Efficiency Methods
An Introduction to Scientific Management

100 EFFICIENCY METHODS the work affects quite definitely the duration of the spell before fatigue effects are noticed. Some very light and monotonous work can be carried on more consecutive hours than the average. Two quite remarkable phenomena have also come to light: one is, the lag behind at the outset of work—hardly anyone succeeds in getting their best output in the first hour of work; the other is an unconscious increase of alacrity in anticipation of a break in work, shown very clearly before the dinner-hour. After fixing what is to be done in a certain time— what is known to American writers as the standard task—it is usual to allow and to map out definite rest periods. These are, as a rule, exactly prescribed to the worker, as Taylor prescribed them to his men carrying pig-iron, and are not allowed to depend on his feelings. The old-fashioned type of manage- ment has been accustomed to dispose of the question of fatigue to a very large extent, by giving some S‘ change of work,” which was believed to be “ as good as play.” It allowed, indeed expected, the workman to stop his work to hunt up some imple- ment, to grind a tool, or to carry something some- where. These forms of relaxation are certainly not part of scientific management. The workman tackled the matter of fatigue quite simply and naturally by slacking when he felt inclined ; but the votaries of efficiency disapprove of slack work at all times, and particularly when expensive machinery is running. The new plan is to give a definite break, with real cessation from any duty or occupation, and