The Scranton tribune. [volume] (Scranton, Pa.) 1891-1910, 1898-02-04
THE PERSONAL EQUATION.
How Il Affects Results in the Manage.
ment OF Men-Several Interesting
Illustrations.


FROM the PnlEtuciptnd 1tecOTu.
/; has proven an interesting study
to one who has had favorable oppor-
tUnties during many years of observ-
ing closely the daily intercourse be-
tween WOrkmen and Ovcrseers in sew
cral large Industrial establishments 10
note the value Of the personal equation
ir the management of men--a factor
often overlooked in counting ccst of
product. Diametricaly opposite sys-
TENS are in vogue in different indus
trial establishments, and each man
agement believes, Of course. that its
particular method is the best. In one
establishment for example, instruc-
tlcns when once given 10y the manager
To- an ovcrserr or boss must always
he carried out literally; any deviation
th@refrom is IT garded as an unwar-
rantable infraction Of rules. SO strict
t. arc these regulations enforced that
instances are Known to have occurred
where an oversccr modified his instruC-
tiuns i'm order to meet certain unlocked
for contingencies which arose during
the progress of ,he work and IN the alb
SenCa of the manager. Although it
was evident that the work had been
successfully performed at much less
cost 10 the employer by reason of the
changes. it was torn out at the order
of the manager end reconstructed in
strict accordance with his directions:
and the overscer was severely repri
manded for having departed from his
instructions. The purpose was. doubt
less. to teach n lesson of absolute and
inNariablo obedience to orders. This
procedure was perfectly proper from
the standpoint of the management,
and it is not now mentioned for the
purpose Of criticism, hut merely by
way of illustration.
II. another establishment of equal or
even greater Importance the opposite
principle prevails. The manager, to
whom all matters of importance in the
internal affairs of the concern are re-
fcrred. visits the various departments
daily. and gives minute dir ctions and
instructions to the oversecrs, precise
" IS is the custom in the shops already
mentioned. 1t is. however. well under
stood by all the suhOrdinatcs in these
works that the directions, no matter
how explicit they may have been, are
not really cast iron rules, but are SuS-
ccptible of modification within reason
able limits. Experience has taught
these pversocrs that whenever such
notifications result i'm better or quick
or work the author of the changed
methods instead Of being regarded as
Culprit, is rewarded for his ingenuity
ANA skill. \ specific instance of this
kind which occurred recently may Ee
mentioned in illustration of this meth
od. A large steam hammer upon which
much work of a hurried kind depended
suddenly got out of order, and the fact
vas at once reported to the manager.
lie inspected the hammer then called
a certain boss, ana saiu to him: You
"ill have to take this hammer of of
It's foundation and reset it. Your re-
uuisitiOn for helpers will be honorcd
for as many men as you can crowd on
+" the job; they can be as thick as
'lioS IN molasSes barrel, for we must
have the hammer at work again as
soon as possible" The manager then
pissed on to inspect the work of the
other numerous departments. The
oNcrseer or boss Immediately made a
thorough INSPECTION of the hammer,
thought out Q method which obviated
the necessity of raising the ponderous
machine from its base, and which re-
quired only a handful of men To do
the work, These few mechanics were
IT once detailed, and the ovcrseer then
went away t. look after some other
work in another room. Some time lat
or the manager happened Unexpectedly
again to pass by the hammer: he was
amazed to find that apparently little
or no work had been done. Where's 5
-" he called; send him here i'm
mediGtoly" When the man appeared
the manager, restraining his &stonish-
ment ard anger said quietly: Tom,
Wncn viii; you have this hammer work.
ing AGAIN. I'm about four hours
sir" said the boss. The hammer was
repaired and put to work within that
time, which was at least six hours
suuner than the manager had thought
ii possible. The next morning the
manager said to this overseer: Your
work on that hammer deserves more
than the thanks of the firm. Your
wages will be increased to s. from
this time on