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Show 2 TH PRINCIPLE O SCIENTIFI MANAGEMEN have been managers or who have worked themselves at a trad realize how far the average workman falls short of giving his employe It is well within the mark to state that in ninetee his full initiative out of twenty industrial establishments the workmen believe i to be directly against their interests to give their employers thei best initiative, and that instead of workin hard to do the larges possible amount of work and the best quality of work for thei employers, they deliberately work as slowly as they dare while the at the same time try to make those over them believe that they ar working fast. The writer repeats, therefore, that in order to have any hope o obtaining the initiative of his workmen the manager must give som spectal tncentive to his men beyond that which is given to the averag This incentive can be given in several different ways of the trade as, for example, the hope of rapid promotion or advancement; highe wages, either in the form of generous piece-work prices or of a premium or bonus of some kind for good and rapid work; shorter hour of labor; better surroundings and working conditions than ar ordinarily given, etc., and, above all, this special incentive shoul be accompanied by that personal consideration for, and friendl contact with, his workmen which comes only from a genuine an kindly interest in the welfare of those under him It is only b giving a special inducement or ‘""‘incentive'" of this kind that th employer can hope even approximately to get the ‘""initiative" o his workmen Under the ordinary type of management the necessit for offering the workman a special inducement has come to be s generally recognized that a large proportion of those most intereste in the subject look upon the adoption of some one of the moder schemes for paying men (such as piece work, the premium plan or the bonus plan, for instance) as practically the whole system o management Under scientific management, however, the particula pay system which is adopted is merely one of the subordinate elements Broadly speaking, then, the best type of management in ordinar use may be defined as management in which the workmen give thei best tnitiative and in return receive some special incentive from thei employers This type of management will be referred to as th management of ‘"‘eniliative and incentive'" in contradistinction t scientific management, or task management, with which it is t be compared ! The writer has tried to make the reason for this unfortunate state of thing clear in a paper entitled "Shop Management," read before The America Society of Mechanical Engineers For quotation see Appendix to these pages |