termining by
scientific analysis the rate of speed and the working conditions under
which machine power and human energy can be at once most productively and
continuously employed, is really new, and differs radically from former
business management, however ably systematized.

"But these," said Mr. Taylor, in speaking of the methods of Scientific
Management, "are incidents in the course of Scientific Management. Its
great underlying purpose is the achievement of prosperity for the workers
and for the employers." Mr. Taylor's definition of prosperity, given on
another occasion, is one of the finest the present writer has ever heard.
"By a man's prosperity, I mean his best use of his highest powers."

It may be asked, after the efficiency of workers has been increased by
scientific study, what provision is made by scientific study for their
increased compensation. While Mr. Taylor was at the Bethlehem Steel
Company, Mr. Henry L. Gantt, then engaged with him in reorganizing the
Bethlehem Steel Works, first applied the Bonus and Task system of
compensation, which may be described loosely as a premium paid if a
certain predetermined amount be accomplished in a certain time. Its
general principles are these:[48]--

1. "A scientific investigation in detail of each piece of work and the
determination of the best method and the shortest time in which the work
can be done."

2. "A teacher capable of teaching the best methods and shortest time."

3. "Reward for both teacher and pupil, when the latter is
successful."[49]

II

About five years ago Mr. Gantt was consulted concerning the application
of Scientific Management in a New England Cloth Finishing house. The
installation of the new system here began on the eve of a strike which
the workers lost. The history of this strike and its causes is not a part
of this account. Only these facts concerning it bear upon the present
subject. The strike started among the men folders, then folding 155
pieces of cloth a day for $10 a week on week wages, and asking for ten
per cent increase of wage without increase of output. The women folders'
wage on lighter work was $7.50. As will be seen, this request was met by
Scientific Management. The wage was increased far beyond ten per cent.
The output was increased, both by improved mechanical methods, and by a
standard of more expert work, to from 447 to 887 pieces a day. The
engineers of Scientific Management had not on either one side