1924 hong kong academy for performing arts: the national research Council of the United States decided to conduct a study to study the work efficiency, working environment and working conditions of the workers in Hawthorne factory of American western electric company. This research, called Hawthorne Experiment, was led and completed by Mayo, a professor at Harvard University. The main contents of this study include:
Relationship between lighting level and work efficiency. The purpose of investigating and studying the plant lighting experiment. The results show that there is no simple direct relationship, but the production efficiency is still some unknown factors.
2。 The purpose of the relay assembly room experiment is to find out what kind of relationship exists between business situation and the change of rest time, working time and working mode of business efficiency. The results show that the decisive factor of production efficiency is operating conditions, not employees' emotions. The important factors are the influence of employees' emotions on human living environment and interpersonal relationships among employees.
The purpose of the interview plan is to understand how to get the real feelings of employees, so as to learn to listen to them and help solve problems, and finally improve production efficiency. Solving employee dissatisfaction was found to have a great impact on improving production efficiency.
4. Electrical winding work test.
The results of this experiment show that, in addition to formal organization, there are informal organizations that can not be ignored in the workshop for some reason.
In Hawthorne's experiment, researchers found that there were many problems in traditional management theory. Based on the analysis of Mayo Hawthorne's experimental results, according to the book 1933 Industrial Civilization, the following new viewpoints are put forward:
The early management theories, methods and systems were all based on the basic assumptions of human beings, who were "economic men" driven by economic interests, so money stimulated workers to be positive. Hawthorne's experiment proves that man is a "social man" and this man is a complicated social relationship. Therefore, in addition to meeting material needs, we should also pay attention to meeting the social and psychological needs of workers.
The second is that it is mainly restricted by the working methods and working conditions of early production efficiency management. Hawthorne's experiments prove that efficiency does not depend on working conditions and methods, the enthusiasm of personnel, or the morale or working mood of workers. Morale and people's satisfaction to meet a higher level, higher morale. Therefore, the main way to improve production efficiency and employee satisfaction.
Third, early management only focused on formal organization, clear authority, laws and regulations. Hawthorne's experiments show that employees have their special relationships and rules, informal organizations and informal organizations. Formal organization's current informal organizational efficiency logic and emotional logic at that time. Managers should face up to the relationship between informal organizations, formal organizations and informal organizations.
Hawthorne experiment and Mayo's concepts of "society", "morale" and "informal organization" have created a new management field, emphasizing the productivity of interpersonal integration.
Frederick W taylor (Frederick Winslow Taylor, 1856- 19 15) is known as "the father of scientific management". Scholars recognized him as the founder of management science and began his road of management science. This great man and his lifelong companion have two things, he and the American steel industry, who is working hard. The second thing is that Puritanism permeates into his bone marrow. The management techniques and methods of iron and steel plants have created unprecedented systematic theory, puritanical management ideas and concepts, and created far-reaching theoretical heritage.
The Taylor family is a typical American middle class. His father is a devout Quaker and a successful lawyer. With a good family environment, Taylor's excellent personality since childhood is extraordinary. Taylor is particularly disgusted with the bad habit of wasting laziness, slackness and exaggeration. Taylor received an early education. He read a lot of classics and developed the habit of hard work and keen on experiments. He will persist, even run, and he must find the most tired one. An unremarkable little thing, in the eyes of ordinary people, has no insistence on exploring the "best way". He has maintained the spirit of "asking the truth in a casserole" all his life. Some people think Taylor is an idealist. Ordinary people have no enthusiasm, perseverance and tenacity, and pursue perfection. Later, his achievements in school management and such personal qualities.
Taylor's father hoped that he would succeed his father Taylor and send him to Exeter College. Taylor studied hard and got her wish at the age of 18, and was admitted to Harvard Law School. However, reading too much seriously damaged his eyesight, and nervous headache forced him to drop out of school and start his career. Later, some scholars thought that paying attention to Taylor and quitting because of poor eyesight was just an excuse. The real reason is that Taylor doesn't want to inherit his father's "identity crisis" in adolescence, and he shows his independence in this way.
