CHAPTER V: 1910 – 1919 – Relevant Published Works Not Available in This Collection
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Fundamentals of Management: Essentials Concepts and Applications (8Th Edition)
MyManagementLab® MyManagementLab is an online assessment and preparation solution for courses in Principles of Management, Human Resources, Strategy, and Organizational Behavior that helps you actively study and prepare material for class. Chapter- by-chapter activities, including study plans, focus on what you need to learn and to review in order to succeed. Visit www.mymanagementlab.com to learn more. FUNDAMENTALS OF MANAGEMENT ESSENTIAL CONCEPTS AND APPLICATIONS This page intentionally left blank FUNDAMENTALS OF MANAGEMENT 8e ESSENTIAL CONCEPTS AND APPLICATIONS STEPHEN P. ROBBINS San Diego State University DAVID A. DECENZO Coastal Carolina University MARY COULTER Missouri State University Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Senior Acquisitions Editor: Kim Norbuta Editorial Project Manager: Claudia Fernandes Director of Marketing: Maggie Moylan Senior Marketing Manager: Nikki Ayana Jones Marketing Assistant: Ian Gold Senior Managing Editor: Judy Leale Production Project Manager: Kelly Warsak Senior Operations Supervisor: Arnold Vila Operations Specialist: Cathleen Petersen Creative Director: Blair Brown Senior Art Director: Kenny Beck Text Designer: Michael Fruhbeis Cover Designer: Michael Fruhbeis Cover Art: LCI Design Manager, Rights and Permissions: Hessa Albader Medial Project Manager, Production: Lisa Rinaldi Senior Media Project Manager: Denise Vaughn Full-Service Project Management: Sharon Anderson/Bookmasters, Inc. Composition: Integra Software Services Printer/Binder: Courier/Kendallville Cover Printer: Lehigh-Phoenix Color Text Font: 10/12 Times Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. -
Timelines and Student Project Planning in Middle School Technology /Engineering Education Exercises
Session Number 2530 Timelines and Student Project Planning in Middle School Technology /Engineering Education Exercises Timothy Harrah1, Bradford George2 and Martha Cyr1 1Tufts University Center for Engineering Education Outreach Tufts University, Medford, MA 02460 / 2 Hale Middle School Nashoba Regional School District, Stow, MA 01775 Abstract In the practice of professional engineering design, nearly all work is ultimately completed in a team format and under a deadline. It is therefore relevant to reflect, on some level, the demands of these real world constraints in instructional problem solving activities as well. It is our belief and experience that the integration of these concepts may be made successfully as early as grades seven and eight. While team based interactive learning has consistently been a focus of the Tufts University/Nashoba Regional School District NSF GK-12 program, over the past academic year, the concept of student directed project planning has also been implemented. This primarily involves the creation of a project specific Gantt chart, which is a common tool in industrial project management. This has similar benefit to students as to working professionals in that advanced planning allows for the broad survey of project scope and for the allocation of time and personnel resources to various tasks that are component to its efficient and timely completion. As the planned tasks mirror the steps of the engineering design process, this exercise also becomes a pedagogical tool to review and reinforce this material. In addition, the usefulness of the graphical representation of information is also emphasized. It is our experience that students respond well to this exercise and in the periodic charting of actual progress against initial goals, experience the reinforcement of planning skills which are broadly applicable to many types of team based problems. -
Henry L Gantt, 1861-1919: Debunking the Myths Vol
