<P> First . They develop a science for each element of a man's work, which replaces the old rule - of - thumb method . </P> <P> Second . They scientifically select and then train, teach, and develop the workman, whereas in the past he chose his own work and trained himself as best he could . Third . They heartily cooperate with the men so as to ensure all of the work being done is in accordance with the principles of the science which has been developed . Fourth . There is an almost equal division of the work and the responsibility between the management and the workmen . The management take over all work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility were thrown upon the men . </P> <P> Under the management of "initiative and incentive", the first three elements often exist in some form, but their importance is minor . However, under scientific management, they "form the very essence of the whole system". Taylor's summary of the fourth point is Under the management of "initiative and incentive" practically the whole problem is "up to the workman", while under scientific management fully one - half of the problem is "up to the management". It is up to the management to determine the best method to complete each task through a time and motion study, to train the worker in this method, and keep individual records for incentive based pay . </P> <P> Taylor devotes most of the remainder of the work to providing case studies to support his case, including: </P>

What are the main principles of scientific management