Dilansirdari Encyclopedia Britannica, yangbukan merupakan tokoh organisasi indische partij adalah mohammad hatta. Kemudian, saya sangat menyarankan anda untuk membaca pertanyaan selanjutnya yaitu AkhirPerang Dunia II di wilayah Asia Pasifik ditandai dengan? beserta jawaban penjelasan dan pembahasan lengkap.Video. Is God A Spirit, Force, or Personality? Or All Three in One? KandunganBiografiSyarikat EmersonTahun lepasPermulaanSumbangan lainRujukanHarrington Emerson 1853-1931 adalah jurutera dan perunding pengurusan, diakui sebagai salah satu pemimpin gerakan pengurusan saintifik dan pelopor kejuruteraan industri Amerika. Antara sumbangan terbesarnya adalah "12 prinsip kecekapan", yang dengannya dia berusaha untuk membimbing organisasi untuk menggunakan kaedah baru untuk menjimatkan masa dan kos yang menjadikannya lebih mungkin muncul sekilas seperti idea Frederick W. Taylor, bapa pengurusan saintifik, kerana fokus utama mereka adalah kecekapan. Walau bagaimanapun, kecekapan Taylor lebih bersifat teknikal dan bertujuan untuk menyempurnakan setiap proses pengeluaran individu. Sementara itu, Emerson lebih komprehensif, merangkumi seluruh organisasi dari atas ke bawah. Oleh itu, ia merangkumi idea seperti bentuk organisasi, motivasi, latihan, dan standard Emerson dilahirkan di Trenton, New Jersey, pada bulan Ogos 1853. Ibu bapanya, Edwin dan Mary Louisa Emerson, mempunyai 5 orang anak yang lain. Mereka adalah keluarga pembangkang politik dan agama mendapat pendidikan istimewa dengan tutor dan di sekolah swasta di England, Perancis, Itali dan Yunani. Semasa mudanya dia belajar bahasa, arkeologi dan kejuruteraan di Politeknik Royal Bavarian, sekarang Universiti Teknikal usia 23 tahun, dia kembali ke Amerika Syarikat dan bertugas sebagai profesor bahasa moden di University of Nebraska, tetapi pada tahun 1882 dia diusir kerana ideologi sekular dan progresifnya, yang bertentangan dengan fundamentalisme agama institusi masa itu, Harrington telah melayani dalam berbagai pekerjaan ejen cukai, bank perbatasan, pemberi pinjaman wang, ejen tanah, juruukur, orang tengah, dan guru. Dia bahkan menjadi orang kanan untuk calon presiden AS William Jennings Bryan, mengarahkan kegiatan kempennya dan meminta dana EmersonSetelah beberapa percubaan perniagaan yang gagal di Alaska dan komplikasi kewangan, pada tahun 1900 Emerson memutuskan untuk mengambil kejuruteraan kecekapan sebagai profesion. Oleh itu memulakan kerjanya sebagai satu karyanya yang paling terkenal adalah penyusunan semula mesin pembaikan mesin kereta api dan lokomotif Atchison, Topeka, dan Santa Fe. Kejayaannya membawanya menemui Syarikat Emerson, yang selama bertahun-tahun di pejabatnya berjaya membuka cawangan di New York, Pittsburgh dan tahun 1910, dia menjadi saksi utama dalam kes Pengangkutan Timur, selama rayuan yang dibuat oleh kereta api timur utama untuk meningkatkan kadarnya. Dalam kenyataannya, dia memberi jaminan bahawa kereta api membazirkan satu juta dolar sehari dengan tidak menggunakan kaedah yang cekap. Fakta ini, dan tulisannya terhadap jalan kereta api, menarik perhatian masyarakat terhadap falsafah tahun 1919 dia menyusun semula Syarikat Emerson menjadi Jurutera Emerson dan dengan sukses mengusahakan projek-projek khas di luar negeri dalam bidang pengangkutan, industri, dan komunikasi. Walaupun berjaya dalam pengurusannya, pada tahun 1925 syarikatnya hancur kerana masalah dengan rakan bertahun-tahun sebagai perunding, dia menasihati pemimpin pemerintah dan kementerian pengangkutan di China, Jepun, Mexico, Peru, Poland dan Uni Soviet, dan juga Amerika Syarikat. Sebenarnya, dia adalah salah satu daripada 18 jurutera yang dipilih oleh Setiausaha Perdagangan Hebert Hoover untuk membentuk komisi untuk menyiasat pembuangan sampah di industri kereta api dan arang lepasSelama tahun-tahun kemudian, Emerson mendokumentasikan sumbangannya melalui esei, surat peribadi, dan otobiografi. Dia juga mengabdikan dirinya untuk mengawasi dan memperluas pelaburan keluarga, serta projek-projek tertentu, termasuk rancangan untuk monorel berkelajuan tinggi di usia 78 tahun, pada bulan September 1931, Emerson meninggal di New York City. Dia berkahwin