to work the second part of the day, say, with anything like the efficiency with which he could go to work in the first part of the day. There being no standard, the amount of work which he can turn out must vary according as the tools, machinery and equipment are in proper condition, and the material supplies his needs.
No Good Habits Necessarily Formed. — In the second place, under Traditional Management there are no excellent habits necessarily formed. The man is left to do fairly as he pleases, if only the general outcome be considered sufficient by those over him. There may be a physical development on his part, if the work be of a kind which can develop him, or which he likes to such an extent that he is willing to do enough of it to develop him physically; this liking may come through the play element, or through the love of work, or through the love of contest, or through some other desire for activity, but it is not provided for scientifically, and the outcome cannot be exactly predicted. Therefore, under Traditional Management Page 313 there is no way of knowing that good health and increased strength will result from the work, and we know that in many cases poor health and depleted strength have been the outcome of the work. We may say then fairly, as far as physical improvement is concerned that, though it might be the outcome of Traditional Management, it was rather in spite of Traditional Management, in the sense at least that the management had nothing to do with it, and had absolutely no way of providing for it. The moment that it was provided for in any systematic way, the Traditional Management vanished.