In all cities we can see "dead" organizations. Many of these companies that are actually "dead" seem to have life in them because they continue to move, but in many instances the motion is only due to the momentum of a push that was given years ago. A "dead" organization may show signs of life in its gradual growth in size, but its real character is to be seen in the extent to which it is departing from specialization or by the continued use of antiquated methods and buildings. The departure from specialization is generally due to either lack of courage to discard obsolete designs or to an inclination to consider the business from the selling end only. It takes courage to discard an old model and it also takes courage to refuse to build some new invention. The indifferent management carries the old and takes on the new. This policy covering many years creates a condition that is far removed from the specialization plan. The management that views everything from the selling side of the business is also inclined to go on indefinitely increasing the line of goods manufactured. The drift away from specialization may not be disasters today or tomorrow, especially, if there are no competitors who are specialists, but the inevitable result will be the burial of the "dead" organization when a real competitor comes into the field. The calamity of the existence of "dead" industrial organizations is something more than the ultimate loss to the stockholders, it is the deplorable stagnation in which the workers find themselves with their progress blocked by lifeless management. SOME INDUSTRIAL HOWS, WHYS AND WHATS. How groups of men achieve the highest results in expenditure of given energy. What is necessary to establish such conditions. What are the most desirable opportunities. What are desirable industries. Why the need of building up habit-action. How a group of men, through team work, acquires a group habit- action by which their product greatly exceeds the product of the same number of men working without cooperation. How the individual ability and skill, as well as the group ability and skill is only to be acquired by repetition that establishes habit-action. Why repetition of operation is essential to acquisition of skill and special ability. What are the boundaries that divide the Jack of all Trades, the specialist and the victim of an overdose of repetition work. Why industrial managers should know the cardinal principles of invention, of industrial engineering, industrial management, industrial relations and the human factor in engineering and in the industries. Why a plant may be growing in size and paying dividends and may still be dead so far as the spirit of enterprise is concerned. Why some men try to manage industrial plants regardless of the cardinal principles of progress of workers and the state.