dua kali pada tahun 1870-an dengan Florence Brooks dan pada tahun 1895 dengan Mary Crawford Supple. Dia mempunyai 4 orang anak Raffe, dari perkahwinan pertamanya, dan Louise, Isabel dan Margaret dari perkahwinan Emerson, kecekapan didasarkan pada prinsip semula jadi dan ribuan contoh dapat dilihat secara semula jadi. Sebagai contoh, dia menganggap tubuh manusia sebagai salah satu organisma yang paling cekap, kerana ia adalah kompleks tetapi mengatur sendiri penggunaan input seperti udara, air, makanan, dll. Konsep ini disebarkan melalui banyak majalah dan tiga diragukan lagi salah satu karya yang paling berharga adalah berjudul 12 prinsip kecekapan 1912, di mana ia menyusun pangkalan untuk beroperasi dengan cekap di semua peringkat organisasi. 5 prinsip pertama merujuk kepada hubungan interpersonal, terutama antara majikan dan pekerja, sementara 7 selebihnya memberi tumpuan kepada yang ditentukan dengan jelas2-Akal biasaMajlis 3-Kompeten4-Disiplin disiplin diri5-Perlakuan adil terhadap pekerja6-Rekod yang boleh dipercayai, segera dan mencukupi7-Penghantaran8-Peraturan dan jadual9-Keadaan standard10-Operasi standard11-Arahan bertulis12-Ganjaran kecekapanSumbangan lainEmerson adalah yang pertama menggunakan istilah "Kejuruteraan Efisiensi" untuk menggambarkan industri perundingan yang dia kembangkan melalui syarikatnya. Dia adalah tokoh penting dalam mempromosikan dan mempopularkan idea-idea pengurusan saintifik kepada khalayak ramai. Sebenarnya, dia bertanggungjawab memperkenalkan kata "kecekapan" ke dalam bahasa 200 syarikat diadopsi dan memanfaatkan sistem kecekapannya, yang dilaksanakan oleh jurutera perundingnya. Antara amalan yang paling biasa adalah kajian masa dan gerakan, bonus upah mengikut produktiviti, perutean pengeluaran, standardisasi tugas dan keadaan juga dikenal sebagai "imam kecekapan" membuat sumbangan lain dalam bidang perakaunan kos dan dalam menetapkan parameter untuk menilai pekerja. Di samping itu, bersama dengan Frederick Taylor, Henry Gantt, Frank Gilbreth, dan jurutera progresif lain, dia membentuk Persatuan Jurutera M. 2003. Lima Puluh Tokoh Utama dalam Pengurusan. New York 2018, Julai-Disember Sejarah Pengurusan. Pengurusan rasional-saintifik mencari dan Strategi, Nombor 54, Pengurusan. 2009. Dipulihkan dari H. 1919. Dua belas prinsip kecekapan. New York The Engineering Magazine Negeri Pennsylvania. 2000. Panduan untuk Kertas Harrington Emerson, 1848-193. Dipulihkan dari HaiSahabat! Wah nggak kerasa sudah memasuki bulan Agustus nih. Biar makin semangat menyambut HUT Republik Indonesia ke-76, yuk uji pengetahuan dengan
Harrington Emerson 1853-1931 foi um consultor de engenharia e gerenciamento, reconhecido como um dos líderes do movimento de gerenciamento científico americano e pioneiro em engenharia industrial. Entre suas maiores contribuições estão “Os 12 princípios de eficiência”, com os quais ele procura orientar as organizações a adotarem novos métodos de economia de tempo e custos que os tornam mais competitivos. Harrington Emerson Fonte The American Magazine, março de 1911. [Domínio público]Suas idéias podem parecer à primeira vista semelhantes às de Frederick W. Taylor, pai da administração científica, porque seu foco principal é a eficiência. No entanto, a eficiência de Taylor era de natureza mais técnica e visava aperfeiçoar cada processo de produção isso, a Emerson era mais abrangente, cobrindo toda a organização de cima para baixo. Portanto, inclui idéias como formas organizacionais, motivação, treinamento e padrões de Emerson nasceu em Trenton, Nova Jersey, em agosto de 1853. Seus pais, Edwin e Mary Louisa Emerson, tiveram outros 5 filhos. Eles eram uma família de dissidentes políticos e religiosos recebeu uma educação privilegiada com tutores e em escolas particulares na Inglaterra, França, Itália e Grécia. Durante sua juventude, ele aprendeu idiomas, arqueologia e engenharia no Politécnico Real da Baviera, atualmente na Universidade Técnica de 23 anos, voltou aos Estados Unidos e atuou como professor de línguas modernas na Universidade de Nebraska, mas em 1882 foi expulso por suas idéias seculares e progressistas, que contrastavam com o fundamentalismo