1 HE Job . The Man, The Boss 
 
 ■-^^*sW'8*WWWWi 
 
 J) R, KATHFR INH M.H.BLACKF 01^ D 
 
 " .^^v,r> • ARTHUR NEWCOMB 
 
CORNELL 
 
 UNIVERSITY 
 
 LIBRARY 
 
Cornell University Library 
 T 58.B62 
 
 The Ob the man the boss. 
 
 3 1924 021 889 567 
 
The original of tiiis book is in 
 tine Cornell University Library. 
 
 There are no known copyright restrictions in 
 the United States on the use of the text. 
 
 http://www.archive.org/details/cu31924021889567 
 
The Job, The Man, 
 The Boss 
 
Books by the Same Author 
 
 THE EMPLOYEES MANtTAL 
 
 THE SCIENCE OF CHARACTER 
 
 ANALYSIS BY THE 
 
 OBSERVATIONAL METHOD 
 
THE JOB, THE MAN, 
 THE BOSS 
 
 BT 
 KATHERINE M. H. BLACKFORD, M. D. 
 
 AND 
 
 ARTHUR NEWCOMB 
 
 ILLUSTEATED FROM PHOTOGRAPHS 
 
 Published By 
 
 DOUBLEDAY, PAGE & COMPANY 
 
 For 
 
 Beview of Reviews Company 
 
 1916 
 
Copyright, 19U, hy 
 Katherine M. H. Blackfokd, M. D. 
 
 AU rights reserved, including that of 
 
 translation into foreign languages, 
 
 including the Scandinavian 
 
PREFACE 
 
 The plan of employment set forth in this book is 
 the outgrowth of fifteen years' experience in the 
 practical work of advising men in regard to their 
 vocations, counseling employers in the selection 
 and assignment of employees, investigating indus- 
 trial and commercial institutions for the purpose 
 of professional advice upon efficiency in general, 
 and increasing the efficiency of employees in par- 
 ticular, and in the installation, operation, and su- 
 pervision of employment departments under the 
 Blackford Employment Plan. 
 
 Our purposes in presenting the book are: first, 
 to set forth the advantages of a definite plan and 
 orderly methods of employment; second, to in- 
 spire all who work to study themselves with refer- 
 ence to their vocational fitness; third, to add our 
 voices to those of many others in calling for more 
 scientific vocational guidance of the young; fourth, 
 to arouse interest among all thoughtful people, and 
 especially among parents, employers, teachers, and 
 workers, in the possibilities of character analysis 
 by the observational method. 
 
 The Authors. 
 
 Hastings-on-Hudson, N. Y. 
 
 February 22, 1914. 
 
CONTENTS 
 
 Introduction xiii 
 
 CHAPTER PAGE 
 
 I. Mind or Muscle — Which? ... 3 
 
 II. The Ideal in Employment ... 10 
 
 III. A Scientific Plan of Employment . 28 
 
 IV. Discipline 40 
 
 V. The Job 62 
 
 VI. Securing and Handling Applicants 76 
 
 VII. Analyzing the Man — Heredity 
 
 and Environment 104 
 
 VIII. Analyzing the Man — Nine Funda- 
 mental Physical Variables . . 115 
 
 IX. Analyzing the Man — Practical 
 
 Application 181 
 
 X. The Boss 200 
 
 XI. The Employment Supervisor and 
 
 His Staff 214 
 
 XII. Some Functions of an Employment 
 
 Department 225 
 
 XIII. The Art of Handling Men ... 240 
 
 XIV. Educating Employees .... 249 
 XV. Vocational Guidance .... 258 
 
 IZ 
 
LIST OF ILLUSTRATIONS 
 
 Applicants at the door of an Employment Department 
 
 Frontispiece 
 
 FACING PAGE 
 
 Fig. 1. American Indian. Observe high nose and 
 strong chin 136 
 
 Fig. 2. A Turkish Parade. Turks, evolved in cold, 
 light northern Asia, are brunettes with convex noses 138 
 
 Fig. 3. A Group of Negro Boys. Note primitive 
 forehead of boy in middle of rear line. Also flat noses 
 and convex mouths and chins 140 
 
 Fig. 4. Filipino Girls. They have the characteristic 
 concave foreheads and noses and convex mouths and 
 chins of brunette races 142 
 
 Fig. 5. Chinese on Man of War. Note predomi- 
 nance of concave foreheads and noses, convex mouths 
 and chins 144 
 
 Fig. 6. A splendid example of convex upper, concave 
 lower, profile 146 
 
 Fig. 7. Savonarola. Extreme convex form of profile. 
 Note especially convex mouth 148 
 
 Fig. 8. Kaiser Wilhelm II. Good example of pure 
 convex form of profile. Note great energy indicated 
 by nose 150 
 
 Fig. 9. An American Engineer. Pure convex form of 
 profile. Note especially prominent brows . . 152 
 
156 
 
 xii LIST OF ILLUSTRATIONS 
 
 FACING PAGE 
 
 Fig. 10. Dr. T. Alex. Cairns, lecturer. Pure concave 
 form of profile. Well known for good nature and 
 humour .... 15* 
 
 Fig. 11. Charles Dana Gibson. Pure plane form of 
 profile 
 
 Fig. 12. A Study in Profiles. Beginning at the upper 
 left, which is pure convex, the faces grade into plane 
 at the lower left; then into pure concave at lower 
 right . . 158 
 
 Fig. 13. Judge Ben B. Lindsey. A fine example of 
 mental type. Observe triangular face .... 160 
 
 Fig. 14. Hon. Wm. G. McAdoo. An example of the 
 motive type 162 
 
 Fig. 15. Ex-President William H. Taft. A splendid 
 example of the vital type, with judicial aptitudes . 164 
 
 Fig. 16. Henry Woodruff. An example of fine tex- 
 ture. 166 
 
 Fig. 17. Maxim Gorky. An example of coarse tex- 
 ture 168 
 
 Fig. 18. Theodore Roosevelt in early manhood . . 172 
 
 Fig. 19. Theodore Roosevelt in middle life. Observe 
 changes in expression ... 173 
 
 Fig. 20. An example of fine texture. Concave mouth 
 and chin 176 
 
 Fig. 21. C. F. Rumely. The first employment super- 
 visor appointed under the Blackford Employment 
 Plan 218 
 
 Fig. 22. Interviewing shop applicants at a big factory 80 
 
 Fig. 23. Interviewing applicant for an oflSce position 
 in a large organization 84 
 
INTRODUCTION 
 
 WHEN a foreman discharges the best worker 
 in his gang because of his own jealousy or 
 ill-temper, or both, the loss to their com- 
 mon employer may run into thousands of dollars. 
 If in the man so discharged there is an embryo 
 general manager or advertising manager with 
 ideas, the loss may run into the millions. Even 
 when the man thrown out is an ordinary workman 
 the loss is considerable. Production suffers, and 
 perhaps machines stand idle until a successor is 
 found. Other workers in the same gang, observ- 
 ing the injustice, decline in loyalty and efficiency. 
 The best of them may leave. The foreman must 
 spend some of his time securing a new man. It is 
 an expense to substitute one man's name for an- 
 other's on the pay-roll. In most cases there is a 
 further loss of the foreman's time in training the 
 new man for his work. Oftentimes the new man 
 lacks experience or may be incompetent. There is 
 a falling off in production, and work may be spoiled 
 while he is leai-ning. He may turn out to be utterly 
 unfitted for the job, in which case he is discharged, 
 and the whole vicious circle of loss begins over again. 
 
xiv INTRODUCTION 
 
 Every employer who lias considered this subject 
 at all knows that he is paying out larger or smaller 
 sums of money for which he receives no return be- 
 cause of just such occurrences, and every business 
 man of foresight and imagination sees wealth slip- 
 ping away from him because of the lack of men he 
 needs to take advantage of opportunities. 
 
 Our aggregate economic loss from these and simi- 
 lar causes cannot of course be calculated. Some 
 little light is thrown upon it, however, when we 
 find that in one institution manufacturing agricul- 
 tural implements, and employing, on the average, 
 2,400 men, 7,200 are employed every year. In a 
 well-known steel mill 26,000 men pass annually 
 through the institution in order to maintain an 
 average working force of 8,000. The pay-rolls of 
 a factory manufacturing electrical appliances show 
 an average total of 20,000 employees, with ag- 
 gregate changes in the personnel amounting to a 
 complete turn-over every year. Perhaps one of 
 the extremes is a foundry in the Middle West, with 
 1,200 employees, and 14,400 changes in the person- 
 nel every year. In other words, an employee's 
 average length of service is only thirty days. 
 
 CONSERVATION BECOMING OUR IDEAL 
 
 This is one of the milder forms of waste in our 
 industries. Strikes and lockouts, with their ae- 
 
INTRODUCTION x\ 
 
 companying disorder, destruction of life and prop- 
 erty, and their paralyzing eflfect upon commerce 
 and industry, have been, and are, a menacing drain 
 upon our resources. The smouldering forms of 
 antagonism and friction between employer and 
 employee cost sums impossible even to estimate. 
 Go where you will among employers of labour and 
 you will hear a common complaint, a complaint 
 that employees are inefficient. How serious and 
 how almost universal this inefficiency is may be 
 suspected from the astonishing increase in produc- 
 tion, and decrease in cost, effected by scientific 
 management and efficiency engineering. 
 
 The growth from a condition in which an em- 
 ployer worked side by side with his men, when they 
 perhaps lived in his house and ate at his table, and 
 he knew them and loved them almost as he did 
 his own sons, to our present factory system, has 
 been brought about by rapid strides after the com- 
 paratively recent invention of the steam engine. 
 We have been forced by the necessities of the 
 situation to devote our time, our energy, and our 
 best and highest thought to developing machinery, 
 equipment, and methods for the utilization of the 
 vast resources placed in our hands by the invention 
 of the steam engine, electric generators and motors, 
 internal combustion engines, the turbine water- 
 wheel, and by the results of exploration and dig- 
 
xvi INTRODUCTION 
 
 covery. It is only natural, under such conditions, 
 that our attention should have been devoted to 
 exploitation rather than conservation, and to the 
 development of material forces and products rather 
 than to the more subtle and more difficult tasks 
 of conserving and developing our mental and psy- 
 chical resources. 
 
 But the time has come when there must be a 
 change. Conservation has become the industrial 
 and commercial ideal. Instead of skimming the 
 easily gathered wealth from the surface of our 
 resources, and passing on to new fields, we are be- 
 ginning to study scientifically how to develop our 
 farms, our mines, our oil and gas wells, our or- 
 chards, our forests, and our fisheries, so as to make 
 them permanent and increasing sources of wealth. 
 Instead of wringing the last vestige of strength 
 from our gasping men and women, and throwing 
 them aside, we are beginning to ask how their 
 mental and psychical forces, as well as their mus- 
 cular strength and manual skill, may be developed 
 and increased. 
 
 A PLAN FOR CONSERVING HUMAN VALUES 
 
 Evidences of the interest taken in this problem 
 of human conservation are to be found in the 
 formation of labour unions and employers' asso- 
 ciations, in the rise of socialism, syndicalism, and 
 
INTRODUCTION xvii 
 
 other attempts to better conditions by moral or 
 physical force, employers and employees working 
 in opposition. A newer manifestation of interest 
 is to be found in the vocational movement, in the 
 efforts of our schools to change their methods so 
 as to train boys and girls for the work in which they 
 will be most successful, in the establishment of 
 employment departments by many manufacturers, 
 merchants, and others, in what is called welfare or 
 social betterment work for employees, in corpora- 
 tion and industrial schools, and in many other 
 ways. 
 
 Up to the present moment, agitation upon this 
 subject has taken the form of destructive criticism 
 of old methods. This was, of course, necessary. 
 But perhaps we have reached the point where de- 
 structive criticism is no longer so much needed as 
 the setting forth of a definite and practicable plan 
 of employment to take the place of old methods. 
 
 It is because we believe that this time has come, 
 and because of the insistent demand from many 
 quarters for it, that we present in this book a plan 
 of employment based upon scientific principles, a 
 plan which is, and has been for some time, in suc- 
 cessful operation. 
 
The Job, The Man, 
 The Boss 
 
THE JOB, THE MAN. 
 THE BOSS 
 
 CHAPTER I 
 
 MIND OR MUSCLE — WHICH? 
 
 ONE of the most common sights from our 
 steamer as we ascended the Nile was the 
 shadoof men. Hour after hour, day after 
 day, under the burning Nubian sun, they dipped 
 water from the Nile and poured it out upon the 
 sands of the desert for irrigation. When the banks 
 were high, one naked man stood in water up to his 
 waist; a second was stationed halfway up the bank, 
 and a third at the top. Thus, in perfect rhythm, 
 chanting weird songs, they passed the life-giving, 
 brown water from hand to hand. 
 
 In India we saw porters plodding along, mile 
 after mile, with heavy burdens on their shoulders. 
 On the Canton River in China we saw coolies on 
 their treadmills, toiling day after day to furnish 
 motive power for their clumsy boats. In the city 
 of Canton we saw flour ground by great millstones 
 
4 THE JOB, THE MAN, THE BOSS 
 
 turned by men who ran upon treadmills until 
 they almost dropped with exhaustion. 
 
 And the wages paid to all of these men, some of 
 them furnishing human muscle power in quantities 
 of which we in America can scarcely conceive, aver- 
 age between 10 and 15 cents a day. 
 
 Cheap labour? Yes, perhaps it is cheap labour. 
 But it is not cheap power. It is the most expen- 
 sive and most wasteful form of motive power 
 known. Even at 10 cents a day, and working at 
 their highest possible muscular eflSciency, men can 
 not furnish motive power for less than about $3 per 
 horsepower per day. A large steam or gasoline 
 engine will furnish horsepower at the rate of from 
 6f cents to 66 cents a day. To purchase human 
 muscle power is, therefore, not the purpose of em- 
 ployment. 
 
 The wise employer seeks to develop and secure 
 for his business the highest and best physical and 
 psychical forces of the men and women he employs. 
 It is only within the last few years that we have 
 begun to understand the purely psychological na- 
 ture of business. Even yet we only dimly under- 
 stand the great truth that materials, equipment, 
 methods, money, and all the other tangible fac- 
 tors in our commerce and industry are but the 
 visible counters in a game played solely by the 
 invisible forces of mind and soul. 
 
MIND OR MUSCLE — WHICH? 5 
 
 CONSTRUCTIVE AND DESTRUCTIVE MENTAL 
 STATES 
 
 Walter Dill Scott says: "Success or failure in 
 business is caused more by the mental attitude 
 even than by mental capacities."* Dr. Wm. S. 
 Sadler, Post-Graduate Medical School of Chicago, 
 relates in his exhaustive work, "The Physiology 
 of Faith and Fear," a multitude of incidents from 
 his own practice, all demonstrating the destructive 
 effects upon the human body of such emotions as 
 fear, worry, anger, hate, grief, uncertainty, and 
 discouragement. He shows that almost every 
 known form of disease, in some cases at least, has 
 been the result of destructive mental attitude. He 
 also cites a large number of cases in which speedy 
 and perfect restoration to health and vigour has 
 followed the recovery of mental peace, courage, or 
 happiness. Thus, mental attitudes in the human 
 body may be either destructive or constructive. 
 Either they tear down or build up the physical and 
 mental powers. In a similar way, destructive and 
 constructive mental forces either tear down or 
 build up business institutions. 
 
 It is no secret to any careful observer that every 
 place of business or manufacture has its own par- 
 ticular mental atmosphere or spirit. One does 
 not need to be a psychic to sense the spirit of har- 
 
 *" Increasing Human Efficiency in Business,'' page 134. 
 
6 THE JOB, THE MAN, THE BOSS 
 
 mony, teamwork, enthusiasm, and happiness in 
 any successful business. Nor is it difficult to feel 
 the atmosphere of gloom, suspicion, irritation, petty 
 jealousy, discord, or careless indifference in one 
 which is on the road to failure. 
 
 We have studied many business concerns. In 
 every one of them we have found the mental and 
 moral character of the man or men who dominated 
 it reflected and exaggerated in the rank and file. 
 In one organization a man high in authority was 
 an inveterate meddler and gossip. Not even the 
 lowliest worker in the organization was safe from 
 his curious, prying eyes and his inquisitive nose, 
 and no one, either in the institution or outside, 
 could escape the sting and defilement of his slander- 
 ous tongue. It was inevitable that this destructive 
 spirit should permeate the entire organization, until 
 almost every one in it was both backbiting and 
 backbitten. No one could come into contact with 
 this spirit without feeling demoralized, less self- 
 respecting, less efficient, and less happy. 
 
 By a curious coincidence, at the same time we 
 were studying this institution, we also made an 
 investigation of the most successful corporation in 
 its line of business in the United States. Here 
 we found the vice-president, who was also its chief 
 executive, and the twelve department heads as- 
 sociated with him, happy and harmonious. Every 
 
MIND OR MUSCLE — WHICH ? 7 
 
 man enthusiastically told us that he belonged to 
 the finest and best organization on earth, and was 
 eager to praise the character and ability of every 
 one of his associates. Not once in our interviews 
 with any of them did we hear the ti/ne-worn and 
 all-too-universal stab-in-the-back, "Yes, he's a 
 
 mighty good fellow, but " All through the 
 
 offices and works, and in our contact with employees 
 of all grades, we found the same happy, harmonious 
 spirit of teamwork. We were quite prepared for 
 the information that this spirit, this constructive 
 mental atmosphere, extended to the patrons of 
 the institution and the public generally, and that, 
 as a result, its profits and dividends were higher 
 than those of any other corporation of its size in 
 the country. 
 
 HAPPINESS AND LABOUR COST 
 
 William C. Redfield, in his book, "The New In- 
 dustrial Day," pp. 120-1-2, says: "Given the 
 scientific spirit in management, constant and care- 
 ful study of operations and details of cost, modern 
 buildings and equipment, proper arrangement of 
 plant, and proper material, ample power, space, 
 and light, a high wage rate means inevitably a 
 low labour cost per unit of product and the mini' 
 mum of labour cost. ... A steadily decreas- 
 ing labour cost per unit of product is not incoB 
 
8 THE JOB, THE MAN, THE BOSS 
 
 sistent with, but on the contrary is normal to, a 
 coincident advance in the rate of pay for the work 
 when accompanied by careful study of methods 
 and equipment, as previously suggested. Con- 
 versely, low-priced labour nearly always is costly 
 per unit produced, and usually is inconsistent with 
 good tools, equipment, and large and fine product, 
 else such labour would not be low-priced." 
 
 In a large factory manufacturing a food product 
 of international reputation, $25,000 a year was 
 added to the wages paid employees, and $17,000 a 
 year additional was expended in betterments of 
 their conditions, such as lunch-rooms, gymnasiums, 
 night schools, and sanitation. This addition o^ 
 $42,000 a year to the expenses of the company re- 
 sulted, not in a decreased dividend, but in an in- 
 creased dividend. As a further confirmation of 
 this principle we have but to call attention of the 
 reader to his own experiences, to the fact that he 
 does more work and better work when happy and 
 contented, when interested and enthusiastic, than 
 when he is unhappy or indifferent. 
 
 We might multiply examples of the effect of de- 
 structive and constructive attitudes in executives 
 and employees, but the truth is so well known that 
 we should merely be demor strating the obvious. 
 
 Since it is mental and psychical forces rather 
 than muscle power that we are purchasing when 
 
MIND OR MUSCLE — WHICH ? 9 
 
 we employ men and women, we should therefore 
 seek mental and psychical power that is construc- 
 tive and not destructive. Expressing the idea con- 
 cretely, we want men and women who love their 
 work, who find joy in doing it, and who, because of 
 their happiness and psychical inspiration, give us 
 the very finest products of their heads and hearts, 
 and, therefore, of their hands. 
 
 The plan which we are to present in this book is 
 designed to obtain and to conserve for the em- 
 ployer, the employee, and humanity in general 
 the highest and best constructive thoughts and 
 feelings of those employed according to its prin- 
 ciples. 
 
CHAPTER II 
 
 THE IDEAL IN EMPLOYMENT 
 
 WHEN Thomas A. Edison is bent on realiz- 
 ing one of his ideas, his absorption in 
 his work exempUfies Emerson's dictum: 
 "Nothing great was ever accomphshed without 
 enthusiasm. The way of Hfe is wonderful — it is 
 by abandonment." He shuts himself away from 
 all interruption in his laboratory. He works for 
 hours, oblivious of everything but his idea. Even 
 the demands of his body for food and sleep do not 
 rise above the threshold of consciousness. 
 
 Edison himself says that great achievement is a 
 result, not of a great genius, but of just this kind of 
 concentration in work. And, until the mediocre 
 man has worked as has Edison, he cannot prove 
 the contrary. Mr. Edison has results to prove 
 the value of his way of working. Even our most 
 expert statistician and mathematician would find it 
 difficult to calculate the amount of material wealth 
 this one worker has added to humanity's store. 
 Of the unseen but higher values in culture, in 
 knowledge, in the spreading of civilization, and 
 
 10 
 
THE IDEAL IN EMPLOYMENT 11 
 
 in greater joy of living for millions of people, there 
 are even greater results. Other men of the past 
 and present, in every phase of activity, have dem- 
 onstrated that Edison's utter abandonment to his 
 task is the keynote of efficiency and achievement. 
 
 And right here, too, is the ideal in employment: 
 To secure, cultivate, and maintain this spirit of 
 absorption in the work of every man in the organi- 
 zation — and thus to develop, conserve, and utilize 
 the mental and psychical forces of our latent and 
 potential Edisons. 
 
 Each employee, even the lowliest and least 
 skilled, can be as efficient and as happy in his task 
 as is Edison in his, but only under similar condi- 
 tions. Mr. Edison is doing work for which he is 
 preeminently fitted. He shows his fitness by doing 
 it supremely well. He has created an environment 
 under which he works at his best. He sees the 
 results of his efforts. He receives rewards com- 
 mensurate with his efficiency. 
 
 THE employer's IDEAL 
 
 These, then, are the ideal conditions of employ- 
 ment: 
 
 That each worker should do work for which he 
 is preeminently fitted ; 
 
 That each should work in an environment in 
 which he can do his best; 
 
12 THE JOB, THE MAN, THE BOSS 
 
 That each should be able to see and enjoy the 
 results of his work; 
 
 That each worker should receive a reward com- 
 mensurate with his efficiency. 
 
 Industry, like health, is normal. All healthy 
 children, and even men, are active. Activity 
 means growth and development. Inactivity means 
 decay and death. The man who has no useful 
 work to do will sometimes express himself in wrong- 
 doing and crime, for he must do something indus- 
 triously to live. Even our so-called idle rich and 
 leisure classes are strenuously active in their at- 
 tempts to amuse themselves. 
 
 When, therefore, a man hates his work, when he 
 is dissatisfied and discontented in it, when his 
 work arouses in him destructive thoughts and 
 feelings rather than constructive, there is some- 
 thing wrong, something abnormal. He is trying 
 to do work for which he is not fitted, or he is in the 
 wrong environment, or under wrong management, 
 or he is physically or mentally ill. 
 
 The remedy for all of this, as we have seen, is 
 to give the man something to do which he can do 
 well, and to fit his environment to his needs. In 
 practice, of course, this means the selection for each 
 job in our organization of the one man out of all 
 others who, by natural aptitudes, training, and ex- 
 perience, is best fitted to fill all the requirements 
 
THE IDEAL IN EMPLOYMENT 13 
 
 of that job, and suited to its environment and con- 
 ditions. 
 
 In fitting a man to his environment perhaps the 
 personal element in that environment is the most 
 important. One of the first things we all want to 
 know about any human relationship, whether it 
 finds its expression in work, play, society, or poli- 
 tics, is the human atoms with whom we are to be 
 commingled and compounded in that relationship. 
 We may readily admit the universal brotherhood 
 of man, but we also have to admit that there 
 are some of our brothers and sisters with whom 
 we do not make a very pleasant chemical combi- 
 nation. 
 
 Hydrogen and oxygen by themselves form water, 
 one of the most beneficial and useful of all fluids, 
 but combine sulphur with hydrogen and oxygen, 
 in certain atomic proportions, and you have highly 
 destructive sulphuric acid. In a similar way, we 
 are happy and efiicient when associated with some 
 people, but unhappy and positively destructive 
 when compelled to associate with others. 
 
 In the ideal organization all the human chemical 
 combinations are made by the wise master chemist 
 in such a way that every employee is associated 
 with immediate and more remote superiors, who 
 inspire him to give only constructive thoughts and 
 feelings, and each executive supervises and directs 
 
14 THE JOB, THE MAN, THE BOSS 
 
 the work of the kind of men and women from whom 
 he can secure the best results. 
 
 We have spoken about selecting for every posi- 
 tion the man who is best fitted for it, not only for 
 the duties of that position, but for the environment 
 and conditions attached to it. A most important 
 corollary of this proposition is naturally this: In 
 the ideal organization the environment and condi- 
 tions attached to every position should be such 
 that the man who will fit them is the best possible 
 man for that work. 
 
 RATE OF PAY AND EFFICIENCY 
 
 For example, if it is desirable that a man should 
 express in his work neatness, order, accuracy, clean- 
 liness, and beauty, then a workshop or ofl&ce which 
 is neat, clean, orderly, and beautiful will suit the 
 man best fitted for that work. The blacksmith 
 shops of the Pittsburgh & Lake Erie Railway are 
 called "white blacksmith shops." They are well 
 lighted, well arranged, and constantly kept clean. 
 Even the walls and ceilings are whitewashed and 
 never allowed to become smoke-stained and soot- 
 smeared. As a result there have been gathered in 
 these shops men who take pride in their surround- 
 ings, and who are glad to do their best to keep them 
 neat and clean. It follows, of course, that these men 
 take pride in their work and do their best with it. 
 
THE IDEAL IN EMPLOYMENT 15 
 
 It is an old saying that the workman is known by 
 his tools. Frank A. Gilbreth, in his excellent book, 
 "Motion Study," page 59, says: "The influence 
 of the tools used upon the output is large. No 
 workman can possibly comply with standard mo- 
 tions unless he has the standard tools." In the 
 ideal organization all tools and equipment are most 
 carefully selected and kept in condition to fit the 
 needs and requirements of the most desirable 
 workers. 
 
 There is no factor in the conditions of employ- 
 ment more important than that of the rate of pay, 
 and there is none over which there has been more 
 controversy. The time is already here, however, 
 when the enlightened employer no longer quarrels 
 with his workmen about their rate of pay. In 
 conference with one of the most successful manu- 
 facturers in the city of Philadelphia we learned 
 that, as the result of his scientific study of costs and 
 their causes, he had increased the pay of his men 
 from $2.50 and $3.50 a day to $6 a day and upward, 
 the pay of some of the men reaching as high as 
 $18 a day. These men perform the same opera- 
 tions on their new wages that they performed on 
 their old, and yet this employer told us that his 
 costs per unit of production had been greatly re- 
 duced since he began to pay his men better wages. 
 
 "As manufacturing establishments are improved 
 
16 THE JOB, THE MAN, THE BOSS 
 
 and humanized," says James H. Collins in the 
 Saturday Evening Post, "it is becoming clearer and 
 clearer that in buying labour quality counts first, 
 just as it does in materials, and that price is really 
 secondary. While governments collect statistics 
 showing wages paid in different countries, and that 
 the cheapest product is usually found where the 
 most skilful employees earn the highest wages, the 
 American manufacturer is arriving at the same 
 truth through his own experience in the manage- 
 ment of works and through his export connec- 
 tions. . . . The vital point about an employee 
 is not how much he gets a day, nor how many hours 
 he works, but how much he can do with a given 
 machine. . . . Each improvement in the qual- 
 ity of the output cuts labour costs. . . . The 
 actual money saving on the cost-sheets is only a 
 part of the benefit; for a high-grade workman on a 
 high-grade job facilitates deliveries, helps sales, 
 and forwards the whole organization. A few dol- 
 lars additional in his pay envelope may count so 
 little that it would be worth the money to be certain 
 he will turn up beside his machine every morning 
 when the whistle blows." 
 
 The ideal, so far as wages and salaries are con- 
 cerned, is not to fix a rate of pay for any particular 
 job and then to find some man or woman (eflBciency 
 not specified) willing to accept that rate of pay, 
 
THE IDEAL IN EMPLOYMENT 17 
 
 but rather to fix upon the standard requirements 
 in aptitudes, training, experience, and consequent 
 efficiency for that job, find some one who meets the 
 requirements, and then pay him enough to secure 
 his very best constructive thought. 
 
 HOURS OF LABOUR — PERIODS OF REST 
 
 Next to rate of pay probably the most difficult 
 point of adjustment between employers and em- 
 ployees is that of hours of labour. It has been only 
 natural, in the absence of exact knowledge on the 
 subject, that the employer should conclude that 
 the more hours his employees worked the more 
 they would accomplish. It is also perfectly natural 
 that the employees should respond to this attitude 
 on the part of the employer by feeling that the 
 fewer hours they worked for the same rate of pay 
 the better off they were. 
 
 Little by little, hours of labour have been re- 
 duced from fourteen to twelve, from twelve to ten, 
 and from ten to nine and eight. The results have 
 been nothing short of astonishing to both parties 
 in the controversy. Who could have predicted 
 that a man would do more and better work in eight 
 hours than he had done in fourteen? And yet that 
 is exactly what has happened in hundreds of differ- 
 ent industries and different factories on both sides 
 of the Atlantic. 
 
18 THE JOB, THE MAN, THE BOSS 
 
 Will hours of labour be still further reduced? 
 The question can be answered correctly only by 
 the application of the new scientific spirit, the 
 spirit which does not assume, as we formerly did, 
 that a reduction in hours of labour means a reduc- 
 tion in output, but by careful experiment and the 
 use of accurate records, carefully analyzed, ascer- 
 tains the truth. The ideal in employment will be 
 attained when every man works just that number 
 of hours each day that will enable him to accomplish 
 the maximum amount of the highest quality of 
 work. 
 
 Scientific investigation has clearly shown that 
 men and women do more and better work if given 
 carefully ascertained periods of rest and relaxation 
 during working hours. When a man works either 
 his muscles or his brain, fatigue poisons are pro- 
 duced in his system more rapidly than they are 
 eliminated. These fatigue poisons, as science has 
 demonstrated, clog a man's mental and physical 
 machinery, slowing up every process, dulling the 
 senses, and robbing every effort of some of its 
 reliability and accuracy. A certain period of ab- 
 solute rest and relaxation relieves mental and phys- 
 ical tension and permits the processes of elimination 
 to catch up and overtake the production of fatigue 
 poisons. In ordinary physical work, into which the 
 mind scarcely enters, men have been known to ac- 
 
THE IDEAL IN EMPLOYMENT 19 
 
 complish 400 per cent, more in a given number of 
 hours with carefully worked-out intervals of rest 
 and relaxation than when working continuously. 
 In mental work the eflfect has often been found to 
 be even greater. In the ideal organization, experts 
 carefully standardize the proper intervals and 
 periods of work and relaxation for every job, and 
 the executives see that these intervals and periods 
 are made eflfective. 
 
 RELATIONS WITH SUPERIOR 
 
 Some years ago we had occasion to study the 
 efficiency of a number of accountants in a bank. 
 Among them was a young man of twenty-two, 
 well educated, with splendid natural talents as an 
 accountant, intelligent, honest, industrious, am- 
 bitious to succeed. There seemed to be every 
 reason why he should be efficient. The bank was 
 well hghted, well ventilated, and in many other 
 ways a delightful place to work. His rate of pay 
 was fully satisfactory to him, and his companions 
 were congenial. And yet he accomplished little, 
 and that little was so poor that he was hardly 
 "worth his salt." Furthermore, instead of improv- 
 ing, he was rapidly growing worse. A little in- 
 vestigation soon brought out the fact that the 
 chief accountant, while most efficient himself, and 
 while securing a high quantity and quaUtv of work 
 
20 THE JOB, THE MAN, THE BOSS 
 
 from most of the other employees, kept this par- 
 ticular young man in a constant state of terror 
 and nervousness. The young man was of an ex- 
 ceedingly sensitive and responsive disposition, and 
 would have accomplished wonders if his loyalty, 
 love of achievement, and ambition had been ap- 
 pealed to. Instead, his chief had attempted to 
 stimulate him by rather sharp rebuke and stinging 
 criticism. It took a great deal of careful and pains- 
 taking instruction to the chief accountant about 
 the disposition of his employee and the right way 
 of handling him, but such efforts finally brought 
 results. This bookkeeper, who had been almost 
 worthless, became a valued employee in a few months 
 under right methods of treatment. 
 
 It is well known to any one who will observe and 
 think even a little that every man, woman, and 
 child is a separate and distinct individual in all 
 respects, and responds best to the kind of treatment 
 best suited to his individuality. In the ideal or- 
 ganization, therefore, every employee is handled 
 and managed, not according to the whims, preju- 
 dices, and pet theories of his superiors, but ac- 
 cording to the needs of his own pecuhar type. 
 
 HOPE OF PHOMOTION 
 
 Among the fundamental principles of the uni- 
 verse is the law of growth. Of the laws apply- 
 
THE IDEAL IN EMPLOYMENT 21 
 
 ing peculiarly to sensate beings, this law of growth, 
 the law of self-preservation, and the law of race- 
 perpetuation constitute a fundamental trinity. No 
 matter how low a man has fallen, no matter how 
 hard the conditions under which he lives, no 
 matter how great his privations or severe his trials, 
 let him but feel that the law of growth is having its 
 way with him, that he is progressing, that he has 
 the right to hope, and he will have courage and 
 strength for it all. But take away that hope, and 
 no matter how pleasant and agreeable his sur- 
 roundings and conditions, no matter how great his 
 achievements, how high his attainments, or how 
 many and valuable the things he possesses, he will 
 look at life with the tragic eyes of despair. When 
 there is no opportunity for advancement, for pro- 
 motion, a man may work under the spur of neces- 
 sity, but his work has in it nothing of that joyous 
 abandon which arises from constructive thought 
 and feeling, and results in efficiency. 
 
 In the ideal organization every man performs 
 his part with the hope of a better to-morrow ever 
 beckoning him on. The law of growth applies 
 also to the feeling of the wise employer toward his 
 employee. 
 
 When we studied the most successful organization 
 of its kind in the United States, already mentioned 
 in these pages, we found that every member of the 
 
22 THE JOB, THE MAN, THE BOSS 
 
 executive staff had been a member of the organiza- 
 tion for from fifteen to thirty -five years, and that 
 every one of them had begun work in the organi- 
 zation as a boy. Each of them had developed 
 along the lines of his talents and tastes until he 
 had become the head of a great department. 
 
 Now, the development of an office boy into a 
 general manager, of a stenographer into a purchas- 
 ing agent, or of a clerk into an advertising man- 
 ager, is not a matter of chance, but rather of 
 education. Every factory, every store, every office 
 is in the best and truest sense of the word a school. 
 One of the finest things about work done by the 
 right kind of man under the right conditions is the 
 fact that work is an education. There is more 
 true and valuable learning, more real and perma- 
 nent development, in work under proper conditions 
 than in any other kind of schooling. 
 
 In the industrial era just passed and now drawing 
 to a close, it was to have been expected that em- 
 ployers, with their chief attention absorbed by 
 questions relating to machines and methods, should 
 neglect the greatest of all their assets — namely, 
 the latent but easily developed mental and psychi- 
 cal forces of their employees. The men who, like 
 Carnegie, have made their organizations schools in 
 which masters and millionaires were trained, have 
 stood out from all the rest by reason of their success. 
 
THE IDEAL IN EMPLOYMENT 23 
 
 In order that work may educate a man he must 
 know what he is doing and why he is doing it; 
 he must be taught not only how to do things in 
 the best, easiest, and quickest ways, but must be 
 taught why he does them at all, and why he does 
 them in the way pointed out. We have encountered 
 thousands of workmen standing at their machines 
 day after day, working on parts of commodities 
 whose place and function in the whole they had 
 never been taught. Since the blunder of some ob- 
 scure employee may possibly lose a sale or estrange a 
 valuable customer, why not teach that employee just 
 what part he takes in producing the goods and ser- 
 vices of the concern and just how his part of the work 
 may affect the patron who pays his money for it? 
 
 THE SPIRIT OF THE HIVE 
 
 Men are naturally gregarious — they like to "be- 
 long." Many a man is far more eager for the suc- 
 cess of his team, of his club, of his party, than he is 
 for his own individual success. It is natural for 
 men to devote themselves and all they possess — 
 even their life's blood — to a leader, to a cause, or 
 to their country. Men who are often apathetic 
 and indifferent to their own interests will rise to 
 heroic heights under such incentives. It is easy 
 for the wise employer to appeal to this quality 
 through right methods of education. 
 
24 THE JOB, THE MAN, THE BOSS 
 
 Many stories are told vividly exemplifying this 
 devotion of men to a leader. Perhaps none is 
 more striking than this one from the History of 
 Napoleon by Lockhart. A company of grena- 
 diers, former soldiers of Napoleon, had been sent 
 out to intercept his march when he was on his re- 
 turn from Elba. "Either party halted until Na- 
 poleon himself came up," says Lockhart. "He 
 did not hesitate for a moment. He dismounted, 
 and advanced alone ; some paces behind him came 
 a himdred of his guard with their arms reversed. 
 There was perfect silence on all sides until he was 
 within a few yards of the men. He then halted, 
 threw open his surtout so as to show the star of the 
 Legion of Honour, and exclaimed, 'If there be 
 among you a soldier who desires to kill his general 
 — his Emperor — let him do it now. Here I am.' 
 The old cry of Vive I'Empereur burst instantane- 
 ously from every lip. Napoleon threw himself 
 among them, and taking a veteran private, cov- 
 ered with chevrons and medals, by the whisker, 
 said, 'Speak honestly, old Moustache, couldst thou 
 have had the heart to kill thy Emperor?' The 
 man dropped his ramrod into his piece to show 
 that it was uncharged, and answered, 'Judge if I 
 could have done thee much harm — all the rest 
 are the same.'" 
 
 We have never worked with a more intensely 
 
THE IDEAL IN EMPLOYMENT 25 
 
 loyal and self-forgetful band of men and women 
 than the employees of a certain manufacturing 
 concern with a rather remarkable history and 
 strongly individual policies, traditions, and ideals. 
 This spirit of loyalty was created and developed 
 largely by educating the employees so that every 
 one of them could, and did, talk eloquently and en- 
 thusiastically about the past triumphs of "our 
 house," about its clear-headed, common-sense 
 poUcies, about its traditions of high quality and 
 excellent service, and about its splendid moral 
 ideals. 
 
 THE employee's IDEAL 
 
 In the ideal organization every employee is 
 looked upon as a bundle of limitless latent pos- 
 sibilities, and his training and education are held 
 to be of far more importance than the invention 
 of new machinery, the discovery of new methods, 
 or the opening of new markets. And this is rea- 
 sonable. Some obscure employee, thus trained 
 and educated, may invent more wonder-working 
 machinery, discover more efficient methods, and 
 open up wider and more profitable markets than 
 any before dreamed. Even if no such brilliant 
 star rises as the result of education, the increased 
 efficiency, loyalty, and enthusiasm of the whole 
 mass of employees lifted, be it ever so little, by 
 
28 THE JOB, THE MAN, THE BOSS 
 
 education within the organization, has yielded 
 results in scores of institutions that have come 
 under our observation within the last few years 
 far beyond any won by mechanical or commerciaJ 
 exploitation. 
 
 The ideal for every employee, therefore, is that he 
 should be employed in that position which he is best 
 fitted to fill, doing work which by natural aptitudes, 
 training, and experience he is best qualified to do, 
 and working under conditions of material environ- 
 ment — tools, rates of pay, hours of labour, and 
 periods of rest, superintendence and management, 
 future prospects, and education — that will develop 
 and make useful to himself and his employer his best 
 and finest latent abilities and capacities. 
 
 We have seen that the ideal for the organization 
 is that each man in it shall be so selected, assigned, 
 managed, and educated that he will express for 
 the organization his highest and best constructive 
 thoughts and feelings. 
 
 THE MUTUAL IDEAL COOPERATION 
 
 There is one more step. That is the mutual 
 ideal. It is contained in the other two — and the 
 other two are essentially one. 
 
