Vedius Pollio, a rich Roman, decided to impress the emperor Augustus and gave the order to punish the young slave for some kind of offense by throwing him into a pond with moray eels. However, August was not impressed. Moreover, he was outraged by the inexplicable cruelty and ordered Vedia to release the boy.
The majority of the Romans, like Augustus, considered excessive cruelty towards slaves unacceptable and shocking. They understood that to intimidate slaves does not mean to make them work well. Slaves were an expensive investment for the owner, and cruelty towards them meant damage to their own assets. The Romans preferred to use other methods to encourage slaves to work better and more willingly, from small rewards and long-term incentives to actions aimed at improving the moral atmosphere in the household and developing team spirit. From this experience, we are able to draw more than it might seem at first glance, ideas about how to successfully manage people in the modern world, in companies and corporations.
In addition, the book "How to Manage Slaves" shows how the Romans felt about leadership and leadership. They understood that there was a huge difference between having the organizational skills to create a structure and being able to effectively manage it. One of the problems of modern managers is that they often feel uncomfortable in a leadership position. They strive to maintain friendly relations with everyone. In Rome, such weakness would have been the subject of ridicule. Did Julius Caesar lead his legions, urging them to understand the necessity of conquering Gaul? Successful leaders must stand out from the crowd and use their extraordinary abilities to inspire, persuade, and sometimes just get people to do what needs to be done.
Some Western readers react nervously to this book, saying that owning slaves and managing subordinates are completely different things. In a general sense, of course, they are right. But on a deeper examination of the issue, we will find a lot in common between the two different situations. It's an uncomfortable truth, but it doesn't stop it being true: both ancient slave owners and today's corporations strive to make the most of their human resources. Looking deeper, managing other people always involves finding solutions to age-old problems: evaluating employees with limited information, motivating them, rewarding them, maintaining discipline and imposing penalties, and, finally, ways to part with them. As much as we seek to disguise the harsh realities of wage labor with pompous rhetoric of mutual cooperation and friendly relations under conditions of "working as a team", we will do well to listen to the straightforward and honest statements of the ancient Romans. In those days, everyone was clearly aware of their place, even if sometimes, no matter how terrible, a place in the line for execution.
I think that Russian readers are far more aware than their British contemporaries of the mores of unbridled capitalism. The ups and downs of the past two decades have shown them both the benefits and the challenges that economic liberalism can bring. I also expect that the Russian reading public will be able to appreciate the qualities that are inherent in Mark Sidonius Falks. This is a determined administrator who does not have the weaknesses of today's Western leaders. He understands well what needs to be done so that his subordinates respect him, how to maintain order in the house and in the household. If in order to achieve these goals you have to deal harshly with someone, well, such is the harsh necessity of life.
Jerry Toner
I'm a little surprised that Fulks and Toner got along so well. Fulks is an aristocrat, while Toner's family - according to him - goes back to the oppressed (by the British elite) classes ("from the plow," so to speak). It is, I think, to the credit of both of them that they found a common language, despite political differences. Of course, there were slave owners who were not at all like Falks: thousands of small traders and artisans who had one or two slaves. And many of them themselves have recently been freed and have created families with those who once were the owners - this applies to both men and women. Even in Faulx's circle there were a few favored slaves and private secretaries who fared better than poor free Romans trying to earn a living by day labor at the docks or by selling cheap flowers in the square. It is interesting that some of the free poor took to the streets, protesting - albeit unsuccessfully - against the (legal) punishment of all the four hundred slaves mentioned. However, Fulks speaks of the massive use of slave labor.
It is difficult for us now to understand all the shades of the relationship between the free, the slave and the former slave (and even then it was not easy). But we have some idea of what the wealthy Romans thought of their ordinary slave laborers, and Fulks is one of the most reliable guides on our journey into what the Romans saw as a glorious tradition, "slave management." He tries to help everyone by sharing his rich experience, and he has a lot to learn.
Fortunately, the world has changed since then. But this text offers us reliable (documented) information about the most important aspect of the life of Rome and the Roman Empire. If it had been published 2,000 years ago, it would have long been at the top of the list of the most popular management books. A modern reader may have problems with the perception of such material: the mentality is no longer the same; however, behind the usual rhetoric, he may be able to see not "just a scoundrel" (Fulks), but a person corresponding to the standards of that time.
