ing ahead to see that there is enough future work for the men.
making profits.
measuring each man's effort fairly.
obtaining good results in quality.
paying the men on days when they are discharged.
paying the men on pay day.
preventing soldiering.
readjusting wages.
retaining good men.
seeing that all men are honest.
seeing that men are shifted promptly when breakdowns occur.
seeing that repairs are made promptly before breakdowns occur,
seeing that repairs are made promptly after breakdowns occur.
seeing that the most suitable man is allotted to each part
of the work.
seeing that the work is not slighted.
setting piece work prices.
setting rates.
setting tasks.
supervising timekeeping.
teaching the apprentices.
teaching the improvers.
teaching the learners.

In studying these lists we note--

1. That the position will be best filled by a very high and
rare type of man.
2. That the man is forced to use every atom of all of his
powers and at the same time to waste his energies in doing much
unimportant pay reducing routine work, some of which could be
done by clerks.
3. That in many cases the work assigned for him to do calls
for qualifications which are diametrically opposed to each other.
4. That psychology tells us that a man fitted to perform some
of these duties would probably be mentally ill fitted for
performing others in the best possible way that they could be
performed.

WORK NOT WELL DONE.--Not only does the foreman under Traditional
Management do a great deal of work which can be done by cheaper men,
but he also wastes his time on clerical work in which he is not a
specialist, and, therefore, which he does not do as well as the work
can be done by a cheaper man, and this takes more of his time than
he ought to devote to it. The result is that the work is not done as
well as it can and should be done.

A most perfect illustration of a common form of Traditional
Management is the old story of the foreman, who, in making his
rounds of the various parts of the work, comes to the deep hole
being excavated for a foundation pier and says hurriedly--"How many
of yez is there in the hole?" "Seven." "The half of yez come up."

The theoretical defects of the old type of management ofte