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Increasing Efficiency In Business

by Walter Dill Scott

May, 1998 [Etext #1319]

Project Gutenberg Etext Increasing HumanEfficiency In Business

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HUMAN

EFFICIENCY IN BUSINESS

``INFLUENCING MEN IN BUSINESS''

EFFICIENCY……….104 VI WAGES AS A MEANS OF INCREASING HUMAN

EFFICIENCY……….132

VII PLEASURE AS A MEANS OF

INCREASING HUMAN

EFFICIENCY……….165 VIII THE LOVE OF THE GAME AND

EFFICIENCY……… 186 IX RELAXATION

AS A MEANS OF INCREASING HUMAN EFFICIENCY……….204

X THE RATE OF IMPROVEMENT IN

EFFICIENCY…………223 XI PRACTICE PLUS THEORY……….254 XII MAKING EXPERIENCE AN ASSET:

JUDGMENT

FORMATION……… 276 XIII CAPITALIZING EXPERIENCE: HABIT FORMATION……303 <p v>

INCREASING HUMAN

EFFICIENCY IN BUSINESS

CHAPTER I

THE POSSIBILITY OF INCREASING

HUMAN EFFICIENCY

THE modern business man is the true heir

of the old magicians Every thing he

touches seems to increase ten or a

hundredfold in value and usefulness Allthe old methods, old tools, old instrumentshave yielded to his transforming spell orelse been discarded for new and moreeffective substitutes In a thousand

industries the profits of to-day are wrungfrom the wastes or unconsidered trifles ofyesterday

The only factor which has withstood thiswizard touch is man himself Development

of the instruments of production and

distribution has been so great it can hardly

be <p 1> <p 2> measured: the things

themselves have been so changed that fewfeatures of their primitive models havebeen retained

Our railroad trains, steamships, and

printing presses preserve a likeness moreapparent than actual Our telephones,electric lights, gas engines, and steamturbines, our lofty office buildings andhuge factories crowded with wonderfulautomatic machinery are creations of thegeneration of business men and scientistsstill in control of them

By comparison the increase in human efficiency during this same period

(except where the worker is the slave of the machine, compelled to keep pace with it or lose his place) has been

insignificant.

Reasons for this disproportion are notlacking The study of the physical

antedates the study of the mental always

In the history of the individual as well as

of nations, knowledge of the psychical hasdragged far behind mastery of tangibleobjects We come in contact with ourphysical environment and adjust ourselves

to it long before we begin to <p 7> study

the *acts by which we have been able to

control objects around us

It was inevitable, therefore, that attentionshould have been concentrated upon the

material and mechanical side of

production and distribution Results therewere so tangible, so easily figured Forexample, if the speed of a drill or thestrokes of a punch press were multiplied,the increase would be easily recognized.The whole country, too, was absorbed ininvention, in the development of tools toaccomplish what had always requiredhand labor The effort was not so much toincrease the efficiency of the individualworker— though many wise and far-sighted employers essayed studies andexperiments with varying success—as todisplace the human factor altogether

As the functions and limitations of

machinery have become clearer in recentyears, business men have generally

recognized the importance of the humanfactor in making and marketing products.Selecting and handling men is of muchmore significance to-day <p 4> than everbefore in the history of the world —themore so as organizations have increased

in size and scope and the individual

employee is farther removed from thehead and assigned greater responsibilities

It is not a difficult task to build and equip

a factory, to choose and stock a store Theproblems of power and its transmissioncome nearer solution every day Physicsand chemistry have revealed the secrets ofraw materials For any given service, themanufacturer can determine the cheapestand most suitable metal, wood, or fabricwhich will satisfy his requirements, and

the most economical method of treating it.

Of the elements involved in production ordistribution, the human factor is to-day themost serious problem confronting thebusiness man The individual remains to

be studied, trained, and developed—to bebrought up to the standard of maximumresults already reached by materials andprocesses

Few employers can gather a force of

effi-<p 5> cient workers and keep them attheir best Not only is it difficult to selectthe right men but it is even harder to

secure top efficiency after they are hired.Touching this, there will be no dispute.Experts in shop management go evenfarther F W Taylor, who has made the

closest and most scientific study, perhaps,

of actual and potential efficiency amongworkers, declares that:—

``A first-class man can, in most cases, do

from two to four times as much as is done on the average.''

``This enormous difference,'' Mr Taylorgoes on to say, ``exists in all the tradesand branches of labor investigated, frompick- and-shovel men all the way up thescale to machinists and other skilled

workmen The multiplied output was notthe product of a spurt or a period of

overexertion; it was simply what a goodman could keep up for a long term of yearswithout injury to his health, become

happier, and thrive under.''

