Management and the Worker (Vol. V in series Early Sociology of Management and Organizations)

BOOK COVER......Page 1
HALF-TITLE......Page 2
TITLE......Page 4
COPYRIGHT......Page 5
DEDICATION......Page 7
FOREWORD......Page 8
PREFACE......Page 10
CONTENTS......Page 13
LIST OF TABLES......Page 15
LIST OF FIGURES......Page 17
PART I WORKING CONDITIONS AND EMPLOYEE EFFICIENCY......Page 19
PROBLEMS OF PRESENTATION AND SELECTION......Page 20
Eight Functional Organizations......Page 22
The Industrial Relations Branch......Page 23
Agencies for Carrying out Employee Relations Policies......Page 24
WAGE INCENTIVE SYSTEMS1......Page 26
Group Piecework......Page 28
The First Illumination Experiment......Page 29
The Third Illumination Experiment......Page 30
Conclusion......Page 31
THE TEST ROOM METHOD......Page 32
The Operators Chosen for the Test Room......Page 33
The Location, Size, and Equipment of the Test Room......Page 35
The Measurement of Output......Page 36
Recording of Data: the Log Sheet......Page 37
Half-Hourly Readings......Page 38
Converted Output......Page 39
Physical Examinations......Page 40
Organization of the Test into Periods......Page 41
PERIOD ACCOUNT OF TEST ROOM......Page 42
Informing the Operators of Plans for the Studies......Page 43
The Second Physical Examinations......Page 44
Change in Piece Rates......Page 45
Supervision in the Test Room......Page 46
SUMMARY OF CHANGES INTRODUCED IN PERIODS I–III......Page 48
Experimental Conditions......Page 50
Operators’ Attitude toward Rest Periods......Page 51
Questionnaire about Home and Social Environment......Page 52
Experimental Conditions......Page 54
Attitude of Girls toward Authority......Page 55
Operators’ Attitude toward Six Five-Minute Rests......Page 57
Experimental Conditions......Page 58
Attitudes of Operators 1A and 2A......Page 59
THE OPERATORS’ PERFORMANCE: RESULTS AND CONCLUSIONS......Page 61
Experimental Conditions......Page 65
Attitude of Operators toward Shorter Working Day......Page 66
Operators’ Attitude toward Shorter Hours......Page 67
Operators’ Attitude toward Conditions of Work in Period X......Page 68
Questionnaires regarding Changes in Health Habits and Mental Attitudes......Page 69
Experimental Conditions......Page 71
Operators’ Attitude toward the Conditions of Work in Period XII......Page 72
The Relation between the Test Room Operators and the Observer......Page 73
Experimental Conditions......Page 74
Attitude of Operators during Period XIII......Page 75
Experimental Periods and Output Rate......Page 76
Experimental Periods and Total Weekly Output......Page 78
Experimental Periods and Quality of Output......Page 80
Rest Pauses and Personal Time......Page 81
Attendance Irregularities among the Operators......Page 82
Experimental Periods and Attitudes of Operators......Page 83
Operators’ Attitude toward Test Room Authorities......Page 84
Hypotheses to Explain Major Changes......Page 85
CHAPTER V TESTING THE FATIGUE AND MONOTONY HYPOTHESES......Page 88
VARIATIONS IN RATE OF OUTPUT FOR CONSECUTIVE DAYS OF THE WEEK......Page 93
VARIATIONS IN RATE OF OUTPUT FOR MORNING AND AFTERNOON......Page 99
The Construction of Composite Daily Work Curves......Page 102
The Reliability of the Mean Composite Daily Work Curves......Page 107
Analysis of Mean Composite Daily Work Curves for Evidence of Fatigue......Page 108
Summary......Page 109
BLOOD PRESSURE READINGS IN RELATION TO OUTPUT, FATIGUE, AND EFFICIENCY......Page 110
THE VASCULAR SKIN REACTION TEST IN RELATION TO FATIGUE......Page 112
SPEED TESTS IN RELATION TO FATIGUE......Page 114
CONCLUSION......Page 116
CHAPTER VI TESTING THE EFFECTS OF WAGE INCENTIVE; THE SECOND RELAY ASSEMBLY GROUP AND THE MICA SPLITTING TEST ROOM......Page 118
Changes in Output......Page 119
Further Results and Conclusions......Page 122
The Job of Mica Splitting......Page 123
Selection of Operators......Page 124
