Part 9 (1/2)

The experi records,A delicate chronograph or chronoscope is used, which marks the time in thousandths of a second”

MEASUREMENT IN PSYCHOLOGY RELATED TO MEASUREMENT IN MANAGEMENT--Measureement not only as a source of information and instruction, but also as a justification and support Scientific Manage called absurd, impractical, impossible, over-exact, because of the eist, all present ement must appear coarse, inaccurate and of ie that psychologists endorse accurateelements for study, instruator in industrial fields must persist in his ith a new interest and confidence[4]

Scientific Managey with either data or methods of measurement It can and does, however, open a new field for study to experi to furnish the actual working difficulties or probleation, and to utilize results as fast as they can be obtained

PSYCHOLOGISTS APPRECIATE SCIENTIFIC MANAGEMENT--The appreciation which psychologists have shown of work done by Scientific Manageratification, but of inspiration to all workers in Scientific Management

So, also, ical Review relating to Activity and Fatigue, and the work being so extensively done in these lines by French, Gerlish and Aists

MEASUREMENT IMPORTANT IN MANAGEMENT--The study of individuality and of functionalization have e that accurate knowledge upon which the science of ement rests, as do all sciences--exact and inexact[5]

Through measurement, methods of less waste are detereressively makes and improves them, and the comparisons from them, accurate

PROBLEM OF MEASUREMENT IN MANAGEMENT--One of the i howday in each different kind of work and at what gait the reatest output and continuously thrive The solution of this problem involves the study of the men, the work, and the methods, which studyaim is to determine standards and individual capacity as exactly as is possible[6]

CAPACITY--There are at least four views of a worker's capacity

1 What he thinks his capacity is

2 What his associates think his capacity is

3 What those over him think his capacity is

4 What accurate measurement determines his actual capacity to be

IGNORANCE OF REAL CAPACITY--Dr Taylor has ee workman does not know either his true efficiency or his true capacity[7] The experience of others has also gone to show that even the skilled worke of the aood worker can achieve at his chosen vocation in a given time[8]

For example,--until a bricklayer has seen his output counted for several days, he has little idea of how many bricks he can lay, or has laid, in a day[9]

The average norant of the capacity of the workers than are the men themselves[10] This is because of the prevalence of, and the actual necessity for the worker's best interest, under soer realizes that soldiering is going on, he has no way, especially under ordinaryits extent

LITTLE MEASUREMENT IN TRADITIONAL MANAGEMENT--Under Traditional Management there was little measurement of a man's capacity The emphasis was entirely on the results There was, it is true, in everything beyond the eer did know, at the end of certain periods of time, how much work had been done, and howfor hih, and his output fell too low, he investigated

If he found a defect, he tried to reation, because often he had no idea where to start in to look for the defects The result of the defects was usually the cause for the inquiry as to their presence

He ate the ate the surroundings, and so on,--and very often in the er, there was not even thishe si somewhere,” and it was the work of the foremen to find out where the place was, or so to speed up the men that the output should be increased and the cost lowered Whether the defects were really re up, was not seriously questioned

Moreover, untildevices are secured, the only standard is what sos, and the pity of it is that even this condition does not remain staple

TRANSITORY MANAGEMENT REALIZES VALUE OF MEASUREMENT--One of the first iives place to the Transitory stage is the measurement of the separated output of individual workers These outputs are h outputs are presented to the worker promptly, so that he may have a keen idea constantly of the relation of effort to output, while the fatigue and the effort of doing the work is still fresh in his y of the proth, but it cannot be ereater the stiue in such a way that the worker will really get, at the tiue than he will discoue will be eliht of the rehich he has gotten through his efforts

This record of efficiency is often so presented to the workers that they get an excellent idea of the numerical measure of their efficiency and its trend This is best done by a graphical chart

The records of the outputs of others on the sa record on work done previously, will show the relative efficiency of any worker as compared with the rest These standards of co incentive and, if they are shown at the time that such work is done, they also become so closely associated not only with theof the hts that the sareater results, and that it has done so in the past with others, will be immediately present in the mind

MEASUREMENT IS BASIC UNDER SCIENTIFIC MANAGEMENT--Under Scientific Management measurement is basic Measurement is of the work, of outputs, of the methods, the tools, and of the worker, with the individual as a unit, and motion study, tiraph as the methods of measurement

Measure the workers and thethem to the proper functions and work They cannot be selected to the greatest advantage and set to functionalized work until--

(a) the unit of measurement that will of itself tend to reduce costs has been determined

(b) methods of measurement have been determined