Green-Mountain freeman. [volume] (Montpelier, Vt.) 1844-1884, 1879-12-10

Next TO natural love Of the callino wa
put executive ability as an element of snc.
cess IN farming. By this we mean the
capacity to plan work properly, and 10 put
the right man in the right place for eve.
cutting it. Industry is often mentioned ss
the cornerstone on which the farmer cam
build his fortune; but we have seen msnr
farmer work most industriously all his
days and still not accomplish mlch-cer-
tainly not half. nor 1.-THE, of what he
might if he had planned his work better
done less of everything himself, and hired
some skilled help to do what took him q
long time to accomplish, and when done
was done poorly. Some farmers pride
themselves on being Jacks at all trades.
and seem determined to be independent Of
all outside help. Besides the common
routine farm labor, they work hard at die.
ging bitches, building stone walls, maxine
ox-sleds, and sometimes in erecting their
own bans and houses, and wonder that
they do not succeed as we'll as their neish.
Dor who works less but plans better. The
power of brains is nowhere more needed
than on the farm. Muscle is very good
and very necessary. but muscular force
must be directed by intelligence or it will
spend much strength and accomplish but
little. If we could only find on the farm
the same system and division of labor
such rs we find in well appointed
factory or mechanics shop. we should ex.
peet to see agriculture making rapid
strides TO the position of respect to which
it is intrinsically entitled among the indus.
tries. 1t is the unsystematic, shiftless
way of doing things on the farm which
keeps both the farm and farmer in rela-
lively inferior position to the merchant
and manufacturer. The factory is run bv
clocE-work. At such an hour the whistles
blows, the wheels start, and every man is
expected TO be at his assigned post. If he
is not there his wages are locked, and if
he is habiiually tardy he is dismissed and
another put in his place. There is no
delay for want of raw material. If the
superintendent fails in providing every
thing essential for the successful running
OF the factory, he is considered incompe-
tent. Ii SO many yards are not turned of
each day, the proprietor Inquiries the rea-
son. He knows the capacity of his mill,
and expects it to be worked to its full
power. Before loom and behind a cal
ender there is no dilly- dallying. Accounts
are kept of every expense, and the manu-.
facturer knows just what it costs him to
run his mill. 1t may DO difficult to run a
farm, and especially Il small one, with
all the system and division of labor found
in factory; but it is possible, and it is
absolutely essential to high degree of
success, that the farm should be managed
Systematically. There must be time and
place for every thing. Stock must be fed
at stated times. Their thrift does not
depend so much upon their having two or
three or four meals day, as some sup
pose, but upon being fed regularly. If
they are accustomed to have their ratons
only twice day they are contenled, if
only they come ut the usual hour, but if
delayed beyond this they fret away much
hesh Tools must be kept in repair and in
place. The average farmer loses time
enough in waiting for the repair of tools
and in hunting up lost ones te pay his
tsXes twice over. There is much oppor-
tunity for the display of executive ability
on the farm rs in the factory, and as much
executive talent is required to run large
farm as TO govern Il state.-N y. Times.