CHAPTER IX FOOTNOTES: ==============================================

1. W.P. Gillette, Cost Analysis Engineering, p. 3. 2. F.W. Taylor, Paper 647, A.S.M.E., para. 33, para. 59. 3. Hugo Diemer, Factory Organization and Administration, p. 5. 4. James M. Dodge, Paper 1115, A.S.M.E., p. 723. 5. F.W. Taylor, Shop Management, para. 310-311, Harper Ed., pp. 142-143. 6. See also C.U. Carpenter, Profit Making in Shop and Factory Management, pp. 113-115. For an extended and excellent account of the theory of well-known methods of compensating workmen, see C.B. Going, Principles of Industrial Engineering, chap. VIII.

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CHAPTER X

WELFARE

DEFINITION OF WELFARE.—"Welfare" means "a state or condition of doing well; prosperous or satisfactory course or relation; exemption from evil;" in other words, well-being. This is the primary meaning of the word. But, to-day, it is used so often as an adjective, to describe work which is being attempted for the good of industrial workers, that any use of the word welfare has that fringe of meaning to it.

"WELFARE" HERE INCLUDES TWO MEANINGS.—In the discussion of welfare in this chapter, both meanings of the word will be included. "Welfare" under each form of management will be discussed, first, as meaning the outcome to the men of the type of management itself; and second, as discussing the sort of welfare work which is used under that form of management.

DISCUSSION OF FIRST ANSWERS. THREE QUESTIONS.—A discussion of welfare as the result of work divides itself naturally into three parts, or three questions:

What is the effect upon the physical life? What is the effect upon the mental life? What is the effect upon the moral life?

UNDER TRADITIONAL MANAGEMENT NO PHYSICAL IMPROVEMENT.—The indefiniteness of Traditional Management manifests itself again in this discussion, it being almost impossible to make any general statement which could not be controverted by particular examples; but it is safe to say that in general, under Traditional Management, there is not a definite physical improvement in the average worker. In the first place, there is no provision for regularity in the work. The planning not being done ahead, the man has absolutely no way of knowing exactly what he will be called upon to do. There being no measure of fatigue, he has no means of knowing whether he can go to work the second part of the day, say, with anything like the efficiency with which he could go to work in the first part of the day. There being no standard, the amount of work which he can turn out must vary according as the tools, machinery and equipment are in proper condition, and the material supplies his needs.

NO GOOD HABITS NECESSARILY FORMED.—In the second place, under Traditional Management there are no excellent habits necessarily formed. The man is left to do fairly as he pleases, if only the general outcome be considered sufficient by those over him. There may be a physical development on his part, if the work be of a kind which can develop him, or which he likes to such an extent that he is willing to do enough of it to develop him physically; this liking may come through the play element, or through the love of work, or through the love of contest, or through some other desire for activity, but it is not provided for scientifically, and the outcome cannot be exactly predicted. Therefore, under Traditional Management there is no way of knowing that good health and increased strength will result from the work, and we know that in many cases poor health and depleted strength have been the outcome of the work. We may say then fairly, as far as physical improvement is concerned that, though it might be the outcome of Traditional Management, it was rather in spite of Traditional Management, in the sense at least that the management had nothing to do with it, and had absolutely no way of providing for it. The moment that it was provided for in any systematic way, the Traditional Management vanished.

NO DIRECTED MENTAL DEVELOPMENT.—Second, mental development. Here, again, there being no fixed habits, no specially trained habit of attention, no standard, there was no way of knowing that the man's mind was improving. Naturally, all minds improve merely with experience. Experience must be gathered in, and must be embodied into judgment. There is absolutely no way of estimating what the average need in this line would be, it varies so much with the temperament of the man. Again, it would usually be a thing that the man himself was responsible for, and not the management, certainly not the management in any impersonal sense. Some one man over an individual worker might be largely responsible for improving him intellectually. If this were so, it would be because of the temperament of the over-man, or because of his friendly desire to impart a mental stimulus; seldom, if ever, because the management provided for its being imparted. Thus, there was absolutely no way of predicting that wider or deeper interest, or that increased mental capacity, would take place.

MORAL DEVELOPMENT DOUBTFUL.—As for moral development, in the average Traditional Management it was not only not provided for, but rather doubtful. A man had very little chance to develop real, personal responsibilities, in that there was always some one over him who was watching him, who disciplined him and corrected him, who handed in the reports for him, with the result that he was in a very slight sense a free agent. Only men higher up, the foremen and the superintendents could obtain real development from personal responsibilities. Neither was there much development of responsibility for others, in the sense of being responsible for personal development of others. Having no accurate standards to judge by, there was little or no possibility of appreciation of the relative standing of the men, either by the individual of himself, or by others of his ability. The man could be admired for his strength, or his skill, but not for his real efficiency, as measured in any satisfactory way. The management taught self-control in the most rudimentary way, or not at all. There was no distinct goal for the average man, neither was there any distinct way to arrive at such a goal; it was simply a case, with the man lower down, of making good for any one day and getting that day's pay. In the more enlightened forms of Traditional Management, a chance for promotion was always fairly sure, but the moment that the line of promotion became assured, we may say that Traditional Management had really ceased, and some form of Transitory Management was in operation.

