Imd 104 Final

FACULTY OF INFORMATION STUDIES MARA UNIVERSITY OF TECHNOLOGY Diploma in Information Management (IS110) Principles of Management (IMD 104) HENRY L. GANTT & FRANK AND LILIAN GILLBRETH Prepared by : Fatin Hazwani Bt Zaini (2009285518) Nur Mahirah Bt Maizan (2009293928) Ain Amalina Bt Hussin (2009862142) Muhammad Umar B Mohd Yunus (2009291268) Akmal Syafiqah Bt Mohd Ramli (2009248994) Muhamad Zariff B Zaharudin (200922576) ISD1E5 Prepared for : Pn Nor Rashidah Bt Mohamed Date of submission : 30 July

EVOLUTION OF MANAGEMENT Evolution of management begins from ancient civilization. As an example, pyramid has been build at Egypt, while in China, Sun Tzu has been created which consist of strategy and planning about war. Evolution of management brings changes to people from time to time. Around 1800, management has started by the starting of evolution of industrial. Saw invention and of use of machinery setting up factories has been created. As times come by, people start to think ways to improve efficiency and effectiveness. One of them who has distribute in evolution of management is Henry L. Gantt . He has created Gantt chart, a graphic aids to planning, scheduling and control. His chart has make people being more proper in life. Fran and Lillian Gillbreth also have given many contributions to the people. On the next page, we will explain more information about them.

HENRY L. GANTT

Henry Laurence Gantt was born on 1861 at Calvert County, Maryland and graduated from McDonough School in 1878 and then went on to Johns Hopkins University. He was dead on 23 November 1919. He was an American mechanical Engineer and Management Consultant who is wellknown for his Gantt chart. He was mechanical engineer and management consultant who is most famous for developing the Gantt chart in the 1910s. These Gantt charts were employed on major infrastructure projects including the Hoover Dam and Interstate highway system. Henry L. Gantt (1861-1919) worked with Frederick Taylor on scientific management experiments over the course of 14 years, before striking out on his own as a management consultant. He originated a unique pay arrangement in which all workers were entitled to a basic daily wage, compared with Taylor's differential piece rate pay system, which paid according to output. In Gantt's task and bonus system, if employees completed their tasks on time they earned a bonus, and if they performed beyond expectations they were again rewarded, as were their supervisors. Gantt wanted to encourage supervisors to coach employees rather than drive them to perform. Productivity doubled in some organizations after management instituted this pay system, reinforcing Gantt's belief that humanitarian management was the key to achieving organizational goals. Henry Gantt’s Legacy is the Gantt's chart. A Gantt Chart is a chart or a table that shows the timings and deadlines for the completion of different activities included in a project. It helps people keep track of how much they have done and how much they still have left to do. It helps people manage their time effectively across the various activities they have to perform by recording the sequence of the activities. Henry Gantt was the person who first gave the idea of a Gantt Chart. Gantt chart provides a graphic schedule for the planning and controlling of work, and recording progress towards stages of a project. The chart has a modern variation, Program Evaluation and Review Technique (PERT). Besides that, industrial efficiency can only be produced by the application of scientific analysis to all aspects of the work in progress. The industrial management role is to improve the system by eliminating chance and accidents. Other than that, the Task and Bonus System is also the Henry Gantt’s Legacy. It is linked the bonus paid to managers to how well they taught their employees to improve performance. Moreover, the social responsibility of business is one of the legacies of Henry Gantt’s. It believed that businesses have obligations to the welfare of society that they operate in. He created many different types of charts so that foremen or other supervisors could quickly know whether production was on schedule, ahead of schedule, or behind schedule. Modern project management software includes this critical function even now. Gantt (1903) describes two types of balances. It is the "man’s record", which shows what each worker should do; and the "daily balance of work", which shows the amount of work to be done and the amount that is done.

