The Principles of Scientific Management

THE PRINCIPLES OF SCIENTIFIC MANAGEMENT 49 men, and not by the bosses. The workmen together had carefully planned just how fast each job should be done, and they had set a pace for each machine throughout the shop, which was limited to about one-third of a good day’s work. Every new work- man who came into the shop was told at once by the other men exactly how much of each kind of work he was to do, and unless he obeyed these in- structions he was sure before long to be driven out of the place by the men. As soon as the writer was made gang-boss, one after another of the men came to him and talked somewhat as follows: “Now, Fred, we’re very glad to see that you’ve been made gang-boss. You know the game all right, and we’re sure that you’re not likely to be a piece- work hog. You come along with us, and every- thing will be all right, but if you try breaking any of these rates you can be mighty sure that we’ll throw you over the fence.” The writer told them plainly that he was now working on the side of the management, and that he proposed to do whatever he could to get a fair day’s work out of the lathes. This immediately started a war; in most cases a friendly war, because the men who were under him were his personal friends, but none the less a war, which as time went on grew more and more bitter. The writer used every expedient to make them do a fair day’s work, such as discharging or lowering the wages of the more stubborn men who refused to make any