"SQUARE DEAL" LACKING.—Perhaps the worst lack under Traditional Management is the lack of the "square deal." In the first place, even the most efficient worker under this form of management was not sure of his place. This not only meant worry on his part, which distracted his attention from what he did, but meant a wrong attitude all along the line. He had absolutely no way of knowing that, even though he did his best, the man over him, in anger, or because of some entirely ulterior thing, might not discharge him, put him in a lower position. So also the custom of spying, the only sort of inspection recognized under Traditional Management of the most elementary form, led to a feeling on the men's part that they were being constantly watched on the sly, and to an inability to concentrate. This brought about an inability to feel really honest, for being constantly under suspicion is enough to poison even one's own opinion of one's integrity. Again, being at the beck and call of a prejudiced foreman who was all-powerful, and having no assured protection from the whims of such a man, the worker was obliged, practically for self-protection, to try to conciliate the foremen by methods of assuming merits that are obvious, on the surface. He ingratiates himself in the favor of the foreman in that way best adapted to the peculiarities of the character of the foreman, sometimes joining societies, or the church of the foreman, sometimes helping him elect some political candidate or relative; at other times, by the more direct method of buying drinks, or taking up a subscription for presenting the foreman with a gold watch, "in appreciation of his fairness to all;" sometimes by consistently losing at cards or other games of chance. When it is considered that this same foreman was probably, at the time, enjoying a brutal feeling of power, it is no wonder that no sense of confidence of the "square deal" could develop. There are countless ways that the brutal enjoyment of power could be exercised by the man in a foreman's position. As has already been said, some men prefer promotion to a position of power more than anything else. Nearly all desire promotion to power for the extra money that it brings, and occasionally, a man will be found who loves the power, although unconsciously, for the pleasure he obtains in lording over other human beings. This quality is present more or less in all human beings. It is particularly strong in the savage, who likes to torture captured human beings and animals, and perhaps the greatest test for high qualifications of character and gentleness is that of having power over other human beings without unnecessarily accenting the difference in the situation. Under Military Management, there is practically no limit to this power, the management being satisfied if the foreman gets the work out of the men, and the men having practically no one to appeal to, and being obliged to receive their punishment always from the hands of a prejudiced party.

LITTLE POSSIBILITY OF DEVELOPMENT OF WILL.—Being under such influence as this, there is little or no possibility of the development of an intelligent will. The "will to do" becomes stunted, unless the pay is large enough to lead the man to be willing to undergo abuses in order to get the money. There is nothing, moreover, in the aspect of the management itself to lead the man to have a feeling of confidence either in himself, or in the management, and to have that moral poise which will make him wish to advance.

REAL CAPACITY NOT INCREASED.—With the likelihood of suspicion, hate and jealousy arising, and with constant preparations for conflict, of which the average union and employers' association is the embodiment, naturally, real capacity is not increased, but is rather decreased, under this form of management, and we may ascribe this to three faults:

First, to lack of recognition of individuality,—men are handled mostly as gangs, and personality is sunk.

Second, to lack of standardization, and to lack of time study, that fundamental of all standardization, which leads to absolute inability to make a measured, and therefore scientific judgment, and

Third, to the lack of teaching; to the lack of all constructiveness.

These three lacks, then, constitute a strong reason why Traditional Management does not add to the welfare of the men.

LITTLE SYSTEMATIZED WELFARE WORK UNDER TRADITIONAL MANAGEMENT.—As for welfare work,—that is, work which the employers themselves plan to benefit the men, if under such work be included timely impulses of the management for the men, and the carrying of these out in a more or less systematic way, it will be true to say that such welfare work has existed in all times, and under all forms of management. The kind-hearted man will show his kind heart wherever he is, but it is likewise true to say that little systematic beneficial work is done under what we have defined as Traditional Management.

DEFINITE STATEMENTS AS TO WELFARE UNDER TRANSITORY MANAGEMENT DIFFICULT TO MAKE.—It is almost impossible to give any statement as to the general welfare of workers under Transitory Management, because, from the very nature of the case, Transitory Management is constantly changing. In the discussion of the various chapters, and in showing how individuality, functionalization, measurement, and so on, were introduced, and the psychological effect upon the men of their being introduced, welfare was more or less unsystematically considered. In turning to the discussion under Scientific Management and showing how welfare is the result of Scientific Management and is incorporated in it, much as to its growth will be included.

WELFARE WORK UNDER TRANSITORY MANAGEMENT IS USUALLY COMMENDABLE.—As to the welfare work under Transitory Management, much could be said, and much has been said and written. Typical Welfare Work under Transitory Management deserves nothing but praise. It is the result of the dedication of many beautiful lives to a beautiful cause. It consists of such work as building rest rooms for the employes, in providing for amusements, in providing for better working conditions, in helping to better living conditions, in providing for some sort of a welfare worker who can talk with the employes and benefit them in every way, including being their representative in speaking with the management.

AN UNDERLYING FLAW IS APPARENT.—There can be no doubt that an enormous quantity of good has been done by this welfare work, both positively, to the employes themselves, and indirectly, to the management, through fostering a kinder feeling. There is, however, a flaw to be found in the underlying principles of this welfare work as introduced in Transitory Management, and that is that it takes on more or less the aspect of a charity, and is so regarded both by the employes and by the employer. The employer, naturally, prides himself more or less upon doing something which is good, and the employe naturally resents more or less having something given to him as a sort of charity which he feels his by right.

ITS EFFECT IS DETRIMENTAL.—The psychological significance of this is very great. The employer, feeling that he has bestowed a gift, is, naturally, rather chagrined to find it is received either as a right, or with a feeling of resentment. Therefore, he is often led to decrease what he might otherwise do, for it is only an unusual and a very high type of mind that can be satisfied simply with the doing of the good act, without the return of gratitude. On the other hand, the employe, if he be a man of pride, may resent charity even in such a general form as this, and may, with an element of rightness, prefer that the money to be expended be put into his pay envelope, instead. If it is simply a case of better working conditions, something that improves him as an efficient worker for the management, he will feel that this welfare work is in no sense something which he receives as a gift, but rather something which is his right, and which benefits the employer exactly as much, if not more than it benefits him.

