2. Assuming that the order is understood the way you intended it,
without getting confirmation that you have made yourself clear.

3. Failing to motivate the subordinate by telling him why he is being
asked to perform this assignment.

4. Giving too many details to the experienced subordinate or too
few to the inexperienced one. The first will be bored and resentful,
the second will flounder.

5. Failing to tailor the manner of your order to the employee and
the situation. In some cases a direct order is desirable, in others
a request.

6. Mistiming the order. There are some times when an order will
not register strongly with a subordinate, such as quitting time.

7. Depending entirely on positional authority for getting an order
carried out, rather than trying to develop inner authority which will
motivate the subordinate to cooperate willingly.

8. Giving too many orders at once. By trying to cover too much
ground, a supervisor will end up with none of his orders carried out
correctly.

9. Mumblingortalkingtoofast. A supervisor who doesn't like order-
giving may just blurt out an order and take off, leaving a confused
employee behind him.

Some of these order-giving faults are easier to remedy than others, of
course. But once they are pinpointed, a supervisor can make a con-
scious effort to eliminate them. Here are some steps he can take.

Establishing a _''Team'' Approach to Order-Giving

A supervisor is a leader, but he isn't a dictator. If he depends entirely
on his positional authority, he may get obedience--but an unthinking
obedience that actually will weaken his department's performance. Obe-
dience based on willingness and understanding is the kind that produces
top results in productivity and efficiency. By always stressing the co-
operative "team" approach, the supervisor can make his orders more
effective.

One way to do this is to fill in the employee on the background and the
significance of the order. Obviously when you request an employee to
wipe up some oil that's been spilled in an aisle, extensive explanations
are unnecessary. But most orders are more complex than that, and it
pays to explain the importance of what you want the subordinate to do.

If possible, point out how the assignment will benefit the whole operation,
and tell the subordinate why he was selected to do this job.

17



Similarly, don't just hand an employee a penalty without explaining
it. Devote some time to telling him what he did wrong, why he is
being given this penalty, and what is expected of him in the future.
He may still be resentful--but not to the extent that he would be if
there were no explanations.

What does effective discipline require of the supervisor? In the
words of one arbitrator, ''The application of corrective discipline
requires both firmness and patience. Firmness, in order that
persistent shop rule violations shall not be allowed to pass without
efforts at correction; patience, in order that the discharge penalty
may be withheld until such efforts at correction have proven
ineffective."

Check List for Discipline

1. Do Ihave the necessary facts?

a. Did the employee have an opportunity to tell his side of the
story?

b. Did I check with the employee's immediate supervisor?

c. Did I hold my interviews privately to avoid embarrassing the
employee?

d. Did I investigate all other sources of information?

e. Did I exert every possible effort to verify the information?

f. Have I shown any discrimination toward an individual or group?

g. Have I let personalities affect my decision?

Have I administered the corrective measure in the proper manner?
a. DidIconsider whether it shouldbe done individually or collectively?
b. Am I prepared to explain to the employee why the action is nec-
essary? For instance--

--Because of the effect of the violation on the employer, fellow em-
ployees and himself.

--to help him improve his efficiency and that of the department.

c. Am I prepared to tell him how he can prevent a similar offense
in the future?

11



ri i /

Material for preparation

Painting finished: no glare

Photograph No, 1

21


Rigorous Tests for Slabs

Every morning, if a freeze occurred, a mixture of 50 percent sodium
chloride and 50 percent calcium chloride was applied to induce a thaw.
This cycle was followed for five days, after which the slabs were flushed
clean and refilled with clear water. The slabs were then left ina
frozen state for 48 hours, subject only to temperature-induced thaws.
At the end of this period, the de-icing salts were again applied for

five cycles. Thus during every five-day period the slabs were either going
through freeze-thaw cycles or were covered with the brine solution.

The first phase of the test ran for 77 days. During this period the slabs
were subjected to 68 freeze-thaw cycles induced by 40 applications of
de-icing salts and by natural temperature variations. Of the sealants
used, a mixture of 50 percent boiled linseed oil and 50 percent mineral
spirits was the most effective.

