the planner to work at.

[*Footnote: For example, the records containing the data used under
scientific management in an ordinary machine-shop fill thousands of
pages.]

Thus all of the planning which under the old system was done by the
workman, as a result of his personal experience, must of necessity under
the new system be done by the management in accordance with the laws of
the science; because even if the workman was well suited to the
development and use of scientific data, it would be physically
impossible for him to work at his machine and at a desk at the same
time. It is also clear that in most cases one type of man is needed to
plan ahead and an entirely different type to execute the work.

The man in the planning room, whose specialty under scientific
management is planning ahead, invariably finds that the work can be done
better and more economically by a subdivision of the labor; each act of
each mechanic, for example, should. be preceded by various preparatory
acts done by other men. And all of this involves, as we have said, "an
almost equal division of the responsibility and the work between the
management and the workman."

To summarize: Under the management of "initiative and incentive"
practically the whole problem is "up to the workman," while under
scientific management fully one-half of the problem is "up to the
management."

Perhaps the most prominent single element in modern scientific
management is the task idea. The work of every workman is fully planned