Second, that in all cases money must be spent, and in many cases a
great deal of money, before the changes are completed which result in
lowering cost. Third, that it takes time to reach any result worth
aiming at. Fourth, the importance of making changes in their proper
order, and that unless the right steps are taken, and taken in their
proper sequence, there is great danger from deterioration in the quality
of the output and from serious troubles with the workmen, often
resulting in strikes.
As to the type of management to be ultimately aimed at, before any
changes whatever are made, it is necessary, or at least highly
desirable, that the most careful consideration should be given to the
type to be chosen; and once a scheme is decided upon it should be
carried forward step by step without wavering or retrograding. Workmen
will tolerate and even come to have great respect for one change after
another made in logical sequence and according to a consistent plan. It
is most demoralizing, however, to have to recall a step once taken,
whatever may be the cause, and it makes any further changes doubly
difficult.
The choice must be made between some of the types of management in
common use, which the writer feels are properly designated by the word
"drifting," and the more modern scientific management based on an
accurate knowledge of how long it should take to do the work.
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