THE EVOLUTION
OF MANAGEMENT
THOUGHT, 6TH
EDITION
Electronic Resource by:
Regina Greenwood and Julia Teahen
CHAPTER EIGHT
Spreading the Gospel of Efficiency
Others Involved in the Scientific Management
Movement
Carl Georg Lange Barth
 Henry L. Gantt
 Frank Gilbreth
 Lillian Gilbreth
 Harrington Emerson
 Morris Cooke
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Carl Georg Lange Barth (1860-1939): The
Most Orthodox
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Carl Barth was a
mathematician who helped
Taylor with some metalcutting experiments.
He was probably a major
influence in the writing of
the “official” biography of
Taylor.
Assisted in installing
scientific management in
various companies.
Carl Georg Lange Barth
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One company was the
Franklin Motor Car Company
which was noteworthy
because it preceded Henry
Ford’s moving assembly line.
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Note: Scientific Management
lost its importance to the auto
industry once the assembly
line was implemented.
Work was placed on a belt
and individuals were no
longer able to influence their
output and therefore their
reward.
Carl Georg Lange Barth
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Barth created a “slide
rule” for every machine
for scientific
measurement.
Personal note: Barth
would not let his son
date because it would
detract from his scientific
work. His son married
after Barth’s death.
Henry L. Gantt (1861-1919)
The Most Unorthodox
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Gantt’s early work
paralleled Taylor’s in his
belief about worker
selection, incentives to
reward performance,
mutuality of interests, etc.
Taylor and Gantt admired
each other’s work.
Gantt was a prolific writer
– over 150 titles.
Henry L. Gantt
Henry L. Gantt:
Task and Bonus System
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Implemented task work with a bonus to stimulate
performance.
 When he discovered that this provided little incentive
beyond meeting the standard, he modified the
payment plan. He influenced Taylor because Taylor
believed Gantt’s plan was better.
Rewarded supervisors when their employees came up to
standard (rewarded development of employees). (Based
on E. P. Earle’s work)
Emphasized importance of morale, training, and
development of employees.
Simplified Gantt Chart
The Gantt Chart
The Gantt Chart
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The Gantt Chart steadily evolved into a valuable
tool for planning and controlling work.
Widely used during World War I.
Became an international management technique.
A forerunner of subsequent planning and
controlling techniques such as major milestones,
PERT & CPM.
Other Gantt Ideas

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The New Machine – a
group headed by Gantt to
promote the idea that
engineers should be
industrial leaders.
Social responsibility –
Gantt’s concern that
business should not lose
sight of its service role in
the economy.
Frank & Lillian Gilbreth
Partners for Life
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Frank – Worked in the
construction trades and
called his job design
“motion study.” Independent
of, but influenced by,
Taylor.
Lillian – our “First Lady of
Management” and “First
Lady of Engineering” for
her accomplishments with
her husband as well as
after Frank’s death.
Frank Gilbreth (1868-1924)
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Frank Gilbreth
Refused a place in MIT to
work as a laborer.
His first job was apprentice
brick layer.
He was able to lay 2700
bricks per day compared to
others who were laying an
average of 1000 per day.
Motions to lay a brick
reduced to 4 from 18.
Today, union rules only allow
workers to lay between 900
and 1100 bricks per day.
Bricklaying
Typical building site in Boston before Gilbreth’s
new methods are applied
With Gilbreth’s new methods, bricks are
arranged to be grabbed easily, right side up.
Gilbreth Patent Scaffold
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This invention eliminated a
lot of stooping by keeping
the bricklayer at the same
distance from the top of the
growing wall.
The scaffolding was the first
in Gilbreth’s attempts in
reducing motion and
fatigue in workers.
Gilbreth Patent Scaffold
Frank’s Construction Business
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Boston was in a period of
rapid growth…during the
building age of the country.
He used advertising to
promote contracts and the
need for workers which was
uncommon at this time.
Within six years from the
start of his business, he was
one of the most important
men in construction in
Boston.
Frank’s Construction Business
Building constructed by Frank at MIT in record time
Lillian Gilbreth (1878-1972)
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Lillian Gilbreth
Earned undergraduate and
graduate degrees from the
University of CaliforniaBerkley.
Enrolled in a Ph.D. program
at the University of
California.
Studies were interrupted by
her family who decided
that Lillian should travel
abroad – chaperoned by
Frank Gilbreth’s cousin,
Mimi.
The Partnership
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Frank and Lillian Gilbreth
Soon after their marriage,
Lillian realized that she
would not fill the traditional
role of “wife.”
Lillian followed Frank to
work and began to learn
the business.
The Gilbreth Children
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Part of the family vacation home on Nantucket
Frank decided that twelve
children is the right number
for a family – 6 girls and 6
boys.
According to Frank, with
proper planning, the children
would not interfere with their
work.
Frank and Lillian achieved
both goals.
However, their daughter
(Mary Elizabeth) died at the
age of six from diphtheria.
The Gilbreth Family
The Gilbreth Children at their summer home
in Nantucket
The Gilbreth family at their summer home in Nantucket, 1923—Left to
right, Frank (Sr.), Frank (Jr.), Bill, Fred, Dan, Jack, Bob, Jane, Lil,
Martha, Ernestine, Anne, and Lillian Gilbreth. (Not pictured is Mary
Elizabeth, who died at the age of six.)
The Gilbreth Family
Gilbreth Children Books
The Gilbreth children tell the story of growing up in this family in
three books.
Lillian’s Dissertation
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Lillian finished her thesis in
1912.
However, the University of
California would not lift the
residency requirement so
she could not graduate.
Her thesis was eventually
published in book form by
Sturgis and Walton in 1914
under the name L.M.
Gilbreth (so one could not
distinguish that is was
written by a woman)
The book stands in management literature as one
of the earliest contributions to the study of the
human element at work.
Lillian’s Ph.D.
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Frank found Brown University
where Lillian could complete
her Ph.D. degree and still
care for the children
Frank arranged that Lillian
could attend courses in one
specific room from which she
could look out the window
and watch their children
She completed a 2nd
dissertation “Some Aspects
of Eliminating Waste in
Teaching”
She graduated in 1915
Lillian Gilbreth
Gilbreth’s Motion Study