In the Buffalo Division the bridge at Milepost 422.80 had the entire walk
and mall replaced in 1962. Utilizing the areas formed by the construc-
tion joints, the surface was sealed with the following materials: three
epoxy coatings, each of a different manufacture, two covered with broa-
cast sand and one applied in two brush coats without abrasives; acolorless
petroleum distillate compound, Item M41W New York State, Department
of Public Works, Specifications 1957; a modified chlorinated rubber paint
filled with a fine sand; and a solution of half raw linseed oil] and half ker-
osene. Several areas were left untreated to afford a control. It was
obvious after even one year of exposure that the mixture of linseed oil and
kerosene afforded good protection.

Photographs 1 through 3 onthe following pages are viewsof the test blocks.
Photograph 1 shows panels that received atreatment using a compound
consisting of raw linseed oil and kerosene, with blocks 19 and 20 in the
foreground of the left side of the photograph having receiveda proprietary
surface coating material. The view of the bottom photograph shows blocks
treated with the linseed oil compound after two years' exposure.

Photograph No. 2isa view of several panels treated with experimental ap-
plication of epoxies. Panels 1, 2, and 4 were treated with an exper-
imental application of one type of epoxy and Panels 5 and 6 received
another type and also were covered with an abrasive. The view of the
panels in the lower photograph is the same area two years later.

Photograph No. 3 is a view of panels treated with a modified chlorinated
rubber enamel. After an exposure of two years those at the top were
given two coats of the same proprietary surface coating material used in
blocks 19 and 20. There is no explanation as to why Panel 14 was severely
attacked while Panel 13 is in relative good condition.


Use the Right Type of Order

You can give an order in a variety of ways, and you'll find it effective

to use different approaches to fit a particular employee or situation.
Most frequently you will find a request works admirably if you have
established a sound climate in your department. Thus you would say,
"Bill, will you please see that all outgoing invoices are typed in triplicate
from now on?" Or, "Joe, when you have a chance, would you check our
inventory of machine lubricants?"

Although a request carries almost the same weight as a direct command,
it makes the receiver feel that his cooperation is being asked for rather
than demanded--and he is more likely to give it. Requests are most ef-
fective with experienced workers and with sensitive employees who may
be antagonized by direct orders.

Another type of order which is even more dependent on the initiative and
cooperation of subordinates is the suggestion. For example, you might

say, "I wonder if we can improve our housekeeping so that we'll pass all
safety inspections?" This order is only implied, but it will bring a pos-
itive response from conscientious workers.

The direct order should be used infrequently. It may be necessary in
times of emergency to stress the urgency of the situation, or in dealing
with employees who don't respond to any other type of order.

Time the Order Correctly

Unless it's urgent, an order should not be given to an employee who is
harassed, rushed or preoccupied. For example, to give an employee
an order just before he has an important appointment would be unwise,
since he would be unable to concentrate. Similarly, orders normally
should not be given just before the lunch break or quitting time--they'll
probably be forgotten quickly.

Make the Order Clear and Complete

Keep your order as simple as possible, but make sure you include all
the facts the subordinate needs to carry it out quickly and efficiently.
You're less likely to overlook any important information if you think

in terms of six elements: Why, who, what, where, when and how. The
who is particularly important when giving an order to a group--it should
be made clear who is responsible for doing what.

Unless you have no definite time limit on the assignment, specify the
time you want the job completed, and make sure the subordinate under-
stands perfectly what the conditions of completion are.

18


For example: A supervisor in a chemical plant is instructing a new
employee in a simple operation: tapping the bottom of an overturned
mixer with a hammer to knock loose the last few grains of the con-
tents being poured out. Handing the man a hammer, he says, "Give it
a good, hard tap.'' A moment later he is horrified to see the bottom
of the mixer stove in by the eager new worker. After all, what does
"hard" mean? The supervisor is a light, slender, delicate man who
is accustomed to mixing accurate batches, using a chemist's scales
with care. Any hammer is a crude tool to him; a "hard tap" is about
what would be required to drive a small tack. That is the evaluation
of "hard tap" which the supervisor has learned from his experience.
The worker is a burly 220-pounder who used to be a railroad section
hand and has driven many an eight-inch spike into an oak tie with a
12-pound sledge. He doesn't think you can hit a "hard" tap with a
hammer.

If the supervisor had given the mixer a tap of appropriate force and
said, "Tap it as hard as this, ' the word "hard" would have had its
value clearly shown; there would have been no misunderstanding.

