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The Psychology of Management by Lillian Moller Gilbreth
3. What to Do.

The Psychology of Management by Lillian Moller Gilbreth

3. What to Do.

Chapter 173 4 words

Chapter 1: Chapter 1
Chapter 2: CHAPTER I PAGE
Chapter 3: CHAPTER II
Chapter 4: CHAPTER III
Chapter 5: CHAPTER IV
Chapter 6: CHAPTER V
Chapter 7: CHAPTER VI
Chapter 8: CHAPTER VII
Chapter 9: CHAPTER VIII
Chapter 10: CHAPTER IX
Chapter 11: CHAPTER X
Chapter 12: CHAPTER I
Chapter 13: 1. Management is a life study of every man who works with other
Chapter 14: 2. A knowledge of the underlying laws of management is the most
Chapter 15: 3. This knowledge is to be had _now_. The men who have it are
Chapter 16: 4. The psychology of, that is, the mind's place in management is
Chapter 17: 5. It is a division well fitted to occupy the attention of the
Chapter 18: introduction to psychology and to management, can suggest the
Chapter 19: 2. what we have defined as the "Transitory" plan of
Chapter 20: 3. management which not only is not striving to be
Chapter 21: 4. the distinctive name is the Taylor Plan of Management.
Chapter 22: 1. To enumerate the underlying principles on which scientific
Chapter 23: 2. To show in how far the other two types of management vary
Chapter 24: 3. To discuss the psychological aspect of each principle.
Chapter 25: 1. The relation of Scientific Management to the other types
Chapter 26: 3. The relation between the various elements of Scientific
Chapter 27: 4. The psychology of management in general, and of the three
Chapter 28: 9. Welfare.
Chapter 29: 2. Appearance and importance of the idea in Traditional and
Chapter 30: 3. Appearance and importance of the idea in Scientific
Chapter 31: 4. Elements of Scientific Management which show the effects
Chapter 32: 5. Results of the idea upon work and workers.
Chapter 33: 3. Contrary to a widespread belief that Scientific Management
Chapter 34: 4. Scientific Management fosters individuality by
Chapter 35: 5. Measurement, in Scientific Management, is of ultimate
Chapter 36: 6. These measured ultimate units are combined into methods of
Chapter 37: 7. Standardization under Scientific Management applies to all
Chapter 38: 8. The accurate records of Scientific Management make
Chapter 39: 9. Through the teaching of Scientific Management the
Chapter 40: 10. The method of teaching of Scientific Management is a
Chapter 41: 11. Incentives under Scientific Management not only stimulate
Chapter 42: 12. It is for the ultimate as well as immediate welfare of
Chapter 43: 13. Scientific Management is applicable to all fields of
Chapter 44: 14. Scientific Management is applicable to self-management as
Chapter 45: 15. It teaches men to coöperate with the management as well
Chapter 46: 17. The psychological element of Scientific Management is the
Chapter 47: 18. Because Scientific Management is psychologically right it
Chapter 48: 19. This psychological study of Scientific Management
Chapter 49: 20. Scientific Management simultaneously
Chapter 50: 2. Halbert P. Gillette, Paper No. 1, American Society of
Chapter 51: 6. F.W. Taylor, _Shop Management_, para. 16, Am. Soc. M.E., Paper
Chapter 52: 9. Morris Llewellyn Cooke, _Bulletin No. 5 of the Carnegie
Chapter 53: 10. F.W. Taylor, _Shop Management_, para. 234, Am. Soc. M.E., Paper
Chapter 54: 13. Henry R. Towne, Introduction to _Shop Management_. (Harper &
Chapter 55: 14. F.W. Taylor, _Principles of Scientific Management_, p. 123.
Chapter 56: 16. F.W. Taylor, _Principles of Scientific Management_, p. 137.
Chapter 57: CHAPTER II
Chapter 58: 1. The importance of the study of the individual, and the
Chapter 59: 2. The difficulty of the study, and the necessity for great
Chapter 60: 3. The necessity of considering any one individual trait as
Chapter 61: 4. The importance of the individual as distinct from the
Chapter 62: 1. The work is more specialized, hence requires more
Chapter 63: 2. With standardized methods comes a knowledge to the
Chapter 64: 3. Motion study, in its investigation of the worker, supplies
Chapter 65: 1. By psychological and physiological study of workers under
Chapter 66: 2. By scientific study of the worker made before he comes
Chapter 67: 1. Determining the capabilities of the boy, that is, seeing
Chapter 68: 2. Determining the possibilities of his securing work in the
Chapter 69: 11. Rewards must be prompt and provided for all
Chapter 70: 12. Appreciation must be shown.[11]
Chapter 71: 2. It is prepared for the particular individual who is
Chapter 72: 1. When, where, how, and how much is individuality
Chapter 73: 2. What consideration is given to the relation of the mind to
Chapter 74: 3. What is the relative emphasis on consideration of
Chapter 75: 6. What is the effect toward causing or bringing about
Chapter 76: 9. L.B. Blan, _A Special Study of the Incidence of Retardation_,
Chapter 77: 11. F.B. Gilbreth, _Cost Reducing System_, Chap. III.
