芒果视频下载

人物簡介

甘(gan)(gan)特出生于(yu)(yu)一(yi)(yi)個(ge)農民(min)家庭，南北戰爭使(shi)美國防止了(le)(le)(le)分裂，卻導致了(le)(le)(le)甘(gan)(gan)特家庭的(de)(de)(de)貧窮。幼年(nian)(nian)的(de)(de)(de)艱(jian)辛，使(shi)甘(gan)(gan)特明(ming)白了(le)(le)(le)勤(qin)勉、儉(jian)樸、自(zi)省、奮(fen)斗的(de)(de)(de)意義(yi)所在。1880年(nian)(nian)，當(dang)他(ta)(ta)(ta)在霍普(pu)金斯大學(xue)以優異成績(ji)畢業時，他(ta)(ta)(ta)明(ming)白，大學(xue)的(de)(de)(de)學(xue)習所得還遠遠不夠。于(yu)(yu)是，他(ta)(ta)(ta)一(yi)(yi)邊在自(zi)己原來的(de)(de)(de)母校(xiao)麥克多(duo)納預備(bei)學(xue)校(xiao)任(ren)教(jiao)，一(yi)(yi)邊在斯蒂文斯理工學(xue)院繼續學(xue)習，到(dao)(dao)1884年(nian)(nian)，他(ta)(ta)(ta)成為一(yi)(yi)名機械工程(cheng)師。在麥克多(duo)納從事自(zi)然科(ke)學(xue)和(he)機械技術教(jiao)學(xue)的(de)(de)(de)經歷(li)，對他(ta)(ta)(ta)日后(hou)(hou)的(de)(de)(de)職業生涯有著重大影響。1887年(nian)(nian)，甘(gan)(gan)特來到(dao)(dao)米德(de)維(wei)爾鋼(gang)鐵廠任(ren)助(zhu)理工程(cheng)師，在這(zhe)里，他(ta)(ta)(ta)結識了(le)(le)(le)泰(tai)羅，并(bing)在后(hou)(hou)來和(he)泰(tai)羅一(yi)(yi)起(qi)去了(le)(le)(le)西蒙(meng)德(de)公(gong)司和(he)伯利恒(heng)公(gong)司。此后(hou)(hou)，甘(gan)(gan)特同泰(tai)羅密切合作，共同研究科(ke)學(xue)管理問(wen)題，直到(dao)(dao)離開(kai)(kai)伯利恒(heng)為止。1902年(nian)(nian)以后(hou)(hou)，甘(gan)(gan)特離開(kai)(kai)了(le)(le)(le)泰(tai)羅，獨(du)立開(kai)(kai)業當(dang)咨詢(xun)工程(cheng)師，并(bing)先后(hou)(hou)在哥倫比亞、哈佛(fo)、耶魯等大學(xue)任(ren)教(jiao)。第(di)一(yi)(yi)次世界大戰期(qi)間，甘(gan)(gan)特放棄了(le)(le)(le)賺錢的(de)(de)(de)企業咨詢(xun)，為政(zheng)(zheng)府(fu)和(he)軍隊充當(dang)顧問(wen)，對造船廠、兵工廠的(de)(de)(de)管理進行(xing)了(le)(le)(le)深入的(de)(de)(de)研究。因為甘(gan)(gan)特在戰爭期(qi)間的(de)(de)(de)貢獻，他(ta)(ta)(ta)獲(huo)得了(le)(le)(le)美國聯邦政(zheng)(zheng)府(fu)的(de)(de)(de)服務優異獎章。

