And in a few years, under this system, the workmen have before them the
object lesson of seeing that a great increase in the output per man
results in giving employment to more men, instead of throwing men out of
work, thus completely eradicating the fallacy that a larger output for
each man will throw other men out of work.

It is the writer's judgment, then, that while much can be done and
should be done by writing and talking toward educating not only workmen,
but all classes in the community, as to the importance of obtaining the
maximum output of each man and each machine, it is only through the
adoption of modern scientific management that this great problem can be
finally solved. Probably most of the readers of this paper will say that
all of this is mere theory. On the contrary, the theory, or philosophy,
of scientific management is just beginning to be understood, whereas the
management itself has been a gradual evolution, extending over a period
of nearly thirty years. And during this time the employees of one
company after another, including a large range and diversity of
industries, have gradually changed from the ordinary to the scientific
type of management. At least 50,000 workmen in the United States are now
employed under this system; and they are receiving from 30 per cent to
100 per cent higher wages daily than are paid to men of similar caliber
with whom they are surrounded, while the companies employing them are
more prosperous than ever before. In these companies the output, per man
and per machine, has on an average been doubled. During all these years
there has never been a single strike among the men working under this
system. In place of the suspicious watchfulness and the more or less
open warfare which characterizes the ordinary types of management, there
is universally friendly cooperation between the management and the men.

Several papers have been written, describing the expedients which have