Interpersonal relations pay increasing attention to human factors, which starts from the scope of ethics and scientific management objectives. At that time, people became the most important asset in the organization, and the basic logic of scientific management was: caring about employee welfare can improve work efficiency. Therefore, a group of experts in scientific management came together with the researchers of early behavioral science in management practice. Scientific management requires management departments to choose suitable jobs for employees, fully tap their potential, arrange them in suitable positions, help them improve their working ability continuously, and strive to motivate them to exert their greatest strength. These are consistent with the research themes and goals of early behavioral science.
Similar to Taylor's practice in scientific management, the masters of interpersonal relationship school also use scientific methods to study organizational behavior, focusing on observable research on interpersonal behavior within organizations. Especially industrial psychology, which originated from experimental psychology, is highly consistent with scientific management in guiding ideology and technical methods. Both of them focus on the individual, emphasize efficiency and advocate the application of scientific methods to obtain social benefits. The combination of the two gave birth to a group of famous researchers and practitioners, among which Clark, babcock and hopf made outstanding achievements.
Wallace Clark (W. Clark, 1880 ~ 1948) Wallace Clark is closely related to Taylor system. He graduated from the University of Cincinnati in 1902, and later served as the secretary to the general manager of Remington Typewriter Company. I have worked in Gantt's management consulting company for many years and won the essence of Gantt's thought. After 1928, I started a consulting company to provide management services in Poland, France, Britain and other countries 12. Most people know that he has made extraordinary achievements in popularizing Gantt Chart, but more importantly, Clark fully developed the importance of Gantt Chart to people, so that later researchers listed him as an early behavioral scientist. In addition to winning the Polish Prize, he is also an honorary doctor of engineering from Stevens Institute of Technology, a senior member of American Society of Mechanical Engineers, a member of French Society of Civil Engineering, a member of British Society of Industrial Management, a member of Czech masaryk Society, a scientific adviser to the International Labour Office, and a representative of the United States to the International Council for Scientific Management.
Clark inherited and promoted henry gantt's management thought. He emphasized the concern for people in management, designed the management plan with people as the center, and improved the working conditions of workers as much as possible to give full play to people's role. Clark's goals are threefold: one is to "remove all obstacles that hinder the smooth workflow", the other is to "proceed from bottom to top", and the third is to "don't treat anything as static or impossible". And these three points must be carried out around the people in the organization. Clark has achieved fruitful results in popularizing his management ideas and methods in the United States and many countries, and was awarded the 1934 "Gantt Medal" by the American Society of Mechanical Engineers and the Management Society.
George de Albert babcock (1875 ~ 1942). Babcock is an experienced manager. He was born in Colinna, Utah. 1897 After graduating from new york fairfield Military Academy, he stayed in school to teach. 1900, he went to Perdue university and got a bachelor's degree in electronic engineering. After that, he taught at Syracuse University, from assistant supervisor to production manager at Franklin Motor Company, served as ordnance supply director of American Expeditionary Force at the end of World War I, served as production manager at Holt Manufacturing Company in Illinois, set up the business simplification department of the US Department of Commerce, served as manufacturing engineer and assistant to the deputy general manager at Dodge Brothers in Detroit, and later ran his own timber factory in North Carolina. After 1934, he worked for the government, and successively served as a regional engineer of the Civil Engineering Bureau, a management engineer of the Rural Power Bureau, and a project management director of the Federal Engineering Bureau. Among the management researchers at that time, he was probably the one with the most posts and the most experience.
As one of the pioneers of behavioral science, babcock is characterized by combining scientific management with early behavioral science research. All his contributions were made in the process of implementing scientific management. During the period of 1908- 19 12, babcock, together with Carl Bass, Taylor's most loyal disciple, promoted scientific management in Franklin Automobile Company. While applying Taylor system to automobile industry, it has also been transformed and developed in Mayo style. Later, in his many jobs, he spared no effort to promote scientific management, and at the same time infiltrated his own opinions into management. He has made unique contributions in employee consultation, salary scheme and plan control.
In Franklin Company, babcock first implemented the employee consultation system, the basic content of which is effective communication between managers and employees and institutionalized guarantee. This pioneering work was much earlier than the similar system that Hawthorne later experimented with. Mayo discovered the significance of employee interview in Hawthorne, and put forward this kind of interview as one of the contents of improving management methods, while babcock had designed this kind of consulting interview as an integral part of the whole management system as early as Franklin Company. In some American tool books, babcock's employee consultation system is called "the earliest attempt by enterprise management authorities for people in an industrial structure". In terms of wages, babcock formulated an improved formula for calculating the wage rate. In the preface to the book The Application of Taylor System in Franklin Company Management, Karl Bass praised this formula with the eyes of mathematicians. He said, "Mr. babcock's formula for determining a person's basic wage rate is the first attempt to consider this issue from the perspective of absolute fairness and from all possible angles." The key point of this formula is to automatically adjust the basic wage rate with the change of living cost and employee's personal performance. In terms of planning and control, babcock has designed a comprehensive multi-functional control panel, which shows all aspects of plan implementation intuitively. Using this control panel, you can display the exact location of the actual progress of each plan in the factory. He even invented the way of issuing and transmitting instructions with compressed air pipes. Later, he also promoted this control version in Holt Company, which manufactures crawler tractors and road construction machinery, and Rural Power Bureau. In Holt Company, babcock made a two-year schedule with 2 million tasks, which were completed on schedule in actual operation. His efforts can be compared with Gantt Chart and later critical route method.
