1. fines, which are usually simply a cutting down of wages,
       the part deducted remaining with the company,
    2. discharge, or
    3. assignment to less pleasant or less desirable work.

This assignment is done on an unscientific basis, the man being simply put at something which he dislikes, with no regard as to whether his efficiency at that particular work will be high or not.

RESULTS ARE UNFORTUNATE.—­The punishment, under Traditional Management, is usually meted out by the foreman, simply as one of his many duties.  He is apt to be so personally interested, and perhaps involved, in the case that his punishment will satisfy some wrong notions, impulse of anger, hate, or envy in him, and will arouse a feeling of shame or wounded pride, or unappreciation, in the man to whom punishment is awarded.

DIRECT INCENTIVES NOT SCIENTIFICALLY UTILIZED.—­As for what we have called direct incentive, the love of racing was often used under Traditional Management through Athletic Contests, the faults in these being that the men were not properly studied, so that they could be properly assigned and grouped; care was not always exercised that hate should not be the result of the contest; the contest was not always conducted according to the rules of clean sport; the men slighted quality in hastening the work, and the results of the athletic contests were not so written down as to be thereafter utilized.  Love of play may have been developed unconsciously, but was certainly not often studied, Love of personal recognition was probably often utilized, but in no scientific way.  Neither was there anything in Traditional Management to develop self-confidence, or to arouse and maintain interest in any set fashion.  Naturally, if the man were in a work which he particularly liked, which under Traditional Management was a matter of luck, he would be more or less interested in it, but there was no scientific way of arousing or holding his interest.  Under Traditional Management, a man might take pride in his work, as did many of the old bricklayers and masons, who would set themselves apart after hours if necessary, lock themselves in, and cut bricks for a complicated arch or fancy pattern, but such pride was in no way fostered through the efforts of the management.  Pugnacity was aroused, but it might have an evil effect as well as a good, so far as the management had any control.  Ambition, in the same way, might be stimulated, and might not.  There is absolutely nothing under Traditional Management to prevent a man being ambitious, gratifying his pride, and gratifying his pugnacity in a right way, and at the same time being interested in his work, but there was nothing under Traditional Management which provided for definite and exact methods for encouraging these good qualities, seeing that they developed in a proper channel, and scientifically utilizing the outcome again and again.

PAY FOR PERFORMANCE PROVIDED FOR BY TRANSITORY MANAGEMENT.—­Under Transitory Management, as soon as practicable, one bonus is paid for doing work according to the method prescribed.  As standardization takes place, the second bonus for completing the task in the time set can be paid.  As each element of Scientific Management is introduced, incentives become more apparent, more powerful, and more assured.