The workmen,
peacefully as far as the management is concerned, but with considerable
pulling and hauling among themselves, and without the assistance of a
trained guiding hand, drift gradually and slowly in the direction of the
"standard time," but rarely approach it closely.
With accurate time study as a basis, the "quickest time" for each job
is at all times in plain sight of both employers and workmen, and is
reached with accuracy, precision, and speed, both sides pulling hard in
the same direction under the uniform simple and just agreement that
whenever a first-class man works his best he will receive from 30 to 100
per cent more than the average of his trade.
Probably a majority of the attempts that are made to radically change
the organization of manufacturing companies result in a loss of money to
the company, failure to bring about the change sought for, and a return
to practically the original organization. The reason for this being that
there are but few employers who look upon management as an art, and that
they go at a difficult task without either having understood or
appreciated the time required for organization or its cost, the troubles
to be met with, or the obstacles to be overcome, and without having
studied the means to be employed in doing so.
Before starting to make any changes in the organization of a company the
following matters should be carefully considered: First, the importance
of choosing the general type of management best suited to the particular
case.
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