PM World Journal Henry L Gantt, 1861-1919: Debunking the myths Vol. I, Issue V – December 2012 a retrospective view of his work www.pmworldjournal.net Featured Paper Patrick Weaver Henry L Gantt, 1861 - 1919 Debunking the myths, a retrospective view of his work By Patrick Weaver Henry Laurence Gantt, A.B., M.E. was an American mechanical engineer and management consultant who is best known for developing the Gantt chart in the 1910s. However, the charts Henry Gantt developed and used are nothing like the charts that are erroneously referred to as ‘Gantt Charts’ by modern project managers. It is a tragedy that Gantt’s real contributions to the advancement of management science are obscured by two glaring misconceptions that continue to be perpetuated by sloppy scholarship with various authors repeating earlier incorrect assertions without ever bothering to check the original source materials. This article is intended to set the record straight and recognise Gantt for his real achievements! Henry Gantt was a very important management scientist; his contribution to production engineering is rightly recognised by the American Society of Mechanical Engineers (ASME) by awarding an annual medal in his honour. The Henry Laurence Gantt Medal, was established in 1929 and elevated to a Society award in 1999, it is given for distinguished achievement in management and for service to the community. Hopefully by the time you have finished this paper, you will agree the following myths should be ‘busted’ once and for all: Misconception #1 Henry Gantt developed ‘Bar Charts’ – Fact, bar charts were developed 100 years before Gantt, his charts were sophisticated production control tools, not simple representations of activities over time. -
An Empirical Longitudinal Analysis of Agile Methodologies and Firm Financial Performance
An Empirical Longitudinal Analysis of Agile Methodologies and Firm Financial Performance by Andrew L. Bennett B.S. in Physics, May 2001, James Madison University MBA in International Business and Entrepreneurship, December 2008, The George Washington University A Praxis submitted to The Faculty of The School of Engineering and Applied Science of the George Washington University in partial fulfillment of the requirements for the degree of Doctor of Engineering January 10, 2019 Praxis directed by Amir Etemadi Assistant Professor of Engineering and Applied Science The School of Engineering and Applied Science of The George Washington University certifies that Andrew Bennett has passed the Final Examination for the degree of Doctor of Engineering as of October 16, 2018. This is the final and approved form of the praxis. An Empirical Longitudinal Analysis of Agile Methodologies and Firm Financial Performance Andrew Bennett Praxis Research Committee: Amir Etemadi, Assistant Professor of Engineering and Applied Science, Praxis Director Timothy Blackburn, Professorial Lecturer of Engineering Management and Systems Engineering, Committee Member Ebrahim Malalla, Visiting Associate Professor of Engineering and Applied Science, Committee Member ii © Copyright 2019 by Andrew L. Bennett All rights reserved iii Acknowledgements The author would first like to thank two of my initial advisors, Dr. Andreas Garstenaur and Dr. Tim Blackburn for their guidance and support early in my pursuit of a doctorate at George Washington University. Additional thanks are extended to Dr. Amir Etemadi, my advisor for this Praxis. Without his help, the completion of this Praxis may not have been possible. Finally, the author wishes to express his most profound gratitude to his wife Dana and children, Samantha and Miles for providing ongoing support and encouragement through this course of study. -
Report from Vienna November 2009
PETER STARBUCK REPORT FROM VIENNA NOVEMBER 2009 Abstract In Adventures of a Bystander (1979) Drucker’s only autobiographical book is divided into two collections of essays. The first section is titled “Report from Atlantis”. It is a collection of reflections on the people, and events in the Vienna of his youth. On 19 and 20 November 2009 The Peter F Drucker Society of Austria organised the first global ‘Peter F Drucker Forum’ in Vienna to celebrate the one hundredth anniversary of Drucker’s birth. The objective of the forum was to pay tribute to one of the great thinkers of our time, and to promote a deep dialogue about the future of management. Not only was one of the aims to bring Drucker’s ideas home to Vienna and Europe, where he spent the first twenty-eight years of his life, but also to examine the relevance of his holistic perspective, and wisdom, in a world that is becoming a more complex matrix of government, business, non-profit, and voluntary organisations. This paper follows the pattern of Report from Atlantis, and is a personal reflection on the experiences that the writer had at the forum. Introduction Management conferences are not a new idea but their relative success is variable as the follo- wing examples will illustrate. According to Drucker; “THE FIRST MANAGEMENT conference we know of was called in 1882 by The German Post Office. The topic – and only chief executive officers were invited – - was how not to be afraid of the telephone. Nobody showed up. The in- vitees were insulted. -