主要作品

甘特的(de)一生著作豐富(fu)，共達150多(duo)種，在管理方面有3本專著。

1910年的《工作、工資(zi)和利潤》

1916年的《工(gong)業領導》

1916年的《工作的組織(zhi)》

代表性的(de)論(lun)文有：

1902年的(de)《勞動報(bao)酬的(de)一種(zhong)獎金制》

1903年的《制造業中的一種日平衡(heng)圖示法》

1908年的(de)《培養工(gong)人的(de)勤(qin)奮習慣和協作精神(shen)》

1915年的《生產(chan)和成本之間的關系(xi)》

1918年(nian)的《效率和民主》等等

貢獻影響

獎勵工資制

在(zai)企業(ye)管(guan)理(li)方(fang)(fang)面，甘(gan)特(te)(te)提(ti)(ti)出的(de)(de)(de)(de)(de)(de)(de)獎(jiang)(jiang)勵工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)資制有著很大影響，人(ren)(ren)(ren)(ren)(ren)們一(yi)(yi)般稱之(zhi)(zhi)為(wei)“任(ren)務(wu)加獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)制”(taskworkwithbonus)。泰(tai)羅的(de)(de)(de)(de)(de)(de)(de)差別(bie)計件工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)資制著眼(yan)于工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)個(ge)人(ren)(ren)(ren)(ren)(ren)，甘(gan)特(te)(te)則(ze)與泰(tai)羅不同，著眼(yan)于工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)的(de)(de)(de)(de)(de)(de)(de)集體性(xing)，所(suo)提(ti)(ti)出的(de)(de)(de)(de)(de)(de)(de)任(ren)務(wu)加獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)制具(ju)有集體激勵性(xing)質(zhi)。甘(gan)特(te)(te)認(ren)為(wei)，泰(tai)羅的(de)(de)(de)(de)(de)(de)(de)辦法(fa)促進(jin)(jin)了管(guan)理(li)者與工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)之(zhi)(zhi)間(jian)的(de)(de)(de)(de)(de)(de)(de)合作(zuo)，但(dan)(dan)不能促進(jin)(jin)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)與工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)之(zhi)(zhi)間(jian)的(de)(de)(de)(de)(de)(de)(de)合作(zuo)，而是促使工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)進(jin)(jin)行單干。甘(gan)特(te)(te)在(zai)他的(de)(de)(de)(de)(de)(de)(de)《勞動、工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)資和(he)利(li)潤》中(zhong)，論述了他的(de)(de)(de)(de)(de)(de)(de)任(ren)務(wu)加獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)制設(she)想。按照任(ren)務(wu)加獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)制的(de)(de)(de)(de)(de)(de)(de)設(she)想，工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)在(zai)規定(ding)(ding)時(shi)間(jian)內(nei)完(wan)(wan)成(cheng)(cheng)(cheng)(cheng)(cheng)規定(ding)(ding)定(ding)(ding)額，可(ke)以拿(na)到規定(ding)(ding)報酬，另(ling)(ling)加一(yi)(yi)定(ding)(ding)獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)(如(ru)50美分)。如(ru)果工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)在(zai)規定(ding)(ding)時(shi)間(jian)內(nei)不能完(wan)(wan)成(cheng)(cheng)(cheng)(cheng)(cheng)定(ding)(ding)額，則(ze)不能拿(na)到獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)。如(ru)果工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)少于規定(ding)(ding)時(shi)間(jian)完(wan)(wan)成(cheng)(cheng)(cheng)(cheng)(cheng)定(ding)(ding)額，則(ze)按時(shi)間(jian)比例(li)另(ling)(ling)加獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)。另(ling)(ling)外(wai)，每(mei)一(yi)(yi)個(ge)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)達到定(ding)(ding)額標準，其工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)可(ke)以拿(na)到一(yi)(yi)定(ding)(ding)比例(li)的(de)(de)(de)(de)(de)(de)(de)獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)；一(yi)(yi)名工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)領導下的(de)(de)(de)(de)(de)(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)完(wan)(wan)成(cheng)(cheng)(cheng)(cheng)(cheng)定(ding)(ding)額的(de)(de)(de)(de)(de)(de)(de)人(ren)(ren)(ren)(ren)(ren)數越多，工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)的(de)(de)(de)(de)(de)(de)(de)獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)比例(li)就(jiu)越高。假如(ru)一(yi)(yi)個(ge)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)領導10名工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)，其中(zhong)有5人(ren)(ren)(ren)(ren)(ren)能夠完(wan)(wan)成(cheng)(cheng)(cheng)(cheng)(cheng)定(ding)(ding)額，則(ze)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)拿(na)0.05×5=0.25美元的(de)(de)(de)(de)(de)(de)(de)獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)。但(dan)(dan)如(ru)果有9人(ren)(ren)(ren)(ren)(ren)完(wan)(wan)成(cheng)(cheng)(cheng)(cheng)(cheng)定(ding)(ding)額，則(ze)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)拿(na)0.1×9=0.9美元獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)。甘(gan)特(te)(te)所(suo)設(she)計的(de)(de)(de)(de)(de)(de)(de)這種獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)制度，對(dui)于工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)來(lai)說形成(cheng)(cheng)(cheng)(cheng)(cheng)了基本(ben)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)資的(de)(de)(de)(de)(de)(de)(de)保(bao)證，對(dui)于工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)來(lai)說矯正了他們的(de)(de)(de)(de)(de)(de)(de)管(guan)理(li)方(fang)(fang)式。過去，工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)對(dui)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)處于對(dui)立狀態，而甘(gan)特(te)(te)的(de)(de)(de)(de)(de)(de)(de)辦法(fa)第一(yi)(yi)次(ci)把管(guan)理(li)者培訓工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)的(de)(de)(de)(de)(de)(de)(de)職責和(he)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)的(de)(de)(de)(de)(de)(de)(de)利(li)益結合了起來(lai)。工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)完(wan)(wan)成(cheng)(cheng)(cheng)(cheng)(cheng)定(ding)(ding)額后給工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)發(fa)獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)，使工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)由原來(lai)的(de)(de)(de)(de)(de)(de)(de)監(jian)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)變(bian)成(cheng)(cheng)(cheng)(cheng)(cheng)了工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)的(de)(de)(de)(de)(de)(de)(de)老師和(he)幫(bang)助者，把關心生產轉變(bian)成(cheng)(cheng)(cheng)(cheng)(cheng)關心工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)。這一(yi)(yi)點使甘(gan)特(te)(te)的(de)(de)(de)(de)(de)(de)(de)設(she)想成(cheng)(cheng)(cheng)(cheng)(cheng)為(wei)人(ren)(ren)(ren)(ren)(ren)類行為(wei)早期研究的(de)(de)(de)(de)(de)(de)(de)一(yi)(yi)個(ge)標志。按照甘(gan)特(te)(te)自己的(de)(de)(de)(de)(de)(de)(de)說法(fa)，工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)獎(jiang)(jiang)金(jin)(jin)(jin)(jin)(jin)(jin)的(de)(de)(de)(de)(de)(de)(de)目的(de)(de)(de)(de)(de)(de)(de)就(jiu)是“使能力(li)差的(de)(de)(de)(de)(de)(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)(ren)(ren)達到標準，并使工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)長(chang)(chang)把精力(li)放在(zai)最需要的(de)(de)(de)(de)(de)(de)(de)地方(fang)(fang)和(he)人(ren)(ren)(ren)(ren)(ren)身上”。

