personal finance G.I., London. their sense of frustration and isolation is immense. The payroll worker is today a good deal better off. 'Getting the best from people' was perhaps too ambitious a title for this chapter. There are precious few management 'rules' and, certainly, when dealing with an issue as dependent on human issues as this one, any dogmatizing on the subject would be and rightly suspect. The future of business, with everdeveloping new technologies, is heavy with challenge for management. Quite a different sort of 'best' is going to be required from both tomorrow's managers and managed. It would be disingenuous in a book about management and especially in the context of getting the best from people to leave aside any consideration of management's relations with the Trade Unions. Unions the 'fifth estate of the realm' as Churchill has called them for all the T.U.G.'s air of resolute bewilderment (typified perhaps in the expression on the face of the Epstein figure outside the T.U.G. Headquarters) have become an integral part of Britain's industrial pattern. As such it is the job of managers to work with rather than against them. Today the unions have a vested interest in both sustained property and good management. They might even be described as being on the side of management a revolution in union thinking since the War. The reason for this revolution in union thinking is full employment. Workers can hardly be expected to be enthusiastic about new and laboursaving machinery or techniques when there is more than marginal unemployment. Nowadays their leaders or at least the Trades Union Congress can afford to be enlightened and forwardlooking. The T.U.G. have a Production Officer and staff who work devoutly to push trade unionists through appreciation courses in work study and who, in turn, 'sell' the idea to the rank and file. The most interesting postwar example of this new awareness of the importance of productivity by the unions was the T.U.G. decision to send ten officials to the U.S.A. under the auspices of the AngloAmerican Council of Productivity. They were dispatched to study the part played by American trade unions in the achieving and maintaining of the high average rate of industrial productivity. They were also to consider to what extent the same or similar methods could be used in Great Britain. This was something of a historic event because, in support of a recommendation that the larger unions should establish production engineering departments and train production engineers, the team agreed : Where Management are progressive and seeking to use 'scientific management' techniques in a reasonable manner to step up production, unions should be prepared to cooperate. If managements try to be aggressive the need for effective trade union action is accentuated not to the point of resisting new development but to see that abuses are eliminated and that the inaccuracies of 'scientific management' are not exploited at the expense of workpeople. interior Planning