This dissertation has been 65-5654 microfilmed exactly as received LARSEN, Delmar Laverne, 1936— INDUSTRIAL MANAGEMENT AND INDUSTRIAL ARTS; A RESOURCE RESEARCH WITH IMPLI­ CATIONS FOR CURRICULUM DEVELOPMENT. The Ohio State University, Ph.D., 1964 Education, theory and practice University Microfilms, Inc., Ann Arbor, Michigan INDUSTRIAL MANAGEMENT AND INDUSTRIAL ARTS A Resource Research with Implications for Curriculum Development DISSERTATION Presented in Partial Fulfillment of the Requirements for Degree Doctor of Philosophy in the Graduate School of the Ohio State University By DELMAR LAVERNE LARSEN, B.A. # M.A. ****** The Ohio State University 1964 Approved by Adviser Department of Education PREFACE Industrial management is a subject which gets to the core of the operation of industrial enterprise. Its early beginnings have been traced back to the efforts of Watt and Boulton of Great Britain. These gentlemen were employing a division of labor, work study and executive development in the late eighteenth century. The con­ cepts of scientific management, however, have largely emerged in the twentieth century. Industrial arts education could offer more meaningful curricular experiences if it devoted some of its attention to a study of indus­ trial organization and management. In order to do this, it is nec­ essary to have some knowledge of industrial management concepts and practices. This study is designed to examine the subject of industrial management with the objective of ultimately making applications to the industrial arts curriculum. Acknowledgment is here made to the members of the writer's committee, including Professor William Es Warner, his adviser. Professor John A. Ramseyer, and Professor Robert M. Reese for their assistance and encouragement in the course of this study. December 1, 1964 DELMAR L. LARSEN ii VITA January 2, 1936 Born - Grinnell, Iowa 1958 B.A., State College of Iowa, Cedar Falls, Iowa 1958-1959 Graduate Assistant, Industrial Arts Department, Ball State Teachers College, Muncie, Indiana 1959-1960 Teaching Fellowship, Industrial Arts Department, Ball State Teachers College, Muncie, Indiana 1960 M.A., Ball State Teachers College, Muncie, Indiana 1960-1962 Teacher, Industrial Arts, Columbus Public Schools, Columbus, Ohio 1962-1963 Assistant, Industrial Arts Department, The Ohio State University, Columbus, Ohio 1963-1964 Assistant Instructor, Industrial Arts Department, The Ohio State University, Columbus, Ohio FIELDS OF STUDY Major Field: Industrial Arts Studies in Industrial Arts Education. Professor William E. Warner Studies in Teacher Education. Professor Earl W. Anderson Studies in School Administration. Professor John A. Ramseyer Studies in Vocational Trade and Industrial Education. Professor Robert M. Reese iii CONTENTS Chapter Page I. NATURE OF THE DISSERTATION 1 The Problem Steps in the Solution of the Problem Assumptions Nature of Industrial Arts Scope of the Investigation Definitions II. EVOLUTION OF INDUSTRIAL MANAGEMENT. 10 Nature of Industrial Growth Concepts of Management's Role Developmental Overview of Scientific Management III. RECENT DEVELOPMENTS IN INDUSTRIAL MANAGEMENT . 40 Management of Industrial Research and Development Outcomes of Research as an Industry The Integration of Science and Practice The Role of Creativity and Imagination International Management Development Trends in Industrial Management IV. PERSONNEL MANAGEMENT 93 Recruitment and Selection Management Personnel Development Industrial Psychology Safety and Health Communication Individuality of the Employee iv V Chapter Page V. MANAGEMENT AND THE FUNCTIONAL ORGANIZATION . .157 Theories of Organization Lines of Divisionalization Interfunctional Relationships Flexible Integration Organization Charts Delegation of Authority and Responsibility Impact of Automation and/or Cybernetics Primary Functions of Management VI. SELECTED PRODUCTION VARIABLES 218 Machinery and Equipment Raw Materials Product Design Quality Control Plant Location and Layout Maintenance Producing at the Right Time Scheduling Promotion and Sales Dispatching Control of Production Factory Overhead Control Inventory Control Profit Control Vn. A LIST OF MANAGEMENT CONCEPTS WITH CURRICULUM IMPLICATIONS 247 Personnel Management The Functional Organization Selected Production Variables Research and Development Automation and Cybernetics Management Trends International Management Development Selected Principles of Industrial Management vi Chapter Page VIII. IMPUCATIONS FOR INDUSTRIAL ARTS EDUCATION. .267 Selected Laboratory Organization Charts and Job Specifications Personnel Application Blank Field Excursions Classroom Reports and Discussions Class Projects Management Center Other Implications IX. SUMMARY AND CONCLUSIONS 291 Conclusions Recommendations