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Show TH } 8 Trag \empl()\ tn Mgt 1 bel Ieve ] lfl\er\ hl Ihe l&rae I for the 2 Whila the at they Y hope o t gve som he averag eTent, ways et highe or of & pre horter how s than ar Itive shoul nd friendl genuine an I only b 1d that th itiative" o he necessit e to be $ mtereste the moder um plflfl p F}'St(?m o e partioula te clement in ordinar i give thei ffom thei {0 39 h sipetion 1 ch olbthing mencfl hese piee PRINCIPLE O SCIENTIFI MANAGEMEN 2 The writer hopes that the management of ""initiative and incentive " will be recognized as representing the best type in ordinary use, an in fact he believes that it will be hard to persuade the average manage that anything better exists in the whole field than this type. Th task which the writer has before him, then, is the difficult one o trying to prove in a thoroughly convincing way that there is anothe type of management which is not only better but overwhelmingl better than the management of ‘""initiative and incentive. The universal prejudice in favor of the management of ‘"initiativ and incentive" is so strong that no mere theoretical advantage which can be pointed out will be likely to convince the averag manager that any other system is better It will be upon a serie of practical illustrations of the actual working of the two system that the writer will depen in his efforts to prov that scientifi management, is so greatly superior to other types Certain elementary principles, a certain philosophy, will however be recognize as the essence of that which is being illustrated in all of the practica examples of scientific management which will be given And th broad principles in which the scientific system differs from th ordinary, or ‘"rule-of-thumb'' system, are so simple in their natur that it seems desirable to describe them before starting with th illustrations Under the old type of management success depends almost entirel upon getting the ‘"‘initiative" of the workmen, and it is indeed rare case in which this initiative is really attained Under scientifi managemen th ‘"‘initiative'' of the workme (tha is, thei har work, their good-will, and their ingenuity is obtained with absolut Wwwqmmw(fl system an in additio to this improvemen mm%n on the partof th new duties, and Tesponsi The managers assume, fo bilities never dreamed of in the past instance, the burden of gathering together all of the traditiona knowledge which in the past has been possessed by the workmen an then of classifying, tabulating, and reducing this knowledge to rules laws, and formule which are immensely helpful to the workmen i In addition to developing a science in thi doing their daily work way, the management take on three other types of duties whic involve new and heavy burdens for themselves These new duties are grouped under four heads First. As explained above, they develop a science for each elemen of a man's work, which replaces the old rule-of-thumb method Second They scientifically select and then train, teach and develo |