under Transitory Management,
because, from the very nature of the case, Transitory Management is
constantly changing. In the discussion of the various chapters, and
in showing how individuality, functionalization, measurement, and so
on, were introduced, and the psychological effect upon the men of
their being introduced, welfare was more or less unsystematically
considered. In turning to the discussion under Scientific Management
and showing how welfare is the result of Scientific Management and
is incorporated in it, much as to its growth will be included.

WELFARE WORK UNDER TRANSITORY MANAGEMENT IS USUALLY
COMMENDABLE.--As to the welfare work under Transitory Management,
much could be said, and much has been said and written. Typical
Welfare Work under Transitory Management deserves nothing but
praise. It is the result of the dedication of many beautiful lives
to a beautiful cause. It consists of such work as building rest
rooms for the employes, in providing for amusements, in providing
for better working conditions, in helping to better living
conditions, in providing for some sort of a welfare worker who can
talk with the employes and benefit them in every way, including
being their representative in speaking with the management.

AN UNDERLYING FLAW IS APPARENT.--There can be no doubt that an
enormous quantity of good has been done by this welfare work, both
positively, to the employes themselves, and indirectly, to the
management, through fostering a kinder feeling. There is, however, a
flaw to be found in the underlying principles of this welfare work
as introduced in Transitory Management, and that is that it takes on
more or less the aspect of a charity, and is so regarded both by the
employes and by the employer. The employer, naturally, prides
himself more or less upon doing something which is good, and the
employe naturally resents more or less having something given to him
as a sort of charity which he feels his by right.

ITS EFFECT IS DETRIMENTAL.--The psychological significance of
this is very great. The employer, feeling that he has bestowed a
gift, is, naturally, rather chagrined to find it is received either
as a right, or with a feeling of resentment. Therefore, he is often
led to decrease what he might otherwise do, for it is only an
unusual and a very high type of mind that can be satisfied simply
with the doing of the good act, without the return of gratitude. On
the other hand,