development, that is, broadening, deepening and making
the individual more progressive?
EXTENT OF CONSIDERATION OF INDIVIDUALITY.--1. Under Traditional
Management consideration of individuality is seldom present, but
those best forms of Traditional Management that are successful are
so because it is present. This is not usually recognized, but
investigation shows that the successful manager, or foreman, or
boss, or superintendent succeeds either because of his own
individuality or because he brings out to good advantage the
individual possibilities of his men. The most successful workers
under Traditional Management are those who are allowed to be
individuals and to follow out their individual bents of greatest
efficiency, instead of being crowded down to become mere members of
gangs, with no chance to think, to do, or to be anything but parts
of the gang.
Under Transitory Management, and most fully under Scientific
Management, the spirit of individuality, far from being crowded out,
is a basic principle, and everything possible is done to encourage
the desire to be a personality.
RELATION OF MIND TO BODY.--Under Traditional Management, where
men worked in the same employ for a long time, much consideration
was given to the relation of the mind to the body. It was realized
that men must not be speeded up beyond what they could do
healthfully; they must have good sleeping quarters and good, savory
and appetizing food to eat and not be fatigued unnecessarily, if
they were to become successful workers. More than this,
philanthropic employers often attempted to supply many kinds of
comfort and amusement.
Under Transitory Management the physical and mental welfare are
provided for more systematically.
Under Scientific Management consideration of the mind and body
of the workman, and his health, and all that that includes, is a
subject for scientific study and for scientific administration. As
shown later, it eliminates all discussion and troubles of so-called
"welfare work," because the interests of the employer and the worker
become identical and everything that is done becomes the concern
of both.
Scientific Management realizes that the condition of the body
effects every possible mental process. It is one of the great
advantages of a study of the psychology of management that the
subject absolutely demands from the start, and insists in every
stage of the work, on this relationship of the body to the mind, and
of the surroundings, equipment, etc., of the worker to his work.
It is almost impossible, in management, to separate the subject
of the worker from that of his work, or to think of the worker as
not working except in such a sense as "ceasing-from-work,"
"about-to-work," "resting to overcome fatigue of work," or "resting
during periods of unavoidable delays." The relation of the worker to
his work is constantly in the mind of the manager. It is for this
reason that not only does management owe much to psychology, but
that psychology, as applied to any line of study, will, ultimately,
be recognized as owing much to the science of management.
RELATIVE EMPHASIS ON INDIVIDUAL AND CLASS.--Under Traditional
Management the gang, or the class, usually receives the chief
emphasis. If the individual developed, as he undoubtedly did, in
many kinds of mechanical work, especially in small organizations, it
was more or less because it was not possible for the managers to
organize the various individuals into classes or gangs. In the
transitory stage the emphasis is shifting. Under Scientific
Management the emphasis is most decidedly and emphatically upon the
individual as the unit to be managed, as has been shown.
INDIVIDUAL AS THE UNIT.--Under Traditional Management the
individual was seldom the unit. Under Transitory Management the
individual is the unit, but there is not much emphasis in the early
stages placed upon his peculiarities and personalities. Under
Scientific Management the unit is always the individual, and the
utilizing and strengthening of his personal traits, special ability
and skill is a dominating feature.
EMPHASIS ON IDIOSYNCRASIES.--Under Traditional Management there
is either no consideration given to idiosyncrasies, or too wide a
latitude is allowed. In cases where no consideration is given, there
is often either a pride in the managers in "treating all men alike,"
though they might respond better to different handling, or else the
individual is undirected and his personality manifests itself in all
sorts of unguided directions, many of which must necessarily be
wasteful, unproductive, or incomplete in development. Under
Scientific Management, functionalization, as will be shown, provides
for the utilization of all idiosyncrasies and efficient deviations
from class, and promotion is so planned that a man may develop along
the line of his chief ability. Thus initiative is encouraged and
developed constantly.
DEVELOPMENT OF INDIVIDUALITY.--The development of individuality
is more sure under Scientific Management than it is under either of
the other two forms of management, (a) because this development is
recognized to be a benefit to the worker and to the employer and (b)
because this development as a part of a definite plan is provided
for and perfected scientifically.