ELIMINATING CHROMIUM GLARE FOR SAFETY

(Reprinted by permission of GRIST, January/February, 1966 issue, a
publication by the National Conference on State Parks, Washington,
D.C.)

As Park Ranger Lester L. Womack of Grand Canyon National Park
points out, a safety hazard unnoticed by many on the modern auto-
mobile is the chromium-plated arm of the windshield wiper. Re-
flection of the sun from this unit can cause anything from a minor
annoyance to a fatal mishap--yet the hazard can be eliminated in a
few minutes with a spray can of metal primer or grayish paint. This
will give the arm a dull gray finish that does not reflect light.

It is a simple matter to mask the front of the car, windshield and
wiper blades with newspapers and masking tape, then to finish the
dulling job with a few squirts from the spray can. The few minutes
required to do the work could save a life.

Photographs of the preparations and accomplished job are shown on
the following page.

20


considerable advantages in using it over signs presently in use.
A photograph of the sign is shown below.

{

vy,

Photograph No. 1

Some particular advantages in using the sign are:

1. It is lightweight, compact (folds to convenient, easy-to-
carry size) yet is durable and strong. This makes it easier and
more convenient to carry in a vehicle and easier to lift in and out

and to set up.

2. The yellow-orange backing on the sign with black letters is
readily visible from great distances.

3. The flasher-light is easily seen at dusk and night or in poor
light.

The folding barricade and blinker light was purchased at a cost of
approximately $37.00 and is described as follows:

"Four-foot standard guard gate barricade, safety, folding

3 ft high with 2 red warning flags and bracket for one flasher.
Glass-beaded reflectorized traffic yellow cross bars for
maximum night time visibility.--Flasher, blinking light,
weatherproof, two-directional head, 4 inch amber lens, en-
amel case, complete with two 6-volt lantern batteries."

The sign itself signifying ''Survey Crew, '' was made from sheet aluminum
with yellow-orange reflective adhesive backing and black lettering applied

15



To implement the program, each Division bridge crew set up a three-
man crew equipped with standard 3-gallon weed sprayers and a pickup
truck for the transportation of men and materials. Initially the com-
pound specification called for a mixture of 50 percent linseed oil and
50 percent mineral spirits. Following several trial applications on a
carefully measured area, it was determined that 60 percent mineral
spirits and 40 percent linseed oil was the best ratio for use in hand-
spraying equipment.

The rate of application of the first coat varied with the porosity of the
concrete but in general was 0.025 gal per sq yd (40 sq yd per gal). Sub-
sequent coats were applied at the rate of 0.015 gal per sq yd (67 sq yd
per gal). By the fall of 1963 all the scheduled bridges and toll areas had
received at least one coat, and 80 percent of the total had received a
second coat.

Not for Grass and Shrubs

Two problems were encountered in the program. In the toll area it was
noted that the overspray raised havoc with lawns and plantings. The
second problem was one of discoloration of the concrete. On some fin-
ishes the dried film had a dark and streaked appearance. This was es-
pecially true on the fasciae. Although most discoloration bleached out
within a matter of weeks, there were instances where the bleaching re-
quired the entire winter.

An interesting fact observed in 1964 was that where the mixture was
applied to concrete areas that were already showing signs of distress,
deterioration was arrested.

The beneficial results of the 1963 application were sufficient to justify
the continuance of the program in 1964. Consequently a program was
set up to insure that all bridges and toll areas would receive a total of
three applications. Protection of lawns and plantings was accomplished
by the use of plastic sheeting and posed no problem in 1964.

The use of a mixture of linseed oil and mineral spirits has now become
a matter of routine maintenance on the New York Thruway bridges.
Since this material has only been in general use on the Thruway since
1963, there is no firm evidence as to the efficiency for long-term pro-
tection. Visual inspection tends to indicate that a three-coat system is
satisfactory. However, the Authority has arbitrarily set up a main-
tenance schedule that calls for two coats the first year, an additional
coat during the second and third years, followed by a one-coat renewal
every five years thereafter.



Photograph No. 2

4


Photograph No. 1

3


by heat and pressure. The cost of the sign was approximately $5.00.
The total cost for each unit is therefore approximately $42.00, yet
this cost is negligible if only one accident is prevented.

The number of units needed for each crew or part of crew on the high-
way will depend of course on the extent of the work, number of lanes
on roadway, etc.

