泰勒科学管理原理英文版.docx

泰勒科学管理原理英文版.docx

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泰勒科学管理原理英文版

ThePrinciplesofScientificManagement

（1911）

byFrederickWinslowTaylor,M.E.,Sc.D.

Introduction

ChapterI:

FundamentalsofScientificManagement

ChapterII:

ThePrinciplesofScientificManagement

INTRODUCTION

PresidentRoosevelt,inhisaddresstotheGovernorsattheWhiteHouse,propheticallyremarkedthat"Theconservationofournationalresourcesisonlypreliminarytothelargerquestionofnationalefficiency."

Thewholecountryatoncerecognizedtheimportanceofconservingourmaterialresourcesandalargemovementhasbeenstartedwhichwillbeeffectiveinaccomplishingthisobject.Asyet,however,wehavebutvaguelyappreciatedtheimportanceof"thelargerquestionofincreasingournationalefficiency."

Wecanseeourforestsvanishing,ourwater-powersgoingtowaste,oursoilbeingcarriedbyfloodsintothesea;andtheendofourcoalandourironisinsight.Butourlargerwastesofhumaneffort,whichgooneverydaythroughsuchofouractsasareblundering,ill-directed,orinefficient,andwhichMrRooseveltreferstoasalackof"nationalefficiency,"arelessvisible,lesstangible,andarebutvaguelyappreciated.

Wecanseeandfeelthewasteofmaterialthings.Awkward,inefficient,orill-directedmovementsofmen,however,leavenothingvisibleortangiblebehindthem.Theirappreciationcallsforanactofmemory,aneffortoftheimagination.Andforthisreason,eventhoughourdailylossfromthissourceisgreaterthanfromourwasteofmaterialthings,theonehasstirredusdeeply,whiletheotherhasmovedusbutlittle.

Asyettherehasbeennopublicagitationfor"greaternationalefficiency,"nomeetingshavebeencalledtoconsiderhowthisistobebroughtabout.Andstilltherearesignsthattheneedforgreaterefficiencyiswidelyfelt.

Thesearchforbetter,formorecompetentmen,fromthepresidentsofourgreatcompaniesdowntoourhouseholdservants,wasnevermorevigorousthanitisnow.Andmorethaneverbeforeisthedemandforcompetentmeninexcessofthesupply.

Whatwearealllookingfor,however,istheready-made,competentman;themanwhomsomeoneelsehastrained.Itisonlywhenwefullyrealizethatourduty,aswellasouropportunity,liesinsystematicallycooperatingtotrainandtomakethiscompetentman,insteadofinhuntingforamanwhomsomeoneelsehastrained,thatweshallbeontheroadtonationalefficiency.

Inthepasttheprevailingideahasbeenwellexpressedinthesayingthat"Captainsofindustryareborn,notmade"andthetheoryhasbeenthatifonecouldgettherightman,methodscouldbesafelylefttohim.Inthefutureitwillbeappreciatedthatourleadersmustbetrainedrightaswellasbornright,andthatnogreatmancan（withtheoldsystemofpersonalmanagement）hopetocompetewithanumberofordinarymenwhohavebeenproperlyorganizedsoasefficientlytocooperate.

Inthepastthemanhasbeenfirst;inthefuturethesystemmustbefirst.Thisinnosense,however,impliesthatgreatmenarenotneeded.Onthecontrary,thefirstobjectofanygoodsystemmustbethatofdevelopingfirst-classmen;andundersystematicmanagementthebestmanrisestothetopmorecertainlyandmorerapidlythaneverbefore.

Thispaperhasbeenwritten:

First.Topointout,throughaseriesofsimpleillustrations,thegreatlosswhichthewholecountryissufferingthroughinefficiencyinalmostallofourdailyacts.

Second.Totrytoconvincethereaderthattheremedyforthisinefficiencyliesinsystematicmanagement,ratherthaninsearchingforsomeunusualorextraordinaryman.

Third.Toprovethatthebestmanagementisatruescience,restinguponclearlydefinedlaws,rules,andprinciples,asafoundation.Andfurthertoshowthatthefundamentalprinciplesofscientificmanagementareapplicabletoallkindsofhumanactivities,fromoursimplestindividualactstotheworkofourgreatcorporations,whichcallforthemostelaboratecooperation.And,briefly,throughaseriesofillustrations,toconvincethereaderthatwhenevertheseprinciplesarecorrectlyapplied,resultsmustfollowwhicharetrulyastounding.

