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

gives the punishment is the disinterested disciplinarian, that the punishment is made exactly appropriate to the offense, and that no advantage from it comes to any one except the men themselves, it can be understood that the psychological basis is such as to make a punishment rather an incentive than a detriment.

Direct Incentives Numerous and Powerful. — As for the direct incentives, these are so many that it is possible to enumerate only a few. For example —

This may be simply a result of love of speed, love of play, or love of activity, or it may be, in the case of a man running a machine, not so much for the love of the activity as for a love of seeing things progress rapidly. There is a love of contest which has been thoroughly discussed under "Athletic Contests," which results in racing, and in all the pleasures of competition.

Racing Directed Under Scientific Management. — The psychology of the race under Scientific Management is most interesting. The race is not a device of Scientific Management to speed up the worker, any speed that would be demanded by Scientific Management beyond the task-speed would be an unscientific thing. On the other hand, it is not the scope of Scientific Management to bar out any contests which would not be for the ultimate harm of the workers. Such interference would hamper individuality; would make the workers feel that they were restricted and held down. While the workers are, under Scientific Management, supposed to be under the supervision of some one who can see that the work is only such as they can do and continuously thrive, any such interference as, for example, stopping a harmless race, would at once make them feel that their individual initiative was absolutely destroyed. It is not the desire of Scientific Management to do anything of that sort, but rather to use every possible means to make the worker feel that his initiative is being conserved.

All "Native Reactions" Act as Incentives. — Pride, self-confidence, pugnacity, — all the "native reactions" utilized by teaching serve as direct incentives.

Results of Incentives to the Work. — All incentives in every form of management, tend, from their very nature, to increase output. When Scientific Management is introduced, there is selection of such incentives as will produce greatest amount of specified output, and the results can be predicted.

Results of Incentives to the Worker. — Under Traditional Management the incentives are usually such that the worker is likely to overwork himself if he allows himself to be driven by the incentive. This results in bodily exhaustion. So, also, the anxiety that accompanies an unstandardized incentive leads to mental exhaustion. With the introduction of Transitory Management, danger from both these types of exhaustion is removed. The incentive is so modified that it is instantly subject to judgment as to its ultimate value.

Scientific Management makes the incentives stronger than they are under any other type, partly by removing sources of worry, waste and hesitation, partly by determining the ratio of incentive to output. The worker under such incentives gains in bodily and mental poise and security.

 1. W.P. Gillette, Cost Analysis Engineering, p. 3.

 2. F.W. Taylor, Paper 647, A.S.M.E., para. 33, para. 59.

 3. Hugo Diemer, Factory Organization and Administration, p. 5.

 4. James M. Dodge, Paper 1115, A.S.M.E., p. 723.

 5. F.W. Taylor, Shop Management, para. 310-311, Harper Ed., pp. 142-143.

 6. See also C.U. Carpenter, Profit Making in Shop and Factory Management, pp. 113-115. For an extended and excellent account of the theory of well-known methods of compensating workmen, see C.B. Going, Principles of Industrial Engineering, chap. VIII.

CHAPTER X WELFARE

Definition of Welfare. — "Welfare" means "a state or condition of doing well; prosperous or satisfactory course or relation; exemption from evil;" in other words, well-being. This is the primary meaning of the word. But, to-day, it is used so often as an adjective, to describe work which is being attempted for the good of industrial workers, that any use of the word welfare has that fringe of meaning to it.

"Welfare" Here Includes Two Meanings. — In the discussion of welfare in this chapter, both meanings of the word will be included. "Welfare" under each form of management will be discussed, first, as meaning the outcome to the men of the type of management itself; and second, as discussing the sort of welfare work which is used under that form of management.

Discussion of First Answers. Three Questions. — A discussion of welfare as the result of work divides itself naturally into three parts, or three questions:

What is the effect upon the physical life?

What is the effect upon the mental life?

What is the effect upon the moral life?

Under Traditional Management No Physical Improvement. — The indefiniteness of Traditional Management manifests itself again in this discussion, it being almost impossible to make any general statement which could not be controverted by particular examples; but it is safe to say that in general, under Traditional Management, there is not a definite physical improvement in the average worker. In the first place, there is no provision for regularity in the work. The planning not being done ahead, the man has absolutely no way of knowing exactly what he will be called upon to do. There being no measure of fatigue, he has no means of knowing whether he can go to work the second part of the day, say, with anything like the efficiency with which he could go to work in the first part of the day. There being no standard, the amount of work which he can turn out must vary according as the tools, machinery and equipment are in proper condition, and the material supplies his needs.