 The mutual ideal is the ideal of cooperation. 
 There is no antagonism between these ideals. 
 The old fallacy that the boss must get just as 
 
THE IDEAL IN EMPLOYMENT 27 
 
 much as possible out of the workman and pay just 
 as Uttle as possible, and that the workman must 
 do just as little as he can and wring from the boss 
 just as much pay as he can for what he does, and 
 that, therefore, their interests are diametrically 
 opposed, has been all but exploded. It was based 
 upon ignorance, upon prejudice, and upon privately 
 interested misrepresentation. The new scientific 
 spirit, working side by side with the new spirit of 
 a broader and deeper humanity, has demonstrated, 
 and is demonstrating, the truth, that in no other 
 union is there such great strength as in the union 
 of those who are working together, creating wealth 
 for themselves and serving humanity. This is the 
 mutual, cooperative ideal in employment. And 
 it is for the practical realization of this ideal that 
 we have devised the plan whose principles and 
 practical workings are described in this book. 
 
CHAPTER III 
 
 A SCIENTIFIC PLAN OF EMPLOYMENT 
 
 IN A large printing plant we investigated we 
 found the foreman of the press-room purchas- 
 ing ink and paper and caring for the stores of 
 these commodities. The foreman of the composing- 
 room, in like manner, attended to the purchase 
 of type, electrotypes, engravings, and other sup- 
 plies for his department. He also had full charge 
 of his stores. As might be expected, he made more 
 than his salary in commissions. The foreman of 
 the bindery purchased glue, cloth, leather, wire, 
 thread, strawboard, and other such supplies, and 
 also kept an eye on what he had on hand and issued 
 it upon oral requests to the members of the bind- 
 ing-room force. We were not astonished to find 
 the shipping clerk buying nails, marking ink, wrap- 
 ping paper, twine, and sheet-iron straps; but we 
 were amazed to find that the general manager 
 himself purchased coal for the boilers and lubri- 
 cating oil for the machinery. We had expected 
 to find these duties delegated to the janitor. We 
 found that a little print shop not far away, owned 
 
 28 
 
A SCIENTIFIC PLAN 29 
 
 by a brother-in-law of the foreman of the press- 
 room, had been running along for nearly two years 
 with no expense for ink, and scarcely any for paper. 
 Modern factory owners will be quite prepared for 
 the statement that even the coal purchased by the 
 general manager himself was purchased by the 
 ton and that the general manager hadn't the ghost 
 of an idea that there existed in the universe any 
 such standards as British thermal units. 
 
 That was the old way and the crude way of pur- 
 chasing. We found the next step above that in 
 an electrical supply house. There all purchasing 
 was concentrated in the hands of a purchasing 
 agent and his staff. This purchasing agent was 
 honest and capable. He had sharpened his wits 
 and studied markets until his employers boasted 
 of him that he could buy materials and equipment 
 cheaper than any other man in the business. An 
 investigation of this company's records, however, 
 very quickly showed that, although they purchased 
 more cheaply per ton, per gross, or per linear foot, 
 according to the commodities, than any of their 
 competitors, yet the item of cost charged up to 
 material and equipment in their products was 
 higher than that of any of their competitors. This 
 seemed strange, but further investigation showed 
 that a great deal of what was purchased so cheaply 
 had to be thrown on the scrap-heap; that a ton of 
 
30 THE JOB, THE MAN, THE BOSS 
 
 coal or of copper purchased in this way somehow or 
 other did not yield as much heat or as many feet 
 of salable wire as it should. Besides these losses, 
 we discovered that there was considerable dis- 
 satisfaction among customers because of the poor 
 quaUty of the product they bought. Too many 
 consignments of goods were returned because un- 
 expected flaws developed. 
 
 SCIENTIFIC METHODS IN BUSINESS 
 
 In the truly up-to-date purchasing department 
 there is a due regard for prices. But the supreme 
 consideration is quality. And when it comes to 
 determining qualities, to finding just the best ma- 
 terial or equipment for the purpose in view, there 
 is no guesswork, there is no taking the word of 
 some one else, there is no favouritism. The modern 
 purchasing agent proceeds upon exact knowledge. 
 In his laboratory he analyzes and tests materials and 
 equipment with scientific accuracy. He also de- 
 termines by the same methods what are the standard 
 requirements of materials and equipment needed. 
 
 In the early days of our industries, inventions 
 and improvements in machinery and methods 
 were looked upon as dispensations of Divine Prov- 
 idence, as it were, so far as employers were con- 
 cerned. If some inventive genius, either inside or 
 outside of the organization, made a revolutionary 
 
A SCIENTIFIC PLAN 31 
 
 discovery, well and good. They would do their 
 best to avail themselves of it as quickly as did 
 their competitors. If not, well, they and their 
 competitors were on the same plane. 
 
 No modern factory is complete without its ex- 
 perimental and inventing department. The in- 
 ventor is no longer either a starving genius in a 
 garret or a lucky fellow who stumbles on a dis- 
 covery, but a salaried man with whom inventing is 
 a profession. 
 
 We have seen the same changes occur in selling, 
 financing, accounting, producing, efficiency engi- 
 neering, and other phases of manufacturing within 
 the last few years. All this simply means that 
 which had been left entirely to chance or delegated 
 helter-skelter to minor executives who might or 
 might not be competent — and certainly were not 
 provided with time, money, and equipment for 
 accuracy — has now been placed in the hands of a 
 competent person, amply provided with all neces- 
 sary means for supplanting haphazard, hit-or-miss, 
 guesswork methods by orderly, accurate, and effi- 
 cient procedure and exact knowledge. 
 
 ESSENTLA.LS OF THE BLACKFORD PLAN OF 
 EMPLOYMENT 
 
 The plan of employment here presented has been 
 designed to operate upon the same fundamental 
 
32 THE JOB, THE MAN, THE BOSS 
 
 principles. The plan closely follows in its essen- 
 tials the evolution of other recent phases of our 
 industrial and commercial life. In practice the 
 plan consists in concentrating authority and re- 
 sponsibility for all relations between employer and 
 employee in an employment department under the 
 direction and supervision of a specially selected and 
 trained employment supervisor. Wherever we have 
 installed the plan our first step has been to select 
 and train with great care an employment supervisor, 
 and to assist him in the organization of his staflf and 
 in the creation of an employment department. 
 
 The first duty of the employment department, 
 after it has been organized, located in its offices, 
 and completely equipped for work, is to relieve 
 foremen, heads of departments, and other line 
 officers of the responsibility and trouble of inter- 
 viewing applicants, selecting employees, making 
 transfers and adjustments, discharging employees, 
 and all similar duties and obligations. Thus re- 
 lieved, foremen and other executives are able to 
 devote their entire time, thought, and energy to 
 administration and management, and to the specific 
 duties of their positions. 
 
 When this first step has been taken, the employ- 
 ment department finds itself responsible for the 
 personnel of the organization, finds itself faced 
 with the task of creating out of whatever human 
 
A SCIENTIFIC PLAN 33 
 
 material is at hand and can be secured the ideal 
 organization described in the preceding chapter. 
 
 The advantages to an institution, large or small, 
 of an employment department, are many. So 
 great is the superiority of a definite, scientific plan 
 over unstandardized methods, with scattered re- 
 sponsibility, that only by widespread adoption of 
 such a plan in many different kinds of business 
 institutions can all of the advantages be known. 
 We suggest here a few which have been demon- 
 strated in our own experience. 
 
 UNIFORMITY OF POLICY AND METHODS 
 
 First. An efficient central employment depart- 
 ment greatly facilitates the application of a uniform 
 policy to all relationships between employees and 
 management. It is far easier to instil ideals into 
 the minds of an employment supervisor and his 
 assistants, and to hold them responsible for the 
 realization of those ideals, than it is to instruct and 
 hold in line a number of minor executives, such as 
 heads of departments, foremen, gang bosses, super- 
 intendents, chief clerks, head stenographers, etc. 
 The management may have high ideals as to jus- 
 tice, mutual service, loyalty, obedience, or any other 
 qualities. This plan affords an opportunity for the 
 better realization of these ideals throughout the 
 entire institution.. 
 
34 THE JOB, THE MAN, THE BOSS 
 
 Second. In a central employment department 
 it has been found possible to work out and adopt 
 uniform methods of dealing with employees. By 
 careful study and experimentation the most ad- 
 vantageous methods have been determined and, 
 as the result of experience crystallized in records, 
 have been perfected. There must be one best 
 policy, one best set of ideals, and one best method 
 of employment for every institution. It is only 
 by the concentration of all matters pertaining to 
 employment in one central department that these 
 policies, these ideals, and these methods can be 
 determined and applied. 
 
 Third. Every business enterprise has, or should 
 have, its own definite standards of efficiency and of 
 corresponding rates of compensation for its em- 
 ployees. It should also have standards as to 
 physical condition, education, experience, moral 
 character, and other qualifications, according to the 
 nature of the business and the position occupied 
 by the employee. With uniformity and concen- 
 tration of responsibility, the maintenance of such 
 standards is made less difficult. One very fre- 
 quent cause of friction and ill-feeling between em- 
 ployers and employees is the inequality of policies, 
 methods, and standards almost inevitable when 
 every minor executive in the institution is a more 
 or less absolute monarch in his own little realm so 
 
A SCIENTIFIC PLAN 35 
 
 far as hiring, "firing," and promotion are con- 
 cerned. 
 
 ECONOMY AND CONTROL 
 
 Fourth. It is a cardinal rule of efficiency that 
 concentration of function wherever possible results 
 in the elimination of waste, and therefore in 
 economy. First of all, there is economy in the 
 time of foremen, department heads, and other ex- 
 ecutives freed from the necessity of interviewing 
 applicants. We have already referred to this. 
 In some cases it amounts to a very considerable 
 saving. We have also found that the adoption of 
 this plan effects large savings in the number of 
 employees placed on the pay-roll. A sympathetic 
 foreman, chief clerk, or other executive is prone to 
 hire more men than he needs when applicants are 
 permitted to go to him with their pleas. In a case 
 which recently came under our observation, an 
 office manager, moved by the artistic hard-luck 
 story of an ancient loafer and town character, gave 
 him a job in the accounting department at a time 
 when competent men who had served the company 
 faithfully for years, who owned homes in the com- 
 munity, and were valued citizens, were laid off on 
 account of depression consequent upon reorgani- 
 zation of the business. 
 
 It is a practice in many organizations for execu- 
 
36 THE JOB, THE MAN, THE BOSS 
 
 lives to keep their forces intact, even during tem- 
 porary lulls, so that a resumption of activity may 
 not find them short-handed. It is a common ex- 
 perience to see workers in one department of a 
 factory or store rushed to the limit of endurance, 
 working overtime, while the working force of an- 
 other department loafs. In all such cases a central 
 employment department acts as an accommodator, 
 equalizing the pressure, withdrawing workers where 
 they are not needed, transferring them to where 
 they are needed, maintaining reserve lists of workers 
 for all departments, and keeping in close touch 
 not only with the needs of each department, but 
 with applicants who stand ready to begin work 
 upon short notice. 
 
 Fifth. The concentration in one department of 
 all relationships with employees gives the manage- 
 ment a small handle, easily grasped and with a big 
 leverage, for the control of one of the most important 
 and usually most troublesome factors in a business. 
 In this department there are standardized, and 
 therefore uniform, records not only of all employees, 
 but of all phases of the employment situation. 
 This means that there is always at hand reliable, 
 accurate, and definite information. Does the man- 
 agement want a man with some special ability 
 at a moment's notice? The employment depart- 
 ment has long had its eye upon such a man, either 
 
A SCIENTIFIC PLAN 37 
 
 employed in some capacity in the institution or 
 upon its list of applicants. Is it desirable to know 
 which one of a dozen minor executives is the most 
 successful in handling men? A digest of the rec- 
 ords in the employment department quickly gives 
 the answer. 
 
 EMPLOYMENT BY EXPERTS. 
 
 Sixth. By the adoption of this plan we have 
 been enabled to put all employment matters into 
 the hands of those specially selected, educated, 
 and trained for the work — in other words, to 
 avail ourselves of the services of experts in employment. 
 This also is in line with efficiency and scientific 
 management methods. The efficiency engineer 
 centres all responsibility for certain functions of the 
 organization in the hands of experts called staff 
 officers, such as purchasing agents, storekeepers, and 
 chiefs of power and maintenance, lighting, belting, 
 safety, sanitation, dispatching, scheduling, and other 
 such departments. The scientific management ex- 
 pert centres responsibility for all these things in 
 what are called functional foremen. The results in 
 both systems are well known to those who have had 
 experience with them or studied them. It all means 
 taking responsibility out of the hands of those who 
 may or may not be competent, and turning it over 
 to those who are known to be expert. 
 
38 THE JOB, THE MAN, THE BOSS 
 
 BEOAD SCOPE OF PLAN 
 
 Seventh. By the installation of an employment 
 department the scope of employment activity can 
 very easily be greatly broadened. For example, it 
 would obviously be a great waste for the account- 
 ing, sales, collection, advertising, designing, and 
 several other departments and divisions of a store, 
 factory, office, or bank, each to send out a scout 
 in search of desirable applicants. But employ- 
 ment supervisors frequently either go themselves 
 or send some member of their staff on a scouting 
 expedition, searching for needed employees for all 
 departments of a business. A central employment 
 department can attempt far more in the matter of 
 records, files, advertising for help, analysis of posi- 
 tions, and analysis of men, than would be possible 
 without such specialization of function. It is also 
 possible for the employment department to organ- 
 ize and direct all of those activities, with reference 
 to health, happiness, and loyalty of employees, 
 commonly referred to as welfare work. This is 
 especially true with reference to general and special 
 education and training of employees. 
 
 Our records show that the average employee in 
 the average institution represents a capitalized 
 value of between $2,500 and $3,000 to his em- 
 ployer. It is the function of the employment de- 
 partment not only to protect that investment from 
 
A SCIENTIFIC PLAN 39 
 
 depreciation and loss in every way possible, but even 
 to develop and increase its value. 
 
 Thus centralizing employment activities is the 
 external mechanism of our plan. But its distinc- 
 tive and essential features lie rather in the scien- 
 tific analysis of all factors of employment and action 
 based upon these analyses, interpreted in the light 
 of experience and common sense. 
 
CHAPTER IV 
 
 DISCIPLINE 
 
 WHY, your plan is impossible ! If we take 
 away from our executive heads the right 
 to 'hire and fire,' they will lose control of 
 their men. Most of them will walk out. They 
 won't stand for it." 
 
 The air of finality with which the foregoing con- 
 demnation was delivered when we first proposed 
 our plan to one employer might have utterly dis- 
 couraged us. But we had heard many other high 
 authorities declare that certain things were utterly 
 impossible, and yet these very things had been done. 
 
 We had an idea, originating in a good many 
 years' experience and study, that the average 
 executive would be only too glad to be relieved of a 
 responsibility which took time from the regular 
 duties of his position, and which he did not feel 
 particularly well qualified to perform. The aver- 
 age executive, whether head of a department or 
 foreman of a gang, is a man of intelligence and 
 common sense, a man who is willing to listen to 
 reason, a man who is not so pufifed up with a little 
 
 40 
 
DISCIPLINE 41 
 
 brief authority that he is unwilling to relinquish 
 this prerogative if by so doing he can greatly in- 
 crease the harmony, efficiency, and output of the 
 department for which he is responsible. We be- 
 lieved that the very incompetency — not at all 
 his fault — of the average executive to "hire and 
 fire" would be the strongest argument in his mind 
 for turning it over to an expert. 
 
 The average executive is incompetent to select 
 and assign or to discharge employees. If in the 
 modern, scientifically managed institution the ex- 
 ecutive or foreman is considered to be, and ac- 
 knowledges himself to be, incompetent to select 
 raw materials and machinery, how can he rea- 
 sonably be expected to select, assign, or throw out, 
 human values which are so difficult of analysis 
 that some of the critics who want to leave the re- 
 sponsibility to minor executives declare in the 
 same breath that not even an expert can be trained 
 to analyze and understand human nature.'' It is 
 significant that no one who insists that department 
 heads should select and discharge their own men 
 has the temerity to maintain that they are com- 
 petent to do it scientifically. 
 
 THE "hire and fire" METHOD 
 
 The average executive is not expected to select 
 employees fitted by aptitudes, character, training. 
 
42 THE JOB, THE MAN, THE BOSS 
 
 and experience for the work they have to do. He 
 is expected to select such men as he can secure — 
 who are not absolutely debarred from the work by 
 some deficiency that he can see with half an eye — 
 and then to try theni out. Unless they prove to be 
 hopelessly incompetent, they are retained for a 
 short time at least; otherwise they hear the ulti- 
 matum, "Go get your time!" It matters not, of 
 course, that the man so discharged, while unsatis- 
 factory in the eyes of this particular official, might 
 have proved to be a treasure beyond price in some 
 other department. He is "fired," and, by an un- 
 written law, when discharged from one department 
 must not be hired by any other. 
 
 The injustice to the employee thus discharged 
 is great. But the loss to the institution is far 
 greater. Aside from the fact that an executive 
 might thus discharge a possible Charles M. 
 Schwab, it costs from twenty to one hundred dol- 
 lars to put a man's name on the pay-roll and take 
 it off again. A group of thirty sales managers, 
 representing as many different lines of business* 
 agreed that the average cost of selecting, training, 
 and putting a salesman into the field is three hun- 
 dred dollars. 
 
 We believed that another reason why foremen 
 and executives would be glad to turn over to an 
 efficient employment department the duties and 
 
DISCIPLINE 43 
 
 responsibilities of hiring, promoting, transferring, 
 and discharging was the consideration of time. 
 In one institution where we installed an employ- 
 ment department the comptroller, a very busy 
 man, told us that the new department was saving 
 at least a full day of his time every week. As he 
 drew a salary of $10,000 a year, there was an an- 
 nual saving of between $1,600 and $1,700 in the 
 time of this one man alone. Our investigations 
 have proved that either the executive must de- 
 vote so much time to employment matters as 
 seriously to handicap him in his other duties, or 
 else attend to them in so hurried and slipshod a 
 fashion that they might better be left to an intelli- 
 gent office boy. 
 
 But, supposing for the moment that your fore- 
 men, or buyers, or department heads are compe- 
 tent, that they know just the kind of employees 
 they want, and know accurately how to tell this 
 kind from the kind they do not want, they are in 
 very little better case than we have pictured them, 
 because they have no time, no equipment, and no 
 assistance to secure efficient applicants from whom 
 to select. The unusual gang-boss may occasionally 
 find time and opportunity to go on a still hunt for 
 a good man at night when he is off duty, or he may 
 have certain private sources of information; but 
 even he is not equipped for anything like a syste- 
 
44 THE JOB, THE MAN, THE BOSS 
 
 matic search for men. The average foreman is 
 obUged to select from the little crowd of unemployed 
 at the gate of the factory. The average depart- 
 ment head or executive must rely upon chance ap- 
 plicants or the heterogeneous crowd that answers 
 advertisements, either in person or by letter. 
 
 Suppose, however, that in any organization all 
 of the executive heads are unusual, that they have 
 more or less effective although somewhat crude 
 methods of hunting out good men. We have seen 
 such enterprises. But the spectacle of thirty or 
 forty men, each maintaining a little employment 
 bureau of his own, with its attendant expenditures 
 of time, energy, and money, was an example of du- 
 plication, yes, multiplication, of work that ought 
 to have made the management gasp. The depart- 
 ment heads and gang-bosses felt the sad wasteful- 
 ness of the thing, and it was because we knew that 
 they felt this that we believed our plan was not an 
 impossibility. 
 
 WASTE OF UNSCIENTIFIC SELECTION 
 
 Since the foreman in a factory, the chief clerk in 
 a bank or office, or the department manager in a 
 store is confessedly incompetent to select men and 
 women upon the basis of their fitness for their 
 tasks, upon what basis may we expect him to make 
 his selection? His own opinion is perhaps the least 
 
DISCIPLINE 45 
 
 objectionable basis. Every man's opinion is but 
 the expression of his personal bias — in other words, 
 an utterly unscientific and unreliable quantity, 
 liable to be turned this way and that by the most 
 whimsical and inconsequential of considerations. 
 
 We once knew an executive responsible for the 
 industrial lives of 800 men. "My good father 
 told me when I was a boy," he used to say, "never 
 to trust a redhead, and I never have had a redheaded 
 man or woman in my employ!" And yet there 
 were any number of positions in this man's or- 
 ganization in which men and women with red heads 
 would have fitted with far greater efficiency than 
 those who occupied them. Other manifestations 
 of this same personal bias are seen in the selection 
 of relatives, old friends, fellow townsmen, co-reli- 
 gionists, fellow members of lodges, clubs, and secret 
 societies, and people of certain nationalities. 
 
 Many most desirable applicants are lost to the 
 organization when there is no central employment 
 department. They go to one or perhaps two de- 
 partments and are told that they are not needed. 
 And yet perhaps at that very time employees of 
 their particular abilities are most sadly needed in 
 some other department. 
 
 Many an executive, with honest intentions but 
 wavering will-power, would be delighted to turn 
 over all employment to' some one else because of 
 
46 THE JOB, THE MAN, THE BOSS 
 
 the constant temptation to graft. We have found 
 foremen exacting a bribe from every man they 
 placed upon their pay-rolls and further sums from 
 every man they promoted or whose pay they raised. 
 We have known foremen to maintain a number of 
 dummy names on their pay-rolls and convey the 
 contents of all these pay envelopes to their own 
 pockets. We have known other minor executives, 
 in institutions where such practices were going on, 
 sorely tried and tempted in keeping their honour 
 clear. For these reasons we believed that execu- 
 tive heads would be glad to have their employees 
 selected and assigned scientifically by a department 
 equipped for that work. 
 
 And, as a matter of fact, they were glad. The 
 protests came, not from the men from whom the 
 prerogative of hiring and firing had been taken, but 
 from the management. Our experience has been 
 no different from that of efiiciency engineers and 
 scientific management experts. The first objection 
 of the management always is, " Our business is 
 different." When that has been overcome, we are 
 fully prepared for the next objection, and it in- 
 variably comes: "Our foremen and employees 
 would never stand for it"; or "Our department 
 heads would never give up their right to hire and 
 fire." In the end, if anybody interferes with the 
 harmonious working of the plan or balks at any 
 
DISCIPLINE 47 
 
 of its provisions, it is always the management. 
 The minor executives and the men in the ranks 
 fall in with the plan easily enough, and within a 
 very short time are working harmoniously under 
 it and, almost without exception, are delighted 
 with it. 
 
 DIFFICULTIES AND OBSTACLES 
 
 In one very large organization where we in- 
 stalled an employment department the offices were 
 fitted up, the supervisor and his staff chosen, all 
 necessary blanks and records printed and ready 
 to use, before any one, except the management, 
 knew anything about the contemplated new depart- 
 ure. Then all executives, heads of departments, 
 and foremen were invited to attend a reception 
 and meeting in the suite of offices that had been 
 prepared. Everything possible was done to make 
 the affair pleasant socially. At this gathering the 
 plan was described, the blanks to be used were ex- 
 hibited and explained, and complete instructions 
 were given as to their use. Emphasis was laid 
 upon the advantages of the plan to the foremen 
 and heads of departments. The men were en^ 
 couraged to ask questions, which were carefully 
 answered. As a result of this meeting the hearty 
 cooperation of a number of the foremen was im- 
 mediately enlisted, and observation of the plan in 
 
48 THE JOB, THE MAN, THE BOSS 
 
 its practical workings soon won over the recalci- 
 trants. 
 
 In another large institution where a method 
 somewhat similar to this was adopted, at the be- 
 ginning the task of securing intelligent and enthu- 
 siastic cooperation from the heads of departments 
 was not so easy. While most of them seemed to 
 fall into line readily enough when the plan was 
 presented to them, difficulties speedily developed 
 when actual operation was begun. At first, either 
 through inadvertence or in the hope of finding 
 the new rules inoperative, department heads at- 
 tempted to hire workers without recognizing the 
 employment department. Inasmuch as they found 
 it impossible to have the names of the new em- 
 ployees thus engaged placed on the pay-roll, they 
 soon changed their tactics. They employed men 
 and women and set them to work and then sent 
 them to the employment department to apply for 
 positions in which they had already been placed. 
 By patience and kindness, combined with vigilance 
 and firmness, the employment supervisor finally 
 persuaded these executives that this method would 
 not be permitted. 
 
 Their next move, therefore, was to send people 
 whose names they desired to place upon the pay-roll, 
 to the employment department with an enthusiastic 
 recommendation. Investigation frequently showed 
 
DISCIPLINE 49 
 
 that those thus recommended were either former 
 employees who had left with a bad record, relatives, 
 or personal friends of the department head, or, for 
 some other reason, unemployable in the capacity 
 recommended. 
 
 In some cases there was the most stubborn re- 
 sistance to every attempt of the employment de- 
 partment to study conditions. This resistance 
 was met with kindness and consideration but abso- 
 lute firmness. The resulting investigation always 
 showed that there were irregularities in the de- 
 partment which the head of it wished to conceal. 
 Sometimes it would turn out that there were dum- 
 mies on the pay-roll or that employees were paying 
 their superior for their positions, increases, promo- 
 tions, holidays, and other privileges. 
 
 There seemed to be an irresistible temptation 
 on the part of some executives to transfer men 
 from one department to another without consult- 
 ing the employment department. These transfers 
 sometimes included a change in the rate of pay, 
 and otherwise entangled the records. 
 
 In some cases, when a rush of work was antici- 
 pated, executives would send requisitions for more 
 men than they needed, not trusting the department 
 to find enough workers for them. 
 
 It was difficult at first to prevail upon some of 
 the heads of departments to take pains with their 
 
50 THE JOB, THE MAN, THE BOSS 
 
 reports to the employment supervisor. Some were 
 lazy, some were indifferent, some were ignorant, 
 and some evidently held the whole plan in con- 
 tempt. 
 
 For some time heads of departments continued 
 to discharge their men, for no good reason, simply 
 to show their authority, or because of a whim or 
 loss of temper or personal bias or jealousy. At 
 times men in the organization who were disgruntled 
 attempted to foment a strike. 
 
 MEETING DIFFICULTIES 
 
 All of these difficulties and others were met, first 
 of all, by having the employment department so 
 well organized, and its finger so closely upon the 
 pulse of the entire organization, that every at- 
 tempted irregularity was quickly known. As soon 
 as the evidence was all in hand, the department 
 head responsible for the irregularity was called in. 
 He was talked with kindly but firmly. It was as- 
 sumed, as a general rule, that his departure from 
 the plan was due, not to any rebelliousness on his 
 part, but to a lack of thorough understanding, 
 which was often true. Desiring to shield them- 
 selves from the charge of ignorance or stupidity, 
 heads of departments usually exclaimed glibly: 
 "Oh, yes, I understand how to use the plan." In- 
 vestigation showed that in some cases where this 
 
DISCIPLINE 51 
 
 claim was made they did not even understand how 
 to fill out the simplest blank; so the whole plan was 
 painstakingly explained to them from their point 
 of view, not so much from the point of view of the 
 organization. The effort of the employment super- 
 visor was to show them how the plan would benefit 
 them, how it would save them time, how it would 
 bring to light their efficiency, how it would supply 
 them with more efficient, more congenial, more 
 loyal, and less troublesome help, how it would en- 
 able them to make a better and better showing for 
 their departments. Not in the first interview al- 
 ways, nor in the second, but finally every depart- 
 ment head either fell into line or, realizing that he 
 was entirely out of harmony with the new spirit 
 of the organization, voluntarily tendered his res- 
 ignation. 
 
 Nor did the work of the employment supervisor 
 end here. Occasional get-together meetings were 
 held with the heads of departments. Difficulties and 
 misunderstandings that had arisen were threshed 
 out. Questions were answered. Experiences were 
 related, and in a quiet way much was done to 
 arouse and stimulate enthusiasm for the plan. 
 
 In addition to this, an expert from the employ- 
 ment department interviewed every superior and 
 minor executive in the organization, sized him up, 
 learned his preferences and peculiarities, diplo- 
 
5^ THE JOB, THE MAN, THE BOSS 
 
 matically wheedled out of him his objections to the 
 plan, if he had any, and sounded him for suggestions 
 for its improvement. Much valuable information 
 was obtained in this way, as well as some valuable 
 hints for the improvement of the service. 
 
 RESULTS CONVINCE THE OBSTINATE 
 
 All of these methods were effective, and one by 
 one most of the heads of departments accepted 
 the innovation and worked gladly hand in hand 
 with the employment department. It was inevi- 
 table in so large an organization as this one that 
 some exceedingly hard-headed and conservative 
 executives should resist to the bitter end. When, 
 however, they began to see the actual results their 
 attitude changed. They found that the efficiency 
 of the workers furnished them by the employment 
 department was of a much higher quality, on an 
 average, than of the workmen they had been able 
 to obtain by their own efforts. They found the 
 expenses of their departments decreasing, and the 
 production increasing. They found friction and 
 trouble with employees decreasing, and in the end 
 they were delighted, because they had more time 
 for the real duties of their positions and were free 
 from interruptions, since they did not need to inter- 
 view applicants. With the exception, therefore, of 
 a few who resigned because they felt themselves 
 
DISCIPLINE 53 
 
 wholly out of harmony with the scientific spirit 
 of the employment plan, every one of these heads 
 of departments not only gave the employment su- 
 pervisor his enthusiastic cooperation, but formed 
 the habit of going to him for counsel and advice 
 upon many matters pertaining to his subordi- 
 nates. 
 
 The method just outlined is perhaps the best 
 for the average large business. In smaller insti- 
 tutions it has been found advantageous to vary this 
 method somewhat according to circumstances. In 
 one smaller organization the foremen were inter- 
 viewed individually by the employment supervisor, 
 the whole plan being explained to them, and their 
 cooperation requested. All but one of them was 
 immediately convinced of the advantages to be 
 derived and pledged their support. In the case of 
 one who was skeptical, analysis of some of the 
 men who were giving him trouble and other prac- 
 tical measures demonstrating the value of the 
 idea finally won him over. 
 
 In still another organization, where there was 
 splendid discipline and unusual loyalty, the employ- 
 ment department was installed by a simple order 
 from headquarters, every foreman and head of de- 
 partment falling into line. 
 
 One comparatively small organization began its 
 work with an employment department by having 
 
54 THE JOB, THE MAN, THE BOSS 
 
 tlie heads of departments themselves first of all 
 analyzed and readjusted. The employment ex- 
 pert advised several changes among these execu- 
 tives which worked out so advantageously that, 
 after some little adjustment, they were willing 
 to have the same method applied to their subor- 
 dinates. 
 
 DISCIPLINE BY FEAR OF DISCHARGE 
 
 Employing men and women scientifically by a 
 properly organized employment department is no 
 easy task even under the best conditions. It is 
 difficult — and sometimes impossible — when the 
 management cannot resist the temptation to med- 
 dle. If the minor executives and employees are 
 perfectly willing and agreeable, then some official 
 higher up is quite likely to be sure that they are 
 trying to shirk responsibility. It is usual for some 
 one or more of the management to fear that heads 
 of departments, foremen, or gang-bosses cannot 
 maintain discipline unless they shake all day long 
 over the heads of their employees the club of dis- 
 charge. As a matter of fact, an intelligent and 
 efficient executive keeps that club concealed and 
 uses it not at all except in cases of dire emergency 
 — then not for discipline's sake. 
 
 Civilization has advanced beyond that stage 
 of development where fear is the strongest motive 
 
DISCIPLINE 55 
 
 to excellence. A savage or a criminal may refrain 
 from wrongdoing — except on the sly — because 
 he is afraid. But an intelligent, efficient employee 
 strives to excel and to conform with the regulations 
 of the organization in which he finds himself be- 
 cause of higher motives than fear of discharge. It 
 is true that there are a great many men, not only 
 in the lower grades of employment, but unfortu- 
 nately in the higher grades, who are deceitful, 
 whose ambition is to get as much as possible for 
 as little service as possible. It is true that many 
 employees seem to have no higher ambition than 
 to beat the boss in some way. But to hold over 
 such men the threat of discharge will never make 
 them honest, or desirous of doing their best. Its 
 only effect is to make them more cunning and 
 more deceitful. Furthermore, the dishonest, shirk- 
 ing employee is not the type employers desire. 
 
 In order to build up an ideal organization, an 
 organization in which all of the workers express in 
 their work their highest and best constructive 
 thoughts and feelings, men and women must be 
 selected who are honest and truthful and who re- 
 spond to higher motives than fear of discharge. 
 In any organization such a standard of character 
 may be established for employees, and through an 
 efficient employment department such employees 
 may be selected, and the unintelligent, the unreli- 
 
56 THE JOB, THE MAN, THE BOSS 
 
 able, and the lazy rejected. That an organization 
 has set up such standards soon becomes known, 
 and only such men apply as are wilUng to meet the 
 conditions. 
 
 MEN EESPOND TO HIGHER MOTIVES 
 
 In practice we readily detect those who are un- 
 truthful, for example. They are almost certain to 
 tell us falsehoods when applying for work. When 
 they do, we frequently reject their applications 
 and tell them why they are rejected. The effect 
 of this is often interesting. One young man who 
 had lied to us returned and pleaded with us to per- 
 mit him to make another application. "I will 
 tell you the truth this time," he said. "I lied 
 to you before." Even the lower grades of shop 
 employees, men whose training oftentimes had 
 not included instruction in truthfulness, men who 
 could scarcely comprehend at first that there was 
 anything wrong in lying, returned to us and asked 
 to be permitted to tell the truth. 
 
 It has been found, not only in our experience, 
 but in the experience of many employers and other 
 investigators, that even the crudest and least hope- 
 ful of employees will respond to higher mo- 
 tives far more readily than to the destructive 
 motive of fear. In every human being there is a 
 sense of justice and fair-play. This can be ap- 
 
DISCIPLINE 57 
 
 pealed to, first, by giving the fair deal; and second, 
 by quiet suggestion on the part of superiors, of the 
 employment supervisor or some of his staff. Again 
 and again we have adjusted differences between 
 superiors and their subordinates, between em- 
 ployee and employee, by a straightforward appeal 
 to the spirit of fair-play. The men who heeded 
 this appeal were always pleased with the results. 
 They had played fair, and it added greatly to their 
 self-respect. We have seen men who began their 
 upward climb in the world through trying to live 
 up to one little unselfish act of fair-play. 
 
 The employer who does not avail himself of the 
 natural, healthy love of work in his men as a mo- 
 tive for excellence loses much. No matter what a 
 man 's vocation may be, his work has the spice of 
 romance. Into every kind of work, no matter 
 how lowly, can be introduced a desire for artistic 
 excellence. We have seen shovellers taking great 
 pride in their expertness with the shovel, in the 
 distance they could throw and the way they could 
 land the shovel-load, either in a small, compact pile, 
 or scattered, as they chose. The right kind of 
 treatment and attention by the right kind of im- 
 mediate superior, and the right kind of manage- 
 ment, will make almost any man love his work and 
 take pride in doing it well. The motive of pride 
 is one that can be appealed to in all men. 
 
58 THE JOB, THE MAN, THE BOSS 
 
 A SCHOOL FOR EXECUTIVES 
 
 A well-qualified employment supervisor teaches 
 executives what motives will be found strongest 
 in each of their men. On one occasion we were 
 called in conference by an employer with reference 
 to a young man in his advertising department. The 
 employer told us that the young man was one of 
 the most brilliant he had, an enthusiastic, con- 
 scientious, and tireless worker, whose brain teemed 
 with original ideas. Suddenly, and inexplicably 
 to his employer, the young man lost interest in his 
 work and became sullen, irritable, and practically 
 worthless. "I don't want to let him go," the 
 employer said to us, "but unless he braces up he is 
 worse than useless to me." As soon as we looked 
 at the young man we saw that he was sensitive, 
 proud, and keenly responsive. "Some way or 
 other," we said to the employer, "you have humili- 
 ated that boy, you have hurt his pride. He will be 
 useless to you until the wound is healed. Perhaps, 
 if you know how he was hurt, you yourself can 
 apply the salve." The employer then acknowl- 
 edged to us that he had severely reprimanded the 
 young man in the presence of his associates, and 
 recalled that this was indeed the beginning of his 
 trouble. At our suggestion, this young man was 
 treated with greater courtesy, consideration, and 
 justice. Occasionally, when he had so far for- 
 
DISCIPLINE 59 
 
 gotten his wounded pride as to manifest a little of 
 his old-time excellence, his employer would give 
 him a quiet word of commendation. The result 
 was that within a few weeks he was doing better 
 work than ever. 
 
 Hope of promotion, increase in wages, bonus for 
 efficiency, and other forms of reward have been 
 found far better aids in maintaining discipline 
 than fear of discharge. Love of the game is strong 
 in nearly every human being, and in many animals. 
 It was the victorious broom at the top of the smoke- 
 stack at the mill showing the largest production 
 that caused the Carnegie company to outstrip all 
 its competitors, both at home and abroad. It is 
 significant that this appeal was made largely to 
 men doing the very roughest and coarsest kind of 
 work. Any gang of ditchdiggers will pitch in and 
 make the dirt fly in order to outdistance another 
 gang. It was this spirit of the game, introduced 
 into the work at the Isthmus, that enabled Colonel 
 Goethals and his men to make such remarkable 
 records. 
 
 Finally, and perhaps the most potent of all means 
 in an executive's hands for maintaining discipline, 
 is the personal element. When you cannot get a 
 man to do a thing because it is right and fair, when 
 you cannot get a man to do a thing because he loves 
 to do it, or because of his pride in it, when you 
 
60 THE JOB, THE MAN, THE BOSS 
 
 cannot get a man to do a thing for pay or for pro- 
 motion or to win a contest, you often can get him to 
 do it because he likes you and wants to please you. 
 It lies in human nature for men to follow a loved 
 leader cheerfully and gladly through fire and water, 
 and even to death. 
 
 In actual practice we have found that the most 
 successful handlers of men use these means, rather 
 than their right to discharge, in maintaining dis- 
 cipline. Even men who have been wont to shake 
 the club over their employees' heads can usually 
 be persuaded to appeal to higher motives than 
 fear. In general, executives under the employment 
 plan are more thoughtful, more careful, more con- 
 siderate in their deahngs with their men when given 
 to understand that every efficient employee is an 
 asset and not an expense, and that they are respon- 
 sible to the firm for him. Every executive, high 
 or low, is made to feel that his men have been care- 
 fully selected and accepted only after consultation 
 with him, and that if they do not prove to be 
 efficient he is answerable. Both department heads 
 and management are made to realize that the 
 executive who complains of inefficiency, careless- 
 ness, or insubordination among his men condemns 
 himself. We find that when executives are thus 
 made to feel responsible for every man under their 
 supervision and direction they are more careful to 
 
DISCIPLINE 61 
 
 give them the fair deal, to give them an opportunity 
 to develop and improve, and to realize from them 
 for the organization their greatest efficiency. 
 
 Just as every foreman, department head, or 
 other executive must answer to his superior for the 
 good condition, efficiency, and standard product of 
 each of his machines, or the proper care and disposi- 
 tion of his stock and fixtures, so he must answer 
 to the employment supervisor for the health, 
 happiness, and efficiency of each of his men. The 
 ideal is for the foreman or other executive to keep 
 his men, not discharge them — an ideal which is 
 held constantly before his mind, and which results 
 in better discipline, fewer changes in personnel, and 
 far greater efficiency. 
 
CHAPTER V 
 
 THE JOB 
 
 AN ADVERTISING manager of our ac- 
 quaintance told his president and general 
 manager that he needed a new copy- writer. 
 
 "We have added that new line of brass, copper, 
 and silver specialties and there isn't a man in my 
 department who has the ability to write the dope, 
 even if he had the time, which none of them has." 
 
 "I have got just the man for you," exclaimed 
 the general manager. "I met him on my trip to 
 St. Paul and I never in my life saw a man better 
 fitted for that job than this fellow. I'll wire for 
 him to-night." 
 
 "But," objected the advertising manager, "what 
 has he done? What is his experience? Whom has 
 he been with?" 
 
 "Now, don't worry about that a minute. I 
 haven't got time now to tell you all about him, 
 but I'll wire for him, and I give you my word you 
 will find him all right." 
 
