Shop Management

32 SHOP MANAGEMENT load, and immediately on the return walk slow down to a mile an hour, improving every opportunity for delay short of actually sitting down. In order to be sure not to do more than his lazy neighbor he would actually tire himself in his effort to go slow. These men were working under a foreman of good reputation and one highly thought of by his em- ployer who, when his attention was called to this state of things, answered: “Well, I can keep them from sitting down, but the devil can’t make them get a move on while they are at work.” The natural laziness of men is serious, but by far the greatest evil from which both workmen and em- ployers are suffering is the systematic soldiering which is almost universal under all of the ordinary schemes of management and which results from a careful study on the part of the workmen of what they think will promote their best interests. The writer was much interested recently to hear one small but experienced golf caddy boy of twelve explaining to a green caddy who had shown special energy and interest the necessity of going slow and lagging behind his man when he came up to the ball, showing him that since they were paid by the hour, the faster they went the less money they got, and finally telling him that if he went too fast the other boys would give him a licking. This represents a type of systematic soldiering which is not, however, very serious, since it is done with the knowledge of the employer, who can quite easily break it up if he wishes. The greater part of the systematic soldiering, how-