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L. M. Gilbreth - The Psychology of Management

L >> L. M. Gilbreth >> The Psychology of Management




5. "Squareness." This squareness is exemplified first of all by
the attitude of the management. It provides, in every way, that the
men are given a "square deal," in that the tasks assigned are of the
proper size, and that the reward that is given is of the proper
dimensions, and is assured. This has already been shown to be
exemplified in many characteristics of Scientific Management, and
more especially in the inspection and in the disciplining.

MORAL DEVELOPMENT RESULTS IN CONTENTMENT, BROTHERHOOD AND THE
"WILL TO DO".--The three results of this moral development are

1. contentment
2. brotherhood
3. a "will to do."

1. Contentment is the outgrowth of the personal responsibility,
the appreciation of standing, and the general "squareness" of the
entire plan of Scientific Management.

2. The idea of brotherhood is fostered particularly through the
responsibility for others, through the feeling that grows up that
each man is dependent upon all others, and that it is necessary for
every man to train up another man to take his place before he can be
advanced. Thus it comes about that the old caste life, which so
often grew up under Traditional Management, becomes abolished, and
there ensues a feeling that it is possible for any man to grow up
into any other man's place. The tug-of-war attitude of the
management and men is transformed into the attitude of a band of
soldiers scaling a wall. Not only is the worker pulled up, but he is
also forced up from the bottom.[4]

3. The "will to do" is so fostered by Scientific Management that
not only is the worker given every incentive, but he, personally,
becomes inspired with this great desire for activity, which is after
all the best and finest thing that any system of work can give
to him.

INTERRELATION OF PHYSICAL, MENTAL AND MORAL DEVELOPMENT.--As to
the interrelation of physical, mental and moral development, it must
never be forgotten that the mind and the body must be studied
together,[5] and that this is particularly true in considering the
mind in management.[6] For the best results of the mind, the body
must be cared for, and provided for, fully as much as must the mind,
or the best results from the mind will not, and cannot, be obtained.

Successful management must consider the results of all mental
states upon the health, happiness and prosperity of the worker, and
the quality, quantity and cost of the output. That is to say, unless
the mind is kept in the right state, with the elimination of worry,
the body cannot do its best work, and, in the same way, unless the
body is kept up to the proper standard, the mind cannot develop.
Therefore, a really good system of management must consider not only
these things separately, but in their interrelation,--and this
Scientific Management does.

RESULT OF PHYSICAL, MENTAL AND MORAL DEVELOPMENT IS INCREASED
CAPACITY.--The ultimate result of all this physical improvement,
mental development and moral development is increased capacity,
increased capacity not only for work, but for health, and for life
in general.

WELFARE WORK AN INTEGRAL PART OF SCIENTIFIC MANAGEMENT.--
Strictly speaking, under Scientific Management, there should be no
necessity for a special department of Welfare Work. It should be so
incorporated in Scientific Management that it is not to be
distinguished. Here the men are looked out for in such a way under
the operation of Scientific Management itself that there is no
necessity for a special welfare worker. This is not to say that the
value of personality will disappear under Scientific Management, and
that it may not be necessary in some cases to provide for nurses,
for physical directors, and for advisers. It will, however, be
understood that the entire footing of these people is changed under
Scientific Management. It is realized under Scientific Management
that these people, and their work, benefit the employers as much as
the employes. They must go on the regular payroll as a part of the
efficiency equipment. The workers must understand that there is
absolutely no feeling of charity, or of gift, in having them; that
they add to the perfectness of the entire establishment.


SUMMARY

RESULTS OF WELFARE TO THE WORK.--Because of Welfare Work, of
whatever type, more and better work is accomplished, with only such
expenditure of effort as is beneficial to the worker. Not only does
the amount of work done increase, but it also tends to become
constant, after it has reached its standard expected volume.

