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Show 1 TH PRINCIPLE O SCIENTIFI MANAGEMEN This close, intimate, personal cooperation between the management and the men is of the essence of modern scientific or tas management R . S------ -t the establishment are swept away. The 30 per cent. to 100 per cent increase in wages which the workmen are able to earn beyond wha they receive under the old type of management, coupled with th daily intimate shoulder to shoulder contact with the management And in a few years, unde entirely removes all cause for soldiering this system, the workmen have before them the object lesson o seeing that a great increase in the output per man results in givin employment to more men, instead of throwing men out of work thus completely eradicating the fallacy that a larger output for eac man will throw other men out of work It is the writer's judgment, then, that while much can be don and should be done by writing and talking toward educating no only workmen, but all classes in the community, as to the importanc of obtaining the maximum output of each man and each machine it is only through the adoption of modern scientific managemen that this great problem can be finally solved Probably most o the readers of this paper will say that all of this is mere theory On the contrary, the theory, or philosophy, of scientific managemen is just beginning to be understood, whereas the management itsel has been a gradual eydlution, extending over a period of nearl thirty years And during this time the employés of one compan after another, including a large range and diversity of industries have gradually changed from the ordinary to the scientific type o management At least 50,000 workmen in the United States ar now employed under this system; and they are receiving from 3 per cent. to 100 per cent. higher wages daily than are paid to me of similar caliber with whom they are surrounded, while the companies employing them are more prosperous than ever before I these companies the output, per man and per machine, has on a average been doubled During all these years there has never bee a single strike among the men working under this system In plac of the suspicious watchfulness and the more or less open warfar which characterize the -ordinary types of management, there i universally friendly cooperation between the management and th men e It will be shown by a series of practical illustrations that, throug this friendly cooperation, namely, through sharing equally in ever day's burden, that all of the great obstacles (above described) t obtaining the maximum output for each man and each machine i |