Efficiency Methods
An Introduction to Scientific Management

management: a PRELIMINARY DISCUSSION 21 arranging these details of production will be much greater. Under new management a planning department is likely to become a very important part of the office. The heads of the firm see at once an increase in the amount of “ overhead charges,” a greater proportion of “ non-productive workers.” Whether any worker is really non-productive can only be judged by the result of his work. Taylor contended that " planning ” was always being done in a sporadic way throughout a works—mostly at the wrong time in the wrong place, and usually in the wrong way by the wrong person—really a much more expensive way. Yet it has been said bitterly that certain managers would be prepared to hire ten new machinists rather than one new clerk; whereas instances are given of works where a large increase in the proportion of non-productive staff to productive had actually increased the output. Thus a plant mentioned by C. B. Thompson1 as in a bad way had 100 men in the shop, six in the office. It was reorganized with 75 men in the shop, 25 in the office, and has since done well. Though probably this was an exceptional case, it does seem to justify the productivity, under certain conditions, of the work of “ Johnny Pencil Pusher,” as the American workman calls him. But it was of this new kind of directive planning that Taylor said it needed to be 75 per cent, analysis, 25 per cent, common sense.” p j1. Article on Classification and Symbolization, by the ln C' Thompson’s collection of documents on Scien- ce Management, p. 482.