對于(yu)甘(gan)(gan)(gan)特(te)的(de)(de)(de)(de)(de)(de)(de)(de)(de)獎勵工(gong)(gong)資制(zhi)(zhi)，泰羅曾給予很高(gao)(gao)的(de)(de)(de)(de)(de)(de)(de)(de)(de)評(ping)價(jia)，他說，甘(gan)(gan)(gan)特(te)的(de)(de)(de)(de)(de)(de)(de)(de)(de)這一(yi)(yi)(yi)制(zhi)(zhi)度(du)性質稍微(wei)溫和一(yi)(yi)(yi)些，這就(jiu)使(shi)它(ta)靈活得(de)多，在(zai)(zai)(zai)差別(bie)(bie)計(ji)(ji)件(jian)(jian)(jian)工(gong)(gong)資制(zhi)(zhi)不(bu)適用(yong)(yong)(yong)的(de)(de)(de)(de)(de)(de)(de)(de)(de)多數情況(kuang)(kuang)(kuang)下(xia)(xia)(xia)，也能(neng)適用(yong)(yong)(yong)。在(zai)(zai)(zai)科(ke)學(xue)管理(li)(li)的(de)(de)(de)(de)(de)(de)(de)(de)(de)推行(xing)過(guo)程(cheng)中，從舊有(you)(you)的(de)(de)(de)(de)(de)(de)(de)(de)(de)計(ji)(ji)日制(zhi)(zhi)工(gong)(gong)資下(xia)(xia)(xia)的(de)(de)(de)(de)(de)(de)(de)(de)(de)緩慢工(gong)(gong)作(zuo)(zuo)速(su)度(du)，過(guo)渡到(dao)(dao)科(ke)學(xue)化(hua)的(de)(de)(de)(de)(de)(de)(de)(de)(de)高(gao)(gao)速(su)工(gong)(gong)作(zuo)(zuo)，肯定會(hui)有(you)(you)一(yi)(yi)(yi)段困難(nan)而(er)微(wei)妙的(de)(de)(de)(de)(de)(de)(de)(de)(de)轉變(bian)。甘(gan)(gan)(gan)特(te)的(de)(de)(de)(de)(de)(de)(de)(de)(de)制(zhi)(zhi)度(du)在(zai)(zai)(zai)這里特(te)別(bie)(bie)有(you)(you)用(yong)(yong)(yong)，它(ta)可以使(shi)工(gong)(gong)人(ren)(ren)們(men)從原(yuan)來計(ji)(ji)日制(zhi)(zhi)下(xia)(xia)(xia)的(de)(de)(de)(de)(de)(de)(de)(de)(de)緩慢步伐，平穩(wen)地逐漸加(jia)速(su)過(guo)渡到(dao)(dao)新(xin)的(de)(de)(de)(de)(de)(de)(de)(de)(de)制(zhi)(zhi)度(du)之(zhi)中。因此，泰羅認為(wei)，甘(gan)(gan)(gan)特(te)的(de)(de)(de)(de)(de)(de)(de)(de)(de)獎勵工(gong)(gong)資制(zhi)(zhi)，在(zai)(zai)(zai)舊有(you)(you)的(de)(de)(de)(de)(de)(de)(de)(de)(de)計(ji)(ji)日工(gong)(gong)資制(zhi)(zhi)與(yu)新(xin)的(de)(de)(de)(de)(de)(de)(de)(de)(de)差別(bie)(bie)計(ji)(ji)件(jian)(jian)(jian)工(gong)(gong)資制(zhi)(zhi)之(zhi)間搭起了(le)一(yi)(yi)(yi)座橋梁。另(ling)外，在(zai)(zai)(zai)某一(yi)(yi)(yi)崗(gang)位工(gong)(gong)作(zuo)(zuo)不(bu)穩(wen)定或(huo)任務(wu)多樣化(hua)的(de)(de)(de)(de)(de)(de)(de)(de)(de)情況(kuang)(kuang)(kuang)下(xia)(xia)(xia)，甘(gan)(gan)(gan)特(te)的(de)(de)(de)(de)(de)(de)(de)(de)(de)制(zhi)(zhi)度(du)可以減少工(gong)(gong)人(ren)(ren)的(de)(de)(de)(de)(de)(de)(de)(de)(de)心理(li)(li)壓力(li)。