More recently, F. Kenneth Iverson, CEO of the steelmaker Nucor, has initiated a base wage system with bonuses tied to productivity. The base hourly wage is about $8, and bonuses are paid on employees' ability to turn out products in less than the standard time.Employees are very productive and are paid accordingly in an average week, the bonus makes up more than half of a typical employee's paycheck. Another Gantt innovation was a chart to compare actual output to expected output over time, a useful tool for planning and control functions. In this 1903 article, Gantt also describes the use of "production cards" for assigning work to each operator and recording how much was done each day while in his 1916 book "Work, Wages, and Profits" Gantt explicitly discusses scheduling, especially in the job shop environment. Moreover, he discusses the need to coordinate activities to avoid "interferences". However, he also warns that the most elegant schedules created by planning offices are useless if they are ignored, a situation that he observed. In his 1919 book "Organizing for Work" Gantt gives two principles for his charts. The first principle is measure activities by the amount of time needed to complete them. Besides that, the other principle is the space on the chart can be used they represent the amount of the activity that should have been done in that time. Gantt’s machine record chart and man record chart are quite similar, though they show both the actual working time for each day and the cumulative working time for a week. Each row of the chart corresponds to an individual machine or operator. These charts do not indicate which tasks were to be done, however. A novel method of displaying interdependencies of processes to increase visibility of production schedules was invented in 1896 by Karol Adamiecki, which was similar to the one defined by Gantt in 1903. However, Adamiecki did not publish his works in a language popular in the West; hence Gantt was able to popularize a similar method, which he developed around the years 1910-1915, and the solution became attributed to Gantt. With minor modifications, what originated as the Adamiecki's chart is now more commonly referred to as the Gantt chart. How to successfully implement elements of the management theory of Henry Gantt?Gantt theory of production management emerged around the turn of the 20th century, as American industry was growing and becoming mechanized incredibly quickly. As for Gantt’s, his main focus was on creating charts for managing productivity. While many businesses continue to use Gantt charts in their project planning, other important Gantt contributions are often overlooked. Caring for employees and society continue to be relevant applications of Henry Gantt management theory. Management theory of Henry Gantt will be simple when you consider three important areas of application: There is use Gantt charts for efficient project planning. Besides that, it considers the contribution Henry Gantt made to task and bonus theory. It is also maintain a sense of social responsibility for your business using Gantt theory. Henry Gantt uses the chart models to develop the scientific management theories. Project planning was an important focus of Henry Gantt, and most businesses today use some form of project plan. Project planning is useful for assessing a realistic timeline, aligning efforts to achieve a project goal. Gantt charts help managers map out these factors across a project's lifespan.

Adopt the social responsibility elements of Gantt theory. Social responsibility is increasingly important for businesses today, but was an innovation in management when Henry Gantt was first developing his theories. Gantt's idea that businesses had a responsibility to society provided the first steps in the creation of the Human Relations School of Management, which fundamentally changed the role businesses play in their communities and the world. Gantt published several articles and books, a selection: •

1916. Work, Wages, and Profits, second edition, Engineering Magazine Co., New York.

•

1919. Organizing for Work, Harcourt, Brace, and Howe, New York.

The Gilbreth Network

Frank Bunker Gilbreth was born on July 7, 1868 in Fairfield, Maine. He was a bricklayer, a building contractor, and a management engineer. He was a member of the ASME, the Taylor Society (precursor to the SAM), and a lecturer at Purdue University. Frank died on June 14, 1924. Lillian Evelyn Moller was born on May 24, 1878 in Oakland, California. She graduated from the University of California with a B.A. and M.A. and went on to earn a Ph.D. from Brown University. She earned membership in the ASME, and like her husband lectured at Purdue University. Lillian died on January 2, 1972. Frank and Lillian were married in 1904 and were parents of twelve children. Together they were partners in the management consulting firm of Gilbreth, Inc. They are one of the great husband-and-wife teams of science and engineering, Frank and Lillian Gilbreth early in the 1900s collaborated on the development of motion study as an engineering and management technique. Frank Gilbreth was much concerned until his death in 1924, with the relationship between human beings and human effort. Frank Gilbreth's well-known work in improving brick-laying in the construction trade is a good example of his approach. From his start in the building industry, he observed that workers developed their own peculiar ways of working and that no two used the same method. In studying bricklayers, he noted that individuals did not always use the same motions in the course of their work. These observations led him to seek one best way to perform tasks. He developed many improvements in brick-laying. He made a lot of improvements in his invention and as a result, he reduced the number of motions made in laying a brick from 18 to 4 1/2.Frank and Lillian Gilbreth continued their motion study and analysis in other fields and pioneered in the use of motion pictures for studying work and workers. They orginated micro-motion study, a breakdown of work into fundamental elements now called therbligs. These elements were studied by means of a motionpicture camera and a timing device which indicated the time intervals on the film as it was exposed. After Frank Gilbreth's death, Dr. Lillian Gilbreth continued the work and extended it into the home in an effort to find the "one best way" to perform household tasks. She has also worked in the area of assistance to the handicaped, as, for instance, her design of an ideal kitchen layout for the person afflicted with heart disease. She is widely recognized as one of the world's great industrial and management engineers and has traveled and worked in many countries of the world. At 1912,he left the construction business to devote himself entirely to "scientific management"--a term coined, in Gantt's apartment, by a group including Gilbreth. But to him it was more than merely the mouthing of slogans to be foisted on a worker at a job in a plant. It was a philosophy that pervaded home and school, hospital and community, in fact, life itself. It was something that could be achieved only by cooperation--cooperation between engineers, educators, physiologists, psychologists, psychiatrists,

