Putnam patriot. [volume] (Putnam, Conn.) 1872-1962, 1914-03-13

cure the place spoke IN highest praise
of the advertiser who was so consider.
ate of their applications. This in it.
self was strengthening good conditions
abroad. 1t created good feeling and
sent these worthy men back To their
old jobs with a desire to give their
present employers even better service.
In other words, il helped the world Mt
large to upbuild a stronger organiza.
| ton.
Having selected his man, the super.
! intendent in question told him To take
his time and work Il sufficient notice,
and then not TO rush his packing too
/ fast, as he wanted him to come to his
new post we'll rested. He wanted a
permanent man, and hoped he would
select good home and settle down
comfortably. Said he to his prospec-
tive overseer: "Wire me as TO what
train you are to arrive on and my auto
will be there to meet your family. |
will also give you a week off on regu-
lar pay so that you can have plenty of
time TO find yourself good home and
get fairly settled You can also ship
your goods at our expense. | have
looked over several good homes, and
will take you around and introduce
you myself"
Upon this mans arrival the superin.
tendent met him personally, with his
auto, and saw him comfortably settled
in the best suite of the best hotel in
town. Later he took him in his auto
and introduced him around town, and
took him to dine at his club. This Is
the way he introduced him: "Mr
Leading Man, it gives me pleasure to
introduce to you Mr.. New Overseer
from Milldom, who has come here to
superintend the carding in our big
| plant. He has done mighty good
work where he comes from-in the
mill and out of the mill. Please give
him a royal welcome aud help him TO
make friends ana feel at home in our
| town.
At the mill he flakes him through
and tells him what nice associates he
| is 10 have and introduces them in as
cordial terms as he did around town.
He also tells the other overseers to
make it pleasant for their new associ-
ale. Outside of the mill this superin-
tendent meets his overseers rs equals.
| II is safe to say that man starting
on new job in this cordial manner
does not need to be watched nor hound.
ed. He will feel under serious obliga.
tion to make record. He feels that
he never can do enough to repay his
master and the firm. Their mutual
confidence is perfect. IF a mistake is
made in the mill, the superintendent
| automatically assists to straighten out
| the tangle. He knows that his man
has feelings and is sorry enough al
ready without "rubbing it inn The
superintendent or agent also realizes
that his new man also does enough
good work to more than pay for a
dozen mistakes like the one made, and
easily overlooks and forgets the incl
| dent. And SO this man stays from
year TO year. Each year he is better
and bigger man. His pay is twice
wat it was when he came and il is
still growing bigger; SO is the man, the
superintendent and the plant, also the
profits. This man, like all the help al
this plant, put in their coal for the
winter. In the spring they plant
their gardens. They know the firm
and have confidence in the business
and in the management.
Satisfaction Essential to Organization
Building
The above method is the style oil
management at this plant. Every
responsible man is trained to work
like this all the way through. The
help is satisfied. This is organization
building. Promotions are numerous
| And when there are not sufficient OPP
enings for meIited promotions, this or
ganization Is proud to send men out
and assist them in securing higher po-
sitions for which they have applied
| The organization is also proud to adj
nit, from the agent down, that they
! have men under them capable of sue.
eeeding them in Office when they re.
tire. Sometimes outside men are
sought, for good and sufficient reasons,
but never TO the sighting of men de
serving promotion.
And so there are organization build.
ers, and those who build on the sands
of failure. The former keep their men
happily in the service. Those who
serve the latter never unpack their
goods. They buy their coal by the
basket and never plant their gardens.
They are always on edge. There is no
! loyal nor homogeneous service. The
help never enjoy more than two days
at this plant-they are the first and
the last day of service. With this
kind of management confidence is
lacking. Nobody has good word for
the place. Bad talking will kill any
plant. The organization is punctured
he and there with running sores that
never heal, and the plant suffers un-
told injuries.
On the other hand, the true organi.
zation huiIder is a builder of men he