interior Planning Is it not becoming increasingly clear that management has got to think about those motivations which are harder to define and which are susceptible to the influence of leadership and planning rather than the incentive of money motivations which alone will give that valuable extra ounce or two? What are management's responsibilities in these directions? Can it be assumed that pay and job security, important in themselves and, indeed, 'musts' in any situation, are any longer sufficient to give the worker that sense of responsible participation in a business enterprise to which this book has referred in earlier chapters? Responsible participation : these are two very significant words in the context of this chapter. Has not the great fault of management in the past been a preoccupation with organizing repetitive jobs for workers which are in no way related to the wider concept of the total business operation; which, so to say, isolate the worker completely from the management picture so that he or she has next to no idea what the total object of the exercise really is ? Peter Drucker gives a telling example which may be quoted here : A mailorder plant recently organized the handling of customer letters. Till then the work was organized by individual motions. One clerk answered complaint letters, another one inquiries, a third correspondence on instalment credit, and so forth. Each only handled what could be answered by printed form letters; the few letters that required individual handling or judgement she passed on to the supervisor. Now each clerk handles all correspondence whose names begin with the letter 'a', for instance. Nine hundred and ninetyeight out of every thousand letters still are answered by form letter. And there the work itself is fully engineered, as fully predetermined, as fully laid out and as repetitive as before. But instead of repeating one particular motion again and again, each clerk now handles the entire range of motions thirtynine to be precise involved in routine relations with the mailorder customer. And while that rare letter that requires judgement is still not answered by the completely unskilled clerk, she is supposed to write out her suggestion how to deal with it before handing it to her supervisor. As a result productivity had gone up about thirty per cent; turnover of clerks has dropped by twothirds. This case merits much thought. It is a classic example of organizing human beings, as Drucker puts it, 'for peak performance' because essentially it recognizes that most people want to be part of a whole, that it is no longer sufficient to expect that the best work will come when the worker is isolated, when he or she is without status and information. Or perhaps that is putting the cart before the horse : possibly the way this should be expressed is that management has got to concentrate its creativity on making certain that the worker participation is responsible, for it is doubtful that, unless management thinks this way, workers will ever give that plus which is the difference between work and better work. Household