ent of the man. Again, it would usually be a thing that the
man himself was responsible for, and not the management, certainly
not the management in any impersonal sense. Some one man over an
individual worker might be largely responsible for improving him
intellectually. If this were so, it would be because of the
temperament of the over-man, or because of his friendly desire to
impart a mental stimulus; seldom, if ever, because the management
provided for its being imparted. Thus, there was absolutely no way
of predicting that wider or deeper interest, or that increased
mental capacity, would take place.

MORAL DEVELOPMENT DOUBTFUL.--As for moral development, in the
average Traditional Management it was not only not provided for, but
rather doubtful. A man had very little chance to develop real,
personal responsibilities, in that there was always some one over
him who was watching him, who disciplined him and corrected him, who
handed in the reports for him, with the result that he was in a very
slight sense a free agent. Only men higher up, the foremen and the
superintendents could obtain real development from personal
responsibilities. Neither was there much development of
responsibility for others, in the sense of being responsible for
personal development of others. Having no accurate standards to
judge by, there was little or no possibility of appreciation of the
relative standing of the men, either by the individual of himself,
or by others of his ability. The man could be admired for his
strength, or his skill, but not for his real efficiency, as measured
in any satisfactory way. The management taught self-control in the
most rudimentary way, or not at all. There was no distinct goal for
the average man, neither was there any distinct way to arrive at
such a goal; it was simply a case, with the man lower down, of
making good for any one day and getting that day's pay. In the more
enlightened forms of Traditional Management, a chance for promotion
was always fairly sure, but the moment that the line of promotion
became assured, we may say that Traditional Management had really
ceased, and some form of Transitory Management was in operation.

"SQUARE DEAL" LACKING.--Perhaps the worst lack under Traditional
Management is the lack of the "square deal." In the first place,
even the most efficient worker under this form of management was not
sure of his place. This not only meant worry on his part, which
d