 Two days later the newly acquired copy-writer 
 arrived to take up his duties. He had given up hia 
 
 82 
 
THE JOB 63 
 
 position as bookkeeper at $125 a month, and had 
 left his wife and children to pack his household 
 furniture and sell his house and lot. The man was 
 thoroughly in earnest, seriously so in fact, and did 
 his best; but his copy was stilted, archaic, dry as 
 dust, and otherwise impossible. The advertising 
 manager did his best to tell him what was expected 
 of him. The ex-bookkeeper tried faithfully enough, 
 but his attempts at the light, swift, easy, effective 
 style of twentieth-century advertising would have 
 been pitiable if they had not been ludicrous. 
 
 After the general manager's "find" had been in 
 the office a week, the advertising manager said 
 to his chief: "I thought you said that man from St. 
 Paul was an ad writer, the best you had ever seen. 
 Why, he never wrote an ad before in his life! As 
 far as I can find out, he never wrote anything 
 before he came here. What put it into your head 
 that he was the man for this job, anyhow? " 
 
 "W^hy, I thought he would be a wonderful 
 literary man. I found that he had read care- 
 fully every volume of Dickens, Shakespeare, and 
 Macaulay." 
 
 IGNORANCE OF REQUIREMENTS OF JOBS 
 
 This true incident is a fair sample of the igno- 
 rance of the average employer regarding the re- 
 quirements of the various jobs in his organization. 
 
64 THE JOB, THE MAN, THE BOSS 
 
 and how to find men to fit them. Nor is the aver- 
 age foreman or department head much better. 
 Until they have been instructed, such executives 
 continually send us requisitions for quick, active, 
 speedy men for positions requiring slow, plodding, 
 painstaking accuracy ; for careful, cautious men for 
 positions which require a certain amount of daring; 
 and for solid, conservative men for jobs where initi- 
 ative, aggressiveness, and originality are the prime 
 requirements. 
 
 We had a foreman in one place who used to send 
 to us for accurate, methodical men and then rage 
 when he gat them because they were slow and de- 
 Uberate. We were once asked to recommend for 
 an important position a painstaking, reliable man 
 in whom economy must be a prime requisite. We 
 recommended such a man. Within two weeks he 
 was returned to us with the complaint that he had 
 not accomplished anything. A little investigation 
 showed that the man had been expected to take 
 hold of a badly managed department, tear it to 
 pieces, and put it together again. It was an emer- 
 gency case and the principal consideration was 
 neither carefulness nor economy, but speed. And 
 to make haste in work of that kind required a man 
 with considerable willingness to take a chance. 
 
 As a general rule, an executive will naturally 
 incline to men of his own type, whether they are 
 
THE JOB 65 
 
 best fitted for the work to be done or not. This 
 is the reason why the "live wire" hustler, the ag- 
 gressive, impatient, strenuous type of executive 
 always seeks to fill his ranks with men as positive 
 and reckless as himself; and why the quiet, good- 
 natured, patient, plodding executive is often sur- 
 rounded by men of similarly slow but certain gait. 
 
 It is very human for a foreman or head of de- 
 partment, having chosen his men with such igno- 
 rance of the requirements of the positions they are 
 to fill, to blame the men and not himself when they 
 turn out to be inefficient. 
 
 For years most sales managers thought that the 
 ideal travelling salesman was a bluflF, hearty, back- 
 slapping, hard-drinking, gorgeously apparelled in- 
 dividual, and the type still sticks in our narrative 
 and dramatic literature. Scientific analysis of the 
 requirements of the salesman's function, however, 
 has given us the modern salesman, the man who 
 gives far more attention to building business than 
 to getting business, and whose motto is "He profits 
 most who serves best." 
 
 ANALYSIS THE BEST METHOD 
 
 Edison gave us the incandescent lamp with car- 
 bon filament, which was a great advance in artificial 
 lighting over anything that had ever been devised 
 before. But scientific analysis of the requirements 
 
66 THE JOB, THE MAN, THE BOSS 
 
 of an incandescent lamp filament has given us 
 the tungsten wire, producing a far more brilliant 
 light of better quality and consuming less electric- 
 ity. 
 
 There is only one common-sense, efficient way of 
 filling a position, just as there is only one common- 
 sense, efficient way of determining what material 
 is to be used in a given place. 
 
 The man who selects the different metals, alloys, 
 woods, leathers, and other materials for an auto- 
 mobile according to his own opinions and preju- 
 dices, with no engineering tests to determine the 
 requirements of each part, would not build a ma- 
 chine in which you would care to trust yourself 
 going at high speed. 
 
 The employer who leaves the selection of men 
 and women, out of whom he builds his. organiza- 
 tion, to foremen who guess at the requirements, or 
 decide upon them according to their own opinions 
 or prejudices, does even worse, because a piece 
 of misfit human material may do greater harm 
 than a bit of cast-iron where vanadium steel is 
 required. 
 
 Some employers, realizing the necessity for more 
 careful selection, have standardized to a certain de- 
 gree their more important positions. But every job 
 is important. The office boy in affixing stamps on 
 outgoing mail may put a two-cent stamp on a letter 
 
THE JOB 67 
 
 to a customer in Paris. When that customer has 
 to pay six cents to get his letter out of the post 
 oflBce he is exasperated at the carelessness of the 
 house. 
 
 Over and over in our commerce and industry we 
 have exemplified the story that used to be told in 
 verse form in our old readers, and that ended: 
 "The kingdom was lost, and all for the want of a 
 horseshoe nail." 
 
 FOUR FUNDAMENTAL REQUIREMENTS 
 
 Determining the standard requirements for any 
 job by the employment supervisor and his staff 
 involves consultation with heads of departments, 
 foremen, chiefs of divisions, and superintendents, 
 with efficiency or production engineers — if there 
 are any in the plant — and with the workmen 
 themselves. It also involves a careful, painstaking 
 study of the most efficient men doing the particular 
 kind of work in question. A preliminary rough 
 analysis of any job is a comparatively easy matter. 
 The complete analysis requires a scientific mind, 
 and an intimate knowledge of the tasks to be per- 
 formed. 
 
 If there are no efficiency or production engineers 
 in the plant, the employment supervisor or some 
 member of his staff provides himself with a stop- 
 watch and learns how to make time and motion 
 
68 THE JOB, THE MAN, THE BOSS 
 
 studies. While the very best of results have fol- 
 lowed the detailed standardization of jobs, so little 
 has been done in this respect in the average plant 
 that even the roughest, most general analysis has 
 proved highly profitable. 
 
 For example, at the very beginning of the work 
 of an employment department, and before any 
 detailed analyses of jobs can be made, we set up 
 four fundamental standard qualifications, without 
 a fair degree of which no one is considered for any 
 position. These essentials are: (1) health, (2) in- 
 telligence, (3) honesty, and (4) industry. They 
 are indispensable. 
 
 No man is permanently worth even floor space, 
 light, and heat, to say nothing of wages, unless he 
 has health. 
 
 Unless a man is intelligent he cannot be taught 
 — he will not develop. He will not understand, 
 and therefore cannot follow instructions. Even 
 in the lowest kind of unskilled labour the imintel- 
 ligent man costs too much for supervision to be a 
 profitable investment, no matter how low his 
 wages. 
 
 By honesty we mean reliability — general trust- 
 worthiness. A dishonest man cannot do honest 
 work. He may seem to be wonderfully efficient 
 in many ways, but work, like everything else a man 
 does, is an expression of character, and a man can- 
 
THE JOB 69 
 
 not be dishonest in character and express honesty 
 in his work. Somehow or other he will manifest 
 his essential nature, and one crooked act on his part 
 may wipe out all the profits possible on a dozen 
 years of his best service. 
 
 It goes without saying, of course, that no matter 
 how healthy or brilliant or how reliable a man may 
 be, he is useless unless he does things, unless he 
 expresses his powers in action. 
 
 METHOD OF ANALYZING JOBS 
 
 To make sure that every employee has these four 
 qualifications is a long step in advance in the aver- 
 age institution. These four fundamental qualifi- 
 cations having been determined, we inquire more 
 particularly : 
 
 Does the job require physical or mental work, 
 or a combination of both? Is it an executive or 
 subordinate position? Is it light or heavy work? 
 Does it require mechanical ability, artistic ability, 
 commercial ability, financial ability, or the ability 
 to handle people successfully? 
 
 By a careful classification and correlation of all 
 these qualifications and others, we have designed 
 a suggestive chart which serves as a guide to the 
 employment supervisor and his staff in standardiz- 
 ing positions. This chart appears on the follow- 
 ing pages: 
 
70 
 
 THE JOB, THE MAN, THE BOSS 
 
 THE JOB 
 
 {Health 
 Honesty'^'^^ 
 Industry 
 
 Physical 
 
 Kequire- 
 
 ments 
 
 (-Tall 
 
 \ Short 
 BodyBuad<^Medium 
 
 /Light 
 l^Medium 
 
 fFine 
 Texture <j Medium 
 (.Coarse 
 
 Hard 
 Rigid 
 Consistency<( Elastic 
 Soft 
 Flexible 
 
 Physical 
 Require- ■ 
 
 TNeatness 
 Condition < Cleanliness ments 
 I^Order 
 
 Circula- 
 tion 
 Nutrition 
 Health { Respira- 
 tion 
 Muscular 
 Nervous 
 
 TArms 
 JBack 
 Strength < Hands and 
 
 (fingers 
 Legs 
 
 [Muscular 
 
 Endurance I '^^^^''^' 
 
 I Nervous 
 
 ^Equihb- 
 \ rium 
 
 Agaity^SP-'i/f 
 
 / Climbing 
 vQuickness 
 
 Slow 
 Rhyth- 
 mical 
 Quick 
 Spasmodic 
 Sustained 
 Violent 
 Gentle 
 
 Activity 
 
 fDigital 
 Skill < Manual 
 (_Pedal 
 
 r Visual 
 QuaUty of ] Aural 
 
 Sense < Tactile 
 Perception ) Olfactory 
 
 (^Gustatory 
 
THE JOB 
 
 71 
 
 Mental 
 
 and 
 
 Psychi- 
 cal 
 
 Require- 
 ments 
 
 Speculativeness 
 
 Conservatism 
 
 Sociability 
 
 Constancy 
 
 Aggressiveness 
 
 Perseverance 
 
 Originality 
 
 Initiative 
 
 Imitativeness 
 
 Obedience 
 
 Imagination 
 
 Judgment 
 
 Versatility 
 
 Dependableness 
 
 Optimism 
 
 Caution 
 
 Alertness 
 
 Reasonableness 
 
 Decisiveness 
 
 Deliberation 
 
 Quick thought 
 
 Observation 
 
 Responsibility 
 
 Responsiveness 
 
 Calmness 
 
 Practicality 
 
 Analytical ability 
 
 Speed 
 
 Patience 
 
 Courage 
 
 Carefulness 
 
 Prudence 
 
 Ideality 
 
 Materialism 
 
 Inventiveness 
 
 Accuracy 
 
 Concentration 
 
 Resourcefulness 
 
 Foresight 
 
 Independence 
 
 Docility 
 
 Self-confidence 
 
 Teachableness 
 
 Artistic ability 
 
 Mechanical ability 
 
 Mental 
 
 and 
 
 Psychi- 
 cal 
 
 Require- 
 ments 
 
 The Job 
 
 Financial ability 
 Commercial ability 
 Executive ability 
 Judicial ability 
 Scientific ability 
 Mathematical ability 
 Philosophic ability 
 Literary ability 
 Verbal expression 
 Love of people 
 Love of animals 
 Love of plants 
 Love of travel 
 Understanding of human 
 
 nature 
 Honesty 
 Justice 
 Cheerfulness 
 Courtesy 
 Industry 
 Loyalty 
 
 Conscientiousness 
 Domesticity 
 Enthusiasm 
 Tact 
 
 Persistence 
 Alacrity 
 
 Is temporary 
 
 Is permanent 
 
 Requires experience 
 
 Requires special training 
 
 Requires technical edu- 
 cation 
 
 Requires general educa- 
 tion 
 
 Is in line of promotion 
 
 Is not in line of promo- 
 tion 
 
 Is union 
 
 Is non-union 
 
 Is open 
 . Approximate rate of pay 
 
72 THE JOB, THE MAN, THE BOSS 
 
 In this list we do not attempt to cover the whole 
 field of human qualities. Nor do we attempt to 
 make a classification scientific from the point of 
 view of the psychologist. The list presented here 
 has been found adequate for our needs and the 
 needs of our clients, but is capable of extension 
 and improvement. 
 
 SOME SAMPLE ANALYSES 
 
 In analyzing any job with the use of this list, 
 the process is simple. The job should be studied 
 with the list in hand or in mind, and its require- 
 ments, as to each of the physical, mental, psy- 
 chical, and other considerations mentioned in the 
 list, should be studied and determined. As a con- 
 crete example, perhaps the reader will find it inter- 
 esting to study his own job with this list before 
 him. 
 
 Using this chart as a guide, the following are 
 some of the analyses made: 
 
 Specdalty Salesmen 
 
 Good digestion Love of people 
 
 Buoyant health Initiative 
 
 Cheerfulness Persistence 
 
 Enthusiasm Courage 
 
 Optimism Resourcefuhiess 
 
 Pleasing personality Patience 
 
 Verbal expression Understanding of human na- 
 Courtesy ture 
 
 Tact 
 
THE JOB 
 
 Retail Salesman 
 
 73 
 
 Cheerfulness 
 
 Courtesy 
 
 Tact 
 
 Patience 
 
 Pleasing personality 
 
 Obedience 
 
 Constancy Alacrity Alertness 
 Understanding of human 
 nature 
 
 Screw Machine Hands 
 
 Mechanical abiUty 
 Muscular strength 
 Quickness 
 Accuracy 
 Steadiness 
 
 Ability to read blue-prints 
 Knowledge of micrometer 
 Ability to grind own tools 
 Ability to set up his own job 
 
 Truckers 
 
 Physical strength Dependableness 
 
 Energy Good sense of location 
 
 Intelligence enough to read Good memory 
 and write English 
 
 Lathe Hands (Turning crankshafts) 
 
 Abilityto readblue-prints and Dependableness 
 
 Mechanical ability 
 
 use micrometer 
 Accuracy 
 
 Crane Operators (15- 
 
 Quick thought 
 
 Quick action 
 
 Keen observation 
 
 Quick perception 
 
 Decisiveness 
 
 Medium degree of carefulness 
 
 Ability to judge accurately 
 
 Size 
 
 Weight 
 
 Distance 
 
 Skill from long training 
 
 ton electric crane) 
 
 Good sense of locality 
 Good sense of direction 
 Some mechanical skill 
 Excellent eyesight 
 Steady nerves 
 Good muscular coordination 
 
 Energy 
 Dependablenesss 
 Obedience 
 
74 THE JOB, THE MAN, THE BOSS 
 
 Note Teller 
 
 Medium build Patience 
 
 Digital skill Mathematical ability 
 
 Carefulness Neatness 
 
 Prudence Orderliness 
 
 Accuracy System 
 
 Keen observation Good memory 
 
 Concentration Judgment 
 
 EXPERTNESS IN SELECTION 
 
 With these analyses before them, the assistants in 
 the employment department soon become so ex- 
 pert that they quickly choose the best man for any 
 particular job out of the available applicants. 
 
 In one employment department two of the 
 assistants became expert in teamwork, as exem- 
 plified by the following incident. One morning 
 there were requisitions from foremen for: 
 
 1 Man for assembly work 2 Labourers for casting yard 
 
 1 Boring mill hand 1 Engine lathe hand 
 
 1 Carpenter 1 Milling machine hand 
 
 2 Chippers 2 Bench moulders 
 1 Crane operator I Patternmaker 
 
 1 Drill press hand 2 Teamsters 
 
 1 Grinder 1 Toolmaker 
 
 Taking the list, one of the assistants stepped 
 out into the lobby and, walking quickly through 
 the hundred or more men gathered there, chose 
 the men wanted, one by one. 
 
THE JOB 75 
 
 As the men were chosen they went into the shop 
 employment oflSce, where they were met by the 
 other assistant, who had a duphcate hst. In every 
 case the assistant in the office knew for which posi- 
 tion each man had been chosen by his team-mate. 
 
CHAPTER VI 
 
 SECUEING AND HANDLING APPLICANTS 
 
 THERE is only one legitimate reason for 
 putting any man on the pay-roll. That 
 is not because he is a brother-in-law, or 
 nephew, not because he is a Roman Catholic or a 
 Protestant, not because he is a Scotchman or a 
 German, not because he is a Mason or an Elk, not 
 because he tells a hard-luck story or is an adept 
 at flattery, not because he has a sheaf of letters of 
 recommendation, not even because he has made a 
 remarkable record in some other institution. 
 
 The only legitimate reason for hiring a man is that 
 he possesses the standard qualifications for his job, 
 and will be a good investment for his employer. 
 
 Many of those entrusted with the employing of 
 help do not seem to understand that the company 
 is investing money in every applicant from the 
 first moment spent in considering his application. 
 They do not seem to realize that the company must 
 secure an adequate return from its investment in 
 order to do a profitable business. 
 
 We have seen foremen and heads of departments 
 
 76 
 
SECURING APPLICANTS 77 
 
 spend hours and days of time interviewing impos- 
 sible applicants whom they had no intention of hir- 
 ing. "Why they did it is one of the things which, 
 as the old comic song used to say, "cannot be ex- 
 plained," at least upon any basis that gives the re- 
 cruiting officer credit for having common sense. 
 
 One of the most difficult problems of conscien- 
 tious employers under the old method is to persuade 
 foremen and heads of departments not to hire peo- 
 ple simply because they are sorry for them. 
 
 FITNESS ONLY LEGITIMATE REASON FOR HIRING 
 
 It is an injustice, not only to the employer but to 
 the employee, to give a man a job in which he can- 
 not make a profit for the house. Even if the man is 
 not eventually discharged, he is working under a 
 severe handicap if he is trying to do work for which 
 he is not fitted, and is also under a bad psychical 
 strain, because if he is intelligent he must realize 
 that he is to a certain extent an object of charity. 
 It should therefore be deeply impressed upon the 
 employment supervisor and his staflf, and continu- 
 ally reiterated, that no person must be hired who is 
 not a profitable investment. Let this become a 
 guiding axiom of the department. 
 
 With the requirements of every department 
 standardized, and with this axiom in mind, the em- 
 ployment department sets about its task of secur- 
 
78 THE JOB, THE MAN, THE BOSS 
 
 ing applicants, and from them selecting men to fit 
 these requirements. 
 
 Just as the wise purchasing agent looks ahead 
 and takes steps to keep a plentiful reserve of ma- 
 terial and equipment always on hand, so the wise 
 employment supervisor takes steps to provide 
 against the day of emergencies. It is just as waste- 
 ful and inefficient to take chances on being able to 
 pick up the right kind of employees to fill vacancies 
 from day to day as it would be for a purchasing 
 agent to purchase supplies and equipment for the 
 factory in a hand-to-mouth fashion. 
 
 There are many ways of securing applicants, most 
 of them good if used with discretion. One of the 
 rather unexpected advantages of scientific employ- 
 ment methods has been the fact that ambitious 
 workmen and executives of unusual ability have been 
 attracted to organizations where employment is 
 done scientifically. It is well known to observant 
 employers and others that any organization which 
 maintains a high standard of efficiency among its em- 
 ployees naturally attracts a high order of apphcants. 
 
 Happy and loyal employees, with the interests of 
 their employers at heart, frequently recommend 
 candidates for employment whom they know to be 
 desirable. Employment departments in different 
 organizations sometimes help one another by an 
 interchange of applicants. 
 
SECURING APPLICANTS 79 
 
 Employment agencies are sometimes profitable 
 sources of applicants if used with discrimination 
 and discretion. They are especially valuable in 
 securing applicants with the education and experi- 
 ence required. 
 
 ADVERTISING FOR APPLICANTS 
 
 One of the most common ways of securing appli- 
 cants is by advertising. Properly used, this method 
 is one of the best. But this involves not only a 
 thorough understanding of the requirements, but 
 also the ability to state them in such a way as to 
 secure the type of applicants wanted. An adver- 
 tising manager of our acquaintance, not altogether 
 unknown to the public, once advertised for an un- 
 derstudy. His advertisement was so sensational 
 and flamboyant, it went so wide of the mark in 
 describing the qualities of the man he really wanted, 
 that of the five hundred who responded not one was 
 desirable for that particular job. 
 
 Whatever the method of securing applicants, the 
 employment department never loses sight of the 
 fact already stated, that there is only one legitimate 
 reason for putting a man on the pay-roll — namely, 
 fitness for the job. 
 
 Applications come into the employment depart- 
 ment in two ways : by mail and in person. 
 
 In handling applications by mail the first move 
 
80 THE JOB, THE MAN, THE BOSS 
 
 BLANK NO, 1 
 
 Original 
 
 REQUISITION 
 
 Office 
 
 Factory 
 
 Store 
 
 No 
 
 EMPLOTMENT DEPABTMENT 
 
 Please employ for the Department 
 
 One for Position No, 
 
 Rate 
 
 To begin work, Date 191 
 
 With these qualities : 
 
 To replace 
 
 Transferred to Dept. 
 No longer employed. 
 Promoted in this Department. 
 Returned to you. 
 
 To increase the forces. 
 Permanent 
 
 Temporary 
 Date 191 
 
 Foreman* 
 
 SuperintendeDt 
 
SECURING APPLICANTS 81 
 
 is to weed out all that for any reason are on the face 
 of them undesirable. A letter may show that the 
 applicant has not had sufficient training or experi- 
 ence, that he is ignorant or illiterate, that he is care- 
 less and disorderly, that he is vain and boastful, 
 that he is too well satisfied with himself to be teach- 
 able. If undesirable and uneradicable qualities 
 are easily discernible in the letter, there is no use 
 wasting any further time with the applicant, and 
 if he has applied directly to the firm, and not to a 
 keyed advertisement, he is courteously informed 
 that his application cannot be considered. But 
 should his application give reason to hope that he 
 may be a valuable asset, he is requested to send 
 photographs of himself and such other data as 
 under the circumstances seem desirable. If the 
 position to be filled is an important one, such 
 applicants as are considered are asked to describe 
 themselves as fully as possible, and to answer such 
 questions as the employment supervisor may re- 
 quest. 
 
 It frequently happens that among those who 
 are asked to send in more information about 
 themselves a man is found who is clearly so well 
 fitted for the position that he is engaged for it by 
 mail; otherwise the most promising apphcants are 
 invited to call at the employment department in 
 person. 
 
82 
 
 THE JOB, THE MAN, THE BOSS 
 
 BLANK NO. 2 
 
 APPLICATION FOE. POSITION 
 
 (No person under sixteen years of age will be employed) 
 
 Name- 
 
 -Telephone No.. 
 
 Address, Local- 
 Nationality 
 
 .City_ 
 
 Date of Birth; month- 
 
 . Religion 
 
 day year - 
 
 . What Union- 
 -Height 
 
 . State- 
 
 -Weight. 
 
 If under 21 years of age, give father's name and address 
 
 Single or married? How many dependent on you for support'- 
 
 Ever employed here? Under what foreman? What Dept.?_ 
 
 Permaneny 
 
 Temporary? 
 
 .Salary expected?- 
 
 Position wanted? 
 
 When would your services be available? 
 
 Names of relatives employed here and their positions. 
 
 Whom shall we notify in case of emergency? Name_ 
 A ddress 
 
 Please check the following list as accurately as possible as to whether you are: 
 
 Careful' 
 
 Courteous? 
 
 Punctual? 
 
 Accurate? 
 
 Industrious? 
 
 Sober? 
 
 Careless? 
 
 Discourteous? 
 
 Tardy? 
 
 Inaccurate? 
 
 Lazy? 
 
 Intemperate? 
 
 Good Memory? 
 
 Obedient? 
 
 Orderly? 
 
 CheerfuP 
 
 Patient? 
 
 Quick? 
 
 Forgetful? 
 
 Disobedient? 
 
 Disorderly? 
 
 Gloomy? 
 
 Impatient? 
 
 Slow? 
 
 PREVIOUS EMPLOYMENT AND REFERENCES 
 
 EMPLOYER 
 
 POSITION 
 HELD 
 
 Give Exact Dates of Employ- 
 ment as to month and year 
 
 State Salary and Reasons 
 for Leaving 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 In consideration of employment hereby sought, I represent and warrant my 
 age and all above and herein contained statements true, and agree to at all 
 times abide by and observe all notices, rules, and regulations of my employer. 
 
 Date- 
 
 Signed- 
 
SECURING APPLICANTS 83 
 
 What foreign language do you speak or understand?- 
 
 How much time have you lost by sickness during the last five years? . 
 
 What was the nature of your illness? 
 
 In what places have you lived? 
 
 What position do you now hold?- 
 Why do you wish to leave? 
 
 What education and training have you had? General?- 
 
 Technical? . 
 
 In school what studies did you like best?_ 
 What least? 
 
 vVhat do you read? What kind of work do you 
 
 like best' 
 
 If you could have any position you wished for, what would it be?_ 
 
 What if anything, are you doing to improve yourself?- 
 
 Can you manage people well' State the evidence?- 
 
84 THE JOB, THE MAN, THE BOSS 
 
 HANDLING APPLICANTS IN PERSON 
 
 In dealing with all applicants in person the em- 
 ployment supervisor and his staff follow a definite 
 procedure. Suppose for the moment that you are 
 an applicant for a position in an organization where 
 there is an employment department using this 
 plan. If it is the busy season, you are quite likely 
 to find the lobby or waiting-room comfortably 
 filled with applicants waiting to see the employ- 
 ment supervisor or his assistants. 
 
 When your turn for an interview comes you are 
 courteously greeted, given a comfortable chair fac- 
 ing the interviewer, and made to feel that you are in 
 the presence of a friend who is just as desirous of 
 doing his best for you as for his employer. You 
 are engaged in pleasant, interesting conversation 
 until you lose any self-consciousness you may have 
 had when you entered the office, and are perfectly 
 at ease. Then you are probably asked for what 
 position you are an applicant, and the examiner 
 discusses with you quietly your qualifications for 
 the job. In due course of time, if this brief survey 
 seems favourable, you are asked to fill out an ap- 
 plication blank (see page 82). 
 
 During the time you are talking and filling out 
 this blank, the interviewer is quietly and unobtru- 
 sively observing you and making mental notes of 
 what he sees. He may or may not know your 
 
SECURING APPLICANTS 85 
 
 name. He does not know what you are writing. 
 But from external signs and indications which you 
 cannot conceal he is learning something about your 
 natural aptitudes, about your character, and about 
 the use you have made of the talents with which 
 nature has endowed you. In making these notes he 
 uses Blank No. 3, Analysis (see page 86). 
 
 This blank is filled out in cipher so that it is unin- 
 telligible to any except the employment supervisor 
 and his staff. In general, it is a complete but con- 
 cise statement of your physical, mental, and psychi- 
 cal characteristics and aptitudes, your training and 
 your experience. 
 
 When you have filled the face of your application 
 blank, you turn it over to the interviewer, who talks 
 with you about the questions on its reverse side 
 (see page 83). These questions are so woven into 
 the conversation between you and your interviewer 
 that you do not have any feeling of being grilled or 
 pumped. Your feeling is rather that you are being 
 given an opportunity to state your qualifications, 
 kindly counselled with regard to how your state- 
 ments can be put in the most effective form, and 
 advised how you can use your talents to your own 
 highest advantage. 
 
 LETTERS AND REFERENCES 
 
 Perhaps you have brought letters of recommenda- 
 
86 
 
 THE JOB, THE MAN, THE BOSS 
 
 BLANK NO. 3 
 
 ANALYSIS 
 
 Name_ 
 
 Address. 
 
 Hair 
 
 Colouring: Jjye"- 
 Beard. 
 
 High. 
 
 Eyes_ 
 
 . _, Nose 
 
 .F°'^°i= Mouth. 
 
 Chin 
 
 Head 
 
 Low. 
 
 Long_ 
 
 Short. 
 
 ■ Narrow 
 
 Wide 
 
 Square 
 
 Eound 
 
 Hand: 
 
 Flexible 
 Rigid_ 
 Hard_ 
 
 Soft 
 
 Short 
 
 . PersonaL 
 .Photo 
 
 Texture. 
 
 Motive_ 
 
 .Body:Mental_ 
 
 Vital 
 
 'Intellect: 
 
 Condition. 
 
 Capacity . 
 
 Medium 
 
 Long 
 
 Type. 
 
 Energy . 
 Health_ 
 
 .Vitality. 
 
 .Endurance. 
 
 Dress. 
 
 CONCLUSIONS: 
 
 Positives Negatives 
 
 RECOMMENDATIONS 
 
 Date. 
 
 (Signed). 
 
SECURING APPLICANTS 87 
 
 tion with you. If so, you will find your interviewer 
 courteous about them but not greatly interested. 
 Of course, you believe that your letters are sincere, 
 and your former employers and others have written 
 truthfully about you. But the examiner knows by 
 experience that the less efficient and less desirable 
 an employee is the more eager is the average em- 
 ployer to get rid of him by giving him a hearty 
 letter of recommendation to some one else. 
 
 We once knew a manager who practically 
 wrecked one department of the business of a client 
 of ours within the short space of three months. 
 This manager had come to our client from a friend 
 of his in the same line of business, bearing a most 
 enthusiastic letter of recommendation. 
 
 "What on earth did you wish that man on me 
 for? " demanded our client of his friend when he had 
 cleared away the debris. " He did absolutely noth- 
 ing while he was with me but spend money fool- 
 ishly." • 
 
 "He did the same for me," admitted the friend, 
 with a grin, "but I thought maybe you could con- 
 trol him." 
 
 The finest collection of letters of recommenda- 
 tion we ever saw was in the hands of a futile old 
 printer who had been discharged from every print- 
 ing house of any repute in the Middle West. 
 
 Instead of letters of recommendation you may 
 
88 THE JOB, THE MAN, THE BOSS 
 
 Record of_ 
 
 DATE FOREMAN DEPT. 
 
 POSITION KIND DEPORT- SPECIAL 
 
 NUMBER OF WORK MENT ABILITY 
 
SECURING APPLICANTS 89 
 
 give your interviewer references, asking him to 
 write to your former employers, your banker, your 
 pastor, and others. You are perfectly justified in 
 making the oflfer, since these inquiries, with a prom- 
 ise to hold all correspondence strictly confiden- 
 tial, are very much in favour with some employers. 
 But your interviewer will waste no time or postage 
 in sending out any such inquiries. He is not inter- 
 ested in other people's opinion of you. He knows 
 that the average employer, even if he were to state 
 his honest convictions, would be guided by his own 
 personal feelings and opinions or purely by guess- 
 work, and not by reliable records of your per- 
 formances. He would, therefore, far rather trust 
 easily observable and infallibly dependable exter- 
 nal signs of your character and habits than to take 
 the word of a man who might or might not be sin- 
 cere, and who, if he were sincere, might be utterly 
 mistaken. 
 
 REQUISITION 
 
 Your qualifications being satisfactory to the in- 
 terviewer, and there being a Requisition — Blank 
 No. 1 (see page 80) — in his hands from some fore- 
 man* or head of department for an employee of your 
 
 * The word "foreman" is used in this and all other blanks here repro- 
 duced to designate the immediate superior of the applicant or employee. 
 Naturally, in stores, ofiSces, banks and other enterprises other designations 
 will be used as circumstances require. 
 
90 THE JOB, THE MAN, THE BOSS 
 
 
 
 BLANK NO. 4 
 
 Original 
 
 
 
 REFERENCE TO FOREMAN 
 
 
 Mr. 
 
 
 rwt No. 
 
 to see 
 Depar 
 
 Mr. 
 
 
 
 tment. 
 
 _ fnr pnsitiriTl No. 
 
 
 Rate_ 
 
 
 Rpgnn Wort, Ttatp. 
 EMPLOYMENT DEPARTMENT 
 
 He is not satisfactory* 
 
 p. m. 
 
 Reason why applicant is not satisfactory: 
 
 
 
 
 Sifrnerl 
 
 Foreman 
 
 *Note- 
 
 -If the 
 
 applicant IS satisfactory, cross out the word "not." 
 
 Date_ 
 
 
 191 
 
 
SECURING APPLICANTS 91 
 
 type, lie carefully explains to you the nature of the 
 position vacant, the rate of pay offered, the kind of 
 work to be done, the general and special qualifi- 
 cations necessary for success in the position, the 
 hours of labour, the rules, regulations, standards, 
 and ideals under which you will perform your work, 
 and, if advisable, the character of your superior, and 
 how best to please him. 
 
 KEFERENCE TO FOREMAN 
 
 If after this explanation you decide to accept the 
 position, the examiner fills out Blank No. 4, Refer- 
 ence to Foreman (see page 90), places it in an un- 
 sealed envelope and sends you, with an usher if 
 necessary, to the executive named. Since it is not 
 the function of the employment department arbi- 
 trarily to employ, you are sent to the foreman or 
 department head for mutual acquaintance and ap- 
 proval. If the executive finds you satisfactory, 
 he shows you the place where you are to work, the 
 desk or bench, appliances, equipment, and tools 
 you are to use, and all of the other physical envir- 
 onment of the position offered you. In case this 
 inspection proves satisfactory to you and to the 
 executive, he notifies you when to report for duty, 
 and returns Blank No. 4 to the employment depart- 
 ment, properly filled out, when you have begun 
 work. In case either you or the executive should 
 
92 
 
 THE JOB, THE MAN, THE BOSS 
 
 
 
 
 BLANK NO 
 
 5 
 
 Original 
 NOTIFICATION 
 
 \ 
 
 Office 
 Factory- 
 Store 
 
 
 paymaster's department: 
 
 
 TEnter on pay-roll 
 
 (.Pay off and remove from pay-roll 
 
 Nd""' 
 
 
 
 AHrlrpsB 
 
 Pnfiitinn 
 
 
 rinnk No. 
 
 T)pp!lrtTnpnt 
 
 
 ftatf 
 
 Tn Pneitinn 
 
 
 N..W riopk No. 
 
 X" r><»p!irtTn<>Tlt 
 
 
 TSTpw Ratp 
 
 Effective (Date) 
 
 
 Hour 1:1; 
 
 
 Employment Supervisor 
 
 nnt,. Ifll 
 
 - 
 
 
SECURING APPLICANTS 93 
 
 not be satisfied with the arrangement, he returns 
 the blank to the employment department as soon 
 as possible, stating reasons. If you elect to return 
 to the department for further consultation, you 
 may be sent to some other executive — if there is a 
 requisition on hand for some one of your aptitudes, 
 training, and character. If there is no such requi- 
 sition, your application blank and analysis are 
 placed on file in the reserve list and you are com- 
 municated with as soon as a requisition fitting your 
 case is received from a foreman or department head. 
 
 NOTIFICATION 
 
 Let us suppose that you are engaged and begin 
 work. As soon as the employment department 
 receives Blank No. 4, giving the rate of your pay 
 and the time you began work, Blank No. 5, Noti- 
 fication (see page 92), is filled out and sent to 
 the paymaster's department. You will observe 
 that this blank is so arranged as to be used also in 
 case you receive an increase or any other change 
 in your rate of pay, are transferred to another 
 position or department, or, for any reason, you 
 resign or are discharged. 
 
 FOLDER 
 
 When once you have become an employee of the 
 institution a folder (see page 94) is filled out for 
 
94 
 
 THE JOB, THE MAN, THE BOSS 
 
 
 
 
 
 
 
 
 
 1 
 
 APPLICATION 
 
 HIRCD 
 
 OKPT 
 
 POSITION 
 
 BATE- 
 
 ;rRAN«ro 
 
 RATC cao 
 
 PAID OFF 
 
 RCASON 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
SECURING APPLICANTS 95 
 
 you and placed in the Employees' File. In this 
 folder are included all correspondence with you, all 
 the blanks filled out with reference to your employ- 
 ment, and other memoranda of any kind that may 
 be of value. In this folder, among other documents 
 is the Analysis Blank, Form 3 (see page 86) 
 filled out by the interviewer at the time of your 
 original application. 
 
 RECORD 
 
 On the reverse of this blank is space for your 
 record in the organization (see page 88). On this 
 record, at stated times, according to the character 
 of the business and the position you occupy, are 
 entered data, giving essential information as to 
 your eflficiency and progress. How your efficiency 
 will be calculated will depend upon the practice of 
 the firm and the work you are doing. If a bonus 
 system is in operation, your efficiency will be re- 
 ported in percentages. If you are a salesman, your 
 efficiency will be calculated in terms of sales, prof- 
 its, collections, etc. 
 
 REPORT ON EMPLOYEE 
 
 Partly for the sake of keeping this record of your 
 performance and partly for the purpose of keeping 
 check upon foremen or department heads. Blank 
 No. 6, Report on Employee (see page 96), is 
 
96 
 
 THE JOB, THE MAN, THE BOSS 
 
 BLANK NO. 6 
 
 REPORT ON EMPLOYEE 
 
 Office 
 
 Factory 
 
 Store 
 
 Original 
 
 Name 
 
 Clock No 
 
 Kind of work. 
 Deportment 
 
 JDept.. 
 
 -Position No.. 
 
 Special ability shown. 
 
 POSITIVES SHOWN 
 
 Carefulness 
 
 Punctuality 
 
 Accuracy 
 
 Industry 
 
 Orderliness 
 
 Cheerfulness 
 
 Patience 
 
 Sobriety 
 
 Good memory Dependability 
 Obedience Quickness 
 
 NEGATIVES SHOWN 
 
 Carelessness Disorderliness 
 
 Tardiness Gloominess 
 
 Inaccuracy Impatience 
 
 Laziness Intemperance 
 
 Forg:etfulness Undependability 
 
 Disobedience Slowness 
 
 With reference to this man I recommend :. 
 
 Returned to you, Date_ 
 Reason 
 
 All tools, tool checks and other articles loaned No.. 
 
 have been returned. 
 Tool Stock Room No By 
 
 storekeeper 
 
 Signed. 
 
 Foreman 
 
 Rate approved by 
 
 Date 191 
 
 Superintendent 
 
SECURING APPLICANTS 97 
 
 used. This blank is filled out by the foreman and 
 sent to the employment department whenever he 
 desires to change your rate of pay, promote you or 
 change your position in his department, transfer 
 you to another department, accept your resignation, 
 or end your service with him. The employment 
 supervisor may call for such a report at any time, 
 but, as already intimated, he does not rely wholly 
 upon it in keeping the record shown on page 88. 
 The data entered in this record are obtained by dif- 
 ferent methods, according to the character of the 
 business and the system of rating employees in use. 
 
 This Report on Employee has been found to be 
 of great value indirectly. When an executive is 
 called upon to fill out such a report in connection 
 with every change he desires to make in his depart- 
 ment, and to state in definite terms his reasons for 
 making the change, he uses more judgment and 
 common sense and is less impulsive. Oftentimes 
 foremen and other executives are either lazy, indif- 
 ferent, or contemptuous, and therefore flippant in 
 filling out these reports. A little experience, how- 
 ever, soon changes their mental attitude. One inci- 
 dent may illustrate this : 
 
 A foreman, being asked to send in Report on 
 Employee for each man in his department, did so, 
 with ninety-nine out of one hundred and four men 
 checked as showing every one of the positives in the 
 
98 THE JOB, THE MAN, THE BOSS 
 
 BLANK NO. 7 
 
 RECOMMENDATION 
 
 Kindly fill out this blank with information about some one 
 who you think would be desirable for us to employ. 
 
 Name 
 
 Address. 
 
 Why is he desirable?- 
 How do you know? 
 
 What kind of work can he do?_ 
 
 Is he now employed? Where ?_ 
 
 How old is he? What rate of pay would he expect?- 
 
 Married? Single? How many to support?. 
 
 Nationality? Religion? What union?. 
 
 What is his relation to you? 
 
 Is he related to any member of your family? If so, 
 
 what is the relationship? 
 
 Signed- 
 
 Name 
 
 Position 
 
 Department 
 Date 191 
 
SECURING APPLICANTS 99 
 
 list. Five only were checked with any negative, 
 and each one of the five was reported as showing 
 "gloominess." Within a week after these reports 
 had been received, one of the men in this foreman's 
 department came to the employment supervisor 
 with a report on which every negative was checked, 
 with immediate discharge recommended. The fore- 
 man was sent for, and his attention was called 
 to the fact that he had sent in two reports on this 
 man within a week; that in the first report the man 
 was credited with having all the positives in the 
 list and in the second was charged with being guilty 
 of all the negatives in the list. While this one ex- 
 perience did not then and there make a new man 
 of the foreman, it was the beginning of his reform, 
 and within a few weeks he was taking care and pains 
 in making his reports. 
 
