Evening public ledger. [volume] (Philadelphia [Pa.]) 1914-1942, 1919-02-24
EPISODE
THE PROBLEM OF THE RETURNED
FURNITURE
CHAPTER MI
EPISODE I

UDEFoRE l tell you wherein your
ID shipping department is faulty, Mr..
Hazelbrook, let us have some refresh
ment."
Bruno Duke struck a deep, rich-toned
gong which hung from the mantelpiece
near his chair, and that ever-ready man,
Walter. appeared wheeling n tea wagon
on which were a pile OF sandwiches and
a large jug Of ginger ale and burgundy
in which the ice tinkled enticingly.
We had been talking so long that 1t
was way past dinnertlme, and the sand
wiches we're quickly sent the way or all
worthy sandwiches.
After Walter had removed the tea
wagon and Bruno Duke had relit his
hookall, he resumed his analysis of Ha-
zlbrook's furniture business.
lie me first see If we agree on a
general principle. We agree that our
likes and dislikes are affected by the
expressed opinions of others"
Hazelbrook agreed hesitatingly and
was evidently puzzled.
"For example," luke went on evenly.
'if I toss you the cover Of this magazine
and ask, What do YOU think of the
cover?' in tones OF dislike. you naturally
looN ava ~ Va Il VI
tossing it to you and the expressed
contempt OF It prejudices you against
it."
II see your point, that's quite right"
| Hazelbrook became more interested.
But" Duke calmly went on speaking.
"if ! hand you the cover with evident
pride and say. There. Isn't that a
beautiful cover?' you are at once favor
ably inclined toward II.
Now. let's tie this up to your furni-
ture. Suppose after buying some furni-
ture in surroundings that exaggerate
it's value. ii is delivered carelessly and
dusty and merely dropped in a room
without n regard to place or order.
Isn't it obvious that the effect on the
customer Is unfortunate? She reflects
the opinion OF the value of the furniture
that the teamster expresses when he
carelessly throws it around as though
It was of no value
Hazelbrook swallowed in an embar-
raised name and said, with a half
apologize laugh, 1T looks as though my
business was d~isorganized all through"
mo, not by any means. You have
a splendid organization. But It is like a
poorly adjusted automobile. It goes
all right. but needs a lot of adjustments
to make all parts work easily together.
"Emmet is a fine man. Mr.. Flint was
impressed with his desire to serve your
interest. But he is not an efficiently
trained man. He has no definite plan Of
action none of the functions Of his de-
apartment are reduced to routine. There
fore he spends his time in directing rou-
tine matters, instead Of in ferreting out
ways and means of making deliveries
better.
you first need to plan a definite
method of doing things. Every opera
ton that can be made uniform with
all orders should be reduced to writing.
Every worker should have copies of
these-let US call them rules of conduct.
It will simplify and reduce Emmet's
work tremendously"
I'm sure it would. Mr.. Duke" cried
the delighted Hazelbrook.
"Emmet then could spend time In
solving delivery or routing problems
II you will first show him how to go
about 1t. At present he is more inter-
ested in seeing that his delivery and
return records are accurately kept than
he Is in finding out how to prevent mis-
takes.
TN a word. he should spend his time
in planning instead Of executing. The
true big executive is one who does nc
actual work himself, but who possesses
the ability to think for others who are
often too unimportant or too lazy to
think for themselves.
considering Emmet's age and his
long faithful service to you, I would not
suggest you ask him to resign or any.
thing like that. Instead you should hire
a keen young man trained In business
college mar for preference--to. really
run the department, but ostensibly K
be Emmet's assistant.
This will uphold his dignity; he'll
be glad TO be relieved of some Of tn,