the bonus plan, for instance) as practically the whole system of
management. Under scientific management, however, the particular pay
system which is adopted is merely one of the subordinate elements.

Broadly speaking, then, the best type of management in ordinary use may
be defined as management in which the workmen give their best initiative
and in return receive some special incentive from their employers. This
type of management will be referred to as the management of "initiative
and incentive" in contradistinction to scientific management, or task
management, with which it is to be compared.

The writer hopes that the management of "initiative and incentive" will
be recognized as representing the best type in ordinary use, and in fact
he believes that it will be hard to persuade the average manager that
anything better exists in the whole field than this type. The task which
the writer has before him, then, is the difficult one of trying to prove
in a thoroughly convincing way that there is another type of management
which is not only better but overwhelmingly better than the management
of "initiative and incentive."

The universal prejudice in favor of the management of "initiative and
incentive" is so strong that no mere theoretical advantages which can be
pointed out will be likely to convince the average manager that any
other system is better. It will be upon a series of practical
illustrations of the actual working of the two systems that the writer
will depend in his efforts to prove that scientific management is so
greatly superior to other types. Certain elementary principles, a
certain philosophy, will however be recognized as the essence of that
which is being illustrated in all of the practical examples which will
be given. And the broad principles in which the scientific system