NALYSIS AND SYNTHESIS

DEFINITION OF ANALYSIS.--"Analysis," says the Century Dictionary
is "the resolution or separation of anything which is compound, as a
conception, a sentence, a material substance or an event, into its
constituent elements or into its causes;" that is to say, analysis
is the division of the thing under consideration into its definite
cause, and into its definite parts or elements, and the explanation
of the principle upon which such division is made.[1]

DEFINITION OF SYNTHESIS.--"Synthesis" is, "a putting of two or
more things together; composition; specifically, the combination of
separate elements of objects of thought into a whole, as of simple
into compound or complex conceptions, and individual propositions
into a system."

USE OF ANALYSIS AND SYNTHESIS BY PSYCHOLOGY.--Analysis is
defined by Sully as follows: "Analysis" is "taking apart more
complex processes in order to single out for special inspection
their several constituent processes."

He divides elements of thought activity into two

"(a) analysis: abstraction
(b) synthesis: comparison."

Speaking of the latter, he says, "The clear explicit detachment
in thought of the common elements which comparison secures allows of
a new reconstructive synthesis of things as made up of particular
groupings of a number of general qualities."

PLACE OF ANALYSIS AND SYNTHESIS IN MANAGEMENT.--Any study of
management which aims to prove that management may be, and under
Scientific Management is, a science, must investigate its use of
analysis and of synthesis.[2] Upon the degree and perfection of the
analysis depends the permanent value and usefulness of the knowledge
gained. Upon the synthesis, and what it includes and excludes,
depends the efficiency of the results deduced.

LITTLE ANALYSIS OR SYNTHESIS UNDER TRADITIONAL MANAGEMENT.--
Under Traditional Management analysis and synthesis are so seldom
present as to be negligible. Success or failure are seldom if ever
so studied and measured that the causes are well understood.
Therefore, no standards for future work that are of any value can be
established. It need only be added that one reason why Traditional
Management makes so little progress is because it makes no analyses
that are of permanent value. What data it has are available for
immediate use only. Practically every man who does the work must
"start at the beginning," for himself. If this