And Fulx is pointing his finger at us. After all, some of his ideas still help us manage our subordinates today. Are we sure that today's "paid slaves" are so different from the real ones? How far are we from the Romans?
Mary Beard
Cambridge, April 2014
I am Mark Sidonius Fulx, of noble birth, whose great-great-grandfather was a consul, and whose mother comes from an ancient senatorial family. Our family was given the name Falx (“paw with claws”) because we never lost our own. I served with distinction for five years in the VI Iron Legion, mostly in operations against the troublesome eastern tribes, before returning to Rome to conduct my business and administer my substantial estates in Campania and Africa. My family has owned countless slaves for generations. There is nothing that we do not know about their management.
Preface to the Russian edition
Vedius Pollio, a rich Roman, decided to impress the emperor Augustus and gave the order to punish the young slave for some kind of offense by throwing him into a pond with moray eels. However, August was not impressed. Moreover, he was outraged by the inexplicable cruelty and ordered Vedia to release the boy.
The majority of the Romans, like Augustus, considered excessive cruelty towards slaves unacceptable and shocking. They understood that to intimidate slaves does not mean to make them work well. Slaves were an expensive investment for the owner, and cruelty towards them meant damage to their own assets. The Romans preferred to use other methods to encourage slaves to work better and more willingly, from small rewards and long-term incentives to actions aimed at improving the moral atmosphere in the household and developing team spirit. From this experience, we are able to draw more than it might seem at first glance, ideas about how to successfully manage people in the modern world, in companies and corporations.
In addition, the book "How to Manage Slaves" shows how the Romans felt about leadership and leadership. They understood that there was a huge difference between having the organizational skills to create a structure and being able to effectively manage it. One of the problems of modern managers is that they often feel uncomfortable in a leadership position. They strive to maintain friendly relations with everyone. In Rome, such weakness would have been the subject of ridicule. Did Julius Caesar lead his legions, urging them to understand the necessity of conquering Gaul? Successful leaders must stand out from the crowd and use their extraordinary abilities to inspire, persuade, and sometimes just get people to do what needs to be done.
Some Western readers react nervously to this book, saying that owning slaves and managing subordinates are completely different things. In a general sense, of course, they are right. But on a deeper examination of the issue, we will find a lot in common between the two different situations. It's an uncomfortable truth, but it doesn't stop it being true: both ancient slave owners and today's corporations strive to make the most of their human resources. Looking deeper, managing other people always involves finding solutions to age-old problems: evaluating employees with limited information, motivating them, rewarding them, maintaining discipline and imposing penalties, and, finally, ways to part with them. As much as we seek to disguise the harsh realities of wage labor with pompous rhetoric of mutual cooperation and friendly relations under conditions of "working as a team", we will do well to listen to the straightforward and honest statements of the ancient Romans. In those days, everyone was clearly aware of their place, even if sometimes, no matter how terrible, a place in the line for execution.
I think that Russian readers are far more aware than their British contemporaries of the mores of unbridled capitalism. The ups and downs of the past two decades have shown them both the benefits and the challenges that economic liberalism can bring. I also expect that the Russian reading public will be able to appreciate the qualities that are inherent in Mark Sidonius Falks. This is a determined administrator who does not have the weaknesses of today's Western leaders. He understands well what needs to be done so that his subordinates respect him, how to maintain order in the house and in the household. If in order to achieve these goals you have to deal harshly with someone, well, such is the harsh necessity of life.
Jerry Toner
Cambridge, January 2015
Foreword
I've never come across a character like Mark Sidonius Fulks before, but I'm familiar with the type of people. There were many in Roman times who owned vast numbers of slaves and hardly bothered to think about it. Slavery was an absolutely normal, natural part of the social order. No, the Romans, of course, thought about their slaves, but in their own way: how to manage them, how to appear in a favorable light before their friends at their expense. And those who are smarter (it is possible that Fulx also belongs to those), they could sometimes experience fear. They were worried about what the slaves were talking about behind their backs, and how long the age of ancient Roman culture was. The Roman slogan "How many slaves - so many enemies" is known to Faulks. As well as the legendary incident that took place during the reign of Emperor Nero, when a Roman plutocrat was killed by one of his four hundred slaves. As we will see later, Fulx would not have slept in his bed if all the slaves of that household had not been put to death for intimidation.
