SELDOM AN INDIVIDUAL REWARD UNDER TRADITIONAL MANAGEMENT.--As a typical example of disregard of individuality, the worker in the household may be cited, and especially the "general housework girl." Selected with no knowledge of her capabilities, and with little or no scientific or even systematized knowledge of the work that she is expected to do, there is little or no thought of a prescribed and definite task, no teaching specially adapted to the individual needs of the taught, and no reward in proportion to efficiency. CAUSE OF THESE LACKS UNDER TRADITIONAL MANAGEMENT.--The fault lies not in any desire of the managers to do poor or wasteful work, or to treat their workers unfairly,--but in a lack of knowledge and of accurate methods for obtaining, conserving and transmitting knowledge. Under Traditional Management no one individual knows precisely what is to be done. Such management seldom knows how work could best be done;--never knows how much work each individual can do.[7] Understanding neither work nor workers, it can not adjust the one to the other so as to obtain least waste. Having no conception of the importance of accurate measurement, it has no thought of the individual as a unit. INDIVIDUALITY RECOGNIZED UNDER TRANSITORY MANAGEMENT.-- Recognition of individuality is one of the principles first apparent under Transitory Management. This is apt to demonstrate itself first of all in causing the outputs of the workers to "show up" separately, rewarding these separated outputs, and rewarding each worker for his individual output. BENEFITS OF THIS RECOGNITION.--The benefits of introducing these features first are that the worker, (1) seeing his individual output, is stimulated to measure it, and (2) receiving compensation in accordance with his output, is satisfied; and (3) observing that records are necessary to determine the amount of output and pay, is glad to have accurate measurement and the other features of Scientific Management introduced. INDIVIDUALITY A FUNDAMENTAL PRINCIPLE OF SCIENTIFIC MANAGEMENT.--Under Scientific Management the individual is the unit to be measured. Functionalization is based upon utilizing the particular powers and special abilities of each man. Measurement is of the individual man and his work. Analysis and synthesis build up methods by which the individual can best do his work. Standards are of the work of an individual, a standard man, and the task is always for an individual, being that percentage of the standard man's task that the particular individual can do. Records are of individuals, and are made in order to show and reward individual effort. Specific individuals are taught those things that they, individually, require. Incentives are individual both in the cases of rewards and punishments, and, finally, it is the welfare of the individual worker that is considered, without the sacrifice of any for the good of the whole.