The Psychology of Management - L. M. Gilbreth (read novel full TXT) 📗

Time for Using Systems. — There is, under this type of management, no set time for the study of the systems.

Systems Inelastic. — Being written, these systems have all the disadvantages of anything that is written. That is to say, they require considerable adaptability on the part of the man who is using them. He must consider his own mind, and the amount of time which he must put on studying; he must consider his own work, and adapting that method to his work while still obeying instructions. In the case of the system being in great detail, he can usually find a fairly detailed description of what he is going to do, and can use that. In the case of the system being not so complete, if his work varies, he must show intelligence in varying the system, and this intelligence often demands a knowledge which he has not, and knows not where to obtain.

Waste of Time from Unstandardized Systems. — The time necessitated by the worker's laying out details of his method is taken from the total time of his working day, hence in so far cuts down his total product. Moreover, if no record is kept of the details of his planning the next worker on the same kind of work must repeat the investigation.

Later Transitional Management Emphasizes Use of Standards. — Later Transitional Management eliminates this waste of time by standardizing methods composed of standardized timed units, thus both rendering standards elastic, and furnishing details.

Teaching Most Important Under Scientific Management. — Teaching is a most important element under Scientific Management not only because it increases industrial efficiency, but also because it fosters industrial peace. 2

Importance Depends on Other Elements of Scientific Management. — As we have seen, Scientific Management has as a basic idea the necessity of divided responsibility, or functionalization. This, when accompanied by the interdependent bonus, creates an incentive to teach and an incentive to learn. Scientific Management divides the planning from the performing in order to centralize and standardize knowledge in the planning department, thus making all knowledge of each available to all. This puts at the disposal of all more than any could have alone. The importance of having this collected and standardized knowledge conveyed best to the worker cannot be overestimated. Through this knowledge, the worker is able to increase his output, and thus insure the lowered costs, that provide the funds with which to pay his higher wages, — to increase his potential as well as actual efficiency, and best to coöperate with other workers and with the management.

Importance of Teaching Element Best Claim to Permanence of Scientific Management. — Upon the emphasis which it places on teaching rests/a large part of the claim of Scientific Management for permanence. 3 We have already shown the derivation of the standards which are taught. We have shown that the relation between the planning and performing departments is based largely on means and methods for teaching. We have only to show here that the teaching is done in accordance with those laws of Psychology that are the laws of Pedagogy.

Teaching in Scientific Management Not the Result of Theory Only. — The methods of teaching under Scientific Management were not devised in response to theories of education. They are the result of actual experience in getting work done most successfully. The teachers, the methods, the devices for teaching, — all these grew up to meet needs, as did the other elements of Scientific Management.

Conformity of Teaching to Psychological Laws Proof of Worth of Scientific Management. — The fact that teaching under Scientific Management does conform, as will be shown, to the laws of Psychology, is an added proof of the value of Scientific Management.

Change from Teaching Under Traditional Management. — Mr. Gantt says, "The general policy of the past has been to drive; but the era of force must give way to that of knowledge, and the policy of the future will be to teach and to lead, to the advantage of all concerned." 4 This "driving" element of Traditional Management is eliminated by Scientific Management.

Necessity for Personally Derived Judgment Eliminated. — So also is eliminated the old belief that the worker must go through all possible experiences in order to acquire "judgment" as to best methods. If the worker must pass through all the stages of the training of the old-fashioned mechanic, and this is seriously advocated by some, he may fail to reach the higher planes of knowledge afforded by training under Scientific Management, by reason of sheer lack of time. If, therefore, by artificial conditions caused by united agreement and collective bargaining, workmen insist upon forcing upon the new learners the old-school training, they will lose just so much of the benefits of training under those carefully arranged and carefully safe-guarded processes of industrial investigation in which modern science has been successful. To refuse to start in where others have left off, is really as wasteful as it would be to refuse to use mathematical formulas because they have been worked out by others. It might be advocated that the mind would grow by working out every possible mathematical formula before using it, but the result would be that the student would be held back from any further original investigation. Duplicating primary investigations might be original work for him, but it would be worthless as far as the world is concerned. The same is absolutely true in management. If the worker is held back by acquiring every bit of knowledge for himself instead of taking the work of others as the starting point, the most valuable initiative will be lost to the world.

Bad Habits the Result of Undirected Learning. — Even worse than the waste of time would be the danger of acquiring habits of bad methods, habits of unnecessary motions, habits of inaccurate work; habits of inattention. Any or all of these might develop. These are all prevented under Scientific Management by the improved methods of teaching.

Valuable Elements of Traditional Management Conserved. — There are, however, many valuable elements of the old Traditional system of teaching and of management which should be retained and not be lost in the new.

