Scientific Office Management, Volume 1

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A.W. Shaw Company, 1917 - Industrial efficiency - 253 pages
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Page 84 - The Manufacturer warrants each new motor vehicle, including all equipment or accessories (except tires) supplied by the Manufacturer, chassis or part manufactured by it to be free from defects in material and workmanship under normal use and service...
Page 246 - Whether cooperation, the differential plan, or some other form of piece work be chosen in connection with elementary rate-fixing as the best method of working, there are certain fundamental facts and principles which must be recognized and incorporated in any system of management, before true and lasting success can be attained; and most of these facts and principles will be found to be not far removed from what the strictest moralists would call justice. 54. The most important of these facts is...
Page 235 - TEST I Read the General Directions before you do anything else General Directions : Do what the printed instructions tell you to do. Do not ask the examiner any questions about the examination. Do not ask any other person who is taking the examination any questions or watch anyone to see what he or she does. Work as rapidly as you can without making any mistakes. If you do make a mistake, correct it neatly. Do 1 first, then 2, then 3, and so on.
Page 243 - soldiering ", as it is called — is carried on by the men, can scarcely be understood by one who has not worked among them. It is by no means uncommon for men to work at the rate of one-third, or even one-quarter, their maximum speed, and still preserve the appearance of working hard. And when a rate has once been fixed on such a false basis it is easy for the men to nurse successfully
Page 242 - Even the most stupid man, after receiving two or three piecework " cuts " as a reward for his having worked harder, resents this treatment and seeks a remedy for it in the future. Thus begins a war, generally an amicable war, but none the less a war, between the workmen and the management. The latter endeavors by every means to induce the workmen to increase the output, and the men gauge the rapidity with which they work, so as never to earn over a certain rate of wages, knowing that if they exceed...
Page 86 - If for any reason whatever you are dissatisfied with any article purchased from us, we expect you to return it to us at our expense. We will then exchange it for exactly what you want, or will return your money, including any transportation charges you have paid.
Page 245 - Suppose 20 units or pieces to be the largest amount of work of a certain kind that can be done in a day. Under the differential rate system, if a workman finishes 20 pieces per day, and all of these pieces are perfect, he receives, say, 15 cents per piece, making his pay for the day 15 x 20 = $3.
Page 51 - Wherever the management assumes the policy of the closed door, this department may well be shut down. Results cannot be accomplished in the spirit of charity, but must emanate entirely from a sense of justice. It must be understood that work along the lines described above can never take the place of wages. Such work must have as a reason for its existence not only increased efficiency but the increased reward to which increased efficiency is entitled.
Page 241 - The effect of this system is distinctly demoralizing and levelling ; even the ambitious men soon conclude that since there is no profit to them in working hard, the best thing for them to do is to work just as little as they can and still keep their position. And under these conditions the invariable tendency is to drag them all down even below the level of the medium.
Page 245 - This consists briefly in paying a higher price per piece, or per unit, or per job, if the work is done in the shortest possible time, and without imperfections, than is paid if the work takes a longer time or is imperfectly done.

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