One other aspect to consider is the possibility of interchanging the
"Survew Crew" sign with some other sign for nonsurveying functions
such as "Danger Blasting, '' Men Working, " "Detour, " etc.

In line with the Bureau of Reclamation's Safety program and the growing
traffic problem, the Safety Engineer feels the need for such warning
devices cannot be overemphasized. If further information is desired,
write Chief Engineer, U.S. Bureau of Reclamation, Denver Federal
Center, Denver, Colorado 80225, Attention: Code 410.

OAK ok

HOW TO GIVE AN ORDER
By
Eugene E. Whitworth1/

Giving orders is one of the severest tests of supervisory ability. Into
that seemingly simple process of telling somebody to do something are
rolled all the varied aspects of supervision: Communication, planning,
human relations, delegation, motivation. What stops many supervisors
from trying to improve this all-important managerial technique is that
they mistakenly feel that good order-givers are born not made.

But it is possible to léarn to give orders to employees and to give them
in such a way that they are motivated to do the job and are given the
information they need to do it.

The first step is to pin down the reasons that orders fail to achieve the
results the supervisor wants. Here are some common failings in order-
giving:

1. Using ambiguous or vague words in framing the order, such as,

"I want these letters typed soon, " instead of "I want these letters

typed by 12 o'clock."

I7Reprinted by permission of the editor from an article appearing in
Supervisory Management, January 1966 issue.

16



Photograph No. 4

Linseed-oil Compound Decided On

The decision was reached in the summer of 1963 to institute a program
of coating with the linseed-oil compound all exposed concrete on curbs,
walks, fasciae and pylons of 729 Thruway bridges before the onset of
another winter. The traffic islands and sidewalks at toll areas were
included in the program.

The photograph, shown on cover, is a view of a crew hand-spraying the
structural concrete of a Thruway bridge using a mixture of raw linseed-
oil and mineral spirits. This relatively inexpensive treatment appears

to halt deterioration.

At the outset of the program other solvents including Xylene, Toluol,
Methyl-Ethyl-Ketone and petroleum mineral spirits were tested as a re-
placement for the kerosene, which tended to excessively discolor and
streak the concrete and required an abnormally long time to dry and
bleach out. It was determined that the mineral spirit best suited the pur-
pose since this liquid was not only an ideal solvent with good drying char-
acteristics, but was also the most economical.


‘Department of the Interior, Bureau of Reclamation

IRRIGATION OPERATION AND MAINTENANCE

BULLETIN NO. 56
April, May, June 1966

LAST COPY - DO NOT REMOVE

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In This Issue:

Linseed-Oil Protection for New York State Thruway Bridges
Discipline: When an Employee Breaks the Rules

Water Measurement Procedures

Truck Bed Lift Kit

Safety Warning Signs for Survey Crews

How to Give an Order

Eliminating Chromium Glare for Safety

LAST COPY - DO NOT REMOVE


1. Know the rules and make sure your subordinates know them.
You can't maintain discipline unless you know what is allowable
and what is not. Be sure of your shop rules and see that they
are conveyed to all employees in your department.

2. Don't ignore violations. A supervisor doesn't have to issue a
formal reprimand or disciplinary suspension every time a rule is
broken. What he does will depend upon the nature and the circum-
stances of the violation and the employee's past record. The im-
portant point is that he must do something. Overlooking the offense
and saying nothing is equivalent to condoning the violation, and in
time could make that particular rule unenforceable. As one arbi-
trator has said, 'There is a point at which the silence of a super-
visor in the face of open and persistent violations of rules becomes
in effect a condonation of the violations."

3. Get all the facts. Most arbitrated disputes are over the facts of

a discipline case. As soon as a supervisor believes there has been

a violation, he should establish exactly what happened. He can talk

to other supervisors, interview employee witnesses, refer to records,
and examine any physical evidence.

When disciplinary action is challenged, the burden is upon manage-
ment to show that there was just cause. Disciplinary action based
on suspicion alone cannot be justified--not only is it unfair, but it
won't stand up in arbitration. The more information that the super-
visor can gather in his initial investigation, the less chance that new
facts will come to light later that might show the discipline was
unjust.

As his first step in the investigation, the supervisor should give the
employee an opportunity to explain his actions. Don't assume that
if the employee has an explanation, he will volunteer it--take the
initiative and ask for one. Otherwise the employee may say later,
"He didn't ask me."