I'm a little surprised that Fulks and Toner got along so well. Fulks is an aristocrat, while Toner's family - according to him - goes back to the oppressed (by the British elite) classes ("from the plow," so to speak). It is, I think, to the credit of both of them that they found a common language, despite political differences. Of course, there were slave owners who were not at all like Falks: thousands of small traders and artisans who had one or two slaves. And many of them themselves have recently been freed and have created families with those who once were the owners - this applies to both men and women. Even in Faulx's circle there were a few favored slaves and private secretaries who fared better than poor free Romans trying to earn a living by day labor at the docks or by selling cheap flowers in the square. It is interesting that some of the free poor took to the streets, protesting - albeit unsuccessfully - against the (legal) punishment of all the four hundred slaves mentioned. However, Fulks speaks of the massive use of slave labor.
It is difficult for us now to understand all the shades of the relationship between the free, the slave and the former slave (and even then it was not easy). But we have some idea of what the wealthy Romans thought of their ordinary slave laborers, and Fulks is one of the most reliable guides on our journey into what the Romans saw as a glorious tradition, "slave management." He tries to help everyone by sharing his rich experience, and he has a lot to learn.
Fortunately, the world has changed since then. But this text offers us reliable (documented) information about the most important aspect of the life of Rome and the Roman Empire. If it had been published 2,000 years ago, it would have long been at the top of the list of the most popular management books. A modern reader may have problems with the perception of such material: the mentality is no longer the same; however, behind the usual rhetoric, he may be able to see not "just a scoundrel" (Fulks), but a person corresponding to the standards of that time.
And Fulx is pointing his finger at us. After all, some of his ideas still help us manage our subordinates today. Are we sure that today's "paid slaves" are so different from the real ones? How far are we from the Romans?
Mary Beard
Cambridge, April 2014
Ecology of consumption. Business: There is not such a big difference between managing slaves and subordinates - so the teacher thinks ...
Ancient Roman personnel guide
There is not that much difference between managing slaves and subordinates, according to Cambridge lecturer Jerry Toner, who prepared the ancient Roman manual on personnel management.
In his book How to Manage Slaves, he narrates from the point of view of the Roman patrician Mark Sidonius Falx: an aristocrat tells how to choose the right slaves and take everything from them.
We have selected tips from the book that will suit today's leaders.
From the author
Some Western readers react nervously to this book, saying that owning slaves and managing subordinates are completely different things. In a general sense, of course, they are right.
But on a deeper examination of the issue, we will find a lot in common between the two different situations. It's an uncomfortable truth, but it doesn't stop it being true: both ancient slave owners and today's corporations strive to make the most of their human resources.
As much as we seek to disguise the harsh realities of wage labor with the pompous rhetoric of mutual cooperation and friendly relations under the conditions of "working as a team", we will do well to listen to the straightforward and honest statements of the ancient Romans.
I expect that the Russian reading public will be able to appreciate the qualities that are inherent in Mark Sidonius Falks. This is a determined administrator who does not have the weaknesses of today's Western leaders. He understands well what needs to be done so that his subordinates respect him, how to maintain order in the house and in the household. If in order to achieve these goals you have to deal with someone hard, well, such is the harsh necessity of life.
Don't get hung up on team building
Here's something to be warned about: do not buy too many slaves from the same environment or the same nationality. Although at first glance it may seem tempting to have employees who are able to cooperate, easily find a common language with each other (because they speak the same language), in the future this can create very big problems. At best, they will incite each other to take a break, sit and chat, steal something, at worst, they will start arguing and reasoning, counteracting, conspiring: to either escape or even kill you.
Pay attention to character, not just skills
It is worth paying attention to the nature of the slave you intend to buy. Doesn't he seem to you indecisive and weak-willed, or, on the contrary, reckless and impudent? The ones that work best are those that are neither extremely downtrodden nor too bold: with both, you will get dirty later. Those who are too meek and stubborn are unlikely to be active and persevere in their work, and those who have no brakes and demonstrate their prowess are difficult to control.
Avoid slaves who are constantly in a state of sadness and longing. Being a slave is not the most enviable life, and those who are prone to depression will only exacerbate it.
Remember that there are things you can do yourself.
Beware of showing off and boasting. There is nothing more vulgar than a social parvenu using a whole host of completely unnecessary slaves, busy with all sorts of nonsense, just to demonstrate their exorbitant wealth. A wealthy freedman I knew kept a slave whose function it was to remind the master of the names of the people he received.