WELFARE WORK NOT SELF-PERPETUATING.—Another fault which can be found with the actual administration of the welfare work, is the fact that it often disregards one of the fundamental principles of Scientific Management, in that the welfare workers themselves do not train enough people to follow in their footsteps, and thus make welfare self-perpetuating.

In one case which the writer has in mind, a noble woman is devoting her life to the welfare of a body of employes in an industry which greatly requires such work. The work which she is doing is undoubtedly benefiting these people in every aspect, not only of their business but of their home lives, but it is also true that should she be obliged to give up the work, or be suddenly called away, the work would practically fall to pieces. It is built up upon her personality, and, wonderful as it is, its basis must be recognized as unscientific and temporary.

SCIENTIFIC PROVISION FOR WELFARE UNDER SCIENTIFIC MANAGEMENT.— Under Scientific Management general welfare is provided for by:—

The effect that the work has on physical improvement. This we shall discuss under three headings—

1. the regularity of the work. 2. habits. 3. physical development.

As for the regularity of the work—we have

(a) The apportionment of the work and the rest. Under Scientific Management, work time and rest time are scientifically apportioned. This means that the man is able to come to each task with the same amount of strength, and that from his work he gains habits of regularity. (b) The laying out of the work. The standards upon which the instruction cards are based, and the method of preparing them, assure regularity. (c) The manner of performing the work. Every time that identical work is done, it is done in an identical manner.

The resulting regularity has an excellent effect upon the physical welfare of the worker.

2. Habits, under Scientific Management,

(a) are prescribed by standards. The various physical habits of the man, the motions that are used, having all been timed and then standardized, the worker acquires physical habits that are fixed. (b) are taught;[1] therefore they are not remote but come actually and promptly into the consciousness and into the action of the worker. (c) are retained, because they are standard habits and because the rewards which are given for using them make it an object to the worker to retain them. (d) Are reenforced by individuality and functionalization; that is to say, the worker is considered as an individual, and his possibilities are studied, before he is put into the work; therefore, his own individuality and his own particular function naturally reenforce those habits which he is taught to form. These habits, being scientifically derived, add to physical improvement.

3. Physical development

(a) is fostered through the play element, has been scientifically studied, and is utilized as far as possible; the same is true of the love of work, which is reenforced by the fact that the man has been placed where he will have the most love for his work. (b) is insured by the love of contest, which is provided for not only by contest with others, but by the constant contest of the worker with his own previous records. When he does exceed these records he utilizes powers which it is for his good physically, as well as otherwise, to utilize.

RESULTS OF PHYSICAL IMPROVEMENT.—This regularity, good habits, and physical development, result in good health, increased strength and a better appearance. To these three results all scientific managers testify. An excellent example of this is found in Mr. Gantt's "Work, Wages and Profits," where the increased health, the better color and the better general appearance of the workers under Scientific Management is commented on as well as the fact that they are inspired by their habits to dress themselves better and in every way to become of a higher type.[2]

MENTAL DEVELOPMENT.—Welfare under Scientific Management is provided for by Mental Development. This we may discuss under habits, and under general mental development.

1. As for habits we must consider

(a) Habits of attention. Under Scientific Management, as we have shown, attention must become a habit. Only when it does become a habit, can the work required be properly performed, and the reward received. As only those who show themselves capable of really receiving the reward are considered to be properly placed, ultimately all who remain at work under Scientific Management must attain this habit of attention. (b) Habit of method of attack. This not only enables the worker to do the things that he is assigned satisfactorily, but also has the broadening effect of teaching him how to do other things, i.e., showing him the "how" of doing things, and giving him standards which are the outcome of mental habits, and by which he learns to measure.

2. General mental development is provided for by the experience which the worker gets not only in the general way in which all who work must give experience, but in the set way provided for by Scientific Management. This is so presented to the worker that it becomes actually usable at once. This not only allows him to judge others, but provides for self-knowledge, which is one of the most valuable of all of the outcomes of Scientific Management. He becomes mentally capable of estimating his own powers and predicting what he himself is capable of doing. The outcome of this mental development is

(a) wider interest. (b) deeper interest. (c) increased mental capabilities.

The better method of attack would necessarily provide for wider interest. The fact that any subject taken up is in its ultimate final unit form, would certainly lead to deeper interest; and the exercise of these two faculties leads to increased mental capabilities.

MORAL DEVELOPMENT.—Moral development under Scientific Management results from the provisions made for cultivating—

1. personal responsibility. 2. responsibility for others. 3. appreciation of standing. 4. self-control. 5. "squareness."

1. Personal responsibility is developed by

(a) Individual recognition. When the worker was considered merely as one of a gang, it was very easy for him to shift responsibilities upon others. When he knows that he is regarded by the management, and by his mates, as an individual, that what he does will show up in an individual record, and will receive individual reward or punishment, necessarily personal responsibility is developed.

Moreover, this individual recognition is brought to his mind by his being expected to fill out his own instruction card. In this way, his personal responsibility is specifically brought home to him.

(b) The appreciation which comes under Scientific Management. This appreciation takes the form of reward and promotion, and of the regard of his fellow-workers; therefore, being a growing thing, as it is under Scientific Management, it insures that his personal responsibility, shall also be a growing thing, and become greater the longer he works under Scientific Management.