economists, sociologists, statisticians, managers.Most important--at the core of it all, there was the individual, his comfort, his happiness, his service, and his dignity. By now, too, there was no mistaking the partnership--even though the wife's modesty, reticence, and sex could mislead all but the knowing. However, one accomplishment is strangely the contribution of Frank Gilbreth alone--even though she may have given of herself to make it possible. This construction is perhaps the greatest of all: the development of Lillian Moller Gilbreth. Few marriages thoughout history can match this romance of husband and wife, both whose names have become famous in the same field. The heights that such a partnership can achieve is probably best realized by attempting to name other such combinations--Pierre and Marie Curie, Charles and Mary Beard, Sidney and Beatrice Webb, Elizabeth and Robert Browning. Surely there are not many--but they are impressive. Throughout his life, Lillian Gilbreth remained, in her eyes, the junior partner. After his death, she said: "I have had more in twenty years than any other woman I have known has had in a lifetime." With him gone, she knew precisely what she had to do: carry on as he would do. This meant family and work. These were tasks for which many of the Gilbreth friends offered their help. Yet these were tasks that she knew she must perform alone. How well she accomplished them--most would say is a tribute to her, her spirit, her character, her intelligence, her strength. All this she would simply and emphatically deny. For to her, it goes without saying, it was simply a tribute to Frank Gilbreth. And who is to say that she may not be right? "When it comes to the questioning method, of course he shared with all the scientific management group the belief in the value of questions and the need to ask these questions over and over determining how the thing was to be done and why it was done and how the betterment could be brought about." "The things which concerned him more than anything else were the what and the why--the what because he felt it was necessary to know absolutely what you were questioning and what you were doing or what concerned you, and then the why, the depth type of thinking which showed you the reason for doing the thing and would perhaps indicate clearly whether you should maintain what was being done or should change what was being done." "This emphasis is a little different from what most people think about Frank and his work, and about the people who worked along these ways. Generally people expect that the most emphasis would be on the where and the when and the how. The how is, of course, in most people's minds very closely identified with motion study, work study, directed energy, work simplification or whatever name is given to this type of work today." "When he considered the what he thought continuously, not only of the ideal thing that was to be done and the ideal method that was to be used in order to get this done. That of course, was at the base of his favorite concept which was 'the quest of the one best way.' " It is both easy and difficult to analyze this First Lady of Engineering. She is the epitome of crystal-clear logic--even though she seems to be a mass of contradictions. Trained in literature, she has found her place in engineering. As an engineer, she has found people more important than machines; waging a neverending war on fatigue. One, watching her unceasing rounds of work, activity, and travel, can rightfully believe that she has created a non-existent foe. An extremely busy woman, she seems to have more time for things than most people. And, as kind and as gentle as she is, she can don armor and do more than hold her ground in defending the right. However,growing out of the industrial revolution and unionization of labor, Gilbreth management theory and other scientific management theories are highly focused on efficiency. While standardized efficiency models have become less popular in today's workplace, the time and motion studies developed by Frank Gilbert continue to offer opportunities for application when evaluating work processes.Get to