How to Improve Production Scheduling
THE INSTITUTE FOR SYSTEMS RESEARCH ISR TECHNICAL REPORT 2007-26 The Legacy of Taylor, Gantt, and Johnson: How to Improve Production Scheduling Jeffrey W. Herrmann ISR develops, applies and teaches advanced methodologies of design and analysis to solve complex, hierarchical, heterogeneous and dynamic prob- lems of engineering technology and systems for industry and government. ISR is a permanent institute of the University of Maryland, within the A. James Clark School of Engineering. It is a graduated National Science Foundation Engineering Research Center. www.isr.umd.edu THE LEGACY OF TAYLOR, GANTT, AND JOHNSON: HOW TO IMPROVE PRODUCTION SCHEDULING JEFFREY W. HERRMANN Department of Mechanical Engineering and Institute for Systems Research University of Maryland, College Park, MD 20742, [email protected] The challenge of improving production scheduling has inspired many different approaches. This paper examines the key contributions of three individuals who improved production scheduling: Frederick Taylor, who defined the key planning functions and created a planning office; Henry Gantt, who provided useful charts to improve scheduling decision-making, and S.M. Johnson, who initiated the mathematical analysis of production scheduling problems. The paper presents an integrative strategy to improve production scheduling that synthesizes these complementary approaches. Finally, the paper discusses the soundness of this approach and its implications on OR research, education, and practice. Subject classifications: Production/scheduling: sequencing. Professional: OR/MS philosophy. 1 1. INTRODUCTION Manufacturing facilities are complex, dynamic, stochastic systems. From the beginning of organized manufacturing, workers, supervisors, engineers, and managers have developed many clever and practical methods for controlling production activities. Many manufacturing organizations generate and update production schedules, which are plans that state when certain controllable activities (e.g., processing of jobs by resources) should take place. -
1 1. Trait Theory 2. Great Man Theory 3. Charismatic Theory 4. Frederick
NCM 205 Nursing Leadership and Management – Ms. Loresita Antonia Chua 1. Trait theory 2. Great Man Theory 3. Charismatic Theory 4. Frederick Taylor 5. Frank and Lillian Gilbreth 6. Henry Gantt 7. Henri Fayol 8. Max Weber 9. Elton Mayo Hawthorne Studies 10. Kurt Lewin change theory 11. Abraham Maslow 12. Frederick Herzberg 13. Douglas McGregor 14. Ouchi Theory Z 15. Peter Drucker – MBO 16. Fred Fiedler Contingency theory 17. Robert House – Path Goal T. 18. Lashbrook Work Unit Culture Mission 1. CLMMRH 2. BOLMSH Vision TLJPH 3. SVH Organizational Chart/Structure 4. Bac CHD Staffing – Nursing Service 5. PHO (Interlocal H Zones) 6. NORFI/VRHD Personnel I. The Nurse in the Organization A. The Center of the Work World is ME o Your work world begins with ME o You are quite literally, the center of your work world o You are unique, thus your job situation is unique 4 Attributes My Internal Environment My External Environment My Responsibilities My Values My Motivation My Knowledge My Skill Personal attributes that influence 1 your work world NCM 205 Nursing Leadership and Management – Ms. Loresita Antonia Chua A1. My Values o Have an unrecognized influence upon your philosophy and actions as a nurse o Affects your life and your work. o My values are acquired subconsciously during early years and remain relatively unchanged all of your life o My values Answer 3 important question . What you believe in? . What is most important to you? . What is your attitude toward yourself and others? L O V E O F G O D 12 15 22 5 15 6 7 15 4 = 101 N U R S I N G 14 21 18 19 9 14 7 = 102 A2. -
