2. Responsibility for others is provided for by the inter-relation of all functions. It is not necessary that all workers under Scientific Management should understand all about it. However, many do understand, and the more that they do understand, the more they realize that everybody working under Scientific Management is more or less dependent upon everybody else. Every worker must feel this, more or less, when he realizes that there are eight functional bosses over him, who are closely related to him, on whom he is dependent, and who are more or less dependent upon him. The very fact that the planning is separated from the performing, means that more men are directly interested in any one piece of work; in fact, that every individual piece of work that is done is in some way a bond between a great number of men, some of whom are planning and some of whom are performing it. This responsibility for others is made even more close in the dependent bonuses which are a part of Scientific Management, a man's pay being dependent upon the work of those who are working under him. Certainly, nothing could bring the fact more closely to the attention of each and every worker under this system, than associating it with the pay envelope. 3. Appreciation of standing is fostered by (a) individual records. Through these the individual himself knows what he has done, his fellows know, and the management knows. (b) comparative records, which show even those who might not make the comparison, exactly how each worker stands, with relation to his mates, or with relation to his past records. This appreciation of standing is well exemplified in the happy phrasing of Mr. Gantt--"There is in every workroom a fashion, or habit of work, and the new worker follows that fashion, for it isn't respectable not to. The man or woman who ignores fashion does not get much pleasure from associating with those that follow it, and the new member consequently tries to fall in with the sentiment of the community.[3] Our chart shows that the stronger the sentiment in favor of industry is, the harder the new member tries and the sooner he succeeds." 4. Self-control is developed by (a) the habits of inhibition fostered by Scientific Management,--that is to say, when the right habits are formed, necessarily many wrong habits are eliminated. It becomes a part of Scientific Management to inhibit all inattention and wrong habits, and to concentrate upon the things desired. This is further aided by (b) the distinct goal and the distinct task which Scientific Management gives, which allow the man to hold himself well in control, to keep his poise and to advance steadily.