ing clause required that, in
laundries, washing be done in a separate room from the rest of the work.]

[Footnote 40: Laws of New York, Chapter 3 of the Consolidated Laws, as
amended to July 1, 1909, paragraph 86.]

[Footnote 41: "No State shall make or enforce any law which shall abridge
the privileges or immunities of citizens of the United States: nor shall
any State deprive any person of life, liberty, or property, without due
process of law, nor deny to any person within its jurisdiction the equal
protection of the laws."]

[Footnote 42: Jane Addams, "Democracy and Social Ethics."]

CHAPTER VII

SCIENTIFIC MANAGEMENT AS APPLIED TO WOMEN'S WORK

Within the last thirty years a new method of conducting work, called
Scientific Management, has been established in various businesses in the
United States, including "machine shops and factories, steel work and
paper mills, cotton mills and shoe shops, in bleacheries and dye works,
in printing and bookbinding, in lithographing establishments, in the
manufacture of type-writers and optical instruments, in constructing and
engineering work--and to some extent--the manufacturing departments of
the Army and Navy."[43]

Three of the enterprises to a greater or less degree reorganized by this
new system in this country employ women workers. These establishments are
a New Jersey cotton mill, a bleachery in Delaware, and a cloth finishing
factory in New England. The reduction of costs for the owning firms
inaugurating Scientific Management has already received a wide publicity.
It is the object of this account to present as clear a chronicle as has
been obtainable of the effect the methods of Scientific Management have
had on the fortunes of the workers--more especially on the hours, the
wages, and the general health of the women workers in these houses who
have so far experienced its training.[44]

What, then, are the new principles of management which have been
inaugurated? What is Scientific Management? The expression may perhaps
best be defined to lay readers by a lay writer by means of an outline of
the growth of its working principles in this company--an outline traced
as far as possible in the words of the engineers creating the system,
whose courtesy in the matter is here gratefully acknowledged.

I

In 1881, Mr. Frederick W. Taylor, the widely reverenced author of "The
Art of Cutting Metals" and of "Shop Management," then a young man of 21,
closed, in