PRINCIPLES of MANAGEMENT Reviewer
ALAGAPPA UNIVERSITY [Accredited with ‘A+’ Grade by NAAC (CGPA:3.64) in the Third Cycle and Graded as Category–I University by MHRD-UGC] (A State University Established by the Government of Tamil Nadu) KARAIKUDI – 630 003 Directorate of Distance Education M.A. (PM & IR) I - Semester 308 11 PRINCIPLES OF MANAGEMENT Reviewer Professor of Management, Dr. R. Perumal Directorate of Distance Education, Alagappa University, Karaikudi Authors J.S. Chandan, Retd Professor, Medgar Evers College, City University of New York Units (1.2-1.5, 2.2-2.5, 3.2-3.6, 4.2-4.5, 5.0-5.2.1, 5.3-5.9, 6.2-6.9, 7.2, 7.2.2-7.2.4, 8.2, 8.2.2, 8.3, 9.2, 9.3, 9.4, 9.5-9.5.2, 9.5.5-9.5.6, 10.2, 10.3, 11.2-11.4, 13) Dr. Biswanath Ghosh, Former Professor and Dean of Management, Bengal College of Engineering and Technology, Durgapur Unit (12.2) Vikas ® Publishing House: Units (1.0-1.1, 1.6-1.10, 2.0-2.1, 2.6-2.11, 3.0-3.1, 3.7-3.11, 4.0-4.1, 4.6-4.10, 5.2.2, 6.0-6.1, 6.10-6.14, 7.0-7.1, 7.2.1, 7.3-7.12, 8.0-8.1, 8.2.1, 8.2.3, 8.4-8.8, 9.0-9.1, 9.2.1, 9.5.3-9.5.4, 9.6-9.10, 10.0-10.1, 10.3.1-10.3.2, 10.4-10.8, 11.0-11.1, 11.5, 11.6-11.10, 12.0-12.1, 12.3-12.3.2, 12.4-12.8, 14) "The copyright shall be vested with Alagappa University" All rights reserved. -
History of Management
The History of Management outline In the Beginning 4. Human Relations Management 1. The Origins of Management 4.1 Constructive Conflict and 1.1 Management Ideas and Coordination: Mary Parker Practice Throughout History Follett 1.2 Why We Need Managers 4.2 Hawthorne Studies: Elton Today Mayo 4.3 Cooperation and Accep- Evolution of Management tance of Authority: Chester 2. Scientific Management Barnard 2.1 Father of Scientific Manage- 5. Operations, Information, Systems, ment: Frederick Taylor and Contingency Management 2.2 Motion Studies: Frank and 5.1 Operations Management Lillian Gilbreth 5.2 Information Management 2.3 Charts: Henry Gantt 5.3 Systems Management 3. Bureaucratic and Administrative 5.4 Contingency Management Management 3.1 Bureaucratic Management: Key Terms Max Weber 3.2 Administrative Management: Henri Fayol study tip THE HISTORY OF MANAGEMENT We begin by reviewing the origins of management ideas and practice throughout history and the historical changes that produced the need for managers. Next, you’ll learn about various schools of management thought, beginning with scien- tific management. You’ll learn about the key contributions to scientific manage- ment made by Frederick Taylor, Frank and Lillian Gilbreth, and Henry Gantt. Next, you’ll read about Max Weber and bureaucratic management and then about Henri Fayol and administrative management. Following that, you’ll learn about human relations management and the ideas of Mary Parker Follett (con- structive conflict and coordination), Elton Mayo (Hawthorne Studies), and Chester Barnard (cooperation and acceptance of authority). Finally, you’ll learn about the history of operations management, information management, systems management, and contingency management. -
Lead Time Vol
Lead Time Vol. 1 Issue 5 - January 2014 Food - Supply Chain in India— Onions Mysterious Mobility ZARA hatke Smooth Operator Personality Henry Gantt SIMS Operations Newsletter Designed By Vijay Kumar Desiraju Operations Mgmt 2013-15 1 Food - Supply Chain in India “The price of India’s favorite vegetable is a mystery that no calculation can explain” While prices of onions are touching sky, a gaggle of auctioneers, rival traders, scribes, squabbling and yanking each other’s hair. High food prices perturb some men and women even bigger than Mr Jain. Raghuram Rajan, the boss of India’s central bank, is grappling with high inflation caused in large part by food prices: wholesale onion prices soared by 278% in the year to October and the retail price of all vegetables shot up by 46%. The food supply chain is decades out of date and cannot keep up with booming demand. India’s rulers are watch- ing the cost of food closely, too, ahead of an election due by May. Electoral folk- lore says that pricey onions are deadly for incumbent governments. A year ago it seemed that India had bitten the bullet by permitting foreign firms to own majority stakes in domestic supermarkets. The decision came after a fierce political battle. Walmart, Carrefour and Tesco have been waiting for years to invest in India. They say they would revolutionize shopping. Only 2-3% of groceries are bought in formal stores, with most people reliant on local markets. They would also modernize logistics chains, either by investing themselves, or indirectly, by stimulating food producers to spend on factories, warehouses and trucks, and establish direct contracts with farmers, eliminating layers of middlemen. -
