Elk City mining news. (Elk City, Idaho) 1903-1913, 1906-05-26
HANDLING MEN.


Sir Through the medium of his arti-
Gle on Handling Men Underground,
appearing in your issue Of March 8,
Mr.. r. B. Nickerson has precipitated
discussion which should be prolific of
good results. | have read his contribu-
ton with much interest. In it he de-
scribes what may be considered the
two extreme types of thinning boss,
neither of whom, to my mind, can be
expected to secure the most desirable
results, as has also been pointed out by
Mr.. Edward w. Ralph, under Dis
cussion' in the issue of April Ia.
This is one of the most important
problems for the mine manager. He
must select a superintendent or fore
man in whom he places full confidence,
and if mistake is made in filling this
important position, it may mean COM
mercial failure, where success might
otherwise have resulted. In the first
place, before man is fully competent
to undertake the duties of the office
of foreman he must have had his share
of practical experience, such as will
enable him to judge correctly the per-
formances of the men working under
him. 1t is a mistake, in my opinion, to
place tyrant in charge of men. An
overbearing manner will not prove
satisfactory substitute for experience.
In single day the workmen will form
correct estimate of the capacity and
character of their boss, and will act
accordingly. Even the most crafty
foreman is not omnipotent. and the
men will take advantage of his absence
at each opportunity. Upon his unex-
peeted approach, the signal is passed
along, and although he may occasionally
catch the idler, the net result of sneak
ing, espionage and underhanded
methods is a loss of efficiency; the
working force is disorganized, and the
appearance of earnest activity is spas
modic; it is only bluff
Ike antithesis of the spying foreman
is he who fraternizes with the men,
ever ready with a jest, and with the ex-
tended hand of good fellowship. The
men may speak of him as "a good man
to work for" but they will usually
take an unfair advantage of his leniency
almost as quickly as they will of driv-
ling foreman, though possibly in diff
ferent spirit. They recognize in the
aocxr fo-ar,o, n f,.;orJ ;ral;,,od ~, <,,r<,,,
look shortcomings, and they will not
fail, as a rule, to take their labors less
seriously and earnestly than honest
purpose should suggest. The crew is
harmonious but it is also controlled
by spirit of leisurely effort; the
laggard sets the pace for ALL Put this
same crew, or any one of them, on con-
tract work and the difference in results
is truly astonishing. Give the men ar
opportunity to display their skill ano
the latent force which lies in them,
show substantial appreciation of then
work, and the pathway to satisfactory
results is smoothed.
The foreman who is most successful
is he who has had practical experience
, who is good judge of men and theil
work; who treats the men with firmnes:
Invested of harshness, so that the mel
will respond promptly. Miners 10
only expect, but demand, just treat
ment from their employers, and tn,
foreman who is firm, but just, VIII
treats his men with decency, whil
maintaining his dignity, is the one VIII
will accomplish the greatest economic
. as well as the best social results, pro
vided he is also competent to form
proper estimate of the individual an
collective capacity of his.men.
The foreman never ready to listen t
: a suggestion from those under his di
:. rection, ar even to seek advice fror
them, is, if not failure, at least nc
at his best. He may safely do bot
! without loss of dignity or. control
: has been demonstrated, not only i
mines, but in Industrial enterprises c
> entirely different character. that wher
the men are encouraged to use the
brains as well as their hands, bette
results are always accomplished.
w. H. STORMS,
i Berkcly, April 20, 1906