Efficiency Methods
An Introduction to Scientific Management

176 EFFICIENCY METHODS the personnel working it is not of the right kind. The authors’ own belief in the possibility of a satisfactory answer to these questions is based on some knowledge of one of the English establishments in which the new methods have been taken up. Their impression is the same as that of many visitors to the establishment ; all are struck by the cheerful, unhurried interest taken by the employés in their work. A visitor who had particularly watched one set of girls for a little time asked the forewoman: " Is there a rule against their talking ? ” “ Oh no, ” was the reply, “ they can talk if they like; but they’re keen about their work, you see, and they can talk enough in the intervals.” The setting of a task, the highly specialized routine, have each their good side and their bad side. The results of Mr. W. R. Wright’s study of the psychology of working towards a task have already been noted (p. 104). The late Prof. Muensterberg, in his book “ The Americans,” put in a plea for specialization. “ So it is that the specialized workman is he who constantly contributes to perfect technique, proposes modifica- tions, and in general exercises all the intelligence he has to bring him on in his profession ” (p. 243). These academic suggestions will serve to indicate the lines on which really thoughtful and efficient management can proceed. The problem to be solved is that the worker should not suffer, physically or mentally, from the palpable monotony of his work. Physically, the solution is