The Principles of Scientific Management

34 THE PRINCIPLES OF SCIENTIFIC MANAGEMENT the hope of rapid promotion or advancement; higher wages, either in the form of generous piece- work prices or of a premium or bonus of some kind for good and rapid work; shorter hours of labor; better surroundings and working conditions than are ordinarily given, etc., and, above all, this special incentive should be accompanied by that personal consideration for, and friendly contact with, his workmen which comes only from a genuine and kindly interest in the welfare of those under him. It is only by giving a special inducement or u incen- tive” of this kind that the employer can hope even approximately to get the “initiative” of his workmen. Under the ordinary type of manage- ment the necessity for offering the workman a special inducement has come to be so generally- recognized that a large proportion of those most interested in the subject look upon the adoption of some one of the modern schemes for paying men (such as piece work, the premium plan, or the bonus plan, for instance) as practically the whole system of management. Under scientific manage- ment, however, the particular pay system which is adopted is merely one of the subordinate elements. Broadly speaking, then, the best type of manage- ment in ordinary use may be defined as manage- ment in which the workmen give their best initiative and in return receive some special incentive from their employers. This type of management will be referred to as the management of 11 initiative and incentive” in contradistinction to scientific manage-