 RECOMMENDATION 
 
 As has already been stated, loyal and happy em- 
 ployees frequently recommend for employment 
 friends and acquaintances whom they know to be 
 efficient. For their convenience they are supplied 
 with Blank No. 7, Recommendation (see page 98). 
 These recommendations are filled out and either 
 handed or sent to the employment department, 
 where they are acted upon according to the discre- 
 tion of the supervisor. 
 
100 THE JOB, THE MAN, THE BOSS 
 
 Every time the employment department is called 
 upon to deal with you in any important matter, 
 your folder, with all its contents, is taken out of file 
 and placed before the person who is handling the 
 case. As you have seen, it contains, in compact 
 form, all of the information in the hands of the de- 
 partment with reference to you and your relation- 
 ship with the organization. Not only this, but in 
 the folder is your analysis, made by some member 
 of the department, and on the back of it your sub- 
 sequent record. Here is an effective check upon the 
 accuracy and reliability of analyses made in the 
 department. 
 
 THE SPIRIT, NOT THE FORM, OF THE PLAN 
 IMPORTANT 
 
 The blanks reproduced here are those used in a 
 factory with several thousand employees. They 
 are intended to be elastic enough in every respect 
 to cover the handling of appheants and employees 
 from the highest grade to the lowest. Their use, 
 therefore, is not subject to rigid and ironclad rules, 
 but to the common sense and good judgment of 
 those who use them. 
 
 For example, in the use of Blank No, 2, Appli- 
 cation, no intelligent interviewer would expect an 
 ignorant man, perhaps unable to read, write, or 
 speak the English language, applying for a tempo- 
 
SECURING APPLICANTS 101 
 
 rary job as shoveller in the yard gang, to fill out all 
 or even any of the spaces. Nor would there be 
 any very extensive use of Blank No. 3, Analysis, 
 in such a case. The higher the position to be filled, 
 the more numerous and the more specific are the 
 requirements, and the more completely and care- 
 fully are all of these blanks filled out. Necessa- 
 rily, there are certain minor changes in detail in 
 these blanks when they are used in other concerns. 
 These changes will depend upon the character of 
 the business, the policies and standards adopted 
 by the management, and other considerations. 
 The details are relatively unimportant. The spirit 
 and purpose of the plan are all-important. In order 
 that the reason and use of these blanks may be 
 clearly understood, we summarize: 
 
 SUMMARY OF BLANKS 
 
 Blank No. 1, Requisition (see page 80), is an 
 order upon the employment department by some 
 executive in the organization for an employee to 
 fill a certain position. 
 
 Blank No. 2, Application for Position (see page 
 82), is an application for position with spaces for 
 the voluntary giving of certain information by the 
 applicant. The reverse of this blank (see page 83) 
 gives the interviewer suggestions for the examina- 
 tion of the applicant. 
 
lOi THE JOB, THE MAN, THE BOSS 
 
 Blank No. 3, Analysis (see page 86), contains 
 in cipher the complete and digested result of the 
 observations made upon the applicant by the inter- 
 viewer. The reverse of this blank (see page 88) is 
 for a record of the applicant's performances after 
 he has become an employee. 
 
 Blank No. 4, Reference to Foreman (see page 90), 
 serves a double purpose. It is a letter of intro- 
 duction presenting an applicant accepted by the 
 employment department to the superior executive 
 to whom he is recommended for employment. It 
 also serves to carry the report of the executive upon 
 the result of the applicant's call. 
 
 Blank No. 5, Notification (see page 92), notifies 
 the paymaster's department of the hiring of a new 
 employee or any change in rate, transfer, promotion, 
 or removal of an employee. 
 
 Blank No. 6, Report on Employee (see page 96), 
 serves several purposes : gives an executive's report 
 upon an employee; recommends an increase in pay, 
 promotion, transfer, or removal of an employee; 
 gives reason for such action, and definitely closes 
 the relations of the employee with the institution's 
 tool, stock, or supply department; also serves as a 
 check upon doings of executives. 
 
 Blank No. 7, Recommendation (see page 98), 
 gives an opportunity for employees to notify the 
 organization of desirable candidates for positions. 
 
SECURING APPLICANTS 103 
 
 In a very small organization not all of these blanks 
 are necessary. In a very large organization where 
 there are many complications of relationship with 
 employees, perhaps other blanks may be needed. 
 
 "The letter killeth; the spirit maketh alive." 
 
CHAPTER VII 
 
 ANALYZING THE MAN 
 HEREDITY AND ENVIRONMENT 
 
 WHEN a man suffers from tonsillitis he has 
 an infection and inflammation of a part of 
 the throat whose reason for existence was 
 until recently a mystery. He can derive a certain 
 amount of interest, if not consolation, from the 
 fact that he inherited his troublesome tonsils from 
 remote ancestors. Ages ago his forebears swam 
 in the warm, salt waters of the young earth. Nat- 
 urally, they were equipped with gills. These old 
 worthies transmitted their gills to him, but in being 
 handed down from generation to generation the 
 legacy has been so modified by conditions that 
 all he has left of it are his ears. Eustachian tubes, 
 and these inflammable tonsils. This same man, 
 when a schoolboy, probably braved drowning and 
 suffered many a whipping because of his love for 
 the old swimming hole. Perhaps this trait of his 
 character was also an inheritance from his remote 
 aquatic ancestors. 
 
 The researches of science into the evolution of 
 
 104 
 
ANALYZING THE MAN 105 
 
 man — and of each part and organ of his body — 
 have resulted in a far better understanding of his 
 anatomy and physiology. In a similar way, a 
 study of the evolution of the human mind and its 
 activities has given us a far better understanding 
 than ever before of human psychology. 
 
 Just as the tonsils, the Eustachian tubes, and the 
 ears in present-day man are relics of gills, so there 
 are in every other part of the body interesting and 
 significant relics of other stages in the evolution 
 of the race. Just as the passion of the average 
 small boy for the water is perhaps an inheritance 
 from ancestors whose home was in the sea, so in- 
 numerable other traits in human beings as we 
 know them to-day are inheritances from ancestors 
 of cruder forms. 
 
 According to the law of the survival of the fit- 
 test, individuals having physical and mental traits 
 enabling them to live with the greatest degree of 
 adaptation to their environment, tend to survive 
 longest, and therefore to reproduce themselves in 
 the largest number of offspring inheriting these 
 same physical and mental traits. 
 
 EVOIiUTION OF PHYSICAL AND PSYCHICAL TRAITS 
 
 The prehistoric antelope, whose ears could de- 
 tect the slightest movement in the underbrush, 
 heard the tiger crouching for a spring and fled. 
 
106 THE JOB, THE MAN, THE BOSS 
 
 He became the parent of offspring who inherited 
 his excellent hearing. The antelope whose hearing 
 was duller failed to hear the approach of his enemy, 
 and perished before mating. Thus was evolved 
 the keenly sensitive hearing of the antelope. 
 
 Since these same selective processes operated 
 in the evolution of man, it has come about that 
 every bone, every muscle, every nerve, every fea- 
 ture of the body, as well as the general physical 
 conformation, colour, texture, and consistency, are 
 the result of this ages-long process of selection and 
 survival. 
 
 This law of the survival of the fittest applies also 
 to the survival of mental and physical traits. For 
 example, in a certain environment that individual 
 who had the greatest courage would survive and 
 reproduce courageous offspring. In another en- 
 vironment that individual who had the greatest 
 caution would survive and transmit his cautious 
 soul to his posterity. And so each of our intel- 
 lectual and emotional characteristics is the result 
 of this same process of variation, selection, and sur- 
 vival, covering a period of unknown ages. 
 
 In short, there is no aptitude, trait, or character- 
 istic in man which is accidental. The size, shape, 
 proportion, colour, texture, consistency, and condi- 
 tion of every part, every organ, every feature of his 
 body, as well as every little twist and turn of his 
 
ANALYZING THE MAN 107 
 
 mental abilities, his morals, and his disposition, are 
 the result of heredity and environment of his an- 
 cestors extending back into antiquity for uncounted 
 ages, plus his own environment and experiences. 
 The significant truth in this is that both physical 
 and psychical natures of man are the result of this 
 process of evolution, and that the evolution of one 
 has been coincident and synchronous with the evolu- 
 tion of the other. 
 
 MUTUAL AND KECIPROCAL INFLUENCE OF BODY 
 AND MIND 
 
 A few other facts, taken in connection with this 
 one, are also important. The intimate relation 
 between thought and feeling and the body is well 
 known to every one who has given his own experi- 
 ences a moment's consideration. From the stand- 
 point of science this relationship is so marked that 
 there are many careful investigators who hold to 
 the theory that both thought and feeling are merely 
 physical states and activities. Whether we ac- 
 cept this extreme view or not, we must agree with 
 the more moderate statement that every mental 
 and psychical state and activity is accompanied 
 by its particular physical reaction. 
 
 Prof. George Trumbull Ladd, of Yale, says: "All 
 facts too obviously impress upon us the conclusion, 
 how pervasive, intimate, varied, and profound are 
 
108 THE JOB, THE MAN, THE BOSS 
 
 the mutual relations — the correlations — of the 
 physical mechanism and the phenomena of con- 
 sciousness."* 
 
 This is especially true of the emotions. So 
 marked are the physical accompaniments of emo- 
 tion that many different forms of emotion can be 
 either induced, aggravated, or subdued by volun- 
 tary production or inhibition of their accompanying 
 physical states and activities. Says Prof. William 
 James: "The general causes of the emotions are 
 indubitably physiological."! 
 
 We therefore have the physical and the mental 
 and psychical evolution of man not only progress- 
 ing hand in hand over many centuries, but pro- 
 foundly affecting each other every step of the way. 
 Every thought has its accompanying vibration in 
 the brain cells. Every emotion, however faint 
 and transient, has its expression in some kind of 
 muscular action and organic reaction. Prevailing 
 modes and directions of thought have given per- 
 manent arrangement and development to the brain 
 cells and to other parts of the body. PrevaiUng 
 states of emotion have actually built up or torn 
 down certain parts of the body, and have given 
 permanent form and expression to other parts. 
 Certain thoughts and feelings have operated to 
 
 •Elements of Physiological Psychology, page 582. 
 fThe Principles of Psychology, Vol. 11, page 448. ; 
 
ANALYZING THE MAN 109 
 
 take men into certain kinds of environment. These 
 different kinds of environment, in their turn, have 
 left their indeUble marks upon the body, the minds, 
 and hearts of all who dwelt and worked in their 
 midst. For example, thoughts and feelings of 
 weariness with routine, of aggressiveness and cour- 
 age, of longing for new scenes, new achievements, 
 have in all the ages driven both animals and men 
 into the frontiers of their habitable worlds. Fur- 
 thermore, frontier life, with its activities, its hard- 
 ships, its perils, its peculiar forms of nourishment, 
 clothing, and shelter, has had its effect not only 
 upon the mental and psychical characteristics of 
 animals and men, but upon their physical structure 
 and appearance. 
 
 THEORY OF PSYCHOPHYSICAL CORRESPONDENCE 
 
 On the other hand, feelings of prudence, love of 
 routine, established customs, attachment to famil- 
 iar scenes and familiar faces, love of ease, love of 
 comfort, certainty of nourishment and shelter no 
 matter how meagre, have influenced both animals 
 and men to remain in the serene, protected, salu- 
 brious, mild environment of the cradles of life. 
 In turn, this environment has reacted upon them 
 and has left the indelible traces of its influence not 
 only upon their characters but upon their bodies. 
 Many other examples of similar import might be 
 
110 THE JOB, THE MAN, THE BOSS 
 
 cited in support of the theory that there is a constant 
 correspondence between the mental and psychical 
 characteristics of any individual and his physical 
 characteristics. 
 
 This theory is stated by Prof. J. Mark Bald- 
 win in "Development and Evolution," pages 25, 
 26, 29, as follows: "Furthermore, we may say 
 that no physical character which has mental 
 correlations is completely understood until these 
 latter are exhaustively determined, and also that 
 no mental character escapes physical correlation. 
 Recent research in the psychological and phys- 
 iological laboratories is establishing many such 
 psychophysical correlations: that of emotion with 
 motor processes; of attention, rhythm, and the 
 time sense with vasomotor changes ; that of mental 
 work with nervous fatigue, etc., through all the 
 main problems of this department. All this af- 
 fords, in so far, at once illustration and proof of 
 the general formula of psychophysical paralleUsm. 
 . , . It has been the psychophysical, not the 
 physical alone nor the mental alone, which has been 
 the unit of selection in the main trend of evolution, 
 and Nature has done what we are now urging the 
 science of evolution to do — she has carried for- 
 ward the two series together, thus producing a 
 single genetic movement. . . . The fact of 
 correlated variation, moreover, is to be carried 
 
ANALYZING THE MAN 111 
 
 over to the relation between organic and mental 
 variations in different individuals. Many instances 
 are known which prove it; that they are not more 
 numerous is due, I think, to the neglect of recogni- 
 tion of it in seeking genetic explanations." This 
 theory is now almost universally accepted by 
 scientists, but in many different modifications, with 
 reference to its form and extent. 
 
 EARLY ATTEMPTS AT CHARACTER INTERPRETATION 
 
 Thinkers and investigators of very early times 
 either assumed or suspected the truth of psycho- 
 physical correspondence. It was because of this 
 assumption or belief in the correspondence be- 
 tween character and physical appearance that men 
 began to try to read the character of their fellows 
 in their faces, heads, hands, and bodies generally, 
 from the earliest times known to history. That 
 one's occupation stamps its impress on the outward 
 expression was observed and recorded by an Egyp- 
 tian scribe of the twelfth dynasty, about 2600 B. C. 
 This papyrus is now in the British Museum. Aris- 
 totle was a devoted student of physiognomy and 
 compared the features and dispositions of men and 
 animals 350 B. C. Hippocrates, known as the 
 Father of Medicine, 460 B. C, refers to the influ- 
 ence of environment in determining disposition, and 
 of the reaction of these on the features. Classic 
 
112 THE JOB, THE MAN, THE BOSS 
 
 literature from Homer down to the present time is 
 full of expressions indicating at least a partial ac- 
 ceptance of this theory. 
 
 The high brows and lean cheeks of the thinker 
 and scholar; the high, large nose of courage and ag- 
 gressiveness; the thick neck and fleshy lips of sen- 
 suality; the thin lips and cold eye of cruelty; the 
 round face and full figure of good nature; the dark 
 eyes, hair, and skin of revenge; the keen, sharp 
 face of the scold; and the broad, flat face of phleg- 
 matism are as famiUar in literatvire as they are in 
 everyday life. 
 
 SIFTING THE EVIDENCE — VERIFYING TRUTH 
 
 Ever since these early days there have been at- 
 tempts at character reading. Many different ave- 
 nues of approach to the subject have been opened 
 up: some by sincere and earnest men of scientific 
 minds and scholarly attainments; some by sincere 
 and earnest but unscientific laymen; and some by 
 mountebanks and charlatans. As the result of all 
 this study, research, and empiricism, a great mass 
 of alleged facts about physical characteristics in 
 man and their corresponding mental and psychical 
 characteristics has accumulated. When we began 
 our research more than fifteen years ago, we found 
 a very considerable library covering every phase 
 of character interDretation, both scientific and ua- 
 
ANALYZING THE MAN 113 
 
 scientific. A great deal has been added since that 
 time. Much of this hterature is pseudo-scientific, 
 and some of it is pure quackery. But careful and 
 detailed observations upon more than 12,000 in- 
 dividuals, with the use of exact measurements and 
 uniform records, have demonstrated conclusively 
 that many of the conclusions of early workers in 
 this difficult field are substantially correct. This 
 investigation has established many other definite 
 psychophysical correspondences. All of these cor- 
 respondences, still further verified by observations 
 in groups upon more than one hundred thousand 
 individuals in the United States and eighteen 
 foreign countries, correlated, classified, and reduced 
 to a comparatively few laws, form a scientific basis 
 for the analysis of men to determine their fitness 
 for their work and environment. 
 
 In the very nature of the case, this science of 
 character analysis by the observational method 
 cannot be a science in the same sense in which chem- 
 istry and mathematics are sciences. So far our 
 studies and experiences do not lead us to expect 
 that it ever can become absolute and exact. Hu- 
 man nature is complicated by too many variables 
 and obscured by too much that is elusive and in- 
 tangible. We cannot put a man on the scales and 
 determine that he has so many milligrams of com- 
 mon sense or apply the micrometer to him and 
 
114 THE JOB, THE MAN, THE BOSS 
 
 say that he has so many miUimetres of financial 
 ability. Human traits and human values are 
 relative and can be determined and stated only 
 relatively. 
 
 On the other hand, inasmuch as it is organized 
 and classified knowledge, the system of character 
 analysis upon which judgment of the man in our 
 employment plan is based is entitled to be called a 
 science. It is a science in the same sense in which 
 horticulture, agriculture, etc., are sciences. ^Tiile 
 the knowledge upon which it is based can never be 
 mathematically exact, it is fundamentally sound 
 from the standpoint of evolution, heredity, environ- 
 ment, biology, physiology, and psychology, and 
 has been verified by thousands of careful observa- 
 tions. 
 
CHAPTER VIII 
 
 ANALYZING THE MAN 
 NINE FUNDAMENTAL PHYSICAL VAEIABLES 
 
 IF THERE were an absolutely reliable method 
 of interpreting human character by the lines 
 on the palms of a man's hands, or the bumps 
 under the hair of his head, it would be of compara- 
 tively little value in the ordinary interests and ac- 
 tivities of life. If by elaborate tests, with special 
 instruments, one could learn all about the aptitudes 
 and character of a willing subject, the method 
 would be almost as valueless for practical use. We 
 meet and deal with people under conditions which 
 would make it impossible either to examine the 
 palms of their hands or the bumps on their heads or 
 to subject them to psychological tests. The most 
 important relationships with other people oftentimes 
 occur when one must observe them at a distance, 
 and perhaps for but a few moments, when they are 
 wearing hats and gloves, when perhaps the light 
 may be poor, and under other conditions which 
 will enable one to make only the most general ob- 
 servations. It therefore becomes necessary in 
 
 115 
 
116 THE JOB, THE MAN, THE BOSS 
 
 analyzing the man to enumerate and classify the 
 most easily observable of his physical character- 
 istics, which give a key to his physical, mental, and 
 psychical aptitudes and character. 
 
 VARIABLES DEFINED 
 
 All normal men are alike in most of their physical 
 characteristics. They have the same number of 
 bones and muscles, parts and organs; the same 
 number and general arrangement of features. 
 They differ from one another in other ways. One 
 man is light; another is dark. One man is tall; 
 another is short. One man is sharp-featured; an- 
 other is broad-, flat-faced. One man is coarse, 
 heavy, and crude; another delicate and refined. 
 Colour, size, form, and texture are some of the 
 physical attributes in which men differ or vary from 
 one another. We may therefore call these attributes 
 variables. It is in these physical variables and the 
 variations in character which accompany them that 
 we find a scientific basis for analyzing the man. 
 
 In the study of these variables, research and in- 
 vestigation are undertaken to find answers to such 
 questions as these, for example: Why do men 
 vary in colour? What are the hereditary and en- 
 vironmental causes of their variation? Would 
 these same causes and others associated with them 
 produce any variation in other physical attributes. 
 
ANALYZING THE MAN 117 
 
 and in mental and psychical characteristics? What 
 would these variations be? In studying men of 
 different colour, do we actually find such variations 
 in character? In the same way, analysis is made 
 of the causes of other variations, and the effects of 
 these causes upon character. 
 
 After a great deal of study and experimentation 
 we finally determined upon nine physical variables 
 as fundamentals, and as affording ample data for 
 the analysis of human character in employment 
 work. These are: (1) Colour, (2) Form, (3) Size, 
 (4) Structure, (5) Texture, (6) Consistency, (7) 
 Proportion, (8) Expression, (9) Condition. 
 
 It is not only impossible to present completely 
 and in detail in a work of this nature the entire 
 science of character analysis by the observational 
 method, but instruction in this science is not the 
 function of the present volume. A brief consider- 
 ation of underlying principles, methods of applica- 
 tion, and the usefulness of the science in employ- 
 ment work will, however, not be amiss. We shall 
 therefore treat each of these nine fundamental vari- 
 ables, showing our method of approach and, in a 
 brief outline, what their variations in the individual 
 reveal. In our discussion of colour and form we 
 enter at some length into the evolutionary causes 
 of both physical and psychical variations. The 
 other variables are treated more briefly. 
 
118 THE JOB, THE MAN, THE BOSS 
 
 COLOUR 
 
 In the paintings and pottery of ancient Egypt, 
 Greece, Rome, and Spain, divinity, royalty, nobil- 
 ity, and aristocracy are represented by white skin, 
 blue eyes, and flaxen hair. Until very recently, 
 most dolls had blue eyes and yellow hair, even in 
 countries where their little mothers were as brown 
 as berries. There are other interesting and signifi- 
 cant evidences of an age-old feeling, amounting 
 almost to instinct, that there are differences in 
 character between blonds and brunettes as marked 
 as their differences in colour. There is no variable 
 among human beings so striking as that of colour, 
 none so easily observable, and none which has made 
 so strong an appeal to scientific investigators as 
 well as to popular imagination. 
 
 An inquiry into the biological causes of variations 
 in human colour, into the mental and psychical 
 causes accompanying these, and into the historical 
 and prehistorical causes of the attitude toward 
 blonds revealed in art, in literature, in the drama, 
 and in popular speech, will aid us in understanding 
 the many differences between blonds and brunettes. 
 
 PIGMENTATION 
 
 The immediate cause of the differences in colour 
 among human beings is the relative amount of 
 pigmentation in hair, skin, iris, and retina. Scien- 
 
ANALYZING THE MAN 119 
 
 tists have long been at work striving to discover 
 the cause of pigmentation, and especially the cause 
 for variation in the amount of pigmentation. In 
 general, it is well known that dark or heavily pig- 
 mented races inhabit the tropics, and that lighter 
 or less pigmented races inhabit the temperate and 
 north temperate zones. 
 
 For a long time scientists have worked upon a 
 theory that heavy pigmentation, resulting in dark 
 colour, helped the inhabitants of hot countries to 
 keep cool. This was because of the known fact 
 that dark bodies radiate heat more rapidly than 
 light bodies. Of two pieces of iron of the same 
 size and shape, one black and the other painted 
 white, and both heated to the same temperature, 
 the black one will cool off much more quickly than 
 the white one. This is in accordance with the 
 law of radiation. A difficulty was met, however, 
 when the law of absorption was taken into con- 
 sideration. According to this law, dark bodies 
 absorb heat from sources of higher temperature 
 than themselves much more readily than light 
 ones. If a black iron and a white iron are both 
 placed upon the same stove, the black one will 
 heat up much more quickly than the white one. It 
 is probable that both of these laws have some effect 
 in determining the evolution of colour. It is well 
 known that black people in the tropics keep in the 
 
120 THE JOB, THE MAN, THE BOSS 
 
 shade as mucli as possible, and are very largely 
 nocturnal in their habits. Comparatively few are 
 seen abroad or at work during the hours just before, 
 or just after, noon. Keeping in the darkness and 
 shade, they make the most of their natural ability 
 to radiate heat. By avoiding as far as possible 
 exposing themselves to the direct rays of the sun, 
 they absorb heat as little as possible. On the 
 other hand, the lighter coloured races in the cold 
 North could not absorb much even if they were 
 black, and their slower rate of radiation enables 
 them to conserve better the natural heat of their 
 bodies. 
 
 Negroes find great difficulty in keeping warm in 
 cold climates. They require more clothing in cold 
 weather than whites; prefer to keep indoors, and 
 keep their quarters so hot that they seem stifling 
 to white people. But the theory that the laws of ra- 
 diation and absorption explain everything about pig- 
 mentation, and that man 's colour has been evolved 
 wholly for the purpose of enabling him to adapt 
 himself to the degree of temperature of his environ- 
 ment, does not satisfy. The Eskimo, living in the 
 cold Arctic regions, has black hair, gray or brown 
 eyes, and a yellow or brown skin. Dwellers on the 
 cold northern plains of Asia and North America 
 are brown and yellow, while certain tribes in the 
 heavily forested but hot, moist mountains of 
 
ANALYZING THE MAN 121 
 
 northern Africa are blond. These considerations 
 have led to a further study of the cause of pig- 
 mentation. 
 
 SUNLIGHT THE CAUSE OF PIGMENTATION 
 
 In 1895, Josef Von Schmaedel read a paper be- 
 fore the Anthropological Society of Munich, an- 
 nouncing the theory that pigmentation in man was 
 evolved for the purpose of excluding actinic or 
 short rays of light which destroy living protoplasm. 
 This set Major (now Lieutenant-Colonel, retired) 
 Charles E. Woodruff, A. M., M. D., Surgeon U. S. 
 Army, upon a systematic search for data to prove 
 or disprove Von Schmaedel 's theory. In 1905, 
 Major Woodruff published his book, "The Effects 
 of Tropical Light on White Men."* In this fas- 
 cinating work. Major Woodruff champions the 
 theory of Von Schmaedel and gives a great mass of 
 data, gathered from many scientists, as well as the 
 result of his own original research — all favourable 
 to the correctness of the theory that the shorter 
 violet and ultraviolet, actinic rays of light first 
 stimulate, then exhaust, and finally destroy living 
 protoplasm, and that pigmentation in both men 
 and animals has been evolved for the purpose of 
 excluding these actinic rays of sunlight from the 
 tissues of the body. Sunburn, sunstroke, and the 
 
 *Rebmaa Co., New York. 
 
122 THE JOB, THE MAN, THE BOSS 
 
 dangerous burns of the X-ray, radium, and other 
 sources of short rays, as well as the popularly 
 known fact that sunlight kills bacteria, are all evi- 
 dences of the destructive effect of actinic rays. 
 
 Another evidence of the relationship between pig- 
 mentation and sunlight, rather than sun's heat, 
 is the fact that albinos — who are unpigmented — 
 are excessively sensitive to light, while not any 
 more sensitive to heat than others of the same race. 
 According to this theory, also, the brunetteness of 
 the Eskimo, the North American Indian, and the 
 dweller in the northern part of Asia is explained. 
 The Eskimo requires his pigmentation as a protec- 
 tion against the blinding glare of snow and ice. 
 The plains of northern Asia and North America, 
 while cold, are also largely free from fog and cloud, 
 so that considerable pigmentation is needed in these 
 parts of the world as a protection against light. 
 According to Dr. Carl Beck, blonds are far more 
 liable to burns and lesions by X-rays than brunettes, 
 the extreme brunette being almost immune.* 
 
 BLOND AND BRUNETTE RACES 
 
 Still further confirmation of this theory is found 
 in the evolution of extreme blondness in north- 
 western Europe, on the plains, and among the 
 heavily forested mountains in the neighbourhood 
 
 *New York Medical Record, January 13, 1900. 
 
ANALYZING THE MAN 123 
 
 of the Baltic Sea. This is the cloudiest, foggiest, 
 darkest region on the face of the earth, and is the 
 cradle of the Scandinavian and Teutonic races, 
 both of which are predominantly blond. Anthro- 
 pologists violently differ as to the place where 
 the blond or white races were evolved. Most of 
 them, however, agree that primitive man was 
 brunette and that blondness has been evolved as 
 the result of either forced or voluntary migration 
 of the primitive brunette to cold, dark, cloudy 
 northwestern Europe. The climate of this part 
 of Europe is rigorous and severe. 
 
 At this point let us define our use of the terms 
 blond and brunette. In popular usage a blond is a 
 person of the white race with extremely light hair, 
 blue eyes, and pink-and- white skin; a brunette a 
 person of the white race with dark hair, brown eyes, 
 and sallow or very light olive skin. As we use the 
 terms here, all races of mankind are divided into 
 two classes — those with white skins and those 
 with dark skins. The albino is the most extreme 
 blond; the black negro the most extreme brunette. 
 Those fairer than halfway between the two are 
 blond; those darker, brunette. According to this 
 classification, most of those ordinarily called bru- 
 nettes are blonds. They belong to "white" races. 
 They manifest the characteristics of blonds in in- 
 verse proportion to their degree of pigmentation. 
 
124 THE JOB, THE MAN, THE BOSS 
 
 EVOLUTION OF BLOND RACES 
 
 The necessities of life in the harsh environment 
 where blondness was evolved are more numerous 
 and at the same time more difficult to obtain than 
 in a milder one. Man requires more food, more 
 shelter, more clothing, more fuel, than in a warm 
 climate. Whereas fruits, vegetables, fish, flesh, 
 and fowl are comparatively easy to secure in warm 
 latitudes, they are scarce, difficult to secure, and 
 require much more preparation in the higher lati- 
 tudes. Under Northern climatic conditions, then, 
 only the largest, strongest, healthiest, most intel- 
 ligent, most hopeful, most courageous, and most 
 aggressive individuals would survive. The natural 
 result would be the evolution of a race of men and 
 women endowed with robust physical, mental, 
 and psychical characteristics. Since the relatively 
 abundant pigmentation of the primitive first set- 
 tler in these dark countries was not needed as 
 a protection against light, blondness was gradually 
 evolved along with the characteristics just men- 
 tioned. 
 
 A process of evolution, therefore, having pro- 
 duced a vigorous, aggressive blond race, conquerors 
 of a harsh and severe environment, these qualities 
 of the race sent them southward, eastward, and 
 westward to become the conquerors and rulers 
 of brunette races less aggressive, less bold, less 
 
ANALYZING THE MAN 125 
 
 domineering, less vigorous, because their more 
 kindly environment had not necessitated the evolu- 
 tion of these rugged traits. Prehistoric evidence 
 in abundance indicates that a conquering race of 
 tall, vigorous, fair-haired, blue-eyed, white-skinned 
 men migrated in successive waves over Europe, 
 Asia Minor, northern Africa, Persia, India, Ceylon, 
 Java, and perhaps as far east as the Philippine 
 Islands. This race of men called themselves 
 Aryans, and wherever they went forced their lan- 
 guage upon the conquered brunette races. How 
 long ago these prehistoric migrations of Aryans 
 began is lost in antiquity, but there are evidences 
 in the Pyramids of intruding white men as early as 
 three or four thousand years before Christ. It is 
 known that there was an invasion of white men into 
 Greece 2000 to 1000 B. C. However early this 
 migration may have been, it was so long ago that 
 ancient Sanskrit, formerly spoken and written in 
 India and Persia, classic Greek and Latin, as well 
 as ancient and modern German, French, Spanish, 
 Italian, Dutch, Danish, Swedish, Norwegian, Eng- 
 lish, Gaelic, and Welsh languages, and many dia- 
 lects now spoken in India, all bear unmistakable 
 evidence of their common origin in the Aryan 
 tongue. 
 
 It is significant that Hellenes, the name by which 
 the ancient Greeks called themselves; Celts and 
 
126 THE JOB, THE MAN, THE BOSS 
 
 Gaels, names given to themselves by the ancient 
 inhabitants of Great Britain and Ireland; and 
 Aryans, the general name given to themselves by 
 the conquering races to which we have referred, all 
 mean "white men," Some high anthropological 
 authorities do not accept the theory of the Aryan 
 race. Some assign the place of its origin to Asia 
 instead of Europe. But the majority favour the 
 outhne we have given — and the preponderance 
 of evidence seems to be with them. 
 
 CHARACTERISTICS OF EARLY BLOND RACES 
 
 These early white men were tall, vigorous, rest- 
 less, courageous, aggressive, and brainy, but thej;' 
 lacked culture. They excelled in warfare, in nav- 
 igation, in exploration, but they are always called 
 crude, barbarian, rough, and brutal by ancient 
 writers. Having conquered the brunette natives 
 of the various countries to which they migrated, 
 the white men proved themselves to be wonderful 
 organizers, creators, builders, rulers, and captains 
 of industry. They early adopted the culture, 
 arts, and letters developed through long centuries 
 of patient plodding by the brunette peoples, among 
 whom they intruded and over whom they ruled. 
 They built up wonderful civilizations, great cities, 
 and wealthy and powerful nations. The ruins 
 of these Aryan creations are scattered through 
 
ANALYZING THE MAN 127 
 
 Java, Ceylon, India, Persia, Syria, Egypt, Greece, 
 Macedonia, Italy, and Spain. 
 
 We therefore have the picture of civilization 
 running back from eight to ten thousand years, 
 with the ruling classes, the nobility, the aristoc- 
 racy always blond, and the peasantry, the working 
 classes, the subordinates in the scheme of things, 
 always brunette. This fact is reflected in the 
 Aryan languages, in the ancient paintings and 
 statuary referred to at the beginning of this chap- 
 ter, and in the almost instinctive glorification of 
 the blond in art, in literature, on the stage, and 
 in the vernacular. All occidental civilization, and 
 a great deal of oriental civilization, has been built 
 up and ruled from the very earliest times by white 
 men. In many ancient governments the king or 
 emperor was deified, and so gods and goddesses and 
 all supernatural beings are represented as blonds. 
 
 It is interesting to note in this connection that 
 the inhabitants of modern Java, Ceylon, India, 
 Persia, Syria, Asia Minor, Greece, Turkey, Italy, 
 Spain, and France are now predominantly brunette. 
 Many anthropologists agree that the blond Aryans 
 who built up these old civilizations and left their 
 language as a legacy have entirely died out. The 
 reason for this disappearance of the tall, vigorous, 
 restless blond is not so well understood. It ought 
 to be clear to the thoughtful observer, however. 
 
1^8 THE JOB, THE MAN, THE BOSS 
 
 that if blondness was evolved in cold, dark, north- 
 western Europe, then the extreme white Aryan 
 race was out of its natural environment in these 
 lands where there is an excess of hght, against 
 which they had little pigmentation as a protection. 
 It is a well-known fact that there is no third genera- 
 tion of white men in India. Woodruff presents an 
 abundance of evidence to prove that the effect of 
 an excess of sunlight, with its destructive actinic 
 rays, is first to stimulate, then exhaust and degen- 
 erate, and finally to extirpate the white races. He 
 assigns the degeneracy and fall of all ancient civili- 
 zations in hot countries to the effects of tropical 
 and subtropical sunlight upon their blond rulers. 
 
 TWO FACTS ABOUT BLONDS 
 
 Statistics show that blonds are becoming rela- 
 tively less numerous than brunettes in England, 
 the United States, New Zealand, Australia, and 
 South Africa, notwithstanding the constant fresh 
 migrations of blonds to these countries from north- 
 western Europe. Statistics also show many forms 
 of physical, nervous, and mental degeneracy of 
 blonds in tropical regions, of the second or third 
 generations of blonds in subtropical climates, and 
 of later generations of blonds in those parts of the 
 temperate and north temperate zones where there 
 is an abundance of sunlight. All of these facts are 
 
ANALYZING THE MAN 129 
 
 of great scientific value to the student of variations 
 in physique, in appearance, and in character 
 among human beings. 
 
 Two fundamental facts about blonds stand out 
 from all this mass of evidence and are the key by 
 which we may best understand their physical, 
 mental, and psychical qualities: (1) Blondness was 
 evolved in an environment which permitted the 
 survival of those only who were most vigorous, 
 most intelligent, most aggressive, most creative, 
 most active, and most capable of adapting them- 
 selves to extremes of heat and cold, feast and fam- 
 ine, altitude, and occupation. (2) In countries 
 where there is a great deal of light, blonds are 
 suflfering more or less from too much stimulation 
 of brain and nerves, and oftentimes from brain 
 and nerve exhaustion, and consequent physical, 
 mental, and psychical degeneracy. 
 
 EVOLUTION OF THE BRUNETTE 
 
 In studying the brunette we shall understand 
 better his characteristics if we remember that his 
 brunetteness was evolved, in the great majority 
 of cases, in a warm, pleasant climate where his 
 necessities were comparatively few. Man requires 
 less food, less clothing, less shelter, less fuel in a 
 warm climate than in a cold one. In addition to 
 requiring less of all these things, the brunette found 
 
130 THE JOB, THE MAN, THE BOSS 
 
 them all easy to obtain from the abundance of 
 animal and vegetable life around him. His sur- 
 roundings were comfortable, conducive to quiet 
 and physical inactivity. Since there was plenty 
 to supply his few wants close at hand, he did not 
 need to take to sea or travel far by land. Receiving 
 most of his necessary warmth from outside sources, 
 he did not need as much oxygen as the blond, who 
 had to breathe in great quantities of it that he might 
 sustain internal oxygenization and thus produce 
 heat for himself. As a result of the same conditions, 
 all processes of metabolism and katabolism in the 
 brunette were slower than these processes in the 
 blond. Whereas the blond was required to expend 
 all of his mental and physical energy in active, 
 aggressive combat with his harsh environment in 
 order to obtain the material means of life, the bru- 
 nette, in a kindlier environment and in the midst of 
 plenty, had both energy and time to spare. 
 
 With these scientific facts as to the evolution 
 of blondness and brunetteness in mind, a thought- 
 ful, logical person should be able to determine 
 accurately the physical, mental, and psychical dif- 
 ferences between blonds and brunettes. 
 
 CHARACTERISTICS OF BLONDS 
 
 The keynote of the physical characteristics of 
 the normal blond is positiveness. He inchnes to be 
 
ANALYZING THE MAN 131 
 
 tall, robust, with a superabundance of buoyant, 
 radiant health and vigour. Since his race was 
 evolved in a cold, dark, harsh environment, all of 
 his physical processes are rapid and active. In 
 order to maintain heat, it was necessary for his 
 ancestors to eat and digest large quantities of food 
 and breathe in a great deal of oxygen. To main- 
 tain health and survive in their environment, they 
 needed strong, reliable circulations and circulatory 
 systems. With digestion, respiration, and circula- 
 tion positive and active, processes of elimination 
 needed to be similarly quick and active. All of 
 these characteristics, as well as the low temperature 
 in which they lived, necessitated great muscular 
 activity; as did also their need for food and cloth- 
 ing. 
 
 Because of his heredity and racial environment, 
 therefore, the normal blond is characterized in 
 every department of his physical being by positive- 
 ness, rapidity, adaptability, energy, and activity. 
 It is for these reasons that a blond seldom suflfers 
 from chronic diseases. He becomes ill quickly 
 and dies or recovers quickly. 
 
 Since quickness and aggressiveness are physical 
 attributes of the blond; since in his hunting, his 
 sailing, and his fighting he has always been called 
 upon for quick explosions of tremendous energy 
 followed by periods of recuperation, the blond is 
 
132 THE JOB, THE MAN, THE BOSS 
 
 not particularly well fitted for long-sustained phys- 
 ical action. He expends his abundant energy too 
 rapidly. In athletics, therefore, blonds excel in 
 the sprints and dashes, in jumping, throwing, vault- 
 ing, and other such contests; while the brunettes 
 are better adapted to long runs, wrestling, prize 
 fighting, and other contests where endurance is the 
 prime requisite. 
 
 The early environment of the blond races was 
 damp and rainy, and their mode of life required 
 both swimming and wading. Blonds are there- 
 fore, as a rule, fond of water. The majority of 
 great swimmers, skaters, oarsmen, and yachtsmen 
 are blonds. The early Aryans were the first 
 navigators. During the time of the Aryan civili- 
 zation in Phoenicia, the Phoenicians were the great 
 maritime nation; and it was when the Aryans 
 ruled in Persia, in Greece, in Rome, in Carthage, 
 in Spain, and in France, that these different 
 nations maintained supremacy of sea power. 
 It was when the Aryan rulers had been elimi- 
 nated by excessive sunlight that their sea power 
 waned. 
 
 The mental characteristics of blonds are the 
 results partly of the influence of their heredity and 
 environment directly upon their mental nature, 
 and partly arise from their physical condition. 
 Since the brain of the blond was evolved in an 
 
ANALYZING THE MAN 133 
 
 environment requiring the constant exercise of in- 
 telligence, he is naturally creative, resourceful, in- 
 ventive, original. These qualities, it will readily 
 be seen, fit in perfectly with those which are the 
 result of his exuberant health. 
 
