“We believe,” they write, “that the great task of our Industrial Council is to develop an entirely new system of industrial control by the members of the industry itself—the actual producers, whether by hand or brain, and to bring them into cooperation with the State as the central representative of the community whom they are organized to serve.” Instead of unlimited profits, so “indispensable as an incentive to efficiency,” the employer is to be paid a salary for his services as manager, and a rate of interest on his capital which is to be both fixed and (unless he fails to earn it through his own inefficiency) guaranteed; anything in excess of it, any “profits” in fact, which in other industries are distributed as dividends to shareholders, he is to surrender to a central fund to be administered by employers and workmen for the benefit of the industry as a whole. Instead of the financial standing of each firm being treated as an inscrutable mystery to the public, with the result that it is sometimes a mystery to itself, there is to be a system of public costing and audit, on the basis of which the industry will assume a collective liability for those firms which are shown to be competently managed. Instead of the workers being dismissed in slack times to struggle along as best they can, they are to be maintained from a fund raised by a levy on employers and administered by the trade unions. There is to be publicity as to costs and profits, open dealing and honest work and mutual helpfulness, instead of the competition which the nineteenth century regarded as an efficient substitute for them. “Capital” is not to “employ labor.” Labor, which includes managerial labor, is to employ capital; and to employ it at the cheapest rate at which, in the circumstances of the trade, it can be got. If it employs it so successfully that there is a surplus when it has been fairly paid for its own services, then that surplus is not to be divided among shareholders, for, when they have been paid interest, they have been paid their due; it is to be used to equip the industry to provide still more effective service in the future.
So here we have the majority of a body of practical men, who care nothing for socialist theories, proposing to establish “organized Public Service in the Building Industry,” recommending, in short, that their industry shall be turned into a profession. And they do it, it will be observed, by just that functional organization, just that conversion of full proprietary rights into a mortgage secured (as far as efficient firms are concerned) on the industry as a whole, just that transference of the control of production from the owner of capital to those whose business is production, which we saw is necessary if industry is to be organized for the performance of service, not for the pecuniary advantage of those who hold proprietary rights. Their Report is of the first importance as offering a policy for attenuating private property in capital in the important group of industries in which private ownership, in one form or another, is likely for some considerable time to continue, and a valuable service would be rendered by anyone who would work out in detail the application of its principle to other trades.
Not, of course, that this is the only way, or in highly capitalized industries the most feasible way, in which the change can be brought about. Had the movement against the control of production by property taken place before the rise of limited companies, in which ownership is separated from management, the transition to the organization of industry as a profession might also have taken place, as the employers and workmen in the building trade propose that it should, by limiting the rights of private ownership without abolishing it. But that is not what has actually happened, and therefore the proposals of the building trade are not of universal application. It is possible to retain private ownership in building and in industries like building, while changing its character, precisely because in building the employer is normally not merely an owner, but something else as well. He is a manager; that is, he is a workman. And because he is a workman, whose interests, and still more whose professional spirit as a workman may often outweigh his interests and merely financial spirit as an owner, he can form part of the productive organization of the industry, after his rights as an owner have been trimmed and limited.
But that dual position is abnormal, and in the highly organized industries is becoming more abnormal every year. In coal, in cotton, in shipbuilding, in many branches of engineering the owner of capital is not, as he is in building, an organizer or manager. His connection with the industry and interest in it is purely financial. He is an owner and nothing more. And because his interest is merely financial, so that
