efficient organization can be built up without spending money. The
spending of money for good machinery appeals to them because they can
see machines after they are bought; but putting money into anything so
invisible, intangible, and to the average man so indefinite, as an
organization seems almost like throwing it away.

There is no question that when the work to be done is at all
complicated, a good organization with a poor plant will give better
results than the best plant with a poor organization. One of the most
successful manufacturers in this country was asked recently by a number
of financiers whether he thought that the difference between one style
of organization and another amounted to much providing the company had
an up-to-date plant properly located. His answer was, "If I had to
choose now between abandoning my present organization and burning down
all of my plants which have cost me millions, I should choose the
latter. My plants could be rebuilt in a short while with borrowed money,
but I could hardly replace my organization in a generation."

Modern engineering can almost be called an exact science; each year
removes it further from guess work and from rule-of-thumb methods and
establishes it more firmly upon the foundation of fixed principles.

The writer feels that management is also destined to become more of an
art, and that many of the, elements which are now believed to be outside
the field of exact knowledge will soon be standardized tabulated,
accepted, and used, as are now many of the elements of engineering.
Management will be studied as an art and will rest upon well recognized,
clearly defined, and fixed principles instead of depending upon more or
less hazy ideas received from a limited observation of the few
organizations with which the individual may have come in contact. There