New-York tribune. [volume] (New York [N.Y.]) 1866-1924, 1915-03-07

had yet scored, and the manager at
that time was working for one run.
The batter tried TO .bunt the hrst
one. but missed it by the proverbial
foot. For some unknown reason the
pitcher grooved the next one for him
and he knocked the ball into the
bleachers for q home run. Whether he
forgot instructions or whether he pur-
posely disobeyed orders, ] don't know,
but | do know the manager LAID down
the law TO him in no uncertain terms
as he trotted into the bench while the
plaudits of the crowd were still ring
ing across the field. Incidentally, that
home run won the game. The hnal
score was 2 to 0. But when the batter
was told to bunt the manager was play
ing the game a couple OF plays ahead.
The hit made the manager switch ms
entire plan of campaign. l purposeiy
avoided mentioning any names IN THIS
incident for obvious reasons.
When Fred Clarke quit playing he
knew that he could devote all OF his
time to managing. lie was not
through as player. He had more than
one, or even two more, seasons tucked
away in his batting eye and IN nus
throwing arm, but he realized that the
game was progressing so rapidly IN
scientific play that to keep pace with
it he must put another player IN the
outfeld while ne took his place on the
bench.
A Sensitive Department.
In discussing this department of
baseball | am dealing with the most
sensitive department Of the game, and
| hope that anything | say. herein will
not hurt the feelings of my. many
| friends in the game. ] want them TO
regard what | say as only one mans
opinion.
When | say that a good manager Is
not always the most successful, so Tar
as club percentages are concerned, some
arc apt to think: well, Evers has
pulled one in that statement" But II
/ Is true, nevertheless. 1t has been
proven time and again that no matter
! how great a manager man may be MS
hands are tied unless he has the ma
! terial.
To emphasize what mean, | am
going 70 cite the case of Frank Chance
4 In Chicago the material was there IN
all departments, while in New York he
/ had quantity but very little quality.
In connection with this | want to con-
tradict the statement so often made
/ that the Cubs, when Chance was man.
| ager, needed no manager. To the con-
/ trary, if ever a club needed a manager
that one did, and just such manager
as Frank proved himself to be-a force
full, aggressive type who issued orders
to be obeyed and who found out why
any dared to disobey. He was player
/ par excellence himself, and that Is what
| he demanded of all under him. All he
asked of any one was 70 keep the pace
that he set He did not demand that
his players play any faster than he
I could, but he insisted that they did not
] fall behind.
lie was great manipulation. By this
/ | mean he knew how to shift players
I around so as TO get the greatest
strength. This was particularly true OF
| his pitchers.
worked under one of the greatest
managers who has ever been associated
with the game-Frank Selee, the finest
kindest and most easy going man base
ball has ever known. All my baseball
! knowledge | owe 10 his untiring inter-
est and ceaseless teaching. | was for
tunate enough to receive this instruc-
ton when it was most useful TO me,
namely, during my first weeks as a big
Lacquer.
Two Qualities Necessary.
Selee, Mack and Hanlon were, be-