The above items, while they do not express by any means all the things an executive does and does not do, set forth with fair adequacy the essentials of the manager's job.

In order that these four processes of organization, planning, the supplying of incentives, and supervision, may function properly, however, so that there may be additional security that managers and men do not work at cross purposes, there is need of those carefully worked out rules of the business game which, in contrast to rule-of-thumb, we may term scientific management.

The story of the very early steps in scientific management as worked out in the yards of the Bethlehem Steel Company, where from 400 to 600 shovelers were under the charge of Frederick W. Taylor, has become a classic. The belief current among managers at the time was that to shovel materials a man must simply shovel, and this these men were doing— sixteen tons daily. Taylor believed that without longer hours

or more intense effort on the part of the men, output could be materially increased; and accordingly he put into operation his now well-known four principles of scientific management.

Principles of Scientific Management

1. The Development of a Science for Each Element of a Man's Work, Which Replaces the Old Rule-of-Thumb Method. The proper size of shovel as the result of a considerable number of experiments was found to be that which held twentyone pounds; consequently eight or ten different kinds of shovels were provided, each designed to hold twenty-one pounds, the larger shovel for materials of light weight and the smaller for the heavy. The method of inserting the shovel into the material, the speed at which the shoveling should be done, the proportion of time a man should be under load and at rest, were among the other elements studied.

2. The Scientific Selection of Workmen. Not all the laborers were found properly equipped to be shovelers, hence further study was made in order to determine the type best adapted for the work at hand. Those not meeting the requirements were transferred elsewhere, leaving as shovelers in the end a gang of laborers who were picked men.

3. The Bringing Together of the Selected Workmen and the Science. The men were trained to shovel by teachers provided for that purpose, and as a further incentive a bonus system of wages was introduced.

4. The Almost Equal Division of Work Between the Management and the Men. Whereas under rule-of-thumb a man set about his work with little co-operation from the management, under the plan here put into operation an office force was installed which planned the work at least a day in advance.

The result of this elaborate system-tool room, office, telephones, additional tools, time-study men, clerks, foremen, and

labor superintendent-was that output increased from sixteen tons to fifty-nine, wages from $1.15 to $1.88, and ton cost to the company, all expenses included, was reduced from 7 1/5 cents to 3 1/3 cents. These results were the fruits of standardization.

Standardization produces a rule book for the business. game, and the executive ought not to cease until systematic rules are in force throughout the entire organization. He is interested alike in :

Standards for the factory.

Quotas for the sales department.

Standards for the office and the accounting depart

ments.

Budgets for the financial department.

When these have been developed and put into operation, the organization will run smoothly because subject to rule.

Charting the Manager's Responsibilities

While a discussion of these various standards would take us too far afield, we are nevertheless concerned that the manager guide himself correctly through these rules of the business game. In his attempt to do so the executive will seek most of all to know clearly what he is responsible for; what is his job.

"The manager should be a hair-spring-not a mainspring," is the way W. A. Field, General Superintendent of the South Works, Illinois Steel Company, conceives his position. "He should not have to drive his organization, but merely hold it back, regulate it, keep it in adjustment."

"Doing what no one else can do," is the way J. B. Kendall, head of a real estate concern, puts it. He blocks out the big plan, finances it, and then turns it over to his lieutenants to be realized.