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Show TH PRINCIPLE O SCIENTIFI MANAGEMEN 4 by the management of new duties and new kinds of work whe done by employers in the past that makes this great improvemen possible, and that without this new help from the management the workmen even with full knowledge of the new methods an with the list of intuitions could not attain these startling results Mr. Gilbreth's method of bricklaying furnishes a simple illustratio of true and effective cooperation Not the type of cooperation i which a mass of workmen on one side together cooperate with th management; but that in which several men in the managemen (each one in his own particular way) help each workman individually on the one hand, by studying his needs and his shortcomings an teaching him better and quicker methods, and, on the other hand by seeing that all other workmen with whom he comes in contac help and cooperate with him by doing their part of the work righ and fast The writer has gone thus fully into Mr. Gilbreth's method in orde that it may be perfectly clear that this increase in output and tha " this harmony could not have been attained under the managemen of "initiative and incentive'" (that is, by putting the problem u " to the workman and leaving him to solve it alone) which has been th philosophy of the past And that his success has been due to th use of the four elements which constitute the essence of scientifi management First. The development (by the management, not the workman of the science of bricklaying, with rigid rules for each motion o every man, and the perfection and standardization of all implement and working conditions Second. The careful selection and subsequent training of th bricklayers into first-class men, and the elimination of all men wh refuse to or are unable to adopt the best methods Third. Bringing the first-class bricklayer and the science o bricklaying together, through the constant help and watchfulbes of the management, and through paying each man a large dail bonus for working fast and doing what he is told to do Fourth An almost equal division of the work and responsibilit All day long th between the workman and the management management work almost side by side with the men, helping, encouraging, and smoothing the way for them, while in the past the stood one side, gave the men but little help, and threw on to the almost the entire responsibility as to methods, implements, speed and harmonious cooperation Of these four elements, the first (the development of the scienc |