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The Psychology of Management by Lillian Moller Gilbreth
1. The work is more specialized, hence requires more

The Psychology of Management by Lillian Moller Gilbreth

1. The work is more specialized, hence requires more

Chapter 62 3 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.

carefully selected men.

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