RESULT OF WELFARE WORK TO THE WORKER.--This description of
welfare of the men under Scientific Management, in every sense of
the word welfare, has been very poor and incomplete if from it the
reader has not deduced the fact that Scientific Management enables
the worker not only to lead a fuller life in his work, but also
outside his work; that it furnishes him hours enough free from the
work to develop such things as the work cannot develop; that it
furnishes him with health and interest enough to go into his leisure
hours with a power to develop himself there; that it furnishes him
with a broader outlook, and, best of all, with a capacity of judging
for himself what he needs most to get. In other words, if Scientific
Management is what it claims to be, it leads to the development of a
fuller life in every sense of the word, enabling the man to become a
better individual in himself, and a better member of his community.
If it does not do this it is not truly Scientific Management. Miss
Edith Wyatt has said, very beautifully, at the close of her book,
"Making Both Ends Meet"[7]: "No finer dream was ever dreamed than
that the industry by which the nation lives, should be so managed as
to secure for the men and women engaged in it their real prosperity,
their best use of their highest powers. How far Scientific
Management will go toward realizing the magnificent dream in the
future, will be determined by the greatness of spirit and the
executive genius with which its principles are sustained by all the
people interested in its inauguration, the employers, the workers
and the engineers."

We wish to modify the word "dream" to the word "plan." The plan
of Scientific Management is right, and, as Miss Wyatt says, is but
waiting for us to fulfill the details that are laid out before us.

CONCLUSION.--The results thus far attained by Scientific
Management justify a prediction as to its future. It will accomplish
two great works.

1. It will educate the worker to the point where workers will
be fitted to work, and to live.
2. It will aid the cause of Industrial Peace.

It will put the great power of knowledge into every man's hands.
This it must do, as it is founded on cooeperation, and this
cooeperation demands that all shall know and shall be taught.

With this knowledge will come ability to understand the rights
of others as well as one's own. "To know all is to pardon all."

Necessity for cooeperation, and trained minds:--These two can but
lead to elimination of that most wasteful of all warfare--Industrial
Warfare. Such will be the future of Scientific Management,--whether
it win universal approval, universal disapproval, or half-hearted
advocacy to-day.

When the day shall come that the ultimate benefits of Scientific
Management are realized and enjoyed, depends on both the managers
and the workers of the country; but, in the last analysis, the
greatest power towards hastening the day lies in the hands of
the workers.

To them Scientific Management would desire to appeal as a road
up and out from industrial monotony and industrial turmoil. There
are many roads that lead to progress. This road leads straightest
and surest,--and we can but hope that the workers of all lands, and
of our land in particular, will not wait till necessity drives, but
will lead the way to that true "Brotherhood" which may some day come
to be.


CHAPTER X FOOTNOTES: ===============================================

1. H.L. Gantt, _Work, Wages and Profits_, p. 115, p. 121.
2. Pp. 171-172.
3. H.L. Gantt, _Work, Wages and Profits_, pp. 154-155.
4. F.W. Taylor, _Shop Management_, para. 170, Harper Ed., p. 76.
5. William James, _Psychology, Advanced Course_. Vol. II, p. 372.
6. See remarkable work of Dr. A. Imbert, _Evaluation de la Capacite
de Travail d'un Ouvrier Avant et Apres un Accident; Les Methodes
du Laboratoire appliquees a l'Etude directe et pratique des
Questions ouvrieres._
7. Clark and Wyatt, Macmillan, pp. 269-270.

====================================================================




INDEX


Accidents, prevention by measuring devices, 114.
prevention by standardization, 180.
"All Round" Men utilized by scientific management, 87.
Ambition, use of, 258.
American Journal of Physiology--1904, 111.
Analysis, amount governed by nature of work, 126.
definition of, 123.
field of psychology in, 128.
training should be provided in schools, 129.
worker should understand process, 129.
Analysis and Synthesis, cost the determining factor, 127.
effect on work of, 138.
effect on worker of, 138.
place in traditional management, 124.
place in transitory management, 125.
under scientific management, 125.
use by psychology, 123.
Analysist, duties of, 126.
qualifications of, 128.
Animals, standardization of work with, 170.
Appreciation, under scientific management, 325.
Apprentices, teaching of, 262.
Approbation, as an incentive, 304.
Athletic Contests, description of, 34.
Attention, forming habit of, 240.
gaining of, 178.
held by bulletin board, 241.
relation to fatigue, 160.
relation to instruction card, 241.
relation to placing of workers, 161.