No Good Habits Necessarily Formed. — In the second place, under Traditional Management there are no excellent habits necessarily formed. The man is left to do fairly as he pleases, if only the general outcome be considered sufficient by those over him. There may be a physical development on his part, if the work be of a kind which can develop him, or which he likes to such an extent that he is willing to do enough of it to develop him physically; this liking may come through the play element, or through the love of work, or through the love of contest, or through some other desire for activity, but it is not provided for scientifically, and the outcome cannot be exactly predicted. Therefore, under Traditional Management there is no way of knowing that good health and increased strength will result from the work, and we know that in many cases poor health and depleted strength have been the outcome of the work. We may say then fairly, as far as physical improvement is concerned that, though it might be the outcome of Traditional Management, it was rather in spite of Traditional Management, in the sense at least that the management had nothing to do with it, and had absolutely no way of providing for it. The moment that it was provided for in any systematic way, the Traditional Management vanished.

No Directed Mental Development. — Second, mental development. Here, again, there being no fixed habits, no specially trained habit of attention, no standard, there was no way of knowing that the man's mind was improving. Naturally, all minds improve merely with experience. Experience must be gathered in, and must be embodied into judgment. There is absolutely no way of estimating what the average need in this line would be, it varies so much with the temperament of the man. Again, it would usually be a thing that the man himself was responsible for, and not the management, certainly not the management in any impersonal sense. Some one man over an individual worker might be largely responsible for improving him intellectually. If this were so, it would be because of the temperament of the over-man, or because of his friendly desire to impart a mental stimulus; seldom, if ever, because the management provided for its being imparted. Thus, there was absolutely no way of predicting that wider or deeper interest, or that increased mental capacity, would take place.

Moral Development Doubtful. — As for moral development, in the average Traditional Management it was not only not provided for, but rather doubtful. A man had very little chance to develop real, personal responsibilities, in that there was always some one over him who was watching him, who disciplined him and corrected him, who handed in the reports for him, with the result that he was in a very slight sense a free agent. Only men higher up, the foremen and the superintendents could obtain real development from personal responsibilities. Neither was there much development of responsibility for others, in the sense of being responsible for personal development of others. Having no accurate standards to judge by, there was little or no possibility of appreciation of the relative standing of the men, either by the individual of himself, or by others of his ability. The man could be admired for his strength, or his skill, but not for his real efficiency, as measured in any satisfactory way. The management taught self-control in the most rudimentary way, or not at all. There was no distinct goal for the average man, neither was there any distinct way to arrive at such a goal; it was simply a case, with the man lower down, of making good for any one day and getting that day's pay. In the more enlightened forms of Traditional Management, a chance for promotion was always fairly sure, but the moment that the line of promotion became assured, we may say that Traditional Management had really ceased, and some form of Transitory Management was in operation.

"Square Deal" Lacking. — Perhaps the worst lack under Traditional Management is the lack of the "square deal." In the first place, even the most efficient worker under this form of management was not sure of his place. This not only meant worry on his part, which distracted his attention from what he did, but meant a wrong attitude all along the line. He had absolutely no way of knowing that, even though he did his best, the man over him, in anger, or because of some entirely ulterior thing, might not discharge him, put him in a lower position. So also the custom of spying, the only sort of inspection recognized under Traditional Management of the most elementary form, led to a feeling on the men's part that they were being constantly watched on the sly, and to an inability to concentrate. This brought about an inability to feel really honest, for being constantly under suspicion is enough to poison even one's own opinion of one's integrity. Again, being at the beck and call of a prejudiced foreman who was all-powerful, and having no assured protection from the whims of such a man, the worker was obliged, practically for self-protection, to try to conciliate the foremen by methods of assuming merits that are obvious, on the surface. He ingratiates himself in the favor of the foreman in that way best adapted to the peculiarities of the character of the foreman, sometimes joining societies, or the church of the foreman, sometimes helping him elect some political candidate or relative; at other times, by the more direct method of buying drinks, or taking up a subscription for presenting the foreman with a gold watch, "in appreciation of his fairness to all;" sometimes by consistently losing at cards or other games of chance. When it is considered that this same foreman was probably, at the time, enjoying a brutal feeling of power, it is no wonder that no sense of confidence of the "square deal" could develop. There are countless ways that the brutal