 THE DOMINEEKING BLOND 
 
 The man who has a good digestion, a good cir- 
 culation, who breathes deeply, and whose general 
 health is robust and positive, will naturally be 
 optimistic, hopeful, exuberant, eager, and fearless. 
 Such a man is willing to take a chance, speculative, 
 impatient, restless, always sighing for new worlds 
 to conquer. The early struggle for existence of 
 the blond races led them far afield. They hunted 
 over miles of territory. They hunted in the moun- 
 tains and on the plains. They went to sea in ships. 
 Their very climate was freakish and changeable. 
 As a result of these environmental influences, the 
 blond developed an eager and active disposition, 
 and is fond of change, loves variety, is happiest 
 when he has many irons in the fire, and easily turns 
 his attention from one interest to another. Be- 
 cause of these qualities, and because of the joy of 
 conquest developed through ages of triumph over 
 unfriendly environment, the blond loves to rule. 
 He is inclined to be domineering. He loves to 
 handle and manage large affairs and come in contact 
 
134 THE JOB, THE MAN, THE BOSS 
 
 with life at as many points as possible. Because 
 of his exuberant health, his splendid circulation, and 
 his naturally optimistic, hopeful, courageous dis- 
 position, the blond likes excitement, crowds, gayety. 
 He is a good mixer — makes acquaintances readily 
 with all kinds of people, but, on account of his 
 changeable nature, is liable to be fickle. Thus every- 
 where blonds push into the limelight, engage in 
 politics, promoting and building up great enterprises, 
 selling, advertising, organizing, colonizing, creating, 
 and inventing. It is for this reason that blonds pre- 
 dominate among royalty, nobility, and aristocracy. 
 This has been observed by many investigators. In 
 the Monthly Review for August, 1901, page 93, 
 Havelock Ellis says: 
 
 HAVELOCK ELLIS ON BLONDS AND BRUNETTES 
 
 "It is clear that a high index of pigmentation, 
 or an excess of fairness, prevails among the men of 
 restless and ambitious temperament, the sanguine, 
 energetic men, the men who easily dominate their 
 fellows and who get on in life, the men who recruit 
 the aristocracy and who doubtless largely form the 
 plutocracy. It is significant that the group of 
 low-class men — artisans and peasants — and the 
 men of religion, whose mission in life it is to preach 
 resignation to a higher will, are both notably of 
 dark complexion. While the men of action thus 
 
ANALYZING THE MAN 135 
 
 tend to be fair, men of thought, it seems to me, 
 show some tendency to be dark." 
 
 On pages 95 and 96 he says: "It so happens 
 that an interesting and acute psychological study 
 of the fair and dark populations of Norway has 
 lately been made by Dr. A. M. Hansen. This 
 investigation has revealed differences even more 
 marked between the fair and dark than may easily 
 be discovered in our own islands, and this is not 
 surprising, since our racial elements have been 
 more thoroughly mixed. The fair population, 
 he tells us, is made up of the born aristocrats, ac- 
 tive, outspoken, progressive, with a passion for 
 freedom and independence, caring nothing for 
 equality; the dark population is reserved and sus- 
 picious, very conservative, lacking in initiative, 
 caring little for freedom, but with a passion for 
 equahty. The fair people are warlike, quarrel- 
 some when drunk, and furnish, in proportion to 
 numbers, three times as many men for the volun- 
 teer forces as the dark people; the latter, though 
 brave sailors, abhor war, and are very religious, 
 subscribing to foreign missions nearly three times 
 as much per head as is furnished by fair people, 
 who are inclined to be irreligious. The fair people 
 value money and all that money can buy, while the 
 dark people are indifferent to money. The reality 
 of mental distinction is shown by the fact that a 
 
136 THE JOB, THE MAN, THE BOSS 
 
 map of the proportion of conservative voters in 
 elections to the Storthing exactly corresponds to 
 an anthropological map of the country, the con- 
 servative majority being found in the dark and 
 broad-headed districts. While, however, the fair 
 population is the most irreligious and progressive, 
 the dark population is by no means behind in the 
 production of intellect, and the region it inhabits 
 has produced many eminent men." 
 
 In the same article, on page 97, he says: "It 
 may also be remarked that the characteristics of 
 the fair population are especially masculine quali- 
 ties; while the characteristics of the dark population 
 are more peculiarly feminine qualities. It so hap- 
 pens also that women, as is now beginning to be 
 generally recognized by anthropologists, tend to 
 be somewhat darker than men." 
 
 WOODRUFF ON BLONDS AND BRUNETTES 
 
 On page 142, "The Effects of Tropical Light 
 on White Men," Major Woodruflf says: "The fair 
 man tends to be bold, energetic, restless, and dom- 
 ineering, not because he is fair, but because he be- 
 longs to an aboriginal fair stock of people who 
 possess those qualities; while the dark man tends 
 to be resigned and religious and imitative, yet 
 highly intelligent, not because he is dark, but be- 
 cause he belongs to a dark stock possessing these 
 
Copyright by D. F. Barry. 
 
 Fig. 1. American Indian. Observe high nose and strong chin 
 
ANALYZING THE MAN 137 
 
 characteristics. While, however, the fair popula- 
 tion is the most irreligious and progressive, the 
 dark population is by no means behind in the pro- 
 duction of intellect." 
 
 One of the first thoughts of the average reader 
 of this chapter will be of some blond or brunette 
 who contradicts every one of these generalizations. 
 Lest this be discouraging, we call attention to 
 several important considerations : First, there are 
 many blonds and brunettes, who, for pathologi- 
 cal reasons, are not normal; second, albinos or 
 near albinos are not the only blonds; third, the 
 observation of an unpracticed eye is not always re- 
 liable; fourth, there are eight other variables yet 
 to be observed, each with its many variations and 
 their important significance; fifth, the character- 
 istics accompanying variations in colour find many 
 avenues of expression, not all of them patent to the 
 casual observer. 
 
 CHARACTERISTICS OF BRUNETTES 
 
 Just as the normal blond is physically and men- 
 tally consistent with what might be expected of one 
 of his evolution and history, so is the normal bru- 
 nette. Since the brunette races were evolved in a 
 kindlier climate than the blond, less physical and 
 mental positiveness was required of them, and they 
 have been able to survive without the exuberant 
 
138 THE JOB, THE MAN, THE BOSS 
 
 health, vigour, inteUigence, resourcefulness, and 
 aggressiveness required of blonds. Their respira- 
 tion, digestion, circulation, and elimination are all 
 slower and more moderate than in the blond. 
 Since size has not been necessary for their survival, 
 they do not incline to be so large as blonds ; nor are 
 they so active, so quick, or in any way physically 
 so positive. Brunettes require less food and breathe 
 less oxygen than blonds. Since all physical proc- 
 esses of brunettes are slower, they expend their 
 energy less rapidly, and are therefore more endur- 
 ing. They do not become ill so quickly, but are 
 more subject to chronic diseases. 
 
 Because his environment has not required it, and 
 because of his negative physical nature, the bru- 
 nette is not so bold, not so aggressive, not so reck- 
 lessly indifferent to consequences as the blond. 
 For these reasons, and because his mode of life 
 as well as his climate has tended to sameness, the 
 brunette is more conservative, more constant. In 
 keeping with all of these qualities, the brunette 
 does not seek the limelight, crowds, dominating 
 position, and excitement, but prefers a few friends, 
 well beloved, a quiet home, the affection of his 
 family and pets, and an opportunity to enjoy the 
 beauties of nature. Because the brunette has not 
 been compelled to give all of his time and energy 
 to a struggle for his life with harsh material condi- 
 
Copyright by Underwood & Underwood, N. Y, 
 
 Fig. 2. A Turkish Parade. Turks, evolved in cold, light 
 northern Asia, are brunettes with convex noses 
 
ANALYZING THE MAN 139 
 
 tions, tie has evolved a tendency to introspection, 
 to the development of philosophy, religion, mys- 
 teries, and other products of metaphysical and 
 spiritual activities. It is significant that Christian- 
 ity, Buddhism, Confucianism, and Mohammed- 
 anism — the four principal religions of the world — 
 have their origin and their most devoted adherents 
 among brunette peoples. 
 
 ORIENT AND OCCIDENT 
 
 The diflference between the Orient and the Oc- 
 cident is very largely a difference between blonds 
 and brunettes. It is typical of the oriental bru- 
 nette that he should incline to mysticism, occultism, 
 psychism, meditation, self-denial, and non-resist- 
 ance, living on a meagre diet and rather indifferent 
 to material things. It is also characteristic of the 
 occidental blond that he should be materialistic, 
 commercial, scientific, manufacturing, an organi- 
 zer of trusts and combinations, a builder of rail- 
 roads and empires, interested chiefly in the things 
 he can see, hear, smell, taste, and feel, and giving 
 the unseen world but secondary consideration. 
 
 The brunette, having time at his disposal, has 
 evolved patience, and with it a disposition for 
 detail, for minute specialization. Not having a 
 genius for organization and government, he is 
 usually willing to permit the domineering blond to 
 
140 THE JOB, THE MAN, THE BOSS 
 
 take this burden off his hands. To-day, wherever 
 there is stable government, it is either in the hands 
 or under the influence of blonds — white men. 
 India is ruled by blond England, as is Egypt. 
 Turkey and the Balkan States have been in a state 
 of suppressed and active turbulence ever since the 
 line of blond rulers died out, and are now being 
 reduced to something like order by blond Europe. 
 Mexico and some of the South and Central Ameri- 
 can republics achieved whatever measure of sta- 
 bility they had under the rule of blond Goths 
 and descendants of Goths from Spain. Now that 
 these white strains have been killed oflf by excessive 
 sunlight these countries have become so unstable 
 that some kind of white protectorate seems neces- 
 sary. 
 
 Prison statistics show that the blond is most 
 frequently guilty of crimes of passion and impulse, 
 crimes arisingfrom his gamblingpropensities and ill- 
 considered promotion schemes; while the brunette 
 is more likely to commit crimes of deliberation, 
 speciaUzation, detail, such as murder, counter- 
 feiting, forgeries, conspiracy, etc. Because the 
 blond is healthy, optimistic, and naturally good- 
 humoured, he eliminates anger, hatred, melancholy, 
 discouragement, and all other negative feelings 
 from his mind as easily as he eliminates waste prod- 
 ucts from his body. Because he is naturally 
 
ANALYZING THE MAN 141 
 
 slow, cautious, conservative, and inclined to be 
 serious and thoughtful, the brunette is far more 
 liable to harbour resentment, to cherish a grudge, 
 to plan revenge, to see the dark side of life, and 
 often to be melancholy and pessimistic. 
 
 The same qualities that cause the blond to be 
 cheerful and optimistic when things go wrong, give 
 him a tendency to permit things, if they seem 
 trivial to him, to go wrong. On the other hand, the 
 same qualities that cause the brunette to be careful 
 and painstaking with minute details also incline 
 him to worry and grow despondent when trouble 
 comes. 
 
 INDICATIONS OF COLOUR SUMMED UP 
 
 In brief, always and everywhere, the normal 
 blond has positive, dynamic, driving, aggressive, 
 domineering, impatient, active, quick, hopeful, 
 speculative, changeable, and variety -loving char- 
 acteristics ; while the normal brunette has negative, 
 static, conservative, imitative, submissive, cau- 
 tious, painstaking, patient, plodding, slow, deliber- 
 ate, serious, thoughtful, specializing characteristics. 
 
 In applying this law of colour to people of the 
 white race, the method is simple. The less the 
 pigmentation in any individual, the more marked 
 will be the characteristics of the blond in his phys- 
 ical, mental, and psychical nature; the greater 
 
im THE JOB, THE MAN, THE BOSS 
 
 the degree of pigmentation, the more marked the 
 characteristics of the brunette. 
 
 FOEM 
 
 The Evolution of Form 
 
 Primitive man was not only brunette, according 
 to anthropologists, but had a short, wide, low- 
 bridged nose, with large, round nostrils leading 
 almost directly to the throat. Primitive man 
 doubtless inhabited the tropical and subtropical 
 regions of the earth. Dwelling in a warm climate, 
 he was slow in all his muscular and organic re- 
 actions, had comparatively little need to develop 
 bodily heat, and was not compelled to great activity 
 in order to obtain his relatively meagre necessities 
 of life. For all of these reasons, therefore, primi- 
 tive man required only moderate supplies of oxy- 
 gen. His breathing was therefore shallow and 
 slow. The warm, moist air of his natural environ- 
 ment needed little or no tempering before enter- 
 ing his lungs. Therefore a short, wide air-passage 
 fitted his requirements admirably. It was all the 
 better because the air of the tropics is rarefied by 
 heat and contains less oxygen in a given volume 
 than cold air. 
 
 When man, either voluntarily or as the result of 
 overcrowding, migrated into colder and harsher 
 climates, conditions were changed. The air, being 
 
Copyright by Underwood & Underwood, N. Y. 
 
 Fig. 4. Filipino Girls. They have the characteristic con- 
 cave foreheads and noses, and convex mouths and chins of 
 brunette races 
 
ANALYZING THE MAN 143 
 
 cold, was more condensed, and contained more 
 oxygen in proportion to its volume than air in the 
 warmer climates. Short, wide air-passages to the 
 lungs were not necessary. On the other hand, they 
 were a disadvantage, as cold air quickly killed off 
 those with the flattest, widest noses and shallowest 
 lungs — just as it kills negroes by pneumonia, 
 bronchitis, and tuberculosis in our Northern climes 
 to-day. While the greater density of the air in- 
 creased its richness in oxygen in proportion to 
 volume, its lower temperature necessitated a larger 
 consumption of oxygen in order to maintain bodily 
 heat. There was also an increased demand for 
 oxygen due to the greater muscular activity needed 
 to hunt down, capture, carry, and otherwise pro- 
 vide food, clothing, shelter, and fuel. So man in 
 his rigorous environment breathed greater volumes 
 of air, and at the same time required the air he 
 breathed to be warmed and moistened before 
 reaching his lungs. 
 
 EVOLUTION OF THE LARGE, HIGH NOSE 
 
 Since those with the shortest and flattest noses 
 were killed off by the climate, it follows that those 
 with the longest, highest, narrowest noses sur- 
 vived. This process of selection developed a race 
 with noses high in the bridge, well set out from the 
 face, and with narrow, elongated nostrils. Cold 
 
144 THE JOB, THE I^IAN, THE BOSS 
 
 air, thougli admitted through such a nose in large 
 quantities, would be drawn in thin ribbons over and 
 around moistened and heated surfaces, and thus 
 prepared for the lungs. The high, thin nose was 
 therefore evolved in the same environment with 
 blondness and is associated, along with blondness, 
 with nobiUty and aristocracy by artists, poets, 
 dramatists, and the people generally in both an- 
 cient and modem times. Next to colour, therefore, 
 the nose as seen in profile is perhaps one of the most 
 ancient as well as one of the most easily observed 
 and popularly regarded indications of character. 
 
 Not all high, thin noses, however, were evolved 
 along with blondness. The brown and yellow races 
 of the cold, light northern plains of Asia and Amer- 
 ica also have them. Such noses are shown in 
 figures 1 and 2 (American Indians and Turks). 
 The faces of brunette peoples who hve in warm, 
 moist climates show how common is the broad, 
 flat nose among them. See figures 3 and 4 (Ne- 
 groes and FiUpinos.) 
 
 The height and thinness of the nose among the 
 people of India has been found to correspond very 
 closely with their height of caste. H. H. Risley 
 in his book, "The Types and Castes of Bengal," 
 pages 80-81, says: "If we take a series of castes in 
 Bengal, Behar, or the Northwest Province and 
 arrange them in the order of the average nasal 
 

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 -a CJ 
 
 > 
 
 o 
 o 
 
 <D a 
 § =« 
 
 -M " 
 
 a 
 
 o 
 
 0) 
 
 CI 
 
 W5 
 
ANALYZING THE MAN 145 
 
 index, so that the caste with the finest nose shall 
 be at the top, and that with the coarsest at the 
 bottom of the list, it will be found that this order 
 substantially corresponds with the accepted order 
 of social precedence. The casteless tribes — Kols, 
 Korwas, Munda, and the like — who have not yet 
 entered the Brahmanical system, occupy the lowest 
 place. Then come the vermin-eating Muskars and 
 the leather-dressing Chamars .... From 
 them we pass to the trading Khatris, the land- 
 holding Babhan, and the upper crust of Hindu 
 society. It is scarcely a paradox to lay down as a 
 law for the caste organization of eastern India 
 that a man's social status varies in inverse ratio 
 to the width of his nose. . . . The remarkable 
 correspondence between the gradations of type 
 as brought out by certain indices, and the grada- 
 tions of social precedence, enables us to conclude 
 that community of race, and not, as has frequently 
 been argued, community of function, is the real 
 determining principle of the caste system. Every- 
 where we find high social position associated with a 
 certain physical type and, conversely, low social 
 position with a markedly different type." Bengal 
 is a presidency in northern India, much of it being 
 of high altitude, where cold and dryness have had 
 their effect upon the nose as well as upon the char- 
 acter of the people. 
 
146 THE JOB, THE IVIAN, THE BOSS 
 
 From our own records we find that out of 997 
 white people examined in all parts of America, 
 851, or 85.28 per cent., had high noses, and 146, 
 or 14.72 per cent., low noses. 
 
 The significant point in regard to the contour or 
 form of the nose as seen in profile is this : The high, 
 prominent nose enables its possessor to breathe in 
 large quantities of oxygen in cold air. It was 
 evolved in the midst of environments necessitating 
 great activity and aggressiveness. It is therefore 
 always associated with positive energy. The low, 
 short, "sway-back," or flat nose is best adapted to 
 breathe warm, moist, rarefied air. It was evolved 
 in the midst of an environment not requiring much 
 activity. It is therefore associated with compara- 
 tive inactivity and moderate or deficient energy. 
 
 EVOLUTION OF THE HIGH, SLOPING FOREHEAD 
 
 An examination of figures 3, 4, and 5 reveals 
 some interesting and significant facts about fore- 
 heads. Among the most primitive and most back- 
 ward races and individuals we find the forehead 
 low, short, narrow, and receding — small in every 
 dimension. Among most civilized and semi-civil- 
 ized brunette peoples the forehead is much higher, 
 much wider, and inclined to be more prominent at 
 or just below the hair-line than at the brows, as 
 in Chinese, Japanese, and Malays. (See figures 
 
Fig. 6. A splendid example of convex upper, concave lower, 
 
 profile 
 
ANALYZING THE MAN 147 
 
 4 and 5.) Among white people the forehead is 
 high and wide. In some individuals it is more 
 prominent at the hair-line than at the brows, but 
 in the majority much more prominent at the brows 
 than above. (See figures. 6, 7, 8, and 9.) Our ob- 
 servations, taken upon 1,994 whites, show that 
 1,701, or 85.27 per cent., have foreheads prominent 
 at the brows and receding above; 293, or 14.73 per 
 cent., prominent above and flat at the brows. 
 
 The contour, or jorm, of the forehead as seen in 
 'profile is more or less closely associated with col- 
 our, and presents considerations worthy of careful 
 study and comparison. Popular opinion relates 
 the size and shape of the forehead with the degree 
 and type of intellectual power. People call a man 
 who is interested in abstruse, intellectual matters a 
 high-brow, and the man who is grossly material in 
 his thought a low-brow. Anthropologists and phys- 
 iological psychologists add their testimony by 
 agreeing, almost unanimously, that the higher in- 
 tellectual functions of the brain are performed by 
 the frontal section of the cerebrum. 
 
 Whether there is any real causal connection be- 
 tween the size and form of the forehead and the 
 degree and kind of intellectual power possessed by 
 the individual is a question, the discussion of which 
 we shall leave to others. We call attention, how- 
 ever, once more to the illustrations. Figures 4 and 
 
148 THE JOB, THE MAN, THE BOSS 
 
 5 show that civihzed and semi-civilized dark races 
 generally have foreheads prominent above and com- 
 paratively flat at the brows. As we have seen, 
 the brunette inclines to be thoughtful, meditative, 
 introspective, philosophic, and theoretical, rather 
 than practical intellectually; while the blond in- 
 cUnes to be imaginative, inventive, material, com- 
 mercial, scientific, and practical. 
 
 Since the brunette was interested chiefly in 
 dreams, fancies, philosophies, creeds, poems, and 
 in the world of spirit and thought in general, he 
 developed the power of abstract reasoning, analy- 
 sis, correlation, and the perception of intellectual 
 and spiritual values, leaving his powers of percep- 
 tion of material and tangible things comparatively 
 undeveloped. Since the blond was interested 
 chiefly in material things, he trained and developed 
 keen and reliable sense perceptions, and the ability 
 to see things in their practical relationships. There- 
 fore the "bulging" forehead is the forehead of 
 meditation, of dreams and fancies, of abstract 
 reasoning, of philosophies and creeds, and often- 
 times of those delicate perceptions of the incon- 
 gruity of ideas which we call a sense of humour. 
 The high, sloping forehead is associated with a 
 keen, practical, matter-of-fact intellect. Such an 
 intellect gains its knowledge readily and quickly 
 through the senses. It demands facts, but is com- 
 
Fig. 7. Savonarola. Extreme convex form of profile. Note 
 especially convex mouth 
 
ANALYZING THE MAN 149 
 
 paratively uninterested in the reasons for the facts. 
 This type of intellect forms its conclusions quickly 
 upon presentation of facts, especially of facts in 
 concrete form, without taking the time to reason 
 deeply or ponder over them. In general, then, 
 the form of forehead which slopes back from the 
 brows (see figure 6) is found with a quick, ener- 
 getic, positive intellect; that which is prominent 
 above (see figure 5) is found with a slow, medi- 
 tative intellect of moderate or deficient energy. 
 
 EVOLUTION OF FORM OF MOUTH AND CHIN 
 
 That we may study the face as a whole, let us 
 also observe the contour of the mouth and chin as 
 seen in profile. The dweller in the kindly, gentle 
 climes of the tropics and subtropics finds most of 
 his food in the form of ripe fruit. This is not only 
 soft and easy of mastication but also so easy of di- 
 gestion as to be in some cases almost predigested. 
 The dweller in the cold, dark regions of the North 
 is required to cut and tear and grind his food with 
 his teeth. Such fruits as grow in his clime are 
 harder and tougher than those found in the tropics. 
 He also eats a great deal of grain, which has to be 
 ground, and in ancient days was mostly ground 
 by his own teeth. Nuts had to be cracked, and 
 were frequently cracked by the teeth. Fish, flesh, 
 and fowl were cut and torn and crushed by the 
 
150 THE JOB, THE MAN, THE BOSS 
 
 teeth. Eskimo women prepare and soften leather 
 by gnawing off the fat and gristle and chewing the 
 skins. In this way the primitive dweller in the 
 North developed a wide, deep jaw and chin, which 
 not only afforded an adequate setting for his large 
 teeth but a firm fastening for the muscles of mas- 
 tication. (See figures 6, 10, and 16.) 
 
 Civilized and semi-civilized dark races as shown in 
 figures 3, 4, and 5 incline either to narrow, receding 
 chins or short, wide, receding chins. Is it strange 
 that "strong" chins in literature and in the popular 
 mind should be associated with courage, will-power, 
 defiance, endurance, and persistence, and that 
 "weak" or receding chins are held to be indications 
 of a degree of deficiency in these qualities? The 
 wide, deep chin, prominent at the lower point, as 
 seen in profile, was evolved in the midst of an en- 
 vironment requiring courage, determination, and 
 endurance. The short, narrow, receding chin was 
 evolved in the midst of an environment requiring 
 relatively little of these qualities. 
 
 It is only natural that in the narrow, contracted, 
 under-developed jaw and chin the teeth are crowded 
 and pushed forward. This gives the mouth, as 
 seen in profile, a protruding or prominent form. 
 In the broad, square jaw, the teeth, having plenty 
 of room, arrange themselves in a broader, flatter 
 curve and stand either vertically in the jaws or 
 

 
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 k 
 
 II 
 
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 m^--^ 
 
 
 J 
 
 
 
 J- 
 
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 *f^ 
 
 0** 
 
 '*'» 
 
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 ^.S;-*' ^ 
 
 Fig. 8. Kaiser Wilhelm II. Good example of pure convex 
 form of profile. Note great energy indicated by nose 
 
ANALYZING THE MAN 151 
 
 pointed slightly inward rather than outward. This 
 arrangement and position of the teeth gives the en- 
 tire mouth, as seen in profile, a flatter, less promi- 
 nent, and even receding aspect. Figures 3,4,5, and 
 7 show the prominent mouth and teeth; figures 6, 
 10, the flat or receding mouth and teeth. 
 
 DIGESTION AND CHARACTER 
 
 The articulation of protruding teeth is often poor. 
 It is not easy for them to masticate food. Easily 
 digested food is, as we have seen, the principal part 
 of the diet where this form of mouth is evolved. The 
 tendency, therefore, is toward quick, rather weak, 
 digestion. And an unreliable digestion leads to 
 irritability, cynicism, scolding, and "grouchiness." 
 A less prominent and protruding arrangement 
 of the teeth gives them more room for develop- 
 ment. It also affords better articulation and 
 makes better mastication possible. This arrange- 
 ment of teeth having been evolved in regions where 
 most of the food obtainable required time and vigour 
 to digest, the tendency of evolution was therefore 
 toward a slow, strong, reliable digestion. Such 
 a digestion is conducive to abundant nourishment 
 — and the mild, sweet, good-natured, cheerful dis- 
 position which naturally results from a sound diges- 
 tion and sufficient food. A hungry animal — or 
 a hungry man — is often cross and impatient. 
 
152 THE JOB, THE MAN, THE BOSS 
 
 And one whose digestion is poor is in a constant 
 state of partial starvation. A prominent mouth, 
 therefore, was evolved along with a quick, unrelia- 
 ble digestion — a receding mouth with a slow, 
 reliable digestion. Hence a prominent mouth is 
 associated with irritability and impatience — a 
 receding mouth with mildness and sweetness. 
 
 We have now considered briefly the evolution of 
 form of forehead, nose, mouth, and chin, as seen in 
 profile. We have also considered very briefly the 
 significance of form in each case. Note carefully 
 the following facts: First, form always relates to 
 the contour of a feature as seen in 'profile. Second, 
 in considering form we always give attention to 
 whether the feature is prominent and protruding, or 
 somewhat concave and receding. With these points 
 clearly in mind, let us now construct a human 
 face, as seen in profile, with forehead prominent at 
 the brows and receding above, with the eyes large 
 and prominent, with the nose high in the bridge, 
 long, and standing well out from the face, with teeth 
 and mouth protruding and prominent, and with 
 chin short and receding. Such a face is well rep- 
 resented by figures 7, 8, and 9. 
 
 Now let us construct another face, with forehead 
 prominent above and flat at the brows, eyes deep- 
 set and small, nose short, sway-back, or snubbed, 
 teeth and mouth receding, and chin long, broad. 
 
Fig. 9. An American Engineer. Pure convex form of profile. 
 Note especially prominent brows 
 
ANALYZING THE MAN 153 
 
 and prominent at the lower point. Such a face 
 is well represented in figure 10. 
 
 Now let us construct still another face, with a 
 straight forehead, about equally prominent above 
 and at the brows, with eyes neither deep-set nor 
 protruding, with a straight, medium-sized nose, 
 with a mouth neither prominent nor receding, and 
 a chin whose form, as seen in profile, is in a straight 
 line with the forehead, eyes, nose, and mouth. 
 Such a face is well represented in figure 11. 
 
 THREE PRIMARY FORMS OF FACE 
 
 Now let us examine carefully these three faces. 
 The face shown in figure 9 is convex in form, 
 as seen in profile. The face in figure 10 is concave 
 in form, as seen in profile. The face in figure 11 
 is plane, as seen in profile. The face in figure 9 
 is prominent in the middle section and recedes 
 above and below. This is the pure type of convex 
 form. The face in figure 10 is prominent above 
 and below, and receding in the middle section. 
 This is the pure type of concave form. The face 
 in figure 11 is not particularly prominent in any 
 section but is modelled upon a plane surface. This 
 is the pure type of plane form. Form, therefore, 
 as used in this science, refers to the contour of the 
 face or of any feature as seen in profile. A convex 
 face has a convex contour. A concave face has 
 
154 THE JOB, THE MAN, THE BOSS 
 
 a concave contour. A plane face has a plane con- 
 tour. 
 
 While certain forms of features seem to have 
 been evolved along with blondness, and certain 
 other forms along with brunetteness, it is well to 
 bear in mind that every degree and combination 
 of convexity and concavity is to be found associ- 
 ated with every degree of blondness and brunette- 
 ness. While it is true, as our statistics prove, 
 that, as a general rule, convex noses and foreheads 
 are found among white peoples, and concave noses 
 and foreheads among dark races, we have seen 
 many examples of concave noses and foreheads 
 among whites, and convex noses and foreheads 
 among dark people. Examples of this are many 
 in any public gathering. One of the most impor- 
 tant of all the truths of this science is that any com- 
 bination of variations of the nine fundamental 
 variables is possible. 
 
 THE CONVEX FACE 
 
 The significance of the pure convex type is en- 
 ergy, both mental and physical. Superabundance 
 of energy makes the extreme convex keen, alert, 
 quick, eager, aggressive, impatient, positive, and 
 penetrating. As indicated by the form of his fore- 
 head, the extreme convex will express his energy 
 in a practical manner — that is to say, in keen 
 
Fig. 10. Dr. T. Alex. Cairns, Lecturer. Pure concave form 
 of profile. Well known for good nature and humour 
 
ANALYZING THE MAN 155 
 
 observation in dealing with material and tangible 
 things. He will demand facts, and will act upon 
 facts quickly and rapidly, being too impatient to 
 wait for reasons and theories and other abstruse 
 considerations which seem to him impractical. 
 The pure convex is not only quick to act but quick 
 to speak. The tendencies indicated by his convex 
 mouth will cause him to speak frankly and at 
 times even sharply and fiercely, without much re- 
 gard for tact or diplomacy. As indicated by his 
 type of chin, the pure convex is impulsive, expends 
 his energy too rapidly for his limited endurance, 
 and, owing to his lack of self-control and disinclina- 
 tion to deliberate and reason, frequently blunders, 
 and expends his energy uselessly or unprofitably 
 or even harmfully. Being of such a keen, ener- 
 getic, impatient, practical nature himself, the ex- 
 treme convex has a stimulating and oftentimes an 
 irritating effect upon others. The impression he 
 makes is always positive, whether that of refresh- 
 ing frankness and stimulating energy, or offensive 
 sharpness and irritating activity. 
 
 THE CONCAVE FACE 
 
 The pure concave, as might be expected, is the 
 exact opposite, so far as the indications of form are 
 concerned, of the pure convex. The keynote of 
 his character is mildness. His concave nose is an 
 
156 THE JOB, THE MAN, THE BOSS 
 
 indication of moderate or deficient energy. He is 
 slow of thought, slow of action, patient in disposi- 
 tion, plodding. As indicated by his concave fore- 
 head, he thinks far better than he sees or hears, and 
 is therefore liable to fits of absent-mindedness, day- 
 dreaming, and meditation. He thinks carefully, 
 seeks out the reasons for things. He is more inter- 
 ested in the reasons for facts than in the facts 
 themselves. His broad, deep, concave chin indi- 
 cates maturity, self-control, deliberation, slowness 
 to act, determination, and persistence, as well as 
 great powers of mental and physical endurance. 
 His concave mouth indicates a slow, easy, reliable 
 digestion, and, perhaps for that reason, a large 
 freedom from irritability, and consequent tendency 
 to mildness, tactfulness, and diplomacy of speech. 
 
 What the convex wins or gains by his aggres- 
 siveness, keenness, and superabundance of energy, 
 the concave wins or gains by his diplomacy and 
 unwavering persistence and endurance. Whereas, 
 the eflfect of the pure convex upon others is positive, 
 and either stimulating or irritating, the effect of 
 the pure concave is negative and soothing, although 
 his extreme deliberation may at times be irritating 
 to the impatient. 
 
 Because of his deficient energy, because of his 
 great deliberation, because of his few spoken and 
 written words, and deficiency in self-advertisement, 
 
Fig. 11. Charles Dana Gibson. Pure plane form of profile 
 
ANALYZING THE MAN 157 
 
 because he lacks aggressiveness, the concave is sel- 
 dom found among men of achievement and prom- 
 inence. The convex is also, in the majority of 
 cases, a blond. The combination of hopeful, 
 optimistic, restless, organizing, creating, domineer- 
 ing characteristics of the blond with the quick, alert, 
 practical, aggressive qualities of the convex, make 
 this type distinctively the type of action and tangible 
 accompUshment. The concave brunette is an ex- 
 ceedingly rare type among famous men. Whenever 
 one is found he has achieved fame through either 
 philosophy or religion — requiring deep, abstruse 
 thought, or some form of art — requiring years of pa- 
 tient plodding, and detailed, specialized application. 
 
 THE PLANE FACE 
 
 The individual whose face is modelled upon the 
 plane in form — the plane of his face being parallel 
 with his spinal column — is a balance between the 
 extreme convex and the extreme concave. In this 
 individual we find moderate energy, a type of intel- 
 lect which, while not so intensely practical as that 
 of the extreme convex, has a good degree of the 
 practical combined with reasonableness and bal- 
 anced judgment. The plane type has neither the 
 "hair-trigger" impulsiveness of the extreme convex 
 nor the procrastinating deliberation of the extreme 
 concave, but is a balance between the two. The 
 
158 THE JOB, THE MAN, THE BOSS 
 
 plane, also, is neither extremely quick nor extremely 
 slow, but moderate in his movements and in his 
 thinking. He expresses himself well, and some- 
 times frankly, but seldom harshly or sharply. He 
 is inclined to be patient, but has decided ideas as to 
 when patience ceases to be a virtue. 
 
 Nearly all people approach this balanced or 
 plane type. It is a law established by many experi- 
 menters and investigators that the great majority 
 of individuals is to be found at the mean of any 
 variation, and in rapidly decreasing numbers to- 
 ward the extremes. There are, therefore, among 
 normal white people, a few pure plane, a great 
 many moderately convex, some moderately con- 
 cave, but relatively few extreme convex, and a still 
 smaller portion of extreme concave. Those who 
 are moderately concave manifest the character- 
 istics of the concave in a moderate degree; those 
 who are moderately convex manifest the char- 
 acteristics of the convex in moderate degree; and, 
 naturally, the greater the degree of convexity or 
 concavity the greater the degree of the manifesta- 
 tion of their respective characteristics. 
 
 As in applying the laws of colour, so in applying 
 those of form it is not difficult for the novice to 
 find apparent exceptions. For the trained observer 
 this is not so easy. Exceptions are always merely 
 apparent — never real. 
 
ANALYZING THE MAN 159 
 
 Convex features are often associated, in the same 
 face, with concave or plane features. One man 
 may have a convex forehead and nose, and a con- 
 cave mouth and chin. Another man may have a 
 concave forehead and nose, and a convex mouth and 
 chin. Still another may have concave forehead, 
 mouth, and chin, and convex nose. In all such 
 cases, the interpretation is made by observing the 
 degree of convexity or concavity of each feature, 
 and drawing conclusions based on the evolution of 
 form. Practice is necessary to facility in drawing 
 these conclusions. 
 
 SIZE 
 
 In treating colour and form we have gone into 
 considerable detail, both as to the evolutionary 
 causes and indications. This has been for the 
 purpose of making clear our method of investiga- 
 tion and method of treatment. While the same 
 methods have been used in studying the other seven 
 variables, perhaps we have made them sufficiently 
 clear and may omit more than a passing mention of 
 causes and indications in this treatise. 
 
 Size is one of the most easily observable of all a 
 man's physical attributes, and the place a man 
 should occupy, and the work he can do with relation 
 to his size, ought to be too obvious for comment. 
 It is a fact, however, which any one can demon- 
 
160 THE JOB, THE MAN, THE BOSS 
 
 strate for himself by visiting any factory, that fore- 
 men sometimes put Uttle spiderKke men at work 
 handling big trucks, to the mutual disadvantage 
 of both employer and employee. Tall men are 
 hired to do work that requires constant stooping; 
 short men for jobs where they have to reach up, 
 stretching themselves to the point of discomfort 
 and exhaustion. 
 
 In this connection, Frank B. Gilbreth says: 
 "Size of men with relation to their motions has 
 much more influence than is usually realized. 
 Short men are usually the best shovellers where 
 the shovelful need not be raised much in doing the 
 work, such as in mixing mortar and concrete. 
 Few foremen realize that this is because a short 
 man does fewer foot-pounds of work in the same 
 amount of shovelling. On the other hand, when 
 men are shovelling in a trench, the taller the man, 
 usually, the more output per man."* Much stoop- 
 ing or bending soon fatigues a tall man. Reaching 
 for things beyond his height is tiresome to the short 
 man. The tall man with long legs will cover dis- 
 tances or do standing work well. The heavy, vital 
 man must do the bulk of his work while sitting. 
 It is a great mistake to put a heavy man in work 
 which requires him to be much on his feet, unless 
 he is exceptionally well-muscled. 
 
 *"Motion Study," page 36. 
 
photograph hy Underwood & Underwood, N. Y. 
 
 Fig. 13. Judge Ben. B. Lindsey. A fine example of men- 
 tal type. Observe triangular face 
 
ANALYZING THE MAN 161 
 
 SIZE AND CHARACTER 
 
 The foregoing refers only to the physical con- 
 siderations of size. The influence of size upon 
 character is readily understood when the intimate 
 relation between muscular action, organic reaction, 
 and emotion is borne in mind. It is a fundamen- 
 tal law of physics that small bodies have less inertia 
 than large — that is to say, they get under way 
 more quickly and move more rapidly in response 
 to the application of the same degree of energy 
 than large bodies. The small man's muscular 
 activities and organic reactions, therefore, are 
 in general quicker and more rapid than the large 
 man's. Granting that Professor James is right 
 in saying that the cause of emotion is physiological, 
 undersized individuals' emotions are more readily 
 and more quickly aroused than the oversized, other 
 things being equal. Pathological conditions may 
 make a small man slow and unresponsive emotion- 
 ally. Other pathological conditions may make a 
 large man irritable and easily excited, but normally, 
 and in general, our researches have proved that 
 considerations of physiology and psychology are 
 reliable. On the other hand, the law of momen- 
 tum holds true in this case, and the large man when 
 once aroused is often more intense in his emotions 
 and cools off far more slowly than the small 
 man. 
 
162 THE JOB, THE MAN, THE BOSS 
 
 STRUCTURE 
 
 The structure of man in general is determined 
 by the relative degree of development and use of 
 three of his chief functional systems — namely, (1) 
 brain and nervous system, (2) muscular and bony 
 system, (3) digestive and nutritive system. 
 
 MENTAL TYPE 
 
 When the brain and nervous system are most 
 highly developed as the result of both heredity and 
 environment, the head is relatively large in pro- 
 portion to the body, especially in the upper sec- 
 tion, in extreme cases resembling a pear — with 
 the large end up. See figure 13. The bones 
 and muscles are slight and delicate; the features 
 finely chiselled; the shoulders often narrow and 
 sloping; the hair fine in texture, and scanty. In- 
 deed, the general appearance of the extreme type 
 of excessive development of brain and nervous 
 system gives one the impression that the whole 
 physical organism has been subordinated to brain. 
 People of this type have neither the strength nor 
 the endurance for heavy manual labour and, since 
 in addition they are principally interested in intel- 
 lectual, artistic, literary, scientific, philosophical, 
 and other purely mental subjects, they dislike 
 physical effort, and are discontented and unhappy 
 if obUged to earn their Uving by manual labour. 
 
Copyright, by Underwood & Underwood. 
 
 Fig. 14. Hon. Wm. G. McAdoo. An example of the motive 
 
 type 
 
ANALYZING THE MAN 163 
 
 The type, of course, includes several grades of 
 raentality. Merely cataloguing a person in this 
 classification does not mean he is an intellectual 
 giant. If his qualities are moderate, he finds his 
 appropriate niche in some form of clerical work; 
 he is a bookkeeper, a cashier, a stenographer; per- 
 haps a private secretary. If he has more marked 
 talents he may rise to positions that demand the 
 alert, inventive mind ; he develops into one of those 
 useful persons recognized as "having ideas." He 
 inay be the man whose active suggestions keep the 
 business constantly forging ahead. If he is a 
 lawyer, he is usually the kind known as the "consult- 
 ant"; he is an expert at writing briefs; knows all the 
 precedents for a hundred years back, and usually 
 furnishes the court the points upon which it decides 
 the case. As a medical man, he is the scientist 
 with eye constantly glued on the microscope. He 
 can discover new things for others to do and even 
 tell how to do them. 
 
