14. Work of the committees.—The work which forms the basis of each committee discussion must be in harmony with the purpose of each committee. The following will be suggestive in showing the funda mental problems which, in some form or other, must be considered : 1. Routine work and report of progress.
2. New designs and inventions.
3. Cost reductions and economy.
4. Plans to standardize products.
15. Special types, divisional and departmental.— One of the great problems of railroad management is to overcome the difficulties imposed upon it by the great distances which separate the operating depart ment from the source of control. To look after the details of operation of any railroad four or five thou sand miles long would be beyond the capacity of any general manager. Accordingly, the operating terri tory is generally divided into districts and its manage ment put in the hands of subordinates. The division may be long or short, according to circumstances. For example, the Pennsylvania Railroad station in Philadelphia is the head of the Philadelphia division, but the average length of the divisions of this same line east of Pittsburgh, outside the big cities, is 150 miles. That the details of a territory as large as this may be managed, considerable power must be vested in some local authority. The divisional superinten dent, under this type of management, is therefore a man of importance.
No matter. how capable a man the superintendent may be, he cannot be an expert in several directions. If he is a good operating man, he is likely to be un fitted for the work of a civil or mechanical engineer. Hence the rise of a departmental type of management, in which the operating superintendent confines his work to his specialty, e., to the operation of the trains, and is aided by experts in mechanical and civil engineering. Under this departmental management the divisional superintendent does not have absolute control over all activities. For example, if two en gines are to be repaired and the division superin tendent wishes the work done at once, he must first take up the question with the superintendent of motive power, who is an expert in such matters. The latter officer, however, not being connected with the local division staff, after having considered the advisability of the repairs, would then refer the matter to the mas ter mechanic who is located in the division superin tendent's territory.
Before the recent discussions on the subject of busi ness efficiency became so general, there were three types of management, and this classification to cover the whole field in a much broader way than the more recent ones. These types were the traditional type, the transitory type and the functional type of man agement.
It will not be necessary to discuss the first two types, because they cover in a general way the kinds already described. The boss, military or strenuous types of management would fall under the tradi tional plan. When this plan has been improved upon by the adoption of more systematized methods, the type is spoken of as transitory. The third type, or the functional, has been described above. Since these three types embrace all the others we may briefly re view their characteristics and see their contents more clearly if we study the following synopsis as it applies to the stores department.
H. Work planned ahead.—Perhaps the broadest contrast between the functional type arid other types is in the planning of all the work for each workman ahead of time. The principle by which this kind of management gains control of the operating elements is that of planning completely the proper execution of the work before a single move is made. A route sheet showing the names and order of all the operations which are to be performed is made out, and instruction cards are clearly written for each operation period. Requisitions on the stores department showing the kind and quality of the materials and where they should be moved, and the list of proper tools for doing the work in the best way, are prepared for each opera tion and the very best methods for performing each operation are determined in advance and embodied in the instructions. , 17. Shape the man, to the organization.—Shape the man to the organization, not the organization to the man. A wise policy dictates that the best men should be placed at the head to plan and organize the work for less able men. When exceptional men assert them selves they should not be allowed to break down the machinery and do the work single-handed, but they should at once be given important positions where, by constructive work, they can strengthen that ma chinery. In fact, it is to such exceptional men that the rule applies with special force, "Let no man be come indispensable." If he does, the organization collapses with his exit. Instead of building up the company, he ruins it. The notable tendency of our time, in accord with which successful individuals have incorporated their undertakings, thereby voluntarily subordinating themselves to their ideas, shows that the really big men recognize this impersonal nature of organization. The method of the efficiency engineer is distinct, not because it enumerates new principles, but because it applies in greater detail and in a more systematic way principles which are well established and in universal use.
18. The primitive type for small firms.—The most primitive form of management and the form which is still the most efficient in small matters is found in those cases where the owner carries "his office in his hat." This primitive owner or foreman performs each one of the functions of management. He plans the work of the office, he digs up the information he needs, he pro vides the necessary machines and materials, and he hires and instructs his workmen. When the establish ment grows beyond the capacity of one head, some or all of these functions must be delegated to others. The owner hires a draftsman, a bookkeeper and a fore man, and lets the latter hire and instruct the work men. As the work increases other departments are added as needed, and the organization becomes more complex. Permanent progress in this world is, after all, a process of evolution, not revolution. Steadily from generation to generation the efficiency of manu facture, of agriculture, of transportation and of all the many other activities which form a part of our com plex civilization, has increased. And since our methods are still far from perfect, we may look for ward to similar or even- greater progress in the fu ture.