The McCook tribune. (McCook, Neb.) 1886-1936, 1886-04-29
TIE LESSON OF THE STRIKE.

the present disturbances III the OUT
west seem to point prominently to one
important fact, which most writer's ap-
pear to have overlooked, and which
those having in charge the manage
ment of large corporate interests would
do well to recognize more distinctly,
viz, that there has not existed in the
past that cordial and close relation be-
tween employer and employee so neces-
sary to insure n proper understanding
and acknowledgment of the rights of
each. There has not been so much a
disposition on either side to entirely
ignore the rights of the other, but what
has been lacking is that nice discern
ment so essential to q proper adjust
ment of those rights. Each side ap-
parently needs to be educated up to the
standard of what constitutes a reason
able demand. 1t is generally through
want of comprehension, or a stubborn
indisposition, too often founded on pre-
JUDGE, that one party or the other fails
to make a n intelligent presentation of
their case.
Take the case of the average work
ingman. 1t is not always possible for
him, in stating what he regards as a
grievance, to employ just the exact
language and polished speech that will
fit the occasion; he is not skilled in
logic or schooled in artful diplomacy,
and so he makes his wants known in
hic own n1aip h1unt uou His aoraC
have been reduced, perhaps again and
again, until he finds himself unable to
supply his family with the common
necessaries of life, or he is conscious of
some wrong inflicted through the
introduction of some arbitrary
rule, the practical effect of
which the maker of it himself could
not anticipate, and which was the re-
suit, perhaps, of some inattention to
change of circumstances which in the
hurry and press of business had been
Inadvertently lost sight of. These
wrongs, real o + imaginary, he goes to
work in his own way (Which is not al
ways the best way) to right. In this
attempt he not only plumbers, but often
defeats the object sought to be obtained.
Of course, the proper way to seek a
remedy in such q case would be to take
into consideration all the attending cir
cumstances and then lay the facts be-
fore the proper office, not before q sub
ordinate. whose every interest lies in
being able to show the largest possible
amount of work done for the lowest
possible amount of wages paid. 1t is q
singular fact in this connection that it
very often happens that men who are
promoted from the rank and file of Ia
borers, and whose every sympathy, one
would suppose, would be with the la
boring man, are the most unreasonable
in their demands and the most unsym-
pathetic and cruel in their treatment of
those in their Immediate charge, whom
they have the power to Cypress, and by
their Indifference to the pleas of those
under them, and by their prejudice and
distorted statements of real facts to
their superior officer, often cause meal
cuable mischief. 1t is noticeable that
many of the recent strikes are clearly
traceable to the action of some subordi-
nate who, when the real condition of
affairs becomes known, unable to
weather the storm brought on by his
own foolish and ill-timed action, has
found relief only in resigning his posi-
ton.
This comes from leaving too much to
subordinates, and brings us back to the
first proposition, viz, the want of cor
diality and understanding between the
responsible head of Il large corporation
of any kind, whether it be 4 railroad
company or a manufacturing company,
and those under him. OF course it
would be quite impossible for the presi-
dent or a general manager of q large
railroad company to form a personal
acquaintance with every one employed
on his road, nor would this be neces-
sary, but he has it in his power in
numerous ways to at least let them feel
that he takes some interest in their well
fare. Among other means that could
be employed in giving expression to
this feeling is that of passing oyer the
road more frequently and visiting the
different shops along its line. An occa-
sional visit of this kind goes a great
ways toward engendering kindly feel
ing between the men and their chief.
This involves at times no little sacri-
flee of social comfort. but in no way
can the chief officers of a road better
serve the interest they represent, and
it is to be presumed that they are suffi-
GENTLY compensated for the services to
justify such a demand upon their time.
1t is a well-known fact that just in pro-
portion as managers mingle among
their men are they respected and
obeyed, confidence in them is strength
ened and an increased loyalty and de-
votion to the service secured. The
managers who follow this plan stand
to-day the nearest to their men and in
time of trouble command their conf
dence and escape with the least vexa-
ton and loss. But the difficulty with
many of Dur railway presidents and
higher officials of to-day is that they
attempt too much. 1t is no uncommon
thing to find them occupying ten Or a
dozen such positions at one time. Of
course it is folly to suppose that any one
man, however capable he may be,
could successfully accomplish such a
feat as this. The consequence is that