No finer dream was ever dreamed than that the industry by which the nation lives should be so managed as to secure for the men and women engaged in it their real prosperity, their best use of their highest powers.  By and large, the great task of common daily work our country does to-day is surely not so managed, either by intent or by result, either for the workers or for the most “successful” owners of dividends.  How far Scientific Management will go toward realizing its magnificent dream in the future will be determined by the greatness of spirit and the executive genius with which its principles are sustained by all the people interested in its inauguration, the employers, the workers, and the engineers.

FOOTNOTES: 

[Footnote 43:  Brief on behalf of Traffic Committee of Commercial Organizations of Atlantic Seaboard, p. 70.  Louis D. Brandeis.]

[Footnote 44:  Fourteen years ago Scientific Management was applied to women’s work in a Rolling Machine Company in Massachusetts.  Here the women’s hours were reduced from 10-1/2 day to 8-1/2; their wages were increased about 100 per cent; and their output about 300 per cent.  All the women had two days’ rest a month with pay.  The work consisted in inspecting ball-bearings for bicycles.  Their department of the business, however, closed twelve years ago.  Accurate facts other than those listed concerning the workers’ experience as to hours, wages, and general health under Scientific Management are at this date too few to be valuable.]

[Footnote 45:  “Academic and Industrial Efficiency,” by F.W.  Taylor and Morris Llewellyn Cook.]

[Footnote 46:  The specialistic and detailed care necessary for practical and exact time-study may be indicated by the reproduction below of a method of record used by Mr. Sanford E. Thompson in timing wheelbarrow excavations. (Explanation.  The letters a, b, c, etc., indicate elementary units of the operation:  “Filling barrow” = (a); “starting” = (b); “wheeling full” = (c), etc.)]

[Footnote 47:  “Efficiency.”  Harrington Emerson.]

[Footnote 48:  “Work, Wages and Profits,” pp. 110 to 111.  H.L.  Gantt.]

[Footnote 49:  While the bonus system as a means of compensation has been used very often in connection with the Scientific Management, it must not, however, be supposed that this method of compensation is alone and in itself Scientific Management.  In fact, as employed without Scientific Management, it is to be regarded with some apprehension.]

[Footnote 50:  The work in this department was, besides, rather slack at the time of year when I visited the factory, and wages for some of these workers were $6 a week, as low as they had been before the bonus was introduced.]

[Footnote 51:  The girl who directs them and issues the orders receives a bonus for every stamper earning a bonus and earns on full time from $12 to $15.]