r the most economic result. His duty is to
construct that combination of the elements which will be most
efficient.

IMPORTANCE OF SELECTION MUST BE EMPHASIZED.--If synthesis in
Scientific Management were nothing more than combining all the
elements that result from analysis into a whole, it would be
valuable. Any process studied analytically will be performed more
intelligently, even if there is no change in the method.

But the most important part of the synthesist's work is the
actual elimination of elements which are useless, and the combination
of the remaining elements in such a way, or sequence, or schedule,
that a far better method than the one analyzed will result.

We may take an example from Bricklaying.[5] In "Stringing
Mortar Method, on the Filling Tiers before the Days of the
Pack-on-the-Wall-Method"--the division, which was into operations
only, showed eighteen operations and eighteen motions for every
brick that was laid. Study and synthesis of these elements resulted
in a method that required only 1 3/4 motions to lay a brick. Over
half the original motions were found to be useless, hence entirely
omitted. In several other cases it was found possible to make one
motion do work for two or four brick, with the same, or less,
fatigue to the worker.

RESULT IS THE BASIS FOR THE TASK.--The result of synthesis is
the basis for the task,--it becomes the standard that shows what
has actually been done, and what can be expected to be repeated. It
is important to note the relation between the task and synthesis.
When it becomes generally understood that the "Task," under
Scientific Management is neither an ideal which exists simply in the
imagination, nor an impossibly high estimate of what can be
expected,--but is actually the sum of observed and timed operations,
plus a definite and sufficient percentage of allowance for
overcoming the fatigue,--then much objection to it will cease.

GENERAL LACK OF KNOWLEDGE THE CHIEF CAUSE OF OBJECTION TO THE
TASK.--As is the case with most objections to Scientific Management,
or its elements, ignorance is the chief obstacle to the introduction
and success of the Task Idea. This ignorance seems to be more or
less prevalent everywhere among managers as well as workers.

Scientific Management can, and does, succeed even when the
workers are ignorant of many of its fundamental principles, but it
will never make the strides that it should until eve