The representative. [volume] (St. Paul, Minn.) 1893-1901, 1895-04-03
ManaGenlent.

The returns from any business will de-
pend largely upon the degree of skill with
which that business is managed. This fact
has been demonstrated by the experience
of numberless men, not a few of whom
nave found that hard work and close at
sention to details will not of themselves
alone secure success Many a man has
.oiled early and late, denied himself and
lis family most of the luXures and many
Of the conveniences of life, and yet from
1 financial point of view, has had very
title success. Mutitudes of others are
1ow doing the same way, and in due time
Will reach the same unfortunate conclusion
If their labors Manufacturers, merchants,
mechanics, farmers and men who are di-
-ecting business affairs along various other
ines are freely represented in this losing
struggle for competence or wealth 1t is
rue that in many instances in which the
desired reward is not secured there are
other impediments than the one that has
oeen named. But it is no less true that in
countless cases the one great barrier to
success is want of skillful management.
The men who are sowing much and reap
ng none either do not understand else
all to apply the principles upon which sue
less depends. This, at least, is the general
ule. There are exceptional cases in which
allure results from causes which can
neither be foreseen nor prevented. There
ire miSfortuneS against which human
hll can avail but III the majority Oh
asses the men who do not get along fairly
eel are not managing their business to
he best advantage. What has been said
involves no harsh criticism of those who
o not succeed Competition is exceedingly
harp, and it requires both skill and
rgy in eminent degree to enable one
keep anywhere the front ranks
the crowd that with feverish haste is
ressng toward it's goal. Even the man
Fho is best equipped for his work may be
urpassed by one whose natural abilities
re less, but who makes a better use of
ne few talents he has received. 1t hardly
leeds to be said that the business of farm
ng is one that requires very careful man
cement to add that this is one of the
7eaker points in the farm economy of the
resent day. Our farmers work hard.
Iany of them work a great deal harder
han they should. If they would do less
the way of manual labor and spend the
me thus saved in devising better meth
DIS of managing their business, it would be
great Improvement. They would save
much comparatively useless toll, and would
'btain better financial returns. We have
AIKEN it for granted that each and all of
the farmers who will read these lines
'iesire to improve. Even those who have
zen most successful in the past wish to
% better in the coming years, while those
those rewards have been meager in the
;rast are anxious to make the future more
rolic of good. Our opinion that improve
nent is to be secured along the line of
nOre skillful management rather than by
engineering the hours Of labor ard ncreas-
ng the work of the hands, is founded nor
,nly on pretty wide observatio but also
m the results of actual experience We
NOW how important it seems to the farm
that he spend every available hour at
work in the field, but we also know that
more thought before doing the work would
)ften lead to the adoption of better meth
ne labor to yield larger return. Sources
x information regarding the best methods
farm practice are now open to ALL Week
Y week the p. f. is bringing forward
eW subjects relating to the numerous and
'arious interests of those who till the soil
nd IS throwing new light upon subjects
which, though far from new themselves
re still of vital Importance. And it seems
roper that, in connection with these mat
ers it should call attention to the benefits
zhich may be obtained by careful manage
aent, and urge upon it's readers a more
universal and more exact application of
BUSINESS principles to the work of the farm
Practical Farmer.