Babbage, Charles--"Economy of Manufacturers," 2, 76, 179.
Barth, C.G.--"A.S.M.E. Paper 1010," 778, 174.
Blan, L.B.--"Special Study of Incidence of Retardation," 29.
Body, relation of mind to, 48, 160.
Bonus, definition of, 288.
investigation of loss of, 301.
Brashear, John, 81.
Breakdowns, prevented by measuring devices, 114.
Brotherhood, coming of, 332.
under scientific management, 328.
Bulletin Board, aids attention, 241.
benefit of, 194.


Calkins, M.W.--"A First Book in Psychology," 22, 53, 171.
Card, instruction, 44.
Capacity, increasing of, 317, 329.
Class, relation to individual, 49.
Clothing, in sports, 167.
standards, 166.
Constructiveness, benefits of, 260.
Contentment, under scientific management, 327.
Cooke, M.L.--"Bulletin No. 5 Carnegie Foundation," 9, 86, 94, 139.
Cooeperation, necessity for, 102, 265, 332.
relation to incentives, 304.
Cost, determining factor in analysis and synthesis, 127.
Curiosity, under scientific management, 255.


Dana, R.T.--"Handbook of Steam Shovel Work," 111.
Dana and Saunders--"Rock Drilling," 139.
Day, Charles--"Industrial Plants," 66.
Day Work, description of, 289.
Decision of choice, elimination of, 163.
Demonstration, value of, 227.
Development, mental, 313, 323.
moral, 324.
Devices, standard, need for, 164.
Differential Bonus, description of, 300.
Differential Rate Piece, description of, 298.
Discharge, avoidance of, 306.
Disciplinarian, duties of, 68, 70.
Disciplining, psychology of, 71.
under scientific management, 70, 72.
under traditional management, 69.
Dodge, James M., 135.
"Discussion to Paper 1119 A.S.M.E.," 131.
Driver management, 10.


Efficiency, controlling factor in, 3.
measured by time and motion study, 115.
securing of, 3.
Emulation, use of, 258.
"Engineering," London, Sept 15, 1911, 136.
Equipment, measured by motion study and time study, 108.
standardization of, 163.
Errors, checking of, 112.
Exception principle, records made on, 187.
value of, 188.


Fatigue, eliminating of, 159.
importance of, 233.
influence of distracted attention on, 160.
relation to standards, 168.
Fear, treatment of, 252.
Fines, use of, 305.
First class man, definition of, 98, 152.
Foreman, duties of, 55.
duties under scientific management, 64.
qualifications of, 54, 55.
Foremanship, functionalized, 63,
Functional foreman, as teacher, 224.
Functional foremanship, teaching feature of, 63, 64.
Functionalization, definition of, 52.
effect upon work of, 83.
effect upon worker of, 85.
under scientific management, 61, 81.
under traditional management, 54.
under transitory management, 61.
use by psychology, 53.
Functions, basis of division into, 6S.
place of operation of, 66.


Gain-sharing, definition of, 293.
objections to, 294.
Gang boss, duties of, 73.
Gang instruction card, description of, 45, 175.
Gantt, H.L.--"A.S.M.E. Paper 928," 95, 181.
"A.S.M.E. Paper No. 1002," 55.
"Work, Wages and Profits," 24, 84, 89, 93, 125.
Gilbreth, F.B.--"Bricklaying System," 130.
"Cost Reducing System," 8, 35, 95, 127.
"Motion Study," 4, 28, 134.
Gillette, H.P.--"A.S.E.C. Paper No. 1," 3, 111.
"Cost Analysis Engineering," 55.
Gillette and Dana--"Cost Keeping and Management Engineering," 3, 53, 86.
Given man, definition of, 152.
Going, C.B.--"Methods of the Sante Fe," 158.
Government, duty in measurement of, 120.


