Image provided by: SEIU Local 503; Salem, OR
About The Oregon state employee. (Salem, Oregon.) 1944-195? | View Entire Issue (Oct. 1, 1949)
12 M good-will, teamwork and freedom of . speech. These successful leadg M j f men have also found that by over coming the employees’ fear of the boss, fear of criticism, of doings the wrong thing, Q being fired, et cetera, they receive in return a cheerf ulywill- ing and efficient helper. Surtimarizing from this company’s report, J which ap pears in the I.C.S. magazine, “ Trained Men” for September-October, 1949, we quote, “As a> result of this survey we can arrive at only one conclusion.- If you have already encouraged in formality in dealings with your men, you should be complimented for your good sense and diplomacy. If not, and they feel compelled to call you “ Mis ter,” it might be the kindest thing youVcotild do for them if |g>u .would ask them to start -using your first name.” I . Ford C. Faulkner, chief of standaras, Northwestern Leather company, has recently written a message to admin istrators on labor problems from which we quote excerpts j as follows: “ The old days apparently are gone forever and we have entered the por tals of an era where labor re^a ^ M pay the leading role in rthis^fgreat drama of busine^l We »Tfeve reached a point in business where application of the Golden Rule will R S | | ¡ B I I Taith of our workers, and this^is' where business executives are f a i l i n g - t o e cause. In dealing .with labor, I ha||e| found square dealing to be the key stone of success. If you view your workers with suspicion, you will find that you are a suspicious character. If you treat them fairly and honestly, you will^find that the little problems will disappear altogether and that the big ones willybe ironed out by frank ’ discussion. “ In solving some of the perplexing problems that Confront management today, it is necessary to abide by a few common-sense Incite the worker into your office to discuss the problem. Don’t , leave him sta n d in g - offer him a chair and call him by his first name. Inject personality info^the picture. 2. Offer him a smoke -and make him feel atease. 3. If he has a family inquire into its health. Let him know you are interested in' him as a citizen and not just as a laborer. 4. sTart the discussion by asking him what solutions he might offer and then present your own ^et him feel that he has been a paramount factor in solving the problem. If he is wrong, igbdWfirm advice will u s u a l » , S e a r up the difficulty and you w iW rarely "find that it is necessary to be come tough. Modern labor doesn’t h a v ^ i to be piikhed jag a y d —they c*an be talked to intelligently.” Dr. Burleigh B. Gardner, exe^ rye ‘ director, Social Research, Inc., in vfrit- ing on H H R ffi^txexeci^l^ s in ’ ad- v an ® offers the following as the necessary personal traits of successful executives: 1. They must havej Is^cin for achievement, not a hankering for personal glory. 2. They must be able to organize efficiently and h a ^ the ability "to take seemingly isolated events and facts and see relationships that may tie them to geto gj 3. They must be d e c isi» ^ b u M & w H d o ^ not mean gi n ck and. f i n rapid fire succession—but rather to come to ^ a decision after ;consid^ ^ ^ s<5jgrjM alternative courses of action. 4. F irm W ness of conviction; mental and « n o tional alertness. 5. Awareness of im mediate realities, and a practical, im mediate and direct approac|| to prob- I lems.” The above are but a few of many Jfryn B S B u s which have coftie' to the writer’s attention, and clearly indicate a new. g e n e S trend in think ing among industrial leaders and a greater realization of the values of the “human touch” in dealing with their employees. When one 'bears in mind that industry, is highly compeWive and is fired by “ profit incentives,” the im port of their wisdom in creating a new apprcMBSto personnel' - ries considerable weight. State Policies on Personnel Matters Prior to Civil Service in Oregorgj there were very few established poli-^ cies for dealing with employee rela tions, but { ^ y ^ e re numerous policies dictated by the<:se^ ^ departments and agencies for tiiei^O|^t¿employees. About the only point to be made from ^tiljsjfcast history is that since 1945 H B R H Service) the state has »i'made more progress in treating its em-