 THE MOTIVE TYPE 
 
 Just as the brain and nervous systems are highly 
 developed by activity, so is the muscular and bony 
 system. The whole make-up of the man who 
 "does things" suggests activity. Muscularity is 
 his predominant physical capital. His face is 
 square rather than triangular. Upon the body 
 
164 THE JOB, THE MAN, THE BOSS 
 
 there is little surplus flesh. It is broadest at the 
 squarely set shoulders, from which it tapers to the 
 feet. See figure 14 (Hon. Wm. G. McAdoo. An 
 Example of the Motive Type) . The key-note of this 
 type of man or woman, boy or girl, is physical activ- 
 ity. They enjoy physical exercise, love the open air, 
 and are well fitted for outdoor pursuits of all kinds. 
 The motive type loves motion, speed, physical con- 
 test, movement. Athletes in general, including 
 football players, baseball players, runners, skat- 
 ers, rowers, pugilists, acrobats, tennis players, and 
 polo players show this type of development. Since 
 they love speed and contest, people of this type 
 should train and drive horses, build and drive 
 automobiles, invent and pilot aeroplanes and motor 
 boats, race on bicycles and motorcycles, and build 
 and operate railroads, factories, dams, canals, 
 bridges, tunnels, buildings of all kinds, ships, and 
 engage in all other phases of active construction 
 and transportation. Since they enjoy and under- 
 stand motion, people of this type are mechanical. 
 Even babies of motive indications manifest an 
 intense interest in anything that works often be- 
 fore they learn to walk or talk. People of this type, 
 therefore, excel in inventing, designing, building, in- 
 stalling, and operating machinery of all kinds. In 
 short, the motive type is quaUfied for either direct- 
 ing or performing every kind of physical work and 
 
Fig. 15. Ex-President William H. Taft. A splendid example 
 of the vital type, with judicial aptitudes 
 
ANALYZING THE MAN 165 
 
 activity, including farming, mining, manufacturing, 
 transportation, construction, and exploration. 
 
 The natural love of outdoor activity in these 
 people leads them to become soldiers and sailors. 
 All of our great generals and admirals have been 
 pure examples or modifications of this type. Be- 
 cause of their great activity and love of speed and 
 motion, people in whom the bony and muscular 
 system is well developed cannot endure restraint. 
 From loving and demanding physical liberty there 
 is scarcely a step to a love of and demand for civil 
 and religious liberty. This element, therefore, is 
 strong in all martyrs, reformers, great leaders, and 
 pioneers in all kinds of human liberty, and in all 
 ages. Washington, Lincoln, Emerson, Whitman, 
 Luther, Cromwell, Franklin, Wendell Phillips, Gar- 
 rison, Gladstone, Elbert Hubbard, Roosevelt, and 
 Woodrow Wilson are good examples of modifica- 
 tions of the motive type. 
 
 The motive man is just about as ill-fitted to be 
 confined for long hours day after day in an ofiice 
 as the man of extreme intellectual type is for hard, 
 physical work. He demands a considerable amount 
 of physical activity and is neither happy nor healthy 
 unless he gets it. Usually the motive individual is 
 skilful with his hands and fingers. When he is 
 otherwise fitted for it, he produces wonderfully 
 fine needlework, mosaic, jewelry and other similar 
 
166 THE JOB, THE MAN, THE BOSS 
 
 products. There is a large development of this 
 element in the Chinese, Japanese, and East Indians. 
 The embroideries, laces, hand carvings, mosaics, 
 filigrees, and other objects of art produced by these 
 peoples are famous the world over. 
 
 Motive boys and girls are liable to resent the 
 confinement and restraint of school. They are 
 often impatient to leave its mental activities in 
 which they are only mildly interested at best, and 
 begin immediately their active work. The result 
 is that thousands of them forever miss opportuni- 
 ties that might be theirs were they only better 
 educated. They are thus forced to remain for 
 life in subordinate positions, doing mere physical 
 drudgery. Vocational training, giving plenty of 
 opportunity to work with their hands and to de- 
 velop their inherent mechanical, engineering, or 
 inventive ability, will solve a serious and vital prob- 
 lem for multitudes of boys and girls of this type. 
 
 THE VITAL TYPE 
 
 When the digestive and nutritive system is most 
 highly developed and most used in proportion to 
 the other organs and functions of the body, the 
 whole person gives evidence of being well nour- 
 ished. The individual of this type, therefore, has 
 a head comparatively small in proportion to the 
 body; cheeks full and well rounded, giving the face 
 
Fig. 16. Henry Woodruff. An example of fine texture 
 
ANALYZING THE MAN 167 
 
 and head a circular or pear shape — with the big 
 end down (see figure 15); chin full and often 
 double; body modelled upon the circle, large around 
 the waist and tapering to feet and shoulders; limbs 
 round and short; hands and feet well covered with 
 flesh so that the bones and muscles do not show; 
 health usually robust ; movement slow and deliber- 
 ate. The extreme of this type is corpulent. This 
 is the vital type. 
 
 The predominating characteristic of the vital 
 type is enjoyment of the good things of life. He 
 likes to eat and drink. He loves ease and comfort. 
 Muscular activity is distasteful to him. He often 
 dislikes prolonged, severe mental work. Since vital 
 people do not like to work physically or mentally, 
 and yet crave all of the best products of work, 
 the only way they can gratify their desires is by 
 directing the work of others. 
 
 The men who have the natural ability to sit in 
 comfortable chairs and direct the mental and phys- 
 ical activities of thousands of others, reaping for 
 themselves great rewards, are usually of this well- 
 nourished type. Since the vital type is interested 
 in good things to eat, fine and comfortable things 
 to wear, and the comforts and luxuries of life gener- 
 ally, he enjoys handling them and is able to interest 
 other people in them. People of this type are 
 therefore fitted to succeed as butchers, bakers, 
 
168 THE JOB, THE MAN, THE BOSS 
 
 chefs, grocers, produce and commission merchants. 
 Modifications of this type are well qualified for the 
 dry goods and clothing business, and indeed for all 
 retail and wholesale merchandising, large and small. 
 Since the handling of money gives a very large 
 degree of control over the activities of other men, 
 and since also money is the medium of exchange for 
 many of the good things of life, the finances of the 
 world are controlled very largely by men of the 
 rounded, well-nourished type. Morgan, Schiff, 
 Stillman, Vanderlip, Ryan, Belmont, Hill, and many 
 other financiers show considerable development of 
 the vital element. 
 
 The large man, as we have seen, is slow of move- 
 ment, with comparatively slow circulation and 
 respiration. It may be for that reason that he is 
 also calm, deliberate, unhurried, and not easily or 
 readily excited. The well-nourished man, other 
 things being equal, is comfortable and free from 
 nervous irritability as well as from apprehension 
 and worry as to his personal well-being. It may 
 be for these reasons that men of this type so often 
 have unprejudiced, judicial minds and are able to 
 weigh all evidence carefully and impartially, and 
 reason to a just and logical conclusion. Well- 
 rounded, full-bodied men are often well fitted to be 
 judges,referees, justices, arbitrators, andin general, 
 to exercise judicial functions. 
 
Fig. 17. Maxim Gorky. An example of coarse texture 
 
ANALYZING THE MAN 169 
 
 Among other good things that men of this type 
 enjoy is a good laugh, and the society and friend- 
 ship of other people. They are proverbially jolly, 
 good-natured, sociable, friendly, and fond of good 
 stories. They are therefore likely to be successful 
 in politics. If they are writers or speakers they 
 are frequently well known for their wit and humour. 
 
 There are all degrees of relative development of 
 brain and nervous system, muscular and bony 
 system, and digestive and nutritive system in in- 
 dividuals. In some, one of these is highly devel- 
 oped and the other two deficient — in others, all 
 three about equally developed. In all cases the 
 characteristics of the three types are shown in di- 
 rect proportion to the degree of development of 
 each of the three physical systems. 
 
 TEXTURE 
 
 Texture refers to the degree of fineness or coarse- 
 ness of fibre or grain in the individual, especially 
 as seen in hair, skin, nails, features, hands, feet, and 
 general body build. Human beings, as can be 
 readily ascertained by casual observation, are 
 coarse or fine in texture, just as fabrics or woods or 
 metals or stones are. According to both biology 
 and embryology, the human brain and nervous 
 system are but specialized inturned skin. The 
 first sign of the nervous system in the scale of 
 
170 THE JOB, THE MAN, THE BOSS 
 
 evolution is the sensitive cell wall of a one-cell 
 organism. The brain and spinal cord in the human 
 embryo begin in a groove upon the surface, which 
 deepens until it forms a channel, and still further 
 deepens until it becomes a tube. This tube is the 
 embryonic brain and spinal cord. Texture of skin 
 and texture of brain and nervous system are there- 
 fore probably related. While the exact nature of 
 brain and nervous function is not known, and there 
 is no scientific evidence that texture of brain and 
 nervous system causes variations in aptitudes, 
 disposition, character, and preferences, extensive 
 investigation and verification, however, have shown 
 that differences in texture of hair, skin, nails, 
 features, hands, and feet, and general body build, 
 are uniformly accompanied by differences in apti- 
 tudes, character, and preferences. 
 
 The individual of fine texture (see figures 16 and 
 20) is sensitive and responsive. He loves beauty. 
 He will not work happily and efficiently in coarse, 
 unlovely, harsh surroundings; nor will he be at 
 his best handling coarse, heavy, unbeautiful tools 
 or materials. He likes to do literary, artistic, or 
 scientific work, or to handle fine machinery, beauti- 
 ful tools, silks and satins, objects of art, jewelry, 
 delicate, light, and artistic work. On the other 
 hand, a man of coarse texture (see figure 17), a 
 man whose hair, skin, features, hands, and body 
 
ANALYZING THE MAN 171 
 
 generally, as well as his clothing and manner of 
 speech, all indicate that he is of the "rough and 
 ready" type, and not sensitive, can work happily 
 and efficiently in the midst of dirt and grime. He 
 handles with vigour and effectiveness heavy, un- 
 refined materials and massive machinery. 
 
 CONSISTENCY 
 
 Under the head of consistency we consider the 
 hardness, softness, or elasticity of bodily tissues. 
 It has never been scientifically demonstrated that 
 natural hardness and density of muscular fibre are 
 associated with relative hardness and density of 
 brain and nerve. However, there are good reasons 
 for supposing that this may be the case. 
 
 Physiological psychologists agree that mental 
 and psychical functions and conditions are ac- 
 companied by actual physical movements and 
 changes in the brain and nervous structure. That 
 which is hard and dense resists pressure and is slow 
 to change. That which is elastic yields more 
 readily to pressure but springs back when pres- 
 sure is removed. That which is soft yields readily 
 and quickly to pressure and is easily changed. 
 
 Whether or not variations in character are 
 caused by hardness, elasticity, or softness of brain 
 and nervous tissue, extensive observations demon- 
 strate that the man of hard bodily fibre is difficult 
 
172 THE JOB, THE MAN, THE BOSS 
 
 to impress, unresponsive, slow to change. He 
 is the man who is picturesquely enough called 
 hard-headed and hard-hearted. He does not 
 adapt himself easily to circumstances and condi- 
 tions. He is, as it were, brittle, and breaks rather 
 than bends or yields. Inasmuch as hard muscles are 
 naturally energetic, the individual of this consistency 
 has hard, relentless, driving, crushing energy. 
 
 The individual of elastic consistency of bodily 
 fibre has the same springiness, Hfe, vigour, resil- 
 ience, and recuperative power which is felt when his 
 hand is grasped. He has normal energy, is adapt- 
 able and capable of yielding a point for the sake 
 of harmony. When pressure is removed from him, 
 however, he has a tendency to return to his origi- 
 nal state. 
 
 The individual of soft consistency is impression- 
 able, easily influenced, vacillating, and, unless 
 braced up from the outside or kept in a sheltered 
 position, is liable to yield to temptation. Such an 
 individual is deficient in energy, does not like hard 
 manual labour and cannot endure hardships. If his 
 softness is so extreme as to be flabbiness, he is a lazy, 
 idle dreamer and easily becomes a chronic invalid. 
 
 PROPORTION 
 
 Proportion refers to head shape and the relative 
 degree of development of different sections of the 
 
Fig. 18. Theodore Roosevelt in early manhood 
 
Fig. 19. Theodore Roosevelt in middle life. Observe changes 
 in expression 
 
ANALYZING THE MAN 173 
 
 face, head, and body. This variable is subject to 
 most intricate and complex variations which afford 
 more detailed and specific information than the 
 indications of any other variable. For this reason 
 its adequate treatment would be too voluminous 
 for a work of this character. 
 
 EXPRESSION 
 
 "Normally," says Mantegazza, "every thought 
 and emotion takes form in action. A transitory 
 emotion has a fugitive expression which leaves no 
 trace, but when it is repeated several times it leaves 
 on the face and other parts of the body an expres- 
 sion which may reveal to us a page of the man's 
 history." Since this is true, the careful, studious 
 observer may learn to detect in the expression of 
 people not only their passing, but their permanent, 
 emotions and moods, and learn to recognize the 
 indications of the more subtle. 
 
 A marked illustration of the effect of experience 
 and its accompanying emotions and mental proc- 
 esses upon expression is graphically shown in figures 
 18 and 19, photographs of Theodore Roosevelt, one 
 taken in his early manhood, the other recently. A 
 study of the eyes, mouth, cheeks, and brows will show 
 the increase in concentration, determination, tenac- 
 ity, intensity, and pugnacity during a few years 
 of the "strenuous life." 
 
174 THE JOB, THE MAN, THE BOSS 
 
 Expression shows itself not only in the features, 
 but in every movement, every gesture, the gait, 
 the handshake, the carriage, handwriting, and in 
 many other ways. Everything a man does, says, 
 thinks, or feels is because of the reaction of his 
 particular combination of physical, mental, and 
 psychical traits to external and internal stimuli. 
 Everything he does, therefore, is an indication 
 of his character; and, since, as Mantegazza says, 
 a man's thoughts, feelings, words, and acts, all 
 leave their traces in his face and upon his body, the 
 careful student soon learns to read these signs as 
 one reads a book. 
 
 CONDITION 
 
 Colour, form, size, structure, texture, consist- 
 ency, and proportion disclose to the practised eye 
 principally the inherent aptitudes, traits, and char- 
 acteristics of the individual. Expression indicates 
 to a large extent what the individual has done with 
 his heritage and what life has done to him. The 
 condition of his body, clothing, and personal sur- 
 roundings indicates his physical and mental habits. 
 
 Neat and well-brushed exteriors are not neces- 
 sarily the signs of marked abilities — some of the 
 ablest men, as we all know, have shamefully neg- 
 lected their wardrobes — but they do mean that 
 the wearer is painstaking and systematic, and that 
 
ANALYZING THE MAN 175 
 
 he possesses a certain degree of self-respect. Care- 
 lessness in dress, however, always indicates busi- 
 ness laxity. A thrifty housewife reveals the fact 
 in her own appearance as well as in that of her 
 establishment; and a bookkeeper who keeps his 
 clothes well pressed and makes occasional trips 
 to the barber is more likely than not to balance his 
 books. Loud clothes, startling neckties, flam- 
 boyant effects in waistcoats and socks, when they 
 are not merely the stigmata of adolescence, mark 
 a man as vain and self-centred. 
 
 Condition of body is naturally an excellent indi- 
 cation of the state of health of the individual and 
 reveals much to the practised eye. 
 
 CONTRADICTIONS OF NATURAL LAW ONLY APPARENT 
 
 These, then, are the nine variables. Each of 
 them is subject to many kinds and degrees of varia- 
 tion, with corresponding variations in character. 
 It is because of the permutation and combination 
 of these variations that billions of human beings — 
 those who have lived on the earth and are living 
 on it to-day — have each his own pecuUar appear- 
 ance and character. There are no duplicates. 
 
 A study and observation of any one of the nine 
 variables reveals much in regard to the individual, 
 but it does not reveal all. One of the most difficult 
 of all the obstacles to be overcome by the novice 
 
176 THE JOB, THE MAN, THE BOSS 
 
 in analysis is the temptation to judge an individual 
 solely by the indications of one variable, or two, or 
 even three. Everything about a man indicates his 
 character. Everything is significant. There can 
 be no accurate or reliable analysis unless all nine 
 variables are understood and their significance duly 
 considered. It is perfectly natural that the reader 
 of this chapter should attempt to apply its prin- 
 ciples to himself and his friends and acquaint- 
 ances. In doing so he will doubtless find many 
 apparent discrepancies and contradictions, but 
 these discrepancies and contradictions are only 
 apparent. The laws of human nature, like all other 
 laws of nature, are orderly and uniform in their 
 operation, and do not admit of exceptions. In our 
 own experience every apparent exception has turned 
 out to be either faulty observation or mistaken 
 judgment. A man of scientific mind carefully 
 scrutinizes the evidence, verifies every observa- 
 tion, and examines every link in the chain of his 
 reasoning until he has found everything sound be- 
 fore he reaches his conclusions. Therefore, if he 
 encounters a seeming contradiction of a known 
 law, he does not rest until he has discovered the 
 flaw in either his premises or his conclusion. 
 
 One spring, several years ago, we watched the 
 careful researches of a scientist into the physical 
 characteristics of a beautiful lake in Wisconsin. 
 
Fig. 20. An example of fine texture, concave mouth and chin 
 
ANALYZING THE MAN 177 
 
 Among other things, he learned to his astonish- 
 ment that the water on the surface of the lake, and 
 for perhaps a few feet below, was several degrees 
 colder than the water in the bottom of the lake. 
 Now, it is a law of physics that the specific gravity 
 of cold water is greater than the specific gravity of 
 warm water. In popular language, cold water is 
 heavier than warm water. Therefore the cold 
 water should have been at the bottom of the lake, 
 and the warm water upon the surface. For a time 
 the scientist was puzzled. Here was an important 
 apparent exception to a known and demonstrable 
 physical law. Carefully and painstakingly the 
 scientist took the temperature readings in all parts 
 of the surface and deeper waters of the lake, veri- 
 fying his original findings. The results were the 
 same. With equal care he went over every link 
 in his chain of reasoning regarding the phenomenon 
 trying to discover if possible a cause for the seem- 
 ing contradiction. Finally he told us: "The con- 
 dition is an unusual one. There has been prac- 
 tically no wind for several days. The lake has no 
 large inlet. Two weeks of low atmospheric tem- 
 perature, following a month of unusually warm 
 weather, have cooled the surface waters. There 
 being no wind and very little inflowing water to set 
 up currents, the cold water on the top and the 
 warm water underneath are in a state of equilibrium. 
 
178 THE JOB, THE MAN, THE BOSS 
 
 and until there is some other force applied to set 
 up convection currents this heavy mass of cold 
 water will stand balanced, as it were, upon the 
 lighter mass of warm water underneath. The 
 weather bureau reports fresh southwesterly winds 
 to-morrow, and by to-morrow night I expect to 
 find the cold water at the bottom of the lake and 
 the warm water on the surface. And all day to- 
 morrow you will find strong convection currents 
 flowing upward on the southwest side of the lake, 
 and downward on the northeast side." He was 
 right. The next day he was able to show us by 
 pieces of paper suspended in the water the cur- 
 rents he had promised, while registering thermome- 
 ters in different parts of the lake indicated that the 
 rest of his predictions had come to pass. 
 
 In a similar way, the truly scientific observer of 
 human nature is never disconcerted by any appar- 
 ent contradictions of its laws, but continues his 
 investigations until he finds out why. The im- 
 portance of carefully weighing the indications of 
 each of the nine variables, and the significance of 
 their combination in the individual, may be made 
 clear by a chemical analogy. 
 
 A CHEMICAL ANALOGY 
 
 A student of chemistry may learn all the char- 
 acteristics of oxygen, carbon, and hydrogen, but 
 
ANALYZING THE MAN 179 
 
 he may know nothing of the attributes of their 
 many compounds until he has learned the signifi- 
 cance of their combination in different proportions. 
 Just as all human beings exhibit combinations of 
 the nine variables mentioned, so all carbohydrates 
 are combinations of oxygen, hydrogen, and carbon. 
 Just as carbon, oxygen, and hydrogen in one com- 
 pound give us fiery, poisonous carbolic acid, and 
 in different proportions sweet, healing honey, so 
 the nine elements combined in certain proportions 
 may make of one man a degenerate, thief, and 
 murderer, and of another man a patriotic and phil- 
 anthropic citizen. 
 
 The analogy may be carried even further. Oxy- 
 gen is a gas lighter than air, colourless, slightly 
 acid in odour and taste. Hydrogen is also a gas 
 very much lighter than air, colourless, odourless, 
 and tasteless. Carbon is a solid, and usually hard, 
 dense, and black. None of the characteristics of 
 any of these three elements is to be found in but- 
 ter, molasses, phenacetin, or oil of peppermint. 
 Yet these three, and these three only, are in the 
 substances named. 
 
 In a similar way, combinations of the nine ele- 
 ments of human character in different proportions 
 yield characteristics not indicated by any one of 
 the nine. For example, a man's honesty, his dis- 
 position to loyalty, his industry, his carefulness, 
 
180 THE JOB, THE MAN, THE BOSS 
 
 his conscientious accuracy, and many other such 
 quahties cannot be determined by an observation 
 of any one of these nine variants alone, but can be 
 unerringly appraised by careful observation and 
 analysis of the proportions in which the qualities 
 indicated by the nine elements are combined. 
 
 It is abundantly clear, from the foregoing, that 
 the character analyst who attempted to judge of 
 the qualifications of any applicant for a position 
 merely because he was of fine texture and blond 
 complexion, would go as far wrong as a chemist 
 who analyzed a carbohydrate quantitatively for 
 carbon and hydrogen, but neglected to do more 
 than determine the presence of oxygen. 
 
 Camphor and olive oil have approximately the 
 same proportion each of carbon and hydrogen, but 
 because of a slight difference in proportion of 
 oxygen, and in the manner of their combination, 
 one is aromatic, strong to the taste, and poisonous, 
 while the other is mild, soothing, and nourishing. 
 
 So two men may be almost exact counterparts of 
 each other in texture, size, form, colour, and con- 
 sistency, but on account of a difference in propor- 
 tion, expression, and condition, one will be a lazy, 
 shiftless, careless, irresponsible burden upon so- 
 ciety, and the other a successful financier. 
 
CHAPTER IX 
 
 ANALYZING THE MAN — PRACTICAL APPLICATION 
 
 THERE ought to be a high membership ideal 
 for every plant, no newcomer admitted who 
 is not fit in every way, no man cut off ex- 
 cept for cause. . . . If it is a duty to exclude 
 the morally unfit, it is also a duty to exclude more 
 vigorously from any particular occupation those 
 who are congenitally unfitted to make a success of 
 it. A blind man may become a self-supporting, 
 useful, and successful member of society; a man 
 born without legs may become the successful owner 
 and operator of a livery stable, driving, harnessing, 
 and unharnessing horses; but a blind man cannot 
 act as lookout on an ocean steamer, the deaf man 
 cannot lead an orchestra, and the legless man can- 
 not become a foot racer." — Harrington Emer- 
 son.* 
 
 In applying character analysis to the problems 
 of employment the ideals are: First, to ascertain 
 the health, aptitudes, traits, tendencies, disposi- 
 tion, character, habits, training, and experience of 
 
 *"Twelve Principles of Efficiency," pages 154-5. 
 
 181 
 
182 THE JOB, THE MAN, THE BOSS 
 
 eacli applicant as expeditiously and easily as pos- 
 sible; second, to verify, check up, and compare all 
 available data in such a way as to leave the least 
 possible probability of error; third, to record the 
 results of this observation and analysis in permanent 
 form for future guidance and comparative study. 
 That these ideals may be realized we have devised 
 and, after much experimentation, brought to their 
 present form the Analysis Blank shown on page 86 
 and the Application Blank shown on pages 82 and 83. 
 
 THE ANALYSIS BLANK 
 
 When this blank has been filled out by a compe- 
 tent examiner, any other worker in the employment 
 department who understands the cipher gleans 
 from it such an accurate mental picture of the ap- 
 plicant that, in many cases, he could very easily 
 pick him out of a crowd. In this respect, it some- 
 what resembles the portrait parle or "word pic- 
 ture" devised by Bertillion, by means of which an 
 expert recognizes the subject even more surely than 
 he could by means of a photograph. As will be 
 seen, the space for conclusions gives the widest 
 possible latitude to the interviewer. It is to be 
 filled out according to the class and type of appli- 
 cant, the position he is to take, the character of his 
 future activities, and any other pertinent considera- 
 tions. 
 
ANALYZING THE MAN 183 
 
 This blank provides for the observation in the 
 applicant of each of the nine variables. Colour 
 is observed in the hair, eyes, skin, and beard, since 
 in detailed analysis each has its significance. Form 
 also is observed in the eyes, nose, mouth, and chin. 
 The relative degree of development of the mental, 
 motive, and vital elements is indicated; as are also 
 texture and consistency. The capacity of intellect 
 is an important observation. A good employment 
 expert knows better than to recommend a man for 
 a position for which he has either too great or too 
 little intelligence. Proportion, expression, and con- 
 dition of body and dress are each recorded. 
 
 When the interviewer has reached his conclusion, 
 he sets down the applicant's strongest and best 
 qualities, listed here as positives; also his weakest 
 qualities, listed here as negatives. There are cer- 
 tain negatives which handicap a man for any work, 
 and it is necessary to keep a record of these when 
 they are found, and of the degree of deficiency in 
 each case. 
 
 Under "recommendations" the interviewer states 
 his best judgment as the result of his observations 
 of and conversation with the applicant, taking into 
 consideration not only his record upon the analysis 
 blank, but also the information given by the appli- 
 cant himself upon the apphcation blank, and what is 
 revealed in his interview. 
 
184 THE JOB, THE MAN, THE BOSS 
 
 CHECKING AND COMPARING DATA 
 
 In arriving at the conclusions entered upon the 
 analysis blank, much valuable data are obtained 
 from the application blank, and from the responses 
 of the applicant to the questions on the reverse of 
 it. These questions bring out, indirectly, informa- 
 tion by which the interviewer's observations may 
 be verified — or modified, as the case may be. 
 Just at this point it hardly seems necessary to state 
 that no applicant is asked to write anything or 
 answer any question if he shows any disinclination 
 to do so. It is the purpose of this plan to avoid as 
 far as possible anything that savours of the third 
 degree, grilling the applicant, asking him embar- 
 rassing questions, prying into his private affairs, or 
 otherwise alarming or offending him. As a general 
 rule, we have found that when kindly treated, appH- 
 cants willingly fill out these blanks and answer all 
 questions. 
 
 Studied in the light of experience and knowledge, 
 this application blank reveals much. The manner 
 in which the applicant answers the questions put 
 to him by the interviewer is carefully noted and 
 considered. When a man writes his name, address, 
 and other items, he tells far more about himself 
 than he thinks. Like voice, handwriting is an ex- 
 pression of character. Among other indications, 
 a man's writing shows his expertness with a pen. 
 
ANALYZING THE MAN 185 
 
 While this is not always essential, yet well-trained 
 fingers show at least latent ability to handle small 
 tools of any kind. The rapidity with which he fills 
 in the blank will indicate, to some degree, his quick- 
 ness of thought. 
 
 It is obviously important to have the appli- 
 cant's name. Aside from this, there is much in a 
 name. As a general rule, a man has no choice in 
 the matter of his name. He may receive from his 
 parents by inheritance and by gift the appellative 
 John Smith, or he may be more gaudily decorated 
 with Reginald Algernon de la Rey. But the one 
 may appear in after life as Ivan Smyth, and the 
 other as R. A. Delarey. The man who was known 
 to the world as Grover Cleveland was named Ste- 
 phen Grover Cleveland by his parents, and Wood- 
 row Wilson began life as Thomas Woodrow Wilson. 
 
 Nationality: However much we wish it other- 
 wise, race and national prejudices and hatreds are 
 significant, fundamental, and stubborn facts. Even 
 those from different sections of the same country 
 are often antagonistic and will not work well to- 
 gether. It is dangerous to place north Italians 
 and south Italians in the same gang. Germans 
 and Englishmen do not harmonize readily, nor do 
 Irishmen and negroes. An acquaintance with in- 
 ternational affinities and enmities will be a great 
 help in placing men. 
 
186 THE JOB, THE MAi^, THE BOSS 
 
 Religion: In the same way, and for the same rea- 
 son, it is often desirable to know the rehgion of the 
 appHcant. Roman CathoKcs will work best under 
 a foreman of their own belief. In no case is it wise 
 to place in charge of others any man who makes 
 himself obnoxious because of his intense religious 
 beliefs. Both national feeling and religion are 
 products of the emotions. Emotions when aroused 
 are like dynamite — dangerous explosives. Frank 
 B. Gilbreth says : "A bond of sympathy between the 
 workmen and the people who are to occupy the 
 edifice upon which they are working will also in- 
 crease the output."* 
 
 Date of Birth: Many firms make it a hard-and- 
 fast rule not to employ men beyond a certain age. 
 Years are not always the test of a man's age. 
 Youthfulness is of the spirit and is not measured 
 by calendars and birthdays. The man who looks 
 young for his years is usually advancing. He who 
 looks older than he should is slipping backward. 
 
 Height and Weight: The height and weight of 
 men in connection with their work should also be 
 considered. See page 159. 
 
 Single or Married: Happily married men, other 
 things being equal, do the best work. They are 
 more permanent. Bachelors come next. The man 
 with serious domestic trouble is least eflicient and 
 
 *" Motion Study,'" page 15. 
 
ANALYZING THE MAN 187 
 
 least satisfactory of all. Therefore, in selecting 
 men for important positions, it is an essential 
 to know something of their domestic relations. 
 This is not difficult to ascertain by indirect methods 
 if the interviewer is tactful and sympathetic. A 
 man's ambitions for his home and for permanent 
 employment throw light on his family relations. 
 The man may be single yet have a large family 
 dependent upon him; hence the next inquiry. 
 
 Ever Employed Here: If a man has been em- 
 ployed by the firm before, and there is an adequate 
 system of records, it will be possible to learn how he 
 performed. Under this plan there will be complete 
 data concerning him. In the absence of such in- 
 formation, it is important to know why he left and 
 why he wishes to return. 
 
 Position Wanted: The applicant may be ap- 
 plying for a position far beneath his abilities — or 
 far beyond them. Or he may be applying for work 
 in one department when his talents fit him espe- 
 cially for another. The interviewer should discover 
 such errors by weighing the evidence with the re- 
 quirements of the position in mind. 
 
 Permanent or Temporary: It is also for the in- 
 terviewer to determine whether this is a "tempo- 
 rary" man seeking a permanent position, or not. 
 
 Positives and Negatives: Perhaps no part of this 
 blank has aroused greater curiosity or more com- 
 
188 THE JOB, THE MAN, THE BOSS 
 
 ment than the hst of "positives" and "negatives." 
 The head of a prominent employment agency was 
 moved almost to tears in his pity for our innocence 
 and credulity in making this list a part of our blank. 
 " Why ! " he mourned, "any man would lie on a prop- 
 osition of that kind. He wants the job and is 
 willing to do anything to get it. Naturally he will 
 put his best foot forward and hand himself every 
 positive quality on the list. You never can find 
 out anything about men that way." 
 
 This list of positives and negatives is not sub- 
 naitted to applicants for the purpose of obtaining 
 direct information from them. The man who 
 calmly and without hesitation assigns to himself 
 all the desirable qualities and none of the undesir- 
 able, gives to the trained observer just as valuable 
 and just as accurate information about himself as 
 does the man who painstakingly, with much intro- 
 spection and an excess of truthfulness, checks the 
 good qualities he thinks he possesses in sufficient 
 degree to entitle him to credit for them, and such 
 bad qualities as he considers himself guilty of, or 
 the man who scratches his head, hesitates, and 
 doubts his ability to check them correctly. It is 
 also an interesting fact that the man who takes the 
 most pains to be honest in checking up this list 
 oftentimes gives us far less reliable information, so 
 far as his check marks are concerned, than does the 
 
ANALYZING THE MAN 189 
 
 man who nonchalantly accredits himself with all 
 the virtues. 
 
 Not infrequently it happens that an applicant 
 in all honesty credits himself with positives he does 
 not possess, and charges himself with negatives ut- 
 terly foreign to his nature. In short, the impor- 
 tant feature of this part of the application blank is 
 not the positives or the negatives checked but the 
 reaction of the applicant to this list. 
 
 It is a simple and easy enough deduction that 
 the man who swiftly and cheerfully strings a row of 
 marks alongside the positive qualities is of somewhat 
 easy conscience and willing to take chances; that 
 the man who painstakingly and carefully checks 
 some positives and some negatives is careful, con- 
 scientious, conservative, cautious, and somewhat 
 inclined to be slow and deliberate. The man who 
 too easily checks all of the negatives is either a hypo- 
 crite or is lacking in self -appreciation. The man 
 who credits himself with good qualities, and charges 
 himself with bad qualities erroneously, is either 
 wanting in introspection, simply careless, or has 
 ideals so high that one departure from perfection 
 causes him to count himself lacking. 
 
 Some applicants are simply appalled at this 
 list. "Why," they say, "I haven't any idea how 
 to check myself. I don't even know how to begin. 
 I don 't know about myself. I would rather you'd 
 
190 THE JOB, THE MAN, THE BOSS 
 
 hire me and find out." Others ask for coxinsel in 
 checking the hst. 
 
 Thus in many ways appUcants reveal in some 
 measure their characters, their aptitudes, and their 
 habits as they react to this Ust of positives and neg- 
 atives. A good example of this is to be found in 
 the autobiographies of great men, particularly 
 scientists, engineers, and scholars. Sir Francis 
 Galton, Prof. Simon Newcomb, Sir Henry Bes- 
 semer, and Cardinal Newman told the truth about 
 themselves in their autobiographies. Cellini's au- 
 tobiography is a good example of the opposite type. 
 He was an artist but a braggart, and his autobi- 
 ography teems with self-praise. 
 
 NOT ALL APPLICANTS QUESTIONED 
 
 It would seem that any person of ordinary in- 
 telHgence would know that these questions are 
 suggested to the employment supervisor and his 
 assistants merely as a guide and not as a hard-and- 
 fast schedule. And yet we have been most entertain- 
 ingly pictured as inquiring of an Italian immigrant 
 seeking a position as wielder of pick and shovel: 
 "In school what study did you like best?" and "If 
 you could have any position you wished for, what 
 would it be?" When we devised these questions, 
 as the result of many years' experience, we did so 
 in the hope that those who used them in examining 
 
ANALYZING THE MAN 191 
 
 applicants would do so with common sense. We 
 have not been disappointed. 
 
 Two of the questions we ask, when their use is 
 indicated, are these: "What kind of work do you 
 like best?" and "If you could have any position 
 you wished for, what would it be.'*" It is ex- 
 pected that these questions should be used in ex- 
 amining young men, to ascertain whether or not 
 they have any well-defined idea as to what they 
 wish to become. They are to be asked after the 
 interviewer has established relations of fullest con- 
 fidence with the applicant, so that he is thoroughly 
 at his ease and willing to talk about his ambitions. 
 A man's ideal is the most important thing about 
 him. It does more to determine his value and ulti- 
 mate success than any other one element in his char- 
 acter. Some men, however, tell us of their great 
 ambition, and yet apply for a job that does not lead 
 toward it. There is a vast difference between mere, 
 limp wishing and strong, definite purpose. Oc- 
 casionally a man seeks a position seemingly incon- 
 sistent with his ideals but really bearing directly 
 upon their realization. A man who is ambitious 
 as a writer on economics for business men once 
 sought a position as salesman that he might learn 
 something about the economics of distribution. 
 His ambition was perfectly legitimate, but under 
 the circumstances it was not deemed advisable to 
 
192 THE JOB, THE MAN, THE BOSS 
 
 spend the time and money necessary to train and 
 prepare him merely for temporary work as salesman. 
 In a similar way, each of the questions suggested, 
 when wisely put and its answer intelligently inter- 
 preted, is of great value. 
 
 DEALING WITH UNTRUTHFULNESS 
 
 In putting these questions and all others to ap- 
 plicants, it is always to be borne in mind that many 
 men, through ignorance or bad training or unfor- 
 tunate environment, are untruthful. Perhaps one 
 of the most potent causes of this untruthfulness ^ 
 especially among less intelligent workmen, is that 
 they have been so discourteously and brutally 
 treated by some employers that they think they 
 are obliged to lie in order to secure employment. 
 While at first it is necessary for an employment 
 supervisor and his staff to be on their guard lest 
 they be deceived, experience has abundantly shown 
 that kind treatment, justice, and patient instruction 
 soon make most of these men fairly reliable and 
 many of them trustworthy. Until such results 
 are obtained, however, methods must be used which 
 will ascertain the truth. And the only safe, efifec- 
 tive method known to us is careful, intelligent ob- 
 servation of external signs which the man can 
 neither change nor conceal — in fact, which he does 
 not even know can be observed. 
 
ANALYZING THE MAN 193 
 
 Many foreigners, new to our ways, give to their 
 employers so many different names that it is some- 
 times a question whether some of them know what 
 their true names are. It is no uncommon thing for 
 a labourer, discharged from one department in the 
 morning, to apply for work in another department 
 by a different name in the afternoon. Where there 
 are day and night gangs we have known men to 
 work in the day gang by one name, and in the night 
 gang by another. "When do they sleep?" you 
 ask. During the time they are supposed to be at 
 work. One such versatile fellow, a Syrian, seemed 
 absolutely unable to understand that he had done 
 any wrong in making such an arrangement. 
 
 ABOUT PSYCHOLOGICAL TESTS 
 
 We have frequently been asked whether we use 
 psychological tests. W^here undesirable publicity 
 has made a feature of the analysis work of an em- 
 ployment department it is difficult enough to allay 
 the suspicions of the average applicant and get him 
 to fill out an application blank. One can imagine 
 what it would be like to get his sincere cooperation 
 in a series of elaborate psychological tests. Fur- 
 thermore, we have faithfully tried many psycho- 
 logical tests and have found either that it was so 
 difficult to maintain ideal conditions that the re- 
 sults were negative and unreliable, or that when 
 
194 THE JOB, THE MAN, THE BOSS 
 
 the results were reliable they could have been far 
 more easily obtained by observation. 
 
 But, even granting that psychological tests were 
 easily apphed, that they were reliable and gave in- 
 formation not otherwise obtainable, no psycho- 
 logical tests have yet been devised to determine a 
 man's honesty, his good nature, his industry, his 
 cheerfulness, his courtesy, or any one of many other 
 most important quahfications. There are some 
 positions where tests of hearing and vision are nec- 
 essary, and in these cases we use them. But for 
 practically all other aptitudes, and for all traits of 
 character, we repeat, the only safe and effective 
 method is trained observation. 
 
 DEAWING CONCLUSIONS 
 
 The practical and perhaps the most diflScult part 
 of our problem confronts us when, having com- 
 pleted our analysis of the man, we undertake to fit 
 him to his job. In the solution of this part of our 
 problem the best possible guide is common sense 
 enlightened by intelligently interpreted experience. 
 
