harmony could not have been attained under the management of "initiative
and incentive" (that is, by putting the problem up to the workman and
leaving him to solve it alone) which has been the philosophy of the
past. And that his success has been due to the use of the four elements
which constitute the essence of scientific management.

First. The development (by the management, not the workman) of the
science of bricklaying, with rigid rules for each motion of every man,
and the perfection and standardization of all implements and working
conditions.

Second. The careful selection and subsequent training of the bricklayers
into first-class men, and the elimination of all men who refuse to or
are unable to adopt the best methods.

Third. Bringing the first-class bricklayer and the science of
bricklaying together, through the constant help and watchfulness of the
management, and through paying each man a large daily bonus for working
fast and doing what he is told to do.

Fourth. An almost equal division of the work and responsibility between
the workman and the management. All day long the management work almost
side by side with the men, helping, encouraging, and smoothing the way
for them, while in the past they stood one side, gave the men but little
help, and threw on to them almost the entire responsibility as to
methods, implements, speed, and harmonious cooperation.

Of these four elements, the first (the development of the science of
bricklaying) is the most interesting and spectacular. Each of the three
others is, however, quite as necessary for success.