``This enormous difference,'' Mr. Taylor goes on to say, ``exists in all the trades and branches of labor investigated, from pick- and-shovel men all the way up the scale to machinists and other skilled workmen. The multiplied output was not the product of a spurt or a period of overexertion; it was simply what a good man could keep up for a long term of years without injury to his health, become happier, and thrive under.''
Ask the head of any important business what is the first qualification of a foreman <p 6> or manager, and he will tell you ``ability to handle men.''
Men who know how to get maximum results out of machines are common; the power to get the maximum of work out of subordinates or out of yourself is a much rarer possession.
Yet this power is not necessarily a sixth sense or a fixed attribute of personality. It is based on knowledge of the workings of the other man's mind, either intuitive or acquired. It is the purpose of this and su
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