科学管理原理英文版 全套讲义.docx

科学管理原理英文版 全套讲义.docx

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科学管理原理英文版全套讲义

ThePrinciplesofScientificManagement

（1911）

byFrederickWinslowTaylor,M.E.,Sc.D.

Introduction

ChapterI:

FundamentalsofScientificManagement

ChapterII:

ThePrinciplesofScientificManagement

INTRODUCTION

PresidentRoosevelt,inhisaddresstotheGovernorsattheWhiteHouse,

propheticallyremarkedthat"Theconservationofournationalresourcesisonly

preliminarytothelargerquestionofnationalefficiency."

Thewholecountryatoncerecognizedtheimportanceofconservingourmaterial

resourcesandalargemovementhasbeenstartedwhichwillbeeffectivein

accomplishingthisobject.Asyet,however,wehavebutvaguelyappreciatedthe

importanceof"thelargerquestionofincreasingournationalefficiency."

Wecanseeourforestsvanishing,ourwater-powersgoingtowaste,oursoil

beingcarriedbyfloodsintothesea;andtheendofourcoalandourironisin

sight.Butourlargerwastesofhumaneffort,whichgooneverydaythroughsuch

ofouractsasareblundering,ill-directed,orinefficient,andwhichMr

Rooseveltreferstoasalackof"nationalefficiency,"arelessvisible,less

tangible,andarebutvaguelyappreciated.

Wecanseeandfeelthewasteofmaterialthings.Awkward,inefficient,or

ill-directedmovementsofmen,however,leavenothingvisibleortangiblebehind

them.Theirappreciationcallsforanactofmemory,aneffortofthe

imagination.Andforthisreason,eventhoughourdailylossfromthissourceis

greaterthanfromourwasteofmaterialthings,theonehasstirredusdeeply,

whiletheotherhasmovedusbutlittle.

Asyettherehasbeennopublicagitationfor"greaternationalefficiency,"no

meetingshavebeencalledtoconsiderhowthisistobebroughtabout.Andstill

therearesignsthattheneedforgreaterefficiencyiswidelyfelt.

Thesearchforbetter,formorecompetentmen,fromthepresidentsofourgreat

companiesdowntoourhouseholdservants,wasnevermorevigorousthanitis

now.Andmorethaneverbeforeisthedemandforcompetentmeninexcessofthe

supply.

Whatwearealllookingfor,however,istheready-made,competentman;theman

whomsomeoneelsehastrained.Itisonlywhenwefullyrealizethatourduty,

aswellasouropportunity,liesinsystematicallycooperatingtotrainandto

makethiscompetentman,insteadofinhuntingforamanwhomsomeoneelsehas

trained,thatweshallbeontheroadtonationalefficiency.

Inthepasttheprevailingideahasbeenwellexpressedinthesayingthat

"Captainsofindustryareborn,notmade"andthetheoryhasbeenthatifone

couldgettherightman,methodscouldbesafelylefttohim.Inthefutureit

willbeappreciatedthatourleadersmustbetrainedrightaswellasborn

right,andthatnogreatmancan（withtheoldsystemofpersonalmanagement）

hopetocompetewithanumberofordinarymenwhohavebeenproperlyorganized

soasefficientlytocooperate.

Inthepastthemanhasbeenfirst;inthefuturethesystemmustbefirst.This

innosense,however,impliesthatgreatmenarenotneeded.Onthecontrary,

thefirstobjectofanygoodsystemmustbethatofdevelopingfirst-classmen;

andundersystematicmanagementthebestmanrisestothetopmorecertainlyand

morerapidlythaneverbefore.

Thispaperhasbeenwritten:

First.Topointout,throughaseriesofsimpleillustrations,thegreatloss

whichthewholecountryissufferingthroughinefficiencyinalmostallofour

dailyacts.

Second.Totrytoconvincethereaderthattheremedyforthisinefficiencylies

insystematicmanagement,ratherthaninsearchingforsomeunusualor

extraordinaryman.