Babcock's main work is The Application of Taylor System in Franklin Company Management published by 19 17. There are 19 14 years, achievements of applied scientific management, process program arrangement and scheduling, making effective factories more effective, 19 15 years, precise control of actual production, 19 16.
Harry A. hopf (1882 ~ 1949) Harry Arthur hopf made brilliant achievements in his life. He was born in London and moved to America at the age of 16. He studied while working, and attended night classes at new york University Business School, Law School and Columbia University Business School. Professionally, he started as a clerk at the bottom and accumulated experience. Finally, hopf Management Consulting Company was opened in 1922, 1936 was elected as a senior member of the National Office Management Association, and 1947 was awarded the "Taylor Key" by the Management Promotion Association. Hopf has many honorary titles, including Royal Knight of Swedish Polaris, Honorary Fellow of Czech masaryk Institute, and Correspondence Member of British, French, German and Swiss Management Societies. Hopf is an advocate of "optimality" and has made great contributions to the development of early behavioral science, which is mainly reflected in human factors in management and the essence of management and organization. Even Drucker, a master of management, visited him for advice in his early years. In the "management by objectives" put forward by Drucker, hopf's enlightenment is included. Hopf's management research, to some extent, is a combination of scientific management and human behavior research.
Hopf has a unique view on the remuneration of senior managers. He has worked in an office for many years. When studying the salary of office staff, he found that few people studied the salary of senior managers. At that time, it was generally believed that the work of managers was completely different from that of workers, complex and changeable, and difficult to measure. Hopf made an in-depth analysis of this, criticized the prevailing salary schemes at that time, such as profit sharing, giving priority to stock purchase, delaying payment of part of salary, etc., and advocated linking salary with managers' performance. To this end, he put forward the corresponding principles and standards to measure the performance of top managers, and established a performance-based salary system for managers. This study made up for a weak link in management research at that time.
Hopf also put forward the idea of "optimal learning" from the perspective of the whole enterprise management. He interpreted the optimal state as "a state of development in which an industrial and commercial enterprise keeps its scale, cost and manpower in a lasting balance in order to achieve its goals to the greatest extent". Hopf redefines the relationship between enterprise benefits and social services from the perspective of optimization. He pointed out that industrial and commercial enterprises often pursue the maximization of income first, and then serve the society. In other words, the service of the enterprise is subordinate to the maximization of income. Hopf believes that this concept reverses the relationship between corporate social responsibility and profit objectives, and enterprises should put social services in the first place, because services can maximize profits. At this point, he and Denison have the same view. On the whole, hopf also objected to the "enterprise growth" emphasized by ordinary people. Through the analysis of reality, he pointed out that the growth goal of a company is often "false friends". The so-called enterprise growth is often for the sake of some interests at the expense of other interests. Therefore, it is not appropriate to unilaterally pursue the growth of enterprises, but to strive to make enterprises enter the optimal state, that is, to achieve and maintain the balance of various factors in enterprise management, which can be achieved through scientific design and the application of scientific methods. That is to say, hopf believes that the scientific method is not applied to a certain part, but to the whole enterprise. This whole includes policies, organizations, personnel, ideas and other aspects of the enterprise. In this way, scientific management and human factors are unified.
In order to popularize his own ideas and methods, hopf established a management society named after his own surname, and took it as the center of management research and education. When he founded the Management Association in 1938, he said: "I attribute the motives of many activities I engage in to a plan. This plan has been bred in my heart for a long time, that is, to create a society. This society should explore the scientific basis of management, make contributions to the training and development of business managers, and become the world center and exchange center of management scientists. These and other incidental goals are crucial for me to improve my management functions. "
Hopf's main works are:
1940, he wrote the seventh chapter "Management Coordination" for "Public Management under the New Democratic System" edited by Marx.
1946 co-authored Man and Book with Henry Link. Papers are:
19 15 as a factor in modern office organization,
19 17 headquarters office,
192 1 wage standardization as a means of industrial stability,
1923 material factors in office planning,
1927 banking institutions,
1930 organize the effective operation of housing construction enterprises,
193 1 "where is management going?"
1932 organizational evolution,
The present situation, responsibility and future of management engineers, 1933,
1935 management and optimal state,
1937 enterprise management and scientific viewpoint,
The new prospect of 1943 ~ 1945 management,
1944 the ability and progress of organizations and managers,
1945 manager's salary and achievement and management literature exploration: fifty books that should be known to cultivate practical managers, 1946 to adapt industrial organizations to changing conditions,
1947 the evolution of the organization in the past ten years, the historical viewpoint in management and the encouragement to managers.
Obviously, the efforts of the above characters are different from those of Mayo. They do not stand on the opposite side of scientific management, but study management as the vanguard of scientific management. Their contribution is similar to that of Taylor's disciple Cook, that is, by paying attention to people (including individual psychology and team) to correct the pure technical deviation in scientific management practice. On the other hand, their views on interpersonal relationships and social groups are highly consistent with Mayo's, which makes the development of early behavioral science more comprehensive.