The fourth point is control. Does it not strike wonder to think how some men have under them, either in their industrial plant, or in their railway systems, or in their syndicate-work, anywhere from a few hundred to ten, fifteen, or twenty thousand men? How do they maintain discipline, either themselves, or through their subordinates? This problem of control is a serious one in business. Every angry threat, every sullen hour, each case of insubordination, every strike, every widespread dissatisfaction, means economic waste. It means expense both of time and money to send for Pinkertons to keep order and preserve discipline. The man who adds to his technical skill, and his knowledge of the market, the power of control adds great force and value to his work. Higher yet is executive force, the power to adjust responsibilities and duties in such a way as to get back a high economic return in the way of service. But above all, there is that force of character which impresses itself on a company, on a decade, on a generation--so that some names are handed down in business from generation to generation, all men knowing that from father to son, and again to his son, there will pass down that certain integrity, nobility, steadfastness of purpose, fidelity, and honor which give credit throughout the business world, and which promise health and happiness for those who are happy to be in their employ. Before a man complains of his wages, then, let him ask himself: Have I mastered my work? Am I loyal? Am I capable of larger responsibilities, and of wider control? THIRD WILLIAM MORRIS says: "_It is right and necessary that all men should have work to do which shall be worth doing, and be of itself pleasant to do: and which should be done under such conditions as would make it neither over-wearisome, nor over-anxious._" This theorem cannot be upheld in its entirety, though there is a deep truth beneath it. There are many things, such as the collecting of garbage, the washing of the dead poor, the cleaning of cesspools, the butchery of cattle for the market, and the execution of capital criminals, which can scarcely be called pleasant to do, and must yet be done. As long as the world is the world, and there is in it sin, decay, disease, and death, we cannot hope to make the work or the conditions of work absolutely ideal: we _can_ make ideal the spirit in which work is done!