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Increasing Human Efficiency in Business: A Contribution to the Psychology of Business

  
INCREASING HUMAN EFFICIENCY IN BUSINESS
  
[title page]
  
CONTENTS

 1. 
INCREASING HUMAN EFFICIENCY IN BUSINESS CHAPTER I THE POSSIBILITY OF INCREASING HUMAN EFFICIENCY
 2. 
CHAPTER II IMITATION AS A MEANS OF INCREASING HUMAN EFFICIENCY
 3. 
CHAPTER III COMPETITION AS A MEANS OF INCREASING HUMAN EFFICIENCY
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CHAPTER IV LOYALTY AS A MEANS OF INCREASING HUMAN EFFICIENCY
  
[section]
  
How One Considerate Employer was protected by his Men
  
Loyalty, to Nation or Organization, shows itself in an Emergency
  
Loyalty on Part of Employer begets Loyalty in his Workers
  
The Effect of Personal Relations in creating Loyalty in a Force
  
Human Sympathy as a Factor in developing Loyalty in Men
  
Personal Relationship with Workers as Basis for creating Loyalty
  
Loyalty may be developed by Education in House History and Policies
  
Grounding the New Employee in Company Traditions and Ideals
  
How Efficiency and Loyalty of Workers may be Capitalized
  
Many Examples of the Loyalty of Executives for their Men in Danger
  
A Disloyal Sales Manager and his Influence on his Force
  
Creating Loyalty to Firm itself by Educational Campaign
 5. 
CHAPTER V CONCENTRATION AS A MEANS OF INCREASING HUMAN EFFICIENCY
 6. 
CHAPTER VI WAGES AS A MEANS OF INCREASING HUMAN EFFICIENCY
 7. 
CHAPTER VII PLEASURE AS A MEANS OF INCREASING HUMAN EFFICIENCY
 8. 
CHAPTER VIII THE LOVE OF THE GAME AS A MEANS OF INCREASING HUMAN EFFICIENCY
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CHAPTER IX RELAXATION AS A MEANS OF INCREASING HUMAN EFFICIENCY
  
Be not therefore anxious for the Morrow
  
RELAXATION A PHYSIOLOGICAL NECESSITY
 10. 
CHAPTER X THE RATE OF IMPROVEMENT IN EFFICIENCY
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CHAPTER XI PRACTICE PLUS THEORY
  
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HOW MAY THE MOST VALUABLE EXPERIENCE BE SECURED AND UTILIZED
  
I. Haphazard Experience
  
II. Apprenticeship Experience
  
III. Theoretical-practical Experience
  
IV. Practical-theoretical Experience
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CHAPTER XII MAKING EXPERIENCE AN ASSET: JUDGMENT FORMATION
  
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GENERAL CONDITIONS GIVING VALUE TO EXPERIENCE
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WHAT EXPERIENCES ARE THE MOST VALUABLE?
  
[subsection]
  
Habit Formation
  
Practical judgments
  
Reflective judgments
  
Expert judgments
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SECURING AND UTILIZING THESE MOST VALUABLE EXPERIENCES
  
[subsection]
  
Special Conditions Favorable to Habit Formation
  
Special Conditions Favorable to the Formation of Practical judgments
  
Special Conditions Favorable to the Formation of Reflective judgments
  
Special Conditions Favorable to the Formation of Expert judgments
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CHAPTER XIII CAPITALIZING EXPERIENCE—HABIT FORMATION
  
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HOW HABITS ARE FORMED
  
HABIT SHORTENS THE TIME NECESSARY FOR A THOUGHT OR AN ACT
  
HABIT INCREASES ACCURACY OF ACTING AND THINKING
  
HABIT RELIEVES THE ATTENTION FROM DETAILS
  
HABIT REDUCES EXHAUSTION
  
PERSONAL HABITS
  
SOCIAL HABITS
  
OCCUPATION HABITS

  
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The conditions best adapted for procuring and utilizing one class of these most valuable experiences may not be the best for the other three classes. Our final problem must therefore be subdivided into four parts corresponding to the four classes of valuable experience.

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