religioso da então, Harrington trabalhou em uma ampla gama de empregos agente tributário, banqueiro de fronteira, credor, corretor de terras, agrimensor, mediador e até se tornou o braço direito de William Jennings Bryan, candidato à presidência dos Estados Unidos, dirigindo suas atividades de campanha e solicitando fundos de Emerson CompanyApós várias tentativas fracassadas de negócios no Alasca e complicações financeiras, em 1900, Emerson decidiu assumir a engenharia de eficiência como uma profissão. Assim, ele começou seu trabalho como de seus trabalhos mais notáveis foi a reorganização das oficinas de reparo de máquinas e locomotivas de Atchison, Topeka e da ferrovia de Santa Fé. Seus sucessos o levaram a fundar a Emerson Company, que durante seus anos de gestão conseguiu abrir filiais em Nova York, Pittsburgh e 1910, ele foi uma testemunha importante no caso Eastern Freight, durante o apelo das principais ferrovias orientais a aumentar a taxa. Durante sua declaração, ele disse que as ferrovias desperdiçavam um milhão de dólares por dia ao não aplicar métodos de eficiência. Esse fato e seus escritos contra as ferrovias atraíram a atenção do público à sua filosofia de 1919, ele reorganizou a Emerson Company na Emerson Engineers e, com grande sucesso, dedicou-se a projetos especiais no exterior, na área de transporte, indústria e comunicação. Apesar de sua administração bem-sucedida, em 1925, sua empresa se desintegrou devido a problemas com seus seus anos de consultor, ele prestou consultoria a líderes governamentais e ministérios de transporte na China, Japão, México, Peru, Polônia e União Soviética, além dos Estados verdade, ele foi um dos 18 engenheiros escolhidos pelo Secretário de Comércio, Hebert Hoover, para formar uma comissão para investigar a disposição de resíduos nas indústrias ferroviária e do anosDurante seus últimos anos, Emerson documentou suas contribuições através de ensaios, cartas pessoais e uma autobiografia. Ele também se dedicou a supervisionar e expandir os investimentos familiares, bem como projetos específicos, incluindo planos para um monotrilho de alta velocidade na 78 anos, em setembro de 1931, Emerson morreu na cidade de Nova York. Ele se casou duas vezes na década de 1870 com Florence Brooks e em 1895 com Mary Crawford Supple. Ele teve quatro filhos Raffe, do primeiro casamento, e Louise, Isabel e Margaret, das segundas Registro de custos de eficiência e reparo de locomotivas, registrado pela Emerson. Fonte Harrington Emerson, 1912 [Domínio público]Para Emerson, a eficiência foi baseada em princípios naturais e milhares de exemplos podem ser apreciados na natureza. Por exemplo, ele considerava o corpo humano um dos organismos mais eficientes, uma vez que era complexo, mas auto-regulava o uso de insumos como ar, água, alimentos etc. Essa concepção é transmitida através de seus numerosos periódicos e de seus três dúvida, um de seus trabalhos mais valiosos foi intitulado Os 12 Princípios de Eficiência 1912, no qual ele compila a base para operar com eficiência em todos os níveis da organização. Os 5 primeiros princípios se referem às relações interpessoais, especialmente entre empregador e empregado, enquanto os 7 restantes se concentram na claramente definidos2-senso comum3-Conselho Competente4-Disciplina autodisciplina5-Tratamento justo dos funcionários6-Registros confiáveis, imediatos e adequados7-Office8-Regras e horários9-Condições padronizadas10-Operações padronizadas11-Instruções escritasRecompensa de 12 EficiênciasOutras contribuiçõesEmerson foi o primeiro a usar o termo “Engenharia de Eficiência” para descrever o ramo de consultoria que desenvolveu por meio de sua empresa. Ele foi uma figura-chave para promover e popularizar as idéias de gestão científica em um público de massa. De fato, ele foi responsável por introduzir a palavra “eficiência” na linguagem dos 200 empresas adotaram e se beneficiaram de seus sistemas de eficiência, implementados por seus engenheiros de consultoria. Entre as práticas mais comuns estavam os estudos de tempo e movimento, o bônus salarial de acordo com a produtividade, o roteamento da produção, a padronização de tarefas e condições de também conhecido como “padre da eficiência” fez outras contribuições nas áreas de contabilidade de custos e no estabelecimento de parâmetros de avaliação dos trabalhadores. Além disso, juntamente com Frederick Taylor, Henry Gantt, Frank Gilbreth e outros engenheiros progressistas, ele formou a Society of Industrial M. 2003. Cinqüenta índices-chave em gestão. Nova York ME 2018, julho-dezembro História da Administração. Gestão racional-científica em busca de eficiência. Gestão e estratégia, número 54, da gestão. 