Chapter 78: CHAPTER III
Chapter 79: 4. What are the results to the worker?
Chapter 80: 9. Good health.
Chapter 81: 1. That the position will be best filled by a very high and
Chapter 82: 2. That the man is forced to use every atom of all of his
Chapter 83: 3. That in many cases the work assigned for him to do calls
Chapter 84: 4. That psychology tells us that a man fitted to perform some
Chapter 85: 11. poor investigation of workers' special capabilities.
Chapter 86: 4. assigning competent workers to fitting work.
Chapter 87: 8. quantity of additional pay that shall be given for doing it.
Chapter 88: 1. coöperation with the management in obtaining the prescribed
Chapter 89: 2. the exercise of their ingenuity in making improvements
Chapter 90: 3. the fitting of themselves for higher pay and promotion.
Chapter 91: 4. Disciplinarian
Chapter 92: 8. Inspector
Chapter 93: 2. a good observer, able to note minute variations of method,
Chapter 94: 3. a good teacher.
Chapter 95: 1. the particular place in the field of knowledge in which
Chapter 96: 2. the change in the type of criticism expected from the
Chapter 97: 3. the far greater emphasis placed on duties as a teacher.
Chapter 98: 6. an offense against the system (disobeying orders), falling
Chapter 99: 1. in doing the work itself, as will be shown at length in
Chapter 100: 2. outside of the regular working hours, but in connection
Chapter 101: 2. Decide whether the place can be best handled as one, or
Chapter 102: 2. the long time job.
Chapter 103: 5. Gillette and Dana, _Cost Keeping and Management Engineering_,
Chapter 104: 7. F.W. Taylor, _Shop Management_, para. 221-231. Harper Ed.,
Chapter 105: 12. For excellent example of special routing see: Charles Day,
Chapter 106: 13. C. Babbage, _Economy of Manufacturers_. p. 172. "The constant
Chapter 107: 14. F.W. Taylor, _On the Art of Cutting Metals_, Paper No. 1119,
Chapter 108: 15. C.G. Barth, _Slide Rules for Machine Shops and Taylor System_.
Chapter 109: 17. Adam Smith, _Wealth of Nations_, p. 2. "The greatest improvement
Chapter 110: 18. H.K. Hathaway, _The Value of "Non-Producers" in Manufacturing
Chapter 111: 19. Gillette and Dana, _Cost Keeping and Management Engineering_,
Chapter 112: 20. Morris Llewellyn Cooke, _Bulletin No. 5, Carnegie Foundation for
Chapter 113: 21. H.L. Gantt, _Work, Wages and Profits_, p. 120.
Chapter 114: CHAPTER IV
Chapter 115: 1. The student will discover, in the books on experimental
Chapter 116: 2. He will receive priceless instruction in methods of
Chapter 117: 4. What accurate measurement determines his
Chapter 118: 3. time for overcoming delays.
Chapter 119: 3. be willing to coöperate.
Chapter 120: 2. that all get an ample compensation for what
Chapter 121: 3. that under them general welfare is considered;
Chapter 122: 2. the length of time required for a worker to do a
Chapter 123: 3. the amount of rest and the time of rest required to
Chapter 124: 3. how best to use them.
Chapter 125: 4. furnish resulting timed elements to the synthesizer
Chapter 126: 1. The maintained tension on a belt bears a close relation to
Chapter 127: 2. The speed of a buzz planer determines its liability to
Chapter 128: 2. what function it will be best to assign them to and to
Chapter 129: 2. ability to assign men to the work which they should do, to
Chapter 130: 3. ability to predict. On this ability to predict rests the
Chapter 131: 2. The worker's judgment is appealed to. The method that he uses
Chapter 132: 3. The worker's reasoning powers are developed. Continuous
Chapter 133: 4. The worker fits his task, therefore there is no need of
Chapter 134: 5. There is elimination of soldiering, both natural and
Chapter 135: 1. The worker will become more and more willing to impart his
Chapter 136: 2. G.M. Stratton, _Experimental Psychology and Its Bearing upon
Chapter 137: 4. For apparatus for psychological experiment see Stratton, p. 38,
Chapter 138: 6. Morris Llewellyn Cooke, Bulletin No. 5, _The Carnegie Foundation
Chapter 139: 12. F.W. Taylor, _Shop Management_, pp. 398-391. Harper Ed., p. 179.
