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LEFT INDUS 149 INDUSTRIAL MANAGEMENT INDUS, one of the great rivers of Asias, which rises in Tibet, on the N. of the mountain Kailas, celebrated in the mythology of the Hindus. After pass- ing the city of Lahdack, in Kashmir, it takes a S. W. course, and forcing its way through the mountains called the Hindu Kush enters Hindustan in about lat. 35° N. Its course is generally to the S. Be- low its confluence with the Punjnud. the Indus, instead of increasing in volume, becomes gradually less. Its basin is here narrow, so that the affluents are in- significant, while its arid, sandy nature causes the river to suffer from absorp- tion and evaporation. At Miani, 8 miles N. of Haidarabad, commences the Delta proper, which measures 75 miles upward, by 130 along the coast of the Arabian Sea. The area of the drainage — its extreme dimensions being respec- tively 900 miles and 750 — has perhaps been over-estimated at 488,000 square miles. The value of the Indus as a route of traffic is less than that of most other streams of equal magnitude. In the win- ter, one only of its numerous outlets is at all available for communication with the sea. The Indus abounds with fish of ex- cellent quality, and is infested by croco- diles. INDUS, in astronomy, a constellation of the Southern Hemisphere. It lies to the south of Sagittarius, being between that constellation and the South pole. It was formed and named by Bayer. Its largest star is one of the third magni- tude. INDUSTRIAL AND PROVIDENT SOCIETIES, societies that carry on some trade for the mutual benefit of the mem- bers. In Great Britain various acts have been passed for the regulation of industrial societies, the most important being in 1876, amending and consolidat- ing all previous acts. The societies which may be registered under this act are societies for carrying on any labor, trade, or handicraft, whether wholesale or retail, of which societies no member other than a society registered under this act shall have or claim an interest in the funds over $1,000. No society can be registered which has a membership of less than seven persons; and every so- ciety must have a registered office; must publish its name outside the office and elsewhere; must submit its accounts to an annual public audit; must send an- nual returns to the registrar, etc. INDUSTRIAL MANAGEMENT, a term used to cover the many systems of industrial operation and control which have developed and increased in number with great rapidity in recent years. In- cluded in this term are purchasing sys- tems, store management, balance of stores, record systems, studies of inte- rior transportation, routing, factory heating, lighting and ventilating, per- sonnel and employment work, industrial psychological tests, employees' welfare work, motion and time studies, cost ac- counting, product design, production control, and wage and bonus systems. Modern industry has in many cases by its rapid gi-owth far outstripped the management's methods of controlling it, and the development of these many sys- tems is merely another step in the evolu- tion of modern industry. Although some preliminary work had been done by F. A. Halsey, who spon- sored a premium system, by Slater Lewis, who published "The Commercial Organization of Factories" in 1896, and by A. H. Church, the real credit for the early development of this branch of engi- neering (as it is now generally conceded to be) should go to Dr. Frederick W. Taylor, of Philadelphia, former presi- dent of the American Society of Mechan- ical Engineers, whose paper on "Shop Management" in 1903, and book on "Sci- entific Management" are the foundation upon which much of this modern profes- sion is built. Some of the principles of the Taylor System are the analysis of the fundamental processes which go to make up each operation, a study of those processes, and as a result of that study, the determination of the best way of do- ing each particular task. By the appli- cation of these principles Dr. Taylor was able in many processes to secure a marked increase in production without greatly increased effort on the part of the operative, and, by a skillfully devised task and bonus system, the operatives were given a share of the profits result- ing from this increased production. It has been felt that one weak point in the work of this pioneer was his com- plete neglect of the human factor, and that he unsuccessfully attempted to standardize human beings. Various dis- ciples and followers of Dr. Taylor have of recent years contributed much to the advancement of the work. Galbraith has done much work on motion and time study, and has written extensively on thtf subject, as has Emerson on "Efficiency." Dr. Hollis Godfrey, who was personally associated with Dr. Taylor, has done valuable work in the lines of planning of work and the development of control sys- tems, but his particular contribution has been in the development of a method of training the teachers of the workmen, "management education," thereby estab-