The Psychology of Management Part 16

There is a great difference in this power of sensitiveness of the corners of some workers' eyes from that of others. The first move of Scientific Management is to place and arrange all workers, as far as is possible, in such a position that nothing to distract them will be behind them, and later to see that the eyes of workers are tested, that those whose eyes are most sensitive may be placed accordingly.

THIS ELIMINATION MAY TAKE PLACE IN ALL KINDS OF WORK.--The necessity of removing all things which will distract the attention is as great for the brain worker as for the shop or construction worker. All papers that attract the eye, and hence the attention, should be cleaned from the desk, everything except that on which the worker is working. The capability of being distracted by the presence of other things varies in all workers.

In using the dictaphone, one can do much better work if one is in a room where there is little or nothing to distract attention. An outline of work ahead, may tempt to study and planning of what is ahead, rather than to carrying out the task scheduled for immediate performance. The presence of a paper with an outline merely of what is being done is found to be a great help, as the eye can rest on that, and after a few moments, will become so accustomed to it that the whole attention will be given to the dictating.

BENEFITS OF ELIMINATING "DECISION OF CHOICE."--There is always time lost by "decision of choice." The elimination of this is well ill.u.s.trated by the bricks that are piled on the packet, which decides for the bricklayer which brick is next, making an obvious sequence, hence the saving of time of decision regarding motions, also the saving coming from the play for position. Oftentimes a handicap of slow mental action can be compensated for, in a measure, by planning ahead in great detail. In this way, if the plan is made sufficiently in detail, there is absolutely no time possible left to be wasted in "decision of choice." The worker goes from one step to another, and as these steps are arranged logically, his mind does not tend to wander away, but to keep on in an uninterrupted sequence to the goal.

STANDARD EQUIPMENT IMPORTANT.--As for equipment, the phenomena of habit are among the most important features of the psychology of management and the possibilities of the elimination of unnecessary waste resulting from taking advantage of this feature is possible only when the equipment, surroundings and methods of the worker are standardized. Therefore the insistence upon standardization, even down to the smallest things, is vital for achieving the greatest output.

For example,--suppose the keys of the monotype machine, piano or typewriter were not located permanently in the same relative position. Consider the loss of time in not being able to use habits in finding each key. Such an arrangement sounds ridiculous on the face of it, yet it is a common practice for many operators, especially of monotype machines, to make a complete mental decision as to the muscles and fingers with which they will strike the desired key.

Imagine the records of output of a typist who was using a different keyboard every day, if there were that many kinds of keyboards. It is easy for anyone to conceive the great advantages of standard keyboards for such machines, but only those who have made a study of output of all kinds of workers can fully realize that similar differences in sizes of output are being produced by the workers of the country for lack of similar standardization of working conditions and equipment.

UTMOST STANDARDIZATION DOES NOT MAKE "MACHINES" OF THE WORKERS OPERATING UNDER IT.--The attention of those who believe that standardization makes machines out of the workers themselves, is called to the absence of such effect upon the typist as compared with the scribe, the monotype and linotype operator as compared with the compositor, and the mechanical computing machine operator as compared with the arithmetician.

STANDARD METHODS DEMAND STANDARD TOOLS AND DEVICES.--Habits cannot be standardized until the devices and tools used are of standard pattern. It is not nearly so essential to have the best tools as it is to have standard tools.[8] Experience in the hospitals points to the importance of this fact in surgery. Tools once adopted as standard should not be changed until the improvement or greater efficiency from their use will compensate for the loss during the period of "breaking in" the user, that is, of forming new habits in order to handle strange tools. As will be brought out more fully under "Teaching," good habits are as difficult to break as bad ones, the only difference being that one does not usually desire to break good ones. Naturally, if a new device is introduced, what was an excellent habit for the old device becomes, perhaps, a very bad habit for the new device. There must come a time before the manipulation of the new device has become a habit when output will go down and costs will go up. It is necessary, before introducing this device, to investigate whether the ultimate reduction of costs will be sufficient to allow for this period of lower production. It is not fair, however, to the new device or method really to consider its record until the use of it has become such a habit with the workers as was the use of the old device.

