Summary-History Of Management Thought-Spreading The Gospel Of Efficiency-A book of Daniel A Wren

CHAPTER8.
SPREADING THE GOSPEL OF EFFIENCY
RESUME
DINI TURIPANAM ALAMANDA

The Most Orthodox: Carl Barth
o Job Histories : A leading machine – Chief Machine designer – Sellers – teacher & manual trader – Instructor at Ethical Culture Day School
o At first time, with Taylor, he handles the complex mathematical problems in Taylor metal-cutting experiments.
o First Assignment was to help Henry L. Gantt with the feed and speed problems that had plague Taylor since Midvale
o Barth’s solution was a combination of crude or embryonic logarithmic slide and a set of tables of formulas that allowed the instantaneous solution of any machine feed and speed problem
o When Barth finished installing scientific management, Franklin Motor Car (his assisted) was profitable
o Barth lectured on scientific management at Univ. Chicago and Harvard, He resisted any tampering with Taylor’s were the direct disciples who fully understood the task management system

The Most Unorthodox: H. L. Gantt
o Gantt grasped the essence of Taylor’s work and, though they clashed at times, became a prime disciple of Taylor
o After 1901, Gantt became a consulting industrial engineer on his own, and although he espoused the views of scientific management, a different Gantt developed in later years
o Gantt became one of the first successful management consultants

The Task and Bonus System
o “Harmonious Cooperation” : “the only healthy industrial condition is that in which the employer has the best men obtainable for his work, and the woman feels that his labor is being sold at the highest market price”
o Gantt devised the “task work with a bonus” system
o Gantt modified the plan to pay the workers for the time allowed plus a percentage of that time I they completed the job in the allowed time or less
o Bonus system would shift the first line supervisor from a driver to a teacher and helper of subordinates
o “Whatever we do must be in accord with human nature. We cannot drive people, we must direct their development”
o Gantt’s addition was providing management a direct financial interest

The Habits of Industry
o At Sayles Bleacheries : Gantt encountered resistance from the minor executives and supervisors
o In teaching the worker, Gantt felt the supervisor should do more than increase the worker’s skill and knowledge
o The result of his inculcation of habits would be higher wages, increased skill, and greater pleasure and pride for the worker, coupled with lower costs and grater productivity for the employer

Graphic Aids to Management
o Gantt’s graphic aids to management planning and controlling were revolutionary for this period in management thought
o In ready graphic form, management could see how plans were progressing and take whatever action necessary to keep projects on time or within budget authorizations
o The modern variation became the Program Evaluation and Review Technique (PERT)


Gantt: The Later Years
o 1916, he deplored US Industry leadership, caused by the rise of leaders to power on their influence and not their merit
o Only engineer could cope with US problem of production as the creation of wealth
o Gantt formed an organization called New Machine
o In a letter to President Wilson, the leaders of the New Machine called on the president to transfer “control of the huge and delicate apparatus into hands of those who understand its operation “, to establish employment bureaus for better placement of employees, and to set up “public service banks” to extend credit on the basis of ability and personality rather than property
o He attack the profit system
o Gant said “The business system must accept its social responsibility and devote itself primarily to service, or the community will ultimately make the attempt to take it over in order to operate it in its own interest


Partners for Life: The Gilbreths
o Gilbreth’s early efforts paralleled what Taylor was doing
o With his wife, Lilian, Frank Gilberth do their research about “The Psychology of Management”.

Systematizing the Construction Industry
o Later as consultant, Gilbreth was published as the Field System, the concrete System, and the Bricklaying System
o He demonstrated early the need for worker involvement in making improvements, including incentive to do so, an emphasis on training, and finally, the need to systematize without accelerating the worker’s pace

Extending Motion and Fatigue Study
o Gilberth developed two techniques to overcome this deficiency: a list of the most elementary motions and the use of motion picture cameras and lights.
o Gilbreth developed the “cyclegraphic” technique
o The psychology of motion study was impress on the worker the benefits of reducing fatigue and improving pay through motion study

Support for the Scientific Management Movement
o Gilbreth’s Primer of Scientific Management was designed to answer questions about this new phenomenon made famous by the rate hearings and the congressional investigation
o In this time, Taylor and Gilbreth relationship grew cold and colder because Taylor had trespassing Gilbreth’s Job
o Lilian Gilbreth bringing ideas to take the deft diplomacy of these two titans into a rapprochement
The Psychology of Management
o Lilian defined the psychological of management as “the effect of the mind that is directing work upon that work which is directed, and the effect of this undirected and directed work upon the mind of the worker

Efficiency through Organization: Harrington Emerson
o Emerson perceived the need for applications of his efficiency concepts in areas other than the railroads. His work was largely independent of Taylor movement.
o Waste and inefficiency were the evils that Emerson saw pervading the entire US industrial system

Line and Staff Organization
o The distinction between Emerson and Taylor is thus apparent : instead of making one person responsible for and with authority over each particular shop function, Emerson left supervision and authority to the line, which operated on the basis of planning and advice by the staff

Principles of Efficiency
o 1st “clearly defined ideas”
o 2nd, exhorted managers to take a larger view of problems and their relationships to seek special knowledge and advice wherever it could be found
o 3rd, competent counsel; 4th, Discipline; 5th , fair deal
o 6th , reliable, immediate, accurate, and permanent records
o 7th , dispatching; 8th Standards and Schedules ; 9th, standardized conditions
o 10th , standardized operations; 11th , written standard practice instructions
o 12th , efficiency reward

The Gospel in Non Industrial Organization: Morris Cooke
Morris, nurtured by Taylor, brought the system to academic and municipal undertakings and sought a rapprochement between scientific management and organized labor.Morris Coke had brought new ideas to develop harmonious cooperation between labor and management. The gospel of efficiency had its doctrine, but changing times would bring new emphases.