Make the slaves love you
Many of the beginning slave owners fall into the trap of thinking that one whip is enough. Those of us whose families have owned slaves for generations know that such treatment exhausts and exhausts the slaves, culminating in their complete unfitness for further use.
If you resort to violence beyond your reasonable duties, you will end up making your charges withdrawn and uncontrollable. Such slaves are not slaves, but the torments of hell. Cruelty is a double-edged sword, and most of all it strikes not at the slave, but at the master.
Hard work must be rewarded. Good slaves are very demoralized when they see that they do all the hard work, and the food has to be divided equally with those who shirked. It is also important that each slave has a clearly defined long-term goal.
Organization of work is important
Each slave must have clear responsibilities. This creates a clear accountability system and ensures hard work, because the slaves know that if any part of the work is not done, a well-defined worker will be responsible for it.
You must divide the slaves into groups of ten (groups of this size are the easiest to observe, larger groups create problems for overseers).
These groups you must distribute throughout the estate, and the work must be organized in such a way that the workers do not remain alone or in pairs: it is impossible to follow them if they are so scattered.
Another problem with large groups is that people do not feel personal responsibility: it dissolves in the general mass of workers. A properly sized team, on the other hand, forces them to compete with each other, and also reveals those who work carelessly.
Focus on educating leaders
I teach my new managers the following things that I believe will help them become more moral. I forbid them to use slaves for other purposes than those connected with the interests of the owner. Otherwise, you may find that the new leaders use their position by forcing the slaves to do their personal errands, while the slaves are supposed to work for the good of the estate as a whole.
Managers should not eat separately from subordinates; let them eat the same food as the workers. Nothing irritates a weary slave more than the contemplation of a workmaster devouring delicious and luxurious food when the slave himself receives only the usual meager ration.
Rest with the slaves
What kind of participation you will take in the festivities depends only on you. I have a friend, a terrible bore and a scientist cracker - so in the midst of the celebration he retires to a quiet room so as not to hear the noise of a house party. He says that he finds it delightful to sit out the Saturnalia there, wait until everyone goes crazy (everyone else in the house is seized with a cheerful rampage, joyful cries of celebrating people are heard from everywhere). He claims that this is the best way: he does not interfere with their fun and does not limit them in anything. And besides, they do not distract him from his studies. Here's an idiot!
No, I think it's better to share their mood with people. You will be surprised how much the attitude of the slaves towards you changes for the better if you take part in the holiday. Personally, I get drunk, scream, play games and throw bones, get naked, perform erotic dances, and sometimes even - with a face smeared with soot - I throw myself headlong into cold water. Homeowners love it.
What is important is that the day after the holiday to prevent its continuation. I advise you to adopt the most severe expression on your face in the morning. This is the time to put the slacker in his place - perhaps just the one who got too carried away by the benefits of the freedom provided by the holiday and somehow offended you. However, when things are back to normal, it is useful to remain on friendly terms with your slaves - as far as possible, of course, within the limits required to maintain authority and respect.
Don't become a slave to your slaves
There are a number of things that your slaves can do in their day to day life. It is this kind of petty disobedience that you have to deal with all the time.
They will lie to you about how much food they have eaten, or lie to you about small things, saying that something is worth ten sesterces when it really is worth eight.
They will pretend to be ill so they don't have to work, moaning so much that you'll be worried if they'll survive at all, and they're just putting on a show to get rid of difficult tasks.
They will stand in the kitchen by the stove to sweat, and then show you these drops of sweat as a sign of a severe fever.
And if you believe this lie, soon each job will take twice as long as it actually takes. That's how slaves work. They constantly test you, looking closely at what and where you can snatch. And you will have to constantly cut your power until it is completely eaten up by slaves who will treat you with more and more contempt.
Also interesting:
Do not think that all this does not concern you
No one today argues, like Fulks, that slavery is acceptable or justified. But before congratulating ourselves on how far we have come, we must realize the tragic fact that although slavery is illegal in all countries of the world, it is still widespread.
