A point which the regulars dwelt upon even more emphatically was that the reserve officers did not know discipline and army forms. Some of these reservists had directed thousands of men in organizations at home, without knowing how to drill a company. In their experience, building railroad yards and warehouses did not require military etiquette. The men under them held even stronger convictions on the subject. They were doing the same kind of work that they did at home, and amid peaceful surroundings. If they were workmen and not soldiers, why should they have to submit to all the distinctions between rank and file? Must they salute every man with a gold bar who happened to pass along, when he was no nearer the front than they? He was not their boss. What mattered, except that they were "on the job"? Why did not these officers pay more attention to getting the tools and material whose lack hampered progress? The officers could only turn to their seniors, who turned to other seniors, on through the channels of authority, to the lack of shipping, and to the plants at home, where the workmen were being driven equally hard, but did not have to wear uniforms and crook elbows in salute. As for army forms, the reserve officers were ready to comply with them if they could find that there was any settled system; but army forms seemed to change to meet the requirements, as the reservists sometimes thought, of delaying action, when that suited a commanding officer's idea. Meanwhile, why should the assistant to the chief baker be an infantryman? Not that he wanted to be in the S. O. S.: he wanted to be at the front. Was the baking of bread taught only in the army? For the army, yes, thought the regulars. The complaints of the soldiers about the quality of the bread, which were warrantable, seemed to indicate that the regulars might have escaped blame by giving the responsibility to a civilian baker. A reserve officer whose business was automobile manufacture, serving in a repair shop under a cavalryman, did not deny that the cavalryman knew how to lead a squadron in a charge, but did he know about mending broken motor trucks? The civil engineer, who had once executed a contract for five millions, as he reported to a young West Point engineer who had been a lieutenant when we entered the war, might ponder the difference between theory and practice. A regular engineer lieutenant-colonel of twenty-nine said: "From what I have seen of the eminent civil engineers, I should think that they ought to be my subordinates." He was young; so was Napoleon at Marengo and Austerlitz. Both were soldiers.