THE  PERSONAL  QUALITIES   OF  THE   MANAGER
the man, and the steward present. After hearing all the
evidence, the manager cancelled the man's suspension on
the grounds of doubt. The superintendent claimed that
this had lowered his and his junior supervisors' prestige,
and would lead to more breakages.
After listening to the evidence I came to the following
conclusions:
 (a)	The suspension by the superintendent was unjustified in
view of certain doubts thrown on shop procedure and
instructions.
 (b)	The manager was wrong in lowering the status of the
supervision by withdrawing the suspension publicly, with
man, stewards, and supervisors all present.    He could
have said to them that "he and the superintendent would
talk the matter over" and then tell the latter alone that he
was not on sound ground and should, in the best interests,
withdraw the suspension and tighten up the shop pro-
cedure.
I was convinced that the superintendent was suffering
from a loss of prestige rather than a doubt on the manager's
decision, and I persuaded the manager that he had done
his superintendent an injustice. An apology was made,
which was received as generously as it was given, and the
matter was settled with everybody a little more knowledge-
able and, I believe, convinced that fair play had prevailed.
(e) Good health. I have sometimes heard stories about
certain of the world's great men doing their best work
under the stress of starvation and ill-health. I can only
say: "How much better work would they have done under
more favourable conditions."
It is natural that man cannot give his best to anything
when extraneous worries beset him, and bad conditions
sijch as a cold room, or bad health such as a sharp cold,
must reduce his working efficiency.
I believe managers should encourage the maintenance
of a good standard of health and should start with them-
selves. The provision of reasonable medical services in
the industrial set-up, the occasional physical audit, the
creation of a positive outlook towards health, which
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