The Washington times., 1921-01-11

comes a manager of a large bust
ness must pass through four clearly
I defined stages Of development, John
Lee Mahin, one of the best-known
advertising writer's in the United
States, told members Of the Wash
ington Advertising Club at it's week
ly luncheon today at the Raleigh
Hotel.
BREADwINNING STAGE.
Mr. Mahin, who is director OF the
Federal Advertising Agency or New
York, came to Washington to address
the members OF the Ad Club on the
subject: "wil Management Solve Our
Probiems?"
1.-The nrst OF these stages" said Mr..
Mahin. els the breadwinning stage
when a young man realizes that
economically he can stand on his own
feet and earn his own living. There
never will be a more satisfactory
thrill in any young mans heart tnaa
the consciousness that he Is no long
er dependent on his parents for sup
port.
FINDS BRAINS COUNT.
"Then comes the second stage: when
a man finds his head earns more than
his hands. This is the stage where
he is left largely to his own judg-
ment in planning and executing MIS-
work. He finds that his brains count.
and that he can earn more money by
combining his physical labor with
his own brain power than by selling
his labor alone. Some men attain
very high incomes in this stage, and
never pass beyond it: travelling sales
men, insurance solicitors, lawyers, en-
gineers, and other professional men
are instances.
'"Then comes the third stage; where
a man plans and supervises the work
of others. In other words, he hires
and fires and is held responsible for
the results of his organizing and ad-
ministrative power rather than what
no does himself. The large majority
of men who own and conduct retail
stores. who manage manufacturing
establishments, who are in charge OF
departments in the large manufac-
turing, wholesale and retail establish
ments are in this class.
THE ambitions of but few men
ever transcend this stage of develop
ment; yet there is clearly defined
stage beyond, which the man to be
the type Of manager l have been de-
scribing must reach. and in which he
must clearly identify himself.
FOURTH DIsCARDs ROUTINE.
Now, the fourth stage. 1t is when
a man reaches point where ne does
practically no routine work. He may
have the direct responsibility Of one
or more departments, but II So he has
at the head of each understudies whom
he supervises without interference.
His greatest power is demonstrated
in his ability to get and hold the CO.
operation Of other big men who are
too big to be hired and fred
I'm large manufacturing establish
ments and department stores, such
men are conspicuous for being able to
fit in and CO. ordinate with other de-
partment managers who rank equally
with them. Such men win and hold
the approval of seniors in rank and
the loyalty of their subordinates in
such q way that those who give have
no sense of compulsion."
Referring to labor, capital, and the
public, Mr.. Mahin said that tabor
creates capital by consuming less
than it produces and that capital is
a burden to its possessor unless 1T is
put to use"
LABOR IS MENACED.
Labor. today, is seriously menaced
by growing sentiment on the part OF
the public that organized labor sees
nothing but it's own interest and
cares no more for the public than the
most selfish capitalist" he continued.
What we need first is an appre-
citation on the part of labor, capital,
and the public. OF management as
a separate, distinctive quality. We
must also realize that the manage
ment for labor, capital, and the pub
lie is the management that gives to
each it's due, and is not dominated
by anyone.
unfortunately. there have been
too many instances Of men with the
reputation for management who
have not had the character to JUS
tify It," In answering his own
question. What's the good of raising
wages II everything labor consumes
IS increased in cost proportlonately?
Mr. Mahin said:
1.-The only way labor can have
more Is to produce more. Labor can
not have more and do less"