Free the Slaves, an NGO, estimates that 27 million people today are forced to work under the threat of violence, without pay and without hope of deliverance. There are more slaves in the world today than there were in the Roman Empire at any point in its existence. published
Join us at
There is such a sad anecdote: “In ancient times, slaves were given so much food, clothing and time for rest so that they would not die of hunger, cold and fatigue. In general, there have been no major changes in labor relations since those times.” This and other jokes on the theme of “office slavery”, as a rule, are perceived quite negatively and have already managed to fill a certain sore mouth. However, if we put aside some cultural differences and prejudices that interfere with thinking, then we can accept a very productive fact, namely, some principles for building relationships between master and slaves (sorry, leader and subordinates) really remained the same as two thousand years ago.
This is what the bestseller of the famous British professor Jerry Toner (Doctor of Science and lecturer in the Department of Ancient Literature at the University of Cambridge) is about, based on the recommendations and memoirs of the ancient Roman patrician Mark Sidonius Fulx. The book, which Toner wrote on behalf of Falks, is a versatile manual of ancient top management - here, perhaps, all aspects related to the organization of work and "personnel policy" in a rather large patrician estate are disclosed. Although the value of this work is not only in valuable indications and historical accuracy (the book is verified by numerous sources - from Kant to Aristotle).
"How to manage slaves" hardly fits into the framework of the usual literary genres. Critics and readers still cannot decide on an unambiguous label for the book. Can it be called a translation if Jerry Toner is listed on the title page only as a co-author? Or is it a stylized historical novel? Or is it a satire in the spirit of Jonathan Swift, a brilliant critique of the structure of modern society, flavored with practical recommendations that have been tested for centuries?
While critics argue, readers simply enjoy both the subtle Romano-British humor in the spirit of which the entire book is sustained, and the practical lessons that can be drawn from this bestseller. In fact, although many of the information indicated in the work of Falks and Toner (we will believe the creators of the book and we will conditionally consider them co-authors) have lost their applied value (for example, information about the places where eunuchs were bought in Ancient Rome or signs, by which it is possible to identify slaves who are not suitable for hard physical labor), many of the listed methods of personnel policy can be successfully transferred to the reality of today. For the convenience of readers who want to derive practical benefits from reading, the characteristic Roman style of narration and the corresponding vocabulary are diluted with quite modern HR terms (staff, employees, etc.).
So, what are the methods of effective organization of work offered by the ancient aristocrat Marcus Sidonius Flax and his modern co-author, historian Jerry Toner?
Clear organization of work and responsibility groups
The patrician advises to divide all the workers of the estate into groups, each of about ten people, in such a way that these teams will be distributed throughout the estate and will each do their own thing. Flaks warns against groups that are too small (two or three people or, worse, alone) - their work is difficult to supervise, and from too large - the larger the group, the easier the principle of individual responsibility dissolves into collective responsibility. If the employee does not feel that he is responsible for a particular result, then the result of the overall work is likely to suffer. The more clearly defined the duties of each slave individually, the more productive he works.
The Importance of the Middle Manager
It is the bosses of the groups, according to Mark Flax, who ensure uninterrupted and productive labor productivity. Of course, such a person must be strict and in certain places even ruthless to subordinates. However, the patrician also pays some attention to the other side of the coin - the moral education of overseers. In no case should they use the labor of subordinates to carry out their personal affairs and solve personal problems (among other things, this steals the labor of a slave from the "common good" - the state of affairs in the estate as a whole). In addition, the middle manager should not be too high above the team - Flux notes that nothing irritates a tired slave more than an overseer sitting in a more comfortable place and eating richer food. Therefore, on the patrician estate, the overseers ate together with the slaves and received the same food package as their subordinates.
Do not shift to subordinates those functions that you can easily perform yourself and do not recruit a large staff if you can get by with less.
Mark Sidonius Flax cites as an illustration of this instruction one of his acquaintances, a wealthy freedman. He, who wanted to show how important he was, kept a special slave so that during meetings and receptions he would remind the owner of the names of the guests. The patrician, with indignation and disapproval, notes the vulgarity of this boastful gesture and emphasizes that keeping a large number of slaves for the sake of demonstrating their wealth and power is not only ostentatious, but also wasteful.
Reward slaves who perform their functions productively
Cruelty, says the patrician, is a double-edged sword, and most painfully it hits not the slave, but the master. Without the carrot, the whip is useless and destructive. In other words, when punishing negligent workers, do not forget to reward those who, in contrast to the lazy ones, did their job well. Otherwise, diligent slaves who receive the same amount of food as their less industrious comrades will lose the incentive to work well for the benefit of the master, and will perform their daily lesson anyhow, just not to get punished.
