with the separation of the work.  This is not so, as will be noted by a comparison to a baseball team, where each man has his separate place and his separate work and where his work shows up separately with separate records, such as “batting average” and “fielding average.”  Team spirit is the result of being grouped together against a common opponent, and it will be the same in any sort of work when the men are so grouped, or given to understand that they belong on the same side.

The following twelve rules for an Athletic Contest under Transitory System are quoted as exemplifying the benefits which accrue to Individuality.

    1.  Men must have square deal.
    2.  Conditions must be similar.
    3.  Men must be properly spaced and placed.
    4.  Output must show up separately.
    5.  Men must be properly started.
    6.  Causes for delay must be eliminated.
    7.  Pace maker must be provided.
    8.  Time for rest must be provided.
    9.  Individual scores must be kept and posted.
   10.  “Audience” must be provided.
   11.  Rewards must be prompt and provided for all
       good scores—­not for winners only.
   12.  Appreciation must be shown.[11]

This list shows the effects of many fundamental principles of Scientific Management,—­but we note particularly here that over half the rules demand that outputs be separated as a prerequisite.

None of the benefits of the Athletic Contest are lost under Scientific Management.  The only restrictions placed are that the men shall not be grouped according to any distinction that would cause hatred or ill feeling, that the results shall be ultimately beneficial to the workers themselves, and that all high scores shall win high prizes.

As will be brought out later under “Incentives,” no competition is approved under Scientific Management which speeds up the men uselessly, or which brings any ill feeling between the men or any feeling that the weaker ones have not a fair chance.  All of these things are contrary to Scientific Management, as well as contrary to common sense, for it goes without saying that no man is capable of doing his best work permanently if he is worried by the idea that he will not receive the square deal, that someone stronger than he will be allowed to cheat or to domineer over him, or that he will be speeded up to such an extent that while his work will increase for one day, the next day his work will fall down because of the effect of the fatigue of the day before.

The field of the contests is widened, as separating of the work of the individual not only allows for competition between individuals, but for the competition of the individual with his own records.  This competition is not only a great, constant and helpful incentive to every worker, but it is also an excellent means of developing individuality.

ADVANTAGES TO MANAGERS OF SEPARATING OUTPUT.—­The advantages to the managers of separating the work are that there is a chance to know exactly who is making the high output, and that the spirit of competition which prevails when men compare their outputs to their own former records or others, leads to increased effort.