后來的(de)(de)(de)(de)(de)(de)(de)(de)(de)管理(li)(li)學(xue)家，對甘(gan)(gan)(gan)特(te)這一(yi)(yi)(yi)制(zhi)(zhi)度(du)的(de)(de)(de)(de)(de)(de)(de)(de)(de)評(ping)價(jia)，同泰羅有(you)(you)所不(bu)同。筆者認為(wei)，泰羅的(de)(de)(de)(de)(de)(de)(de)(de)(de)差別(bie)(bie)計(ji)(ji)件(jian)(jian)(jian)工(gong)(gong)資制(zhi)(zhi)過(guo)于(yu)理(li)(li)性化(hua)，在(zai)(zai)(zai)現(xian)(xian)實(shi)(shi)中操作(zuo)(zuo)起來有(you)(you)較多的(de)(de)(de)(de)(de)(de)(de)(de)(de)條(tiao)件(jian)(jian)(jian)約束。而(er)甘(gan)(gan)(gan)特(te)的(de)(de)(de)(de)(de)(de)(de)(de)(de)制(zhi)(zhi)度(du)更多地考慮(lv)到(dao)(dao)現(xian)(xian)實(shi)(shi)因素，可操作(zuo)(zuo)性更強。尤(you)其是甘(gan)(gan)(gan)特(te)的(de)(de)(de)(de)(de)(de)(de)(de)(de)設計(ji)(ji)在(zai)(zai)(zai)工(gong)(gong)人(ren)(ren)未(wei)完成(cheng)定額(e)的(de)(de)(de)(de)(de)(de)(de)(de)(de)情況(kuang)(kuang)(kuang)下(xia)(xia)(xia)，不(bu)存在(zai)(zai)(zai)降低計(ji)(ji)件(jian)(jian)(jian)率(lv)的(de)(de)(de)(de)(de)(de)(de)(de)(de)弊端，所以，甘(gan)(gan)(gan)特(te)的(de)(de)(de)(de)(de)(de)(de)(de)(de)任務(wu)加(jia)獎金(jin)制(zhi)(zhi)，在(zai)(zai)(zai)現(xian)(xian)實(shi)(shi)中的(de)(de)(de)(de)(de)(de)(de)(de)(de)使(shi)用(yong)(yong)(yong)范圍，要遠遠大(da)于(yu)泰羅的(de)(de)(de)(de)(de)(de)(de)(de)(de)差別(bie)(bie)計(ji)(ji)件(jian)(jian)(jian)工(gong)(gong)資制(zhi)(zhi)。讀者如果對照(zhao)閱讀泰羅制(zhi)(zhi)中關于(yu)差別(bie)(bie)計(ji)(ji)件(jian)(jian)(jian)工(gong)(gong)資制(zhi)(zhi)的(de)(de)(de)(de)(de)(de)(de)(de)(de)設計(ji)(ji)，就(jiu)可以體會(hui)到(dao)(dao)二人(ren)(ren)的(de)(de)(de)(de)(de)(de)(de)(de)(de)差別(bie)(bie)。也許(xu)，甘(gan)(gan)(gan)特(te)與(yu)泰羅的(de)(de)(de)(de)(de)(de)(de)(de)(de)爭論(lun)，正(zheng)是這種差別(bie)(bie)引(yin)起的(de)(de)(de)(de)(de)(de)(de)(de)(de)。正(zheng)是泰羅那(nei)種完全理(li)(li)性追(zhui)求盡善盡美(mei)的(de)(de)(de)(de)(de)(de)(de)(de)(de)努力(li)，使(shi)科(ke)學(xue)管理(li)(li)占據(ju)了(le)理(li)(li)論(lun)上(shang)的(de)(de)(de)(de)(de)(de)(de)(de)(de)制(zhi)(zhi)高(gao)(gao)點；而(er)正(zheng)是甘(gan)(gan)(gan)特(te)那(nei)種現(xian)(xian)實(shi)(shi)主(zhu)義的(de)(de)(de)(de)(de)(de)(de)(de)(de)適應(ying)現(xian)(xian)狀的(de)(de)(de)(de)(de)(de)(de)(de)(de)努力(li)，使(shi)科(ke)學(xue)管理(li)(li)具有(you)(you)了(le)實(shi)(shi)踐(jian)中的(de)(de)(de)(de)(de)(de)(de)(de)(de)可行(xing)性。二者相得(de)益彰。

