will be two distinct systems of management in operation in the same
shop; and in many cases it is desirable to have the men working under
the new system managed by an entirely different set of foremen, etc.,
from those under the old.

The first step, after deciding upon the type of organization, should be
the selection of a competent man to take charge of the introduction of
the new system. The manager should think himself fortunate if he can get
such a man at almost any price, since the task is a difficult and
thankless one and but few men can be found who possess the necessary
information coupled with the knowledge of men, the nerve, and the tact
required for success in this work. The manager should keep himself free
as far as possible from all active part in the introduction of the new
system. While changes are going on it will require his entire energies
to see that there is no falling off in the efficiency of the old system
and that the quality and quantity of the output is kept up. The mistake
which is usually made when a change in system is decided upon is that
the manager and his principal assistants undertake to make all of the
improvements themselves during their spare time, with the common result
that weeks, months, and years go by without anything great being
accomplished. The respective duties of the manager and the man in charge
of improvement, and the limits of the authority of the latter should be
clearly defined and agreed upon, always bearing in mind that
responsibility should invariably be accompanied by its corresponding
measure of authority.

The worst mistake that can be made is to refer to any part of the system
as being "on trial." Once a given step is decided upon, all parties must
be made to understand that it will go whether any one around the place
likes it or not. In making changes in system the things that are given a