_How to Give an Order._--In the first place do not give too many orders, give as few as possible. Remember the requirements of the modern theory of command. Here is where they apply directly. Therefore you first make sure that the order is necessary, and that the thing to be done is reasonable. Then pick a suitable man to do this particular thing, call this man by name and thus get his attention, and then in a quiet tone tell him to do so and so, just as a baseball captain tells a member of the team to cover third base. There is no question of obedience, no thought of it. Your quiet tone does not assume that the man is deaf, or a surly dog, or a criminal, but does assume that he is an intelligent, loyal member of the team of which you are captain. It will not occur to him to disobey such an order. _How Not to Give Orders._--On the other hand you will yourself stimulate his disobedience if by tone or words you insult his manliness, question his loyalty and obedience, or by threats dare him to disobey. We see this often illustrated in the affairs of daily life, where men untrained in authority are required to exercise it, and generally give orders in such a manner as to stir up trouble rather than to get cheerful obedience. This is certainly true with most street car conductors and similar holders of a brief authority. By observation you may get a dozen lessons daily in giving orders--ten how not to give them, and two how to do it to get results without friction. I once visited as their first regular army instructor a rather new troop of National Guard cavalry that had somewhere gotten the idea that obedience to orders would result in proportion to noise. Every order was roared at the men, and generally accompanied by a volley of profanity, in a pathetic effort to exercise authority. It was an astonishing exhibition of not knowing how to handle men, and naturally did not command the respect or obedience of the meanest man in the troop. It was a pleasure to watch the keenness with which they grasped the correct doctrine of command, and to see the discipline of the whole organization develop under the change. Those same men were fast becoming real leaders and no doubt carried through to success. It is clear then that disobedience may often be the direct result of the way in which the order was given, and you should remember this when investigating a case. While that may not justify your overlooking this particular offense, it should enable you to correct the cause of trouble and thus avoid continued offenses. You may be able to teach the subordinate to give orders correctly, or you may have to take away his authority.