"SYSTEMS" SHOW AN APPRECIATION OF PSYCHOLOGY.--The "Systems," standing orders or collections of written directions, that are evolved at this stage have a permanent value. This is especially true when the directions, often called "rules," contain the reason for the rule. There is a decided awakening to the importance of Psychology in this appeal to the reason of the worker. He is not affronted by being forced to follow directions for which he is given no reason and which he has no reason to believe have been scientifically derived. These rules, in a certain typical case, are stated in simple language, some in the form of commands, some in the form of suggestions, and are obviously so prepared as to be understood and obeyed by the workers with the least possible amount of effort, opposition and time. As ample opportunity is given for suggestions, the worker's attention and interest are held, and any craving he may have for self-expression is gratified. SYSTEMS PERMANENTLY USEFUL.--These systems, collections of rules, directions or standing orders are useful even when Ultimate Management is completely installed-- 1. for use as records of successful methods which may be scientifically studied for elements. 2. for use by the instruction card clerk in explaining to the men why the rules on the instruction card are given. RELATION OF SYSTEMS TO STANDARDS SHOULD BE EMPHASIZED.--The worker is too often not made to understand the relation of Systems to Standards. The average worker does not object to Systems, because he realizes that the System is a collection of his best, least wasteful methods of doing work. When he can be convinced that standards are only efficient elements of his own methods scientifically studied and combined, any opposition to them will disappear. THE PERSONAL NOTE OF THE "SYSTEM" SHOULD BE PRESERVED.--Perhaps one thing that makes the typical "Systems" so attractive is the personal note that they contain. Illustrated with pictures of successful work that the workers themselves have done, often containing pictures of the men themselves that illustrate successful methods, with mention of the names of men who have offered valuable suggestions or inventions, they make the worker feel his part in successful results. They conserve the old spirit of cooeperation between the master and his apprentices. The conditions of modern industry make it extremely difficult to conserve this feeling. Scientific Management is successful not only because it makes possible a more effective cooeperation than has ever existed since the old "master-and-apprentice" relation died out, but also because it conserves in the Systems the interim channel for personal communication between the various members of the organization.