Frank and Lillian Gilbreth Collection
FINDING AID TO THE GILBRETH LIBRARY OF MANAGEMENT PAPERS PURDUE UNIVERSITY LIBRARIES ARCHIVES AND SPECIAL COLLECTIONS http://www.lib.purdue.edu/spcol © 2006 Purdue University Libraries. All rights reserved. Revised: March 22, 2021 Compiled By: Joanne Mendes, Mary Sego TABLE OF CONTENTS Page(s) 1. Descriptive Summary…………………………………………….3 2. Administrative Information………………………………………3 3. Related Materials…………………………………………………4 4. Subject Headings……………………….…………………………5-7 5. Biographical Sketch.......................……………………………….8-9 6. Scope and Content Note……….………………………………….10 7. Inventory of the Papers……………………………………………11-69 N-file……...……………...11-59 N-file Oversized………….60 N-file Photographs……….60-65 N-file Blueprints………….66-69 8. N-file Addendum …........................................................................70 2 Descriptive Summary Creator Information Gilbreth, Frank B., 1868 – 1924 Gilbreth, Lillian M., 1878-1972 Title Gilbreth Library of Management Research and Professional papers Collection Identifier MSP 8 Date Span 1845-1959 [bulk dates 1906-1924] Abstract The Gilbreth Library of Management consists of the working papers of Frank and Lillian Gilbreth which covers their research in the fields of time management and motion study. These files are typically referred to as the “N-file.” Materials in the N-file include photographs, manuscripts, correspondence, notes, blueprints, newspaper clippings, reports, and research materials collected by the Gilbreths. Extent 100 cubic feet (193 boxes) Finding Aid Author Joanne Mendes, 2006; additions by Mary Sego 2009 Languages English Repository Virginia Kelly Karnes Archives and Special Collections Research Center, Purdue University Libraries Administrative Information Location Information: ASC Access Restrictions: Collection is open for research. Acquisition Information: Donated by Dr. Lillian M. Gilbreth, 1939 Custodial History: Dr. Lillian Gilbreth donated the collection to Purdue University in 1939. -
A Therblig Is the Name for One of a Set of Fundamental Motions Required for a Worker to Perform a Manual Operation Or Task
A therblig is the name for one of a set of fundamental motions required for a worker to perform a manual operation or task. The set consists of 18 elements, each describing a standardized activity. These are listed below. • Search • Find • Select • Grasp • Hold • Position • Assemble • Use • Disassemble • Inspect • Transport loaded • Transport unloaded • Pre-position for next operation • Release load • Unavoidable delay • Avoidable delay • Plan • Rest to overcome fatigue The therblig is used in the study of motion economy in the workplace. A workplace task is analyzed by recording each of the therblig units for a process, with the results used for optimization of manual labor by eliminating unneeded movements. The word therblig is a reversal of the word Gilbreth, with 'th' treated as one letter. It was the creation of Frank Bunker Gilbreth and Lillian Moller Gilbreth, the American industrial psychologists who invented the field of time and motion study. Pig Iron If workers were moving 12 1/2 tons of pig iron per day and they could be incentivized to try to move 47 1/2 tons per day, left to their own wits they probably would become exhausted after a few hours and fail to reach their goal. However, by first conducting experiments to determine the amount of resting that was necessary, the worker's manager could determine the optimal timing of lifting and resting so that the worker could move the 47 1/2 tons per day without tiring. Not all workers were physically capable of moving 47 1/2 tons per day; perhaps only 1/8 of the pig iron handlers were capable of doing so.