No one who has not made a study of cutting tools can realize the crying need for standardizing in that field. Dr. Taylor says, writing in the Revised "Shop Management" of 1911,--"Hardly a shop can be found in which tools made from a dozen different qualities of steel are not used side by side, in many cases with little or no means of telling one make from another."[9] The effect of the slightest variation in the shape or the method of handling the tool upon the three dimensions of the work that the tool can do in a given time, is astounding.[10] More important, from the psychological point of view, is the effect upon the mind of the worker of seeing such unstandardized equipment; of having to stop to select the particular tool that he desires, and thus having his attention distracted from his work; and of knowing that his act of judgment in so selecting is of no permanent value, as the next time he needs a similar tool he will probably have to reselect.

STANDARD CLOTHING A CRYING NEED.--There is a great need today for standardization in the field of clothing. The idea prevalent that wearing apparel is attractive only when it is "different" is unfortunate in its influence upon the cost of living. How much more unfortunate is it, when it affects the mind of the worker, and leads him to look upon standard working clothes with distaste.

To a careful observer, there is nothing more disheartening than a study of workers' clothes, especially the clothes of women workers. Too warm clothes where work requiring high temperature is done, with no provision for adding needed wraps for the trip home; high-heeled shoes where the worker must stand at her task for hours at a time; tight waists and ill fitting skirts, where every muscle should have free play,--these are but examples of hundreds of places where reforms are needed.

Little or no blame attaches to the worker for this state of affairs. Seldom, if ever, does the management attempt to standardize working clothes. Moreover, the underlying idea is not made clear that such clothes bear no resemblance to the meaningless uniforms which are badge and symbol of service. They resemble rather the blouse or pinafore of the artist, the outfit of the submarine diver or the fireman.

THE SPORTS PRESENT A FINE EXAMPLE OF THIS.--The greatest advance toward standardizing clothing has come in the sports, which, in many respects, present admirable object-lessons. In the tennis court, on the links, on the gridiron, the diamond, or track, the garment worn of itself does not increase fatigue. On the contrary, it is so designed as not to interfere with the efficiency of the wearer.

MANAGEMENT SHOULD PROVIDE CLOTHING STANDARDS.--Under Ultimate Management the most efficient clothing for any kind of work will be standardized. The expense of such articles of clothing as will add to the quant.i.ty or quality of output will, directly or indirectly, be borne by the management, just as it now bears the expense for equipment and tools. These essentials being supplied, and the underlying dignity and importance of standardization understood, the worker will gladly conform, and supply the minor accessories.

SUCH STANDARDS MUST APPLY TO ALL.--It is of the utmost importance that such standardization, when adopted, should apply to the clothing of all, managers as well as employes. When the old pride in the "crafts" returns, or when efficiency is as universal in the industrial world as it is in the world of sport,--then one may look for results.

EFFECTS OF SUCH STANDARDS ENORMOUS.--The effect which such standardized clothing would have on the physical and mental well-being of the wearers can scarcely be overestimated. Fatigue would be eliminated, and the old "joy in working" might return. Not being based upon looks alone,--though the aesthetic appeal should not be neglected,--the worker's ability to work more and better with greater content of mind would be the criterion. The success of the clothing would be scientifically measured, the standards improved, and progress itself become standardized.

STANDARD METHODS ELIMINATE FATIGUE.--There is no doubt in the minds of those who have made it a study, that the constant receipt of the same kind of impressions, caused by the same kind of stimulation of the same terminal sense organs, causes semi-automatic response with less resulting fatigue, corresponding to the lessened effort. All methods should, therefore, as far as possible, be made up of standard elements under standard conditions, with standard devices and appliances, and they should be standardized from the standpoint of all of our senses as to color, shape, size, weight, location, position and surface texture, that the worker may grasp at a single thought by means of each or all his senses, that no special muscles or other fatiguing processes need be operated to achieve the standard result desired.

MUSCLES THAT TIRE EASILY SHOULD BE SAVED.--It must be remembered that all work should be so arranged that the muscle that changes the position or shape of the eye or the size of its pupil should not be operated except when necessary. Care in planning can oftentimes standardize conditions so as to relieve these and other muscles, which grow tired easily, or transfer this work to other muscles which are not so easily tired.

Not only do the reactions from such standards require less bodily effort, but it also requires less mental effort to work under methods that are standardized. Therefore, both directly and indirectly, the worker benefits by the standardization.

