will, of course, be various successful types, and the application of the
underlying principles must be modified to suit each particular case. The
writer has already indicated that he thinks the first object in
management is to unite high wages with a low labor cost. He believes
that this object can be most easily attained by the application of the
following principles:

(a) A LARGE DAILY TASK. --Each man in the establishment, high or low,
should daily have a clearly defined task laid out before him. This task
should not in the least degree be vague nor indefinite, but should be
circumscribed carefully and completely, and should not be easy to
accomplish.

(b) STANDARD CONDITIONS. --Each man's task should call for a full day's
work, and at the same time the workman should be given such standardized
conditions and appliances as will enable him to accomplish his task with
certainty.

(c) HIGH PAY FOR SUCCESS. --He should be sure of large pay when he
accomplishes his task.

(d) LOSS IN CASE OF FAILURE. --When he fails he should be sure that
sooner or later he will be the loser by it.

When an establishment has reached an advanced state of organization, in
many cases a fifth element should be added, namely: the task should be
made so difficult that it can only be accomplished by a first-class man.

There is nothing new nor startling about any of these principles and yet
it will be difficult to find a shop in which they are not daily violated