Ask the head of any important businesswhat is the first qualification of a foreman

<p 6> or manager, and he will tell you

``ability to handle men.''

Men who know how to get maximum results out of machines are common; the power to get the maximum of work out of subordinates or out of yourself is a much rarer possession.

Yet this power is not necessarily a sixthsense or a fixed attribute of personality It

is based on knowledge of the workings ofthe other man's mind, either intuitive oracquired It is the purpose of this andsucceeding chapters to consider some ofthe aspects of human nature that can beturned to advantage in the cultivation of

individual efficiency and the elimination

of lost motion and wasted effort

In a thousand instances, in factory andmarket place, unrecognized use has beenmade of the principles of psychology bybusiness men to influence other men and toattain their ends

For the science of psychology is in

respect to certain data merely common sense, the wisdom of experience,

analyzed, formulated, and codified <p

7> It has taken its place, alongside

physics and chemistry, as the ally and employee of trade and industry.

The time has come when a man's

knowledge of his business, if the larger

success is to be won, must embrace anunderstanding of the laws which governthe thinking and acting of the men whomake and sell his products as well asthose others who buy and consume them.

The achievements of the human mind andthe human body seem to many to be out ofthe range of possible improvement throughapplication of any science which dealswith these human activities Muscularstrength and mental efficiency seem to befixed quantities not subject to increase orimprovement

The contention here supported, however,

is that human efficiency is a variable quantity which increases and decreases according to law By the application of

known physical laws the telephone and the telegraph have supplanted the

messenger boy By the laws of

psychology applied to business equally astounding improvements are being and will be secured <p 8>

Employers sometimes find that their menare not working well, that they loaf andkill time on every possible occasion Themen are not trying and are indifferent toresults Under such circumstances a newforeman, the dismissal of the poorer

workmen, modification of the wage scale

or method of payment, or some otherdevice may correct the evil and induce themen to exert themselves

Again, the men are working industriously

and may feel that an increase in outputwould be injurious to health or even

impossible They think they are doing theirbest; while the employer himself may feelthat he is achieving but little, although heassumes that he is doing as much as it iswise to attempt For instance, Mr Taylor,

in his studies, found that both employersand men had only a vague conception ofwhat constituted a full day's work for afirst-class man The good workmen knewthey could do more than the average; butrefused to believe when, after close

observation and careful timing of the

ele-<p 9> ments of each operation, they wereshown that they could accomplish twice orthree times as much as their customarytasks

Actual instances prove that great

increase of work and results can be

secured by outside stimulus and by

conscious effort.

If there is one place where the limit ofexertion can be counted upon, it is in aninter- collegiate athletic contest Whiletaking part in football games, I frequentlyobserved that my team would be able topush the opposing team halfway across thefield Then the tables would be turned and

my team would give ground At one

moment one team would seem to possessmuch superior physical strength to theother; the next moment the equilibriumwould be changed apparently withoutcause Often, however, the weaker teamwould rally in response to the captain's

coaching On the field a player frequentlyfinds himself unable to exert himself Hisgreatest effort is necessary to force

himself to work In such a mental

condition a vigorous and enthusiasticappeal from the coach may <p 10> supplythe needed stimulus and stir him to suddendisplay of all his strength

I recently conducted a series of

experiments on college athletes to

determine whether coaching could

actually increase a man's strength when hewas already trying his ``best,'' and

whether he could continue to work after hewas ``completely exhausted.'' I put eachman at work on machines which allowedhim to exert himself to his utmost andmeasured his accomplishment While he

was thus employed, the coach began

urging him to increase his exertion

Ordinarily the increase was marked—sometimes as much as fifty per cent

Again, when the man had exhausted

himself without coaching, the extra

demand would be made on him; usually hewas able to continue, even though withoutthe coaching he had been unable to do anymore There was, of course, a point ofexhaustion at which the coaching ceased

to be effective

The tests proved conclusively that when

a man is doing what he believes to be his best, he is still <p 11> able to do better; when he is completely exhausted, he is, under proper stimulus, able to continue.

Before a horse is started in a race it isvigorously exercised, ``warmed up.'' Tothe uninitiated this process seems sostrenuous as to defeat its purpose bywearing out the strength of the horse.Every horseman knows, however, that theanimal cannot attain top speed till after ithas undergone this severe discipline.

In training for a contest an athlete usuallytakes long runs Soon after the start hefeels weary and exhausted, but, by

disregarding this feeling and continuing torun, a sudden change comes over himcommonly known as ``getting his secondwind.''

Thus the runner feels wave upon wave ofexhaustion followed by waves of