APPENDIX 312 SELECTED BIBLIOGRAPHY 315 FIGURES Figure Page 1. Employment Application Blank 103 2. Organization Chart 165 3. Industrial Management Chart 216 4. Wood Technology Laboratory 271 5. Practical Arts for Elementary Teachers 273 6. Chart for a Mass Production Project 274 7. Vestibule Laboratory of Technology 276 8. Personnel Data Sheet 281 vii CHAPTER I NATURE OF THE DISSERTATION The dissertation is a study of industrial management for the pur­ pose of deriving subject matter for industrial arts education. An international perspective is gained from a study of the efforts of the International Committee of Scientific Management which has its headquarters in Geneva, Switzerland. Selected industrial manage­ ment concepts and practices will be utilized in recommending im­ provements in both laboratory organization and curriculum. The Problem The problem of this study stated in question form is as follows: 'What techniques of industrial arts laboratory organization and what industrial arts curriculum content can be derived from modern in­ dustrial management concepts and practices ? This study involves a documentary analysis of industrial management concepts and prac­ tices. A second phase is to apply selected findings to the field of industrial arts education. One difficulty encountered in making these applications to industrial arts is to develop an effective screen through which to filter industrial management concepts. This problem is dealt with in chapter VII, with chapters II through VI devoted to an investigation of management concepts and practices. 1 2 The most difficult problem is to realistically apply industrial management knowledge to a projection of industrial arts education. This will involve listing management concepts with curriculum implications. Selected management concepts and practices will then be applied to industrial arts education. This is done in chapter VIII entitled "Implications for Industrial Arts Education." Other sub-problems of this investigation are as follows: 1. Are there organizational techniques which have implications for teaching about industry as well as facilitating laboratory opera­ tion? 2. Is it possible to reflect so complex a phenomenon as a large modern industry through a laboratory personnel organization? 3. What might be needed in terms of facilities, machines, equipment and supplies in order to reflect organizational theory and practice in modern industry? 4. Are there concepts inherent in industrial management with implications for the industrial arts curriculum? 5. What student experience units might be developed from in­ dustrial management concepts ? 6. What patterns of laboratory teaching might include modern industrial management problems ? 3 7. What central concepts emerging as a result of automation and also cybernetics might be incorporated in curriculum materials ? 8. How is the International Committee for Scientific Manage­ ment (CIOS) promoting management development in industrial and developing nations ? Steps in the Solution of the Problem Documentary research will be employed to find the data sought. Original pieces of written or printed matter will be employed as sources of information. Use will be made of documents on industrial management copyrighted since World War II and especially during the past five years. An attempt will be made to view the subject from an international perspective by way of reports of proceedings of the International Committee for Scientific Management which met in New York City in 1963. Recent publications of the American Manage­ ment Association will also be explored. A set of ten criteria will then be developed for screening manage­ ment concepts for industrial arts education. These criteria should serve as a basis upon which to evaluate the appropriateness of includ­ ing given management concepts and practices in the industrial arts curriculum. These criteria are used in compiling a list of management concepts with industrial arts curriculum implications. The application 4 of industrial management concepts and practices to industrial arts laboratory organization and curriculum content will also be guided by these criteria. The last step is presenting a summary and drawing conclusions. The summary will be made in terms of the data collected and the implications for the industrial arts curriculum. Conclusions are to be drawn in terms of answering the basic problem and sub-problems of this study. The criteria established for screening industrial management concepts and practices for industrial arts education will serve as a basis upon which to draw conclusions. Assumptions It is assumed that industrial arts has been, and is presently, placing emphasis on the manipulation of tools, machines, materials and processes.