CONTENTS
[CHAPTER I]
| DESCRIPTION AND GENERAL OUTLINE OF THE PSYCHOLOGY OFMANAGEMENT | [1] | |
| Definition of Psychology of Management —Importance of the Subject — Purpose of this Book —Definition of Management — The Three Types of Management— Possible Psychological Studies of Management — Planof Psychological Study Here Used — Underlying Ideas orDivisions of Scientific Management — Outline of Method ofInvestigation — Conclusions to be Reached. |
[CHAPTER II]
| INDIVIDUALITY | [21] | |
| Definition of Individuality — Place ofIndividuality in Psychology — Individuality Under TraditionalManagement — Individuality Under Transitory Management— Individuality Under Scientific Management — Selectionof Workers — Separating Output — Recording OutputSeparately — Individual Tasks — Individual InstructionCards — Individual Teaching — Individual Incentives— Individual Welfare — Summary: (a) Effect ofIndividuality upon Work; (b) Effect of Individuality uponWorker. |
[CHAPTER III]
| FUNCTIONALIZATION | [52] | |
| Definition of Functionalization —Psychological Use of Functionalization — Functionalization inTraditional Management — Functionalization Under TransitoryManagement — Functionalization Under Scientific Management— Separating the Planning From the Performing —Functionalized Foremanship — The Function of Order of Workand Route Clerk — The Function of Instruction Card Clerk— The Function of Time and Cost Clerk — The Function ofDisciplinarian — The Function of Gang Boss — TheFunction of Speed Boss — The Function of Repair Boss —The Function of Inspector — Functionalizing the Worker— Functionalizing the Work Itself — Summary: (a) Effectof Functionalization upon the Work; (b) Effect of Functionalizationupon the Worker. |
[CHAPTER IV]
| MEASUREMENT | [90] | |
| Definition of Measurement — Importance ofMeasurement in Psychology — Relation of Measurement inPsychology to Measurement in Management — Importance ofMeasurement in Management — Measurement in TraditionalManagement — Measurement in Transitory Management —Measurement in Scientific Management — Qualifications of theObserver — Methods of Observation — Definitions ofMotion Study and Time Study — Methods of Motion Study andTime Study — Summary: (a) Effect of Measurement on the Work;(b) Effect of Measurement on the Worker; (c) Future Results to beExpected; (d) First Step Toward Obtaining These Results. |
[CHAPTER V]
| ANALYSIS AND SYNTHESIS | [123] | |
| Definition of Analysis — Definition ofSynthesis — Use of Analysis and Synthesis by Psychology— Importance of Analysis and Synthesis in Management —Place in Traditional Management — Place in TransitoryManagement — Place in Scientific Management — The Workof the Analyst — Determining Factor in Amount of Analysis— Field of Psychology in Analysis — Qualifications ofan Analyst — Worker's Interest in Analysis — TheWork of the Synthesist — Results of Synthesist's Work —The Task — Discussion of the Name "Task" — Definitionof "Task" in Scientific Management — Field of Application ofthe Task Idea — Qualifications of the Synthesist —Summary: (a) Effect of Analysis and Synthesis on the Work; (b)Effect of Analysis and Synthesis on the Worker. |
[CHAPTER VI]
| STANDARDIZATION | [139] | |
| Definition of Standardization — Relationof the Standard to the Task and the Incentive — Relation ofthe Standard to Psychology — Purpose of Standardization— Standardization Under Traditional Management —Standardization Under Transitory Management — Value ofSystems — Standardization Under Scientific Management —Relation of Standard to Measurement — Scope ofStandardization Under Scientific Management — Permanence ofResults — Needs of Standardization Likened to Needs in Fieldof Spelling — Standard Nomenclature — Advantages ofMnemonic Symbols — Standard Phraseology — The StandardMan — Standard Means of Conveying Information —Definition of the Instruction Card — Detailed Description ofthe Instruction Card — Value of Standard Surroundings —Necessity for Proper Placing of the Worker — StandardEquipment — Standard Tools and Devices — StandardClothing — Standard Methods — Rest from Fatigue —Standardization of Work with Animals — Standard Quality— Standard "Method of Attack" — Summary: (a) Effect ofStandardization on the Work; (b) Effect of Standardization on theWorker; (c) Progress of Standardization Assured. |
