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The latter are placed over such departments as the foundry, raw material store-room, the finished stores room, the drafting-room, and similar divisions of the organization. Each foreman is held responsible for his department, and reports its condition to the superintendent, who in turn summarizes these reports for the general man8 113 Ager. The work of the foremen is largely, however, confined to the selection, supervision, and discipline of his labor force. The next step in the organization relates to the individual workmen. The superintendent of the factory must determine what policy he is to pursue in regard to labor. He must determine whether he will deal with the individual laborer, or with labor unions. From the point of view of the manager the primary consideration is factory efficiency. If in his opinion organized labor renders the factory more efficient and increases the quality and quantity of the output, without proportionate increase in cost, he will not oppose the labor organizations for business reasons. But, on the contrary, if organized labor introduces regulations and restrictions relating to the labor day, wages, and other expensive innovations, which often, from the point of view of the manufacturer, interfere with the efficiency and economy of the plant, he will desire to deal with the individual laborer. It is largely for this reason that many managers submit with reluctance to the* introduction of organized labor into the factory. The feeling has been dominant that it tends to render the factory organization subservient to the wishes and demands of an organization which does not always have in view the efficiency of the plant. This phase of factory 114...