科学的管理法
出典: フリー百科事典『ウィキペディア(Wikipedia)』 (2023/01/28 07:24 UTC 版)
参考文献
出典は列挙するだけでなく、脚注などを用いてどの記述の情報源であるかを明記してください。 |
- 『テキスト経営学(増補版)』 井原久光・著 (ミネルヴァ書房) ISBN 4-623-03339-2
- 『マネジメント思想の発展系譜』 上野一郎・著 (日本能率協会)
- 『新版・経営管理の思想家たち』 車戸実・著 (早稲田大学出版部)
- 『経営管理論』 秋山義継・著 (創成社 2006) ISBN 4-7944-2228-8
- 『ハンドブック経営学[改訂版]』神戸大学経済経営学会編著、ミネルヴァ書房、2016/4/11。ISBN 978-4623076734。
関連項目
- インダストリアル・エンジニアリング
- アンリ・ファヨール
- ヘンリー・フォード - フォード社の創設者で、科学的管理法を応用したフォーディズムを考案。
- 上野陽一 - 産業能率大および産能短期大の創始者で、科学的管理法を能率学と邦訳。日本における経営学の端緒。
- 日本経営学会
- マネジメント
- 管理過程学派
- 賃金
- フランクフルト・キッチン - 科学的管理法に影響を受けた集合住宅用の台所。
外部リンク
注釈
- ^ 最適な形で統一・マニュアル化すること。このマニュアルを指図票という。
- ^ その方法は、テイラーのいう「要素動作」をより緻密に分析してサーブリッグ (Therblig) という単位に細分化し、生産につながらない無駄なサーブリッグを排除するというやり方。サーブリッグ(Therblig)の由来は、ギルブレス(Gilbreth)の逆読み。
- ^ 現在でも企業に一般に採用されている組織形態である。
- ^ ただし、当時の米国の労働組合は熟練工が中心となって組織されており、従来、内部請負制によって現場を牛耳っていた熟練工が科学的管理法の導入によって特権を失うことへの反発などが背景にあった面は否めない。また、テイラーの指導を受けた工場の工員たちは科学的管理法に賛成であったという。
出典
- ^ a b c "this paper will make it clear that, to work according to scientific laws, the management must take over and perform much of the work which is now left to the men; ... preparatory acts of the management which enable him to do his work better and quicker than he otherwise could. And each man should daily be taught by and receive the most friendly help from those who are over him" Taylor. (1911).
- ^ a b c "The most experienced managers therefore frankly place before their workmen the problem of doing the work in the best and most economical way." Taylor. (1911).
- ^ a b c "The problem before the management ... obtaining the best initiative of every workman." Taylor. (1911).
- ^ a b "There are three causes ... First. The fallacy ... that a material increase would result in ... throwing a large number of men out of work. ... Second. The defective systems of management ... Third. The inefficient rule-of-thumb methods" Taylor 1911.
- ^ a b "prove in a thoroughly convincing way that there is another type of management which is not only better but overwhelmingly better than the management of "initiative and incentive. ... the writer ... prove that scientific management is so greatly superior to other types." Taylor. (1911).
- ^ "The management ... includes foremen and superintendents ... know ... that their own knowledge and personal skill falls far short of the combined knowledge and dexterity of all the workmen under them." Taylor. (1911).
- ^ "This paper will show that the underlying philosophy of all of the old systems of management in common use makes it imperative that each workman shall be left with the final responsibility for doing his job practically as he thinks best, with comparatively little help and advice from the management." Taylor. (1911).
- ^ "his best endeavors, his hardest work, all his traditional knowledge, his skill, his ingenuity, and his good-will—in a word, his 'initiative,' ... writer uses the word 'initiative' in its broadest sense, to cover all of the good qualities sought for from the men." Taylor. (1911).
- ^ "the best type of management in ordinary use may be defined as management in which the workmen give their best initiative and in return receive some special incentive from their employers. This type of management will be referred to as the management of 'initiative and incentive'" Taylor. (1911).
- ^ "the writer asserts ... that this constitutes the greatest evil with which the working-people of both England and America are now afflicted." Taylor. (1911).
- ^ "As engineers and managers, we are more intimately acquainted with these facts ... combat this fallacious idea" Taylor 1911.
- ^ "the greatest evil from which both workmen and employers are suffering is the systematic soldiering which is almost universal under all of the ordinary schemes of management" Taylor 1911.
- ^ "common tendency to 'take it easy' is greatly increased by bringing a number of men together on similar work and at a uniform standard rate of pay by the day. ... Why should I work hard when that lazy fellow gets the same pay that I do and does only half as much work?" Taylor. (1911).
- ^ "after a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output, he is likely entirely to lose sight of his employer's side of the case and become imbued with a grim determination to have no more cuts if soldiering can prevent it." Taylor. (1911).
- ^ "This represents a type of systematic soldiering which is not very serious, since it is done with the knowledge of the employer, who can quite easily break it up if he wishes." Taylor. (1911).
- ^ "The greater part of the systematic soldiering is done by the men with the deliberate object of keeping their employers ignorant of how fast work can be done." Taylor. (1911).
- ^ "The defective systems of management ... make it necessary for each workman to soldier ... in order that he may protect his own best interests. ... studying just how slow he can work and still convince his employer that he is going at a good pace." Taylor. (1911).
- ^ "The inefficient rule-of-thumb methods ... in practicing which our workmen waste a large part of their effort." Taylor. (1911).
- ^ "The writer asserts ... workman who is best suited to actually doing the work is incapable of fully understanding this science, without the guidance and help ... either through lack of education or through insufficient mental capacity." Taylor. (1911).
- ^ "This paper ... will also show that because of this isolation of workmen, it is in most cases impossible for the men working under these systems to do their work in accordance with the rules and laws of a science or art, even where one exists." Taylor. (1911).
- ^ "This close, intimate, personal cooperation between the management and the men is of the essence of modern scientific or task management." Taylor. (1911).
- ^ "scientific management, or 'task management'" Taylor 1911.
- ^ a b ラース・スヴェンセン『働くことの哲学』小須田健訳 紀伊國屋書店 2016年 ISBN 9784314011365 pp.137-138.
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