Whatever the reason, Taylor fell down, instead of becoming a "white-collar" as his parents expected, he worked as an apprentice for four years in Still Water Factory in Philadelphia. Apprentice Taylor has no income because his family is rich. The life of an ascetic monk, Taylor's personal experience of emotional lower-class workers at this stage, further honed his character. Taylor fulfilled Mencius' famous experience of China people in this respect: "People who are endowed with great responsibilities by God should also suffer from their minds, bones and muscles, starve their bodies and empty their bodies. Restlessness is good for them, but they can't.
1878, Taylor left the hydraulic equipment and went to Midwar Steel Company. At first, when ordinary workers were in the workshop. During this period, American factories showed great strength, and large-scale machinery industry, especially steel industry and railway, became the representative of advanced productive forces. However, when workers work, most of them are uneducated and lack supervision and education, and the management level of the whole industry is basically at the level of "Chai Luwen" against "big stick". There are few "rude" seminars with higher education like Taylor, and he is also a well-educated worker. Taylor's outstanding performance made his position among the workers rise rapidly, and he was promoted step by step to director, mechanical group leader, responsible for the maintenance of the whole factory, chief technical expert, 1884, and he became the administrative engineer of Meiwei Meiwei. At this stage, he took part in part-time research at Stevens Institute of Technology in New Jersey and obtained a bachelor's degree in mechanical engineering. His part-time research is also unique-he never attends classes, just for exams, but he gets excellent grades.
Meiwei Taylor has made great progress in management. He carried out various experiments. Meiwei, especially the young engineer who is eager to change the world, has learned a lot in working hours research and Meiwei experiment. As a foreman, he confidently promoted his scientific methods to improve productivity and work efficiency. However, the workers he met in the confrontation. The workers have enough friction temperature and bitterness, showing a high degree of distrust of any attempt to increase their output. Taylor is a good tool for uncooperative workers, but he soon realized from practice that fines are useless. Whether you are the original intention of management reform or not, it is very attractive and must be understood and supported by workers. The workers also resisted Taylor's concern and ideological identity and accepted his guidance. This is how a new generation of management masters grope and gradually improve their ideas. After 12 years of continuous research and experiments, the basic concepts and working methods of scientific management were born in Meiwei. Due to Taylor's great contribution, the establishment of scientific management is generally called Taylor system.
Taylor left Midvale, and Wharton Business School, the major shareholder of Bethlehem Steel Company, invited a management consultant from Bethlehem. Wharton is the founder of the first business school in the United States (Pennsylvania), and he knows the value of management. Taylor began a comprehensive management experiment in Bethlehem. He invited a group of assistants to work with him, including Gantt Chart, a notorious management consultant, and mathematical methods, which helped Taylor a lot, followed by merrick of Arsenal in Waterton and others. The team's work is fruitful. The most famous experiment of treating pig iron is in Bethlehem, and the experiment that Meiwei failed to finish metal cutting continues. Here, Tyler's here. However, Taylor encountered another test. Residents of Bethlehem worry that, like Taylor, increasing labor productivity will lead to fewer public employment opportunities. With the temperature management technology full of a lot of friction, the management department of Taylor Company introduced the cost accounting method, which made it impossible to fabricate figures and muddle through. Taylor was considered as a threat to their jobs. Especially the old foreman had a hard time with Taylor in Bethlehem. 190 1 year, Taylor had to leave the company. Irony? But Taylor left Bethlehem and stopped the implementation of Taylor's production. Grass-roots managers quietly used Taylor's method to restore the decline in production, but reported to their superiors that they did not recognize it.
Taylor left Bethlehem with rich patent income and savings, instead of dealing with the factory, he immersed himself in his own works and wrote a masterpiece of scientific management of factory management. At the same time, Taylor also renovated his suburban lawn in Presley Courtyard in Bock, Philadelphia for leisure and entertainment. Perhaps, a leopard cannot change his spots. He came up with a new mixed soil to investigate the lawn variety of golf courses, and also designed a new Y-shaped golf club. Golf became the experimental method of his scientific management thought. Even in leisure life, scientific management can exert its great power. Taylor relied on the improvement of his golf course, club and hitting, so his novice golfer (he kept learning 1896) won the steeplechase at Philadelphia Country Club 1902, 1903 and 1905. Taylor began to change unconsciously in practice. Following some scholar factories, another positive Taylor management method supports Taylor. In this case, Taylor began to travel around, give speeches, publicize and popularize scientific management. He kept insisting. One principle is that any lectures and consultations should not be paid, and even the travel expenses should not be completely lost to earn money. Later, the army of this department and his consultant at Brooklyn Shipyard still refused to get paid.
