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

tag="{http://www.w3.org/1999/xhtml}a">9 The effect of the slightest variation in the shape or the method of handling the tool upon the three dimensions of the work that the tool can do in a given time, is astounding. 10 More important, from the psychological point of view, is the effect upon the mind of the worker of seeing such unstandardized equipment; of having to stop to select the particular tool that he desires, and thus having his attention distracted from his work; and of knowing that his act of judgment in so selecting is of no permanent value, as the next time he needs a similar tool he will probably have to reselect.

Standard Clothing a Crying Need. — There is a great need today for standardization in the field of clothing. The idea prevalent that wearing apparel is attractive only when it is "different" is unfortunate in its influence upon the cost of living. How much more unfortunate is it, when it affects the mind of the worker, and leads him to look upon standard working clothes with distaste.

To a careful observer, there is nothing more disheartening than a study of workers' clothes, especially the clothes of women workers. Too warm clothes where work requiring high temperature is done, with no provision for adding needed wraps for the trip home; high-heeled shoes where the worker must stand at her task for hours at a time; tight waists and ill fitting skirts, where every muscle should have free play, — these are but examples of hundreds of places where reforms are needed.

Little or no blame attaches to the worker for this state of affairs. Seldom, if ever, does the management attempt to standardize working clothes. Moreover, the underlying idea is not made clear that such clothes bear no resemblance to the meaningless uniforms which are badge and symbol of service. They resemble rather the blouse or pinafore of the artist, the outfit of the submarine diver or the fireman.

The Sports Present a Fine Example of This. — The greatest advance toward standardizing clothing has come in the sports, which, in many respects, present admirable object-lessons. In the tennis court, on the links, on the gridiron, the diamond, or track, the garment worn of itself does not increase fatigue. On the contrary, it is so designed as not to interfere with the efficiency of the wearer.

Management Should Provide Clothing Standards. — Under Ultimate Management the most efficient clothing for any kind of work will be standardized. The expense of such articles of clothing as will add to the quantity or quality of output will, directly or indirectly, be borne by the management, just as it now bears the expense for equipment and tools. These essentials being supplied, and the underlying dignity and importance of standardization understood, the worker will gladly conform, and supply the minor accessories.

Such Standards Must Apply to All. — It is of the utmost importance that such standardization, when adopted, should apply to the clothing of all, managers as well as employés. When the old pride in the "crafts" returns, or when efficiency is as universal in the industrial world as it is in the world of sport, — then one may look for results.

Effects of Such Standards Enormous. — The effect which such standardized clothing would have on the physical and mental well-being of the wearers can scarcely be overestimated. Fatigue would be eliminated, and the old "joy in working" might return. Not being based upon looks alone, — though the æsthetic appeal should not be neglected, — the worker's ability to work more and better with greater content of mind would be the criterion. The success of the clothing would be scientifically measured, the standards improved, and progress itself become standardized.

Standard Methods Eliminate Fatigue. — There is no doubt in the minds of those who have made it a study, that the constant receipt of the same kind of impressions, caused by the same kind of stimulation of the same terminal sense organs, causes semi-automatic response with less resulting fatigue, corresponding to the lessened effort. All methods should, therefore, as far as possible, be made up of standard elements under standard conditions, with standard devices and appliances, and they should be standardized from the standpoint of all of our senses as to color, shape, size, weight, location, position and surface texture, that the worker may grasp at a single thought by means of each or all his senses, that no special muscles or other fatiguing processes need be operated to achieve the standard result desired.

Muscles That Tire Easily Should Be Saved. — It must be remembered that all work should be so arranged that the muscle that changes the position or shape of the eye or the size of its pupil should not be operated except when necessary. Care in planning can oftentimes standardize conditions so as to relieve these and other muscles, which grow tired easily, or transfer this work to other muscles which are not so easily tired.

Not only do the reactions from such standards require less bodily effort, but it also requires less mental effort to work under methods that are standardized. Therefore, both directly and indirectly, the worker benefits by the standardization.

Rest from Fatigue Is Provided for Scientifically. — Scientific Management provides and prescribes rest for overcoming fatigue of the worker more scientifically and economically than he could possibly provide it for himself. Weber's law is that "our power of detecting differences between sensations does not depend on the absolute amount of difference in the stimuli, but on the relative amount."11 The additional fatigue from handling additional weights causes fatigue to increase with the weight, but not in direct proportion to the extra weight handled. When the correct weight of the unit to be handled has been determined, the additional weight will cause fatigue in quantities greater in proportion than the extra weight handled.