know the writings of Frank and Lillian Gilbreth and their contributions to theory by using "therbligs," the unit of activity in the Gilbreths' theory, to subdivide tasks and drawing an inspiration from Lillian Gilbreth, a famous woman in science. Not just that,Lillian and Frank Gilbreth management theory is one of the historic theories contributing to the formation of scientific management philosophies. These industrialization philosophies characterized management within an efficiency model and attempted to find the best, most efficient way of completing a task. We could also applying the usage of therblig in subdivide the task but what is therblig?It is the usage of new technologies such as film to break motions down into incremental parts. Some examples of actions that the Gilbreths included in the therblig were planning, positioning, assembling and disassembling. However,we can use these units or come up with our own units to analyze how many activities make up a certain task and eliminate unnecessary steps. This would make that particular thing much easier to be read or in other word is that by reducing the number of “therbligs” for any task, one could increase the efficiency of the worker. With all this,we could summed up the management theory of Frank and Lilian Gillbreth is,it will reduce the number of motions in a task to increase efficiency, be focus on the incremental study of motions and time to understand an entire task, and the goal of increased efficiency is both increased profit and greater worker satisfaction. No wonder,with everything they know and a lot of improvements they made,they published a large number of articles and books about the Gilbreth theory such as the bibliography of articles and books by Frank and Lillian Gillbreth,The Quest,an internet-based newsletter dedicated for their management theories and listing of all all paper and articles in Purdue University. In other side,Frank and Lillian Gillbreth also agree that education and training is important and that's why they also have their own theories in this subject. This could be seen in the "Cheaper by the Dozen" books or saw the movie of the same name, then you've had an introduction to the Frank Gilbreth management theory. Frank and Lillian Gilbreth developed the idea of motion studies, or the economy of motion to improve productivity. The Gilbreths' theory posits that reducing the number of motions involved in a specific act will make it more efficient. Gilbreth theory also suggests that managers continuously look for ways to improve the workplace. Although Frank and Lillian Gilbreth developed Gilbreth business management theory almost a century ago and many companies still use the Gilbreths' theory of management, you won't find a formal "Management Theory of Frank and Lillian Gilbreth Education and Training" course at any university or training school. To learn about the Frank and Lillian Gilbreth management theory, you can take any combination of these training avenues which is by research the Frank and Lillian Gilbreth management system on commercial websites, find scholarly research on Gilbreth business management theory, and join the associations that discuss and preserve the Gilbreth theory. Apart of it, Frank Gilbreth believed in the standardization of the workforce. As a bricklayer, Gilbreth noticed there was no defined system for how the employees carried out the job. Everyone did things differently, which resulted in inconsistent work and time management. Frank Gilbreth sought to change that and he did it. In conclusion,we could say that Frank and Lilian Gillbreth has done all sort of things in this management fields. All their management theories will be keep used by us as it is a wonderful theories. The management fields owe this husband and wife a lot of thanks.

BOOKS LIST compiled by David Ferguson This list contains books written by the Gilbreths, about the Gilbreths or partially covering the Gilbreths, and other important texts on Scientific Management, contemporary to the Gilbreths. Addresses and Discussions at the Conference on Scientific Management Held Oct. 12, 13, 14, 1911. (Tuck School Conference, Dartmouth) Easton, Hive Publishing Co., 1972. ASME, various authors, The Frank Gilbreth Centennial, The American Society of Mechanical Engineers, NY, 1969, conducted in 1968. Amar, Jules. The Human Motor eng. trans. Elsie P. Butterworth and George Wright, London: George Routledge & Sons, LTD., NY: E.P. Dutton & Co. 1920. Barnes, Ralph. Motion and Time Study--Design and Measurement of Work . NY: John Wiley and Sons (first printed under c/r by Barnes, 1937) 7th Ed. 1980 Beaumont, Newhall. The History of Photography. New York: The Museum of Modern Art, 1964. Brandeis, Louis D. Scientific Management and Railroads, NY: Engineering Magazine, 1911. Reprint, Easton: Hive Publishing, 1981. Colvin Fred H. American Machinists' Handbook & Dictionary of Shop Terms , NY: McGraw Hill, 1914. F felt he had a good start. Copley, Frank B. Frederick W. Taylor: Father of Scientific Management Vol I & II, NY, Harper and Bros., 1923. Cowan, Ruth Schwartz Notable American Women: The Modern Period Lillian Evelyn Moller Gilbreth Cambridge, MA, Belknap Press 1987 (271-3). Dillon, Mary and Gilbreth, Lillian Kitchen Practical: The Story of an Experiment. NY: Brooklyn Borough Gas Company 1929. Dvorak, August et al, Typewriting Behavior, NY, American Book Co., 1936. ["Dedicated to Frank Bunker Gilbreth" past cover page, picture of F referring to him as Dr. Gilbreth.] Emerson, Howard P. & Naehring, Douglas. The Origins of Industrial Engineering Norcross, GA: Industrial Engineering and Management Press (IIE) 1988 Gilbreth, Frank, Bricklaying System, NY and Chicago, The Myron C. Clark Publishing Co., 1909. [Easton, PA, Hive Publishing (reprint), 1974.] Gilbreth, Frank, Concrete System, NY, The Engineering News Publishing Co., 1908 Gilbreth, Frank, Field System, NY & Chicago, The Myron C. Clark Publishing Co., 1908. Reprint, Easton: Hive Publishing, 1973. Gilbreth, Frank, Motion Study, NY, D. Van Nostrand Co., 1911. [ Reprint, Easton: Hive Publishing, not dated.]