Under the freight situation of 19 10 Middle East Railway, Taylor system became famous. At that time, the larger freight customers certainly opposed the freight price of the railway company, and the Interstate Commercial Committee held a hearing for this. Brandeis is a lawyer in Boston and a very enthusiastic public welfare agent. He named Taylor's management method "scientific management". At the hearing, Taylor Emerson, who advocated the implementation of calculation, believed that the railway company saved $6.5438+0 million in scientific management every day, so it was nothing to increase the freight rate. What really needs to be done is to change management. Scientific management spread rapidly from the beginning, and Taylor's most important book Principles of Scientific Management was published in 19 1 1.
However, things in the world are often very complicated, and scientific management encountered strong resistance from trade unions in the promotion process, which is the biggest trouble. According to Taylor's many years of experience, in the factory, the trade union doesn't have much good impression. In his view, it needs to be based on the labor confrontation of trade unions. Therefore, if managers can correctly act as intermediaries between employers and employees, there is no need to effectively safeguard the interests of workers. 19 1 1 year, Taylor hired a consulting company as the Army Ordnance Department to promote Taylor's publication of Arsenal. When his assistant merrick worked in Waterton Arsenal, the union members of the caster refused to talk to the workers, but the workers still refused to cooperate after cooperating with Colonel Will, the leader of the Arsenal. The reason why the factory dismissed its employees was "disobedience", which led to the workers' strike. EU leaders took the opportunity to wave their hands and asked Congress to investigate the matter. The House of Representatives has organized a hearing of a special committee to start the investigation. Taylor was treated unkindly at the Committee hearing. Taylor, who was obviously on the side of the union, repeatedly interrupted his story and misinterpreted his statement. In this case, Taylor showed restraint, rigor and pragmatism, and expounded the essence and significance of scientific management from the front, so his testimony became one of the important documents related to scientific management. However, part of the atmosphere of the trade union finally influenced the attitude of the US Congress. The two houses of Congress have formed a supplementary provision on government funding, stipulating that any government-funded enterprise (army, navy and postal service) can use Taylor system in any way. Until 1949, additional terms, this is just a cancellation.
Taylor at the congressional hearing was torture, and suddenly many "efficiency experts" came to test Taylor. In the case of transporting goods from the eastern railway, Taylor system? Management fashion seems to have mushroomed, and "efficiency experts" are in full swing. Most of them only know a little about Taylor system, but they put forward some Taylor system measures that boldly promise customers to improve their work efficiency quickly. At least I warn that in 2035, it is best not to listen to opinions, and scientific management is not omnipotent. Taylor's scientific management and ideological spirit, these efficiency experts threw into Java, Taylor was the first to consider the basic principles of technical methods, and he was regarded as a model of efficiency experts. Facing the challenge, Taylor spoke everywhere with greater patience and corrected the deviation. Finally, Taylor spoke after the untreated cold in the trunk turned into pneumonia. His grave is on the hillside of the visible Philadelphia steel plant. The tombstone "Father of Scientific Management" represents his achievements in life.
Scientific management is leading in the United States, and its content is quite rich. It is a set of management theory based on industrial and commercial production management and workshop management, which integrates theory, principle and operation method, and is ideological and practical. Its main content involves five main aspects: technology and production management, management functions, management personnel, organizational principles and management methods. This is a management science from scientific management, along the experimental science road founded by Galileo and Newton, bidding farewell to simple summing up experience and wisdom skills, and developing scientific records, which is still glorious. When many critics talk about scientific management, they tend to pay attention to the technical level. In fact, it includes ideological content, and what matters is not its technical means and scientific management. Only by fully understanding the organic combination of iron and steel companies and Protestant ethics can we truly master Taylor system.