發明甘特圖

甘特(te)為(wei)管(guan)(guan)理(li)學界(jie)所熟知(zhi)的(de)(de)(de)(de)(de)，是(shi)他發明(ming)(ming)的(de)(de)(de)(de)(de)甘特(te)圖(tu)(tu)(tu)(GanttChart)。由(you)(you)于(yu)甘特(te)過(guo)去(qu)當過(guo)教員，因(yin)(yin)而(er)他注意(yi)用圖(tu)(tu)(tu)表(biao)(biao)(biao)方法對管(guan)(guan)理(li)進行生動地說(shuo)明(ming)(ming)。在早期，他用水平(ping)線條圖(tu)(tu)(tu)說(shuo)明(ming)(ming)工(gong)(gong)人(ren)(ren)完成(cheng)任務(wu)的(de)(de)(de)(de)(de)進展(zhan)情(qing)況(kuang)，每天把每個(ge)工(gong)(gong)人(ren)(ren)是(shi)否(fou)達(da)到標(biao)準和(he)獲(huo)得(de)獎金的(de)(de)(de)(de)(de)情(qing)況(kuang)用水平(ping)線條記(ji)錄下來(lai)，達(da)到標(biao)準的(de)(de)(de)(de)(de)用黑(hei)色加以標(biao)明(ming)(ming)，未達(da)到標(biao)準的(de)(de)(de)(de)(de)用紅(hong)色加以標(biao)明(ming)(ming)。這(zhe)(zhe)(zhe)種(zhong)圖(tu)(tu)(tu)表(biao)(biao)(biao)對管(guan)(guan)理(li)部門(men)和(he)工(gong)(gong)人(ren)(ren)本人(ren)(ren)都(dou)有(you)幫助，因(yin)(yin)為(wei)圖(tu)(tu)(tu)表(biao)(biao)(biao)上(shang)記(ji)載了(le)工(gong)(gong)作(zuo)(zuo)的(de)(de)(de)(de)(de)進展(zhan)情(qing)況(kuang)以及工(gong)(gong)人(ren)(ren)未能(neng)得(de)到獎金的(de)(de)(de)(de)(de)原因(yin)(yin)。管(guan)(guan)理(li)部門(men)能(neng)夠(gou)根據圖(tu)(tu)(tu)表(biao)(biao)(biao)指出缺點所在，并把進展(zhan)情(qing)況(kuang)的(de)(de)(de)(de)(de)資料告訴工(gong)(gong)人(ren)(ren)；而(er)工(gong)(gong)人(ren)(ren)則(ze)能(neng)直觀地看到自己的(de)(de)(de)(de)(de)工(gong)(gong)作(zuo)(zuo)成(cheng)效(xiao)。由(you)(you)于(yu)這(zhe)(zhe)(zhe)種(zhong)繪圖(tu)(tu)(tu)辦法提高了(le)工(gong)(gong)作(zuo)(zuo)效(xiao)率，甘特(te)又進一步(bu)擴大了(le)這(zhe)(zhe)(zhe)種(zhong)圖(tu)(tu)(tu)表(biao)(biao)(biao)的(de)(de)(de)(de)(de)范圍(wei)，在圖(tu)(tu)(tu)表(biao)(biao)(biao)上(shang)增加了(le)許(xu)多(duo)內容，包括每天生產量的(de)(de)(de)(de)(de)對比，成(cheng)本控(kong)制，每臺機器的(de)(de)(de)(de)(de)工(gong)(gong)作(zuo)(zuo)量，每個(ge)工(gong)(gong)人(ren)(ren)實際(ji)完成(cheng)的(de)(de)(de)(de)(de)工(gong)(gong)作(zuo)(zuo)量及其與原先對工(gong)(gong)人(ren)(ren)工(gong)(gong)作(zuo)(zuo)量估計的(de)(de)(de)(de)(de)對比情(qing)況(kuang)，閑置(zhi)機器的(de)(de)(de)(de)(de)費用，以及其他項目，使這(zhe)(zhe)(zhe)種(zhong)圖(tu)(tu)(tu)表(biao)(biao)(biao)發展(zhan)為(wei)一種(zhong)實用價值較高的(de)(de)(de)(de)(de)管(guan)(guan)理(li)工(gong)(gong)具。

甘特(te)圖(tu)的應用價值

在第一(yi)次世界大(da)戰期間，甘特利用圖(tu)表管(guan)理(li)的方法(fa)獲(huo)得了(le)重大(da)突破(po)。當(dang)時(shi)，他在陸軍(jun)部(bu)擔任顧問(wen)，對如何掌(zhang)握包括各個部(bu)門在內的龐雜(za)工(gong)作(zuo)(zuo)問(wen)題(ti)進行了(le)反復思考(kao)。對陸軍(jun)部(bu)來說，時(shi)間的安排(pai)十(shi)分(fen)重要(yao)，然而那里的管(guan)理(li)部(bu)門卻缺乏控(kong)制(zhi)(zhi)和(he)協調私人承包商與政府機構之(zhi)間的工(gong)作(zuo)(zuo)的必要(yao)資料。甘特提(ti)出(chu)：工(gong)作(zuo)(zuo)控(kong)制(zhi)(zhi)中的關鍵(jian)因素是(shi)(shi)時(shi)間，時(shi)間應當(dang)是(shi)(shi)制(zhi)(zhi)定(ding)任何計劃(hua)的基礎。解決時(shi)間安排(pai)問(wen)題(ti)的辦(ban)法(fa)，是(shi)(shi)繪(hui)出(chu)一(yi)張標明(ming)計劃(hua)和(he)控(kong)制(zhi)(zhi)工(gong)作(zuo)(zuo)的線條圖(tu)。這種圖(tu)表，就(jiu)是(shi)(shi)在管(guan)理(li)學界享有盛譽的甘特圖(tu)表。

甘特圖(tu)表(biao)(biao)的(de)實質，是(shi)為了表(biao)(biao)明如何(he)通過各種活動(dong)來恰當安排(pai)工(gong)(gong)作的(de)程序和時間，以(yi)完成(cheng)該項(xiang)工(gong)(gong)作。管理人員(yuan)能夠從甘特圖(tu)表(biao)(biao)所提供的(de)信息(xi)中(zhong)看出哪一項(xiang)工(gong)(gong)程或產品落(luo)后于(yu)預定的(de)計劃，然后采取行動(dong)加以(yi)糾正(zheng)，以(yi)便使工(gong)(gong)程趕上計劃的(de)安排(pai)，或者將貨物延運的(de)時間以(yi)及(ji)預計能夠完成(cheng)的(de)日期通知雇主(zhu)。