[CHAPTER VII]
| RECORDS AND PROGRAMMES | [183] | |
| Definition of Record — Records UnderTraditional Management — Records Under TransitoryManagement — Records Under Scientific Management —Criterion of Records — Records of Work and Workers —Records of Initiative — Records of Good Behavior —Records of Achievement — Records of "Exceptions" —Posting of Records — Summary of Results of Records to Workand Worker — Definition of Programme — Programmes UnderTraditional Management — Programmes Under TransitoryManagement — Programmes Under Scientific Management —Programmes and Routing — Possibility of Prophecy UnderScientific Management — Summary of Results of Programmes toWork and Worker — Relation Between Records and Programmes— Types of Records and Programmes — Interrelation ofTypes — Illustrations of Complexity of Relations —Possibilities of Eliminating Waste — Derivation of theProgramme — Summary: (a) Effect of Relations Between Recordsand Programmes on the Work; (b) Effect on the Worker. |
[CHAPTER VIII]
| TEACHING | [208] | |
| Definition of Teaching — Teaching UnderTraditional Management — Faults Due to Lack of Standards— Teaching Under Transitory Management — Teaching UnderScientific Management — Importance of Teaching —Conforming of Teaching to Psychological Laws — Conservationof Valuable Elements of Traditional and Transitory Management— Scope of Teaching — Source of Teaching —Methods of Teaching — Instruction Cards as Teachers —Systems as Teachers — Drawings, Charts, Plans and Photographs— Functional Foremen as Teachers — Object Lessons asTeachers — Training the Senses — Forming Good Habits— Importance of Teaching Right Motions First —Stimulating Attention — Forming Associations —Educating the Memory — Cultivating the Imagination —Developing the Judgment — Utilizing Suggestion —Utilizing Native Reactions — Developing the Will —Adaptability of Teaching — Provision of Places for Teaching— Measurement of Teaching — Relation of Teaching toAcademic Training and Vocational Guidance — Summary: (a)Result of Teaching in the Work; (b) Result of Teaching to theWorker; (c) Results to be Expected in the Future. |
[CHAPTER IX]
| INCENTIVES | [271] | |
| Definition of Incentive — Importance ofIncentives — Direct and Indirect Incentives —Definition of Reward — Definition of Punishment —Nature of Direct Incentives — The Reward Under TraditionalManagement — The Punishment Under Traditional Management— The Direct Incentive Under Traditional Management —Incentives Under Transitory Management — Rewards UnderScientific Management — Promotion and Pay — Relation ofWages and Bonus — Day Work — Piece Work — TaskWage — Gain Sharing — Premium Plan — ProfitSharing — Differential Rate Piece — Task Work with aBonus — Differential Bonus — Three Rate — ThreeRate with Increased Rate — Other Rewards — Negative andPositive Punishments — Fines and Their Disposal —Assignment to Less Pleasant Work — Discharge and ItsElimination — Use of Direct Incentives — Summary: (a)Effect of Incentives upon the Work; (b) Effect of Incentives uponthe Worker. |
[CHAPTER X]
| WELFARE | [311] | |
| Definition of Welfare — "Welfare" and"Welfare Work" — Welfare Under Traditional Management —Welfare Work Under Traditional Management — Welfare UnderTransitory Management — Welfare Work Under TransitoryManagement — Welfare Under Scientific Management— Physical Improvement — Mental Development —Moral Development — Interrelation of Physical, Mental andMoral Development — Welfare Work Under Scientific Management— Summary: (a) Result of Welfare to the Work; (b) Result ofWelfare to the Worker. | ||
| [INDEX] | [333] |