The Anderson daily intelligencer. [volume] (Anderson, S.C.) 1914-1915, 1914-06-09
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tlssuc of February 2S. 1oltl

tissue of February 2S. 1910
When business has grown to great
size. il is no longer possible for one
man to know or attend To all its de-
tails. Organization becomes neccs-
sary. The work must he S,ib-dividcd.
and responsibility delegated TO others.
With delegated responsibilities must
go commensurate power. Ability to
choose wisely the men who are to fill
the places of responsibility is the most
important factor in successful organ
iHutiOn. For an organization is but n
machine whose efficiency depends upon
tho quality OF the men who operate it
Good organization demands ID a
clear line of dcmarcation between leg
islativc and executive functions; (2)
location OF responsibility upon COM
paratively lew individuals and tho
clothing Of these individuals with the
ncccssar; power and prestige to make
possible the enforcement of discipline
for efficiency; CD orderly procedure
and recognition Of the next in rank
from the top to the bottom of the or
ganizution.
The approved form of business or
ganizatlon places one individual. the
president, between the legislative
body, usually board of directors
and the working forces of the organi-
2ation. The board of directors lays
down the policy for the business. They
elect the president to he their execu-
tive agent. they pass upon his plans
for the conduct OF the business, but do
not as rule seek themselves to make
plans for obtaining the results which
they demand. The president is ex-
pected to organize the business so as
tn cot ha 10r c,.lf xr,ftI
greatest profit. To him is left largely
the selection of his administrative sub
ordinates. each of whom in turn is
given the right to plan the work Of his
department. subject to the presideh,
approval. These officers are RESPONSE
Bile to the president, and the president
to the board of directors, the direc-
tors TO the stockholders.
The above diagram shows clearly
how these general business principles
are applied in the organization of
Clemson College.
The board OF trustees, correspond
Ing to a board of direct6Fs) is the
governing body OF the institution.
This board makes laws for the gov
ernment of-the college, lsys down its
general policies. selects its president
and then passes upon plans and ap-
pointments OF the president. The
board Is a legislative and not an cx-
ecutiye body, and hence does not ac-
tually take a hand in the operation Of
the college.
The president is responsible to the
board of trustees for the successful
management of the institution and the
attainment OF the ends sought by the
board. He is expected to prepare the
plans necessary to the successful op-
Grafton OF the. college. submitting
these plans for the boards action. 1t
Is not to be expected that the trustees
who are busy men in other lines and
not experts in the technique of Col
lego management. should have to initi-
ate the plans for the operation and
development of the nstitution. Their
function is TO pass. upon the plans
made by those who arc employed for
that purpose. SINCE the president Is
to be held responsible for results, he is
given large share In the selection of
hic associates, and especially of those
WHO make up his cabi,ict,-- is, the
heals jOf the departments.
Theoretically, in the perfect organi-
cation, the president should have lit
tie or no active part In routine opera
ton. His time and thought should be
given to. planning for future develop
tueHtS, III SoiectinB men fOr the va
ricus places which from time to time
become vacant, In seeing that the
work. as planned is properly carried
out, In consulting with his colleagues,
and IN meeting emergencies that con-
tinually arise In every large business.
Whenever the president devisee and
perfccts n new system, this shol be
turned over to others to operate. lie
no turns his attention to something
else.
Tho directors. who In turn are held
responsible for the success of their re-
Epective departments. are given a
voice in the selection of their division
heads, and tho division. heads a voice
in the selection of their assistants.
Tie directors of Is departments should
not be so laden. down with routine
work as 10 have no time to plan for
growth and
The division Of. q department is
the unit. The. plans OF the division
come to the president through the
directors Of the departments.
" The board In dealing with the de-
partments does 80 through the presis
dent, and the president In dealing. with
the divisions does 80 through the dr.
rectors. This is the official method !of
handling all business.
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