e deal";--all of these facts must be kept
constantly in mind when considering the advantages of recording
individual output, for they all have a strong psychological effect
on the man's mind. It is important to remember that not only does
Scientific Management provide for certain directions and thoughts
entering the man's mind, but that it also eliminates other thoughts
which would surely have a tendency to retard his work. The result is
output far exceeding what is usually possible under Traditional
Management, because drawbacks are removed and impetuses added.

The outcome of the records, and their related elements in other
branches of Scientific Management, is to arouse interest. Interest
arouses abnormally concentrated attention, and this in turn is the
cause of genius. This again answers the argument of those who claim
that Scientific Management kills individuality and turns the worker
into a machine.

INDIVIDUAL TASK UNDER SCIENTIFIC MANAGEMENT.--Individuality is
also taken into consideration when preparing the task. This task
would always be for an individual, even in the case of the gang
instruction card. It usually recognizes individuality, in that,--

1. It is prepared for one individual only, when possible.
2. It is prepared for the particular individual who is
to do it.

The working time, as will be shown later, is based upon time
study observations on a standard man, but when a task is assigned
for a certain individual, that proportion of the work of the
standard or first class man is assigned to that particular given man
who is actually to do it, which he is able to do. It is fundamental
that the task must be such that the man who is actually put at it,
when he obeys orders and works steadily, can do it; that is, the
task must be achievable, and achievable without such effort as would
do mental or physical injury to the worker. This not only gives the
individual the proper amount of work to do, recognizes his
particular capabilities and is particularly adapted to him, but it
also eliminates all dread on the score of his not being appreciated,
in that the worker knows that if he achieves or exceeds his task he
will not only receive the wage for it, but will continue to receive
that wage, or more, for like achievement. The rate is not cut. Under
the "three-rate with increased rate system," which experience has
shown to be a most advanced plan for compensating workmen, the
wor