2. Responsibility for others is provided for by the inter-relation of all functions. It is not necessary that all workers under Scientific Management should understand all about it. However, many do understand, and the more that they do understand, the more they realize that everybody working under Scientific Management is more or less dependent upon everybody else. Every worker must feel this, more or less, when he realizes that there are eight functional bosses over him, who are closely related to him, on whom he is dependent, and who are more or less dependent upon him. The very fact that the planning is separated from the performing, means that more men are directly interested in any one piece of work; in fact, that every individual piece of work that is done is in some way a bond between a great number of men, some of whom are planning and some of whom are performing it. This responsibility for others is made even more close in the dependent bonuses which are a part of Scientific Management, a man's pay being dependent upon the work of those who are working under him. Certainly, nothing could bring the fact more closely to the attention of each and every worker under this system, than associating it with the pay envelope.

3. Appreciation of standing is fostered by

(a) individual records. Through these the individual himself knows what he has done, his fellows know, and the management knows. (b) comparative records, which show even those who might not make the comparison, exactly how each worker stands, with relation to his mates, or with relation to his past records.

This appreciation of standing is well exemplified in the happy phrasing of Mr. Gantt—"There is in every workroom a fashion, or habit of work, and the new worker follows that fashion, for it isn't respectable not to. The man or woman who ignores fashion does not get much pleasure from associating with those that follow it, and the new member consequently tries to fall in with the sentiment of the community.[3] Our chart shows that the stronger the sentiment in favor of industry is, the harder the new member tries and the sooner he succeeds."

4. Self-control is developed by

(a) the habits of inhibition fostered by Scientific Management,—that is to say, when the right habits are formed, necessarily many wrong habits are eliminated. It becomes a part of Scientific Management to inhibit all inattention and wrong habits, and to concentrate upon the things desired. This is further aided by (b) the distinct goal and the distinct task which Scientific Management gives, which allow the man to hold himself well in control, to keep his poise and to advance steadily.

5. "Squareness." This squareness is exemplified first of all by the attitude of the management. It provides, in every way, that the men are given a "square deal," in that the tasks assigned are of the proper size, and that the reward that is given is of the proper dimensions, and is assured. This has already been shown to be exemplified in many characteristics of Scientific Management, and more especially in the inspection and in the disciplining.

MORAL DEVELOPMENT RESULTS IN CONTENTMENT, BROTHERHOOD AND THE "WILL TO DO".—The three results of this moral development are

1. contentment 2. brotherhood 3. a "will to do."

1. Contentment is the outgrowth of the personal responsibility, the appreciation of standing, and the general "squareness" of the entire plan of Scientific Management.

2. The idea of brotherhood is fostered particularly through the responsibility for others, through the feeling that grows up that each man is dependent upon all others, and that it is necessary for every man to train up another man to take his place before he can be advanced. Thus it comes about that the old caste life, which so often grew up under Traditional Management, becomes abolished, and there ensues a feeling that it is possible for any man to grow up into any other man's place. The tug-of-war attitude of the management and men is transformed into the attitude of a band of soldiers scaling a wall. Not only is the worker pulled up, but he is also forced up from the bottom.[4]

3. The "will to do" is so fostered by Scientific Management that not only is the worker given every incentive, but he, personally, becomes inspired with this great desire for activity, which is after all the best and finest thing that any system of work can give to him.

INTERRELATION OF PHYSICAL, MENTAL AND MORAL DEVELOPMENT.—As to the interrelation of physical, mental and moral development, it must never be forgotten that the mind and the body must be studied together,[5] and that this is particularly true in considering the mind in management.[6] For the best results of the mind, the body must be cared for, and provided for, fully as much as must the mind, or the best results from the mind will not, and cannot, be obtained.

Successful management must consider the results of all mental states upon the health, happiness and prosperity of the worker, and the quality, quantity and cost of the output. That is to say, unless the mind is kept in the right state, with the elimination of worry, the body cannot do its best work, and, in the same way, unless the body is kept up to the proper standard, the mind cannot develop. Therefore, a really good system of management must consider not only these things separately, but in their interrelation,—and this Scientific Management does.

RESULT OF PHYSICAL, MENTAL AND MORAL DEVELOPMENT IS INCREASED CAPACITY.—The ultimate result of all this physical improvement, mental development and moral development is increased capacity, increased capacity not only for work, but for health, and for life in general.

WELFARE WORK AN INTEGRAL PART OF SCIENTIFIC MANAGEMENT.— Strictly speaking, under Scientific Management, there should be no necessity for a special department of Welfare Work. It should be so incorporated in Scientific Management that it is not to be distinguished. Here the men are looked out for in such a way under the operation of Scientific Management itself that there is no necessity for a special welfare worker. This is not to say that the value of personality will disappear under Scientific Management, and that it may not be necessary in some cases to provide for nurses, for physical directors, and for advisers. It will, however, be understood that the entire footing of these people is changed under Scientific Management. It is realized under Scientific Management that these people, and their work, benefit the employers as much as the employes. They must go on the regular payroll as a part of the efficiency equipment. The workers must understand that there is absolutely no feeling of charity, or of gift, in having them; that they add to the perfectness of the entire establishment.

SUMMARY

RESULTS OF WELFARE TO THE WORK.—Because of Welfare Work, of whatever type, more and better work is accomplished, with only such expenditure of effort as is beneficial to the worker. Not only does the amount of work done increase, but it also tends to become constant, after it has reached its standard expected volume.