Gilbreth, Frank, Primer of Scientific Management, NY, D. Van Nostrand Co., 1912. London: Constable & Co., 1912. 2nd Ed. Van Nostrand, 1914. [Easton, Hive Publishing (bound w/Principles of SM), 1985 (reprint).] Gilbreth, Frank, et al. Scientific Management Course A Landmark Series of Lectures Given at the YMCA, Worcester, Mass., 1912. Easton, Hive Publishing, 1980 (reprint). Gilbreth, Frank & Lillian, Applied Motion Study, NY, Sturgis & Walton Co., 1917. London, George Routledge & Sons, 1919. Second Edition, The MacMillan Co., 1920. [Also, translated/published in German, 1920. Easton, PA, Hive Publishing (reprint) 1973. Chapters- 1-What SM Means to America's Industrial Position, p3-20. 2- Units, Methods and Devices..., p21-40. 3- Motion Study as an Industrial Opportunity, p41-56. 4- Motion Study and Time Study-Inst. of Precision, p57-72. 5-Chronocyclegraph Motion Devices..., p73-96. 6- Motion Models: Their Place..., p97-130. 7- Motion Study for the Crippled Soldier, 131-157. 8- The Practice of SM, p158-186. 9- The Three Position Plan, p187-201. 10- The Effect of MS Upon the Workers, p303-211.] Gilbreth, Frank & Lillian, Fatigue Study, NY, Sturgis & Walton Co., 1916. Revised Edition, The MacMillan Co., 1920. [Reprint, Hive Publishing, 1973] Gilbreth, Frank & Lillian Motion Study for the Handicapped , NY, The MacMillan Co., 1920; London, George Routledge & Sons Ltd., 1920. [(re-published) Easton, PA, Hive Publishing Co. 1973 Containing articles: 1) The Re-Education of the Crippled Soldier-p18, 6/27/1917; 2) Motion Study for the Crippled Soldier-p25, 12/27/1915; 3) How to Put the Crippled Soldier on the Pay Roll-p40, 01/26/1917; 4) The Conservation of the World's Teeth-p52, 3/1917; 5) Measurement of the Human Factor in Industry-p68, 05/22/1917; 6) The Engineer, The Cripple, and the New Education-p90, 12/1917; 7) The Crippled Soldier in Industry-p110, 02/1918; 8) First Steps in the Solution of the Problem of Crippled Soldiers-p132, 03/27/1918; 9) Motion Study for the Blinded-p147, original to book?.] Gilbreth, Frank & Lillian, Time and Motion Study As Fundamental Factors in Planning and Control, New Jersey, The Mountainside Press, 1921. [booklet] Gilbreth, Lillian, M. As I Remember, Norcross, GA, Engineering & Management Press, 1998. Gilbreth, Lillian, The Home Maker and Her Job, NY, D. Appleton & Co., 1927. Gilbreth, Lillian, Living With Our Children, NY, W.W. Norton & Co., 1928. Gilbreth, Lillian, Psychology of Management, (first published in serial form: Industrial Engineering and Engineering Digest-11 (May, June 1912); (July-Dec. 1912); (Jan. - May 1913). NY: Sturgis and Walton, 1914. Easton, Hive Publishing, (reprint) . Gilbreth, Lillian & Cook, Alice Rice, The Foreman in Manpower Management, New York, McGraw-Hill Book Co., 1947. Gilbreth, Lillian, Thomas, Orpha Mae, Clymer, Eleanor, Management in the Home, New York, Dood, Mead & Co., 7th printing- revised and enlarged edition, 1960. First printings, 1954, 1959. Gilbreth, Lillian, Quest for the One Best Way, Chicago, Society of Industrial Engineers, 1924. Easton, Hive Publishing, 1925 (reprint). Society of Women Engineers (reprint).

