THE WAR GARDEN VICTORIOUS 
55 
Moreover, the knowledge that his employer is inter- 
ested in his welfare inevitably creates a kindlier feel- 
ing on the part of an employe toward his employer. 
When officials of large concerns worked side by side with 
their men in the factory gardens, as many far-seeing 
managers did, a sympathetic understanding sprang up 
that could have been created in scarcely any other 
way. War gardening gave opportunity for the “ per- 
sonal touch” which manufacturing on a large scale 
and collective bargaining have almost eliminated from 
modern industry. 
Perhaps these things can best be made clear by 
quoting a captain of industry. Speaking not only for 
himself, but also for other leaders of “big business,” 
the superintendent of Foster, Merriam & Company, of 
Meriden, Connecticut, wrote as follows to the National 
War Garden Commission, after war gardening had been 
tried out for a year at his plant: 
Besides the material gain, the garden work promoted 
a fine spirit of democracy and fellowship among the 
men. Everybody, from the president to the humblest 
employe, had a garden plot. And officers and employes, 
working together as they did, fourid mutual interests 
and fellowship there. The employes took a great deal 
of interest in the work and kept the entire ten acres in 
perfect shape, free from weeds, and well cared for at all 
times. Owing to the interest manifested and the good 
results obtained, it will be necessary to secure additional 
land next year. 
Among the large companies which helped their men 
in this way was the Carnegie Steel Company. Here is 