Chapter 140: 13. President's Annual Address, Dec., 1906. Vol. 28, Transactions
Chapter 141: 15. R.T. Dana, For Construction Service Co., _Handbook of Steam
Chapter 142: 20. F.W. Taylor, _Shop Management_, para. 46. Harper Ed., p. 30.
Chapter 143: CHAPTER V
Chapter 144: 3. how many elements that it contains are likely to be
Chapter 145: 4. how many new elements that it contains are likely to be
Chapter 146: 5. the probable cost of the work after it has been studied--
Chapter 147: 6. The loss, if any, from delaying the work until after it
Chapter 148: 7. the availability of trained observers and measurers,
Chapter 149: 8. the available money for carrying on the investigations.
Chapter 150: 2. "labor imposed, especially a definite quantity or amount
Chapter 151: 3. "a lesson to be learned; a portion of study imposed by a
Chapter 152: 5. "burdensome employment; toil."
Chapter 153: 1. The tools and surrounding conditions with which the work
Chapter 154: 3. The time that the work shall take is scientifically
Chapter 155: 5. The quality of the output is prescribed.
Chapter 156: 1. law of no ratio between the foot-pounds of work done and
Chapter 157: 3. law of classification of work according to percentage of
Chapter 158: 6. laws that will predict the right speed, feed and cut on
Chapter 159: 7. laws for predicting maximum quantity of output that a man
Chapter 160: 8. laws for determining the selection of the men best suited
Chapter 161: 1. Compare _Mechanical Analysis_. Taylor and Thompson, _Concrete,
Chapter 162: 9. London, _Engineering_, Sept. 15, 1911.
Chapter 163: CHAPTER VI
Chapter 164: 1. to analyze the best practice known into the smallest
Chapter 165: 4. to synthesize the necessary standard elements into
Chapter 166: 1. that all management data would be available to
Chapter 167: 2. that such data, being available also to all standardizers,
Chapter 168: 4. that, from a study and comparison of the collected data a
Chapter 169: 8. All of these various savings could be invested in more
Chapter 170: 9. These more valuable results would again be available to
Chapter 171: 1. for use as records of successful methods which may be
Chapter 172: 2. for use by the instruction card clerk in explaining to
Chapter 173: 3. What to Do.
Chapter 174: 2. Qualities of Products.
Chapter 175: 3. Clearing up. This is the only type used by Scientific
Chapter 176: 1. Because they directly increase output by eliminating
Chapter 177: 2. Because all surroundings suggest an easy achievement. Knowing
Chapter 178: 1. It gives the worker immediate knowledge of the prescribed
Chapter 179: 2. He does not have to worry as to the maximum variation that
Chapter 180: 3. There is no fear of criticism or discharge for using his
Chapter 181: 2. The idea of perfection is not involved in the standard of
Chapter 182: 6. For desirability of standard signals see R.T. Dana, _Handbook of
Chapter 183: 8. F.W. Taylor, _Shop Management,_ para. 285, Harper Ed.,
Chapter 184: 14. Charles Babbage, _On the Economy of Machinery and Manufactures_,
Chapter 185: 16. F.A. Parkhurst, _Applied Methods of Scientific Management,
Chapter 186: 17. H.L. Gantt, paper 928, A.S.M.E., para. 15.
Chapter 187: CHAPTER VII
Chapter 188: 3. Increase efficiency.
Chapter 189: 1. The necessity of having more accurate records of the
Chapter 190: 2. The necessity for so training the worker, before, as well
Chapter 191: 2. the work as it is planned out by the managers, and handed
Chapter 192: 2. to route the worker to the placed materials.
Chapter 193: 4. Conscious record, conscious programme.
Chapter 194: 10. Standardized record, standardized programme.
Chapter 195: 1. One of a gang, unconscious
Chapter 196: 2. Individual output,--standardized
Chapter 197: 1. Gillette and Dana, _Cost Keeping and Management Engineering_,
Chapter 198: 3. Gillette and Dana, _Cost Keeping and Management Engineering_,
Chapter 199: 5. William James, _Psychology, Briefer Course_, p. 179.
Chapter 200: CHAPTER VIII
Chapter 201: 1. "to point out, direct, show;" "to tell, inform, instruct,
Chapter 202: 3. "to impart knowledge or practical skill to;" "to guide in
Chapter 203: 1. In that he is required to render reasons in writing for
Chapter 204: 2. That, as soon as work is placed on the bonus basis, the
Chapter 205: 2. Teaching of right habits of doing the right methods.
Chapter 206: 2. Worker has no opportunity under the old industrial
Chapter 207: 5. Right habits can be instilled.
Chapter 208: 5. The Management. }
Chapter 209: 1. Written, by means of
Chapter 210: 3. Object-lessons:
Chapter 211: 4. The instruction comes at the exact time that the learner
Chapter 212: 3. from actual practice in teaching.
