to buy a house A later chapter will be tackling the question of whether management can make people work better and it will be more appropriate to discuss incentives in that context. But it can be said at this point, even if it is repeated later, that management must face up to the unattractive fact that the majority of workers feel no sense of involvement in the company in which they are working. Their interest is primarily selfinterest because their basic loyalties as free people in a free society must be to outside, more personal interests, be they family, hobbies, religion, or friends. Management's job here is clear. It must be to manage so effectively and to ensure thst the work flow is so planned that the worker's first priority, adequate pay for work done, is properly met. Management leadership must accept all the responsibility for seeing this is done, especially in circumstances when the threat of the sack has almost become an anachronism. It is only when this is achieved that something akin to loyalty can be expected of the worker loyalty and, more important still, a sense of what Drucker calls 'willing dedication'. By way of postscript: it would be interesting to be allowed a Wellsian peep at the next fifty years in the matter of management for the employee. While today the question of equitable foment for work done, provided always there is a degree ofjob satisfaction, is an employee's priority, new factors may be gradually changing the situation. Overall improved standards of living, growth of leisure, a completer view of the good things beyond the immediacies these may all eventually contribute to a new assessment of ambition, of the motive of work. It is tempting to be starryeyed about new incentives and new values. Management can anticipate these values by recognizing that the fuller life is now no longer the possession of a few and a reexamination of 'What's it all for' must start within management itself. In Great Britain especially, the somewhat belated realization that the finest management in the world is wasted if its products and services are not distributed and consumed has come about largely for the reasons set out at the start of this chapter. The rise in the standard of living the tempo of living itself which the postWar years have brought about, has meant that customers for all sorts of goods and every kind of service, from an atomic reactor via banking and insurance to a razor blade, are questing and critical. A fuller examination into the complex of marketing belongs more appropriately to another chapter but if one is thinking of management ends in relation to people, this question of consumers must be discussed here. So far as management in Great Britain particularly is concerned the customer has fortunately now become a vital factor. The sanctions upon which either nineteenthcentury Free Trade or earlytwentiethcentury protectionist trade rested no longer exist. to buy a house