Table Of Content£aut-ence.
GANTT ON MANAGEMENT
Guidelines for Today's Executive
AMERICAN MANAGEMENT ASSOCIATION
THE AMERICAN SOCIETY OF MECHANICAL ENGINEERS
NEW YORK CITY
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Library
HD
31
.£19
Published jointly by the American Management
Association and The American Association of
Mechanical Engineers in commemoration
of the hundredth anniversary of the birth
of Henry Laurence Gantt.
Copyright © by the American Management
Association, Inc., 1515 Broadway, New York 36, N.Y.
Printed in the United States of America by
The Riverside Press, Cambridge, Mass.
All rights reserved. This book may not be
reproduced in whole or in part without the
express permission of the Association.
Library of Congress catalog card number: 61-17764
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Preface
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IN THE YEAR of nineteen hundred and sixty-one, there are
thousands upon thousands of individuals engaged in the perform-
ance of managerial responsibility who fully comprehend and are
dedicated to the actuality of management as a profession. These
are people who believe that management:
Is an activity in itself and unlike any other activity.
Is based upon a great body of know-how from which sound prin-
ciples are derived.
Is subject to a scientific approach for the most effective solution
of its problems.
Is that activity which makes things happen and is, therefore,
dedicated to continuing progress.
Has available to it certain specific skills and proven tools.
Operates most strongly within a framework of philosophy that
accepts managerial obligations to people and to communities,
sees profit as a means rather than an end, recognizes responsibility
to help people develop to their greatest potential as a service to
the community.
One hundred years ago, Henry Laurence Gantt was born. His life,
his work, his teachings, and his writings have recorded for history
certain basic theses. Some among them are these:
Management is a universal activity, and its principles are appli-
• 7
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8 • Preface
cable where you find it—in business, on the farm, in government,
or in education.
There are and must be practical tools which place lofty goals
within the reach of everyone.
The problems of leadership are most easily solved when approached
through scientific research.
Managers must accept an obligation to study and control costs
skillfully as a source of profit margin rather than seek only higher
prices.
As an activity which assumes progress, management experiences
continuing interplay between planning and control.
Operationally meaningful statistics can be invaluable reporting
media for decisive action.
Each manager has the specific responsibility to develop other
managers and to help his people increase their abilities and their
knowledge.
Managers must view their activities from the vantage point of the
larger communities that business serves, thus dedicating them-
selves to the doctrine of service.
Could it be considered that a man who was born one hundred
years ago, who believed and practiced within the framework of
thoughts just expressed, has not had considerable impact upon and
responsibility for the thoughts of the modern manager? We believe
not. It then seems most appropriate that The American Society of
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Mechanicglal Engineers (which first gave a platform and pages of its
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official maogazine to the dissemination of the philosophy and meth-
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ods of scid-entific management) and the American Management As-
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sociation #(which is recognized today as a professional society for
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managerss) should combine in awarding the Gantt Medal as the out-
u
standing s_award in the world today for industrial statesmanship. The
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award is meade from time to time to that person whom the Gantt
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Medal Boaacrd of Award considers to have attained "distinguished
achievemorg/ent in management as a service to the community."
The recipst.ient of the Gantt Medal must have made some great con-
tribution tuo the field of management, any field of management—"in-
dustrial, fhitrinancial, professional, educational, and government," in the
words of thathe award; give evidence of acceptance of civic responsibility
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Preface • 9
through personal participation in community projects; enjoy the es-
teem of his contemporaries in the community; have inspired others
to management and citizenship attainment; have participated in and
contributed to management organizations; and show understanding
and skill in human relations.
The general policy of the past has been to drive. The era of force
must give way to that of knowledge; the policy of the future will
be to teach and to lead.
We have no right morally to decide as a matter of opinion that
which can be determined as a matter of fact.
Our problem is ... to make producers out of the vast armies of
present-day busy people whose energies are being wasted in up-
holding ... an inefficient system.
We have to stimulate creative forces . . . because the springs of
high productive power are moral and spiritual.
The business system must accept its social responsibility and
devote itself primarily to service, or the community will ultimately
make the attempt to take it over in order to operate it in its own
interest.
These statements by Henry Laurence Gantt in the late nineteenth
and early twentieth centuries make it imperative that as much of
his thinking as possible be preserved and disseminated. At the time
this preface is written, Henry Laurence Gantt's techniques and con-
cepts are at work in only a limited sector of the management world.
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Their use glin the remaining segments holds invaluable possibilities
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for peopleo and organizations. That is why this volume republishes
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the authod-r's original ideas unchanged, except for their sequential
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arrangem#ent, as a service to the management community.
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Never befsore has there been an age in history when accepted con-
u
cepts havs_e been swept away so speedily and ideas have become obso-
s
lete in suceh quantity. Nothing seems sacred, so to speak, and well-fixed
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habits andac traditions of peoples fall like cards before the wind.
When thoorg/ughts and ideas prevail for over a century, when they
stand strost.nger than ever in the midst of history's greatest and most
critical peuriod, then they appear to be sound and worthy of further
study andhitr examination. Time's only mark upon greatness is to in-
crease itshat stature.
LAWRENCw.E A. APPLEY
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Description:Publ. by American Management Association, The American Society of Mechanical Engineers
