【正文】 urally energetic man works for a few days beside a lazy one, the logic of the situation is unanswerable. 39。s wages are raised as he improves, and those who fail to rise to a certain standard are discharged and a fresh supply of carefully selected men are given work in their places, both the natural loafing and systematic soldiering can be largely broken up. This can only be done, however, when the men are thoroughly convinced that there is no intention of establishing piece work even in the remote future, and it is next to impossible to make men believe this when the work is of such a nature that they believe piece work to be practicable. In most cases their fear of making a record which will be used as a basis for piece work will cause them to soldier as much as they dare. It is, however, under piece work that the art of systematic soldiering is thoroughly developed。Well, I can keep them from sitting down, but the devil can39。 cannie, as it is called in Scotland, is almost universal in industrial establishments, and prevails also to a large extent in the building trades。 that some employers, whose attitude toward their workmen has been that of trying to get the largest amount of work out of them for the smallest possible wages, may be led to see that a more liberal policy toward their men will pay them better。 in the future the system must be first. This in no sense, however, implies that great men are not needed. On the contrary, the first object of any good system must be that of developing firstclass men。INTRODUCTION President Roosevelt, in his address to the Governors at the White House, prophetically remarked that The conservation of our national resources is only preliminary to the larger question of national efficiency. The whole country at once recognized the importance of conserving our material resources and a large movement has been started which will be effective in acplishing this object. As yet, however, we have but vaguely appreciated the importance of the larger question of increasing our national efficiency. We can see our forests vanishing, our waterpowers going to waste, our soil being carried by floods into the sea。CHAPTER I: FUNDAMENTALS OF SCIENTIFIC MANAGEMENT THE principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee. The words maximum prosperity are used, in their broad sense, to mean not only large dividends for the pany or owner, but the development of every branch of the business to its highest state of excellence, so that the prosperity may be permanent. In the same way maximum prosperity for each employee means not only higher wages than are usually received by men of his class, but, of more importance still, it also means the development of each man to his state of maximum efficiency, so that he may be able to do, generally speaking, the highest grade of work for which his natural abilities fit him, and it further means giving him, when possible, this class of work to do. It would seem to be so selfevident that maximum prosperity for the employer, coupled with maximum prosperity for the employee, ought to be the two leading objects of management, that even to state this fact should be unnecessary. And yet there is no question that, throughout the industrial world, a large part of the organization of employers, as well as employees, is for war rather than for peace, and that perhaps the majority on either side do not believe that it is possible so to arrange their mutual relations that their interests bee identical. The majority of these men believe that the fundamental interests of employees and employers are necessarily antagonistic Scientific management, on the contrary, has for its very foundation the firm conviction that the true interests of the two are one and the same。s work. And in fact if he were to do his best to turn out his largest possible day39。Why should I work hard when that lazy fellow gets the same pay that I do and does only half as much work?39。 after a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output, he is likely entirely to lose sight of his employer39。s work. On arriving at his work he would immediately slow down to a speed of about one mile an hour. When, for example, wheeling a loaded wheelbarrow, he would go at a good fast pace even uphill in order to be as short a time as possible under load, and immediately on the return walk slow down to a mile an hour, improving every opportunity for delay short of actually sitting down. In order to be sure not to do more than his lazy neighbor, he would actually tire himself in his effort to go slow. These men were working under a foreman of good reputation and highly thought of by his employer, who, when his attention was called to this state of things, answered: 39。s work, soldiering, as it is called in this country, hanging it out, as it is called in England, ca39。 and that it is possible to give the workman what he most wants high wages and the employer what he wants a low labor cost for his manufactures. It is hoped that some at least of those who do not sympathize with each of these objects may be led to modify their views。 the man whom some one else has trained. It is only when we fully realize that our duty, as well as our opportunity, lies in systematically cooperating to train and to make this petent man, instead of in hunting for a man whom some one else has trained, that we shall be on the road to national efficiency. In the past the prevailing idea has been well expressed in the saying that Captains of industry are born, not made and the theory has been that if one could get the right man, methods could be safely left to him. In the future it will be appreciated that our leaders must be trained right as well as born right, and that no great man can