day after day, until he acquired the habit of resting at proper
intervals, he was able to work at an even gait all day long without
unduly tiring himself.

Now one of the very first requirements for a man who is fit to handle
pig iron as a regular occupation that he shall be so stupid and so
phlegmatic that he more nearly resembles in his mental make-up the ox
than any other type. The man who is mentally alert and intelligent is
for this very reason entirely unsuited to what would, for him, be the
grinding monotony of work of this character. Therefore the workman who
is best suited to handling pig iron is unable to understand the real
science of doing this class of work. He is so stupid that the word
"percentage" has no meaning to him, and he must consequently be trained
by a man more intelligent than himself into the habit of working in
accordance with the laws of this science before he can be successful.

The writer trusts that it is now clear that even in the case of the most
elementary form of labor that is known, there is a science, and that
when the man best suited to this class of work has been carefully
selected, when the science of doing the work has been developed, and
when the carefully selected man has been trained to work in accordance
with this science, the results obtained must of necessity be
overwhelmingly greater than those which are possible under the plan of
"initiative and incentive."

Let us, however, again turn to the case of these pig-iron handlers, and
see whether, under the ordinary type of management, it would not have
been possible to obtain practically the same results.

The writer has put the problem before many good managers, and asked them