Household Workers respond instantly to being taken into a manager's confidence, whereas rumour, the story only half told or not told at all, can be disruptive and unsettling. This is something managers often forget. It is a matter of communicating, and this is as much a management quality as it is a management method. Professor E. W. Bakke at Yale, considering an aspect of worker motivation or, rather, worker satisfaction defines a responsibility of management as being to ensure that the worker 'understands the forces and factors at work in his world': forces and factors which are often to do with change. This is not the same thing as taking the broad view on economic and political matters as top managers, whose horizons have, of necessity, to be wider. The sort of information that top management transmits, from, so to speak, 'on high' is often totally irrelevant, indeed far beyond the comprehension of average workers at both lower management and payroll level. And even if it can be comprehended it is often useless information at the level at which the work is done. Thomas Fassam has an original thought in this connexion. He suggests that British industry should use its 'not inconsiderable influence on the daily and weekly press and on TV, which do the job of mass media communication with little conscience but great efficiency, because they have access to the minds of people in their leisure time and thus can easily overwhelm the educational efforts that even the giant organizations can afford.' When Professor Bakke speaks of ' world' he means the immediate environment of people. Works or Staff Councils not on the complex plane of management joint consultation, but of a more domestic nature can do much good. Such joint consultation can, however, only be effective if managers have the ability to see that meetings are properly and efficiently conducted, that chairmen are briefed, and that the elected delegates are given every possible help so that their 'reportingback' to their constituents will be constructive. Above all an atmosphere must be created which is really conducive to the cut and thrust of uninhibited argument. But it is also more than that. Workers, if they are to be made to feel responsible, must share the whole business adventure and feel that it is worthwhile. It is no good treating a labour force like a lot of sheep. Change is both exciting and disturbing; exciting because it is a huge stimulus, disturbing because latent in most people is an apprehensiveness about the unknown and the unexpected. The worker who can go home at night and say to his wife that he has been consulted about changes that are being contemplated even that his advice is being sought on the best ways these changes should be planned is already sensing something of the real dimension of responsibility. And it should be added here that all too often the truly forgotten people are the whitecollared workers. Except in a few cases they are not organized and Chief Work Study Office, I. homemoney to purchasehow