The Psychology of Management, L. M. Gilbreth [always you kirsty moseley txt] 📗

which the knowledge that he had a secret skill gave him in the past.

One method of securing this publicity is by naming the device or method after its inventor. This has been found to be successful not only in satisfying the inventor, but in stimulating others to invent.

Measurement of Individual Efficiency Will Be Endorsed by All. — 2. The worker will, ultimately, realize that it is for the good of all, as well as for himself, that individual efficiency be measured and rewarded.

It has been advanced as an argument against measurement that it discriminates against the "weaker brother," who should have a right to obtain the same pay as the stronger, for the reason that he has equal needs for this pay to maintain life and for the support of his family.

Putting aside at the moment the emotional side of this argument, which is undoubtedly a strong side and a side worthy of consideration, with much truth in it, and looking solely at the logical side, — it cannot do the "weaker" brother any good in the long run, and it does the world much harm, to have his work overestimated. The day is coming, when the world will demand that the quantity of the day's work shall be measured as accurately where one sells labor, as where one sells sugar or flour. Then, pretending that one's output is greater than it really is will be classed with "divers weights and divers measures," with their false standards. The day will come when the public will insist that the "weaker brother's" output be measured to determine just how weak he is, and whether it is weakness, unfitness for that particular job, or laziness that is the cause of his output being low. When he reaches a certain degree of weakness, he will be assisted with a definite measured quantity of assistance. Thus the "weaker brother" may be readily distinguished from the lazy, strong brother, and the brother who is working at the wrong job. Measurement should certainly be insisted on, in order to determine whether these strong brothers are doing their full share, or whether they are causing the weaker brothers to over-exert themselves.

No one who has investigated the subject properly can doubt that it will be better for the world in general to have each man's output, weak and strong, properly measured and estimated regardless of whether the weak and strong are or are not paid the same wages. The reason why the unions have had to insist that the work shall not be measured and that the weaker brother's weakness shall not be realized is, that in the industrial world the only brotherhood that was recognized was the brotherhood between the workers, there being a distinct antagonism between the worker and the manager and little or no brotherhood of the public at large. When Scientific Management does away, as it surely will, with this antagonism, by reason of the coöperation which is its fundamental idea, then the workers will show themselves glad to be measured.

As for the "weaker" brother idea, it is a natural result of such ill treatment. It has become such a far-reaching emotion that even Scientific Management, with its remedy for many ills, cannot expect in a moment, or in a few years, to alter the emotional bias of the multitudes of people who have held it for good and sufficient reasons for generations.

The Government Should Conserve Measurement Data. — The one thing which can permanently alter this feeling forms the natural conclusion to this chapter. That is, measurements in general and motion study and time study in particular must become a matter of government investigation. When the government has taken over the investigation and established a bureau where such data as Scientific Management discovers is collected and kept on file for all who will to use, then the possessor of the secret will feel that it can safely place the welfare of its "weaker brothers" in the hands of a body which is founded and operates on the idea of the "square deal."

Appreciation of Time Study by Workers the First Step. — The first step of the workers in this direction must be the appreciation of time study, for on time study hangs the entire subject of Scientific Management. It is this great discovery by Dr. Taylor that makes the elimination of waste possible. It has come to stay. Many labor leaders are opposed to it, but the wise thing for them to do is to study, foster and cultivate it. They cannot stop its progress. There is no thing that can stop it. The modern managers will obtain it, and the only way to prevent it from being used by unscrupulous managers is for the workman also to learn the facts of time study. It is of the utmost importance to the workers of the country, for their own protection, that they be as familiar with time study data as the managers are. Time study is the foundation and frame work of rate setting and fixing, and certainly the subject of rate fixing is the most important subject there is to the workmen, whether they are working on day work, piece work, premium, differential rate piece, task with bonus, or three-rate system.

Dr. Taylor has proved by time study that many of the customary working days are too long, that the same amount of output can be achieved in fewer hours per day. Time study affords the means for the only scientific proof that many trades fatigue the workers beyond their endurance and strength. Time study is the one means by which the workers can prove the real facts of their unfortunate condition under the Traditional plan of management.

The workers of the country should be the very ones that should insist upon the government taking the matter in hand for scientific investigation. Knowledge is power, — a rule with no exception, and the knowledge of scientific time study would prepare the workers of any trade, and would provide their intelligent leaders with data for accurate decisions for legislation and other steps for their best interests. The national bodies should hire experts to represent them and to coöperate with the government bureau in applying science to their life work.

The day is fast approaching when makers of machinery will have the best method of operating their machines micro-motion studied and cyclegraphed and description of methods of operation in accordance with such records will be everywhere considered as a part of the "makers' directions for using."

