of the yard was on task work, the saving was at the rate of between
$75,000 and $80,000 per year.

Perhaps the most important of all the results attained was the effect on
the workmen themselves. A careful inquiry into the condition of these
men developed the fact that out of the 140 workmen only two were said to
be drinking men. This does not, of course, imply that many of them did
not take an occasional drink. The fact is that a steady drinker would
find it almost impossible to keep up with the pace which was set, so
that they were practically all sober. Many, if not most of them, were
saving money, and they all lived better than they had before. These men
constituted the finest body of picked laborers that the writer has ever
seen together, and they looked upon the men who were over them, their
bosses and their teachers, as their very best friends; not as nigger
drivers, forcing them to work extra hard for ordinary wages, but as
friends who were teaching them and helping them to earn much higher
wages than they had ever earned before.

It would have been absolutely impossible for any one to have stirred up
strife between these men and their employers. And this presents a very
simple though effective illustration of what is meant by the words
"prosperity for the employee, coupled with prosperity for the employer,"
the two principal objects of management. It is evident also that this
result has been brought about by the application of the four fundamental
principles of scientific management.

As another illustration of the value of a scientific study of the
motives which influence workmen in their daily work, the loss of
ambition and initiative will be cited, which takes place in workmen when
they are herded into gangs instead of being treated as separate