Third.Toprovethatthebestmanagementisatruescience,restinguponclearly

definedlaws,rules,andprinciples,asafoundation.Andfurthertoshowthat

thefundamentalprinciplesofscientificmanagementareapplicabletoallkinds

ofhumanactivities,fromoursimplestindividualactstotheworkofourgreat

corporations,whichcallforthemostelaboratecooperation.And,briefly,throughaseriesofillustrations,toconvincethereaderthatwhenevertheseprinciplesarecorrectlyapplied,resultsmustfollowwhicharetrulyastounding.

ThispaperwasoriginallypreparedforpresentationtoTheAmericanSocietyof

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

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

CHAPTERI:

FUNDAMENTALSOFSCIENTIFICMANAGEMENT

THEprincipalobjectofmanagementshouldbetosecurethemaximumprosperityfortheemployer,coupledwiththemaximumprosperityforeachemployee.

Thewords"maximumprosperity"areused,intheirbroadsense,tomeannotonly

largedividendsforthecompanyorowner,butthedevelopmentofeverybranchof

thebusinesstoitshigheststateofexcellence,sothattheprosperitymaybe

permanent.

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.

Itishopedthatsomeatleastofthosewhodonotsympathizewitheachofthese

objectsmaybeledtomodifytheirviews;thatsomeemployers,whoseattitude

towardtheirworkmenhasbeenthatoftryingtogetthelargestamountofwork

outofthemforthesmallestpossiblewages,maybeledtoseethatamore

liberalpolicytowardtheirmenwillpaythembetter;andthatsomeofthose

workmenwhobegrudgeafairandevenalargeprofittotheiremployers,andwho

feelthatallofthefruitsoftheirlaborshouldbelongtothem,andthatthose

forwhomtheyworkandthecapitalinvestedinthebusinessareentitledto

littleornothing,maybeledtomodifytheseviews.

Noonecanbefoundwhowilldenythatinthecaseofanysingleindividualthegreatestprosperitycanexistonlywhenthatindividualhasreachedhishigheststateofefficiency;thatis,whenheisturningouthislargestdailyoutput.

Thetruthofthisfactisalsoperfectlyclearinthecaseoftwomenworking

together.Toillustrate:

ifyouandyourworkmanhavebecomesoskilfulthatyou

andhetogetheraremakingtwopairsofshoesinaday,whileyourcompetitor

andhisworkmanaremakingonlyonepair,itisclearthataftersellingyour

twopairsofshoesyoucanpayyourworkmanmuchhigherwagesthanyour

competitorwhoproducesonlyonepairofshoesisabletopayhisman,andthat

therewillstillbeenoughmoneyleftoverforyoutohavealargerprofitthan

yourcompetitor.

Inthecaseofamorecomplicatedmanufacturingestablishment,itshouldalsobe

perfectlyclearthatthegreatestpermanentprosperityfortheworkman,coupled

withthegreatestprosperityfortheemployer,canbebroughtaboutonlywhen

theworkoftheestablishmentisdonewiththesmallestcombinedexpenditureof

humaneffort,plusnature'sresources,plusthecostfortheuseofcapitalin

theshapeofmachines,buildings,etc.Or,tostatethesamethingina

differentway:

thatthegreatestprosperitycanexistonlyastheresultofthe

greatestpossibleproductivityofthemenandmachinesoftheestablishmentthat

is,wheneachmanandeachmachineareturningoutthelargestpossibleoutput;

becauseunlessyourmenandyourmachinesaredailyturningoutmoreworkthan

othersaroundyou,itisclearthatcompetitionwillpreventyourpayinghigher

wagestoyourworkmenthanarepaidtothoseofyourcompetitor.Andwhatis

trueastothepossibilityofpayinghighwagesinthecaseoftwocompanies

competingclosebesideoneanotherisalsotrueastowholedistrictsofthe

countryandevenastonationswhichareincompetition.Inaword,thatmaximum

prosperitycanexistonlyastheresultofmaximumproductivity.Laterinthis

paperillustrationswillbegivenofseveralcompanieswhichareearninglarge

dividendsand