REST FROM FATIGUE IS PROVIDED FOR SCIENTIFICALLY.--Scientific Management provides and prescribes rest for overcoming fatigue of the worker more scientifically and economically than he could possibly provide it for himself. Weber's law is that "our power of detecting differences between sensations does not depend on the absolute amount of difference in the stimuli, but on the relative amount."[11] The additional fatigue from handling additional weights causes fatigue to increase with the weight, but not in direct proportion to the extra weight handled. When the correct weight of the unit to be handled has been determined, the additional weight will cause fatigue in quant.i.ties greater in proportion than the extra weight handled.

REST PERIODS ARRANGED FOR BEST GOOD OF WORK AND WORKER.--If possible, rest from fatigue is so arranged as to interfere with work the least. The necessary rest periods of the individuals of a gang should come at that period of the cycle that does not cause any allowance to be made for rest in between the performance of the dependent operations of different members of the gang. Such an arrangement will enable the worker to keep a sustained interest in the work.

WORK WITH ANIMALS SHOULD BE STANDARDIZED.--The necessity for standardizing work with animals has been greatly underestimated, although it has been done more or less successfully in systems for construction work. For work with horses and carts, the harnesses and the carts should be standardized and standards only should be used.

The instruction card dealing with the action, motions and their sequence should be standard to save time in changing teams from the full to the empty cart and _vice versa_. While standardized action is necessary with men, it is even more necessary for men in connection with the work of animals, such as horses, mules and oxen.

The instruction card for the act of changing of teams from an empty cart to a full cart should state the side that the driver gets down from his seat to the ground, the sequence in which he unhooks the harness and hooks it up again, and the side on which he gets up to his seat in the cart. Even the wording of his orders to his horse should be standardized.

While this book will deal with the human mind only, it is in order to state that a book could be written to advantage on training the horse by means of a standard man-horse language and a standard practice of their combined action.

Animals have not the capacity for forming new habits that they have for remembering the sequence of former acts. They have little ability to adapt themselves to a sequence of motions caused by unexpected conditions, unless those conditions suggest the opportunity of revenge, or the necessity of self-preservation, or immediate welfare. This is only touched upon here from the man side.

Naturally, the output earning power of a man working with animals depends largely upon the handling of the animal, and the man can never attain his full output, or the managers get what they might expect to get from the man-horse combination, until the psychology of the horse, or mule, or elephant, or whatever animal is used, is also studied and combined with the other studies on Scientific Management.

An example of the benefits of standardized work with animals:--The standard fire signals in the Fire House cause such perfect horse action that fire horses always have a reputation for superior intelligence.

THE WORKER WHO IS BEST SUITED FOR HIS WORK IN THE PERFORMING DEPARTMENT IS INCAPABLE OF DISCOVERING THE BEST METHOD.--An exaggerated case of the result of leaving the selection of the method to the worker is that of the West Indian negro who carried the wheelbarrow on his head.[12] This well-known example, though it seems impossible and absurd, is no more inefficient than are hundreds of methods in use in the industrial world to-day.

UNDER SCIENTIFIC MANAGEMENT QUALITY IS STANDARDIZED.--Scientific Management determines exactly what quality as well as what quant.i.ty of work is needed, and the method prescribed is that one not only of lower costs, but which fits the particular need of the particular occasion most accurately.

Workers are kept under pressure for quality, yet the pressure is not irksome, because the worker understands exactly what quality is desired, and what variations from exactness are permitted.

VARIATIONS IN QUALITY OR EXACTNESS INDICATED BY STANDARD SIGNS.--All dimensions on the drawings of work have either a letter or symbol or plus or minus signs. There is much to be said about the effect this has on the worker.

1. It gives the worker immediate knowledge of the prescribed quality demanded.

2. He does not have to worry as to the maximum variation that he can make without interfering with his bonus.

3. There is no fear of criticism or discharge for using his own faulty judgment.

SCIENTIFIC MANAGEMENT HAS A STANDARD "METHOD OF ATTACK."--We must note next the standard "method of attack" in Scientific Management. It is recognized that sensations are modified by those that come before, by those that come simultaneously, and by those that follow. The psychic effect of each and every kind of sensation depends upon what other sensations have been experienced, are being experienced at that time, or will presently be experienced. The scientific manager realizes this, and provides for the most desirable sequence of sensation; then, having seen, to the best of his ability, that the sensation occurs at the time which he desires it to occur, he provides for concentration upon that one sensation and elimination of all other thoughts or desires.