The employee may offer no explanation even when asked--this fact
will weaken any explanation presented later by the union. If the
employee does give an explanation, check it out carefully--even if it
doesn't sound convincing. Don't dismiss an explanation because it
doesn't excuse his actions completely. It may at least be sufficient
to justify a lesser penalty.

Just as important as getting the facts is recording them. Ifa dis-
ciplinary action is challenged, the supervisor is usually the main
source of information for management. He may be called upon months
after the incident to recall it in detail. If he relies on his memory,
his case will be weak.



The First Winter is the Worst

It is generally accepted that concrete is most susceptible to spalling and
pitting during the first winter and that this susceptibility decreases with
each succeeding year. Therefore it has become the practice of the Thru-
way maintenance forces to seal all new concrete 28 days after placement.
From experience it has been found that the sealing can be accomplished
any time after 14 days. However, if sealing is carried out before the
expiration of a 14-day curing period, there is the possibility that the fin-
ish will be marred. This marring takes the form of a stippled appear-
ance. While durability does not seem to be affected, the condition may
be unsightly.

The question may arise as to why the Authority chose to treat all the
bridges even though many had survived the ravages of winter and de-
icing chemicals for ten or more years. The answer is the insurance
afforded by this low-cost extra protection.

The age of an unblemished structure is indicative of its durability but
it is not a rock-fast guarantee that deterioration of the structural con-
crete will not occur even after 10 or 12 years of satisfactory service.

When the high cost of concrete restoration is weighed against the ap-
proximate over-all cost of 10-1/2 cents per sq yd for a four-coat
protective system it would be economic folly to risk the deterioration
of even one bridge.

%
*
%
%

DISCIPLINE: WHEN AN EMPLOYEE BREAKS THE RULES1/
By
Walter E. Baer

A good supervisor tries to create a climate in which his subordinates
willingly abide by company rules. But even the best supervisor cannot
expect perfection; rules will still be broken. What he does about these
violations will not only influence the future behavior of the employee
involved--it can have serious effects on the morale in his department
and even on future contract negotiations with a union, if there is one.
Every supervisor, therefore, should periodically review his discipli-
nary methods to make sure they are producing the most constructive
results. Here are some guidelines that should help:

1/Reproduced by permission of the editor from an article appearing in
Supervisory Management, February 1966, by the author who is Manager,
Employee Community Relations, Brunswick Corporation.


Photograph No. 3

In 1962 the new South Grand Island Bridge was opened to traffic. In
the construction contract, two coats of linseed oil and kerosene were
called for on the sidewalks of the structure. In addition the walks
and curbs in the toll plaza were treated by maintenance forces, half
with linseed oil and kerosene and half with commercial waterproofing
compound.

In the spring of 1963, an evaluation study was made of the test in-
stallations. The protection afforded at the South Grand Island Bridge
was found to be truly remarkable. After a severe winter, there was
not a single pop-out or pit mark on the entire 3, 439 feet of sidewalk.

In the toll-plaza area the results were similar; both the linseed oil and
kerosene mixture and the waterproofing compound primer had given
100 percent protection. A recent visual inspection showed that the treat-
ment is still fully effective. Photograph No. 4isaview ofthe sidewalk of
the new South Grand Island Bridge. Aftertwoyears ofexposure, it was
treated with linseed oil and kerosene immediately after the bridge was
open to traffic in 1962. The structural concrete supporting the rail was
not treated.

From the evaluation, it was determined that only the linseed oil and
waterproofing compounds afforded the desired protection. At this point
it became a matter of simple economics. The cost per gallon of the
linseed oil compound was approximately one-third that of waterproofing
product.



To find out if he understands, you must get some feedback. Don't
assume that if an employee keeps nodding his head he must understand
the instructions. Even if you ask him if he understands and he says

yes, you need more solid evidence. He may even be able to repeat

the order to you verbatim without actually understanding it the way

you wanted him to. It's better to get him to express your instructions
in his own words. Ask him how he intends to handle the most complex
phase of his assignment. For example, "When you get the valve in,

how will you adjust the spring tension? " You'll find out from his answer
if he has understood your instructions.

