ay be obtained while
working along the natural and efficient lines of habit, and that
in one case we have had pleasure at great expense of wasted
energy, and in the other case we may have made a true progress for
ourselves and others by moving along the rational way.

The Manager's View.

The important duty of weighing up these various views devolves on
the management, and its action should be in accordance with the
complete and corrected view. It must consider the subject from a
top viewpoint, and must then act.

The manager keeps in mind that the machines must be built,
purchased, and used by human beings, so he carefully studies their
peculiarities. He knows that change of thought or habit requires
time.

In looking over the history of one of the companies engaged in
machine building, we find that the cost of the labor has been
lowered to about one-fifth of the original. In view of this and
the fact that a very slight change in model sometimes involves a
temporary increase in the cost of labor three-fold or more, we see
good reason for reluctance in making changes, even though we know
that two or three years later the labor cost may drop as low as
that previous to the change in model.

The inventor, the promoter, the salesman, and the oversanguine
manager do not always foresee such things.

The manager sees the enthusiasm with which the selling
organization hails the new model. He realizes that they know the
faults of the previous type, and he also knows that no one knows
the faults of the new, but he lets it go. Some enthusiasm must be
had, even if it be dearly purchased. He knows there will be many a
troublesome delay due to the newness, even if the whole scheme
proves very much better than the previous type.

This manager knows that his business success rests on the facility
with which the machines are satisfactorily built, the readiness of
the buyers, and, last but not least, the facility with which the
product is used. The facility with which the product will be used,
to his mind, is almost beyond overestimation.

Sub-division of Work.

The division of work into separate operations makes it possible to
divide the subject into relatively small sub-problems. This
division of the subject itself brings it within the capacity of
the lesser brains and makes it very much easier for a brain of
greater power. In other words, the subdivision of work makes
places in which all mental equipments may be