“Our duty is to study the
motions and to reduce them
as rapidly as possible to
standard sets of least in
number, least in fatigue, yet
most effective motions”
(Gilbreth, 1911, p. 3)
Frank Gilbreth
Therbligs
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Frank developed a list of seventeen basic
movements to aid him in analyzing motion.
Each movement was called a “therblig.”
These fundamental movements, which could not be
broken down into other motions, gave Frank a way
to accurately analyze elements of any movement a
worker may make.
Can you determine the origin of the term “therblig?”
Fundamental Hand Motions - Gilbreth
Therbligs also had colors and symbols
Motion-Picture Camera
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Using a motion-picture
camera, Frank was able to
capture each movement of
a job on film so he could
easily analyze each motion.
To save film, he changed
the camera aperture to
record 4 movies on one
reel of film.
Gilbreth Motion Study
Applied Motion Study
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The Gilbreths also used lights and time-lapsed photography in
their motion study.
This use of light and photography was called the
“chronocyclegraph method of recording.”
This device recorded a path of motion a worker used to
complete a job.
The device consisted of a small electric light which was
attached to a finger or another moving part of the body.
The film was exposed during this time period and recorded
each line of light.
Cyclegraph
Chronocyclegraph method
Chronocyclegraph method
Gilbreths influence art
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Artist Mike Mandel used
the Gilbreths’ techniques to
create photographs for his
art exhibits.
His work, with
acknowledgement to the
Gilbreths, is presented in
his 1989 book, Making
Good Time.
Applied Motion Study
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The Gilbreths conducted
motion studies with typists,
surgeons, nurses, and
sports.
The photographs to the left
were from an exhibit of the
Gilbreths’ work at the
Smithsonian.
Applied Motion Study – Typing for
Remington Typewriter Co.
Applied Motion Study - Surgery
Applied Motion Study –
Surgical Sewing
Fatigue Studies
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Through proper rest breaks, fatigue could be reduced.
Suggestions:
Reduced working hours so that employees had sufficient
time to recover and be prepared for the next working
day.
 Longer lunch periods, coffee or tea breaks.
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To make rest breaks more attractive to employees, the
Gilbreths suggested that organizations could provide
proper reclining chairs, lunch rooms, rest rooms, or other
entertainment.
Home Reading Box Movement
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The Gilbreths also worked
to establish libraries at
each job site to check out
material to read at home
or during breaks.
Ergonomics
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Frank Gilbreth is often
called the “Father of
Ergonomics.”
The Gilbreths pioneered
the use of devices, such as
adjustable chairs and
improved workstations, to
ease strain on the body
and reduce injuries.
Adjustable chair designed by F. and L. Gilbreth
The End of the Partnership
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Frank died in 1924.
Lillian continued to work
even though it was difficult
for a woman and to make
a name for herself without
Frank.
She spent the rest of her
life (into her nineties)
consulting and speaking all
over the world.
Lillian Gilbreth
Some Lillian Gilbreth Honors
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Only woman awarded the
Gilbreth Medal (named for
Frank and Lillian).
Only woman awarded the
Gantt Gold Medal.
Only woman Awarded the
CIOS Gold Medal.
Earned over 13 graduate
degrees between 19281952 in addition to her first
3 degrees.
US Postage stamp issued in
her honor in 1984
Harrington Emerson (1853-1931): Efficiency
through Organization
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Harrington Emerson
Emerson worked for the most
part independently of
Taylor but they corresponded
and he was aware of
Taylor’s ideas.
His experience as a
consultant on railroads
provided his qualifications at
the Eastern Rate Case
regarding the savings
possible if scientific
management methods were
installed.
He founded Emerson
Consultants which exists
today.
Harrington Emerson’s Ideas
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Lack of organization was a major problem.
Emerson proposed the line-staff organization as a
way of bringing staff knowledge to assist the line
managers.
His line-staff idea was similar to Taylor’s desire to
use the knowledge of functional foreman, but an
improvement since it did not split the chain of
command.
Harrington Emerson’s Ideas
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He took Taylor’s idea of setting performance standards and
applied this to cost accounting. Standards should be
established for what the costs should be, rather than
estimating costs from previous records.
Emerson provided 120% wages for 100% performance (the
standard) and that increased if the worker produced more.
He wrote Twelve Principles of Efficiency in 1913.
Of Emerson’s numerous “principles,” clearly defined ideals
(objectives), participative decision making, and the proper use
of staff stand out as the more unique of his ideas.
Morris L. Cooke (1872-1960)
The Gospel in Nonindustrial Organizations
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Worked closely with Taylor
and became one of the
four individuals Taylor
considered his disciples.

