Learning
Results of Teaching the Right Motions First Are Far-reaching
From Right Habits of Motion Comes Speed of Motions
Response to Standards Becomes Almost Automatic
Steady Nerves Result
Reason and Will Are Educated
Judgment Results with No Waste of Time
Habits of Attention Formed by Scientific Management
Prescribed Motions Afford Rhythm and Æsthetic Pleasure
Instruction Card Creates and Holds Attention
Oral Individual Teaching Fosters Concentrated Attention
The Bulletin Board Furnishes the Element of Change
Incentives Maintain Interest
This Interest Extends to the Work of Others
Close Relationship of All Parts of Scientific Management Holds Interest
This Relationship Also Provides for Associations
Scientific Management Establishes Brain Groups That Habitually Act in Unison
Method of Establishing Such Groups in the Worker's Brain
Teaching Done by Means of Motion Cycles
Such Cycles Induce Speed
Scientific Management Restricts Associations
Scientific Management Presents Scientifically Derived Knowledge to the Memory
Provision for Repetition of Important Ideas
Best Periods for Memorizing Utilized
Individual Differences Respected
Aid of Mnemonic Symbols to the Memory
Proper Learning Insures Proper Remembering
Better Habits of Remembering Result
Imagination" Has Two Definitions
Scientific Management Provides Material for Images
It Also Realizes the Importance of Productive Imagination
Scientific Management Assists Productive Imagination
Judgment the Result of Faithful Endeavor
Teaching Supplies This Judgment Under Scientific Management
Teaching Also Utilizes the Judgment
The Power of Suggestion Is Also Utilized
Worker Always Has Opportunity to Criticise the Suggestion
Suggestion Must Be Followed at the Time
Native Reactions" Enumerated by Prof. James
Fear Utilized by Ancient Managers
Fear Still Used by Traditional Management
Fear Transformed Under Scientific Management
Love, or Loyalty, Fostered by Scientific Management
Teaching Under Scientific Management Develops Such Loyalty
Value of Personality Not Eliminated
Curiosity Aroused by Scientific Management
Curiosity Utilized by Scientific Management
Scientific Management Places a High Value on Imitation
Scientific Management Uses Both Spontaneous and Deliberate Imitation
Spontaneous Imitation Under Scientific Management Has Valuable Results
Deliberate Imitation Constantly Encouraged
Scientific Management Provides Standards for Imitation
Imitation Is Expected of All
Imitation Leads to Emulation
No Hard Feeling Aroused
Ambition Is Aroused
Pugnacity Utilized
Pride Is Stimulated
Feeling of Ownership Provided for
Constructiveness a Part of Scientific Management
Progress in Utilizing Instincts Demands Psychological Study
Scientific Management Realizes the Importance of Training the Will
Variations in Teaching of Apprentices and Journeymen
Apprentices Are Easily Handled
Older Workers Must Be Handled with Tact
Appreciation of Varying Viewpoints Necessary
Scientific Management Provides Places for Such Teaching
Measurement of Teaching and Learning
Relation of Teaching in Scientific Management to Academic Training and Vocational Guidance
Learner Should Be Manually Adept
Schools Should Provide Mental Preparedness
Vocational Guidance Must Provide Direction
Progress Demands Coöperation
Summary
Results to the Work
Results to the Worker
Results to Be Expected in the Future
Chapter 9
Incentives
Definition of Incentive
Importance of the Incentive
Two Kinds of Incentives
Definitions of Two Types
Indirect Incentives Include Two Classes
Definition of Reward
Definition of Punishment
Rewards and Punishments Result in Action
Soldiering Alone Cuts Down Activity
Nature of Rewards and Punishments
Nature of Direct Incentives
The Reward Under Traditional Management Unstandardized
Reward a Prize Won by One Only
Punishment Under Traditional Management Wrong in Theory
Results Are Unfortunate
Direct Incentives Not Scientifically Utilized
Pay for Performance Provided for by Transitory Management
Direct Incentives More Skillfully Used
Incentives Under Scientific Management Constructive
Characteristics of the Reward
Positive Reward Arouses Interest and Holds Attention
Predetermined Reward Concentrates Attention
Personal Reward Conserves Individuality
Fixed Reward Eliminates Waste Time
Assured Reward Aids Concentration
Need for Promptness Varies
Promptness Always an Added Incentive
Immediate Reward Not Always Preferable
Rewards Possible of Attainment by All
Rewards of Management Resemble Rewards of Workers
Results of Such Rewards
Rewards Divided into Promotion and Pay
Promotion May Be to Places Within or Without the Business
Such Promotion Attracts Workers
Subdivisions of "Pay
Relation Between Wages and Bonus
Day Work Never Scientific
Piece Work Provides Pay in Proportion to Work Done
Danger of Rate Being Cut
Task Wage Contains No Incentive to Additional Work
Worth of Previous Methods in the Handling
The Gain-sharing Plan
Objections to This Plan
The Premium Plan
Dr. Taylor's Description of This Plan
Profit-Sharing
Objections to Profit-Sharing
Scientific Management Embodies Valuable Elements of Profit-Sharing
Differential Rate Piece Work the Ultimate form of Compensation
Advantages of This System
Task Work with a Bonus
Advantages of Task Work with a Bonus
The Differential Bonus System
Three Rate with Increased Rate System
Advantage of This System
All Task Systems Investigate Loss of Bonus
Necessity for Workers Bearing This Loss
Users of Any Task System Appreciate Other Task Systems
Shorter Hours and Holidays Effective Rewards
Desire for Approbation an Incentive
Necessity for Cooperation a Strong Incentive
Value of Knowledge Gained an Incentive to a Few Only
Acquired Professional Standing a Powerful Incentive
Punishments Negative and Positive
Fines Never Accrue to the Management
Assignment to Less Pleasant Work Effective Punishment
Discharge to Be Avoided Wherever Possible
Discharge a Grave Injury to a Worker
Punishment Can Never Be Entirely Abolished
Direct Incentives Numerous and Powerful
Racing Directed Under Scientific Management
All "Native Reactions" Act as Incentives
Results of Incentives to the Work
Results of Incentives to the Worker
Chapter 10
Welfare
Definition of Welfare
Welfare" Here Includes Two Meanings
Discussion of First Answers. Three Questions
Under Traditional Management No Physical Improvement
No Good Habits Necessarily Formed
No Directed Mental Development
Moral Development Doubtful
Square Deal" Lacking
Little Possibility of Development of Will
Real Capacity Not Increased
Little Systematized Welfare Work Under Traditional Management
Definite Statements as to Welfare Under Transitory Management Difficult to Make
Welfare Work Under Transitory Management Is Usually Commendable
An Underlying Flaw Is Apparent
Its Effect Is Detrimental
Welfare Work Not Self-perpetuating
Scientific Provision for Welfare Under Scientific Management
Results of Physical Improvement
Mental Development
Moral Development
Moral Development Results in Contentment, Brotherhood and the "Will To Do
Interrelation of Physical, Mental and Moral Development
Result of Physical, Mental and Moral Development Is Increased Capacity
Welfare Work an Integral Part
of Scientific Management
Summary
Results of Welfare to the Work
Result of Welfare Work to the Worker
Conclusion
Index
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