Pretest All Orders Before You Give Them

The supervisor who decides he wants an employee to do something and
rushes off to tell him often will have cause to regret later that he didn't
think the order through first. After giving the order, he may realize
that he gave it to the wrong subordinate, left out important details or
pulled some other boner. Before giving any order, he should check it
against the following questions:

1. Does the subordinate really have the background, training and
skill needed to carry out the order?

2. Is giving this order the right way to accomplish the objective--
or is there another way that might be better?

3. Am I prepared to explain to the employee the reasons for the
order?

4, Are all the details of the order complete in my mind so that I
will be able to tell the subordinate what he needs to know to carry
out the job?

5. Have I thought through the best way to give this order so that
the employee will be fully motivated to carry it out?

6. Have I picked the best time to give the order?

*Don't Just Tell Them--Show Them

As we become involved with words that mean something that cannot
be pointed at, we come to the stage where a word has one meaning to
the speaker but all too often quite a different meaning to the listener.

¥This article, by William Exton, Jr., Senior Consultant, William Exton,
Jr., and Associates, accompanied the preceding article by Eugene E.
Whitworth, in Supervisory Management, and also is reproduced by per-
mission of the editor.

19



LINSEED-OIL PROTECTION FOR NEW YORK
STATE THRUWAY BRIDGES 1/

The problem of protecting the structural concrete on our toll roads,
expressways and interstate routes has attained major proportions
since the use of de-icing chlorides has become the maintenance way of
life.

The heavy use of chloride has taken its toll in spalled and deteriorated
concrete. Bridges, with their susceptibility to temperature fluctuations
and freeze-thaw cycles, are most vulnerable to this type of damage and,
from an economic standpoint, are the most costly to maintain. Some
years ago the New York State Thruway Authority recognized this problem
and embarked on a search for methods and materials to minimize the
adverse effects of such chemicals.

Wearing Surfaces Sealed

During the years 1958 through 1961 the portland cement concrete wearing
courses on bridges carrying the Thruway were sealed with a slurry of
coal tar pitch emulsion overlaid with 1-1/2 in. of asphaltic concrete.
The surface was then sealed with an additional coat of the slurry. This

in effect roofed over the structural slab and has proved generally effective
in protecting the structural integrity of these bridges.

But rapid deterioration of exposed walks, malls, faciae, curbs and pylons
continued to present a costly and time-consuming maintenance problem.
It was obvious that some method would have to be devised to arrest the

rate of deterioration if it were not to outstrip the rate of replacement.

To alleviate this problem the Authority began testing various sealants in
1962. Test installations of epoxies, modified chlorinated rubber paints,
tung-oil derivatives, petroleum distillates anda mixture of linseed oil
and kerosene were placed on structures in the Buffalo and Albany Divi-
sions of the Thruway.

In the fall of 1962, a field weathering installation was set up at the Albany
Division where concrete test slabs, incorporating conventional stone ag-
gregates and slag aggregates, fortified by varying degrees of air entrain-
ment and integral waterproofing admixtures, could be tested for resist-
ance to salt damage. In conjunction with the test, it was decided to include

slabs for the purpose of evaluating the relative merits of surface sealants.

IT/Reproduced by permission of the editor from an article appearing in
Civil Engineering, July 1965, by the author, who is the Assistant Super-
intendent of Maintenance, New York State Thruway Authority, Albany,
New York.



d. Am I prepared to deal with any resentment he might show?

e. Have I filled out a memo for his personnel folder or a letter
describing the incident, to be signed by the employee? A copy of
this memo or letter should be given to the employee, and he should
be told that he may respond in writing--for the record.

f. In determining the specific penalty, have I considered the se-
riousness of the employee's conduct in relation to his particular
job and his employment record?

g. Havel decided on the disciplinary action as a corrective measure
--not a reprisal for an offense?

3. Have I done the necessary follow-up?
a. Has the measure had the desired effect on the employee?
b. Have I done everything possible to overcome any resentment?
c. Have I complimented him on his good work?

d. Has the action had the desired effect on other employees in
the department?

WATER MEASUREMENT PROCEDURES

Water measurement is a subject that has been treated in numerous pub-
lications and many of these are available for reference in local public
libraries. In the Irrigation Operators! Workshop for 1965, held in the
Office of Chief Engineer, U.S. Bureau of Reclamation, Denver Fed-
eral Center, Denver, Colorado; Engineer A. J, Peterka of the Hy-
draulics Branch of the Division of Research conducted the sessions on
water measurement procedures. His notes were included in the bound
lecture notes of the 1965 Workshop. Because of the demand for copies
of Mr. Peterka's notes, they have been republished as Report No. Hyd-
552, "Water Measurement Procedures, " under date of November 15,
1965.