2009. Recuperado de H. 1919. Os doze princípios da eficiência. Nova York The Engineering Magazine Estadual da Pensilvânia. 2000 Guia para os Documentos Harrington Emerson, 1848-193. Recuperado de
HarringtonEmerson merupakan tokoh pencipta organisasi . A. Lini B. Fungsional C. Lini dan staf D. Lini dan fungsional 15. Suatu organisasi dengan wewenang dari pimpinan tertinggi dilimpahkan kepada kepala bagian yang mempunyai jabatan fungsional untuk dikerjakan para pelaksana yang mempunyai keahlian khusus dinamakan . American efficiency engineer and business theorist Harrington Emerson Born 1853-08-02August 2, 1853 Trenton, New Jersey Died September 2, 19311931-09-02 aged 78 Nationality American Education Technical University Munich Spouse Mary Crawford Suplee Children Louise Emerson Ronnebeck Parents Edwin Emerson, Maria Louisa Ingham Engineering career Discipline Efficiency engineering, Mechanical engineering Institutions American Society of Mechanical Engineers Employers University of NebraskaElectric Storage Battery Company Projects Emerson Institute, New YorkScientific management Harrington Emerson August 2, 1853 – September 2, 1931 was an American efficiency engineer and business theorist,[1] who founded the management consultancy firm Emerson Institute in New York City in 1900. Known for his pioneering contributions to scientific management,[2] [3] Emerson may have done more than anyone else to popularize the topic[4] His public testimony in 1910 to the Interstate Commerce Commission that the railroads could save $1,000,000 a day started a nationwide interest in the subject of “efficiency”. Biography [edit] Emerson was born in Trenton, New Jersey to Edwin Emerson, a Professor of Political science,[5] and Mary Louisa Ingham Emerson, daughter of Samuel D. Ingham, a Congressman and Treasury Secretary under President Andrew Jackson. Emerson attended private schools in Europe, and from 1872 to 1875 studied engineering at the Technical University Munich.[1] After returning to the United States in 1876, Emerson was appointed as Professor of Modern Languages at the University of Nebraska, where he was dismissed in 1882 because of his progressive educational ideas. In the years after, Harrington had several jobs, including a frontier banker, land speculator, tax agent, troubleshooter, lecturer, and educator. In 1893, he joined William Jennings Bryan’s campaign for the presidential election of 1896, which created the foundation for his career as efficiency engineer.[1] In 1897, Emerson started focusing on mechanical engineering, and was employed shortly after by the Electric Storage Battery Company in New York. After his new projects during the Alaskan Gold Rush failed, he became the general manager in a small glass factory. In 1900, he established the Emerson Institute in New York City in order to focus on his work as efficiency engineer. Through the American Society of Mechanical Engineers, he got acquainted with the work of Frederick W. Taylor, which he implemented in his own praxis.[1] Emerson was married to Mary Crawford Suplee, and the youngest of their three daughters was the American painter Louise Emerson Ronnebeck 1901 – 1980. Work [edit] The ideal of setting up of standards [edit] Emerson had spent his youth in Europe. It was to French character, and to German military efficiency as evidenced before his eyes in the conduct of the Franco-Prussian War, that Emerson attributes his strongest ideal — the setting up of standards. His admiration for systematic method and perfect cooperation was further strengthened by studies under a European music teacher a musician from the royal orchestra, by observation of the remarkable results obtained by breeders of fine horses, and by contact with A. B. Smith, a skilful railroad surveyor.