Traditional Management there is no way of knowing that good health and increased strength will result from the work, and we know that in many cases poor health and depleted strength have been the outcome of the work.  We may say then fairly, as far as physical improvement is concerned that, though it might be the outcome of Traditional Management, it was rather in spite of Traditional Management, in the sense at least that the management had nothing to do with it, and had absolutely no way of providing for it.  The moment that it was provided for in any systematic way, the Traditional Management vanished.

NO DIRECTED MENTAL DEVELOPMENT.—­Second, mental development.  Here, again, there being no fixed habits, no specially trained habit of attention, no standard, there was no way of knowing that the man’s mind was improving.  Naturally, all minds improve merely with experience.  Experience must be gathered in, and must be embodied into judgment.  There is absolutely no way of estimating what the average need in this line would be, it varies so much with the temperament 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.