Rest Periods Arranged for Best Good of Work and Worker. — If possible, rest from fatigue is so arranged as to interfere with work the least. The necessary rest periods of the individuals of a gang should come at that period of the cycle that does not cause any allowance to be made for rest in between the performance of the dependent operations of different members of the gang. Such an arrangement will enable the worker to keep a sustained interest in the work.

Work with Animals Should Be Standardized. — The necessity for standardizing work with animals has been greatly underestimated, although it has been done more or less successfully in systems for construction work. For work with horses and carts, the harnesses and the carts should be standardized and standards only should be used. The instruction card dealing with the action, motions and their sequence should be standard to save time in changing teams from the full to the empty cart and vice versa. While standardized action is necessary with men, it is even more necessary for men in connection with the work of animals, such as horses, mules and oxen. The instruction card for the act of changing of teams from an empty cart to a full cart should state the side that the driver gets down from his seat to the ground, the sequence in which he unhooks the harness and hooks it up again, and the side on which he gets up to his seat in the cart. Even the wording of his orders to his horse should be standardized.

While this book will deal with the human mind only, it is in order to state that a book could be written to advantage on training the horse by means of a standard man-horse language and a standard practice of their combined action.

Animals have not the capacity for forming new habits that they have for remembering the sequence of former acts. They have little ability to adapt themselves to a sequence of motions caused by unexpected conditions, unless those conditions suggest the opportunity of revenge, or the necessity of self-preservation, or immediate welfare. This is only touched upon here from the man side.

Naturally, the output earning power of a man working with animals depends largely upon the handling of the animal, and the man can never attain his full output, or the managers get what they might expect to get from the man-horse combination, until the psychology of the horse, or mule, or elephant, or whatever animal is used, is also studied and combined with the other studies on Scientific Management.

An example of the benefits of standardized work with animals: — The standard fire signals in the Fire House cause such perfect horse action that fire horses always have a reputation for superior intelligence.

The Worker Who Is Best Suited for His Work in the Performing Department Is Incapable of Discovering the Best Method. — An exaggerated case of the result of leaving the selection of the method to the worker is that of the West Indian negro who carried the wheelbarrow on his head. 12 This well-known example, though it seems impossible and absurd, is no more inefficient than are hundreds of methods in use in the industrial world to-day.

Under Scientific Management Quality Is Standardized. — Scientific Management determines exactly what quality as well as what quantity of work is needed, and the method prescribed is that one not only of lower costs, but which fits the particular need of the particular occasion most accurately.

Workers are kept under pressure for quality, yet the pressure is not irksome, because the worker understands exactly what quality is desired, and what variations from exactness are permitted.

Variations in Quality or Exactness Indicated by Standard Signs. — All dimensions on the drawings of work have either a letter or symbol or plus or minus signs. There is much to be said about the effect this has on the worker.

1. It gives the worker immediate knowledge of the prescribed quality demanded.

2. He does not have to worry as to the maximum variation that he can make without interfering with his bonus.

3. There is no fear of criticism or discharge for using his own faulty judgment.

Scientific Management Has a Standard "Method of Attack." — We must note next the standard "method of attack" in Scientific Management. It is recognized that sensations are modified by those that come before, by those that come simultaneously, and by those that follow. The psychic effect of each and every kind of sensation depends upon what other sensations have been experienced, are being experienced at that time, or will presently be experienced. The scientific manager realizes this, and provides for the most desirable sequence of sensation; then, having seen, to the best of his ability, that the sensation occurs at the time which he desires it to occur, he provides for concentration upon that one sensation and elimination of all other thoughts or desires.

Professor Faraday says: "That part of self-education which consists in teaching the mind to resist the desires and inclinations until they are proved to be right is the most important of all." How this is shown under Scientific Management will be shown in "Teaching." It is sufficient to say here that the method of attack of Scientific Management is to eliminate all possible bodily as well as mental exertion, — to cut down motions, to cut down even sensations and such mental acts as visualizing. The object is, not so much to eliminate these motions and these sensations, and this visualizing from the life of the worker, as simply to use up less energy in producing the output. This allows the worker an extra supply of energy upon which to fall back to produce greater output and to get greater wages. If his energy is not all utilized in his working hours, then, as will be shown more clearly under "Welfare," there is that much more left for