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Jingdong book

效率的十二个原则（中英双语·经典版）

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Jingdong book

效率的十二个原则（中英双语·经典版）

Name: 效率的十二个原则（中英双语·经典版）
Brand: Jingdong book
SKU: 3102004921
Price: 44.05 USD
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哈林顿·埃默森：“科学管理”理论的奠基人之一，美国早期的科学管理研究工作者
效率问题是其一生最有成效的研究
西方管理学界所公认的传播效率主义的一位先驱者
他至今仍被称为是“效率的大祭司”

Content Description

《效率的十二个原则（中英双语·经典版）》一书阐述的是埃默森在1912年提出的关于提高工作效率的原则。本书中每一个原则都用一章的篇幅来加以说明。前5个原则是论述人员关系的，后7个原则是论述方法，体制和系统的。十二个原则相辅相成，奠定了管理体系和提升效率的基础。为企业管理者在降低成本、改进质量、增加产量、节约时间等方面，提供了正确的指导和改进方法，以求在最短时间内完成任务，提高企业全员的工作效率。

Author Description

哈林顿·埃默森（Harrington Emerson， 1853—1931），出生于一位长老会牧师的家庭，自幼便受到了基督教新教俭朴美德的熏陶。他曾在慕尼黑皇家巴伐利亚工业大不学习。埃默森步入工业界，开始是专门为伯林顿铁路公司经理解决问题的代表，后来他又成为处于严重停工状况的圣菲铁路公司的顾问，仅仅通过三年时间，埃默森就恢复了正常的劳资关系，降低25%的开支，并使该公司每年节约150万美元的资金。1910年，他在州际商务委员会为反对美国东北部铁路公司提高货运费作证时，声称铁路公司只要采用泰勒的“科学管理”的方法，每天就可以节省100万美元。他的这席话，震动了美国的工商业界，对“科学管理”的推广，起到了积极的作用。

Catalogue

第1 章组织和原则：效率的首要工具
第2 章能够获得效率的组织类型
第3 章第1 项原则：定义清晰的理念
第4 章第2 项原则：常识
第5 章第3 项原则：合理化建议
第6 章第4 项原则：纪律
第7 章第5 项原则：公平原则
第8 章第6 项原则：可靠、迅速和充分的记录
第9 章第7 项原则：分配
第10 章第8 项原则：标准和时间
第11 章第9 项原则：标准化条件
第12 章第10 项原则：标准化操作
第13 章第11 项原则：标准化操作书面指南
第14 章第12 项原则：效率的回报
第15 章衡量和消除浪费的效率原则
第16 章生产线和员工的管理控制
CHAPTER I ORGANIZATION AND PRINCIPLES
THE PRIME INSTRUMENTS FOR EFFICIENCY
CHAPTER II THE TYPE OF ORGANIZATION THROUGH
WHICH EFFICIENCY IS ATTAINED
CHAPTER III THE FIRST PRINCIPLE: CLEARLY DEFINED IDEALS
CHAPTER IV THE SECOND PRINCIPLE: COMMON SENSE
CHAPTER V THE THIRD PRINCIPLE:COMPETENT COUNSEL
CHAPTER VI THE FOURTH PRINCIPLE: DISCIPLINE
CHAPTER VII THE FIFTH PRINCIPLE: THE FAIR DEAL
CHAPTER VIII THE SIXTH PRINCIPLE:
RELIABLE, IMMEDIATE, ADEQUATE, AND PERMANENT RECORDS
CHAPTER IX THE SEVENTH PRINCIPLE: DESPATCHING
CHAPTER X THE EIGHTH PRINCIPLE:
STANDARDS AND SCHEDULES
CHAPTER XI THE NINTH PRINCIPLE:
STANDARDIZED CONDITIONS
CHAPTER XII THE TENTH PRINCIPLE:
STANDARDIZED OPERATIONS
CHAPTER XIII THE ELEVENTH PRINCIPLE:
WRITTEN STANDARD-PRACTICE INSTRUCTIONS
CHAPTER XIV THE TWELFTH PRINCIPLE: EFFICIENCY REWARD
CHAPTER XV EFFICIENCY PRINCIPLES APPLIED
TO MEASUREMENT AND CURE OF WASTES
CHAPTER XVI EXECUTIVE CONTROL OF LINE AND STAFF
第1 章组织和原则：效率的首要工具
第2 章能够获得效率的组织类型
第3 章第1 项原则：定义清晰的理念
第4 章第2 项原则：常识
第5 章第3 项原则：合理化建议
第6 章第4 项原则：纪律
第7 章第5 项原则：公平原则
第8 章第6 项原则：可靠、迅速和充分的记录
第9 章第7 项原则：分配
第10 章第8 项原则：标准和时间
第11 章第9 项原则：标准化条件
第12 章第10 项原则：标准化操作
第13 章第11 项原则：标准化操作书面指南
第14 章第12 项原则：效率的回报
第15 章衡量和消除浪费的效率原则
第16 章生产线和员工的管理控制
CHAPTER I ORGANIZATION AND PRINCIPLES
THE PRIME INSTRUMENTS FOR EFFICIENCY
CHAPTER II THE TYPE OF ORGANIZATION THROUGH
WHICH EFFICIENCY IS ATTAINED
CHAPTER III THE FIRST PRINCIPLE: CLEARLY DEFINED IDEALS
CHAPTER IV THE SECOND PRINCIPLE: COMMON SENSE
CHAPTER V THE THIRD PRINCIPLE:COMPETENT COUNSEL
CHAPTER VI THE FOURTH PRINCIPLE: DISCIPLINE
CHAPTER VII THE FIFTH PRINCIPLE: THE FAIR DEAL
CHAPTER VIII THE SIXTH PRINCIPLE:
RELIABLE, IMMEDIATE, ADEQUATE, AND PERMANENT RECORDS
CHAPTER IX THE SEVENTH PRINCIPLE: DESPATCHING
CHAPTER X THE EIGHTH PRINCIPLE:
STANDARDS AND SCHEDULES
CHAPTER XI THE NINTH PRINCIPLE:
STANDARDIZED CONDITIONS
CHAPTER XII THE TENTH PRINCIPLE:
STANDARDIZED OPERATIONS
CHAPTER XIII THE ELEVENTH PRINCIPLE:
WRITTEN STANDARD-PRACTICE INSTRUCTIONS
CHAPTER XIV THE TWELFTH PRINCIPLE: EFFICIENCY REWARD
CHAPTER XV EFFICIENCY PRINCIPLES APPLIED
TO MEASUREMENT AND CURE OF WASTES
CHAPTER XVI EXECUTIVE CONTROL OF LINE AND STAFF

