SUMMARY
Results of Relations Between Records and Programmes on the Work. — The most noteworthy result of the closer relations between records and programmes which appear during the evolution of Scientific Management is the fact that they cause constant simplification. The more carefully records are standardized, the simpler becomes the drafting of the programme. As more and more records become standard, the drafting of programmes becomes constantly an easier and cheaper process.
Programmes Become Records. — Under Traditional Management the record that follows a programme may appear very different from the programme. Under Scientific Management the record that follows a programme most closely resembles the programme. Improvements are not made between the programme and the following record, — they find their place between the record and the following programme. Thus programmes and records may be grouped in pairs, by similarity, with a likelihood of difference between any one pair (one programme plus one record) and other pairs.
Result on the Worker. — The greatest effect, on the worker, of these relations of record to programme under Scientific Management is the confidence that he
gains in the judgment that is an outcome of Scientific Management. When the worker sees that Scientific Management makes possible accurate predictions of times, schedules, tasks, and performance; that the methods prescribed invariably enable him to achieve prescribed results, his confidence in Scientific Management grows. So also does the manager's confidence in Scientific Management grow, — and in this mutual confidence in the system of management is another bond of sympathy.
The place left for suggestions and improvements, in the ever-present opportunities to better standards, fulfills that longing for a greater efficiency that is the cause of progress.
[ 1]. Gillette and Dana, Cost Keeping and Management Engineering, p. 65.
[ 2]. H.L. Gantt, Paper No. 1002, A.S.M.E., page 2.
[ 3]. Gillette and Dana, Cost Keeping and Management Engineering, p. VII.