Furthermore associations of manufacturers will establish laboratories for determining methods of least waste by means of motion study, time study and micro-motion study, and the findings of such laboratories will be put in standardized shape for use by all its members. The trend today shows that soon there will be hundreds of books of time study tables. The government must sooner or later save the waste resulting from this useless duplication of efforts.

 1. Hugo Münsterberg, American Problems, p. 34.

 2. G.M. Stratton, Experimental Psychology and Its Bearing upon Culture, p. 37.

 3. Ibid., p. 38.

 4. For apparatus for psychological experiment see Stratton, p. 38, p. 171, p. 265.

 5. H.L. Gantt, Work, Wages and Profits, p. 15.

 6. Morris Llewellyn Cooke, Bulletin No. 5, The Carnegie Foundation for the Advancement of Teaching, p. 7.

 7. F.W. Taylor, Shop Management, para. 29. Harper Ed., p. 25.

 8. H.L. Gantt, Paper No. 928, A.S.M.E., para. 6.

 9. F.B. Gilbreth, Cost Reducing System.

10. F.W. Taylor, Shop Management, para. 61. Harper Ed., p. 33.

11. Industrial Engineering, Jan., 1913.

12. F.W. Taylor, Shop Management, pp. 398-391. Harper Ed., p. 179. Compare, U.S. Bulletin of Agriculture No. 208. The Influence of Muscular and Mental Work on Metabolism.

13. President's Annual Address, Dec., 1906. Vol. 28, Transactions A.S.M.E.

14. American Journal of Physiology, 1904, XI, pp. 145-170.

15. R.T. Dana, For Construction Service Co., Handbook of Steam Shovel Work, p. 161. H.P. Gillette, Vol. I, p. 71, A.S.E.C.

16. F.W. Taylor, Vol. 28, A.S.M.E., Paper 1119, para. 68.

17. Hugo Münsterberg, American Problems, p. 37.

18. G.M. Stratton, Experimental Psychology and Culture, p. 59.

19. Henry Metcalfe, Cost of Manufactures.

20. F.W. Taylor, Shop Management, para. 46. Harper Ed., p. 30. F.W. Taylor, A Piece Rate System, Paper 647, A.S.M.E., para. 22.

CHAPTER V ANALYSIS AND SYNTHESIS

Definition of Analysis. — "Analysis," says the Century Dictionary is "the resolution or separation of anything which is compound, as a conception, a sentence, a material substance or an event, into its constituent elements or into its causes;" that is to say, analysis is the division of the thing under consideration into its definite cause, and into its definite parts or elements, and the explanation of the principle upon which such division is made.1

Definition of Synthesis. — "Synthesis" is, "a putting of two or more things together; composition; specifically, the combination of separate elements of objects of thought into a whole, as of simple into compound or complex conceptions, and individual propositions into a system."

Use of Analysis and Synthesis by Psychology. — Analysis is defined by Sully as follows: "Analysis" is "taking apart more complex processes in order to single out for special inspection their several constituent processes."

He divides elements of thought activity into two

"(a) analysis: abstraction

(b) synthesis: comparison."

Speaking of the latter, he says, "The clear explicit detachment in thought of the common elements which comparison secures allows of a new reconstructive synthesis of things as made up of particular groupings of a number of general qualities."

Place of Analysis and Synthesis in Management. — Any study of management which aims to prove that management may be, and under Scientific Management is, a science, must investigate its use of analysis and of synthesis. 2 Upon the degree and perfection of the analysis depends the permanent value and usefulness of the knowledge gained. Upon the synthesis, and what it includes and excludes, depends the efficiency of the results deduced.

Little Analysis or Synthesis Under Traditional Management. — Under Traditional Management analysis and synthesis are so seldom present as to be negligible. Success or failure are seldom if ever so studied and measured that the causes are well understood. Therefore, no standards for future work that are of any value can be established. It need only be added that one reason why Traditional Management makes so little progress is because it makes no analyses that are of permanent value. What data it has are available for immediate use only. Practically every man who does the work must "start at the beginning," for himself. If this is often true of entire methods, it is even more true of elements of methods. As elements are not studied and recorded separately, they are not recognized when they appear again, and the resultant waste is appalling. This waste is inevitable with the lack of coöperation under Traditional Management and the fact that each worker plans the greater part of his work for himself.

Analysis and Synthesis Appear Late in Transitory Management. — Division of output appears early in Transitory Management, but it is usually not until a late stage that motion study and time study are conducted so successfully that scientifically determined and timed elements can be constructed into standards. As everything that is attempted in the line of analysis and synthesis under Transitory Management is done scientifically under Scientific Management, we may avoid repetition by considering Scientific Management at once.

Relation of Analysis and Synthesis in Scientific Management to Measurement and Standardization. — Analysis considers the subject that is to be measured, — be it individual action or output of any kind, — and divides it into such a number of parts, and parts of such a nature, as will best