EXPERIMENTAL CONDITIONS AND MAJOR HAPPENINGS FOR EACH PERIOD......Page 125
PERIOD I (August 27, 1928–October 20, 1928)......Page 126
PERIOD III (November 26, 1928–June 15,1929)......Page 127
PERIOD IV (June 17, 1929–May 17, 1930)......Page 129
Changes in Average Hourly Output by Weeks in the Mica Splitting Test Room......Page 131
Rest Pauses, Overtime, andFatigue......Page 132
The Decline in Output during the Second Year......Page 135
Supervision and Morale......Page 137
SUMMARY AND CONCLUSIONS......Page 139
Relative Ranking of Five Assemblers in Output......Page 142
Relative Ranking of Five Assemblers in Dexterity and Intelligence......Page 143
RELAY ASSEMBLY TEST ROOM PERSONALITIES......Page 146
PERSONAL SITUATIONS OF RELAY ASSEMBLY TEST ROOM OPERATORS......Page 149
Summary......Page 151
PERSONAL SITUATIONS OF MICA SPLITTING TEST ROOM OPERATORS......Page 152
COMPARISON OF PERSONNEL IN THE TWO TEST GROUPS......Page 153
CHAPTER VIII THE RELAY ASSEMBLY TEST ROOM SUPERVISION......Page 155
PART II A PLAN FOR THE IMPROVEMENT OF EMPLOYEE RELATIONS......Page 160
CHAPTER IX THE GROWTH AND DEVELOPMENT OF THE INTERVIEWING PROGRAM......Page 161
Type of Personnel Training before Introduction of Interview Material......Page 173
OUTSIDE ACTIVITIES PREPARATORY OUTLINE......Page 174
How the Interview Material Was Used in Personnel Training for Supervisors......Page 176
SUPERVISORS’ CONFERENCES FALL—1930......Page 179
Results of Supervisory Training......Page 181
THE ANALYSIS OF COMPLAINTS......Page 182
How the Interviews Were Analyzed......Page 183
The Dual Function of the Analyzing Department......Page 185
New Procedure for Routing and Investigating Complaints......Page 186
UNEXPECTED RESULTS FROM THE INTERVIEWING PROGRAM......Page 188
EVALUATION OF THE INTERVIEWING PROGRAM......Page 189
CHAPTER XI THE URGENCY AND TONE OF INDUSTRIAL TOPICS......Page 190
PART III A CONCEPTUAL SCHEME FOR THE UNDERSTANDING OF EMPLOYEE DISSATISFACTION......Page 206
CHAPTER XII THE ANALYSIS OF COMPLAINTS; FACT VS. SENTIMENT......Page 207
STATEMENT OF THE PROBLEM......Page 217
RULES OF ORIENTATION 1......Page 218
RULES FOR CONDUCTING THE INTERVIEW......Page 228
SUMMARY......Page 230
MORBID PREOCCUPATIONS AND PERSONAL SITUATION......Page 232
An Interview with Mr. Brown......Page 233
An Interview with Mr. Green......Page 238
An Interview with Mr. White......Page 241
An Interview with Mrs. Black......Page 246
Characteristics of Obsessive Thinking......Page 248
THE PSYCHOPATHOLOGICAL INTERPRETATION AND ITS LlMITATIONS......Page 250
PREOCCUPATION AND OUTPUT......Page 251
Fatigue or Organic Unbalance......Page 254
Repetitive Work......Page 255
Interhuman Relations at Work......Page 256
SUMMARY AND CONCLUSIONS......Page 257
CHAPTER XV ATTITUDES WITHIN THE SUPERVISORY ORGANIZATION......Page 261
The Attitude of Group Chiefs toward Section Chiefs......Page 263
The Attitude of Group Chiefs and Section Chiefs toward Assistant Foremen and Foremen......Page 264
Varying Attitudes toward Higher Levels of Supervision......Page 265
ATTITUDES TOWARD INVISIBLE AUTHORITY—THE POLICIES AND PRACTICES OF THE COMPANY......Page 266
The System of Promotion and Demotion......Page 267
The System of Retrenchment......Page 268
The System of Remuneration......Page 270
The System of Industrial Relations Activities......Page 271
Plant Conditions......Page 273
The Attitude of Group Chiefs and Section Chiefs......Page 274
The Attitude of Supervisors in General......Page 276
ATTITUDES TOWARD PERSONAL ADVANCEMENT AND PROGRESS IN THE COMPANY......Page 277
ATTITUDES TOWARD THE INTERVIEW......Page 280
CHAPTER XVI COMPLAINTS AND SOCIAL EQUILIBRIUM......Page 282
Distinctions between Different Ranks in the Supervisory Organization......Page 283
Distinctions between Office and Shop......Page 284
A SYSTEM OF SENTIMENTS REFLECTING THE SOCIAL ORGANIZATION OF THE COMPANY......Page 285
AN INTERPRETATION OF SOME SUPERVISORY PROBLEMS......Page 287