Gilbreth, Frank, B. Jr. Ancestors of the Dozen, Privately Printed in cooperation with The Post & Courier, 1994. Gilbreth, Frank, B. Jr. Time Out For Happiness, NY, Crowell Pub., 1970 Gilbreth, Frank, B. Jr. and Carey, Ernestine, G. Belles on Their Toes, N.Y., Thomas Y. Crowell Company, 1950. subsequent editions. Gilbreth, Frank, B. Jr. and Carey, Ernestine, G. Cheaper by the Dozen , N.Y., Thomas Y. Cromwell & Co., 1948, 4th Ed. 1966 Going, Charles Buxton. Principles of Industrial Engineering, NY: McGraw-Hill Book Co., 1911. Graham, Laurel D. Lillian Moller Gilbreth's Extensions of Scientific Management into Women's Work: 1924-1935 Dissertation printed by UMI, Copyright L. Graham, 1992. Graham, Laurel D. Managing On Her Own: Dr. Lillian Gilbreth and Women’s Work in the Interwar Era Norcross, GA, Engineering & Management Press, 1998 Green, Dr. James R. (Prof. of Public and Community Service, U of Mass, Boston). THE WORLD OF THE WORKER: LABOR IN TWENTIETH-CENTURY AMERICA NEW YORK, HILL AND WANG, 1980. (27notes) Haber, Samuel. Efficiency and Uplift: Scientific Management in the Progressive Era 18901920, Chicago & London, The Univ. of Chicago Press, 1964. Hays, Samual P. Conservation and the Gospel of Efficiency, Cambridge, Mass., Harvard Univ. Press, 1959. Hunt, Edward E. Scientific Management Since Taylor: A Collection of Authoritative Papers, NY, McGraw-Hill, 1924. Hoxie, Robert F. Scientific Management and Labor, 1915. NY, Agustus M. Kelley, 1966. [note: Gilbreth is notable in this criticism of scientific management, by his absence. Hounshell, David A. (Professor of History at Univ. of Delaware, From the American System to Mass Production 1800-1932 Baltimore MD, 21218: The Johns Hopkins University Press, 1984 Hughes, Thomas P. (Professor of History and Sociology of Science at Univ. of Pennsylvania). AMERICAN GENESIS: A CENTURY OF INVENTION AND TECHNOLOGICAL ENTHUSIASM NY: Viking - Penguin Group, 40 W. 23rd St., New York, NY 10010, 1989 Kakar, Sudhir. Frederick Taylor: A Study in Personality and Innovation, Boston, MIT-Heffernan Press Inc., 1970. Kanigel, Robert. The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency, NY, Viking , 1997. Lancaster, Jane. " 'Wasn't She the Mother in Cheaper by the Dozen?' A Life of Lillian Moller Gilbreth, 1878-1972." Ph.D. Dissertation, Brown University, 1998. [editor's note: this recent dissertation, if not yet available in your library, may be purchased through UMI.

