differs from the ordinary or "rule-of-thumb" system are so simple in
their nature that it seems desirable to describe them before starting
with the illustrations.

Under the old type of management success depends almost entirely upon
getting the "initiative" of the workmen, and it is indeed a rare case in
which this initiative is really attained. Under scientific management
the "initiative" of the workmen (that is, their hard work, their
good-will, and their ingenuity) is obtained with absolute uniformity and
to a greater extent than is possible under the old system; and in
addition to this improvement on the part of the men, the managers assume
new burdens, new duties, and responsibilities never dreamed of in the
past. The managers assume, for instance, the burden of gathering
together all of the traditional knowledge which in the past has been
possessed by the workmen and then of classifying, tabulating, and
reducing this knowledge to rules, laws, and formulae which are immensely
helpful to the workmen in doing their daily work. In addition to
developing a science in this way, the management take on three other
types of duties which involve new and heavy burdens for themselves.

These new duties are grouped under four heads:

First. They develop a science for each element of a man's work, which
replaces the old rule-of.-thumb method.

Second. They scientifically select and then train, teach, and develop
the workman, whereas in the past he chose his own work and trained
himself as best he could.

Third. They heartily cooperate with the men so as to insure all of the