ages of a study of the psychology of management that the
subject absolutely demands from the start, and insists in every
stage of the work, on this relationship of the body to the mind, and
of the surroundings, equipment, etc., of the worker to his work.

It is almost impossible, in management, to separate the subject
of the worker from that of his work, or to think of the worker as
not working except in such a sense as "ceasing-from-work,"
"about-to-work," "resting to overcome fatigue of work," or "resting
during periods of unavoidable delays." The relation of the worker to
his work is constantly in the mind of the manager. It is for this
reason that not only does management owe much to psychology, but
that psychology, as applied to any line of study, will, ultimately,
be recognized as owing much to the science of management.

RELATIVE EMPHASIS ON INDIVIDUAL AND CLASS.--Under Traditional
Management the gang, or the class, usually receives the chief
emphasis. If the individual developed, as he undoubtedly did, in
many kinds of mechanical work, especially in small organizations, it
was more or less because it was not possible for the managers to
organize the various individuals into classes or gangs. In the
transitory stage the emphasis is shifting. Under Scientific
Management the emphasis is most decidedly and emphatically upon the
individual as the unit to be managed, as has been shown.

INDIVIDUAL AS THE UNIT.--Under Traditional Management the
individual was seldom the unit. Under Transitory Management the
individual is the unit, but there is not much emphasis in the early
stages placed upon his peculiarities and personalities. Under
Scientific Management the unit is always the individual, and the
utilizing and strengthening of his personal traits, special ability
and skill is a dominating feature.

EMPHASIS ON IDIOSYNCRASIES.--Under Traditional Management there
is either no consideration given to idiosyncrasies, or too wide a
latitude is allowed. In cases where no consideration is given, there
is often either a pride in the managers in "treating all men alike,"
though they might respond better to different handling, or else the
individual is undirected and his personality manifests itself in all
sorts of unguided directions, many of which must necessarily be
wasteful, unproductive, or incomplete in development. Under
Scientific Management, functionalization, as will be shown, provides
for the uti