The Psychology of Management by Lillian Moller Gilbreth
3. the far greater emphasis placed on duties as a teacher.
1180 words | Chapter 97
IMPORTANCE OF THE TEACHING FEATURE IN FUNCTIONAL FOREMANSHIP.--
The teaching feature of management,--the most important feature of
Scientific Management,--will be discussed in the Chapter on
Teaching. Only so much is included here as shows its derivation from
the principle of functionalization, and its underlying importance.
Functionalization means specialization. This results in
coöperation between foremen, between foremen and workers, and
between workers. By "co-operate" is here meant not only "to work
together," but also "to work together to promote the object." This
coöperation persists not only because it is demanded by the work,
but also because it is insured by the inter-dependent bonuses.
Functionalization under Scientific Management separates planning
from performing. This means that the specialists who plan must teach
the specialist who performs, this being the way in which they
co-operate to the greatest personal advantage to all.
BASIS OF DIVISION INTO FUNCTIONS.--Under Scientific Management
divisions are made on the basis of underlying ideas. Functions are
not classified as they are embodied in particular men, but men are
classified as they embody particular functions. This allows of
standardization, through which alone can progress and evolution come
quickest. It is comparatively easy and simple to standardize a
function. Being a "set duty," it can be fixed, studied and
simplified. It is extremely difficult and complex to standardize an
individual. This standardizing of the function, however, in no wise
stunts individuality. On the contrary, it gives each individual a
chance to utilize his particular faculty for obtaining the greatest
efficiency, pleasure and profit. This is well illustrated in the
case of specialization in baseball, for excellence as a pitcher does
not stunt the player as a catcher.
Functions may be subdivided as far as the nature of the work
demands. Note here, again, that it is the relative complexity or
simplicity of the nature of the work that is to be done that
determines the degree of its functionalization, not the number of
men employed at the work.
Note, also, that with every subdivision of functions comes
greater opportunity for specialization, hence for individual
development.
PLACE OF OPERATION OF THE FUNCTIONS.--Four functions of the
eight find their place in the planning department. The other four
are out on the work. That is to say,--the men who represent four
functions work almost entirely in the planning room, while the men
who represent the other four functions work mostly among the
workers. This division is, however, largely a matter of convenience.
Three of the first four groups of men communicate with the workers
mostly in writing and are seldom engaged as observers, except in
obtaining data for the creation of standards, while the fourth is
often in the planning room. The last four usually communicate with
the men orally, and must observe and teach the worker constantly.
In the descriptions that follow, each function is represented
as embodied in one man, this aiding simplicity and clearness in
description.
THE ORDER OF WORK AND ROUTE CLERK.--The Order of Work and Route
Clerk lays out the exact path of each piece of work, and determines
the sequence of events of moving and a general outline of
performance.[12] With the requirements of the work in mind, the most
efficient day's work for each worker is determined. The paths and
sequences of transportation are outlined by means of route charts
and route sheets showing graphical and detailed directions, which
are the means by which the foremen of the other functions are
enabled to coöperate with other foremen and with the workers.
The work of this function requires a practical man, of the
successful foreman type, experienced in the class of work to be
executed, who is also familiar with the theories of Scientific
Management in general, and the work of the other foremen in
particular, and who has the faculty of visualization and well
developed constructive imagination. He must also have at his command
in systematic form, and available for immediate use, records of
previous experience.
THE INSTRUCTION CARD CLERK.--The Instruction Card Clerk prepares
written directions for the workers as to what methods should be used
in doing the work, the sequence of performance of the elements of
the method, the speeds and action of the accompanying machinery, the
time that each element should take for its performance, the time
allowed for rest for overcoming fatigue caused by its performance,
and the total elapsed time allowed for performing all of the work on
the instruction card in order to obtain the unusually high
additional wages as a reward for his skill and coöperation.
The work of this function requires the best available (but not
necessarily the fastest), practical experienced man in the trade
described, who also has had sufficient experience in motion study
and time study to enable him to write down the best known method for
doing the work described, and also prophesying the correct time that
the work and rest from its resulting fatigue will take. He must
supplement the instruction card with such sketches, drawings and
photographs as will best assist the worker to visualize his work
before and during its performance.
FUNCTION OF TIME AND COST CLERK.--The work done by the Time and
Cost Clerk calls for accuracy and a love of statistical detail. It
will help him if he knows the trades with which he is coöperating,
but such knowledge is not absolutely essential. He will be promoted
fastest who has a knowledge of the theory of management, coupled
with the theory and practice of statistics and accountancy, for the
true costs must include knowledge of costs of materials, and the
distribution of the overhead burden of running expenses and selling.
FUNCTION OF THE DISCIPLINARIAN.--The function of the
Disciplinarian must be discussed at length, both because of the
psychological effect upon the men of the manner of the discipline
and of the disciplinarian, and because of the fact that the
disciplinarian is the functional foreman of the four in the planning
department who comes in most personal contact with the workers, as
well as all of the other foremen, and the Superintendent.
It is important to note, in the discussion that is to follow,
not only how disciplining is transformed as management develops
progressively, but also that the intimate acquaintance of
discipliner with disciplined is not done away with, but rather
supplemented by the standardizing which is the outcome of Scientific
Management.
The defects of methods of disciplining under Traditional
Management are remedied, but here, as always, Scientific Management
retains and develops that which is good. This because the good in
the older forms conformed, unconsciously, to the underlying laws.
DEFECTS OF DISCIPLINING UNDER TRADITIONAL MANAGEMENT.--Under
Traditional Management, the disciplining is done by the foreman;
that is, the punishment is meted out by the man who has charge of
all activities of the men under him. This is actually, in practice
and in theory, psychologically wrong. If there is one man who should
be in a state of mind that would enable him to judge dispassionately,
it is the disciplinarian. The man to be disciplined is usually
guilty of one of six offenses:
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