Yet even in these same modern, scientifically organized bazaars of today, the system rarely ever can be better than the men who direct it. Four thousand years of business progress between the two Bagdads have not taken from man his God-given power to make or break the best of systems. And Macy's, with its own business system organized, carefully developed and upbuilded through sixty-three long years, is still dependent to no little degree upon the faith and loyalty and interest of its men and women; that same thing which in the days of the war just past we first learned to know by that new name--morale. Under the sign of the Red Star there are at all times these days not less than five thousand workers; in the Christmas season this pay-roll list runs quickly to seven thousand or over. Then it is that the Macy family takes its most impressive dimensions. Seven thousand souls! It is the population of a good sized town! It is four good regiments--it is the New York Hippodrome with every one of its seats filled and eighteen hundred folk left standing up! Yet even the all-the-year minimum of five thousand men and women--roughly speaking, one-third men and two-thirds women--is an impressive array. It is a human force which only gains impressiveness when one finds that all but three hundred of it are employed beneath a single roof. The small outside group chiefly comprises those in the delivery stations. To bring action, foresight, co-operation, correlation--and finally morale--into such a force is a thing not gained by merely talking or thinking about it, but by long study, experimentation and great continued effort. Which means, in turn, that Macy's, among several other things, is a responsibility. For, as we shall presently see, there are any number of problems in addition to those of buying and selling; problems in the solving of which unceasing demands are made upon the store's time, money and heart. It is, in the last analysis a matter of mere good business at that. Yet at Macy's it has been considerably more. And the store's satisfaction in realizing that it was a very early and a very advanced pioneer in developing personnel--and morale--as necessary factors in modern merchandising is a very large one indeed. A machine or a family--or a department-store--is only as good as its component parts, and by the fact that there is a strict interdependence between the whole and its parts, the success of Macy's must mean that the rank and file of its employees maintain a high average of intelligence, initiative and loyalty. That these qualities are successfully co-ordinated in Macy's is due to real leadership, and it is to this same leadership that we may look for the basis of the store's morale. Little things indicate. And indicate clearly. Here on the wall of the passageway at the head of the main employee's stair is a placard which reads: