interior Planning But even when that is admitted there are variations within the limits of what the market can afford which call upon management's best endeavours to ensure that there are proper rewards for those who merit them. This emphasis upon pay should not overshadow management's other obligations towards those who are being managed. It isimply placed first because in fact it is the first consideratidn. A swollen pay packet acceptable as it may be earned in conditions of squalor, of gross discomfort, of shop floor tyranny, or of doubtful security will always recoil on a management. Hence the preoccupation with conditions of working and with what is loosely called 'welfare'. Even if it is argued that the finest Works Canteen or Sick Bay is no substitute for money money that is to say, that is under one's own control to spend as one pleases there is a growing acceptance by management of the need to make conditions of work less discouraging than they used to be. There are fine shades to this question of staff welfare. Take the Cadbury organization at Bournville (or Lever Brothers at Port Sunlight) with their model village and staff amenities generally. Here is consideration for the employee carried to immense and stimulating lengths. But one is forced to wonder whether, in fact, the encroachment of management into the private lives of employees is, in the long run, desirable. Cadbury's record of staff turnover at their gigantic Bourn ville plants is impressively low. Perhaps the answer is that there will always be those who are prepared to surrender up something for the advantages of a conforming, community existence even when that community is exclusively concerned with the same kind of job under the same employer subject to quite a lot of local rules. That management should be concerned with the elimination of ugliness within its offices and factories is beyond argument. Here there are immense fields to conquer in a battle which starts from the design of factory and office buildings to the minutiae of good pictures on office walls, amenities that are sightly, decent colour schemes, and all the rest of it. This is a form of welfare that is not only enlightened but that pays dividends. The matter of retirement is also often taken too casually by management. A sudden transition from a full working day to no work at all can break a worker's spirit. A gradual phasingout of responsibilities so that the blow falls less hard is one answer to a question which becomes more urgent as technological advancement threatens the status and responsibilities of older men. With the growing selfconsciousness about management ends and means that has been accelerated by events since the Second World War, many wise and dedicated people have been studying the relationship of pay to other incentives. The abrupt statement at the start of this section that pay is the first priority needs qualification qualification in the sense that work is compounded of many factors of which personal satisfaction and recognition of achievement are two constituents. personal finance