The Birmingham age-herald., 1922-12-02

to look like-like"-
 Like a million dollars? ?"-- (snce my own adjectives had given outD Its the same all over the States. You meet"-
 "The best dressed girl in the world!" I finished, with conviction. the organization was weakened. Faith in it's policies of justice and fair play was shaken as well.
 Ford in Background
 Of course MT. Ford's hand did not directly appear in these upheavals. Down in the ranks of hls employees the belief prevailed that he knew nothing of what was going on (for a long time I held to this belief der 1t with great reluctance) but that the trouble was due to the roughneck methods of two or three of his lieutenants. The appeal of Ford employees at such times, seeking some redress for the injustice done them. was always to the spirit of fair play flor which they believed MT. Ford stood. He, of course, does not know the way we have been handled" was always the argument of the man seeking reinstatement or transfer after the storm. We know that he would not sanction the treatment accorded us" But he did know in general what was going on, and individual cases in which it seemed to me fragrant injustice had been done, were called to his attention.
 A case in point. There was certain man who had been in the employ of the company for num- Der of years. He was a trained man and held responsible position. His task was a colossal one and greatly complicated by conditions which arose during the war. He was discharged. He asked for req sons for his discharge. but was given none. He came to me broken up and in tears over the matter. brought the case to Mir. Ford's attention. I told him that the man. ner of the mans discharge not only deprived him of his job, but robbed him Iujustly of his reputation. It impaired his standing in his pro- fession. The treatment was neither just nor humane. Mir. Ford said to me, If you think he has not been given a square deal. go and, get him, bring him back and we will give him job"
 Before acting in accordance with these instructions I made thor ough investigation of the case. interviewed officials who were in daily contact with the man and his work. l questioned foremen and sub-foremen who had worked under him. I could find nothing to jus tify the action taken. l then told MT. Ford I was ready to act in the case. He asked me if after inves- tigating the matter I still believed the man had not had square deal. I told him I was more convinced of that fact than ever Very well, he said, 'get him and we will put him back Within an hour he told me that a certain executive wished to talk with me regarding the case. I went to that mans office and lis- tened to number of charges against the discharged man which the facts, as I had gathered them from the mans superior, his equals. and the men under his direction, did not bear out. I told this executive that I thought he had acted most unfair in the discharge of this man. How do you know I did it?'' he shot back. Maybe you are bark ing up the wrong tree How do you know the chief did not do it ?' l anSWeTeu lndI ulQ not DellcNe the chief would be capable of doing such thing. While we where in the midst of lcatad dis cussion MT. Ford came into the of- flee. He listened to what we were saying for a few minutes and then turning to me said. .I did it.. I discharged that man, and what is more, he is not coming back. This within an hour after he had said for the second time that he would be taken back.s
 What have you got to say now?' said the official. T told you that you were barking up the wrong tree"
 T have to say" I replied. "just what I have said before. The dis charge was not merited, and the manner in which it was done was neither courteous nor fair"
 Mir. Ford then said: Bring the mau down to my office in the morning and We will go over the whole matter with him."
 Failed to Keep Appointment
 did as requested. Mir. Ford failed to keep the appointment. That was the end of the case. And it was the beginning. for me. of an awak- ening to things of which I wish 1 could have remained in ignorance.
 As rule a man slated to go was not told to go. He was nagged; hiss department was interfered with by others under instruction to do so; his work was taken away from