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

enjoyment of power could be exercised by the man in a foreman's position. As has already been said, some men prefer promotion to a position of power more than anything else. Nearly all desire promotion to power for the extra money that it brings, and occasionally, a man will be found who loves the power, although unconsciously, for the pleasure he obtains in lording over other human beings. This quality is present more or less in all human beings. It is particularly strong in the savage, who likes to torture captured human beings and animals, and perhaps the greatest test for high qualifications of character and gentleness is that of having power over other human beings without unnecessarily accenting the difference in the situation. Under Military Management, there is practically no limit to this power, the management being satisfied if the foreman gets the work out of the men, and the men having practically no one to appeal to, and being obliged to receive their punishment always from the hands of a prejudiced party.

Little Possibility of Development of Will. — Being under such influence as this, there is little or no possibility of the development of an intelligent will. The "will to do" becomes stunted, unless the pay is large enough to lead the man to be willing to undergo abuses in order to get the money. There is nothing, moreover, in the aspect of the management itself to lead the man to have a feeling of confidence either in himself, or in the management, and to have that moral poise which will make him wish to advance.

Real Capacity Not Increased. — With the likelihood of suspicion, hate and jealousy arising, and with constant preparations for conflict, of which the average union and employers' association is the embodiment, naturally, real capacity is not increased, but is rather decreased, under this form of management, and we may ascribe this to three faults:

First, to lack of recognition of individuality, — men are handled mostly as gangs, and personality is sunk.

Second, to lack of standardization, and to lack of time study, that fundamental of all standardization, which leads to absolute inability to make a measured, and therefore scientific judgment, and

Third, to the lack of teaching; to the lack of all constructiveness.

These three lacks, then, constitute a strong reason why Traditional Management does not add to the welfare of the men.

Little Systematized Welfare Work Under Traditional Management. — As for welfare work, — that is, work which the employers themselves plan to benefit the men, if under such work be included timely impulses of the management for the men, and the carrying of these out in a more or less systematic way, it will be true to say that such welfare work has existed in all times, and under all forms of management. The kind-hearted man will show his kind heart wherever he is, but it is likewise true to say that little systematic beneficial work is done under what we have defined as Traditional Management.

Definite Statements as to Welfare Under Transitory Management Difficult To Make. — It is almost impossible to give any statement as to the general welfare of workers under Transitory Management, because, from the very nature of the case, Transitory Management is constantly changing. In the discussion of the various chapters, and in showing how individuality, functionalization, measurement, and so on, were introduced, and the psychological effect upon the men of their being introduced, welfare was more or less unsystematically considered. In turning to the discussion under Scientific Management and showing how welfare is the result of Scientific Management and is incorporated in it, much as to its growth will be included.

Welfare Work Under Transitory Management Is Usually Commendable. — As to the welfare work under Transitory Management, much could be said, and much has been said and written. Typical Welfare Work under Transitory Management deserves nothing but praise. It is the result of the dedication of many beautiful lives to a beautiful cause. It consists of such work as building rest rooms for the employés, in providing for amusements, in providing for better working conditions, in helping to better living conditions, in providing for some sort of a welfare worker who can talk with the employés and benefit them in every way, including being their representative in speaking with the management.

An Underlying Flaw Is Apparent. — There can be no doubt that an enormous quantity of good has been done by this welfare work, both positively, to the employés themselves, and indirectly, to the management, through fostering a kinder feeling. There is, however, a flaw to be found in the underlying principles of this welfare work as introduced in Transitory Management, and that is that it takes on more or less the aspect of a charity, and is so regarded both by the employés and by the employer. The employer, naturally, prides himself more or less upon doing something which is good, and the employé naturally resents more or less having something given to him as a sort of charity which he feels his by right.

Its Effect Is Detrimental. — The psychological significance of this is very great. The employer, feeling that he has bestowed a gift, is, naturally, rather chagrined to find it is received either as a right, or with a feeling of resentment. Therefore, he is often led to decrease what he might otherwise do, for it is only an unusual and a very high type of mind that can be satisfied simply with the doing of the good act, without the return of gratitude. On the other hand, the employé, if he be a man of pride, may resent charity even in such a general form as this, and may, with an element of rightness, prefer that the money to be expended be put into his pay envelope, instead. If it is simply a case of better working conditions, something that improves him as an efficient worker for the management, he will feel that this welfare work is in no sense something which he receives as a gift, but rather something which is his right, and which benefits the employer exactly as much, if not more than it benefits him.