Sidonius draws the reader's attention to those slaves who served a certain family for a long number of years (why not the old-timers of the company?). If a slave is treated cruelly, then sooner or later he will become worthless and become not a support for his master, but a burden. If the slave sees that his work is valued according to its merit and is important for the owner, he tries to match the incentives he receives and work even better, serving the family of his masters for several generations.
Do not forget about the corporate culture, but at the same time adhere to a certain subordination with subordinates
Saturnalia is a holiday that the ancient Romans celebrated on a large scale, with cheerful outrages and plentiful wine libations. Mark Flax talks about how he enjoys this time, drinking himself out of control with his household servants, diving into a reservoir with a soot smeared on his face, and dancing with slaves indecent dances. In contrast to himself, he brings his friend, a “scientific cracker”, who is waiting for Saturnalia alone in his office, so as not to embarrass the servants – and in his hearts he calls this scientist an idiot. The holiday, the patrician emphasizes, is a great opportunity to win the sincere love of your slaves, when you share the euphoria of fun with them, they begin to respect you more.
However, after wine libations comes a hangover, and after the holidays - working days. Therefore, the morning after Saturnalia, the patrician usually makes a more severe face than on ordinary days. And it is quite possible that it is the slave who, on the eve, under the influence of wine vapors, behaved disrespectfully towards the master, will receive a reprimand or punishment for not too diligent work.
Character and personal qualities are no less important than skills
When making a decision to buy a slave, it is worth proceeding not only from the list of his practical skills. Whether this slave will be useful in the household will also be indicated by his behavior during the auction. Take a close look at the employee you are interested in. Doesn't he seem too melancholic? Then it is unlikely that any sense will come out of him - being a slave is already an unenviable lot, and there is no need to remind the rest of your servants about this. Maybe the slave looks too defiant, and his posture has an overly independent look and signs of a will that has not yet been suppressed? Such a worker, even with good skills, will also not bring good to your household. He will show disobedience to the overseers, and having developed physical strength or hidden organizational skills, he is even capable of rebellion. The ideal option is a slave with an average character (not downtrodden, but not too brave).
Team building is not always beneficial
At first glance, it seems that slaves who understand each other better (for example, those brought from the same country. Or at least simply understanding each other's languages) are capable of more fruitful collaboration, since they can agree. In fact, it is too good relations in the team that can sometimes bring serious problems to the master. At first, the slaves simply agree to rest or be distracted by conversations, which affects productivity, and then they jointly develop a plan to escape or rebel against the master.
Be Strict When Needed
Mark Flax emphasizes that it is not only appropriate, but even beneficial to the state of affairs on the estate, to remain friends with one's slaves within certain limits of propriety. However, friendship with the servants is the same double-edged sword as the cruelty discussed above. Seeing your kind attitude towards them, the slaves begin to shirk from work and sometimes even come up with cunning pretexts to arouse your pity and receive any privileges and indulgences. They feign fever by sweating profusely by standing by the stove, or they lie about the price of an item they buy, adding half the price to it and pocketing the difference. If you indulge your workers in everything and turn a blind eye to frivolous acts of disobedience, you risk being labeled as a lack of power and eventually become a slave to your slaves.
Jerry Toner's How to Manage Slaves grabs attention with a catchy title, but it's immediately clear that it's going to be something special. Jerry Toner teaches ancient literature, studies everything related to antiquity. He devoted a lot of time to the study of the history and culture of Ancient Rome. In this book, he talks about the art of managing slaves, using the writings of Mark Sidonius Falx for this.
Despite the fact that about two thousand years have passed between the events described and the present, and slaves are no longer in most places on the earth, the book contains a lot of useful thoughts. After all, if you think about it, you can draw many parallels between the management of slaves and modern corporate culture. Of course, top managers will not need to know how to distinguish a starving and emaciated slave from a well-fed and healthy one when buying, but much more will apply now.
It is useful to read the book in order to draw certain conclusions for yourself, although the reader will have to think about it for himself. The author talks about how to keep the slaves interested in work, without discouraging them, but at the same time, so that they do not work to the last of their strength. You need to be able to find a balance and create such a relationship that the slaves pay for the costs of their purchase and maintenance and treat the owner well enough to save him from the risk of betrayal and crimes in his direction. Thus, a modern manager in any field will have something to learn from this book, combining familiarity with scientific and fiction in one book.
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