Looks at the work of the Foreman by studying cases from three industries: shipping, building and motor manufacture. Begins by defining the role of the foreman: the interpretation and application of management policies and plans at the shop-floor level, part of the management system with heavy responsibilities but often without manager's authority. Henry Vincent, of Hay's Wharf, London, discusses his work - in particular the effect of the casual nature of dock employment on his job. George Rogers, supervisor for Maxim Holdings, illustrates a higher level of responsibility: managing 95 building workers, with a hiring and firing role, as well as the general organisation of a half million pound contract. Harry Rimmer, shop-floor supervisor for Leyland Motors, responsible for 150 workers and 2 junior foremen, describes his main roles as those of leadership, co-ordination and "chasing"; and illustrates the changing nature of factory supervision in the era of computerised production. Ends with a general discussion of the changing pressures on foremen, the need for training and development, as well as recognition in status of the heavy responsibilities undertaken by supervisors. Also features Derek Allison and Malcolm Hughes as well as the Director of the Institute of Supervisory Management, Jack Henderson.