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Explains how industrialized New England, unable before the depression to compete with the cheap labor of the South and some foreign countries, diversified her economy and became a leader in such technologies as plastic, radar, and rubber production. Presents scenic views of New England's mountain and coastal areas, and something of the background of stoicism that has tempered the New Englander's character.
A supervisor asks an employee for work-improvement suggestions; the employee talks the problem over with his father and sister, obtains their advice, and makes some worthwhile suggestions.
Dramatized cases of five different workers, unsatisfactory in particular jobs, who are reassigned to other jobs more suitable to their abilities and capacities.
A machine tool operator is made a group leader and his plant superintendent explains to him, through dramatized illustrations, the meaning of working with people instead of machines.
A plant supervisor talks to his son, who has built a boat in the basement too large to go through the door, about planning a job in advance; and recounts several illustrative experiences at the plant.
A line supervisor discusses with a foreman his problem in supervising the women in his department. The fact is brought out that the same rules apply in supervising both men and women, but that women haven't the same background of industrial experience and very often have more home responsibilities than men. These facts must be taken into account by the supervisor.