The Principles of Scientific Management

the principles of SCIENTIFIC MANAGEMENT 53 ests of the workmen and the management should become the same, instead of antagonistic. This resulted, some three years later, in the starting of the type of management which is described in papers presented to the American Society of Mechanical Engineers entitled “A Piece-Rate System” and “Shop Management.” In preparation for this system the writer realized that the greatest obstacle to harmonious cooperation between the workmen and the management lay in the ignorance of the management as to what really constitutes a proper day’s work for a workman. He fully realized that, although he was foreman of the shop, the combined knowledge and skill of the work- men who were under him was certainly ten times as great as his own. He therefore obtained the per- mission of Mr. William Sellers, who was at that time the President of the Midvale Steel Company, to spend some money in a careful, scientific study of the time required to do various kinds of work. Mr. Sellers allowed this more as a reward for having, to a certain extent, “made good” as foreman of the shop in getting more work out of the men, than for any other reason. He stated, however, that he did not believe that any scientific study of this sort would give results of much value. Among several investigations which were under- taken at this time, one was an attempt to find some rule, or law, which would enable a foreman to know in advance how much of any kind of heavy laboring work a man who was well suited to his job ought