Lowry, Stewart et al Time and Motion Study and Formulas for Wage Incentives NY, McGraw Hill Books, 1927, 1932, 1947. Mandel, Mike, Making Good Time, Riverside, CA, California Museum of Photography & Mike Mandel, 1989. Maynard, Harold B. & Stegemerten, John L. METHODS-TIME MEASUREMENT NY: McGraw-Hill Books, 1948. Merkle, Judith A. Management and Idealogy: The Legacy of the International Scientific Management Movement, Berkeley, Univ. of Calif. Press, 1980. (21notes) Merrick, Dwight. Time Studies as a Basis For Rate Setting , NY: Engineering Magazine. Copyright 1919 by Edward W. Clark, 3rd, Executor of the Estate of Frederick W. Taylor. Mogensen, Allan H. (writer and editor). Common Sense Applied to Motion and Time Study. NY: Factory and Industrial Management, 1932. Mundel, Marvin E. Motion and Time Study--Improving Productivity. Englewood Cliffs, NJ: Prentice-Hall, Inc., 1978 Myers, Fred E. (Assoc. Prof. Ind. Tech., S. Ill Univ.) Motion and Time Study Improving Work Method and Management. Englewood Cliffs, NJ: Regents/Prentice Hall. 1992 Nadler, Gerald (Head, Dept. of IE, Washington Univ., St. Louis). Motion and Time Study. NY: McGraw-Hill Book Co., Inc., 1955. Niebel, Benjamin W. (Prof. Emeritus of IE, Penn State Univ.). Motion and Time Study. Homewood, IL: Irwin Pub., 1955 Eighth edition, 1988. Nelson, Daniel. Frederick W. Taylor and the Rise of Scientific Management, Madison, Wisc., Univ. of Wisc. Press, 1980. Nelson, Daniel. Managers and Workers: Origins of the New Factory System in the United States 1880-1920 Madison, Wisc.: The Univ. of Wisconsin Press, 1975. 28 notes. Noble, David F. America by Design: Science, Technology, and the Rise of Corporate Capitalism, NY, Alfred A. Knoph, Inc., 1977. Pollard, Harold R. Developments in Management Thought NY: Crane, Russak and Co., 1974. Price, Brian C. One Best Way: Frank and Lillian Gilbreth's Transformation of Scientific Management, 1885-1940 Volumes I & II, Printed by UMI. Dissertation submitted to Purdue 1987. No copyright listed. Rabinbach, Anson. The Human Motor Energy, Fatigue and the Origins of Modernity , Berkeley, Los Angeles: Univ. of Calif. Press, 1990. Rathe, Alex W. ed. Gantt on Management: Guidelines for Today's Executive, NY, Am. Mgmt. Assoc. and ASME, no copyright date listed, est. 1960's. Salvendy, Gavriel (editor). Handbook of Industrial Engineering (2nd ed.). NY: John Wiley & Sons, 1992 [chapter 1, by Gerald Nadler] Shaw, Anne G. The Purpose and Practice of Motion Study. Manchester & London: Columbine Press, 1952 (2nd Ed., 1960).

Spriegel, William R. & Lansburgh, Richard H. Industrial Management New York: John Wiley & Sons, 1923--5th ed. 1955. Spriegel, William R. & Myers, Clark E. The Writings of the Gilbreths Homewood, IL: Richard D. Irwin, Inc. 1952. Talbot, F.A. Practical Cinematography London: William Heineman no date (circa 1912-3) Taylor, Frederick W., The Principles of Scientific Management, NY, Harper and Bros., 1911 and 1923. Easton, Hive Publishing (bound w/Primer of SM), 1985 (reprint). Taylor, Frederick W., Scientific Management A collection containing Shop Management, Principles.., and House Committee. Westport, Conn., Greenwook Press Pub., 1972 No copyright. Have Shop Management--complete 31a. Tichauer, E.R., The Biomechanical Basis of Ergonomics: Anatomy Applied to the Design of Work Situations, NY, John Wiley & Sons, 1978 Trobley, Kenneth E. The Life and Times of a Happy Liberal: A Biography of Morris Llewellyn Cooke, NY, Harpers, 1954. Urwick, Lyndall ed. The Golden Book of Management, London, Newman Neame Ltd., 1956. NY, Arno Press., 1979. Urwick, Lyndall & Brech, E.F.I. The Making of Scientific Management, Volume I: Thirteen Pioneers London: Sir Isaac Pitman & Sons, 1957 (3rd or 4th ed.). Urwick, Lyndall & Wolf, William B. ed. The Golden Book of Management NY, AMA Committee, Book Division, American Management Assoc. , 1984. Vernon Horace Middleton, Industrial Fatigue and Efficiency, first printing 1921. NY, Arno Press, 1977. Yost, Edna in collaboration w/ Lillian Gilbreth. Normal Lives for the Disabled New York: Macmillian Company, 1945 Yost, Edna, Frank and Lillian Gilbreth, Partners For Life, NY, ASME, 1949. Wrege, Charles D. (Rutgers Univ.) & Greenwood, Ronald G. (GMI Eng. and Mgmt. Institute) Frederick W. Taylor The Father of Scientific Management Myth and Reality NY: Irwin Professional Publishing, 1991

