obtaining valuable results from imitation, that Scientific Management provides standards. Under Traditional Management, it was almost impossible for a worker to decide which man he should imitate. Even though he might come to determine, by constant observation, after a time, which man he desired to imitate, he would not know in how far he would do well to copy any particular method. Recording individually measured output under Transitory Management allows of determining the man of high score, and either using him as a model, or formulating his method into rules. Under Scientific Management, the instruction card furnishes a method which the worker knows that he can imitate exactly, with predetermined results.
Imitation Is Expected of All. — As standardization applies to the work of all, so imitation of standards is expected of all. This fact the teacher under Scientific Management can use to advantage, as an added incentive to imitation. Any dislike of imitation is further decreased, by making clear to every worker that those who are under him are expected to imitate him, — and that he must, himself, imitate his teachers, in order to set a worthy example.
Imitation Leads to Emulation. — Imitation, as provided for by teaching under Scientific Management, and admiration for the skillful teacher, or the standard imitated, naturally stimulate emulation. This emulation takes three forms:
- Competition with the records of others.
- Competition with one's own record.
- Competition with the standard record.
No Hard Feeling Aroused. — In the first sort of competition only is there a possibility of hard feeling being aroused, but danger of this is practically eliminated by the fact that rewards are provided for all who are successful. In the second sort of competition, the worker, by matching himself against what he has done, measures his own increased efficiency. In the third sort of competition, there is the added stimulus of surprising the management by exceeding the task expected. The incentive in all three cases is not only more pay and a chance for promotion, but also the opportunity to win appreciation and publicity for successful performance.
Ambition Is Aroused. — The outcome of emulation is ambition. This ambition is stimulated by the Page 259 fact that promotion is so rapid, and so outlined before the worker, that he sees the chance for advancement himself, and not only advancement that means more pay, but advancement also that means a chance to specialize on that work which he particularly likes.
Pugnacity Utilized. — Pugnacity can never be entirely absent where there is emulation. Under Scientific Management it is used to overcome not persons, but things. Pugnacity is a great driving force. It is a wonderful thing that under Scientific Management this force is aroused not against one's fellow-workers, but against one's work. The desire to win out, to fight it out, is aroused against a large task, which the man desires to put behind him. Moreover, there is nothing under Scientific Management which forbids an athletic contest. While the workers would not, under the ultimate form, be allowed to injure themselves