科学管理原理英文版 全套讲义.docx
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科学管理原理英文版 全套讲义.docx
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科学管理原理英文版全套讲义
ThePrinciplesofScientificManagement
(1911)
byFrederickWinslowTaylor,M.E.,Sc.D.
Introduction
ChapterI:
FundamentalsofScientificManagement
ChapterII:
ThePrinciplesofScientificManagement
INTRODUCTION
PresidentRoosevelt,inhisaddresstotheGovernorsattheWhiteHouse,
propheticallyremarkedthat"Theconservationofournationalresourcesisonly
preliminarytothelargerquestionofnationalefficiency."
Thewholecountryatoncerecognizedtheimportanceofconservingourmaterial
resourcesandalargemovementhasbeenstartedwhichwillbeeffectivein
accomplishingthisobject.Asyet,however,wehavebutvaguelyappreciatedthe
importanceof"thelargerquestionofincreasingournationalefficiency."
Wecanseeourforestsvanishing,ourwater-powersgoingtowaste,oursoil
beingcarriedbyfloodsintothesea;andtheendofourcoalandourironisin
sight.Butourlargerwastesofhumaneffort,whichgooneverydaythroughsuch
ofouractsasareblundering,ill-directed,orinefficient,andwhichMr
Rooseveltreferstoasalackof"nationalefficiency,"arelessvisible,less
tangible,andarebutvaguelyappreciated.
Wecanseeandfeelthewasteofmaterialthings.Awkward,inefficient,or
ill-directedmovementsofmen,however,leavenothingvisibleortangiblebehind
them.Theirappreciationcallsforanactofmemory,aneffortofthe
imagination.Andforthisreason,eventhoughourdailylossfromthissourceis
greaterthanfromourwasteofmaterialthings,theonehasstirredusdeeply,
whiletheotherhasmovedusbutlittle.
Asyettherehasbeennopublicagitationfor"greaternationalefficiency,"no
meetingshavebeencalledtoconsiderhowthisistobebroughtabout.Andstill
therearesignsthattheneedforgreaterefficiencyiswidelyfelt.
Thesearchforbetter,formorecompetentmen,fromthepresidentsofourgreat
companiesdowntoourhouseholdservants,wasnevermorevigorousthanitis
now.Andmorethaneverbeforeisthedemandforcompetentmeninexcessofthe
supply.
Whatwearealllookingfor,however,istheready-made,competentman;theman
whomsomeoneelsehastrained.Itisonlywhenwefullyrealizethatourduty,
aswellasouropportunity,liesinsystematicallycooperatingtotrainandto
makethiscompetentman,insteadofinhuntingforamanwhomsomeoneelsehas
trained,thatweshallbeontheroadtonationalefficiency.
Inthepasttheprevailingideahasbeenwellexpressedinthesayingthat
"Captainsofindustryareborn,notmade"andthetheoryhasbeenthatifone
couldgettherightman,methodscouldbesafelylefttohim.Inthefutureit
willbeappreciatedthatourleadersmustbetrainedrightaswellasborn
right,andthatnogreatmancan(withtheoldsystemofpersonalmanagement)
hopetocompetewithanumberofordinarymenwhohavebeenproperlyorganized
soasefficientlytocooperate.
Inthepastthemanhasbeenfirst;inthefuturethesystemmustbefirst.This
innosense,however,impliesthatgreatmenarenotneeded.Onthecontrary,
thefirstobjectofanygoodsystemmustbethatofdevelopingfirst-classmen;
andundersystematicmanagementthebestmanrisestothetopmorecertainlyand
morerapidlythaneverbefore.
Thispaperhasbeenwritten:
First.Topointout,throughaseriesofsimpleillustrations,thegreatloss
whichthewholecountryissufferingthroughinefficiencyinalmostallofour
dailyacts.
Second.Totrytoconvincethereaderthattheremedyforthisinefficiencylies
insystematicmanagement,ratherthaninsearchingforsomeunusualor
extraordinaryman.
Third.Toprovethatthebestmanagementisatruescience,restinguponclearly
definedlaws,rules,andprinciples,asafoundation.Andfurthertoshowthat
thefundamentalprinciplesofscientificmanagementareapplicabletoallkinds
ofhumanactivities,fromoursimplestindividualactstotheworkofourgreat
corporations,whichcallforthemostelaboratecooperation.And,briefly,throughaseriesofillustrations,toconvincethereaderthatwhenevertheseprinciplesarecorrectlyapplied,resultsmustfollowwhicharetrulyastounding.
ThispaperwasoriginallypreparedforpresentationtoTheAmericanSocietyof
MechanicalEngineers.Theillustrationschosenaresuchas,itisbelieved,willespeciallyappealtoengineersandtomanagersofindustrialandmanufacturingestablishments,andalsoquiteasmuchtoallofthemenwhoareworkingintheseestablishments.Itishoped,however,thatitwillbecleartootherreadersthatthesameprinciplescanbeappliedwithequalforcetoallsocialactivities:
tothemanagementofourhomes;themanagementofourfarms;themanagementofthebusinessofourtradesmen,largeandsmall;ofourchurches,ourphilanthropicinstitutions,ouruniversities,andourgovernmentaldepartments.
