to buy a house But this, of course, would have meant discarding their greatest inheritance, often described as the 'living tradition' of Wedgwood. In fact from the 1930s onwards the directors placed far more emphasis on good industrial design and quality than ever before since the first Josiah's death. Indeed it is not surprising to learn that the present Josiah was Chairman of the Royal College of Art, was closely associated with the Council of Industrial Design, and was one of the keenest advocates of the Design Centre. In 1934 the directors appointed a graduate of the Royal College of Art as their Design Director, and today they have a total of four such graduates on their design staff. In addition they have employed a number of outside designers, such as Arnold Machin, Eric Ravilious, Edward Bawden, Richard Guyatt, Robert Goodden, and Laurence Whistler. On the threshold of their third century, the Wedgwood business is facing stiff competition, both at home and abroad. Б with confidence but no complacency. Asked what was the most important thing about a family business, the present Josiah Wedgwood smiled a little wryly : 'It has its own special problems,' he said, 'but it makes you take a long term view.' Getting the Best from People THE reader who is expecting to find in this chapter a treasury of information on such subjects as work study or incentives will be disappointed. Those management techniques which are being used in ever greater varieties to get that valuable extra ounce or two ('motivating to maximum productivity' might be another way of putting it) from workers are heavily documented and less than justice would be done to them were an attempt made to compress into a few paragraphs matters which are the subject of a considerable literature. The role that work study, for example, can play in the management of production has been discussed in an earlier chapter. It is just worth noting that this particular technique tends to be associated in most people's minds with manufacturing production rather than other forms of human activity; that hoary old symbol, the stop watch, tends to be seen only in relation to men and women who are working machines whereas, in fact, there is scarcely a single activity which is not susceptible to the kind of detached, clinical examination which work study provides. What about the average manager's average day? What about the indecisions, the 'puttings off', the surreptitious peeps at a newspaper, the gossip, and the intrigues ? What sort of a picture would emerge of a manager's day if as conscientious a study of his or her movements were made as those which are applied to manual or clerical workers ? It would often be a very surprising picture indeed. But the sort of person a manager needs to be, the objectives for which he is managing, and some of the ways in which he should organize for securing the objectives, have been discussed earlier in this book. interior Planning