A very large number of employers have not realized yet that the sympathetic management of labour is a special art, calling for peculiar qualities of temperament and tact. Until that is accepted as sound economics there can never be co-operation. Technical experience is the usual qualification required of a foreman, seldom, if ever, is the least regard paid to his ability to handle men sympathetically so as to get the best out of them. Yet that, much more than technical capacity, contributes to workshop efficiency. There are many persons wholly unfitted by nature to have the charge of men, more especially to perform the responsible duty of taking on and discharging them. Their presence in a shop is a chronic source of irritation, and keeps the men’s backs perpetually up. Co-operation, under such conditions, cannot exist. An outsider entering the shop can feel the strained relationship almost intuitively. A sort of nervous tension seems to pervade the place. No cheery words are exchanged between men and manager, as the latter passes through the shop. A notice is often found in the office: “Workmen must wipe their feet before entering.” As a workman said to me: “No such direction is given to anyone who comes to place an order,” How much better to say to every one, “Please wipe your feet.” If a workman wants to see some one in authority he is kept hanging about, losing his piece-work earnings, or is brusquely told that the manager is engaged, while all the time he sees customers admitted with welcome to the office. One manager frankly told me that but for his clerk, who artfully got rid of the workman always wanting to see him, he would never have had any time to do his business. That indicates the attitude of mind that good employers are fighting against. It is not considered by unprogressive employers any part of the recognized duty of a manager to apply sympathy, understanding, and tact to the treatment of Labour. There is no doubt it requires very great time and patience and prolonged study and investigation of numerous circumstances which are on the surface trivial. A manager is often loath to devote to work of that kind time and energy which he thinks, and which many employers certainly think, can more profitably be spent in technical and commercial activity. An Illustration of its Successful Application