CHAPTERI:
FUNDAMENTALSOFSCIENTIFICMANAGEMENT
THEprincipalobjectofmanagementshouldbetosecurethemaximumprosperityfortheemployer,coupledwiththemaximumprosperityforeachemployee.
Thewords"maximumprosperity"areused,intheirbroadsense,tomeannotonly
largedividendsforthecompanyorowner,butthedevelopmentofeverybranchof
thebusinesstoitshigheststateofexcellence,sothattheprosperitymaybe
permanent.
Inthesamewaymaximumprosperityforeachemployeemeansnotonlyhigherwagesthanareusuallyreceivedbymenofhisclass,but,ofmoreimportancestill,italsomeansthedevelopmentofeachmantohisstateofmaximumefficiency,sothathemaybeabletodo,generallyspeaking,thehighestgradeofworkforwhichhisnaturalabilitiesfithim,anditfurthermeansgivinghim,whenpossible,thisclassofworktodo.
Itwouldseemtobesoself-evidentthatmaximumprosperityfortheemployer,coupledwithmaximumprosperityfortheemployee,oughttobethetwoleadingobjectsofmanagement,thateventostatethisfactshouldbeunnecessary.Andyetthereisnoquestionthat,throughouttheindustrialworld,alargepartoftheorganizationofemployers,aswellasemployees,isforwarratherthanforpeace,andthatperhapsthemajorityoneithersidedonotbelievethatitispossiblesotoarrangetheirmutualrelationsthattheirinterestsbecomeidentical.
ThemajorityofthesemenbelievethatthefundamentalinterestsofemployeesandemployersarenecessarilyantagonisticScientificmanagement,onthecontrary,hasforitsveryfoundationthefirmconvictionthatthetrueinterestsofthetwoareoneandthesame;thatprosperityfortheemployercannotexistthroughalongtermofyearsunlessitisaccompaniedbyprosperityfortheemployee,andviceversa;andthatitispossibletogivetheworkmanwhathemostwantshighwagesandtheemployerwhathewantsalowlaborcost--forhismanufactures.
Itishopedthatsomeatleastofthosewhodonotsympathizewitheachofthese
objectsmaybeledtomodifytheirviews;thatsomeemployers,whoseattitude
towardtheirworkmenhasbeenthatoftryingtogetthelargestamountofwork
outofthemforthesmallestpossiblewages,maybeledtoseethatamore
liberalpolicytowardtheirmenwillpaythembetter;andthatsomeofthose
workmenwhobegrudgeafairandevenalargeprofittotheiremployers,andwho
feelthatallofthefruitsoftheirlaborshouldbelongtothem,andthatthose
forwhomtheyworkandthecapitalinvestedinthebusinessareentitledto
littleornothing,maybeledtomodifytheseviews.
Noonecanbefoundwhowilldenythatinthecaseofanysingleindividualthegreatestprosperitycanexistonlywhenthatindividualhasreachedhishigheststateofefficiency;thatis,whenheisturningouthislargestdailyoutput.
Thetruthofthisfactisalsoperfectlyclearinthecaseoftwomenworking
together.Toillustrate:
ifyouandyourworkmanhavebecomesoskilfulthatyou
andhetogetheraremakingtwopairsofshoesinaday,whileyourcompetitor
andhisworkmanaremakingonlyonepair,itisclearthataftersellingyour
twopairsofshoesyoucanpayyourworkmanmuchhigherwagesthanyour
competitorwhoproducesonlyonepairofshoesisabletopayhisman,andthat
therewillstillbeenoughmoneyleftoverforyoutohavealargerprofitthan
yourcompetitor.
Inthecaseofamorecomplicatedmanufacturingestablishment,itshouldalsobe
perfectlyclearthatthegreatestpermanentprosperityfortheworkman,coupled
withthegreatestprosperityfortheemployer,canbebroughtaboutonlywhen
theworkoftheestablishmentisdonewiththesmallestcombinedexpenditureof
humaneffort,plusnature'sresources,plusthecostfortheuseofcapitalin
theshapeofmachines,buildings,etc.Or,tostatethesamethingina
differentway:
thatthegreatestprosperitycanexistonlyastheresultofthe
greatestpossibleproductivityofthemenandmachinesoftheestablishmentthat
is,wheneachmanandeachmachineareturningoutthelargestpossibleoutput;
becauseunlessyourmenandyourmachinesaredailyturningoutmoreworkthan
othersaroundyou,itisclearthatcompetitionwillpreventyourpayinghigher
wagestoyourworkmenthanarepaidtothoseofyourcompetitor.Andwhatis
trueastothepossibilityofpayinghighwagesinthecaseoftwocompanies
competingclosebesideoneanotherisalsotrueastowholedistrictsofthe
countryandevenastonationswhichareincompetition.Inaword,thatmaximum
prosperitycanexistonlyastheresultofmaximumproductivity.Laterinthis
paperillustrationswillbegivenofseveralcompanieswhichareearninglarge
dividendsand
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