The Principles of Scientific Management

50 THE PRINCIPLES OF SCIENTIFIC MANAGEMENT improvement, and such as lowering the piece-work price, hiring green men, and personally teaching them how to do the work, with the promise from them that when they had learned how, they would then do a fair day’s work. While the men constantly brought such pressure to bear (both inside and outside the works) upon all those who started to increase their output that they were finally compelled to do about as the rest did, or else quit. No one who has not had this experience can have an idea of the bitter- ness which is gradually developed in such a struggle. In a war of this kind the workmen have one expe- dient which is usually effective. They use their ingenuity to contrive various ways in which the machines which they are running are broken or damaged — apparently by accident, or in the regular course of work — and this they always lay at the door of the foreman, who has forced them to drive the machine so hard that it is overstrained and is being ruined. And there are few foremen indeed who are able to stand up against the combined pres- sure of all of the men in the shop. In this case the problem was complicated by the fact that the shop ran both day and night. The writer had two advantages, however, which are not possessed by the ordinary foreman, and these came, curiously enough, from the fact that he was not the son of a working man. First, owing to the fact that he happened not to be of working parents, the owners of the company believed that he had the interest of the works more