These figures are one answer to questions often asked abroad: "Why don't the British boost production? Why don't they work?" The answer is that they have boosted production and they are working. Early in 1957 the factory where Jaguar cars are made was almost entirely destroyed by fire. Great efforts by both management and labor put the factory back into production two weeks later. Production and productivity are rising fastest, of course, in the new industries such as electronics. But the economy is burdened by elderly industries such as coal-mining, where extra effort by labor and management cannot, because of existing equipment and conditions, produce dividends in production as they would elsewhere. Britain's long predominance in both industry and commerce, especially during the last half of the nineteenth century, fostered a lack of enterprise and lethargy in management that is highly unsuitable to the nation's present economic situation. This attitude lingered until the period after the last war when the situation became plainly desperate. Changes of styling and packaging abroad failed to impress British business. "We make a much better product than some of this flashy foreign stuff," one was told loftily. "Let them have their fancy wrappings." Memories of the golden days of the last century also encouraged a conservative attitude toward change in business methods or the routine of production. Some of the larger industries, however, emerged from the war intent on drastic changes, and others, less progressive, were forced to change by the increased competition for export markets and by the new necessity of using the restricted quantities of raw materials to greatest advantage. Industrial engineering, including work study, work simplification, plant layout, and planned maintenance, has become a primary concern of industrial management. Many of the managers--the managerial class is about half a million strong--are much more interested in new methods of industry than are the workers. Any innovation that seems to disturb the happy condition of full employment and high wages can provoke discontent among the workers. The more progressive unions are doing their best to explain and advocate change. It is in the middle ranks of labor's officer class, the ranks most interested in the emotional support of "the lads," that the strongest resistance to change is located. Management in industry, therefore, is beginning to assume some of the importance and standing that it attained long ago in the United States. Facilities for training in management are increasing, although the majority of today's managers never received any special training. Trade unions, employers' associations, and individual concerns are pressing forward with training schemes.