The Practice of Management

By Peter F. Drucker | Go to book overview
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Engineering the job--The lesson of the automobile assembly line --Its real meaning: the assembly line as inefficient engineering-- Mechanize machine work and integrate human work--The rules of "integration"--The application of Scientific Management-- The worker's need to see the result--The worker's need to control speed and rhythm of the work--Some challenge in every job-- Organizing people for work--Working as an individual--Working as a team--Placement--"When do ninety days equal thirty years?"

THE title of this chapter is a manifesto. By proclaiming peak performance to be the goal--rather than happiness or satisfaction--it asserts that we have to go beyond Human Relations. By stressing human organization, it asserts that we have to go beyond traditional Scientific Management.

Though a statement of what we have to do rather than a summary of what we are doing, it is not an expression of pious intentions. We are on the whole not doing the job today. But we know what it takes to do it.

Engineering the Job

This is particularly true of the first requirement of human organization for peak performance: the engineering of the individual job for maximum efficiency. It can be argued convincingly that our difficulties and failures here are not the result of ignorance but of refusal to accept our own knowledge.


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The Practice of Management
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