[5] Earlier efforts in the field of systematizing management [edit] Emerson’s earlier efforts in the field of systematizing management were in organizing and standardizing one of the new western state universities, the University of Nebraska, of which for six years he was registrar, secretary of the faculty, and head of a department. It was not until some years after this that he entered the profession of reorganizing industrial plants.[5] In 1895 he began a rapid survey of these, determining what their product and costs were compared to what they ought to be. In 1900 or 1902, he checked up minutely the losses occurring in the use of materials, while planning, scheduling, and dispatching work through a large factory.[5] Of all Emerson’s undertakings, however, that which has attracted the most attention was his “betterment work” introduced into the shops of the Santa Fe Railway during three years beginning in 1904. He has installed his system partially, though in no instance completely, in some 200 different plants from Alaska to Mexico, from Louisiana to Canada, from Southern California to Maine. These activities were carried on through the Emerson Company, which late 1910s employs between forty and fifty efficiency specialists.[5] Betterment work [edit] In May, 1904, because of labor troubles, Harrington Emerson was given the task of reorganizing certain features of the Santa Fe railway system. His authority extended only to that one department known as the motive power department; and he was, therefore, concerned mainly with the maintenance and repair of locomotives, much of which work was centralized in shops at Topeka. Nevertheless, by the time Emerson had worked out from Topeka to the end of the 10,000 or so miles of road, his system was affecting 12,000 men, and he had a task upon his hands which took three years of time, and the assistance of a large staff of railway experts.[6] The cause of starting Emerson’s “betterment work” as it was officially called, having been a strike, his first and most important aim was to establish a basis for permanent harmony by introducing an “individual effort and bonus system.” Increased supervision of the men was to be undertaken, and for good work special rewards were to be given. Accordingly, time studies were made about 60,000 by March, 1907, tasks were set, and bonuses offered. There were several distinguishing features which marked this phase of scientific management as it was introduced on the Santa Fe First, extreme emphasis was laid on the individual character of the relations of men and management “The schedule is a moral contract or agreement with the men as to a particular machine operation, rate of wages and time. Any change in men [etc.] calls for a new schedule.”[7] Second, there was a lack of insistence on the selection of unusual men “The standard time set is reasonable, and one that can be reached without extraordinary effort; is, in fact, such time as a good foreman would demand.”[8] And third, bonuses were paid to foremen. Thus the Santa Fe management sought to make of its employees industrious, well paid, and loyal workmen.[6] Planning department bulletin, showing how, under Scientific Management, the work for each man or each machine is mapped out in advance, 1911. But before actually setting tasks, it was necessary to study and standardize all tools and equipment, and this led in itself to important improvements. Specially notable was the improvement in the care of belting, this being taken out of the hands of the workmen and put into those of specialists, with a resulting saving of 70 per cent in the expense of belt maintenance. Perhaps the most interesting features which Emerson introduced were the various routing and scheduling devices. All of the work in the machine shop was so arranged that it could be controlled from dispatch boards located in a central office; likewise on a bulletin board was indicated the progress in the repair of each locomotive. Most of the other changes — such as the centralization of work at Topeka, and the introduction of improved methods of cost accounting — are beyond the pale of things which are distinctively “scientific management.”