The Principles of Scientific Management

FUNDAMENTALS OF SCIENTIFIC MANAGEMENT 17 whereas formerly each workman bought perhaps one pair of shoes every five years, and went barefoot most of the time, wearing shoes only as a luxury or as a matter of the sternest necessity. In spite of the enormously increased output of shoes per work- man, which has come with shoe machinery, the demand for shoes has so increased that there are relatively more men working in the shoe industry now than ever before. The workmen in almost every trade have before them an object lesson of this kind, and yet, because they are ignorant of the history of their own trade even, they still firmly believe, as their fathers did before them, that it is against their best interests for each man to turn out each day as much work as possible. Under this fallacious idea a large proportion of the workmen of both countries each day deliberately work slowly so as to curtail the output. Almost every labor union has made, or is contemplating making, rules which have for their object curtailing the output of their members, and those men who have the greatest influence with the working-people, the labor leaders as well as many people with phil- anthropic feelings who are helping them, are daily spreading this fallacy and at the same time telling them that they are overworked. A great deal has been and is being constantly said about“ sweat-shop” work and conditions. The writer has great sympathy with those who are over- worked, but on the whole a greater sympathy for