The Management Theory of Frank and Lillian Gilbreth

The management theory of Frank and Lillian Gilbreth

At its core, the Gilbreths’ management theory is based on these three fundamental principles centered around efficiency and productivity.

1. Reduce the number of motions in a task.

When working as a bricklayer, Frank would find the “one best way” to do each task required for his work. This method led to him becoming the chief superintendent after 10 years; it also gave him a thorough understanding of the laborer’s lifestyle and experience. Drawing on this knowledge, Frank and Lillian coined the term “therbligs” — a reversal of the sounds in their last name — to describe elemental motions required for workplace tasks. They used these 18 units to analyze how tasks were completed — searching for an object with eyes or hands, grasping an object with hands, assembling and disassembling two parts, and so on. From there, they’d figure out which motions were necessary and eliminate any unnecessary motions to increase efficiency. For example, during surgery, doctors ask for instruments that are then handed to them by a nurse, instead of searching for the instruments themselves. Because nurses and doctors have separate tasks, they can focus on them and perform them in a skillful, timely manner.

2. Focus on the incremental study of motions and time.

As engineers, Frank and Lillian closely studied motion and time to calculate the most efficient way to complete a given task. Taking the scientific approach, they measured time and motion to 1/2,000th of a second using photography to understand what works best. Their insight was unlike that of most other theorists, as they channeled physical science rather than psychology. In their studies, Frank and Lillian often referenced the movement of their many children, whom they invited to join their efficiency experiments.

3. Increase efficiency to increase profit and worker satisfaction.

Your main goal as a leader should be increasing efficiency in each individual employee and in the organization as a whole. Frank and Lillian believed fundamentally that happy, healthy workers were vital to an efficient, successful workplace. They prioritized finding a method of optimization that would boost profits without sacrificing the health, safety or well-being of workers. By cutting any unnecessary movements, the couple reasoned, employee fatigue lessened — allowing them to do better work for longer and feel less exhausted by their workday. Profits improved. In fact, the Gilbreths asked companies that benefited from their methods to increase wages for employees.

How to implement the Gilbreths’ management theory

Implementing the Gilbreths’ management theory can increase employee engagement and productivity. Here’s how you can put their practices into action today.

Rearrange workspaces.

Lillian and Frank paid careful attention to every aspect of the workplace to find the best way to support the people in it. Evaluate your own workspace. How could your layout be more efficient? Do you often need to walk to another area or floor for materials or to print something? Moving that object or machine to the same floor as your main work can cut down all of the wasted time traversing to it. Do you often use a stapler throughout your day? Instead of putting it away after each use, keep it on your desk to minimize wasted movement. You want to create a workspace that boosts productivity.

You can also organize your employees based on the same principle. If you have people working on related projects, you can arrange their desks near each other so they can easily ask questions or pass on tasks. If your team members are working on different steps in a process, you can arrange them in order of that process. This way, materials can literally move down the line as they work.

Establish standard operating procedures.

A major waste of time in many workplaces is reinventing the wheel. Employees have to waste their own time to figure out how to do something that was already figured out. Whether through poor communication processes or a lack of new hire onboarding, the employee has no knowledge of or access to that previous work.

Solve the problem by creating an easy-to-access resource of standard operating procedures (SOPs) inspired by the ideas and methods of the Gilbreths. Make the “one best way” to do something your standard procedure for doing it. Ideally, you can have SOP materials or instructions in multiple places, print and digital formats, and walk through them multiple times with new employees. Be patient and encouraging as you ask your employees to transition to the new method. If you have a larger number of employees or multiple teams working on different projects, you should set up a time to review SOPs together. After all, your SOPs are only useful if they truly are standard.

Ask employees for their input.

No one knows what your employees need better than your employees. The last thing you want is to devise a whole new system to improve productivity and actually have it hinder your team’s success. Check in with them to see what they find bothersome or what is slowing down their workdays. You may be surprised to hear what they have to say.

Is their computer’s performance slowing them down? Would they benefit from having a second screen? Is there something they are required to do in-house that vamps time and energy out of other, more important projects?

When asking your employees for their input, make sure to make it a low-stakes situation. You want your employees to be open and honest with you to better the company overall. That can’t happen if they’re afraid you may not like what they have to say. Consider using an anonymous employee feedback system so your team can speak freely.

Alternatives to Frank and Lillian Gilbreth’s management theory

While the Gilbreths made great strides in workplace efficiency, several other management theories also offer valuable insights into improving an organization’s performance.

Follett management theory explained

Ideal for small and medium-sized businesses (SMBs), Mary Parker Follett’s management theory focuses on coordination, collaboration and improving employee engagement. Follett’s theory advocates “powering with” employees, as opposed to “powering over” them, to promote a cooperative and empowered work environment. Direct contact and continuous coordination between managers and their workers ensures employees feel valued — and are willing to pull their weight — regardless of their role.

Fayol management theory explained

Henri Fayol’s management theory follows a series of principles that define how management should structure and work with their team. Using these principles, Fayol outlined five steps for management to oversee and organize production: planning, organizing, commanding, coordinating and controlling. Under this approach, management must ensure personnel work together toward company goals and have the resources they need.

Kanter management theory explained

Rosabeth Moss Kanter’s management theory is centered around promoting growth and positive experiences in the workplace. The Harvard professor developed six keys — show up, speak up, look up, team up, never give up and lift others up — to boost morale and motivate the workforce. Kanter’s theory emphasizes how a leader’s actions directly influence employee attitudes, behaviors and resiliency.

Mayo management theory explained

Known as the father of human relations, George Elton Mayo developed his theory during a time when it was widely believed that money was the primary motivator for employees. Taking a scientific approach, he sought to disprove this, emphasizing the importance of meeting human needs. His theory demonstrates that employees are more motivated by camaraderie and attention — rather than by money or their environment.

Mintzberg management theory explained

Management expert Henry Mintzberg developed his theory to help businesses streamline their management structures. His theory encourages businesses to categorize their management roles and responsibilities into five organizational structures — adhocracy, machine organization, professional organization, entrepreneurial organization and divisional organization — allowing employees to develop and strengthen their skillsets where they best fit. In addition, this theory encourages more effective conflict resolution and improved operational efficiency.

Taylor management theory explained

Mechanical engineer Frederick Taylor’s management theory purported that improving industrial efficiency through task simplification would lead to greater results for businesses. Also called the classical management theory, Taylor’s theory emphasizes using scientific methods to reward employees for increased productivity, rather than punishing minor mistakes. His theory is based on four principles to promote “maximum prosperity” for both employees and businesses by promoting greater collaboration and efficiency.

Weber management theory explained

Max Weber’s management theory, known as the bureaucratic theory, is centered on strict rules and a defined power structure. He believed bureaucracy is the most efficient way for organizations to achieve maximum output while ensuring fair division of responsibilities and equal treatment. Under Weber’s approach, organizations should have a well-structured communication system and a hierarchical strategy. The theory also discourages personal relationships to remain objective in the workplace.

Sean Peek and Sammi Caramela contributed to this article.