also encouraged by the fact that the worker is
made to believe that he is capable, and has the will to overcome
obstacles. He knows that the management believes he can do the work,
or the instruction card would not have been issued to him. Moreover,
he sees that the teacher and demonstrator is a man promoted from his
rank, and he is convinced, therefore, that what the teacher can do
he also can do.[58]

SCIENTIFIC MANAGEMENT PROVIDES STANDARDS FOR IMITATION.--It is
of immense value in obtaining valuable results from imitation, that
Scientific Management provides standards. Under Traditional
Management, it was almost impossible for a worker to decide which
man he should imitate. Even though he might come to determine, by
constant observation, after a time, which man he desired to imitate,
he would not know in how far he would do well to copy any particular
method. Recording individually measured output under Transitory
Management allows of determining the man of high score, and either
using him as a model, or formulating his method into rules. Under
Scientific Management, the instruction card furnishes a method which
the worker knows that he can imitate exactly, with predetermined
results.

IMITATION IS EXPECTED OF ALL.--As standardization applies to the
work of all, so imitation of standards is expected of all. This fact
the teacher under Scientific Management can use to advantage, as an
added incentive to imitation. Any dislike of imitation is further
decreased, by making clear to every worker that those who are under
him are expected to imitate him,--and that he must, himself, imitate
his teachers, in order to set a worthy example.

IMITATION LEADS TO EMULATION.--Imitation, as provided for by
teaching under Scientific Management, and admiration for the
skillful teacher, or the standard imitated, naturally stimulate
emulation. This emulation takes three forms:

1. Competition with the records of others.
2. Competition with one's own record.
3. Competition with the standard record.

NO HARD FEELING AROUSED.--In the first sort of competition only
is there a possibility of hard feeling being aroused, but danger of
this is practically eliminated by the fact that rewards are provided
for all who are successful. In the second sort of competition, the
worker, by matching himself against what he has done, measures his
own increased efficiency. In the third sort of competition, there is
the a