 There are many factors in this problem. Here 
 are the analyses of the different jobs in the organi- 
 zation, each with its physical, intellectual, and psy- 
 chical requirements. Here is the analysis of the 
 man, showing his physical, intellectual, and psychi- 
 cal qualifications. Here are the requisitions for 
 
ANALYZING THE MAN 195 
 
 men from executives, showing which of the positions 
 in the organization are available. A process of 
 elimination rapidly narrows the choice down to a 
 very few. If the man is a pronounced blond, then 
 all positions requiring close application, sustained 
 activity, slow, plodding, patient effort are elimi- 
 nated. If the man is concave in form, then all those 
 positions requiring aggressiveness, keenness, alert- 
 ness, energy, and a sense of the practical are dropped 
 from consideration. If the man is small in size, 
 then all those positions requiring slow, powerful, 
 rhythmical action are out of the question. If the 
 appUcant is of very fine texture, then all positions 
 in harsh, unlovely environment, which require 
 handling heavy, coarse materials or tools, and con- 
 stant association with those of coarse texture and 
 crude manners will not fit. If the applicant is of 
 hard consistency, then positions requiring sym- 
 pathy, gentleness, and adaptability are unfitted for 
 his type. If the applicant lacks endurance or care- 
 fulness or ambition or courage, or any of the quali- 
 ties indicated by variations in proportion, then 
 positions requiring the exercise of these qualities 
 must be eliminated. If the applicant's expression 
 shows him to be pessimistic, then any position 
 which requires hopefulness and cheerfulness is not 
 for him. If the applicant's condition of body and 
 dress show him to have careless, slack, slovenly 
 
196 THE JOB, THE MAN, THE BOSS 
 
 habits, then any position requiring neatness, ac- 
 curacy, order, cleanUness, and careful attention to 
 details must be excluded. Constant practice soon 
 enables the employment supervisor and his assist- 
 ants to make these eliminations quickly — almost 
 instantaneously. In fact, while reading about it 
 may make the operation of this plan seem slow and 
 cumbersome, in actual practice it is swift and con- 
 venient.* 
 
 *The report of the employment department in the company for 
 
 January, 1913, indicates the amount of work that can be done by a small 
 force under this plan. During this month, in addition to the employment 
 supervisor, there were two interviewers for shop applicants, one interviewer 
 for office applicants, and one stenographer in the department. The fol- 
 lowing is the record : 
 
 
 For Shop 
 
 For Offices 
 
 Total 
 
 Interviewed 
 
 1,601 
 
 391 
 
 1,992 
 
 Applications taken in office 
 
 294 
 
 137 
 
 431 
 
 Referred to foremen 
 
 299 
 
 84 
 
 383 
 
 Rejected by foremen 
 
 5 
 
 
 
 5 
 
 Rejected by employment department 
 
 231 
 
 74 
 
 305 
 
 Hired 
 
 277 
 
 85 
 
 362 
 
 Removed from pay-roll 
 
 317 
 
 23 
 
 340 
 
 Transferred 
 
 206 
 
 37 
 
 243 
 
 Rates changed 
 
 150 
 
 48 
 
 198 
 
 Applications by mail 
 
 
 
 281 
 
 Rejections by mail 
 
 
 
 49 
 
 It may be said in explanation of these figures that the employment de- 
 partment in this company had been installed but a comparatively short 
 time. Extensive reconstruction and reorganization had been begun before 
 the installation of the department, owing to the introduction of efficiency 
 standards, a change from piece rates to the bonus system of payment, and 
 other causes. For these reasons the number removed from the pay-roll, 
 transferred, and changed in rate is very high. However, only six months 
 earlier, before reorganization and reconstruction were begun, and when there 
 was no employment department, the number removed from the pay-roll 
 every month averaged 550. In order to maintain the force an equal number 
 were hired each month. Therefore, even under the stress of sweeping changes 
 in policy and methods, for which it was not responsible, the employment 
 department was able to reduce the number of monthly changes in the pay- 
 roll more than 30 per cent. 
 
ANALYZING THE MAN 197 
 
 The process of elimination having greatly simpli- 
 fied the problem, it remains to determine for which 
 of the few available positions the applicant is best 
 fitted. If the applicant is of moderate natural 
 abilities and attainments, and the available posi- 
 tions are comparatively simple in their require- 
 ments, the problem is not a difficult one. When, 
 however, the applicant is a man of unusual ability, 
 either latent or highly developed, and there are va- 
 cancies with high requirements, the fitting of the 
 man to his job often calls for a high degree of intel- 
 ligence and judicial capacity. Then it is that many 
 of the refinements of analysis and a careful inter- 
 pretation of the significance of the combination of 
 the nine variables in the individual come into play. 
 
 HOW THE PLAN WORKS 
 
 To many who pride themselves on being "prac- 
 tical" this no doubt seems theoretical and futile. 
 There is a feeling on the part of many able employers 
 that there is a subtle something about human beings 
 that defies analysis, and that the most carefully 
 planned and executed system of analysis is more 
 likely than not to miss altogether, while the 
 practical man who relies on his intuition makes a 
 good choice more frequently than does the scien- 
 tific analyst. Such a feeling is perfectly natural 
 and justifiable. Any mere theoretical system based 
 
198 THE JOB, THE MAN, THE BOSS 
 
 upon one or two or even four or five variables 
 would thus come to grief when put to the test. 
 But a system of analysis based not upon theory but 
 worked out as the result of years of practical ex- 
 perience, and taking into consideration not a few 
 things, but everything about a man, simply utilizes 
 scientifically the substance of the practical man's 
 intuitions, as he calls them, and in addition a great 
 deal of organized, classified, and verified knowledge. 
 Those who make careful use of this plan may, 
 and do, make occasional blunders, but they are not 
 guilty of glaring ones in fitting the man to his job 
 and to his environment. They do not place a ner- 
 vous, high-strung, sensitive, temperamental man 
 under a harsh, loud-voiced, unsympathetic, hard, 
 driving, superior executive. Since they can easily 
 determine the degree and quality of an applicant's 
 honesty, they have never yet given a gambler, a 
 man of great shrewdness and cunning, with a pas- 
 sion for money, deficient conscience, and weak will, 
 or a plain, deliberate crook, charge of cash. They 
 do not send a lazy, apathetic, unsociable, and easily 
 discouraged man out on the road as salesman. 
 They do not recommend the employment of crude, 
 coarse-textured, rough and ill-mannered men for 
 positions where they come constantly in contact 
 with a discriminating public. They do not put a 
 restless, volatile, eager, liberty loving, and intensely 
 
ANALYZING THE MAN 199 
 
 active individual into a job which ties him down to 
 a careful handling of minute details, monotonous 
 routine, and exasperating annoyances. They do 
 not recommend as an executive a man of weak per- 
 sonality or deficient sense of justice or unreliable 
 temper or a disagreeable aloofness of manner. Per- 
 haps it is not too much to say that selections very 
 much like these are not altogether unknown where 
 "practical" methods are in use. 
 
 Character analysis by the observational method 
 is not infallible; nor can it ever be infallible so long 
 as its conclusions must rest upon the fallible obser- 
 vations and judgment of mere human beings. But 
 in so far as observation can be trained by practice, 
 and in so far as judgment can be enlightened by 
 knowledge and experience, to just that degree can 
 the science of character analysis by the observa- 
 tional method be made a safe, sane, practical basis 
 for the selection, assignment, management, and 
 education of employees. 
 
CHAPTER X 
 
 THE BOSS 
 
 "I do not like thee, Dr. Fell. 
 The reason why I cannot tell. 
 But this I know, and know full well, 
 I do not like thee, Dr. Fell. 
 
 THE old rhyme expresses a common human 
 experience. We all have our likes and our 
 dislikes. We are attracted to some people 
 and repelled by others. We naturally harmonize 
 with some and are in a state of constant friction 
 and discord with others. 
 
 This principle of attraction or repulsion, har- 
 mony or discord operates not only among human 
 beings but is universal. Watch your dog as he 
 follows you on a tramp into the country. Notice 
 his behaviour with the other dogs he meets. As 
 soon as he sees some dogs his tail begins to wag and 
 within a few minutes they are friendly. He ap- 
 proaches other dogs growling, with his teeth show- 
 ing and his hair bristling. Observe carefully and 
 you will see the same likes and dislikes among 
 horses, cats, birds, and even insects. 
 
 200 
 
THE BOSS 201 
 
 The principle holds good in inanimate nature. 
 Some chemicals have a powerful affinity for each 
 other. Others are utterly unresponsive. Still others 
 are dangerous and explosive when brought together. 
 Musical tones may produce harmony or discord. 
 
 There are some likes and dislikes of ours that we 
 can explain. We dislike this man because he is 
 narrow and bigoted, and that man because he is a 
 braggart. We like one of our friends because he is 
 good-natured and diplomatic, and another because 
 he is charmingly deferential and courteous. But 
 many of our likes and dislikes are mysteries. They 
 are cases of Dr. Fell. 
 
 In a similar way, the uninformed man does not 
 understand the attractions and repulsions among 
 animals. He does not know just why chemicals 
 react to one another so differently. And he can 
 give no satisfactory explanation of the reasons for 
 harmony and discord in musical tones. 
 
 But, if the layman does not know why musical 
 tones produce harmony or discord, the musician 
 does. If the man in the street does not know why 
 chemicals behave toward one another as they do, 
 the chemist does. In like manner, if you cannot 
 tell why you do not like Dr. Fell, the thoughtful 
 observer and student of human nature can. If he 
 has seen both you and Dr. Fell, he knows before 
 you meet that you will not like the Doctor. 
 
202 THE JOB, THE MAN, THE BOSS 
 
 ANALYSIS REVEALS CAUSES OF INHARMONY 
 
 These phenomena of harmony and inharmony 
 are not accidents or coincidences. In a universe 
 where law is supreme nothing just happens. For 
 every effect there must be an adequate cause. 
 Since there are causes for Hkes and disUkes, analy- 
 sis can hunt them out, classify them, note their in- 
 dications, and safely predicate their operation. 
 With a knowledge of such causes, the observer and 
 thinker can work out a table of affinities as com- 
 plete, although perhaps not so definite and exact, 
 as a table of chemical aflSnities. 
 
 The practical value of such knowledge in employ- 
 ment is obviously great. So little are the perfectly 
 natural causes of harmony and discord between 
 individuals understood that we blame the man who 
 cannot get along with his superior, or perhaps the 
 superior who is always having trouble with his 
 men. It is perfectly human and largely excusable 
 for an executive to think that the employee he dis- 
 likes is inefficient, insolent, and insubordinate, or 
 that in some other perfectly indefensible way he is 
 to blame. And it is just as human and just as ex- 
 cusable for the employee to believe that the boss he 
 can't get along with "has it in for him," is jealous 
 of him, won 't give him a fair deal, and is ignorant, 
 unjust, and incompetent. No one knows better 
 than the employer how distressing and wasteful 
 
THE BOSS 203 
 
 are these feuds between executives, great and small, 
 and their men. 
 
 DESTRUCTIVE EFFECT OF INHARMONY 
 
 Few conditions throw sand into the bearings of 
 an industrial or commercial machine like inhar- 
 mony. The least of all wastes due to this cause is 
 the inability of the executive to arouse and inspire 
 to superior efforts the man who hates or despises 
 him. Worse than this are the slackening bonds of 
 discipline, the stirring up of negative, destructive 
 thoughts and feelings in both superior and subor- 
 dinate, the waste of energy in friction, misunder- 
 standings, and other causes of inefficiency. Even 
 worse in some respects than these effects is the fact 
 that the institution is being continually drained of 
 valuable human assets. If the executive dislikes 
 a man he eventually discharges him, and, by an un- 
 written law in most institutions, that man cannot 
 after that be employed in any department. And 
 yet every employer knows full well that many a 
 valuable man has been lost in this way. It is for 
 this very reason that executives, otherwise all but 
 impossible, have sometimes been retained in the 
 service because they have the faculty of tying their 
 men together and to themselves with cords of un- 
 breakable loyalty. 
 
 As this is being written, a great and disastrous 
 
204 THE JOB, THE MAN, THE BOSS 
 
 strike is in progress in some English cotton mills as 
 the result of friction between a foreman and his 
 subordinates. Every close student of industrial 
 history knows that such strikes are by no means 
 infrequent. The average employer throws his hu- 
 man chemicals together at random. He has no idea, 
 until he tries them out, whether they will mingle 
 in an efficient compound, or neutralize each other 
 and become inert, or form a corrosive poison that 
 will eat the vitals out of his business, or explode and 
 blow the whole organization into pieces so scattered 
 that they are difficult to reassemble. 
 
 WHO IS THE BOSS.? 
 
 The properly qualified and trained employment 
 supervisor, having determined the right man for 
 the right job, assigns him to the right boss. In 
 this classification, the word "boss" is used to des- 
 ignate the man's immediate superior, whether he 
 be general manager, manager, superintendent, de- 
 partment manager, chief clerk, head bookkeeper, 
 principal, foreman, gang-boss, or any other execu- 
 tive. This is the boss with whom the man must 
 work — must cooperate. The word boss, there- 
 fore, refers to the individual executive as distinct 
 from the management. 
 
 There are many elements to be considered in the 
 relationship between the man and the boss, between 
 
THE BOSS 205 
 
 the boss and his men. We have mentioned har- 
 mony, which is one of the most important if not 
 the most important. Harmony between the man 
 and the boss depends upon many things — among 
 them the proportion and nature of positive and neg- 
 ative elements of character in each. An extremely 
 positive boss will not work harmoniously with ex- 
 tremely positive or extremely negative men, and 
 conversely. This fact will be readily recognized 
 by any observant employer by a study of the fol- 
 lowing analysis of the two types : 
 
 POSITIVE OB DRIVING 
 
 NEGATIVE OK DRAWING 
 
 Keen 
 
 Mild 
 
 Quick 
 
 Deliberate 
 
 Domineering 
 
 Persuasive 
 
 Changeable 
 Impatient 
 Opinionated 
 Excitable 
 
 Constant 
 Patient 
 Teachable 
 Calm 
 
 The positive, driving type, if given men of his 
 own degree of positiveness, will arouse antagonism 
 and insubordination. The negative type, if given 
 men of his own disposition, will fail to arouse en- 
 thusiasm and stimulate action. Give the positive 
 boss men several degrees more negative than him- 
 self, and the negative boss men several degrees more 
 positive than himself, and the result is harmony. 
 
 One of the very best workmen we have ever 
 known, a man in whom the characteristics classi- 
 
206 THE JOB, THE MAN, THE BOSS 
 
 fied as "negative" predominated, we found suffer- 
 ing in his accustomed silence under the stinging 
 taunts of an executive of the extreme positive type. 
 And the executive was suffering almost as much as 
 his subordinate at the man 's extreme deliberation. 
 His calm, unruffled temper, his careful, methodical 
 ways drove his high-strung, erratic, excitable boss 
 almost to distraction. Upon our recommendation, 
 this man was transferred to a boss only a little more 
 positive than himself. The workman and both 
 bosses were delighted with the change, and a val- 
 uable man almost lost by discharge was saved to 
 the institution. 
 
 Another frequent cause of serious trouble is dif- 
 ference in degree of sensitiveness. The extremely 
 fine-textured, responsive individual often finds the 
 tactlessness and lack of delicacy of the coarse tex- 
 tured almost intolerable. 
 
 SOME CAUSES OF INHAEMONY AND THE METHOD OF 
 
 CURE 
 
 Narrow, bigoted, egotistical, and self-assertive 
 men will invariably clash. Each wants to be right 
 all the time and each takes the opposite view from 
 the other as a matter of course. The boss who is 
 deficient in sense of humour utterly fails to under- 
 stand and cannot endure the pleasantries of a sub- 
 ordinate who is full of jokes and pranks. The man 
 
THE BOSS 207 
 
 of dignity, seriousness, and solemnity is always an- 
 noyed by flippancy or a tendency to chaffing, es- 
 pecially on the part of subordinates. A college 
 president with no tolerance for student pranks is a 
 . good example. 
 
 Experience teaches the observant that differences 
 in nationality, in religion, in race, in various local 
 allegiances, and in other matters often render the 
 man and his boss incompatible. The boss whose 
 one idea is work, hard, unrelenting, never-tiring 
 work, often doing things in the hardest possible 
 way, will not understand or tolerate the man whose 
 ideal is efficiency, who seeks the best, easiest, and 
 quickest ways — with sufficient periods of relaxa- 
 tion. There are many possible causes of friction 
 and misunderstanding — more than could be enu- 
 merated. They depend somewhat upon the na- 
 ture of the business, the character of employees, 
 and the locality. It is the employment supervisor's 
 duty to study these and learn to provide against 
 them in the assignment of employees to foremen 
 and other executives. 
 
 The same considerations apply to a certain ex- 
 tent to the association of employees together. 
 
 The relationship between the man and his boss 
 is one of the most important as well as the most 
 difficult of all the factors in the employment prob- 
 lem. One executive whose records we examined 
 
208 THE JOB, THE MAN, THE BOSS 
 
 produced 62 units a week with a force of 122 men. 
 His successor, under precisely the same conditions, 
 and with the same grade of men, produced 123 
 units a week with 39 men — a net increase in ef- 
 ficiency of 620 per cent. In another case, a good 
 executive increased the output 163 per cent, when 
 given a force of men who were suited to his type. 
 The increase in harmony and in the quahty of prod- 
 uct was even greater, though not measurable in 
 percentages. These examples are typical. 
 
 No hard and fast rules for the solution of this 
 problem can be laid down. Knowledge of human 
 nature, sympathy, keen observation, alertness to 
 conditions, careful study of compatibilities, sane 
 common sense, sound, logical reasoning, good judg- 
 ment, and singleness of purpose on the part of both 
 management and employment department are the 
 best guarantee of efficient assignment of men and 
 bosses. 
 
 The practical procedure of this feature of the work 
 of the employment department is comparatively 
 simple. As rapidly as possible, the employment 
 supervisor interviews every executive in the organi- 
 zation. In these interviews many subjects are 
 discussed, bringing out various points of view, prej- 
 udices, and idiosyncrasies of the executives. The 
 real purpose of the interview, although they may 
 not know it, is to give the employment supervisor 
 
THE BOSS 209 
 
 an opportunity to make a careful analysis, and 
 thus to determine their characters and dispositions. 
 In these interviews employment supervisors have 
 found executives who frankly stated that they would 
 not tolerate Germans. Others have confessed a 
 similar prejudice against negroes, Poles, Italians, 
 Irishmen, etc. Frequently executives are found 
 who prefer men of some one nationality. Some 
 bosses prefer blonds; others prefer brunettes. A 
 little tact and patience brings out all these pref- 
 erences. 
 
 SOME SAMPLE ANALYSES 
 
 As the employment supervisor interviews and 
 analyzes each executive he makes notes which are 
 afterward crystallized into detailed and definite 
 instructions for his own guidance and the guidance 
 of each member of his staff, telling the kind of men 
 preferred by each executive as well as the pet aver- 
 sions of each. 
 
 The following sample instructions taken from the 
 records of an employment department show how 
 this is done : 
 
 FOUNDRY 
 
 Assistant Superintendent — A. 
 
 Requirements for men : 
 Quickness 
 Energy 
 
210 THE JOB, THE MAN, THE BOSS 
 
 Will get along well with almost any man. 
 
 Prefers Poles; second, Italians. 
 
 Thinks Greeks too good for foundry work. 
 
 PRODUCTION DEPARTMENT 
 
 Foreman — W. L. 
 
 Requirements for men : 
 Quickness 
 Keenness 
 Accuracy 
 Obedience 
 Good nature 
 Not too great sensitiveness. 
 
 DRILL PRESS DEPARTMENT 
 
 Foreman — H. 
 
 Requirements for men : 
 Obedience 
 Teachableness 
 Steadiness 
 English-speaking Poles, English-speaking Hungarians, 
 
 but no Syrians, Italians, or other foreigners. 
 Inexperienced farmer boys preferred. 
 
 SCREW MACHINE DEPARTMENT 
 
 Foreman — A. S. 
 
 Requirements for men: 
 Youth 
 
 Medium height 
 Muscular build 
 Americans preferred. 
 
 PLANER AND SHAPER DEPARTMENTS 
 
 Foreman — A. 
 
 Requirements for men : 
 Stocky, muscular build 
 
THE BOSS 211 
 
 Brunette colour 
 
 Germans or Poles preferred 
 
 Apprentices about 18 years old to start on drill presses. 
 
 TUEBET LATHE DEPARTMENT 
 
 Foreman — M. (Speaks German) 
 
 Requirements for men : 
 Slowness 
 Calmness 
 Dependableness 
 Carefulness 
 Patience 
 
 For larger machines, should weigh about 160 lbs. 
 For smaller machines, should weigh about 135 lbs. 
 Prefers Americans. 
 
 TRUCKING DEPARTMENT 
 
 Foreman — H. G. 
 
 Requirements for men : 
 Physical strength 
 Good sense of location 
 Good sense of direction 
 Good memory 
 
 Americans or foreigners intelligent enough to read and 
 write English 
 
 ERECTING DEPARTMENT 
 
 Foreman — Z. 
 
 Requirements for men: 
 Dependableness 
 Slowness 
 Steadiness 
 Reliability 
 Brunette colour 
 (Doesn't like nervous men). 
 
212 THE JOB, THE MAN, THE BOSS 
 
 IMPORTANCE OF THE BOSS 
 
 One of the most heart-breaking phases of employ- 
 ment work is the spending of time and money in 
 securing, analyzing, selecting, and assigning valu- 
 able employees, only to see them spoiled and their 
 usefulness to the organization all but ruined by an 
 incompetent boss. This, too, is often one of the 
 most difficult problems to solve. Business insti- 
 tutions are not ideal. Perhaps there are good rea- 
 sons why conditions which seem ideal from the 
 point of view of employment are not ideal measures 
 of business expediency. Whatever the cause, it 
 is often impossible to replace every undesirable and 
 incompetent executive with a desirable one. In 
 such cases the employment supervisor must make 
 the best of the situation — assigning employees 
 with all the wisdom at his command. Here, how- 
 ever, is a situation which will repay the most earn- 
 est study on the part of any management which 
 protects and sustains, for any reason, executives who 
 have a record of frequent changes in the personnel 
 of their departments, and complain that their work 
 suffers because they cannot secure or keep good 
 men. 
 
 However needful to select efficient employees 
 for the rank and file, it is far more needful to place 
 good men and women in authority, high and low. 
 An efficient executive can secure good results from 
 
THE BOSS 213 
 
 mediocre men; but an incompetent executive will 
 nullify the ability of the best of men. Napoleon 's 
 victory at Austerlitz was not because he had supe- 
 rior troops — nor was his defeat at Waterloo due to 
 inferior soldiers. Alexander's thirty thousand at 
 Issus were no better men than Darius' million — 
 the difference was between Napoleon in 1805 
 and Napoleon in 1815 — between Alexander and 
 Darius. 
 
CHAPTER XI 
 
 THE EMPLOYMENT SUPERVISOR AND HIS STAFF 
 
 THE success of any employment plan de- 
 pends largely upon the aptitudes, character, 
 and training of the employment supervisor. 
 A competent supervisor, well qualified for his work 
 by character and disposition, makes a fair success 
 even with a poor plan. A supervisor unfitted for 
 his work cannot succeed even with the best plan 
 that could be devised. In choosing an employ- 
 ment supervisor we seek first of all one who under- 
 stands people, sympathizes with them, and truly 
 loves his fellow-men. 
 
 UNDERSTANDING OF HUMAN NATURE 
 
 Some people are naturally good judges of human 
 nature. These can easily acquire the scientific 
 training necessary to convert fairly accurate guesses 
 into definite knowledge. We have selected and 
 installed employment supervisors who, within six 
 months, had so far supplemented their natural gifts 
 with special training as to make them excellent 
 judges of aptitudes and character. The man who 
 
 214 
 
EMPLOYMENT SUPERVISOR 215 
 
 understands people usually sympathizes with and 
 loves them. Because he loves to deal with them 
 and to come in contact with them, he is efficient 
 and successful. 
 
 SYMPATHY 
 
 We have looked on in admiration at the kindli- 
 ness, tact, and sympathy of a young employment 
 supervisor of but four or five months' experience as 
 he dealt with the complicated situations brought 
 before him for adjustment. His calm, unruffled, 
 gentle demeanour, his quick understanding of mo- 
 tives and emotions, and his scientific knowledge 
 as to how to deal with them straightened out tan- 
 gles and hard knots and adjusted differences and 
 difficulties. 
 
 An employment supervisor of this kind sets the 
 pace for his entire staff and is himself the spirit 
 of his entire department. The moment an appli- 
 cant or employee enters such a department he feels 
 that he is among those who understand him and who 
 are his friends. Not only employees in the rank 
 and file, but foremen, heads of departments, and 
 even higher executives soon get into the habit of 
 going to such an employment supervisor, not only 
 in the regular routine of business, but for counsel, 
 encouragement, and assistance in solving their prob- 
 lems. 
 
216 THE JOB, THE MAN, THE BOSS 
 
 TACTFULNESS 
 
 One who loves men and understands them will 
 usually have the quality of tactfulness and the fac- 
 ulty of putting others at their ease, but this is not 
 always the case. In the selection of an employ- 
 ment supervisor this quality is definitely considered 
 apart from any other. In order to judge men fairly 
 and accurately in all respects one must study them 
 when they are at ease and expressing themselves 
 naturally and normally. It is the practice of some 
 employers to summon applicants before them and 
 then, assuming a fierce expression and harsh voice, 
 to grill them unmercifully — a method which usu- 
 ally adds greatly to the employer's good opinion 
 of himself and his pleasure in his own performances, 
 but which is effective, too, in ehminating from 
 consideration all but the most brazen and thick- 
 skinned. That such applicants often turn out to 
 be deceivers and trouble makers, and therefore the 
 least desirable of all possible employees, is sufficient 
 commentary on this method. Since it is the con- 
 structive thought and feeling of workers we desire, 
 that employment supervisor is most efficient who 
 most successfully inspires such thought and feehng 
 in the employee from the moment he enters the 
 institution to make application for work. Further- 
 more, it is by tactfulness that confidence is gained 
 and harmonious relations begun. 
 
EMPLOYMENT SUPERVISOR 217 
 
 TEACHABLENESS 
 
 Having satisfied ourselves that our prospective 
 employment supervisor has these desirable intel- 
 lectual and social qualities, we next consider his 
 teachableness. 
 
 We have found it possible to accomplish almost 
 anything with a man who has a pliable, youthful 
 mind, no matter what his years, who has a broad 
 outlook on life, and who never seems to forget that 
 his sum of knowledge, be it little or great, is a mere 
 atom in the mass of what may be learned. When 
 we find a man who knows that new discoveries to- 
 morrow may render obsolete the highest wisdom of 
 to-day — especially his own — and who, therefore, 
 is not only receptive of but eager for more and 
 more truth, we are very hopeful of him, no matter 
 what maybe his other qualifications or lack of them. 
 An employment supervisor works with human 
 beings in whom there is constant variation. He is 
 applying the principles of a comparatively new sci- 
 ence to which additions are being made constantly. 
 He is likely to find himself dealing with subordinates 
 and associates who consider that they have learned 
 all that can be learned about their business. 
 
 For all these reasons, it is highly important that 
 an employment supervisor should not only be 
 teachable, but that he should be the kind of man 
 who will never lose this quality of teachableness. 
 
218 THE JOB, THE MAN, THE BOSS 
 
 JUDICIAL MIND 
 
 Sit for half a day in the office of a successful 
 employment supervisor and you will be impressed 
 with the essentially judicial quahty of his mind. 
 
 First, there comes an applicant desiring work. 
 The apphcant presents to the best of his ability 
 evidence of his fitness. In the candidate as he 
 stands there, the keen eye of the employment 
 supervisor sees elements of both fitness and unfit- 
 ness; he sees certain quahties which would fit the 
 apphcant for one kind of work, and other quahties 
 which would fit him for another. In addition to 
 these considerations, there may be recommenda- 
 tions from former employers, or even from foremen 
 or department heads in the organization who wish 
 the man employed in their departments. And so 
 there is presented in one form or another evidence 
 for the man, and evidence against him. 
 
 The employment supervisor weighs the evidence, 
 makes sure that he has not overlooked any of the 
 points, that he has accurate and definite knowl- 
 edge and not mere guesswork as his guide, that he 
 gives to each consideration its due weight, but not 
 too much weight, and that he reasons logically and 
 soundly to his conclusion. He either sends the 
 apphcant to some foreman or head of department, 
 with a recommendation, or tells him there is noth- 
 ing for him and why there is nothing. 
 
■•d 
 
 o 
 5 
 
 -d 
 
 O 
 
 
 _o a. 
 "a S 
 
 
 a 
 
 
EMPLOYMENT SUPERVISOR 219 
 
 Next comes a gang-boss with one of his workers. 
 They do not work peaceably together. The boss 
 says he wants to give the man every chance to do 
 his work and that he has exhausted his resources in 
 attempting to arrive at a basis of mutual under- 
 standing and harmony with him. The workman 
 says he wants to do his best and that he has tried 
 to be efficient and loyal, but maintains that the boss 
 is suspicious of him and unjust to him. The em- 
 ployment supervisor listens to them, one at a time, 
 hears both sides without prejudice, and renders his 
 decision. 
 
 Next comes a young man with a complaint 
 against his immediate superior. The employment 
 supervisor refuses to hear a word of it until he has 
 summoned the executive, so that the statement can 
 be made in his presence. By the time his superior 
 arrives the complainant has about decided that he 
 has nothing to say. 
 
 The employment supervisor makes it clear that 
 he is always ready to listen to and will encourage 
 frank statement and discussion of differences, but 
 that he will not permit tattling and tale-bearing. 
 
 In any mass of evidence there will be some ap- 
 parent contradictions. They are seldom real. By 
 careful checking they can almost always be har- 
 monized. A reliable judge will do this. The ju- 
 dicial mind, with its deliberate, sound judgment. 
 
220 THE JOB, THE MAN, THE BOSS 
 
 valuable at many other places in the business, is 
 perhaps most valuable in an employment supervisor. 
 
 KEEN OBSERVATION 
 
 As has already been pointed out, one of the most 
 difficult lessons for the average person to learn with 
 reference to human nature is that no one feature 
 or indication is sufficient basis for reliable judgment. 
 Everything about a man is significant of his char- 
 acter. No one thing tells the whole story, and the 
 only way to be certain of correct judgment is to 
 observe accurately and weigh carefully every indi- 
 cation. To do this one must have not only good 
 judgment but keen observation. Other things 
 being equal, we select for employment supervisors 
 those who have the keenest and most accurate powers 
 of observation. 
 
 Keenness of observation is partly inherent, but 
 no matter what the natural endowments of a man, 
 they must be painstakingly cultivated. And the 
 way to cultivate powers of observation for an em- 
 ployment supervisor is by practice, practice, prac- 
 tice — always checking up and verifying deductions 
 by subsequent behaviour of those selected. 
 
 The six requisites (understanding of human na- 
 ture, sympathy, tactfulness, teachableness, a judi- 
 cial mind, and keen observation) described in the 
 foregoing are inherent, fundamental, and indis- 
 
EMPLOYMENT SUPERVISOR 221 
 
 pensable in any employment supervisor. They 
 depend more upon natural endowment than upon 
 education. We have found any man having them 
 in goodly degree fairly well equipped for the posi- 
 tion. To these qualifications, however, it is wise 
 to add others by study and training. One of the 
 most important of these is a working knowledge of 
 the essential qualities required for each class of work 
 in the institution. Employment supervisors work- 
 ing under our plan acquire this knowledge by care- 
 ful study of duties, efficiencies, operations, and 
 other factors, by taking counsel with foremen, 
 heads of departments, and other executives, by con- 
 sulting with efficiency experts as to the best way of 
 doing each task and the requirements for doing it 
 in that way. 
 
 WOMEN AS EMPLOYMENT SUPERVISORS 
 
 A careful consideration of these seven qualifica' 
 tions will perhaps suggest to the discriminating that 
 women are especially fitted for the position of em- 
 ployment supervisor, and this we have found to be 
 the case. 
 
 In one institution, a young woman who has these 
 qualities in an unusual degree, with comparatively 
 little instruction from us, has organized an employ- 
 ment department of which she is the supervisor. 
 So resourceful and tactful has she been that she 
 
THE JOB, THE MAN, THE BOSS 
 
 has won the hearty cooperation and support of the 
 management, as well as the respect and confidence 
 of their store managers, salesmen, heads of depart- 
 ments, foremen, and other employees. Another 
 young woman, member of the staflf of an employ- 
 ment supervisor, carried the entire responsibility 
 for shop employment in an institution with 2,500 
 on the pay-roll. She was treated with the greatest 
 respect and deference by even the roughest and 
 coarsest labourers. More than any man in the de- 
 partment, she was able to gain their confidence. 
 In many cases her ready sympathies and quick, 
 womanly wit enabled her to adjust diJBBculties with 
 which the men could not cope. In other cases the 
 men brought to her personal and family troubles 
 that were handicapping them in their work, and 
 she was able, by the sound common sense of her 
 advice, to suggest practical solutions which were 
 often accepted. This young woman was able to 
 administer discipline effectively. She could speak 
 firmly and reprimand men in a way that would not 
 have been tolerated from a foreman or superinten- 
 dent, and it did them good. 
 
 Here, then, is a new field for women. Here also 
 is a suggestion to employers for careful considera- 
 tion when organizing employment departments. 
 
 The numerical strength of the employment 
 supervisor's staff depends largely upon circum- 
 
EMPLOYMENT SUPERVISOR 223 
 
 stances. In organizations employing only a few 
 men, the employment supervisor himself does all 
 the work, with the aid of a clerk and stenographer. 
 He may even occupy some other position. In a 
 small bank, the cashier performs the duties of em- 
 ployment supervisor. In some retail stores the 
 proprietor himself does the work. In a large or- 
 ganization employing upward of 5,000 men, the 
 employment supervisor has a staff of six. Of these, 
 four interview applicants, attend to adjustments 
 and transfers, standardize requirements for posi- 
 tions, and in general assist the employment super- 
 visor in his dealings with employees. One handles 
 the correspondence, and one takes care of the files 
 and records. 
 
 SELECTION OF EXECUTIVES 
 
 In the actual work of interviewing it is customary 
 for the employment supervisor himself to select 
 and assign department heads and other important 
 executives. In the selection of men for the highest 
 positions in the organization he acts in an advis- 
 ory capacity to the general manager, president, or 
 board of directors, as the case may be. Perhaps 
 none of his functions is more important than this 
 of selecting executives and higher officials. 
 
 The executive sounds the keynote in his depart- 
 ment, so that it becomes a reflection of his person- 
 
224 THE JOB, THE MAN, THE BOSS 
 
 ality. Competent, efficient executives who think 
 and feel constructively, and who inspire construc- 
 tive thought and feeling may easily build up any 
 business institution. It is a thankless and almost 
 fruitless task to select a force of reliable and effi- 
 cient workers in the lower ranks when those in offi- 
 cial chairs are unreliable and inefficient. Too many 
 employment supervisors have wasted their time 
 and energy in trying to build up an ideal organiza- 
 tion from the bottom. The place to begin is at the 
 top. 
 
 Those employment supervisors are most success- 
 ful who begin by securing the cooperation of the 
 management, help to select executives and depart- 
 ment heads who are efficient and trustworthy; 
 then cooperate closely with them to build up the 
 desired quality in the rank and file. 
 
CHAPTER XII 
 
 SOME FUNCTIONS OP AN EMPLOYMENT 
 DEPARTMENT 
 
 THE functions of an employment department 
 vary according to the size, location, char- 
 acter, and organization of the institution in 
 which it is installed. Some departments exercise 
 a very wide range of functions, covering practically 
 all relations between employer and employees. 
 Others are more restricted in their scope. But 
 there are certain functions common to all. These 
 we shall discuss in this chapter. 
 
 RECOMMENDS FOR EMPLOYMENT 
 
 It is not the function of the employment depart- 
 ment arbitrarily to employ and discharge help. It 
 is important to bear in mind that the employment 
 supervisor does not give orders to executives and 
 their employees; that his function is to secure 
 information, classify knowledge, and make recom- 
 mendations for action. 
 
 The employment department, having determined 
 just what kind of employees are wanted in the or- 
 
 225 
 
226 THE JOB, THE MAN, THE BOSS 
 
 ganization, makes use of its knowledge and equip- 
 ment in securing the very best available people, 
 analyzes and classifies these applicants scientifi- 
 cally, and recommends them for employment ac- 
 cording to their fitness. 
 
 Human beings for the most part are easily led, 
 and it is not hard to persuade them to accept com- 
 petent assistants. It is exceedingly difficult, how- 
 ever, to drive them. The average executive is not 
 only willing but glad to have a good man recom- 
 mended to him by even a mediocre employment 
 supervisor, but he rebels, and rightly, when he has 
 men forced upon him, no matter how good they are 
 or how expert the employment supervisor. 
 
 REASSIGNS AND READJUSTS 
 
 Rarely is it our privilege to install an employ- 
 ment department in a brand-new organization at 
 the very inception of its work. That would be the 
 ideal way, for then every worker in the organiza- 
 tion would be scientifically chosen. In the great 
 majority of cases, employment departments are 
 installed in organizations where other methods 
 have been in use for longer or shorter periods. The 
 department, therefore, finds practically all positions 
 filled when it begins its work. Some of these posi- 
 tions may be filled with competent and efficient 
 men; others not. 
 
AN EMPLOYMENT DEPARTMENT 227 
 
 It is a function of the employment department 
 to make readjustments as rapidly as possible. 
 Generally we find that most employees can be 
 saved to the organization by transferring those 
 who are misfits to places where they fit. As al- 
 ready indicated, it has been found best to make 
 these transfers and readjustments gradually, and 
 as occasion arises. 
 
 In handling human beings, under any conditions, 
 the lessons of political, industrial, and commercial 
 history teach plainly enough the truth that changes 
 must be brought about by a process of evolution, 
 rather than by a sweeping revolution, if best re- 
 sults are to be obtained at least expense. 
 
 The advantages gained by institutions and in- 
 dividuals as the result of this process of readjust- 
 ment and transfer are sometimes very great. In 
 one institution, for example, we found a super- 
 intendent of one of the factories who held his posi- 
 tion because he was a brother-in-law of the general 
 manager. Very soon after the department began 
 its work there, the superintendent came in and re- 
 quested an interview. In straightforward sincer- 
 ity he confessed that, although his intentions were 
 good, he was a failure as superintendent. 
 
 "My men think a lot of me," he said, "and 
 would do anything for me. With such backing I 
 ought to be making a star record. But I can 't get 
 
THE JOB, THE MAN, THE BOSS 
 
 details into my head. In spite of all I can do, I 
 keep on making blunders — some of them pretty 
 bad. I tell you, I am nervous and scared all the 
 time for fear one of my mistakes may get somebody 
 killed or blow up the shop. I'm in the wrong job 
 as superintendent." 
 
 The man was absolutely right. He was splen- 
 didly qualified in many ways but had so little ca- 
 pacity for details that it would be hard to imagine 
 a poorer choice for superintendent of a factory. 
 At our suggestion he was transferred to the sales 
 department, where he has made a gratifying rec- 
 ord. 
 
 On one of our great railroads a young man who 
 was marking time and making only mediocre suc- 
 cess as stenographer in the traffic manager's office 
 was transferred to the purchasing department. 
 There he speedily proved his special aptitude for 
 that kind of work. Within a comparatively few 
 years, and while still very young, this former stenog- 
 rapher became purchasing agent not only for this 
 railroad but for all associated lines. His superiors 
 and associates tell us that he is without question 
 one of the most efficient railway pm-chasing agents 
 in the country. 
 
 In Cleveland, Ohio, we found a young man work- 
 ing as a common mechanic upon heavy, coarse 
 machinery. He was discontented, unhappy, and 
 
AN EMPLOYMENT DEPARTMENT 229 
 
 doing only just enough work to hold his job. In 
 fact, his foreman was only waiting for a good op- 
 portunity to let him go. Seeing fine mechanical 
 and executive ability in the young man, we recom- 
 mended his transfer to a department where he could 
 work on light machinery, with fine tools, and where 
 an element of beauty entered into his work; also 
 that he be made understudy to the foreman. The 
 change was accordingly made, and as a result the 
 young man awoke, became ambitious, threw him- 
 self heartily into his work, and astonished his su- 
 periors. To-day he is part owner and general 
 manager of a prosperous automobile factory. 
 
 In every institution where ordinary methods of 
 employment have been used there will be found 
 some employees who are either unfit for any class 
 of work in that particular institution or, because 
 of serious mental, moral, or physical deficiencies, 
 utterly unfit for employment in any capacity. It 
 is the function of an employment department to 
 eliminate such people from the organization as 
 rapidly and with as little friction and trouble as 
 possible. For those who might be good assets in 
 a concern doing some other kind of work it is often 
 easy to find openings. A well-conducted and suc- 
 cessful employment department soon becomes 
 known to other business concerns. Letters and 
 telegrams from them are constantly coming in 
 
230 THE JOB, THE MAN, THE BOSS 
 
 asking for reliable men who perhaps do not fit in 
 the organization where the employment department 
 is, but who would be valuable in some other line of 
 business. 
 
