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

INCREASING HUMAN EFFICIENCY IN BUSINESS

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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4.

CHAPTER IV LOYALTY AS A MEANS OF INCREASING HUMAN EFFICIENCY

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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9.

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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11.

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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12.

CHAPTER XII MAKING EXPERIENCE AN ASSET: JUDGMENT FORMATION

GENERAL CONDITIONS GIVING VALUE TO EXPERIENCE

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WHAT EXPERIENCES ARE THE MOST VALUABLE?

Habit Formation

Practical judgments

Reflective judgments

Expert judgments

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SECURING AND UTILIZING THESE MOST VALUABLE EXPERIENCES

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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13.

CHAPTER XIII CAPITALIZING EXPERIENCE—HABIT FORMATION

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

OCCUPATION HABITS

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Special Conditions Favorable to the Formation of Expert judgments

There are no clearly defined special conditions for increasing one's capacity to apply expert judgments. The general conditions discussed on page 278 seem to cover the case. If I have provided, as an executive, for all these conditions for developing expert judgments:—

(1) if I have good vigorous health,

(2) if I am working with enthusiastic application,

(3) if I have the right attitude towards my work,

(4) and finally, if I am having frequent experience in making practical and theoretical judgments,—I am then fulfilling the conditions most favorable for the development of expert judgments.