管(guan)理(li)學界有(you)人認為(wei)，甘(gan)(gan)特(te)用圖表(biao)幫助管(guan)理(li)進(jin)行計劃(hua)與(yu)控(kong)制的(de)(de)作法是(shi)當時管(guan)理(li)技術(shu)上(shang)的(de)(de)一(yi)次(ci)革(ge)命(ming)。有(you)了它，管(guan)理(li)部門(men)就(jiu)(jiu)可(ke)以從一(yi)張事先準備好的(de)(de)圖表(biao)上(shang)，看到(dao)計劃(hua)執行的(de)(de)進(jin)展情況，并(bing)可(ke)以采取(qu)一(yi)切(qie)必要行動使計劃(hua)能按(an)時完成(cheng)，或使計劃(hua)在(zai)預期的(de)(de)許可(ke)延誤范圍(wei)內得(de)以完成(cheng)。甘(gan)(gan)特(te)咨詢公司(si)的(de)(de)一(yi)名成(cheng)員華萊士·克(ke)拉(la)克(ke)對這種(zhong)圖表(biao)管(guan)理(li)法專門(men)寫了一(yi)本(ben)(ben)書《甘(gan)(gan)特(te)圖表(biao)：管(guan)理(li)的(de)(de)一(yi)個行之(zhi)有(you)效的(de)(de)工具》。這本(ben)(ben)書后來(lai)被翻譯成(cheng)多種(zhong)文(wen)字(zi)，并(bing)在(zai)全世界產生了廣泛的(de)(de)影響(xiang)。后代(dai)所有(you)的(de)(de)控(kong)制生產的(de)(de)圖表(biao)和(he)表(biao)格(ge)幾乎都(dou)從甘(gan)(gan)特(te)最初的(de)(de)工作中(zhong)得(de)到(dao)了啟發，現代(dai)網絡(luo)技術(shu)中(zhong)的(de)(de)關鍵線路法和(he)計劃(hua)評審技術(shu)，仍(reng)然以計劃(hua)和(he)控(kong)制時間與(yu)成(cheng)本(ben)(ben)的(de)(de)原(yuan)則(ze)為(wei)基(ji)礎，其基(ji)本(ben)(ben)思想就(jiu)(jiu)是(shi)源(yuan)于甘(gan)(gan)特(te)圖表(biao)。

