nd even if one were set, it was not scientifically
determined. The men were simply set to work alone or in gangs, _as
the work demanded_, and if the foreman was overworked or lazy,
allowed to take practically their own time to do the work. If, on
the other hand, the foreman was a "good driver," the men might be
pushed to their utmost limit of their individual undirected speed,
regardless of their welfare.

LITTLE INDIVIDUAL TEACHING UNDER TRADITIONAL MANAGEMENT.--Not
having a clear idea either of the present fitness and the future
possibilities of the worker, or the requirements of the work, no
intelligent attempt could be made at efficient individual teaching.
What teaching was done was in the form of directions for all,
concerning the work in general, the directions being given by an
overworked foreman, the holding of whose position often depended
more upon whether his employer made money than upon the way his men
were taught, or worked.

SELDOM AN INDIVIDUAL REWARD UNDER TRADITIONAL MANAGEMENT.--As a
typical example of disregard of individuality, the worker in the
household may be cited, and especially the "general housework girl."
Selected with no knowledge of her capabilities, and with little or
no scientific or even systematized knowledge of the work that she is
expected to do, there is little or no thought of a prescribed and
definite task, no teaching specially adapted to the individual needs
of the taught, and no reward in proportion to efficiency.

CAUSE OF THESE LACKS UNDER TRADITIONAL MANAGEMENT.--The fault
lies not in any desire of the managers to do poor or wasteful work,
or to treat their workers unfairly,--but in a lack of knowledge and
of accurate methods for obtaining, conserving and transmitting
knowledge. Under Traditional Management no one individual knows
precisely what is to be done. Such management seldom knows how work
could best be done;--never knows how much work each individual can
do.[7] Understanding neither work nor workers, it can not adjust the
one to the other so as to obtain least waste. Having no conception
of the importance of accurate measurement, it has no thought of the
individual as a unit.

INDIVIDUALITY RECOGNIZED UNDER TRANSITORY MANAGEMENT.--
Recognition of individuality is one of the principles first apparent
under Transitory Management.

This is apt to demonstrate itself first of all in causing the
outputs of the workers to "show up" separately, r