For example, — the greatest single cause of making men capable under the old plan was the foreman's unconscious ability to make his men believe, before they started a task, that they could achieve it.

It must not be thought that because of the aids to the teacher under Scientific Management the old thought of personality is lost. The old ability to convert a man to the belief that he could do a thing, to inspire him with confidence in his foreman, with confidence in himself, and a desire to do things, is by no means lost, on the contrary it is carefully preserved under Scientific Management.

Teaching of Transitory Management Supplemented. — In the transforming of Transitory into Scientific Management, we note that the process is one of supplementing, not of discarding. Written system, which is the distinguishing characteristic of Transitory Management, is somewhat limited in its scope, but its usefulness is by no means impaired.

Scope of Teaching Under Scientific Management. — Under Scientific Management teaching must cover

1. Teaching of right methods of doing work,

2. Teaching of right habits of doing the right methods.

The teacher must so impart the knowledge that judgment can be acquired without the learner being obliged himself to experience all the elements of the judgment.

Needs for Teaching Under Scientific Management. — The needs for this teaching have been stated, but may be recapitulated here.

1. Worker may not observe his own mistakes.

2. Worker has no opportunity under the old industrial conditions to standardize his own methods.

3. Worker must know standard practice.

4. Waste can be eliminated by the teaching.

5. Right habits can be instilled.

Sources of Teaching Under Scientific Management. — The sources of teaching under Scientific Management are

1. Friends or Relatives
2. Fellow workers
3. Literature of the Trade
4. Night schools and study
5. The Management. }
}
}
}
} If the worker chooses
to use them.

Methods of Teaching Under Scientific Management. — The Methods of Teaching under Scientific Management are

1. Written, by means of

(a) Instruction Cards telling what is to be done and how.

(b) Systems, explaining the why.

(c) Drawings, charts, plans, photographs, illustrating methods.

(d) Records made by the worker himself.

2. Oral, the teaching of the Functional Foremen.

3. Object-lessons:

(a) Exhibits.

(b) Working models.

(c) Demonstrations by the Teacher.

(d) Demonstrations by the worker under Supervision.

Worker a Source of These Methods. — It should be often stated that, ultimately, the elements of all methods are derived from a study of workers, and that the worker should be enabled to realize this. Only when he feels that he is a part of what is taught, and that the teachers are a means of presenting to him the underlying principles of his own experience, will the worker be able to coöperate with all his energy.

Instruction Cards Are Directions. — Instruction Cards are direct instructions for each piece of work, giving, in most concise form, closely defined description of standard practice and directions as to how each element of the standardized task is to be performed. The makers know that they must make their directions clear ultimately, therefore they strive constantly for clearness.

Instruction Cards Teach Directly and Indirectly. — These Instruction Cards not only teach the worker directly best to do his work, but also teach him indirectly how to become a leader, demonstrator, teacher and functional foreman. Study of them may lead to an interest in, and a study of, elements, and to preparation for becoming one of the planning department. The excellent method of attack of the Instruction Card cannot fail to have some good effect, even upon such workers as do not consciously note it.5

Systems Are Reasons and Explanations. — "Systems" or standing orders are collections of detailed reasons for, and explanations of, the decisions embodied in the directions of the Instruction Cards. There is a system showing the standard practice of each kind of work.

They Enlist the Judgment of the Worker. — Under really successful management, it is realized that the worker is of an inquiring mind, and that, unless this inquiring tendency of his is recognized, and his curiosity is satisfied, he can never do his best work. Unless the man knows why he is doing the thing, his judgment will never reënforce his work. He may conform to the method absolutely, but his work will not enlist his zeal unless he knows just exactly why he is made to work in the particular manner prescribed. This giving of the "why" to the worker through the system, and thus allowing his reason to follow through all the details, and his judgment to conform absolutely, should silence the objections of those who claim that the worker becomes a machine, and that he has no incentive to think at his work. On the contrary, it will be seen that this method furnishes him with more viewpoints from which he can consider his work.

Drawings, Charts, Plans and Photographs Means of Making Directions Clearer. — The Instruction Cards are supplemented with drawings, charts, plans and stereoscopic and timed motion photographs, — any or all, — in order to make the directions of the Instruction Cards plainer.

Stereoscopic and Micro-Motion Study Photographs Particularly Useful. — Stereoscopic photographs are especially useful in helping non-visualizers, and in presenting absolutely new work. The value as an educator of stereoscopic and synthesized micro-motion photographs of right methods is as yet but faintly appreciated.

The "timed motion picture," or "micro-motion study photograph" as it is called, consists of rapidly photographing workers in action accompanied by a specially constructed chronometer that shows such minute divisions of time that motion pictures taken at a speed that will catch the most rapid of human motions without a blur,