CONCLUSION......Page 292
PART IV SOCIAL ORGANIZATION OF EMPLOYEES......Page 296
CHAPTER XVII METHOD AND PROCEDURE IN STUDYING A SHOP DEPARTMENT......Page 297
THE WAGE INCENTIVE SYSTEM......Page 318
The Concept of a Day’s Work......Page 320
The Day’s Work as a Group Standard......Page 323
The Demand for “Straight-Line” Output Curves......Page 328
Actual Output vs. Reported Output......Page 330
Daywork Allowance Claims......Page 332
ACTUAL vs. REPORTED OUTPUT RATES......Page 334
COMPARISON OF MORNING AND AFTERNOON AVERAGE HOURLY OUTPUTS......Page 336
ANALYSIS OF QUALITY RECORDS......Page 338
INDIVIDUAL DIFFERENCES IN OUTPUT......Page 342
SUMMARY......Page 344
CHAPTER XIX THE SUPERVISORY SITUATION IN THE BANK WIRING OBSERVATION ROOM......Page 346
CHAPTER XX INTEREMPLOYEE RELATIONS IN THE BANK WIRING OBSERVATION ROOM......Page 353
METHOD OF ASSESSING INTERPERSONAL RELATIONS......Page 375
Connector Wiremen in Relation to Selector Wiremen......Page 376
Wiremen in Relation to Soldermen......Page 377
Wiremen and Soldermen in Relation to the Trucker......Page 378
Wiremen and Soldermen in Relation to the Inspectors......Page 379
Games......Page 380
Controversies about Windows......Page 381
Job Trading......Page 382
Helping One Another......Page 383
Friendships and Antagonisms......Page 385
THE Two CLIQUES......Page 386
CHAPTER XXII SOCIAL CONTROL OF WORK BEHAVIOR......Page 388
CHAPTER XXIII FORMAL VS. INFORMAL ORGANIZATION......Page 397
Weekly Average Hourly Output in the Observation Room Compared with That in the Department......Page 398
Attitudes of the Men while in the Observation Room Compared with their Attitudes while in the Department......Page 399
The Relations of the Interviewer and Observer to the Group......Page 400
THE EFFECTS OF THE DEPRESSION......Page 401
RESTRICTION OF OUTPUT AND ECONOMIC INTEREST......Page 402
OTHER MISINTERPRETATIONS OF RESTRICTION OF OUTPUT......Page 404
THE SOCIAL ORGANIZATION OF THE COMPANY......Page 405
Differentiating Factors......Page 406
Integrating Factors......Page 407
SOCIAL GROUPS IN THE COMPANY ORGANIZATION AND THEIR INTERRELATIONS......Page 408
The Relation between the Worker and His Job......Page 409
The Relation between the Technologist and the Worker......Page 410
The Relation of the Supervisor to the Worker......Page 411
SUMMARY......Page 412
PART V APPLICATIONS TO PRACTICE OF RESEARCH RESULTS......Page 413
CHAPTER XXIV AN INDUSTRIAL ORGANIZATION AS A SOCIAL SYSTEM......Page 414
THE TECHNICAL ORGANIZATION OF THE PLANT......Page 415
THE SOCIAL ORGANIZATION OF THE PLANT......Page 416
THE INFORMAL ORGANIZATION OF THE PLANT......Page 419
THE IDEOLOGICAL ORGANIZATION OF THE PLANT......Page 421
The Logic of Efficiency......Page 422
DEFINITION OF TERMS......Page 423
A CONDITION OF EQUILIBRIUM......Page 425
A NEED FOR REFORMULATING HUMAN PROBLEMS......Page 426
Rest Pauses......Page 427
Physical Conditions of Work......Page 428
Repetitive Work and Monotony......Page 429
Wage Incentives and Wage Incentive Systems......Page 430
Efficient Work Patterns......Page 431
PROBLEMS OF CHANGE IN THE SOCIAL STRUCTURE......Page 432
Change in the Formal Organization......Page 433
Transmission of Accurate Information through the Supervisory Structure......Page 434
Discrepancy between Formal and Informal Organization......Page 435
Limitations of Specialist Logics......Page 436
Orientation......Page 437
Evaluation......Page 438
Orientation and Evaluation in Relation to Personnel Practices and Maintaining Equilibrium......Page 439
THE SPECIFIC FUNCTION OF PERSONNEL WORK......Page 440
Skills Required for Fulfilling the Specific Function......Page 441
Mechanics of the Program......Page 442
Maintaining an Interview Relationship......Page 444
What the Counselor Says and Does......Page 446
MAJOR PROBLEMS TO WHICH THE COUNSELING PROGRAM is ADDRESSED......Page 447
CONCLUSION......Page 448
INDEX......Page 451