ACKNOWLEDGEMENTS First of all, we are very grateful to Allah for give us this opportunity, strength and more time for us to accomplish this task. Without the help of Him,we would not have done this succesfully. Then,we would like to express our gratitude to our lecturer of IMD 104, Principle of Management, Puan Nor Rashidah bt Mohamed , for her consistent support in ensuring the successful of this group assignment.Thanks also for her as she had help us understanding more about this task. We would also like to thank to our classmate who have been really helpful by sharing information with us in this assignment. Not just that,we were so glad that the cooperation they gave to us is so great. Last but not least, we would like to extend our special thanks to everyone who has assisted directly or indirectly in this assignment. Especially our parents,other information management friends, and our seniors who had help us a lot. Thank you so much everybody from six of us. May God bless all of you.

References HENRY L. GANTT 1. ^ Gantt chart history Accessed 7 April 2007. 2. ^ ASME Henry Laurence Gantt Medal Accessed 7 April 2007.

3. ^ The discussion of Gantt charts here described originally appeared in Herrmann (2005): Herrmann, Jeffrey W., History of Decision-Making Tools for Production Scheduling, Proceedings of the 2005 Multidisciplinary Conference on Scheduling: Theory and Applications, New York, July 18-21, 2005. 4. ^ Gantt, Henry L., A graphical daily balance in manufacture, Transactions of the American Society of Mechanical Engineers, Volume XXIV, pages 1322-1336, 1903. 5. ^ Gantt, Henry L., Work, Wages, and Profits, second edition, Engineering Magazine Co., New York, 1916. Reprinted by Hive Publishing Company, Easton, Maryland, 1973. 6. ^ Gantt, Henry L., Organizing for Work, Harcourt, Brace, and Howe, New York, 1919. Reprinted by Hive Publishing Company, Easton, Maryland, 1973. 7. ^ Gerard Blokdijk, Project Management 100 Success Secrets, Lulu.com, 2007, ISBN 0980459907, Google Print, p.76 8. ^ Peter W. G. Morris, The Management of Projects, Thomas Telford, 1994, ISBN 0727725939, Google Print, p.18

FRANK AND LILIAN GILLBRETH 1. New Jersey Society of Professional Engineers--Tribute to Lillian Gilbreth 2. Production Technology's IE Trivia Page 3. The Smithsonian's American History museum's exhibit "On Time" featured Lillian Gilbreth 4. Lillian Moller Gilbreth: Mother of Modern Management by the San Diego Supercomputer Center 5. The Gilbreths--Toward Efficiency by Michael Mucahey 6. Lillian Gilbreth biography from The Providence (Rhode Island) Journal 7. O,Pioneer! Article about Lillian Gilbreth in the Brown University Alumni Magazine by Gilbreth Network member Dr. Jane Lancaster

8. On Technology and the Human Factor by John Lyman, Ph.D. 9. Lillian Gilbreth biography from Penn State University 10. The Engineering Specific Career Advisory Problem-Solving Environment from Purdue University

11. Lillian Gilbreth, Christine Frederick, and kitchen design 12. See Lillian Moller Gilbreth's portrait at the National Portrait Gallery 13. The Gilbreth Colloquium at the New Jersey Institute of Technology 14. Libraries 15. Purdue University library special collections holds the Gilbreth papers. Some Gilbreth papers (letters, photos, manuscripts, articles) at Purdue are available to view online via Adobe Acrobat reader. Go to the site http://ie.www.ecn.purdue.edu/IE/GilbrethLibrary/gilbreth.html.

16. Smith College's Sophia Smith Collection has resources on women's history Smith's collection includes the papers of Ernestine Gilbreth Carey.

17. The Business Library at the University of Western Ontario has a page of information dedicated to the Gilbreths, including references to books and articles by and about the Gilbreths.

18. Library of Congress 19. Frederick W. Taylor archive at Stevens Institute of Technology (New Jersey, USA) 20. Organizations 21. ASME-History 22. ASME-World 23. IIE 24. Society for Advancement of Management