Shop Management

192 SHOP MANAGEMENT way but specifying in every small particular, just what he is to do and how he is to do it. Third. It is of the utmost importance in starting to make a change that the energies of the manage- ment should be centered upon one single workman, and that no further attempt at improvement should be made until entire success has been secured in this case. Judgment should be used in selecting for a start work of such a character that the most clear cut and definite directions can be given regard- ing it, so that failure to carry out these directions will constitute direct disobedience of a single, straightforward order. Fourth. In case the workman fails to carry out the order the management should be prepared to demonstrate that the work called for can be done by having some one connected with the management actually do it in the time called for. The mistake which is usually made in dealing with union men, lies in giving an order which affects a number of workmen at the same time and in laying stress upon the increase in the output which is de- manded instead of emphasizing one by one the details which the workman is to carry out in order to attain the desired result. In the first case a clear issue is raised: say that the man must turn out fifty per cent, more pieces than he has in the past, and therefore it will be assumed by most people that he must work fifty per cent, harder. In this issue the union is more than likely to have the sympathy of the general public, and they can logically take it up and fight upon it. If, however, the workman is