 HANDLES MISFITS 
 
 Building up an ideal organization is slow work. 
 Indeed, since every organization must be composed 
 of faulty and imperfect human beings, the ideal is 
 always just out of reach. It is never possible to 
 fill every position with the man who has all the stand- 
 ard requirements, or to eliminate from the organi- 
 zation all undesirables. Besides, there is no profit in 
 discharging an unfit employee only to fill his place 
 with one equally or even more unfit. We have 
 sometimes retained men in important positions 
 long after it had been decided to remove them, while 
 we were looking for just the right men to fill their 
 places. The need in all such cases is to shift unde- 
 sirables to positions where they will be least ob- 
 jectionable and to place them under such restric- 
 tions and supervision as will leave them with the 
 least opportunity for doing harm. 
 
 PROVIDES UNDERSTUDIES 
 
 Human affairs are subject to change. Even the 
 best and seemingly the most reliable executive or 
 other employee may die or resign or be promoted. 
 
AN EMPLOYMENT DEPARTMENT 231 
 
 In such cases employers often find themselves 
 greatly embarrassed. The more valuable the em- 
 ployee, as a general rule, the more difficult it is to 
 find a successor. While the place is vacant, often- 
 times the employer suffers serious loss. 
 
 It is the function of an employment department 
 to provide against such emergencies. The best 
 way to do this, from every point of view, is to see 
 that every important employee in the organization 
 has a competent understudy. 
 
 There is always less friction in making a change 
 when a man is promoted from within the organiza- 
 tion. Such a man understands the policies, the 
 traditions, the ideals, and the methods of the house. 
 He knows and understands his associates, subordi- 
 nates, and superiors. If he has been an under- 
 study, he understands the duties of the particular 
 position to which he is promoted and assumes 
 them without delay, without an expensive period 
 of "learning the ropes," and without a moment's 
 groping takes hold of obscure but important de- 
 tails of the position. 
 
 The effect upon the spirit of other employees is 
 important. "I wish you would tell me what is 
 the matter with my men," one employer said to us. 
 "They are well paid. Their hours of labour are 
 short. I do my best to treat them kindly and con- 
 siderately. And yet they are discontented, un- 
 
232 THE JOB, THE MAN, THE BOSS 
 
 grateful, and most of the time almost in a state of 
 mutiny. What is the trouble ? ' ' 
 
 It required only a short investigation to find the 
 trouble. On three different occasions within a year 
 some important and desirable position had become 
 vacant. On each occasion the men expected that 
 one of their own number would be promoted. 
 Notwithstanding his good intentions, and notwith- 
 standing the fact that he had men in his own or- 
 ganization who could have filled the positions 
 creditably, this short-sighted manager had brought 
 in people from the outside. 
 
 In contrast with this is the case of an organiza- 
 tion where we did some work. Here we found that 
 every man in an important executive or staff posi- 
 tion had been promoted from the ranks, and that in 
 twenty years only one man had been brought in 
 from the outside to fill a position of authority and 
 responsibility. 
 
 It used to be a very common thing for employers 
 to hire stars away from other organizations by offer- 
 ing them fabulous salaries. This practice has fallen 
 more and more into disuse as one after another 
 of these high-priced acquisitions has proved to be 
 a losing investment. While other managers are 
 purchasing star players from other teams at from 
 five to twenty thousand dollars each, and then 
 paying them big salaries, "Connie Mack" (Corne- 
 
AN EMPLOYMENT DEPARTMENT 233 
 
 lius McGillicuddy) chooses his players from among 
 college boys and amateurs. He doesn't pay a cent 
 for their release, and they are only too glad to start 
 in at moderate salaries. But Connie Mack knows 
 men. He can see in a young man the aptitudes 
 which, with proper training, will make him a world's 
 champion pitcher or catcher, and he knows how to 
 give that kind of training. 
 
 SECUBES DESIRABLE APPLICANTS 
 
 Just as Connie Mack and other successful base- 
 ball managers have their scouts scouring the country 
 for promising material, so an efficient employment 
 department is always alert and aggressively seek- 
 ing desirable men, principally within the organiza- 
 tion, but in general wherever they are likely to be 
 found. These prospective captains, managers, and 
 generals are analyzed, their abilities are carefully 
 studied, and the analysis, together with other useful 
 information, is kept for reference in the files of the 
 employment department. The longer such a list 
 is and the more carefully it is kept, the more valu- 
 able it becomes. 
 
 KEEPS RELIABLE AND ADEQUATE RECORDS 
 
 One of the most important of all the functions 
 of an employment department is the keeping of 
 records. The spirit of the age is scientific. Con- 
 
234 THE JOB, THE MAN, THE BOSS 
 
 elusions are based not upon personal opinion, not 
 upon hearsay, not upon mere guesses or estimates, 
 but upon accurate and reliable exact knowledge. 
 
 What does it cost to operate an employment de- 
 partment? Its records show. What is the finan- 
 cial benefit to the organization of an employment 
 department.!^ The records give the answer. What 
 is the value of this man? Should he be trans- 
 ferred, or promoted, or demoted, or discharged? 
 What is his record? What has been his perform- 
 ance, his deportment? What is the value of this 
 executive's opinion of his men? His opinions are 
 recorded and on the same record are shown the 
 actual performances of his men. How do they 
 agree? How accurately do the employment super- 
 visor and members of his staff analyze applicants, 
 and how wisely do they select, assign, and transfer 
 employees? Here are their analyses in the records, 
 and here are the showings of the employees. How 
 do they compare? What percentage of employees 
 selected by the employment department prove to 
 be well fitted for their positions and eflBcient in 
 them? Consult the records. 
 
 The records of the employment department are 
 thus a guide for the future work of the department 
 and a reliable measure of its efficiency. They afford 
 a scientific basis for dealing with each employee. 
 They show the trend of the whole organization. 
 
AN EMPLOYMENT DEPARTMENT 235 
 
 They are a valuable source of study to the employ- 
 ment supervisor and his staff, ripening and perfect- 
 ing their understanding and practical application 
 of the principles upon which employees are ana- 
 lyzed. If desired, the general manager and other 
 executives may have on their desks, daily, weekly, 
 or monthly, a report showing the number of em- 
 ployees hired, promoted, transferred, or increased 
 in compensation during the period covered, to- 
 gether with such other information as occasion re- 
 quires. In this way they may keep fully informed 
 regarding the employment situation. 
 
 ADJUSTS DIFFERENCES AND HEARS COMPLAINTS 
 
 Every employee is given to understand that he 
 may come freely to the employment department 
 and state his grievances, if he has any, and that 
 every case of inefficiency, discontent, inharmony, 
 and misunderstanding will be decided only upon 
 the evidence and always with a desire to be 
 just. 
 
 In an institution where an employment depart- 
 ment had been installed, a foreman noticed that 
 one of his best workers was becoming careless. The 
 man, who had always been accurate and reliable, 
 committed one blunder after another. Day by 
 day these became more frequent and more exasper- 
 ating. He remonstrated with the man, at first 
 
236 THE JOB, THE MAN, THE BOSS 
 
 kindly, then more sharply, but tlie man did not im- 
 prove. Then the foreman warned him two or three 
 times, and finally returned him to the employment 
 department. The department investigated and 
 found that the man's wife had been ill for many 
 weeks, and that he had been losing sleep while he 
 sat up and nursed her night after night. He was 
 reprimanded for not reporting the ease to the em- 
 ployment department at the beginning. The com- 
 pany 's nurse was sent to the home and the man 
 given a vacation on full pay to recuperate. In a 
 few days the man returned to work with his former 
 efficiency. Thus a valuable asset was saved to the 
 company and the psychical effect, not only upon 
 this one man but his fellow-workers, was worth 
 many times the cost. This incident illustrates 
 one of the most important functions of an employ- 
 ment department — namely, the care of the health 
 of employees. 
 
 GIVES MEDICAL EXAMINATIONS — SUPERVISES 
 SANITATION 
 
 In every department there is a medical division 
 under the direction of a competent physician, who 
 gives either all or part of his time according to the 
 size of the institution and character of work done. 
 It is the duty of this physician, when called upon, 
 to examine applicants before they are finally recom- 
 
AN EMPLOYMENT DEPARTMENT 237 
 
 mended. The department maintains such emer- 
 gency and other hospitals as may be needed; keeps 
 close supervision over the health of all employees 
 and over sanitation in the offices, factories, and 
 stores of the concern; and also in the homes of em- 
 ployees; supplies competent nurses, who are often 
 far more important than physicians, and gives 
 instruction to all employees in regard to hygieno 
 and sanitation. 
 
 SUPERVISES "WELFABE WOKK" 
 
 Night schools, training classes, apprentice 
 schools , musical, literary, and athletic clubs within 
 the organization; lunch rooms, rest rooms, enter- 
 tainments, dances, games, sports, safety, insur- 
 ance, loans, pensions, and all other such features 
 of what is known as welfare work or social better- 
 ment among employees are most efficiently cared 
 for by the employment department. When a de- 
 partment is organized under the direction and 
 supervision of a properly selected and trained em- 
 ployment supervisor, all these activities are left 
 to his discretion. 
 
 In short, it is the function of the employment 
 department to compile all necessary data and, 
 working from these data as a basis, to do every- 
 thing possible to build up an ideal organization 
 such as we have pictured in Chapter II. 
 
238 THE JOB, THE MAN, THE BOSS 
 
 SEEKS COOPERATION OF MANAGEMENT 
 
 In all its functions the employment department 
 proceeds with the knowledge that it cannot stand 
 alone. To be successful it must have the support 
 and hearty cooperation of the management and of 
 every other department in the organization. Its 
 work must be made a definite part of the policy of 
 the concern. This, as we have before indicated, is 
 sometimes one of the hardest tasks the employment 
 department has to perform. 
 
 It often happens that some department head has 
 excellent reasons of his own for opposing the use of 
 scientific methods. In one case where we were 
 installing an employment department, an important 
 official refused to cooperate with us, would not 
 even see us, blustered and slammed his receiver 
 up in our face when we tried to talk to him over 
 the telephone. Afterward we met the gentleman 
 quite by accident and had an opportunity to look 
 him over. It was immediately and abundantly 
 clear why he had violently resisted the presence on 
 the general manager 's staff of any one who was re- 
 puted to be able to read character. In the ordi- 
 nary course of business, a few weeks later, we were 
 requested to report upon a number of executives 
 in the organization. This man 's name was on the 
 list. We were obliged to advise an immediate in- 
 vestigation of his department. The investigation 
 
AN EMPLOYMENT DEPARTMENT 239 
 
 followed, and such serious inefficiencies and ir- 
 regularities were found that the organization was 
 speedily relieved of this executive. 
 
 It is not always necessary, however, to take such 
 drastic action. 
 
 Securing the cooperation of the management of 
 any institution is frequently difficult but seldom 
 impossible. However, it requires patience, tact, 
 courage, good nature, persistence, and, above all, a 
 true and genuine desire to render service to the or- 
 ganization. In many cases the employment de- 
 partment has received the sincere and enthusiastic 
 cooperation of the management from the very be- 
 ginning. In such cases the work is a pleasure, and 
 the results obtained more than justify our most 
 sanguine expectations for the application of scien- 
 tific methods to employment. 
 
CHAPTER XIII 
 
 THE ART OF HANDLING MEN 
 
 THERE are two distinct factors in the 
 successful handling of men: First, the 
 boss, or executive; second, the workers, 
 or subordinates. 
 
 SELF-MASTERY 
 
 No man can ever hope successfully to handle 
 other men who cannot first master himself. 
 
 Some examples will illustrate : 
 
 There is a type of man who is often found in a 
 position where he has charge of others who is him- 
 self personally inefficient. He is careless. He is 
 thoughtless. He is hot-headed and emotional. 
 He constantly makes errors. He loses and mislays 
 things. He procrastinates. And for all these 
 inefficiencies he holds himself blameless and shoul- 
 ders the responsibility upon his subordinates. No 
 one ever knows where to find him or how to please 
 him. He is as whimsical as a spoiled child. When 
 pleased he is honeyed of speech and extravagant in 
 praise. When displeased he is erratic, unjust, and 
 
 240 
 
THE ART OF HANDLING MEN 241 
 
 vindictive. He makes promises lightly which per- 
 haps at the moment he expects to fulfil. But he 
 quickly forgets them. This man and every one 
 with whom he comes in contact are at the mercy of 
 his emotions. His intellect, will, and sense of jus- 
 tice are all subordinate to the way he "feels." 
 
 Another type is the self-centred man who meas- 
 ures every one by his own erroneous conception 
 of himself. In a position of authority he sets him- 
 self up to be adored and worshipped. He is ex- 
 tremely jealous of his authority, wants to "know it 
 all," and resents suggestions from any one, prob- 
 ably fearing that to accept them will lower him in 
 the estimation of others. This man is usually pre- 
 judiced, narrow, and bigoted, and in dealing with 
 others assumes a patronizing air. In rendering 
 decisions he is apt to show the most unexpected 
 pettiness. 
 
 Another, unsuccessful in the highest meaning of 
 the term, is the unsympathetic, harsh, exacting, 
 unforgiving, relentless man who attempts to rule 
 others by fear. Fear, like brute strength, is one of 
 the crudest weapons possessed by mankind. Fear 
 always engenders hatred. So the man who is feared 
 invariably has the hatred and contempt of others. 
 
 None of these types is successful in handling 
 men. There are many others, and some of them no 
 doubt will be suggested by those we have described. 
 
242 THE JOB, THE MAN, THE BOSS 
 
 There are certain qualities of character which ap- 
 peal to all mankind. The individual who possesses 
 them can handle others without difficulty. 
 
 SENSE OF JUSTICE 
 
 At the head of the list we place a keen sense of 
 justice. In the broad sense of the term, a sense of 
 justice includes honesty, the disposition to give 
 the square deal, integrity, truthfulness, and the 
 ability to weigh all the evidence before rendering a 
 decision. No matter how untruthful and dishonest 
 a man may be, he invariably respects one who is 
 truthful and just. 
 
 A young man was once heard to remark as he 
 was leaving his superior's office, " He is the whit- 
 est man I ever knew." "Why?" inquired one of 
 his associates. "Did he reinstate you?" "Rein- 
 state me? No, he fired me. But he talked to me 
 like a father." 
 
 DEPENDABLENESS 
 
 Scarcely less indispensable than a keen sense of 
 justice is the quality of dependableness, stead- 
 fastness, or constancy. In speaking of his chief, 
 a man once said: "He is the most dependable man 
 I have ever known. Day after day, no matter 
 what the circumstances, he is the same considerate 
 and gentlemanly fellow that you see to-day. He 
 
THE ART or HANDLING MEN 243 
 
 never makes promises that he does not keep, and 
 in all the years I have worked for him I have never 
 known him to lose his temper." Perhaps no 
 quality in an executive gives greater confidence 
 to his subordinates than to know that when he 
 appears in the morning he will greet them with a 
 pleasant and responsive smile, and that under all 
 circumstances they will know exactly what to 
 expect from him. 
 
 COURAGE 
 
 Successful dealing with others sometimes re- 
 quires great courage. It takes courage to admin- 
 ister rebuke even when the offender richly deserves 
 it. It takes courage to refrain from being extrav- 
 agant in one's praise when some kindly act has 
 been directed toward one's self. But perhaps 
 courage is required most of all to admit that one is 
 wrong. And so, third on our list of desirable 
 qualities of character, we place courage. 
 
 SYMPATHY AND LOVE 
 
 Even the most unresponsive and callous indi- 
 vidual is mellowed when convinced that you are 
 genuinely interested in him and his welfare. The 
 quality of human sympathy is indispensable in 
 dealing with others. We often criticise others 
 harshly and unjustly, largely because we are un- 
 
244 THE JOB, THE MAN, THE BOSS 
 
 able to put ourselves in their place. One of the 
 cardinal principles in salesmanship is to secure 
 the name of the customer and remember it so as to 
 address him by name when next you meet him. 
 This is only one indirect way of showing the qual- 
 ity of friendly interest and sympathy. 
 
 Very closely akin to sympathy is the quality of 
 love. One almost hesitates to use the term, so 
 greatly has it been misused. There is a sloppy 
 sentimentality current among some types of busi- 
 ness men which is pure afifectation. Its use is 
 greatly to be deplored. Even an animal knows 
 whether or not you are fond of it. We know a 
 sociable little kitten who looks over every guest 
 that comes into the house, and never once has she 
 committed the blunder of making overtures to 
 any one who does not like cats. One is naturally 
 drawn to those who have in their hearts a sincere 
 love of humanity and who express that love, 
 not in extravagant and endearing terms, but in 
 acts of genuine kindness and affection. 
 
 During a strike on a street railway line, one of 
 the officials, who had temporarily taken up his 
 residence in a downtown hotel, observed that one 
 of his Irish foremen was also stopping at the same 
 place, and no matter where the official went it 
 seemed that big Mike was always near him. After 
 a few days he said to the man: "Mike, I know 
 
THE ART OF HAJ^DLING MEN 245 
 
 that your salary isn't big enough for you to af- 
 ford to Uve at this hotel. What are you doing 
 here, anyway?" By means of considerable ques- 
 tioning he persuaded Mike to confess: "Well, sir, 
 ye see thim Dagos threatened to git ye and I 
 thought I'd better be handy." That incident hap- 
 pened many years ago, but even to-day this official 
 cannot mention Michael Flaherty without a mist in 
 his eyes. 
 
 TACTFULNESS 
 
 We have known men to possess all of the desir- 
 able qualities we have mentioned and yet fail of 
 the greatest success because they lacked the tact- 
 fulness necessary to handle a difficult situation. 
 There are those who are so dynamic that their 
 words are like sledge-hammer blows, and when 
 with the best intentions they administer a repri- 
 mand they are often surprised to find that they 
 have utterly paralyzed the activities of their work- 
 ers. It requires both courtesy and tactfulness to 
 deal successfully with others. 
 
 TEACHABLENESS 
 
 Our list of desirable human qualities would be 
 far from complete if we omitted teachableness. 
 There is none so wise but that he may learn from 
 others. We have known many executives who 
 
246 THE JOB, THE MAN, THE BOSS 
 
 were not above the average in ability who scored 
 great successes because they were open-minded 
 and had the happy faculty of securing suggestions 
 of value from their workers. 
 
 UNDERSTANDING OF PEOPLE 
 
 Supplement the foregoing human qualities with 
 an understanding of character and you have the 
 man who can handle others. An efficiency expert 
 made up from time studies a schedule for a given 
 workman. He went to his worker and explained 
 to him that he had made up a very easy schedule, 
 allowing twenty-four minutes in which to com- 
 plete each piece. Said he: "Now you can make 
 one in twenty -four minutes or you can beat it," 
 meaning of course that he could easily make the 
 piece in less than the allotted time. The work- 
 man received the explanation in silence, and a few 
 minutes after the efficiency man had gone he went 
 to his foreman and asked for his time. "But why 
 are you quitting?" insisted the foreman. "Well, 
 you know that eflSciency man. He came around 
 a little while ago and said that I could either make 
 a pinion every twenty-four minutes or get-to-hell 
 out of here." This incident is significant. More 
 inharmony and friction between men result from 
 misunderstanding than from any other one cause. 
 
 Each individual is in many respects like others, 
 
THE ART OF HANDLING MEN 247 
 
 and a general policy or a given attitude will, in a 
 measure, fit all; but each individual also has his 
 peculiarities and in some particulars is different 
 from every one else. So the man who expects to 
 deal with all men in the same manner cannot hope 
 to be more than a partial success. 
 
 There is a type of man who is wholly unable to 
 reason logically. He reaches his conclusions by 
 intuition and decides every question in the light 
 of self-interest. He is found among all grades of 
 men, from the lowest to the highest. We have 
 seen executives waste hours trying to reason this 
 type out of his decision and then grow furiously 
 angry when the man failed to respond. Under- 
 standing of the man alone will save one the humil- 
 iation of expecting from another what he is unable 
 to give. We do not grow angry when a deaf man 
 fails to hear us. We observe his infirmity and 
 take different measures from sound to communi- 
 cate with him. When a man lacks the power of 
 reason or lacks any other human trait, we should 
 observe his deficiency and use measures in dealing 
 with him that do not require the exercise of the 
 deficient faculty. 
 
 There are many other human traits that are 
 admirable and lovable that go to make up the all- 
 around, well-developed man, and which contrib- 
 ute to success. But the man who possesses in 
 
248 THE JOB, THE MAN, THE BOSS 
 
 strong degree a keen sense of justice, dependable- 
 ness, courage, sympathy, love, tactfulness, cour- 
 tesy, teachableness, and an understanding of 
 human nature, will be more than an ordinary 
 success. 
 
CHAPTER XIV 
 
 EDUCATING EMPLOYEES 
 
 IT IS characteristic of an age of machinery that 
 the average employer of yesterday should re- 
 gard his employees largely as fixed values, ca- 
 pable perhaps of some increase in efficiency through 
 improved methods, but fundamentally unchange- 
 able and unchanging until they begin to wear out. 
 If the employer of large numbers of men was con- 
 scious of the fact that they were capable of growth 
 and development, he gave very little evidence of 
 this consciousness until recently. 
 
 We have known employers who paid $10,000 a 
 year to an expert to train their horses, or $5,000 a 
 year to a dog trainer, but not one cent for the train- 
 ing and education of the men and women upon 
 whose ability and efficiency they depended for 
 success in business. We have heard the heads of 
 corporations complain bitterly that it was impos- 
 sible to find men capable of filling their ten, fifteen, 
 and thirty thousand dollar a year positions. Yet 
 these same corporations have had thousands of 
 men in their employ for more than a quarter of a 
 
 249 
 
250 THE JOB, THE MAN, THE BOSS 
 
 century, and have left their development into extra- 
 ordinary ability wholly to chance. So obsessed 
 are some otherwise intelligent employers by the 
 machine idea of man that we have seen them resist 
 stubbornly a proposition to invest so little a sum 
 as $25 each in the education of a picked class of 
 their employees, and this when the employees were 
 sufficiently interested and ambitious to be willing 
 to invest $25 each of their own money in the tui- 
 tion. We have seen employers reluctantly con- 
 sent to spend a few dollars on the organization of 
 a class for study of some special educational fea- 
 ture; then turn over the class to the employees 
 themselves, giving nothing of their moral support 
 and personal attention to the success of the ven- 
 ture. This is the type of employer who after- 
 ward insists against all argument that it is a waste 
 of money to establish classes for employees — he 
 has tried it and he knows. 
 
 BUSINESS INSTITUTIONS AS SCHOOLS 
 
 With the rapid growth of industry, with the 
 unprecedented increase in the size of our manufac- 
 turing and commercial institutions, and in the 
 number of men employed, with the excessive empha- 
 sis which has been placed upon machinery and 
 other equipment, upon methods and system, it is 
 not surprising that employers have overlooked the 
 
EDUCATING EMPLOYEES 251 
 
 fact that in their employees they have unguessed 
 resources of mental and psychical wealth-produc- 
 ing power waiting only for development. It is 
 not surprising that they have until very recently 
 failed to grasp the possibilities for development of 
 individual capabilities in the relationship between 
 employer and employee. Certain great minds have 
 perceived this truth in comparatively recent years. 
 Educational work done in the institutions they 
 dominate has demonstrated that not even in our 
 best schools and colleges have we so effective an 
 opportunity for education as in our commercial and 
 industrial institutions. 
 
 It is the modern idea in education that we learn 
 best by doing, that there is greater development of 
 better quality achieved through the intelligently 
 guided and instructed work of the hands than 
 through the study of books or listening to lectures 
 alone. This is one principle underlying the Monte- 
 sorri Method, manual training, vocational training, 
 farm and industrial schools, and other of the newer 
 methods of education which have been found suc- 
 cessful. 
 
 Many employers not only fail to avail themselves 
 of the possibilities of growth in their employees by 
 means of special classes, but utterly neglect the 
 benefits to be derived from instruction of the 
 employee in connection with his own work. For 
 
252 THE JOB, THE MAN, THE BOSS 
 
 example, in one institution coming under our 
 notice, the sixty-five foremen were ordered to install 
 and apply the bonus system of compensation to 
 employees. When the attempt to enforce this 
 order failed it was found that sixty-two out of the 
 sixty-five foremen did not know what the bonus 
 system was, much less what were its workings and 
 results. While it is not always possible or desir- 
 able to enlighten employees as to the "inside" rea- 
 sons for issuing certain orders and adopting certain 
 policies, as a general rule people do far better work 
 when they know just what they are doing and why. 
 The effect of a very little kindly instruction in this 
 respect has often proved remarkable. 
 
 "man or machine — WHICH.''" 
 
 A careless pipe-fitter was returned to the employ- 
 ment department by his foreman. He had been 
 "called" and warned repeatedly, but still his work 
 was unreliable, and now he was sent back to the 
 employment department for discharge. The em- 
 ployment supervisor talked with the man, asked 
 him a few questions, and learned that he had little 
 conception of the purpose and importance of the 
 work entrusted to him. His foreman was called in 
 and both men were given a vivid word picture of 
 what happened, perhaps a thousand miles away 
 from the factory, when pipe-fitting was defective 
 
EDUCATING EMPLOYEES 253 
 
 in the company 's product. Not only did the work- 
 man go back to his work with an inspiration that 
 made him more accurate and careful thereafter, 
 but the foreman, with this object lesson before 
 him, by the same kind of careful instruction im- 
 proved the efficiency of several others in his depart- 
 ment. 
 
 In this same factory, the employment supervisor 
 encountered a man who had been working for 
 twenty years making one small part, not knowing 
 where it fitted into the finished product. It may 
 be true, as some critics have observed, that the man 
 was lacking in imagination and initiative or he 
 would have taken the pains to learn for himself. 
 And yet that his employer was even more to blame 
 is evidenced by the fact that when the fascinating 
 story of that little piece of machinery was told by 
 the employment supervisor the old man almost 
 wept with emotion, and thereafter what had been 
 dull routine work became almost a religious rite 
 with him. 
 
 Stand a man before a machine ten hours a day, 
 simply feeding in material, turning handles, and 
 pulling levers. The work requires no thought, no 
 particular skill, no originality, no initiative. There 
 are certain definite movements for the man 's hands, 
 just as there are for the cogs and levers of the ma- 
 chine. As he stands there day after day, the man 
 
254 THE JOB, THE MAN, THE BOSS 
 
 feels that he is but a slave of the machine, that to- 
 morrow some inventor may design an attachment 
 that will do his work more swiftly and more ac- 
 curately than he. The machine will eventually 
 wear out and be tossed upon the scrap-heap. The 
 man knows that he, too, will eventually wear out 
 and be tossed upon the scrap-heap. Is it strange 
 that so many feel that they are slaves to the machine 
 and grow discontented, embittered, and ready for 
 riot or revolution.? But let that man's employer 
 educate him to understand the machine and its proc- 
 esses, so that he can devote his thought, his orig- 
 inality, his initiative to the improvement of that 
 machine or to the invention of a new one that will 
 displace it altogether, and what a different point 
 of view he has. He is no longer slave but master 
 of the machine. He rises superior to it, because by 
 the exercise of thought he can improve or even re- 
 place it. This thought is developed in a masterly 
 way by Al Priddy in his book, "Man or Machine 
 — Which.?" 
 
 Institutions where employees are thus educated 
 and where suggestions from them are made wel- 
 come and, when found worthy, are rewarded, have 
 proJBted greatly by reason of improvements sug- 
 gested by employees. But they have profited even 
 more by the psychical and educational effect of the 
 sense of mastery thus produced. 
 
EDUCATING EMPLOYEES 255 
 
 We have already mentioned the great and too 
 often unused educational and inspirational value 
 of the history, policies, traditions, and ideals of 
 the organization. An efficient employment depart- 
 ment never loses sight of the truth, in every phase 
 of its work, that its supreme duty is to secure for 
 the institution, not the large bones and muscles 
 and weight-lifting strength of men, but their high- 
 est and best constructive thought and feeling. 
 
 ADAPTING EDUCATION TO THE INDIVIDUAL 
 
 In educational circles we are hearing more and 
 more of the cry that instruction must be adapted 
 to the individual. We are learning that it is waste- 
 ful and inefficient to put every child through the 
 same ironclad routine of school work. The prin- 
 ciple is sound, and is nowhere more thoroughly 
 understood than in an employment department 
 organized upon the basis of the plan we are pre- 
 senting. Supplementing education of the general 
 character already suggested in this chapter and in 
 special night and day classes of various kinds, the 
 employment department instructs each employee 
 upon two very important phases of his relationship 
 to the organization. First, each employee receives 
 careful instruction as to the standard requirements 
 of his particular position. His duties are definitely 
 outlined for him, and the quahfications he must 
 
256 THE JOB, THE MAN, THE BOSS 
 
 possess and develop for their most efficient per- 
 formance are stated. He is given specific instruc- 
 tion as to his own mental and physical equipment 
 with reference to these qualifications, and how he 
 may develop and improve it. In various ways, 
 according to his type, he is encouraged and stimu- 
 lated to live up to the standard set for him. Sec- 
 ond, he is carefully taught what line of promotion 
 will best fit his particular case and how best to fit 
 himself to grow into more and more responsible 
 and better paid service. 
 
 In general, it is the purpose of the department 
 to give every man work that will keep him stretch- 
 ing upward to do it — a job just a little bigger 
 than he is ; so that he has before him always an in- 
 centive to grow up to his opportunities. Fear of 
 punishment must frequently be used, no doubt, to 
 drive a man out of the depths, but only hope of 
 reward can lead him up to the heights. 
 
 There is no greater natural resource than the 
 latent intellectual and psychical force of our people. 
 Largely because we have left the development of 
 these possibilities to chance or to charity, we strug- 
 gle to-day against an incredible inertia of ineffi- 
 ciency. Because we have left these fertile fields to 
 grow up to weeds or to be cultivated by the igno- 
 rant or the designing, we are sometimes frightened 
 when we awake to the menace of a harvest of class 
 
EDUCATING EMPLOYEES 257 
 
 struggle and revolution. Only through wise and 
 scientific education and development of our workers 
 shall we overcome these threatening tendencies in 
 our body politic, and begin to utilize for ourselves 
 and for the race the unmeasured latent aptitudes of 
 man applied intelligently to the infinite resources 
 of the universe. 
 
CHAPTER XV 
 
 VOCATIONAL GUIDANCE 
 
 THE problem of better methods of employ- 
 ment and more harmonious relationship 
 between employer and employee is of such 
 acute and immediate importance that it takes form 
 in the minds of many thoughtful people as an im- 
 minent crisis in human affairs. And yet it is only 
 a part of a still broader and still more insistent 
 problem. A very great deal of the mischief of 
 unfitness of man for his job is done before the young 
 person presents himself for employment. Parents 
 and teachers, groping in the dark, have long been 
 training natural born artists to become mechanics, 
 natural born business men to become musicians, 
 and boys and girls with great aptitudes for agri- 
 culture and horticulture to become college pro- 
 fessors, lawyers, and doctors. 
 
 The waste of splendid human talent, amounting 
 in some cases to positive genius, as a result of the 
 obstinacy of parents, the out-of-date traditionalism 
 of our schools, and the utter ignorance of both, is 
 distressing. In our experience, covering a dozen 
 
 258 
 
VOCATIONAL GUIDANCE 259 
 
 years of careful investigation and the examination 
 of many thousands of individuals, we have seen 
 so much of the tragedy of the misfit that it seems 
 at times almost universal. The records of one thou- 
 sand persons taken at random from our files show 
 that 763, or 76.3 per cent., felt that they were in 
 the wrong vocations. Of these 414 were thirty-five 
 years old or older. Most of these, when ques- 
 tioned as to why they had entered upon occupa- 
 tions for which they had so little natural aptitude, 
 stated that they had either drifted along lines of 
 least resistance or had been badly advised by par- 
 ents, teachers, or employers. 
 
 HOW TALENT GOES TO WASTE 
 
 We knew a wealthy father, deaf to all pleas from 
 his children, who spent thousands of dollars upon 
 what he thought was a musical education for his 
 daughter, including several years in Europe. The 
 young lady could not become a musician. The 
 aptitude for music was not in her. But she was 
 unusually talented in mathematics and appreci- 
 ation of financial values, and could have made a 
 marked success had she been permitted to gratify 
 her constantly reiterated desire for a commercial 
 career. This same father, with the same obsti- 
 nacy, insisted that his son go into business. The 
 young man was so passionately determined to 
 
260 THE JOB, THE MAN, THE BOSS 
 
 make a career of music that he was a complete 
 failure in business and finally embezzled several 
 thousand dollars from his employer in the hope of 
 making his escape to Europe and securing a musical 
 education. Here were two human lives of marked 
 talent hopelessly ruined and wasted by a well-in- 
 tentioned but ignorant and obstinate parent. 
 
 A few years ago a young man was brought to us 
 by his friends for advice. He had been educated 
 for the law and then inherited from his father a 
 considerable sum of money. Having no taste for 
 the law and a repugnance for anything like office 
 work, he had never even attempted to begin prac- 
 tice. Having nothing definite to do, he was be- 
 coming more and more dissipated, and when we 
 saw him first had lost confidence in himself and was 
 utterly discouraged. "I am useless in the world," 
 he told us. "There is nothing I can do." At our 
 suggestion, he was finally encouraged to purchase 
 land and begin the scientific study and practice of 
 horticulture. The last time we saw him he was 
 erect, ruddy, hard-muscled, and capable looking. 
 Best of all, his old, petulant, dissatisfied expression 
 was gone. In its place was the light of worthy 
 achievement, success, and happiness. He told us 
 there were no finer fruit trees anywhere than his. 
 Such incidents as this are not rare — indeed, they 
 are commonplace. We could recount them from 
 
VOCATIONAL GUIDANCE 261 
 
 our records in great number. But every observant 
 reader can supply many from his own experience. 
 
 THE VOCATIONAL MOVEMENT 
 
 It is a crime that thousands of young men and 
 women should be encouraged, every year, to enroll 
 in schools where they will spend time and money 
 preparing themselves for professions already over- 
 crowded and for which a large majority of them 
 have no natural aptitudes. A prominent physician 
 tells us that of the forty-eight who were graduated 
 from medical school with him, he considers only 
 three safe to consult upon medical subjects. In- 
 deed, so great is the need and so increasingly serious 
 is it becoming, as our industrial and commercial 
 life grows more- complex and the demand for con- 
 servation and efficiency more exacting, that pro- 
 gressive men and women in our universities and 
 schools and elsewhere have undertaken a study of 
 the vocational problem and are earnestly working 
 toward a solution of it in vocational bureaus, vo- 
 cational schools, and other ways, all together com- 
 prising the vocational movement. 
 
 Roger W. Babson, in his book, "The Future of 
 the Working Classes: Economic Facts for Em- 
 ployers and Wage Earners," says: "The crowning 
 work of an economic educational system will be 
 vocational guidance. One of the greatest handi- 
 
262 THE JOB, THE MAN, THE BOSS 
 
 caps to all classes to-day is that 90 per cent, of the 
 people have entered their present employment 
 blindly and by chance, irrespective of their fitness 
 or opportunities. Of course, the law of supply and 
 demand is continually correcting these errors; but 
 this readjusting causes most of the world's disap- 
 pointments and losses. Some day the schools of 
 the nation will be organized into a great reporting 
 bureau on employment opportunities and trade 
 conditions, directing the youths of the nation — 
 so far as their qualifications warrant — into lines of 
 work which then oflFer the greatest opportunity. 
 Only by such a system will each worker receive the 
 greatest income possible for himself, and also the 
 greatest benefits possible from the labours of all, 
 thus continually increasing production and yet 
 avoiding overproduction in any single line." That 
 the main features of the system suggested by Mr. 
 Babson are being made the basis of the vocational 
 movement is one of the most hopeful signs of the 
 times. 
 
 FACTORS OF THE VOCATIONAL PROBLEM 
 
 The vocational problem consists: first, of the 
 need of accurate vocational analysis; second, of the 
 need of wise vocational counsel; third, of the need 
 of adequate vocational training; fourth, of the need 
 of correct vocational placement. 
 
VOCATIONAL GUIDANCE 263 
 
 It is obvious that the vocational problem cannot 
 be adequately solved by dealing with pupils or 
 clients in groups or classes. It is a definite, spe- 
 cific, and individual problem. Group study is inter- 
 esting and instructive, but alone does not give 
 sufiicient knowledge of individual peculiarities and 
 aptitudes. It is obvious from the foregoing analy- 
 sis of the vocational problem that it is practically 
 identical at all points with the problem of scientific 
 employment. Just as the highest efficiency of the 
 employment department depends upon accurate 
 analysis of the job and of the man, so the highest 
 usefulness of the vocational bureau or vocational 
 expert depends upon complete and exact knowledge 
 of the requirements in different lines of endeavour, 
 and the ability to analyze human nature accu- 
 rately. It is obvious that wise counsel cannot be 
 given, adequate training cannot be prescribed, and 
 correct placement is impossible until these analyses 
 have been properly made. 
 
 The child or adult of unusual ability, with well- 
 marked inclinations, and strong in the fundamentals 
 of character, is never difficult to analyze, counsel, 
 train, or place. If given an opportunity to gain 
 knowledge and freedom in the exercise of choice, he 
 will almost surely gravitate into his natural line 
 of work. He is not the real problem of the voca- 
 tional expert. But the vast majority of children 
 
264 THE JOB, THE MAN, THE BOSS 
 
 are average or even mediocre. They show little 
 inclination toward any study or any work. They 
 have weaknesses of character that will inevitably 
 handicap them no matter what vocation they enter. 
 They are the real problem. There is another class, 
 almost equally distressing. They are the people 
 who are brilliant, who learn easily, and who are 
 so adaptable that they can turn their hands to 
 almost anything. They are usually so unstable in 
 temperament that it is difficult for them to persist 
 in any one kind of endeavour long enough to score a 
 success. 
 
 METHODS OF ANALYSIS IN USE 
 
 The need, in dealing with these problems, for 
 some more reliable guide than the young person's 
 inclinations and preferences has deeply impressed 
 itself upon those engaged in vocational study and 
 vocational work. They are earnestly seeking to 
 find or to develop some better way. To this end, 
 we have the questionaire, by which it is thought to 
 bring out between the hues, as it were, the partic- 
 ular aptitudes and disposition of the subject. 
 And this method is not without its advantages. 
 We have also psychological tests. These are of 
 fascinating interest and have yielded some valuable 
 results. Some vocational workers use the psycho- 
 logical tests and some do not. Even those who are 
 
VOCATIONAL GUIDANCE 265 
 
 most enthusiastic for them admit that they are com- 
 plicated, that they require expensive apparatus 
 and specially trained examiners, and that even the 
 best results obtainable cover a very narrow field in 
 the character and aptitudes of the subject. 
 
 KIND OF METHOD NEEDED 
 
 The present need is for some uniform, readily 
 applicable, inexpensive, and comprehensive method 
 of analysis. The advantages of such a method are 
 immediately apparent: First, its uniformity would 
 permit the making of records for comparison, cover- 
 ing a very wide range of subjects, environment, and 
 vocations. Second, even the simplest classifica- 
 tions which are readily learned and easily applied 
 by the inexpert would yield tangible and measur- 
 able results and would be far better than the pres- 
 ent unstandardized and wholly unscientific meth- 
 ods. Third, were such a uniform method adopted 
 and made a part of the vocational work of our 
 Y. M. C. A.'s, our social settlements, our public 
 schools, our colleges and universities, and other 
 institutions; were uniform records to be made and 
 every subject analyzed, followed up, and his career 
 studied, we should within one generation have data 
 from which any intelligent, analytical mind could 
 formulate a science of human analysis very nearly 
 approaching exactitude. Fourth, as the result of 
 
266 THE JOB, THE MAN, THE BOSS 
 
 the application of such a uniform method, the 
 principles of humau analysis would rapidly become 
 a matter of common knowledge and could be taught 
 in our schools just as we to-day teach the principles 
 of chemical, botanical, or zoological analysis. 
 
 In the industries the scientific selection, assign- 
 ment, and management of men have yielded in- 
 creases in efficiency from 100 to 1,000 per cent. 
 The majority of people thus dealt with were 
 mature, with more or less fixity of character and 
 habits. Many of them were handicapped by iron- 
 clad limitations and restrictions in their affairs 
 and in their environment. What results may be 
 possible when these methods, improved and de- 
 veloped by a wider use, are applied to children, 
 with their plastic minds and wonderful latent pos- 
 sibilities, we cannot even venture to forecast. 
 
 THE END. 
 
THE COUNTRY UFE PRESS 
 GARDEN OTY, N^ Y,