The Principles of Scientific Management

THE PRINCIPLES OF SCIENTIFIC MANAGEMENT 73 individual efficiency falls almost invariably down to or below the level of the worst man in the gang; and that they are all pulled down instead of being elevated by being herded together. For this reason a general order had been issued in the Bethlehem Steel Works that not more than four men were to be allowed to work in a labor gang without a special permit, signed by the General Superintendent of the works, this special permit to extend for one week only. It was arranged that as far as possible each laborer should be given a separate individual task. As there were about 5000 men at work in the estab- lishment, the General Superintendent had so much to do that there was but little time left for signing these special permits. After gang work had been by this means broken up, an unusually fine set of ore shovelers had been developed, through careful selection and individual, scientific training. Each of these men was given a separate car to unload each day, and his wages depended upon his own personal work. The man who unloaded the largest amount of ore was paid the highest wages, and an unusual opportunity came for demonstrating the importance of individualizing each workman. Much of this ore came from the Lake Superior region, and the same ore was delivered both in Pittsburg and in Bethlehem in exactly similar cars. There was a shortage of ore handlers in Pittsburg, and hearing of the fine gang of laborers that had been developed at Bethlehem, one of the Pittsburg steel works sent an agent to hire the