Book Abstract

第1 章
组织和原则：效率的首要工具
冥冥之神创造了国家。矿藏、森林、草原和水资源，并不足以成就一个伟大而富裕的国家。这些东西甚至还不能形成一个国家的雏形。伟大的人使国家变得伟大，而使人变得伟大的那些品质，却是看不见的。
——里曼?阿伯特（Lyman Abbott）
有这样一家大型工厂，突然接到大量订单。它急于将产出从每月13 个单位（当时普遍的最高水平）提高到每月23 个单位，而且这种提升必须在10 个月之内完成。
这家工厂的经理拥有杰出的管理能力，但是他的观念比较陈旧。尽管他已经掌管这家工厂很多年，他却只知道采用增加设备，使用时间，雇用更多员工这种简单的方法来提高生产效率。为了达到每月23 个单位产量的要求，他提出购买价值50 万美元机器设备的请求。然而，即使这项投资可以行得通，并且能够顺利地通过讨论和决议，安装新的设备至少也得花费一年，甚至更长的时间。所以，这个方案根本无法解决眼前的问题。
在这种情况之下，老板要求增加产量，而经理要求新增设备。这时，便会有两名经验丰富的效率工程师对工厂做一番调查。最后，他们提交了一份长篇报告。其中结论性的内容如下：
您的工厂包含如下组成部分：
一个大机械车间，
一个锅炉车间，
一个装配车间，
一个冶炼车间，
一个铸造车间。
我们对每个车间的情况进行了深入的调查研究，并向车间经理、主管、领班及许多工人进行了咨询与请教。我们可以负责任地指出，该公司不需要增加任何人员和设备开支，在保持现有人员的岗位职责不变的情况下，只需对生产方式做一些轻微的调整，工厂的产量就可以提高60%。相应地，工资成本的增加也不会超过10%，而且，完成这一系列目标，只需要6 个月的时间。
为了实现这些目标，新的组织原则的使用便应运而生。经理层需要采取并且应用这些组织原则。10 个月之后（纽约1908 年5 月1 日），我们可以从当地经理的信件中看到应用这些原则的结果：
我们4 月份的产量同比增长了69.2%。知道这则消息，想必您一定感到十分高兴。
另外，我们平均的工作时间由以前的10 个小时缩短为现在的9 个小时；成本的支出减少了15%，较上年同比减少了8 000~10 000 美元。
……

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