homemoney to purchasehow It does not try to relieve managers of the responsibility for choosing their staff, but to give them skilled assistance in this task. Its main values are to give top managers a chance to get an informed and detached view on the appointment and the relationships involved, to provide specialized facilities, to recruit possible candidates, and to bring an experienced judgement to bear at the selection stage. The final responsibility, however, always lies with the employer. It is the traditional role of the consultant, comparable with the services available in other urgent fields. The advice is directed to ensuring that there really is a square hole and the fitting of a square peg into it all too rare a thing. Although one purpose of training for management is to make possible the introduction of new methods and techniques, the primary need is to provide for the succession. As the present managers retire, leave, or are promoted to higher levels, there must be men with suitable training and experience from whom selection can be made to fill the vacancies as they occur. It may be right that vacancies should sometimes be filled from outside, for new men will bring in the stimulus of new ideas and difiFerent standards, but it is risky, expensive, and disappointing to the existing staff to be forced to look outside as a panic measure. How strange to be enunciating such seemingly obvious truths ! But how seldom are they grasped. A form of Micawberism in the matter of management succession 'somebody will turn up' is all too prevalent. A full training policy will therefore start with the recruitment of young men of the right calibre, for unless the essentials of character, intelligence, and personality are present at the start, no subsequent training can develop them. Careful thought should be given to the number of potential managers who should be recruited. It should be realized that wastage of staff by voluntary leaving, or by the inexorable statistics of death and sickness over the thirty years from ages twentyfive to fiftyfive, has been as high as seventy per cent; even if the upheavals and slaughter of wars are eliminated in the future it will still be necessary to provide about three times as many recruits at the entry into the pipeline as need to emerge at the management end twenty or thirty years later. This estimate of the right number to recruit is not easy to fix. Overprovision is expensive and causes disappointmeftt to those who cannot be promoted. This book has emphasized strongly that there is a continuous gradation in the scope of management responsibilities, from foreman or firstline supervisor up to the top policymaking group and down again. There is no point in the chain at which it can be said that the function of management ceases. Management responsibility in varying degree and scope exists at all levels down to firstlevel supervision, including the heads of staff departments who are not in the direct chain, and training must provide for the development of men to fill all such positions. Household