tific
way of arousing or holding his interest. Under Traditional
Management, a man might take pride in his work, as did many of the
old bricklayers and masons, who would set themselves apart after
hours if necessary, lock themselves in, and cut bricks for a
complicated arch or fancy pattern, but such pride was in no way
fostered through the efforts of the management. Pugnacity was
aroused, but it might have an evil effect as well as a good, so far
as the management had any control. Ambition, in the same way, might
be stimulated, and might not. There is absolutely nothing under
Traditional Management to prevent a man being ambitious, gratifying
his pride, and gratifying his pugnacity in a right way, and at the
same time being interested in his work, but there was nothing under
Traditional Management which provided for definite and exact methods
for encouraging these good qualities, seeing that they developed in
a proper channel, and scientifically utilizing the outcome again
and again.

PAY FOR PERFORMANCE PROVIDED FOR BY TRANSITORY
MANAGEMENT.--Under Transitory Management, as soon as practicable,
one bonus is paid for doing work according to the method prescribed.
As standardization takes place, the second bonus for completing the
task in the time set can be paid. As each element of Scientific
Management is introduced, incentives become more apparent, more
powerful, and more assured.

DIRECT INCENTIVES MORE SKILLFULLY USED.--With the separating of
output, and recording of output separately, love of personal
recognition grew, self-confidence grew, interest in one's work
grew. The Athletic Contest is so conducted that love of speed, love
of play, and love of competition are encouraged, the worker
constantly feeling that he can indulge in these, as he is assured
of "fair play."

INCENTIVES UNDER SCIENTIFIC MANAGEMENT CONSTRUCTIVE.--It is most
important, psychologically and ethically, that it be understood that
Scientific Management is not in any sense a destructive power. That
only is eliminated that is harmful, or wasteful, or futile;
everything that is good is conserved, and is utilized as much as it
has ever been before, often much more than it has ever been
utilized. The constructive force, under Scientific Management, is
one of its great life principles. This is brought out very plainly
in considering incentives under Scientific Management. With the
scientifically determined wage, and the more direct