人際關系理論

人際(ji)關系(xi)理(li)論的先驅(qu)者

在科學(xue)管(guan)理(li)(li)運動(dong)中(zhong)，甘特引人(ren)(ren)(ren)注目的(de)(de)(de)(de)(de)(de)(de)(de)另一(yi)點(dian)，是(shi)(shi)(shi)他對人(ren)(ren)(ren)的(de)(de)(de)(de)(de)(de)(de)(de)關(guan)(guan)注。在這(zhe)一(yi)方(fang)面，他與泰(tai)羅有(you)(you)相似之處，同(tong)(tong)(tong)時又有(you)(you)重(zhong)(zhong)(zhong)(zhong)(zhong)大的(de)(de)(de)(de)(de)(de)(de)(de)區別。其(qi)(qi)共同(tong)(tong)(tong)點(dian)在于(yu)，他們(men)(men)都重(zhong)(zhong)(zhong)(zhong)(zhong)視工(gong)(gong)(gong)(gong)(gong)(gong)業(ye)(ye)生(sheng)產中(zhong)的(de)(de)(de)(de)(de)(de)(de)(de)和(he)諧問題；其(qi)(qi)不同(tong)(tong)(tong)點(dian)在于(yu)，泰(tai)羅重(zhong)(zhong)(zhong)(zhong)(zhong)視管(guan)理(li)(li)者(zhe)，而(er)甘特重(zhong)(zhong)(zhong)(zhong)(zhong)視工(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)。甘特強調(diao)，工(gong)(gong)(gong)(gong)(gong)(gong)業(ye)(ye)教(jiao)育(yu)(yu)要形(xing)(xing)成(cheng)一(yi)種(zhong)“工(gong)(gong)(gong)(gong)(gong)(gong)業(ye)(ye)的(de)(de)(de)(de)(de)(de)(de)(de)習(xi)慣”。這(zhe)種(zhong)習(xi)慣的(de)(de)(de)(de)(de)(de)(de)(de)內容就是(shi)(shi)(shi)勤勞與合(he)作(zuo)(zuo)。甘特認為，建立工(gong)(gong)(gong)(gong)(gong)(gong)業(ye)(ye)的(de)(de)(de)(de)(de)(de)(de)(de)習(xi)慣能使雇主與工(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)同(tong)(tong)(tong)時受(shou)(shou)益，雇主的(de)(de)(de)(de)(de)(de)(de)(de)利潤提高，工(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)的(de)(de)(de)(de)(de)(de)(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)資增(zeng)加(jia)，而(er)且還對工(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)的(de)(de)(de)(de)(de)(de)(de)(de)健(jian)康有(you)(you)益，能提高工(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)的(de)(de)(de)(de)(de)(de)(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)興趣。形(xing)(xing)成(cheng)工(gong)(gong)(gong)(gong)(gong)(gong)業(ye)(ye)習(xi)慣的(de)(de)(de)(de)(de)(de)(de)(de)前提是(shi)(shi)(shi)士氣(qi)，員(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)的(de)(de)(de)(de)(de)(de)(de)(de)士氣(qi)是(shi)(shi)(shi)管(guan)理(li)(li)部門和(he)工(gong)(gong)(gong)(gong)(gong)(gong)人(ren)(ren)(ren)之間(jian)建立互信(xin)和(he)合(he)作(zuo)(zuo)氣(qi)氛的(de)(de)(de)(de)(de)(de)(de)(de)基礎。企(qi)(qi)業(ye)(ye)目標與員(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)心理(li)(li)上的(de)(de)(de)(de)(de)(de)(de)(de)需求(qiu)是(shi)(shi)(shi)否一(yi)致，是(shi)(shi)(shi)關(guan)(guan)系到人(ren)(ren)(ren)的(de)(de)(de)(de)(de)(de)(de)(de)積(ji)極性(xing)(xing)和(he)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)效率(lv)的(de)(de)(de)(de)(de)(de)(de)(de)一(yi)個(ge)(ge)重(zhong)(zhong)(zhong)(zhong)(zhong)要方(fang)面。當企(qi)(qi)業(ye)(ye)目標與員(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)需求(qiu)一(yi)致時，員(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)就會(hui)在工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)中(zhong)積(ji)極主動(dong)、富(fu)有(you)(you)創造性(xing)(xing)。甘特說：“我們(men)(men)做任(ren)何事情都必(bi)須符合(he)人(ren)(ren)(ren)性(xing)(xing)。我們(men)(men)不能強迫人(ren)(ren)(ren)們(men)(men)干(gan)活(huo)；我們(men)(men)必(bi)須指導(dao)他們(men)(men)的(de)(de)(de)(de)(de)(de)(de)(de)發(fa)展。”“過去的(de)(de)(de)(de)(de)(de)(de)(de)總政(zheng)策是(shi)(shi)(shi)強迫，但是(shi)(shi)(shi)壓力(li)的(de)(de)(de)(de)(de)(de)(de)(de)時代(dai)必(bi)須讓(rang)位于(yu)知識的(de)(de)(de)(de)(de)(de)(de)(de)時代(dai)，今后的(de)(de)(de)(de)(de)(de)(de)(de)政(zheng)策將(jiang)是(shi)(shi)(shi)教(jiao)育(yu)(yu)和(he)引導(dao)，將(jiang)有(you)(you)利于(yu)一(yi)切有(you)(you)關(guan)(guan)的(de)(de)(de)(de)(de)(de)(de)(de)人(ren)(ren)(ren)。”在管(guan)理(li)(li)方(fang)式(shi)上，甘特強調(diao)，任(ren)何企(qi)(qi)業(ye)(ye)取(qu)得成(cheng)功的(de)(de)(de)(de)(de)(de)(de)(de)首要條件是(shi)(shi)(shi)采取(qu)一(yi)種(zhong)被領(ling)導(dao)者(zhe)愿意(yi)接受(shou)(shou)的(de)(de)(de)(de)(de)(de)(de)(de)一(yi)種(zhong)領(ling)導(dao)方(fang)式(shi)。管(guan)理(li)(li)中(zhong)的(de)(de)(de)(de)(de)(de)(de)(de)金錢刺(ci)激只是(shi)(shi)(shi)影(ying)響人(ren)(ren)(ren)們(men)(men)的(de)(de)(de)(de)(de)(de)(de)(de)許(xu)多動(dong)機中(zhong)的(de)(de)(de)(de)(de)(de)(de)(de)一(yi)個(ge)(ge)動(dong)機，遠遠不是(shi)(shi)(shi)全部，作(zuo)(zuo)為管(guan)理(li)(li)者(zhe)除了要重(zhong)(zhong)(zhong)(zhong)(zhong)視經濟因(yin)(yin)素(su)外，還要更多地關(guan)(guan)注其(qi)(qi)他相關(guan)(guan)因(yin)(yin)素(su)。有(you)(you)些管(guan)理(li)(li)學(xue)家認為，甘特的(de)(de)(de)(de)(de)(de)(de)(de)這(zhe)些思想(xiang)，是(shi)(shi)(shi)早期關(guan)(guan)于(yu)人(ren)(ren)(ren)類行為認識的(de)(de)(de)(de)(de)(de)(de)(de)里程碑，也是(shi)(shi)(shi)人(ren)(ren)(ren)際關(guan)(guan)系理(li)(li)論的(de)(de)(de)(de)(de)(de)(de)(de)先驅(qu)者(zhe)。

