e of play, or
love of activity, or it may be, in the case of a man running a
machine, not so much for the love of the activity as for a love of
seeing things progress rapidly. There is a love of contest which has
been thoroughly discussed under "Athletic Contests," which results
in racing, and in all the pleasures of competition.

RACING DIRECTED UNDER SCIENTIFIC MANAGEMENT.--The psychology of
the race under Scientific Management is most interesting. The race
is not a device of Scientific Management to speed up the worker, any
speed that would be demanded by Scientific Management beyond the
task-speed would be an unscientific thing. On the other hand, it is
not the scope of Scientific Management to bar out any contests which
would not be for the ultimate harm of the workers. Such interference
would hamper individuality; would make the workers feel that they
were restricted and held down. While the workers are, under
Scientific Management, supposed to be under the supervision of some
one who can see that the work is only such as they can do and
continuously thrive, any such interference as, for example, stopping
a harmless race, would at once make them feel that their individual
initiative was absolutely destroyed. It is not the desire of
Scientific Management to do anything of that sort, but rather to use
every possible means to make the worker feel that his initiative is
being conserved.

ALL "NATIVE REACTIONS" ACT AS INCENTIVES.--Pride,
self-confidence, pugnacity,--all the "native reactions" utilized by
teaching serve as direct incentives.

RESULTS OF INCENTIVES TO THE WORK.--All incentives in every form
of management, tend, from their very nature, to increase output.
When Scientific Management is introduced, there is selection of such
incentives as will produce greatest amount of specified output, and
the results can be predicted.

RESULTS OF INCENTIVES TO THE WORKER.--Under Traditional
Management the incentives are usually such that the worker is likely
to overwork himself if he allows himself to be driven by the
incentive. This results in bodily exhaustion. So, also, the anxiety
that accompanies an unstandardized incentive leads to mental
exhaustion. With the introduction of Transitory Management, danger
from both these types of exhaustion is removed. The incentive
is so modified that it is instantly subject to judgment as to its
ultimate value.

Scientific Management makes the incentive