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.

CHAPTER II FOOTNOTES:  ==============================================