As stated in the foreword to Report No. Hyd-552, Mr. Peterka's notes
contain the essential parts of four previous workshop lectures pre-
sented in 1961, 1962, 1963, and 1964. A new section on propeller
meters has been added; other new developments have been included;
and some of the original material has been edited to provide a clearer
understanding of water measuring procedures and practices.

12


Photograph No. 1

The unit is completely self-contained. There is no thrust on the
pickup frame regardless of load. A rear hinge arrangement permits
mounting any type bumper and trailer hitch, an adjustable locking
device holds the body securely to the frame, and a quick release tail-
gate hinge furnished with each kit permits instant removal of the tail-
gate. The kit does not change the appearance of the pickup, and it
may be taken off when the truck is replaced and installed on another
pickup of the same make.

The kit can be furnished with a 6~ or 12-volt electrohydraulic power
unit or a power take-off unit. The electric hydraulic unit has a
positive-action electric control mounted in the cab on the driver's
side. A retractable 20-foot extension enables the operator to stand
at the side or rear of the truck during unloading.

If additional information is desired, write Chief Engineer, U.S. Bureau
of Reclamation, Denver Federal Center, Denver, Colorado 80225,
Attention: Code 410.

SAFETY WARNING SIGNS FOR SURVEY CREWS
(Suggestion R3-63-25)

The idea of using safety warning signs for survey crews working on or

near roadways is not new. However, Lloyd R. Porter of the Boulder
City Development Office suggests a new type of sign and points out

14


IRRIGATION OPERATION AND MAINTENANCE
Bulletin No. 56

APRIL, MAY, AND JUNE 1966
INTRODUCTION

The concrete in the exposed surfaces of walls, piers, posts, handrails,
parapets, curbs, soils, etc., that are in contact with water or spray
during freezing weather can deteriorate rapidly. The durability of

the concrete can be considerably improved and its serviceability greatly
prolonged by preventive maintenance in the form of a weatherproofing
treatment. The Bureau of Reclamation has recommended use of linseed
oil, turpentine, and white lead and oil paint after proper preparation of
concrete surfaces. The method proposed is outlined in the Bureau's
"Concrete Manual''1/ and is an adoption of a treatment used by the Oregon
State Highway Department2/. An article describing materials and
methods tried and now being utilized by the New York State Thruway Au-
thority to improve concrete durability is presented herein beginning on
page 1.

When an employee breaks the rules, what should a good supervisor do?
An article beginning on page 8 and reproduced with the permission of
the editor of Supervisory Management offers some suggestions. Also
from Supervisory Management is an article starting on page 16, on How
to Give an Order.

Good water measurement on irrigation projects is becoming more im-
portant with time. Much has been written on the subject and in a recent
Bureau of Reclamation report a summary has been made of some of the
material available. The report and its contents are further discussed
on pages 12 and 13.

A truck bed lift kit is described on pages 13 and 14 and the suggested
safety warning sign for survey crews on pages 14, 15 and 16 could be
easily adapted to warn of other hazards.

A suggestion for eliminating chromium glare of the windshield wiper
for safety reasons begins on page 20.

I/"Concrete Manual, " (Seventh Edition), USDI, Bureau of Reclamation,
Denver, Colorado, 1963.

2/Paxsom, G. S., "Maintenance and Repair of Concrete Bridges on the
Oregon Highway System, '' American Concrete Institute Proceedings,
Volume 42, 1946, Pages 105-114.



The Irrigation Operation and Maintenance bulletin is published quar-
terly, for the benefit of irrigation project people. Its principal pur-
pose is to serve as a medium of exchanging operation and maintenance
information. It is hoped that the reports herein concerning labor-
saving devices and less costly equipment and procedures, developed
by resourceful project people, will result in improved efficiency and
reduced costs on the systems of those operators adapting these ideas
to their needs.

To assure proper recognition of those individuals whose suggestions
are published in the bulletins, the suggestion number as well as the
person's name is given. All Bureau offices are reminded to notify
their Suggestions Award Committee when a suggestion is adopted.