ThispaperwasoriginallypreparedforpresentationtoTheAmericanSocietyofMechanicalEngineers.Theillustrationschosenaresuchas,itisbelieved,willespeciallyappealtoengineersandtomanagersofindustrialandmanufacturingestablishments,andalsoquiteasmuchtoallofthemenwhoareworkingintheseestablishments.Itishoped,however,thatitwillbecleartootherreadersthatthesameprinciplescanbeappliedwithequalforcetoallsocialactivities:

tothemanagementofourhomes;themanagementofourfarms;themanagementofthebusinessofourtradesmen,largeandsmall;ofourchurches,ourphilanthropicinstitutions,ouruniversities,andourgovernmentaldepartments.

CHAPTERI:

FUNDAMENTALSOFSCIENTIFICMANAGEMENT

THEprincipalobjectofmanagementshouldbetosecurethemaximumprosperityfortheemployer,coupledwiththemaximumprosperityforeachemployee.

Thewords"maximumprosperity"areused,intheirbroadsense,tomeannotonlylargedividendsforthecompanyorowner,butthedevelopmentofeverybranchofthebusinesstoitshigheststateofexcellence,sothattheprosperitymaybepermanent.

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.

Itishopedthatsomeatleastofthosewhodonotsympathizewitheachoftheseobjectsmaybeledtomodifytheirviews;thatsomeemployers,whoseattitudetowardtheirworkmenhasbeenthatoftryingtogetthelargestamountofworkoutofthemforthesmallestpossiblewages,maybeledtoseethatamoreliberalpolicytowardtheirmenwillpaythembetter;andthatsomeofthoseworkmenwhobegrudgeafairandevenalargeprofittotheiremployers,andwhofeelthatallofthefruitsoftheirlaborshouldbelongtothem,andthatthoseforwhomtheyworkandthecapitalinvestedinthebusinessareentitledtolittleornothing,maybeledtomodifytheseviews.

Noonecanbefoundwhowilldenythatinthecaseofanysingleindividualthegreatestprosperitycanexistonlywhenthatindividualhasreachedhishigheststateofefficiency;thatis,whenheisturningouthislargestdailyoutput.

Thetruthofthisfactisalsoperfectlyclearinthecaseoftwomenworkingtogether.Toillustrate:

ifyouandyourworkmanhavebecomesoskilfulthatyouandhetogetheraremakingtwopairsofshoesinaday,whileyourcompetitorandhisworkmanaremakingonlyonepair,itisclearthataftersellingyourtwopairsofshoesyoucanpayyourworkmanmuchhigherwagesthanyourcompetitorwhoproducesonlyonepairofshoesisabletopayhisman,andthattherewillstillbeenoughmoneyleftoverforyoutohavealargerprofitthanyourcompetitor.

Inthecaseofamorecomplicatedmanufacturingestablishment,itshouldalsobeperfectlyclearthatthegreatestpermanentprosperityfortheworkman,coupledwiththegreatestprosperityfortheemployer,canbebroughtaboutonlywhentheworkoftheestablishmentisdonewiththesmallestcombinedexpenditureofhumaneffort,plusnature'sresources,plusthecostfortheuseofcapitalintheshapeofmachines,buildings,etc.Or,tostatethesamethinginadifferentway:

thatthegreatestprosperitycanexistonlyastheresultofthegreatestpossibleproductivityofthemenandmachinesoftheestablishmentthatis,wheneachmanandeachmachineareturningoutthelargestpossibleoutput;becauseunlessyourmenandyourmachinesaredailyturningoutmoreworkthanothersaroundyou,itisclearthatcompetitionwillpreventyourpayinghigherwagestoyourworkmenthanarepaidtothoseofyourcompetitor.Andwhatistrueastothepossibilityofpayinghighwagesinthecaseoftwocompaniescompetingclosebesideoneanotherisalsotrueastowholedistrictsofthecountryandevenastonationswhichareincompetition.Inaword,thatmaximumprosperitycanexistonlyastheresultofmaximumproductivity.Laterinthispaperillustrationswillbegivenofseveralcompanieswhichareearninglargedividendsandatthesametimepayingfrom30percentto100percenthigherwagestotheirmenthanarepaidtosimilarmenimmediatelyaroundthem,andwithwhoseemp