When it was discovered that there were
limitations to labor's voluntary adaptation under the conditions laid
down, intelligent business in America decided that the responsibility
for realizing labor's adaptation or "labor's cooeperation" as they
call it, must be assumed by the management of industry and that that
management must be scientifically worked out and applied.
Scientific management is scientific as it subjects the labor
operations on each job, each specific job to be performed in a
factory, to a testing out of the energy consumed; to discovering
how to secure labor's maximum productivity without waste of time or
energy. It is scientific as the manager's state of mind towards the
physical and psychological reactions of the workers is one of inquiry
and a readiness to accept, as facts of mechanical science are
accepted, the reaction of the workers. A scientific manager, or
engineer as he is often called, bears the same relation to the labor
force in a factory that an electrical engineer bears to the electrical
equipment. If his attention to the emotional reaction of the workers
is less detached than scientific standards require, it must be
remembered that he is trying to make adjustments which must first of
all meet definite business conditions. Where the reactions of the
workers interfere with the whole scheme of business administration,
(and interfere they ceaselessly do), he has to substitute measures
which are not strictly speaking scientific.
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