Habit, importance of, 234.
methods of instilling, 236.
relation to standards, 235.
relation to teaching, 235.
Habits, necessity of forming, 312.
of attention, 24.
of motions, right, 238.
standardizing of, 164.
under scientific management, 321.
Hathaway, H.K.--"Machinery," Nov., 1906, 84.
Holidays, effectiveness as reward, 303.


Idiosyncrasies, emphasis on, 50.
Iles, George--"Inventors at Work," 17.
Imagination, under scientific management, 248.
Imitation, use of, 256.
Improvement, physical, 322.
Incentives, classes of, 272.
definition of, 271.
direct, 275.
importance of, 271.
indirect, 272.
individual, 46.
relation to cooeperation, 304.
relation to interest, 242.
relation to knowledge, 304.
relation to standards, 140.
result on work of, 310.
result on worker of, 310.
under scientific management, 279.
Individual, as unit, 50.
differences respected, 246.
importance of study of, 23.
relation to class, 49.
Individuality, definition of, 21.
development of, 50.
psychological emphasis on, 22.
recognition under scientific management, 27.
recognition under transitory management, 26.
relation to instruction card, 44.
relation to standardization, 149.
relation to teaching, 46.
result upon work, 46.
result upon worker, 47.
status under traditional management, 24.
Industrial engineering, 106.
Industrial peace, relation of scientific management to, 331.
Initiative, records of, 185.
Initiative and Incentive Management, 10.
Inspector, duties of, 75.
Instruction card, as teacher, 221.
clerk, duties of, 67.
contents of, 154.
definition of, 153.
educative value of, 156.
gang, 45.
help to memory of, 176.
individuality under, 44.
language of, 157.
relation to attention, 241.
types of, 154.
Interest, relation to incentives, 242.
Interim management, 11.
Invention, fostered by comparing methods, 107.
Invention, relation scientific management, 136.
under standardization, 179.


James, William--"Psychology," 7.
"Psychology, Briefer Course," 22.
Job, long time, provision for, 83.
short time, provision for, 82.
Journeymen, teaching of, 262.
Judgment, derivation of, 250.
result of teaching, 251.
securing of, 240.


Knowledge, as an incentive, 304,
transferred under scientific management, 117.


Ladd, G.T.--definition of psychology, 22.
Le Chatelier, H.--"Discussion to Paper 1119, A.S.M.E," 124.
Long time job, provision for, 83.
Loyalty, under scientific management, 253.


Man, first class definition of, 98, 152.
given, definition of, 152.
standard, definition of, 152.
Management, change in meaning of, 8.
definition of, 6.
driver, 10.
good foundation of, 3.
initiative and incentive, 10,
interim, 11.
Marquis of Queensbury, 10.
military, 9.
place of analysis and synthesis in, 124.
place to start study of, 5.
scientific, 12.
successful, definition of, 3,
teaching of, 3.
three stages of, 14.
traditional, definition of, 8.
traditional, preferable name for, 9, 11.
transitory, 11.
types of, 8.
ultimate, 12.
value of study of, 2, 4.
Manufacturers, duty toward measurement, 122.
Manual training, necessity for, 264.
Marquis of Queensbury management, 10.
Measurement, cooeperation of worker under, 116.
definition of, 90.
duty of government toward, 120.
effect upon worker of, 114.
elimination of waste by, 115.
importance in management, 93
importance in psychology, 90.
methods in psychology, 91.
methods under scientific management, 105.
necessity for training in, 104.
of teaching and learning, 263.
problems in management, 94.
relation to task of, 98.
results to work of, 113.
selection of units, 111.
under scientific management, 97.
under traditional management, 95.
under transitory management, 96.
Measured functional management, 12.
Measurer, qualifications of, 99.
Measuring devices, prevent accidents and breakdowns, 114.
Memory, relation to scientific management, 245.
Metcalfe, Henry--"Cost of Manufactures," 113, 140.
Method of attack, standardization of, 172.
Methods, benefits of comparison of, 107.
introduction of new, 137.
measurement by motion study and time study, 106.
Micro-motion study, definition of, 106.
demands cooeperation, 103.
Military management, 9.
Mind, relation of body to, 48, 160.
Mnemonic symbols, advantages of, 151.
use of, 247.
Motion cycles, use in teaching, 244.
Motions, habits of right, 238.
teaching of right, 237.
Motion study, aims of, 110.
definition of, 106.
measurement by, 105.
scope of, 108.
Muensterburg, Hugo--"American Problems," 22, 30, 53, 90, 112.


