The organization should be laid out from the bottom upward, rather than from the top downward. The laborer is responsible practically for carrying out the instructions of his foreman to the satisfaction of his foreman and of no one else, and for this reason he should not work under the impression that anyone except his own foreman is likely to discharge him, to criticise him, or to praise him. If his foreman be the right sort of man, the laborer, with his dozen associates, will have at heart, besides the interests of the work, a strong feeling of personal loyalty to the foreman; and this feeling will be reciprocated by the foreman. If a foreman be noticed vigorously complaining that the men he has to deal with are inefficient, incompetent, and a disgrace to civilization compared to the men he had to work with some years before, he may as a general thing be put down as a "blow─hard" and of little value to the organization. The most successful are usually the ones who are ordinarily quiet, cool under emergency, and yet of sufficient determination to inspire among the men a wholesome respect for them. A man who loses his temper on the work for any reason, does not, as a general thing, make a good foreman or superintendent. The relations obtaining between the men and their foreman, should obtain to a more marked degree between the foreman and their superintendent. Briefly stated, every man on the job should have to look for orders from one man and only one man; and he should be responsible to that man for the satisfactory performance of those orders. Conflicting orders can be avoided only by systematic compliance with the rule just above outlined. It sometimes happens after periods of financial depression, or as a result of special conditions, that it is feasible to reduce the pay of a good many men on the work. This should always be done with great care and after an intimate knowledge has been obtained of the personalities of the men affected. As a general thing, if you cut down a man's pay 10 per cent, you will cut down the work 20 per cent, at least for a time; and it frequently happens that after such a pay reduction, small, petty depredations on the work are committed. Articles get stolen; machinery is damaged by "sore heads." It is usually unwise to reduce the pay of a few men. As a general policy, where a small percentage of the working force is to be affected, it is better to discharge a few men outright, and endeavor by economic methods to increase the output of the others. Differential pay is a prolific source of trouble, and it is very common. By this is meant the payment to different men of different rates for the performance of the same work. The men who obtain the less pay think that their pay ought to be raised; and the man who gets the most pay can in no probability appreciate the fact that he may be over─paid. Rather than cut his pay down, it is well, if possible, to put him at some other class of work.