Shop Management

SHOP MANAGEMENT 129 owners of an enterprise shall be made to understand, at least in a general way, what is involved in the change. They should be informed of the leading objects which the new system aims at, such, for in- stance, as rendering mutual the interests of employer and employé through “high wages and low labor cost,” the gradual selection and development of a body of first class picked workmen who will work extra hard and receive extra high wages and be dealt with individually instead of in masses. They should thoroughly understand that this can only be accom- plished through the adoption of precise and exact methods, and having each smallest detail, both as to methods and appliances, carefully selected so as to be the best of its kind. They should understand the general philosophy of the system and should see that, as a whole, it must be in harmony with its few leading ideas, and that principles and details which are admi- rable in one type of management have no place what- ever in another. They should be shown that it pays to employ an especial corps to introduce a new system just as it pays to employ especial designers and work- men to build a new plant; that, while a new system is being introduced, almost twice the number of fore- men are required as are needed to run it after it is in; that all of this costs money, but that, unlike a new plant, returns begin to come in almost from the start from improved methods and appliances as they are introduced, and that in most cases the new system more than pays for itself as it goes along; that time, and a great deal of time, is involved in a radical change in management, and that in the case of a