Native reactions, use of, 252, 309.


Object lessons, value of, 226.
Observation, dangers of surreptitious, 102.
necessity for unbiased, 101.
Observed worker, qualifications of, 103.
Observer, qualifications of, 99.
relation of Vocational Guidance Bureau, 101.
One-talent men, utilized by scientific management, 86.
Oral teaching, advantages of, 241.
Order of work clerk, duties of, 66.
Outputs, advantages of recording, 37.
advantages of separating, 36.
handling under traditional management, 25.
relation to individuality, 33.
Ownership, use of feeling of, 259.


Parkhurst, F.A.--"Applied Methods of Scientific Management," 181.
Pay, subdivisions of, 288.
use of, 286.
Performing, separated from planning, 61.
Personality, value of, 255.
Piece work, description of, 290.
Planning, a life study, 76.
an epoch-making example of, 78.
detailed done by all under scientific management, 80.
hardship to worker of individual, 79.
open to all who like it, 80.
separated from performing, 61.
taken from all who dislike it, 80.
wastefulness of individual, 79.
Planning department, work of, 62.
Pin plan, description of, 194.
Premium plan, description of, 295.
Pride, stimulation of, 259.
Professional standing as an incentive, 305.
Profit-sharing, description of, 296.
objections to, 296.
relation to scientific management, 297.
Programme, as routing, 193.
definition of, 192.
derived from record under scientific management, 203.
relation to records, 196.
result to work and worker of, 195.
types of, 197.
under traditional management, 192.
under transitory management, 193.
Promotion, provision for under scientific management, 87, 88.
use of, 286.
Psychology, aid to industries by, 233.
appreciation of scientific management by, 93.
Psychology, definition of, 1, 22.
experimental field of, 30.
relation to progress, 260.
value of study of, 1, 4.
Psychology of management, conclusions of, 18.
definition of, 1.
description and outline of, 1.
importance of, 1, 4, 15.
outline of method of, 18.
plan of study in, 15.
Pugnacity, usefulness of, 259.
Punishment, avoidance of, 308.
classes of, 305.
definition of, 273.
nature of, 274.
under traditional management, 277.


Quality, maintenance of, 238.
standardization of, 171.


Rate, necessity of maintaining, 291.
Reason, education of, 239.
Recognition, individual, 324.
Records, advantages of, 39.
definition of, 183.
educative value of, 190, 223.
individual, 40.
making by workers of, 40, 187.
necessity for detailed, 109.
of achievement, 187.
of good behavior, 186.
of initiative, 185.
posting of, 188.
relation to incentives, 41.
relation to programmes, 196.
result to work of, 188.
result on worker of, 189.
test of worth of, 184.
types of, 185, 197.
under scientific management, 184.
under traditional management, 183.
under transitory management, 184.
Records and programmes, result on work of, 206.
Records and programmes, result on worker of, 206.
Repair boss, duties of, 74.
Responsibility, under scientific management, 325.
Rest, provision for, 169.
Reward, assured, 282.
attainability of, 284.
benefits of positive, 281.
definition of, 273.
fixed, 282.
nature of, 274.
personal, 282.
predetermined, 282.
results of, 285.
under scientific management, 280.
under traditional management, 26, 275.
under transitory management, 279.
Rhythm, securing of, 240.
Route chart, description of, 194.
Route clerk, duties of, 66.