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Morris L. Cooke
Gantt, Barth, and Hathaway
were the others
Extended gospel of
efficiency to education and
government.
Morris L. Cooke

Taylor sent Cooke on
various consulting
assignments:
In education – he felt
that college
administration was
inefficient.
 In government – Cooke
became Director of
Public Works for the City
of Philadelphia and
successfully implemented
scientific management.

Cooke, as Director of Public Works for Philadelphia,
was instrumental in making today’s city waterfront.
Morris L. Cooke
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Used a stenographic transcript of Taylor’s talks at
Boxly as the basis for his proposed book, Industrial
Management.
His book became Taylor’s Principles of Scientific
Management.
Taylor assigned all royalties to Cooke.
Cooke would write other books, particularly in the
field of public administration.
Morris L. Cooke – Later Work

Interested in leaders of
organized labor working
within scientific management
ideas.
 Suggested that
management needed to
“tap labor’s brains.”
 Worked with labor
leaders in gaining better
feeling about unionmanagement cooperation.
 Served Presidents F.D.
Roosevelt and Harry
Truman in government
positions.
Courtesy of the Pennsylvania Rural Electric Association
Three Other
Scientific Management Contributors
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Henri Le Chatelier (1850-1936)
M. Clarence Bertrand Thompson (1882-1969)
Horace K. Hathaway
Henri Le Chatelier (1850-1936)
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Henri Le Chatelier
French Engineer
Le Chatelier helped to
bring Scientific
Management to France
Stated that Shop
Management was a more
important work than the
Origin of Species.
M. Clarence Bertrand Thompson (18821969)
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Worked in France until 1948.
Received the Legion of Honor
for keeping French factories
alive during the War.
Unlike Taylor, he believed
Unions were important in
instituting Scientific
Management Principles.
After he left France, he
received a Ph.D. (around the
age of 80) in biochemistry
and worked in cancer
research until he died, close
to the age of 90.
Horace K. Hathaway
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Instituted Scientific
Management principles into
a whole system including
accounting, planning,
organization, and
production scheduling
His plan was essentially an
ERP system
Summary
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Scientific Management reached maturity in the
1920s.
The movement was assisted by Taylor’s disciples
Carl Barth, Henry Gantt, and Morris Cooke.
Other notable contributors to the evolution of
Scientific Management were Frank and Lillian
Gilbreth and Harrington Emerson.