[6] It is agreed that the principles of scientific management were only part of them introduced on the Santa Fe. Nevertheless, the estimated savings were at the time put at enormous figures. Thus in the article from which the above quotations were taken, its writer estimated from figures contained in the president’s annual report that during the fiscal year ending June 30, 1906, fully a million and half quarter of dollars were saved. Other critics were equally enthusiastic, and the work attracted a great deal of attention throughout the country.[6] Emerson’s system of efficiency and scientific management [edit] Emerson distinguished his system from scientific management based on three characteristics[9] Record of efficiency and costs in locomotive repairs by Emerson, 1912 He calls his system “efficiency” rather than “scientific management.” He opposed functional management with its numerous heads, and substitutes for it the “line and staff” idea, under which there is but one boss the line. The functional experts or staff whom Emerson employs are not executive officers, but simply advise the single responsible authority; and it is the latter who puts all plans into practice through command over his “line” subordinates. The idea is to avoid creating too many bosses, and yet operate under expert advice. Emerson uses a wage system which bases remuneration partly upon the “efficiency per cent” of the employee. Standard times are set on the basis of time study analysis, and the workman who just completes the same in the allotted time is credited with 100 per cent efficiency. Efficiency may thus be reckoned as below, above, or at 100 per cent. Although everyone receives his day rate, which is supposed to be a normal compensation when compared with prevailing wages, a man who cannot attain per cent efficiency in the long run is regarded as subnormal and is in danger of discharge. At 67 per cent a small bonus is paid, which grows in size until at 90 per cent efficiency it reaches 10 per cent. Above this point one per cent in bonus is added for each additional one per cent gain in efficiency.[9] Emerson has thus developed a wage system which is in its results practically the same as Gantt’s “task and bonus” plan, except that under the Gantt system no bonus is paid until a man comes up to standard performance, in the hope that the large increase then suddenly granted will bring all up to a common productivity.[9] Emerson and Frederick W. Taylor [edit] Emerson was nearly three years older than Frederick W. Taylor; he did not meet the latter until December, 1900, and the two never worked together. Emerson was present, however, when Taylor’s “Shop Management” was read, in 1903, and did almost all of his mature work in the light if he chose to use it of that exposition.[10] As regards his general thought, Emerson has received stimuli from many sources; but as concerns the application of efficiency to industrial plants, there is good ground for believing that he is much more deeply indebted to Taylor than to any other. Indeed, men well acquainted with both have told us that Emerson was once accustomed to refer to Taylor as the source of his ideas Taylor he regarded as trying to do too much, as being in advance of his time; it was he, Emerson, who, by rendering lofty projects more practical, was able to achieve results.[10] On the other hand, it cannot be denied that Emerson has brought into the field a great deal of original force. He may have adopted some of Taylor’s ideas; but if so, his conduct is similar to the appropriation which every man makes of any scheme that appeals to him as useful; and beyond this, he has at the same time combined them with so many ideas derived from other sources that his resulting philosophical system is a truly original contribution to the subject. Certainly in his books he has expressed himself in a way which is in many respects far more effective than the style of the other scientific management or efficiency men.