Efficiency Methods
An Introduction to Scientific Management

MANAGEMENT : A PRELIMINARY DISCUSSION 2ß progressed each day, . . . and when any failure to live up to these instructions is immediately reported back to the office, and a proper person who knows how it should be done goes out and helps the work along—does not wait till it is three or four . . . days late and then go out and make a row—but as soon as it is one day late he goes out and tries to remove the obstacle so that it can proceed and perhaps catch up . . . That is scientific management.” Another activity which comes to the front in new management is the Costs Department. The much more detailed analysis of operations makes the separation of costs more detailed. Working out costs will apparently be more lengthy, but will be certainly much more accurate. The greater sim- plicity of each item will bring its costing within the capacity of less expensive clerical labour. Moreover, the data are obtained incidentally from documents that emanate from the planning department, for use primarily by the foreman or workmen. This brings to light a new aspect of the planning and analyzing—that a single instruction or record is used in more than one department. There is direct connection and interdependence between depart- ments. It would strike even a casual observer that in scientific management, besides organization from top to bottom in each department, there is cross- organization from one to another. The “ system ” here is interwoven, warp and woof. Somewhat with the same idea, Harrington Emerson has urged that one of the “ principles of efficiency ” is that