The Psychology of Management by Lillian Moller Gilbreth
3. Increase efficiency.
1245 words | Chapter 188
RECORDS OF WORK AND WORKERS.--Records may be of the work or of
the worker[2]--that is to say, of material used, tools used, output
produced, etc., or of individual efficiency, in one form or another.
Records of efficiency may be of workers, of foremen, and of
managers, and a record may be made of any man in several capacities;
for example, a record is kept of a functional foreman in the form of
the work of the men who are under him, while another record might be
kept of him as a worker himself; for example, the time being taken
that it took him to teach others their duties, the time to learn
what was to be done on any new work, etc.
RECORDS OF INITIATIVE.--Records of initiative are embodied in
the Suggestion Card. Even under advanced Traditional Management the
cards are furnished to the men upon which to write any ideas as to
improvements. These suggestions are received, and, if accepted,
are rewarded.
Under Scientific Management such suggestions become more
valuable, for, as has been shown, they are based upon standards;
thus if accepted, they signify not only a real, but a permanent
improvement. Their greatest value, however, is in the stimulus that
they furnish to the worker, in the information that they furnish the
management as to which workers are interested, and in the spirit of
coöperation that they foster.
The worker receives not only a money-reward, but also publicity,
for it is made known which worker has made a valuable suggestion.
This indicates that the worker has shown good judgment. His interest
is thus stimulated, his attention is held to his work, and the habit
of initiative comes to him. That this habit of initiative can be
fostered, is shown by the actual fact that in many sorts of work the
same man constantly makes suggestions. It becomes a habit with him
to look for the new way, and as he is constantly rewarded, the
interest is not allowed to diminish.
RECORDS OF GOOD BEHAVIOR.--Records of good behavior are
incorporated in the White List File. The White List File contains
the names of all men who have ever been employed who merit a
recommendation, if they should go to work for others, and would
deserve to be given work as soon as possible, if they came back.
This White List File should be filled out with many details, but
even if it contains nothing but a record of the names, and the
addresses where the men can be reached when new work starts up, it
has a stimulating effect upon the worker. He feels, again, the
element of permanence; there is a place for individuality, and not
only does the manager have the satisfaction of actually having this
list, and of using it, but a feeling that his men know that he is in
some way recognizing them, and endeavoring to make them and their
good work permanent.
RECORDS OF ACHIEVEMENT.--Records of achievement vary with the
amount and nature of the work done. Such records are, as far as
possible, marked upon programmes.
RECORDS MADE BY WORKER WHERE POSSIBLE.--Wherever possible the
worker makes his own records. Even when this is not advisable he is
informed of his record at as short intervals as are practicable.[3]
RECORDS MADE ON THE "EXCEPTION PRINCIPLE."--Much time is saved
by separating records for the inspection of the man above, simply
having him examine the exceptions to some desired condition,--the
records which are exceptionally good, the records which are
exceptionally bad. This not only serves as a reward to the man who
has a good record, and a punishment for the man who has had a bad
record, but it also enables the manager to discover at once what is
wrong and where it is wrong, and to remedy it.
The value of the exception principle can hardly be
overestimated. It would be of some value to know of exceptionally
good or poor work, even if the cause were not known. At least one
would be made to observe the signpost of success or of danger. But,
under Scientific Management, the cause appears simultaneously with
the fact on the record,--thus not only indicating the proper method
of repeating success, or avoiding failure, in the future, but also
showing, and making clear, the direct relation of cause to effect,
to the worker himself.
THIS DISCUSSION NECESSARILY INCOMPLETE.--The records mentioned
above are only a few of the types of records under Scientific
Management. Discussion has been confined to these, because they have
the most direct effect upon the mind of the worker and the manager.
Possible records are too numerous, and too diverse, to be described
and discussed in detail. They constitute a part of the "how" of
Scientific Management,--the manner in which it operates. This is
covered completely in the literature of Scientific Management,
written by men who have made Scientific Management and its
installation a life study. We need only further discuss the posting
of records, and their effect.
POSTING OF RECORDS BENEFICIAL.--As has been already noted under
Individuality, and must be again noted under Incentives, much
benefit is derived from posting records, especially when these are
of such a character, or are so posted, that the worker may see at a
glance the comparative excellence of his results.
SUMMARY
RESULTS OF RECORDS TO THE WORK.[4]--The results of recording are
the same under all forms of management, if the records are correct.
Output increases where records are kept. Under Traditional
Management there is the danger that pressure for quantity will
affect quality, especially if insufficient records of the resultant
quality are kept. Under Transitory and Scientific Management,
quality is maintained or improved, both because previous records set
the standard, and because following records exhibit the quality.
RESULTS TO THE WORKER.--James says, "A man's social use is the
recognition which he gets from his mates. We are not only gregarious
animals, liking to be liked in sight of our fellow, but we have an
innate propensity to get ourselves noticed, and noticed favorably,
by our kind. No more fiendish punishment could be devised, were such
a thing physically possible, than that one should be turned loose in
society and remain absolutely unnoticed by all the members thereof.
If no one turned around when we entered, answered when we spoke or
minded what we did, but if every person we met 'cut us dead' and
acted as if we were non-existing things, a kind of rage and impotent
despair would ere long well up in us, from which the cruelest bodily
tortures would be a relief; for these would make us feel that,
however bad might be our plight, we had not sunk to such a depth as
to be unworthy of attention at all."[5] This recognition the worker
gets partly through the records which are made of him.
SELF-KNOWLEDGE ATTAINED THROUGH RECORDS.--Through records of
output, and especially through charts of such records, and timed
motion-picture films, or micro-motion study pictures the worker may,
if he be naturally observant, or if he be taught to observe, gain a
fine knowledge of himself.
The constant exhibit of cause and effect of the relation of
output to, for example,--drink of alcoholic beverages; to smoking;
to food values; to nutrition; to family worries; and to other
outside influences;--in fact, the effects of numerous different
modes of living, are shown promptly to the worker in the form of
records.
Two things should here be noted:
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