Professor Faraday says: "That part of self-education which consists in teaching the mind to resist the desires and inclinations until they are proved to be right is the most important of all." How this is shown under Scientific Management will be shown in "Teaching."

It is sufficient to say here that the method of attack of Scientific Management is to eliminate all possible bodily as well as mental exertion,--to cut down motions, to cut down even sensations and such mental acts as visualizing. The object is, not so much to eliminate these motions and these sensations, and this visualizing from the life of the worker, as simply to use up less energy in producing the output. This allows the worker an extra supply of energy upon which to fall back to produce greater output and to get greater wages. If his energy is not all utilized in his working hours, then, as will be shown more clearly under "Welfare," there is that much more left for him to enjoy in his own leisure time.

SUMMARY

RESULT TO THE WORK.--Under Traditional Management, where standards are not established, the worker is constantly delayed by the necessity for decision of choice, by the lack of knowing what should be chosen, and by a dearth of standard equipment, materials and tools from which to choose.

Under Transitory Management, with the introduction of standards, the elimination of delays and the provision for standard surroundings and supplies of all kinds, comes increased output of the desired quality.

Under Scientific Management, not only is output increased and quality a.s.sured, but results of work can be predicted.[13]

RESULTS TO THE WORKER.--Results from standardization to the worker under Traditional and Transitory Management are the same as, and are included in, results under Scientific Management.

STATE OF WORKER'S FEELINGS IMPROVED.--Under Scientific Management the state of the employe's feelings is improved by the standardization. It is a recognized fact that mental disturbance from such causes as fear of losing his job will sometimes have the same ill effect upon a workman as does overwork, or insufficient rest for overcoming fatigue. It will occasionally wear upon the nervous system and the digestive organs. Now Scientific Management by standardization removes from the workman this fear of losing his job, for the worker knows that if he conforms to the standard instructions he certainly will not lose his position unless the business as a whole is unsuccessful.

On the other hand, feelings, such as happiness and contentment, and even hearing rhythmic sounds, music, etc., are an aid toward increasing output. For the best results, therefore, under Scientific Management the worker is furnished with standard conditions; his train of ideas is held upon the work in hand without interruption, and the working conditions are such that the managers furnish the worker with inducements to conform to the standard conditions happily.

WORKER'S RETENTIVE POWER INCREASED.--We note in the second place, the increased retentive power of anyone who is working with standards. There is great difference between different people of the same degree of intelligence as to their ability to memorize certain things, especially such as sequences of the elements of a process.

This lack of retentive power is ill.u.s.trated particularly well in the cases often found where the student has difficulty in learning to spell. It is here that the standard instruction card comes into play to good effect. Its great detail remedies the defect in memorizing of certain otherwise brilliant workers, and its standard form and repet.i.tion of standard phrases aid the retentive power of the man who has a good memory.

STANDARD ELEMENTS SERVE AS MEMORY DRILLS.--This use of standardized elements makes the time elapsing between repet.i.tions shorter, for, while it may be a long time before the worker again encounters the identical work or method, still, the fact that elements are standard means that he will have occasion to repeat elements frequently, and that his memory will each time be further drilled by these repet.i.tions.

GANG INSTRUCTION CARD AN AID TO MEMORY.--The gang instruction card has been used with good effect at the beginning of unfamiliar repet.i.tive cycles of work to train the memory of whole gangs of men at once, and to cut down the elapsed time from the time when one man's operation is sufficiently completed to permit the next man to commence his. It has been found, in the case of setting timbers in mill construction for example, that to have one man call out the next act in the sequence as fast as the preceding one is finished, until all have committed the sequence to memory, will materially decrease the time necessary for the entire sequence of elements in a cycle of work.

INDIVIDUAL INSTRUCTION CARD AN INANIMATE MEMORY.--The instruction card supplies a most accurate memory in inanimate form, that neither blurs nor distorts with age.

The ranter against this standard memory is no more sensible than a man who would advocate the worker's forgetting the result of his best experience, that his mind might be periodically exercised by rediscovering the method of least waste anew with each problem.

Other things being equal, that worker has the longest number of years of earning power who remembers the largest number of right methods; or at least remembers where to find them described in detail; and, conversely, those who have no memory, and know not where to look for or to lay their hand on the method of least waste, remain at the beginning of their industrial education. "Experience,"