RESULT OF WELFARE WORK TO THE WORKER.—This description of welfare of the men under Scientific Management, in every sense of the word welfare, has been very poor and incomplete if from it the reader has not deduced the fact that Scientific Management enables the worker not only to lead a fuller life in his work, but also outside his work; that it furnishes him hours enough free from the work to develop such things as the work cannot develop; that it furnishes him with health and interest enough to go into his leisure hours with a power to develop himself there; that it furnishes him with a broader outlook, and, best of all, with a capacity of judging for himself what he needs most to get. In other words, if Scientific Management is what it claims to be, it leads to the development of a fuller life in every sense of the word, enabling the man to become a better individual in himself, and a better member of his community. If it does not do this it is not truly Scientific Management. Miss Edith Wyatt has said, very beautifully, at the close of her book, "Making Both Ends Meet"[7]: "No finer dream was ever dreamed than that the industry by which the nation lives, should be so managed as to secure for the men and women engaged in it their real prosperity, their best use of their highest powers. How far Scientific Management will go toward realizing the magnificent dream in the future, will be determined by the greatness of spirit and the executive genius with which its principles are sustained by all the people interested in its inauguration, the employers, the workers and the engineers."

We wish to modify the word "dream" to the word "plan." The plan of Scientific Management is right, and, as Miss Wyatt says, is but waiting for us to fulfill the details that are laid out before us.

CONCLUSION.—The results thus far attained by Scientific Management justify a prediction as to its future. It will accomplish two great works.

1. It will educate the worker to the point where workers will be fitted to work, and to live. 2. It will aid the cause of Industrial Peace.

It will put the great power of knowledge into every man's hands. This it must do, as it is founded on cooeperation, and this cooeperation demands that all shall know and shall be taught.

With this knowledge will come ability to understand the rights of others as well as one's own. "To know all is to pardon all."

Necessity for cooeperation, and trained minds:—These two can but lead to elimination of that most wasteful of all warfare—Industrial Warfare. Such will be the future of Scientific Management,—whether it win universal approval, universal disapproval, or half-hearted advocacy to-day.

When the day shall come that the ultimate benefits of Scientific Management are realized and enjoyed, depends on both the managers and the workers of the country; but, in the last analysis, the greatest power towards hastening the day lies in the hands of the workers.

To them Scientific Management would desire to appeal as a road up and out from industrial monotony and industrial turmoil. There are many roads that lead to progress. This road leads straightest and surest,—and we can but hope that the workers of all lands, and of our land in particular, will not wait till necessity drives, but will lead the way to that true "Brotherhood" which may some day come to be.

CHAPTER X FOOTNOTES: ===============================================

1. H.L. Gantt, Work, Wages and Profits, p. 115, p. 121. 2. Pp. 171-172. 3. H.L. Gantt, Work, Wages and Profits, pp. 154-155. 4. F.W. Taylor, Shop Management, para. 170, Harper Ed., p. 76. 5. William James, Psychology, Advanced Course. Vol. II, p. 372. 6. See remarkable work of Dr. A. Imbert, Evaluation de la Capacite de Travail d'un Ouvrier Avant et Apres un Accident; Les Methodes du Laboratoire appliquees a l'Etude directe et pratique des Questions ouvrieres. 7. Clark and Wyatt, Macmillan, pp. 269-270.

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INDEX

Accidents, prevention by measuring devices, 114. prevention by standardization, 180. "All Round" Men utilized by scientific management, 87. Ambition, use of, 258. American Journal of Physiology—1904, 111. Analysis, amount governed by nature of work, 126. definition of, 123. field of psychology in, 128. training should be provided in schools, 129. worker should understand process, 129. Analysis and Synthesis, cost the determining factor, 127. effect on work of, 138. effect on worker of, 138. place in traditional management, 124. place in transitory management, 125. under scientific management, 125. use by psychology, 123. Analysist, duties of, 126. qualifications of, 128. Animals, standardization of work with, 170. Appreciation, under scientific management, 325. Apprentices, teaching of, 262. Approbation, as an incentive, 304. Athletic Contests, description of, 34. Attention, forming habit of, 240. gaining of, 178. held by bulletin board, 241. relation to fatigue, 160. relation to instruction card, 241. relation to placing of workers, 161.

Babbage, Charles—"Economy of Manufacturers," 2, 76, 179. Barth, C.G.—"A.S.M.E. Paper 1010," 778, 174. Blan, L.B.—"Special Study of Incidence of Retardation," 29. Body, relation of mind to, 48, 160. Bonus, definition of, 288. investigation of loss of, 301. Brashear, John, 81. Breakdowns, prevented by measuring devices, 114. Brotherhood, coming of, 332. under scientific management, 328. Bulletin Board, aids attention, 241. benefit of, 194.

Calkins, M.W.—"A First Book in Psychology," 22, 53, 171. Card, instruction, 44. Capacity, increasing of, 317, 329. Class, relation to individual, 49. Clothing, in sports, 167. standards, 166. Constructiveness, benefits of, 260. Contentment, under scientific management, 327. Cooke, M.L.—"Bulletin No. 5 Carnegie Foundation," 9, 86, 94, 139. Cooeperation, necessity for, 102, 265, 332. relation to incentives, 304. Cost, determining factor in analysis and synthesis, 127. Curiosity, under scientific management, 255.

Dana, R.T.—"Handbook of Steam Shovel Work," 111. Dana and Saunders—"Rock Drilling," 139. Day, Charles—"Industrial Plants," 66. Day Work, description of, 289. Decision of choice, elimination of, 163. Demonstration, value of, 227. Development, mental, 313, 323. moral, 324. Devices, standard, need for, 164. Differential Bonus, description of, 300. Differential Rate Piece, description of, 298. Discharge, avoidance of, 306. Disciplinarian, duties of, 68, 70. Disciplining, psychology of, 71. under scientific management, 70, 72. under traditional management, 69. Dodge, James M., 135. "Discussion to Paper 1119 A.S.M.E.," 131. Driver management, 10.

