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Show e T T AP, O e < < e Az I B w = W TH PRINCIPLE O SCIENTIFI MANAGEMEN 6 similar way the workman who is cooperating with his many teacher under the modern scientific management has an opportunity t develop which is at least as good as and generally better than tha which he had when the whole problem was ‘"‘up to him" and he di his work entirely unaided If it were true that the workman would develop into a larger an finer man without all of this teaching, and without the help of th laws which have been formulated for doing his particular job, the it would follow that the young man who now comes to college to hav the help of a teacher in mathematics, physies, chemistry, Latin Greek, etc., would do better to study these things unaided and b The only difference in the two cases is that students com himself to their teachers, while from the nature of the work done by th mechanic under scientific management, the teachers must go to him What really happens is that, with the aid of the science which i invariably developed and through the instructions from his teacher each workman of a given intellectual capacity is enabled to do much higher, more interesting, and finally more developing and mor profitable kind of work than he was before able to do. The labore who before was unable to do anything beyond, perhaps, shovelin and wheeling dirt from place to place, or carrying the work from on part of the shop to another is in many cases taught to do the mor elementary machinist's work, accompanied by the agreeable surroundings and the interesting variety and higher wages which g with the machinist's trade The cheap machinist or helper, wh before was able to run perhaps merely a drill press, is taught to d the more intricate and higher priced lathe and planer work, whil the highly skilled and more intelligent machinists become functiona foremen and teachers And so on, right up the line It may seem that with scientific management there is not the sam incentive for the workman to use his ingenuity in devising new an better methods of doing the work, as well as in improving his impleIt is tru ments, that there is with the old type of management that with scientific management the workman is not allowed to us whatever implements and methods he sees fit in the daily pracEvery encouragement, however, should be give tise of his work him to suggest improvements, both in methods and in implements And whenever a workman proposes an improvement, it should b the policy of the management to make a careful analysis of the ne method, and if necessary conduct a series of experiments to determin accurately the relative merit of the new suggestion and of the ol standard And whenever the new method is found to be markedl |
