ABSTRACT
The long, frank discussions by fifty-five foremen of the character of their jobs and of those under them and above them, showed that several concepts, widely held by the public and even by some members of management, about the effects on human behavior of the assembly process were mistaken. It also underscored certain unsolved problems in the important area of a social and psychological adjustment between men and machines. The belief is widespread with the general public and in some management circles that an assembly-line foreman is and must be merely a pusher or driver of his men. The foremen at Plant X who supplemented the compulsions of the moving line with external pressure were the least successful. Foremen who made the most of positive, internal motivations, who established with their men a relationship of reciprocal responsibility and respect were the most successful in maintaining production, quality, and morale.
