To return to that part of the library machine that affects the library staff, I have many times heard assistants complain of incidents of organization and systematization that seemed to them too much like those in vogue in commercial institutions. Now it may be freely admitted that there is a difference between the library and the store or the factory, or more generally between any institution for the public good and one for private gain. In the former the public advantage is the prime object, and to attain it we must often consult the comfort or convenience of the administrators. In the latter, the advantage of the administrators is the prime object, and to gain it they are generally forced to consult the comfort and convenience of the public. The primary and secondary elements are reversed, but they exist in each. Both the department store and the library must look out for the public. It is the library’s business to do so, and it is in the store’s business advantage to do the same. It is hard to see, therefore, why any kind of system that will make a store work better is not worth looking into by a librarian. The systematization in the staff of an up-to-date, modern business organization, and in its work, is a continual surprise to him who has not looked into such things for a score of years. The stores and the factories are ahead of librarians in this respect, and we may as well admit it. After all, this is natural. What is to one’s business advantage is always done better than what is merely one’s business. But there is no reason why we should not study these better methods and imitate those that are worth copying.