泰(tai)羅去(qu)世后，甘特(te)對科學(xue)管(guan)(guan)理(li)(li)有著更(geng)多(duo)的(de)(de)(de)(de)(de)深(shen)入(ru)思(si)(si)考。1914-1915年，他(ta)出任美國(guo)機械工(gong)(gong)(gong)(gong)(gong)程(cheng)師(shi)(shi)協會(hui)副主(zhu)席，此后，他(ta)從管(guan)(guan)理(li)(li)的(de)(de)(de)(de)(de)社(she)(she)會(hui)性(xing)出發(fa)，對工(gong)(gong)(gong)(gong)(gong)業(ye)管(guan)(guan)理(li)(li)乃至社(she)(she)會(hui)管(guan)(guan)理(li)(li)提出了(le)一(yi)(yi)些(xie)新的(de)(de)(de)(de)(de)見解。在(zai)(zai)他(ta)眼里(li)，蓬勃(bo)發(fa)展(zhan)(zhan)的(de)(de)(de)(de)(de)工(gong)(gong)(gong)(gong)(gong)業(ye)社(she)(she)會(hui)和(he)(he)雄(xiong)心勃(bo)勃(bo)的(de)(de)(de)(de)(de)企業(ye)領(ling)袖(xiu)存在(zai)(zai)著巨大(da)的(de)(de)(de)(de)(de)隱患，專制主(zhu)義和(he)(he)唯利是(shi)(shi)(shi)圖嚴(yan)重影響(xiang)著工(gong)(gong)(gong)(gong)(gong)業(ye)社(she)(she)會(hui)的(de)(de)(de)(de)(de)發(fa)展(zhan)(zhan)方向。他(ta)認(ren)為(wei)，工(gong)(gong)(gong)(gong)(gong)業(ye)的(de)(de)(de)(de)(de)健康發(fa)展(zhan)(zhan)，必須(xu)在(zai)(zai)工(gong)(gong)(gong)(gong)(gong)業(ye)民(min)主(zhu)和(he)(he)精英(ying)治理(li)(li)之間取(qu)得平衡。在(zai)(zai)甘特(te)的(de)(de)(de)(de)(de)思(si)(si)想中，金(jin)融巨頭(tou)、勞工(gong)(gong)(gong)(gong)(gong)領(ling)袖(xiu)都不足(zu)以成為(wei)社(she)(she)會(hui)的(de)(de)(de)(de)(de)領(ling)頭(tou)人(ren)(ren)(ren)，真(zhen)正領(ling)導美國(guo)社(she)(she)會(hui)的(de)(de)(de)(de)(de)應當是(shi)(shi)(shi)工(gong)(gong)(gong)(gong)(gong)程(cheng)師(shi)(shi)。1916年，他(ta)成立了(le)一(yi)(yi)個名為(wei)“新機器”的(de)(de)(de)(de)(de)組(zu)織，集(ji)中了(le)一(yi)(yi)批追(zhui)求(qiu)政治權力(li)的(de)(de)(de)(de)(de)工(gong)(gong)(gong)(gong)(gong)程(cheng)師(shi)(shi)和(he)(he)改革者，“新機器”試圖影響(xiang)當時的(de)(de)(de)(de)(de)美國(guo)總統(tong)威爾遜，號(hao)召把治理(li)(li)國(guo)家的(de)(de)(de)(de)(de)權力(li)交給工(gong)(gong)(gong)(gong)(gong)程(cheng)師(shi)(shi)。這(zhe)時的(de)(de)(de)(de)(de)甘特(te)認(ren)為(wei)，商(shang)人(ren)(ren)(ren)追(zhui)求(qiu)的(de)(de)(de)(de)(de)是(shi)(shi)(shi)利潤，謀(mou)求(qiu)的(de)(de)(de)(de)(de)是(shi)(shi)(shi)壟斷(duan)，而忘記了(le)對社(she)(she)會(hui)的(de)(de)(de)(de)(de)服(fu)務(wu)。“我們(men)必須(xu)清除我們(men)經(jing)濟制度中一(yi)(yi)切形式的(de)(de)(de)(de)(de)專制做法(fa)，并且提供能夠恢復服(fu)務(wu)的(de)(de)(de)(de)(de)民(min)主(zhu)原則(ze)，而這(zhe)種原則(ze)是(shi)(shi)(shi)民(min)主(zhu)文(wen)明(ming)取(qu)得驚人(ren)(ren)(ren)發(fa)展(zhan)(zhan)的(de)(de)(de)(de)(de)基礎。”“工(gong)(gong)(gong)(gong)(gong)程(cheng)師(shi)(shi)是(shi)(shi)(shi)一(yi)(yi)個談(tan)論少而了(le)解事實(shi)多(duo)和(he)(he)行動多(duo)的(de)(de)(de)(de)(de)人(ren)(ren)(ren)，應該讓他(ta)擔任經(jing)濟領(ling)導職務(wu)，這(zhe)是(shi)(shi)(shi)我們(men)的(de)(de)(de)(de)(de)經(jing)濟制度中最(zui)適合于他(ta)們(men)的(de)(de)(de)(de)(de)地位。”在(zai)(zai)這(zhe)方面，甘特(te)的(de)(de)(de)(de)(de)思(si)(si)考具有一(yi)(yi)定的(de)(de)(de)(de)(de)超前(qian)性(xing)。

獲獎記錄

甘特(te)去(qu)世(shi)后，他的思想價(jia)值(zhi)日益顯(xian)現。1929年，美(mei)國(guo)機(ji)械(xie)工程(cheng)師協會和美(mei)國(guo)管理(li)學會決定設立亨利(li)·甘特(te)金(jin)質獎(jiang)章，授予那些“在(zai)工業(ye)管理(li)方面對社會做出(chu)優異成(cheng)績的人”，并把第(di)一(yi)枚金(jin)質獎(jiang)章授予了(le)(le)已故(gu)的甘特(te)本(ben)人，理(li)由是(shi)“由于他在(zai)工業(ye)管理(li)方面的人道主(zhu)義影響以及甘特(te)圖的發明(ming)”。可以說，在(zai)科學管理(li)的旗幟上，甘特(te)付出(chu)的心血使它放出(chu)了(le)(le)異樣的光彩。