NAL MANAGEMENT WRONG IN THEORY.--The
punishment, under Traditional Management, was usually much more than
negative punishment; that is to say, the man who was punished
usually received much more than simply the negative return of
getting no reward. The days of bodily punishment have long passed,
yet the account of the beatings given to the galley slaves and to
other workers in the past are too vividly described in authentic
accounts to be lost from memory. To-day, under Traditional
Management, punishment consists of

1. fines, which are usually simply a cutting down of wages,
the part deducted remaining with the company,
2. discharge, or
3. assignment to less pleasant or less desirable work.

This assignment is done on an unscientific basis, the man being
simply put at something which he dislikes, with no regard as to
whether his efficiency at that particular work will be high or not.

RESULTS ARE UNFORTUNATE.--The punishment, under Traditional
Management, is usually meted out by the foreman, simply as one of
his many duties. He is apt to be so personally interested, and
perhaps involved, in the case that his punishment will satisfy some
wrong notions, impulse of anger, hate, or envy in him, and will
arouse a feeling of shame or wounded pride, or unappreciation, in
the man to whom punishment is awarded.

DIRECT INCENTIVES NOT SCIENTIFICALLY UTILIZED.--As for what we
have called direct incentive, the love of racing was often used
under Traditional Management through Athletic Contests, the faults
in these being that the men were not properly studied, so that they
could be properly assigned and grouped; care was not always
exercised that hate should not be the result of the contest; the
contest was not always conducted according to the rules of clean
sport; the men slighted quality in hastening the work, and the
results of the athletic contests were not so written down as to be
thereafter utilized. Love of play may have been developed
unconsciously, but was certainly not often studied, Love of personal
recognition was probably often utilized, but in no scientific way.
Neither was there anything in Traditional Management to develop
self-confidence, or to arouse and maintain interest in any set
fashion. Naturally, if the man were in a work which he particularly
liked, which under Traditional Management was a matter of luck, he
would be more or less interested in it, but there was no scien