Schloss, David F.--"Methods of Industrial Remuneration," 75, 289.
Scientific management, appreciation by psychologists of, 93.
athletic contests under, 34.
brotherhood under, 328.
change in mental attitude under, 89.
contentment under, 327.
definition of, 6, 12.
derivation of, 17.
development of men under, 87.
disciplining under, 70.
divisions of, 16.
duties of foremen under, 64.
emulation under, 258.
final results of, 331.
functionalization under, 6, 81.
importance of teaching under, 215.
incentives under, 279.
individual task under, 43,
measurement under, 97.
methods of measurement under, 105.
opportunities in, 4.
place of workers under, 62.
provision for specialists under, 86.
provides for same detailed planning by all, 80.
place of analysis and synthesis in, 125.
possibility of prophecy under, 195.
promotion of men under, 87.
relation of all parts of, 242.
relation to imagination, 248.
relation to individuality, 27.
relation to individual records, 42.
relation to industrial peace, 331.
relation to invention, 136.
relation to memory, 245.
relation to profit snaring, 297.
relation to traditional management, 218.
relation to welfare, 320.
rewards under, 184, 280.
results in loyalty, 253.
selection of workers under, 32.
standardization under, 147.
stimulation of pride by, 259.
supplements demanded by, 29.
teaching of apprentices under, 262.
teaching of journeymen under, 262.
training of will under, 261.
transference of knowledge under, 117.
underlying ideas of, 16.
use of ambition by, 258.
use of curiosity, 255.
use of imitation, 256.
utilization of "all round" men under, 87.
utilization of one-talent men by, 86.
vocabulary, interest of, 8.
vocabulary, poverty, 7.
"will to do" under, 328.
Self control, development of, 326.
Sense training, importance of, 228.
methods of, 230.
scope of, 231.
Short time job, provision for, 82.
Smith, Adam--"Wealth of Nations," 84, 179.
Soldiering, disadvantages of, 274.
Specialists, provision under scientific management for, 86.
Specializing, encouraged under scientific management, 86.
Speed boss, duties of, 74.
Square deal, need for, 315.
Squareness, under scientific management, 327.
Standards, derivation of, 139.
effect of, 168.
relation to automatic response, 239.
relation to habit, 235.
relation to incentive, 140, 257.
relation to "judgment," 141.
relation to phrasing, 158.
relation to psychology, 142.
relations to systems, 145.
relation to task, 140.
result of measurement, 147.
"Standard amount," definition of, 98.
Standard clothing, 167.
Standard man, definition of, 152.
Standardization, definition of, 139.
develops individuality, 149.
invention under, 180.
of clothing, 166.
of devices, 164.
of equipment, 163.
of method of attack, 172.
of nomenclature, 151.
of quality, 171.
of tools, 164.
prevention of accidents by, 180.
progress of, 181.
purpose of, 143.
Standardization, relation to initiative, 148.
result to work of, 173.
result to worker of, 174.
under scientific management, 147.
under traditional management, 143.
under transitory management, 144.
universality of application, 149.
waste eliminated by, 150.
Stratton--"Experimental Psychology and Culture,"
92, 93, 113, 160, 169.
Suggestion, use of, 252.
Suggestion card, description of, 185.
Sully, James--"The Teacher's Handbook of Psychology,"
22, 23, 53, 141.
Synthesis, definition of, 123.
importance of selection in, 129.
relation to task, 130.
Synthesist, duties of, 129.
qualifications of, 135.
Systems, definition of, 221.
importance of, 144.
incentives to follow, 214.
inelasticity of, 214.
relations to standards of, 145.
teaching power of, 213.
value in transitory management, 146.

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