[originaltext]Grant: Ah, good morning everyone. Are we all here? Let us sit dow

Grant: Ah, good morning everyone. Are we all here? Let us sit down. Now, to work, ladies and gentlemen. Let me first introduce Mr.  Scott, from Smith-Weston Consultations. As you know, I have been thinking for some time that we ought to have an O＆M and work study review. Mr. Scott has come along to tell us what his firm could do for us if we decided to have a productivity study made in the company.
Mr, Scott: Good morning, ladies and gentlemen. I’m sure I don’t need to tell you what improved productivity involves. It means, for a start, analysing jobs through a firm with a view to reorganising them in order to decrease time and expenditure and increase efficiency and production. We would propose starting work study in the factory in conjunction with a scheme under which the employees could share some of the benefits of improvement.
Peter Wiles: May I ask a question?
Scott: Yes, by all means.
Peter: We all agree, of course, in maximizing productivity, but when you study and time jobs, isn’t it normal to find an operator going as slow as he can so that you’ll allow him more time for the job?
Scott: Yes, that, of course, can happen. But our investigators are experienced. We’d first do a sample study in a selected area of the works, and this would demonstrate how we think productivity could be increased as a result of our proposed activities.
Peter: Well, it seems a fair answer. But I have another question. Don’t you find workers dislike your investigators telling them they aren’t doing the job in the most efficient way?
Scott: That is, of course, a big problem. But soluble, I think, if our survey is conducted in conjunction with an incentive payment scheme; if operators know they will want to co-operate, we would suggest, for example,  putting everyone on group rates as a spur to productivity.
Grant: Good. Well now, Mr. Scott, I think you have covered some of the main points. Perhaps, I could now ask you to tell us in detail how you would set about your investigation? I understand that you were looking round the works yesterday…
    (After the meeting, Jenny and Peter get together)
Jenny: Well, I’m amazed! I really am. What on earth has happened to the old man? You have thought he would be the last person to consider a thing like work study or group bonus schemes. I gather there was a major battle years ago to get him to agree to piece rates even in the few areas where they operate now.
Peter: Yes, he’s suddenly decided to change with the times. I think our new advertising manager may have had a hand in it! Joanna is always talking about things like corporate planning, operational research, critical path analysis and so on.
Jenny: That’s just what this firm needs.
Peter: Yes, but you know, the story is not finished yet. I don’t think Grant has quite realise the full implication of all this.
Jenny: What do you mean?
Peter: You wait and see. Some of these consultants never know where to stop…
    (Later Mr. Scott reports to Grant)
Grant: So, Mr. Scott, this seems very satisfactory. I’m very interested in this sample survey. I think we would like you to go ahead and do the full review.
Scott: There is one other point we’ve not yet mentioned.
Grant: Oh, what’s that?
Scott: We haven’t done anything on the management side.
Grant: Management! Surely that’s not necessary.
Scott: In our experience it’s as vital as it is in any other department. Perhaps, more vital. Just as a matter of interest, would you mind if I give you the results of some research I did myself, while waiting for you this morning?
Grant: Well?
    (Mr. Scott reads from his notebook)
Scott: Managing Director arrives at office. Finds mail has not been correctly sorted. Two letters are for other people to deal with. To answer the next letter, it was necessary to refer to a previous letter which could not be found in the file. Diary was not to have been. This caused delay and confusion over making an engagement by phone while the secretary was out of the room looking for the missing letter.
Grant: Well, really! Do your methods usually include listening to private conversations through open doors?
Scott: No. But this time I could hardly help it. Our job, Mr. Grant, is to observe and report objectively.
Grant: I see. Well, thank you very much, Mr. Scott, for your report, and I look forward to studying it carefully. But as to…
Scott: As to including a survey on the organisation of your management…?
Grant: I haven’t been bargaining for that, you know. I shall have to think about it.