out by the management at least one day in advance, and each man receives
in most cases complete written instructions, describing in detail the
task which he is to accomplish, as well as the means to be used in doing
the work. And the work planned in advance in this way constitutes a task
which is to be solved, as explained above, not by the workman alone, but
in almost all cases by the joint effort of the workman and the
management. This task specifies not only what is to be done but how it
is to be done and the exact time allowed for doing it. And whenever the
workman succeeds in doing his task right, and within the time limit
specified, he receives an addition of from 30 per cent to 100 per cent
to his ordinary wages. These tasks are carefully planned, so that both
good and careful work are called for in their performance, but it should
be distinctly understood that in no case is the workman called upon to
work at a pace which would be injurious to his health. The task is
always so regulated that the man who is well suited to his job will
thrive while working at this rate during a long term of years and grow
happier and more prosperous, instead of being overworked. Scientific
management consists very largely in preparing for and carrying out these
tasks.

The writer is fully aware that to perhaps most of the readers of this
paper the four elements which differentiate the new management from the
old will at first appear to be merely high-sounding phrases; and he
would again repeat that he has no idea of convincing the reader of their
value merely through announcing their existence. His hope of carrying
conviction rests upon demonstrating the tremendous force and effect of
these four elements through a series of practical illustrations. It will
be shown, first, that they can be applied absolutely to all classes of
work, from the most elementary to the most intricate; and second, that
when they are applied, the results must of necessity be overwhelmingly