it arouses a sense of unrest, and partly because he has to spend much of his time at low priced functions.
Under the feeling of enmity, or at least, of opposition, which often exists, openly or secretly, between the average Traditional Management and men, the foreman must ally himself with one side or the other. If he joins with the men, he must countenance the soldiering, which they find necessary in order to maintain their rates of wages. Thus the output of the shop will seldom increase and his chance for appreciation and promotion by the management will probably Page 060 be slight and slow. His position as boss, combined with that of ally of the men, is awkward.
If he allies himself to the management, he must usually become a driver of the men, if he wishes to increase output. This condition will never be agreeable to him unless he has an oversupply of brute instincts.
The Workers Not Best Utilized. — Under the best types of Traditional Management we do find more or less spasmodic attempts at the functionalization of the worker. When there was any particular kind of work to be done, the worker who seemed to the manager to be the best fitted, was set at that kind of work. For example — if there was a particularly heavy piece of work he might say