The Principles of Scientific Management

THE PRINCIPLES OF SCIENTIFIC MANAGEMENT 125 the shop to another; and, in case a workman gets into any trouble with any of his various bosses, the “disciplinarian” interviews him. It must be understood, of course, that all work- men engaged on the same kind of work do not require the same amount of individual teaching and atten- tion from the functional foremen. The men who are new at a given operation naturally require far more teaching and watching than those who have been a long time at the same kind of jobs. Now, when through all of this teaching and this minute instruction the work is apparently made so smooth and easy for the workman, the first impres- sion is that this all tends to make him a mere autom- aton, a wooden man. As the workmen frequently say when they first come under this system, “Why, I am not allowed to think or move without some one interfering or doing it for me!” The same criti- cism and objection, however, can be raised against all other modern subdivision of labor. It does not follow, for example, that the modern surgeon is any more narrow or wooden a man than the early settler of this country. The frontiersman, however, had to be not only a surgeon, but also an architect, house- builder, lumberman, farmer, soldier, and doctor, and he had to settle his law cases with a gun. You would hardly say that the life of the modern surgeon is any more narrowing, or that he is more of a wooden man than the frontiersman. The many problems to be met and solved by the surgeon are just as intricate and difficult and as developing and