[10] Reception [edit] According to Drury 1918 Emerson has done more than any other single man to popularize the subject of scientific management.[4] His statement that the railroads could save $1,000,000 a day by introducing efficiency methods was the keynote which started the nationwide interest in the subject. His books, Efficiency a reprint in 1911 of periodical contributions of 1908 and 1909, and The Twelve Principles of Efficiency 1912, taken with his magazine articles and addresses, have perhaps done more than anything else to make “efficiency” a household word.[4] In “A short history of efficiency” Witzel 2002 summarized Emerson’s role and ideas. He stated, that Emerson had “argued that an efficient organisation was a necessary prerequisite to task and process efficiency. Rejecting the machine metaphor of scientific management, Emerson conceived of an organic organisation where efficiency was a natural occurrence, not an imposed set of targets and procedures – a concept that has a lot in common with total quality management and a management philosophy that remains valid and important.”[11] Publications [edit] Emerson, Harrington. The engineer and the road to the gold fields 1899 Emerson, Harrington. Efficiency as a Basis for Operation and Wages. Engineering Magazine, 1909. Emerson, Harrington. The twelve principles of efficiency. Engineering Magazine, 1912. Emerson, Harrington. In memoriam to those who perished in the disaster to the Titanic April 14th and 15th, 1912 an address to the Club of Printing House Craftsmen of New York, delivered April 18th, at the hour of the landing of the survivors. New York Emerson. 1912 Emerson, Harrington. The railroad situation; why 30 per cent rate increase is not enough. New York, The Emerson Engineers. 1920 Articles, a selection Harrison Emerson 1905 “Shop betterment and the individual effort method of profit-sharing” in International Railway Journal Vol. 13. p. 61. References [edit] ^ a b c d Harrington Emerson Papers, 1848-1931 at Penn State. ^ Kreis 1992 156 ^ Kipping & Clark 2012, p. 33 ^ a b c Drury, p. 129 ^ a b c d e Drury 1918, p. 125-126 ^ a b c d Drury, p. 140-142 ^ Studies in History, Economics, and Public Law. Vol. 65. p. 401. 1915. ^ Emerson 1905, p. 61 ^ a b c Drury, p. 126-127 ^ a b c Drury, p. 127-128 ^ Witzel 2002, 38 Attribution This article incorporates public domain material from Horace Bookwalter Drury. Scientific management; a history and criticism. 2d ed., rev. Published 1918 by Columbia university in New York Further reading [edit] Horace Bookwalter Drury. Scientific management; a history and criticism. 2d ed., rev. Published 1918 by Columbia university in New York. Matthias Kipping, Timothy Clark 2012 The Oxford Handbook of Management Consulting. Steven Kreis, The Diffusion of Scientific Management the Bedaux Company in America and Britain, 1926-1945’ in A Mental Revolution Scientific Management Since Taylor 1992 “Link” PDF. Witzel, Morgen. “A short history of efficiency.” Business Strategy Review 2002 38-47. External links [edit] Harrington Emerson Papers, 1848-1931 with Biographical or Historical Note Viewtokoh bapak MARINE SCI 1011 12 at Udayana University. 5zf Harrington Emerson (1853-1931) adalah salah satu pelopor Amerika dalam bidang teknik industri, manajemen, BABII Tokoh-Tokoh Manajemen 1. Pendahuluan Manajemen sekarang adalah hasil penyelidikan para ahli hingga saat ini. Diskusi secara tertulis dalam bidang manajemen, baru dimulai tahun 1900. Bahwa manajemen sebagai ilmu pengetahuan, merupakan suatau ilmu pengetahuan yang masih muda. KataMotivasi Tokoh Dunia. * untuk mengetahui kebenaran informasi yang beredar, silakan whatsapp ke nomor 0811 9787 670 hanya dengan ketik kata kunci yang diinginkan. Baca Selanjutnya » POPULAR TOKOHTOKOH MANAJEMEN. A. Aliran Klasik. 1. Robert Owen (1771 - 1858) Robert Harrington Emerson Columbus (26 Maret 1864 - 15 Desember 1945) (1938) mengatakan bahwa organisasi merupakan sistem kegiatan yang diarahkan pada tujuan yang hendak dicapai.. Menurut teorinya yang diberi nama teori penerimaan mengatakan bahwa seorang bawahan lExl5ux.