Welfare Work Not Self-perpetuating. — Another fault which can be found with the actual administration of the welfare work, is the fact that it often disregards one of the fundamental principles of Scientific Management, in that the welfare workers themselves do not train enough people to follow in their footsteps, and thus make welfare self-perpetuating.

In one case which the writer has in mind, a noble woman is devoting her life to the welfare of a body of employés in an industry which greatly requires such work. The work which she is doing is undoubtedly benefiting these people in every aspect, not only of their business but of their home lives, but it is also true that should she be obliged to give up the work, or be suddenly called away, the work would practically fall to pieces. It is built up upon her personality, and, wonderful as it is, its basis must be recognized as unscientific and temporary.

Scientific Provision for Welfare Under Scientific Management. — Under Scientific Management general welfare is provided for by: —

The effect that the work has on physical improvement. This we shall discuss under three headings —

1. the regularity of the work.

2. habits.

3. physical development.

As for the regularity of the work — we have

(a) The apportionment of the work and the rest. Under Scientific Management, work time and rest time are scientifically apportioned. This means that the man is able to come to each task with the same amount of strength, and that from his work he gains habits of regularity.

(b) The laying out of the work. The standards upon which the instruction cards are based, and the method of preparing them, assure regularity.

(c) The manner of performing the work. Every time that identical work is done, it is done in an identical manner.

The resulting regularity has an excellent effect upon the physical welfare of the worker.

2. Habits, under Scientific Management,

(a) are prescribed by standards. The various physical habits of the man, the motions that are used, having all been timed and then standardized, the worker acquires physical habits that are fixed.

(b) are taught; 1 therefore they are not remote but come actually and promptly into the consciousness and into the action of the worker.

(c) are retained, because they are standard habits and because the rewards which are given for using them make it an object to the worker to retain them.

(d) Are reënforced by individuality and functionalization; that is to say, the worker is considered as an individual, and his possibilities are studied, before he is put into the work; therefore, his own individuality and his own particular function naturally reënforce those habits which he is taught to form. These habits, being scientifically derived, add to physical improvement.

3. Physical development

(a) is fostered through the play element, has been scientifically studied, and is utilized as far as possible; the same is true of the love of work, which is reënforced by the fact that the man has been placed where he will have the most love for his work.

(b) is insured by the love of contest, which is provided for not only by contest with others, but by the constant contest of the worker with his own previous records. When he does exceed these records he utilizes powers which it is for his good physically, as well as otherwise, to utilize.

Results of Physical Improvement. — This regularity, good habits, and physical development, result in good health, increased strength and a better appearance. To these three results all scientific managers testify. An excellent example of this is found in Mr. Gantt's "Work, Wages and Profits," where the increased health, the better color and the better general appearance of the workers under Scientific Management is commented on as well as the fact that they are inspired by their habits to dress themselves better and in every way to become of a higher type. 2

Mental Development. — Welfare under Scientific Management is provided for by Mental Development. This we may discuss under habits, and under general mental development.

1. As for habits we must consider

(a) Habits of attention. Under Scientific Management, as we have shown, attention must become a habit. Only when it does become a habit, can the work required be properly performed, and the reward received. As only those who show themselves capable of really receiving the reward are considered to be properly placed, ultimately all who remain at work under Scientific Management must attain this habit of attention.

(b) Habit of method of attack. This not only enables the worker to do the things that he is assigned satisfactorily, but also has the broadening effect of teaching him how to do other things, i.e., showing him the "how" of doing things, and giving him standards which are the outcome of mental habits, and by which he learns to measure.

2. General mental development is provided for by the experience which the worker gets not only in the general way in which all who work must give experience, but in the set way provided for by Scientific Management. This is so presented to the worker that it becomes actually usable at once. This not only allows him to judge others, but provides for self-knowledge, which is one of the most valuable of all of the outcomes of Scientific Management. He becomes mentally capable of estimating his own powers and predicting what he himself is capable of doing. The outcome of this mental development is

(a) wider interest.

(b) deeper interest.

(c) increased mental capabilities.

The better method of attack would necessarily provide for wider interest. The fact that