Efficiency, controlling factor in, 3. measured by time and motion study, 115. securing of, 3. Emulation, use of, 258. "Engineering," London, Sept 15, 1911, 136. Equipment, measured by motion study and time study, 108. standardization of, 163. Errors, checking of, 112. Exception principle, records made on, 187. value of, 188.

Fatigue, eliminating of, 159. importance of, 233. influence of distracted attention on, 160. relation to standards, 168. Fear, treatment of, 252. Fines, use of, 305. First class man, definition of, 98, 152. Foreman, duties of, 55. duties under scientific management, 64. qualifications of, 54, 55. Foremanship, functionalized, 63, Functional foreman, as teacher, 224. Functional foremanship, teaching feature of, 63, 64. Functionalization, definition of, 52. effect upon work of, 83. effect upon worker of, 85. under scientific management, 61, 81. under traditional management, 54. under transitory management, 61. use by psychology, 53. Functions, basis of division into, 6S. place of operation of, 66.

Gain-sharing, definition of, 293. objections to, 294. Gang boss, duties of, 73. Gang instruction card, description of, 45, 175. Gantt, H.L.—"A.S.M.E. Paper 928," 95, 181. "A.S.M.E. Paper No. 1002," 55. "Work, Wages and Profits," 24, 84, 89, 93, 125. Gilbreth, F.B.—"Bricklaying System," 130. "Cost Reducing System," 8, 35, 95, 127. "Motion Study," 4, 28, 134. Gillette, H.P.—"A.S.E.C. Paper No. 1," 3, 111. "Cost Analysis Engineering," 55. Gillette and Dana—"Cost Keeping and Management Engineering," 3, 53, 86. Given man, definition of, 152. Going, C.B.—"Methods of the Sante Fe," 158. Government, duty in measurement of, 120.

Habit, importance of, 234. methods of instilling, 236. relation to standards, 235. relation to teaching, 235. Habits, necessity of forming, 312. of attention, 24. of motions, right, 238. standardizing of, 164. under scientific management, 321. Hathaway, H.K.—"Machinery," Nov., 1906, 84. Holidays, effectiveness as reward, 303.

Idiosyncrasies, emphasis on, 50. Iles, George—"Inventors at Work," 17. Imagination, under scientific management, 248. Imitation, use of, 256. Improvement, physical, 322. Incentives, classes of, 272. definition of, 271. direct, 275. importance of, 271. indirect, 272. individual, 46. relation to cooeperation, 304. relation to interest, 242. relation to knowledge, 304. relation to standards, 140. result on work of, 310. result on worker of, 310. under scientific management, 279. Individual, as unit, 50. differences respected, 246. importance of study of, 23. relation to class, 49. Individuality, definition of, 21. development of, 50. psychological emphasis on, 22. recognition under scientific management, 27. recognition under transitory management, 26. relation to instruction card, 44. relation to standardization, 149. relation to teaching, 46. result upon work, 46. result upon worker, 47. status under traditional management, 24. Industrial engineering, 106. Industrial peace, relation of scientific management to, 331. Initiative, records of, 185. Initiative and Incentive Management, 10. Inspector, duties of, 75. Instruction card, as teacher, 221. clerk, duties of, 67. contents of, 154. definition of, 153. educative value of, 156. gang, 45. help to memory of, 176. individuality under, 44. language of, 157. relation to attention, 241. types of, 154. Interest, relation to incentives, 242. Interim management, 11. Invention, fostered by comparing methods, 107. Invention, relation scientific management, 136. under standardization, 179.

James, William—"Psychology," 7. "Psychology, Briefer Course," 22. Job, long time, provision for, 83. short time, provision for, 82. Journeymen, teaching of, 262. Judgment, derivation of, 250. result of teaching, 251. securing of, 240.

Knowledge, as an incentive, 304, transferred under scientific management, 117.

Ladd, G.T.—definition of psychology, 22. Le Chatelier, H.—"Discussion to Paper 1119, A.S.M.E," 124. Long time job, provision for, 83. Loyalty, under scientific management, 253.

Man, first class definition of, 98, 152. given, definition of, 152. standard, definition of, 152. Management, change in meaning of, 8. definition of, 6. driver, 10. good foundation of, 3. initiative and incentive, 10, interim, 11. Marquis of Queensbury, 10. military, 9. place of analysis and synthesis in, 124. place to start study of, 5. scientific, 12. successful, definition of, 3, teaching of, 3. three stages of, 14. traditional, definition of, 8. traditional, preferable name for, 9, 11. transitory, 11. types of, 8. ultimate, 12. value of study of, 2, 4. Manufacturers, duty toward measurement, 122. Manual training, necessity for, 264. Marquis of Queensbury management, 10. Measurement, cooeperation of worker under, 116. definition of, 90. duty of government toward, 120. effect upon worker of, 114. elimination of waste by, 115. importance in management, 93 importance in psychology, 90. methods in psychology, 91. methods under scientific management, 105. necessity for training in, 104. of teaching and learning, 263. problems in management, 94. relation to task of, 98. results to work of, 113. selection of units, 111. under scientific management, 97. under traditional management, 95. under transitory management, 96. Measured functional management, 12. Measurer, qualifications of, 99. Measuring devices, prevent accidents and breakdowns, 114. Memory, relation to scientific management, 245. Metcalfe, Henry—"Cost of Manufactures," 113, 140. Method of attack, standardization of, 172. Methods, benefits of comparison of, 107. introduction of new, 137. measurement by motion study and time study, 106. Micro-motion study, definition of, 106. demands cooeperation, 103. Military management, 9. Mind, relation of body to, 48, 160. Mnemonic symbols, advantages of, 151. use of, 247. Motion cycles, use in teaching, 244. Motions, habits of right, 238. teaching of right, 237. Motion study, aims of, 110. definition of, 106. measurement by, 105. scope of, 108. Muensterburg, Hugo—"American Problems," 22, 30, 53, 90, 112.

