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-