Chapter 213: 10. develops the will.
Chapter 214: 2. read to oneself aloud--eyes and ears appealed to, also
Chapter 215: 4. read aloud to one and also read silently by one,--
Chapter 216: 5. read aloud, and at the same time copied--eyes, ears,
Chapter 217: 7. read to one while process is performed by oneself
Chapter 218: 1. right motions first, that is to say,--the right number
Chapter 219: 2. speed of motions second, that is to say, constantly
Chapter 220: 3. constantly improving quality.[25]
Chapter 221: 2. "The particular one of having images which are not
Chapter 222: 4. mixed.
Chapter 223: 3. that he may be sure of advancement with age and
Chapter 224: 4. that he is sure of the "square deal."
Chapter 225: 3. Competition with the standard record.
Chapter 226: 1. During working hours, where the recognition of his
Chapter 227: 2. Outside the work. He has, under Scientific Management, more
Chapter 228: 1. A collection of knowledge relating in its entirety to the
Chapter 229: 2. A definite procedure, that will enable the learner to
Chapter 230: 12. Opportunities and demands for "thinking"
Chapter 231: 16. Resultant happiness of worker.
Chapter 232: 2. H.K. Hathaway, _Prerequisites to the Introduction of Scientific
Chapter 233: 6. F.W. Taylor, _Shop Management_, para. 289, Harper Ed.,
Chapter 234: 8. W.D. Ennis, _An Experiment in Motion Study, Industrial
Chapter 235: 9. C.S. Myers, M.D., _An Introduction to Experimental Psychology_,
Chapter 236: 12. F.B. Gilbreth, _Bricklaying System_, chap. I, _Training of
Chapter 237: 19. Imbert, _Etudes experimentales de travail professionnel ouvrier,
Chapter 238: 21. _Ibid._, p. 138. William James, Psychology, Advanced Course.
Chapter 239: 24. Prof. Bain, quoted In William James' _Psychology, Briefer
Chapter 240: 30. Attracting the attention is largely a matter of appealing to
Chapter 241: 39. M.S. Read, _An Introductory Psychology_, pp. 212-213. William
Chapter 242: 51. For example, see W.D. Scott's _Increasing Efficiency in
Chapter 243: 52. R.A. Bray, _Boy Labor and Apprenticeship_, chap. II, especially
Chapter 244: 53. Wilfred Lewis, _Proceedings of the Congress of Technology_,
Chapter 245: 56. For value of personality see J.W. Jenks's, _Governmental Action
Chapter 246: 58. Compare with the old darkey, who took her sons from a Northern
Chapter 247: 61. Morris Llewellyn Cooke, _Bulletin No. 5_ of _The Carnegie
Chapter 248: 62. A well known athlete started throwing a ball at his son in
Chapter 249: 63. Meyer Bloomfield, _The Vocational Guidance of Youth_, Houghton
Chapter 250: 64. A. Pimloche, _Pestalozzi and the Foundation of the Modern
Chapter 251: 65. Friedrich Froebel, _Education of Man_, "To secure for this
Chapter 252: CHAPTER IX
Chapter 253: 1. fines, which are usually simply a cutting down of wages,
Chapter 254: 3. assignment to less pleasant or less desirable work.
Chapter 255: 8. Professional standing.
Chapter 256: 9. coöperative work
Chapter 257: 3. industrial coöperation. These are defined and discussed at
Chapter 258: 5. F.W. Taylor, _Shop Management_, para. 310-311, Harper Ed.,
Chapter 259: 6. See also C.U. Carpenter, _Profit Making in Shop and Factory
Chapter 260: CHAPTER X
Chapter 261: 3. physical development.
Chapter 262: 2. Habits, under Scientific Management,
Chapter 263: 3. Physical development
Chapter 264: 1. As for habits we must consider
Chapter 265: 2. General mental development is provided for by the experience
Chapter 266: 1. Personal responsibility is developed by
Chapter 267: 2. Responsibility for others is provided for by the
Chapter 268: 3. Appreciation of standing is fostered by
Chapter 269: 4. Self-control is developed by
Chapter 270: 5. "Squareness." This squareness is exemplified first of all by
Chapter 271: 1. Contentment is the outgrowth of the personal responsibility,
Chapter 272: 2. The idea of brotherhood is fostered particularly through the
Chapter 273: 3. The "will to do" is so fostered by Scientific Management that
Chapter 274: 1. It will educate the worker to the point where workers will
Chapter 275: 2. It will aid the cause of Industrial Peace.
Chapter 276: 6. See remarkable work of Dr. A. Imbert, _Evaluation de la Capacite
Chapter 277: 7. Clark and Wyatt, Macmillan, pp. 269-270.
Chapter 278: introduction of new, 137.

Type Two:--Typical engineer's specification,--telling

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