Native reactions, use of, 252, 309.

Object lessons, value of, 226. Observation, dangers of surreptitious, 102. necessity for unbiased, 101. Observed worker, qualifications of, 103. Observer, qualifications of, 99. relation of Vocational Guidance Bureau, 101. One-talent men, utilized by scientific management, 86. Oral teaching, advantages of, 241. Order of work clerk, duties of, 66. Outputs, advantages of recording, 37. advantages of separating, 36. handling under traditional management, 25. relation to individuality, 33. Ownership, use of feeling of, 259.

Parkhurst, F.A.—"Applied Methods of Scientific Management," 181. Pay, subdivisions of, 288. use of, 286. Performing, separated from planning, 61. Personality, value of, 255. Piece work, description of, 290. Planning, a life study, 76. an epoch-making example of, 78. detailed done by all under scientific management, 80. hardship to worker of individual, 79. open to all who like it, 80. separated from performing, 61. taken from all who dislike it, 80. wastefulness of individual, 79. Planning department, work of, 62. Pin plan, description of, 194. Premium plan, description of, 295. Pride, stimulation of, 259. Professional standing as an incentive, 305. Profit-sharing, description of, 296. objections to, 296. relation to scientific management, 297. Programme, as routing, 193. definition of, 192. derived from record under scientific management, 203. relation to records, 196. result to work and worker of, 195. types of, 197. under traditional management, 192. under transitory management, 193. Promotion, provision for under scientific management, 87, 88. use of, 286. Psychology, aid to industries by, 233. appreciation of scientific management by, 93. Psychology, definition of, 1, 22. experimental field of, 30. relation to progress, 260. value of study of, 1, 4. Psychology of management, conclusions of, 18. definition of, 1. description and outline of, 1. importance of, 1, 4, 15. outline of method of, 18. plan of study in, 15. Pugnacity, usefulness of, 259. Punishment, avoidance of, 308. classes of, 305. definition of, 273. nature of, 274. under traditional management, 277.

Quality, maintenance of, 238. standardization of, 171.

Rate, necessity of maintaining, 291. Reason, education of, 239. Recognition, individual, 324. Records, advantages of, 39. definition of, 183. educative value of, 190, 223. individual, 40. making by workers of, 40, 187. necessity for detailed, 109. of achievement, 187. of good behavior, 186. of initiative, 185. posting of, 188. relation to incentives, 41. relation to programmes, 196. result to work of, 188. result on worker of, 189. test of worth of, 184. types of, 185, 197. under scientific management, 184. under traditional management, 183. under transitory management, 184. Records and programmes, result on work of, 206. Records and programmes, result on worker of, 206. Repair boss, duties of, 74. Responsibility, under scientific management, 325. Rest, provision for, 169. Reward, assured, 282. attainability of, 284. benefits of positive, 281. definition of, 273. fixed, 282. nature of, 274. personal, 282. predetermined, 282. results of, 285. under scientific management, 280. under traditional management, 26, 275. under transitory management, 279. Rhythm, securing of, 240. Route chart, description of, 194. Route clerk, duties of, 66.

Schloss, David F.—"Methods of Industrial Remuneration," 75, 289. Scientific management, appreciation by psychologists of, 93. athletic contests under, 34. brotherhood under, 328. change in mental attitude under, 89. contentment under, 327. definition of, 6, 12. derivation of, 17. development of men under, 87. disciplining under, 70. divisions of, 16. duties of foremen under, 64. emulation under, 258. final results of, 331. functionalization under, 6, 81. importance of teaching under, 215. incentives under, 279. individual task under, 43, measurement under, 97. methods of measurement under, 105. opportunities in, 4. place of workers under, 62. provision for specialists under, 86. provides for same detailed planning by all, 80. place of analysis and synthesis in, 125. possibility of prophecy under, 195. promotion of men under, 87. relation of all parts of, 242. relation to imagination, 248. relation to individuality, 27. relation to individual records, 42. relation to industrial peace, 331. relation to invention, 136. relation to memory, 245. relation to profit snaring, 297. relation to traditional management, 218. relation to welfare, 320. rewards under, 184, 280. results in loyalty, 253. selection of workers under, 32. standardization under, 147. stimulation of pride by, 259. supplements demanded by, 29. teaching of apprentices under, 262. teaching of journeymen under, 262. training of will under, 261. transference of knowledge under, 117. underlying ideas of, 16. use of ambition by, 258. use of curiosity, 255. use of imitation, 256. utilization of "all round" men under, 87. utilization of one-talent men by, 86. vocabulary, interest of, 8. vocabulary, poverty, 7. "will to do" under, 328. Self control, development of, 326. Sense training, importance of, 228. methods of, 230. scope of, 231. Short time job, provision for, 82. Smith, Adam—"Wealth of Nations," 84, 179. Soldiering, disadvantages of, 274. Specialists, provision under scientific management for, 86. Specializing, encouraged under scientific management, 86. Speed boss, duties of, 74. Square deal, need for, 315. Squareness, under scientific management, 327. Standards, derivation of, 139. effect of, 168. relation to automatic response, 239. relation to habit, 235. relation to incentive, 140, 257. relation to "judgment," 141. relation to phrasing, 158. relation to psychology, 142. relations to systems, 145. relation to task, 140. result of measurement, 147. "Standard amount," definition of, 98. Standard clothing, 167. Standard man, definition of, 152. Standardization, definition of, 139. develops individuality, 149. invention under, 180. of clothing, 166. of devices, 164. of equipment, 163. of method of attack, 172. of nomenclature, 151. of quality, 171. of tools, 164. prevention of accidents by, 180. progress of, 181. purpose of, 143. Standardization, relation to initiative, 148. result to work of, 173. result to worker of, 174. under scientific management, 147. under traditional management, 143. under transitory management, 144. universality of application, 149. waste eliminated by, 150. Stratton—"Experimental Psychology and Culture," 92, 93, 113, 160, 169. Suggestion, use of, 252. Suggestion card, description of, 185. Sully, James—"The Teacher's Handbook of Psychology," 22, 23, 53, 141. Synthesis, definition of, 123. importance of selection in, 129. relation to task, 130. Synthesist, duties of, 129. qualifications of, 135. Systems, definition of, 221. importance of, 144. incentives to follow, 214. inelasticity of, 214. relations to standards of, 145. teaching power of, 213. value in transitory management, 146.

