manager do not always foresee such things.

The manager sees the enthusiasm with which the selling
organization hails the new model. He realizes that they know the
faults of the previous type, and he also knows that no one knows
the faults of the new, but he lets it go. Some enthusiasm must be
had, even if it be dearly purchased. He knows there will be many a
troublesome delay due to the newness, even if the whole scheme
proves very much better than the previous type.

This manager knows that his business success rests on the facility
with which the machines are satisfactorily built, the readiness of
the buyers, and, last but not least, the facility with which the
product is used. The facility with which the product will be used,
to his mind, is almost beyond overestimation.



Sub-division of Work.

The division of work into separate operations makes it possible to
divide the subject into relatively small sub-problems. This
division of the subject itself brings it within the capacity of
the lesser brains and makes it very much easier for a brain of
greater power. In other words, the subdivision of work makes
places in which all mental equipments may be used.

It is of no benefit to any one to keep the problems difficult by
making each man think out a process for accomplishing each one of
a great variety of operations, when the work may be so divided