Division of Irrigation Operations
Office of Chief Engineer
Denver, Colorado

A view of a crew hand spraying the
structural concrete of a thruway bridge
using a mixture of raw linseed oil and
mineral spirits. This relatively in-
expensive treatment appears to halt
deterioration.



On the other hand, if he puts the facts down on paper while they

are still fresh in his mind, his testimony will be far more effective.
No detail should be overlooked that might prove important later. The
record should answer such questions as: Who was involved? What
took place? When did it happen?’ Where did it happen? Who else
was there? What did the employee say? What did you say?

4. Choose the most appropriate disciplinary action. Perhaps
nothing puts a supervisor's judgment to the test more sharply than
determining what discipline to give an employee who has violated
a rule. He must draw the fine line between punishment that is too
severe to be just and punishment that is too mild to be corrective.

A supervisor contemplating discipline for a broken rule must always
keep in mind what he hopes to achieve through that discipline. In
almost all cases, his goal will be to change the employee's behavior.
Labor-management arbitrators base their decisions on the concept of
"corrective discipline.'' Briefly, this concept is that the purpose of
discipline should be to obtain compliance with the established rules,
not simply to punish the employee. Discharge, of course, is nota
corrective disciplinary action--therefore, it should be resorted to
only where all other efforts to correct the employee have failed.
(However, certain major offenses are so serious that arbitrators
have held that immediate discharge is justified--example are theft,
sabotage, assault on a supervisor.)

A supervisor should not depend on a rigid mechanical formula or a
fixed pattern of penalties when he administers discipline. Each cage
must be judged individually, in terms of four main questions:

a. How serious was the offense and what were the circumstances?

b. What is the employee's past conduct record, and how long has
he been employed?

c. When was his last rule violation?
d. What is the plant practice in similar cases?

5. Administer the discipline properly. Telling an employee he is
being penalized for breaking a rule isn't any more pleasant for the
supervisor than for the employee. This is the critical time for the
supervisor to remember that the purpose of the discipline is cor-
rective, not punitive. If he doesn't, he may end up with a sour em-
ployee, rather than a chastened one. He must keep a good control
on his emotions, and avoid sarcasm, threats, and temper blowups.
Although the employee should be made to feel that plant discipline
is a serious matter and that better conduct will be expected, this
should not be conveyed through a violent bawling-out.

10


Standard and nonstandard devices are defined and their implications
in regard to water measurement are discussed.

Water measuring devices and methods are classified under three cate-
gories: (1) the velocity device, (2) the head device, and (3) miscel-
Taneous devices including chemical and dye dilution methods, total
count radioisotope methods, magnetic methods and sonic methods.

Under "Some Basic Hydraulics, " the concepts of the discharge equa-
tion and velocity head are developed; these two concepts are used to
derive the basic equations for both orifice and weir discharge using the
simplest methods possible. Several of the general aspects of water
measurement accuracy are also discussed.

Flumes and weirs, probably the most commonly used devices, are used
to furnish examples of good and poor water measurement practices. This
is done because the majority of irrigation operators are more familiar
with these devices and not because it is desired to condemn or praise
these structures as measuring devices. Furthermore, the effects of good
and bad measurement practices are often visible on weirs or flumes and
are not visible in some of the more sophisticated measuring devices.

After a general explanation of the simpler devices has been made, more
complicated devices and techniques such as the submerged orifice meter,
Venturi meter, metergate, and constant-head orifice turnout measuring
device, and propeller meters are described.

Hints are given for troubleshooting metering devices suspected of being
inaccurate and instructions are given for selecting the proper size and
obtaining proper installation of metergates and constant-head orifice
meters.

Progress in water measuring techniques including the chemical dilution
and radioisotope methods is reported, and an evaluation of commercially
available open channel deflection meter is given. Progress in the devel-
opment of magnetic and acoustic meters is reported. A list of reference
material and a chart showing the head required to operate certain meas-
uring devices are presented.

OK OK RK

TRUCK BED LIFT KIT

A kit for the conversion of any 1/2-, 3/4- or 1-ton box or flat bed pickup
to any all purpose dump truck is now available. Everything needed is
included in the kit, according to the manufacturer, and it is claimed that
anyone with average mechanical skill can install the complete unit. A
view of one installed unit on a standard pickup truck is shown in the photo-
graph on the following page.

13