Task, advantage to name for, 133. applied to work of all, 134. definition under scientific management, 133. individual under scientific management, 43. measured by motion study and time study, 108. organization, 134. relation to measurement of, 98. relation to standard, 140. result of synthesis, 130. under traditional management, 25. unfortunate name of, 131. Task wage, definition of, 292. Task work with a bonus, 299. Taylor, F.W.—"A.S.M.E. Transactions, Vol. 28," 108. "A.S.M.E. Paper 1119," 112, 180. "On the Art of Cutting Metals," 78, 166. "Piece Rate System, A," 117. "Principles of Scientific Management," 4, 10, 15, 18, 62. "Shop Management," 7, 9, 26, 54, 55, 63, 94, 95, 108, 117, 164, 165. Taylor and Thompson—"Concrete Plain and Reinforced," 123. Teaching, availability of, 227 equipment of, 225. functional foreman as, 224. training of, 224. Teaching, availability of, 227. by motion cycles, 244. definition of, 208. devices of, 222. future of, 268. involved in functional foremanship, 64. measurement of, 263. methods of, 220. need of, 219. of right motions, 23. of untrained worked, 232. oral, 223, 241. psychological basis of, 228. relation to habit, 235. relation to individuality, 46. results in judgment, 251. results to work of, 266. results to worker of, 266. scope of, 219. sources of, 220. under scientific management, 215. under traditional management, 25, 208. under transitory management, 213. Three Rate with Increased Rate, description of, 300. Time and Cost clerk, duties of, 68. Time study, aims of, 110. definition of, 106 importance to worker of, 121. measurement by, 105. scope of, 108. "Tolerance," provision for, 172. Tools, standard, need for, 164. Towne, H.R.—"Introduction to Scientific Management," 12. Traditional management, definition of, 8, 11. disciplining under, 69. functionalization under, 54. handling of output under, 25. measurement under, 95. place of analysis and synthesis in, 124. position of workers under, 60. preferable name for, 9. programme under, 192. punishment under, 277. records under, 183. reward under, 26, 275. selecting workers under, 24. standardization under, 143. tasks under, 25. teaching under, 25, 208. treatment of individuality, 24. welfare under, 311, 317. Transitory management, functionalization under, 61. measurement under, 96. place of analysis and synthesis in, 125. programmes under, 193. recognition of individuality, 26. records under, 184, 185. reward under, 279. standardization under, 144. teaching under, 213. value of systems in, 146. welfare under, 318.

Ultimate management, 12. U.S. Bulletin of Agriculture, No. 208, 108. Units of measurement, selection of, 111.

Vocabulary, importance of scientific management, 7. Vocational guidance, duties of, 265. relation to teaching, 264. Vocational guidance bureau, training of observers by, 101. work of, 29.

Wages, definition of, 288. Waste, eliminated by measurement, 115. eliminated by standardization, 150. Welfare, definition of, 311. individual, 46. relation to traditional management, 311. relation to transitory management, 318. result to work of, 330. result on worker of, 330. under scientific management, 320. Welfare work, relation to scientific management, 329. under traditional management, 317. White List File, description of, 186. Will, development of, 316. education of, 239. training of, 261. Will to do, under scientific management, 328. Work, effect of analysis and synthesis on, 138. effect of functionalization upon, 83. necessity for regularity in, 321. result of incentives to, 310. result of individuality upon, 46. results of measurement on, 113. result of programme on, 195. result of records on, 188, 206. Work, result of standardization on, 173. results of teaching on, 266. result of welfare on, 330. Worker, advantages of functionalization to, 76. appreciation of time study by, 121. capacity of, 94. change in mental attitude under scientific management, 89. cooeperation under measurement of, 116. development through records, 39. effect of analysis and synthesis on, 138. effect of functionalization upon, 85. effect of measurement upon, 114. given planning if he likes it, 80. hardship of individual planning to, 79. making of records by, 40. observed, qualifications of, 103. observed, securing cooeperation of, 102. place under scientific management, 62. position under traditional management, 60. records made by, 187. relation to process of analysis, 129. relation to standardization, 164. relieved of planning if he dislikes it, 80, rest periods for, 169. result of incentives on, 310. result of individuality upon, 47. result of programme on, 195, 206. result of records to, 189, 206. results of standardization to, 174. results of teaching on, 266. result of welfare on, 330. rewards of, 285. selection under scientific management, 32. selection under traditional management, 24. untrained, teaching of, 232. variables of, 28. Working models, value of, 226.

THE END