Management Engineering Volume 1-2 (Paperback)

This historic book may have numerous typos and missing text. Purchasers can usually download a free scanned copy of the original book (without typos) from the publisher. Not indexed. Not illustrated. 1922 edition. Excerpt: ...who does so much to fix the conditions of labor and living in that mill is at the same time strongly shaping the oncoming generation. He does not will it so; it is so. Whether a benevolent autocrat, a callous plutocrat, or H true democrat at heart, he stamps something of his-character upon the very children of his employees. When I think of service work in a mill, therefore, I think of it not merely in the narrowest sense of the word, as an aid to production and profits. In the final analysis it has to meet the further and higher test of whether it also produces better men and profits the community. Service work must be the organized expression of the duty of those who lead toward those who arc molded by leadership. I am not afraid to admit this external and immaterial aim for a phase of factory management. The type of management which cannot produce goods profitably and still keep high aims will probably fail anyway, no matter how unworthy its purposes. Decent efforts Illfiy palliate a failure; alone, they never cause one. More ' Mr. Greene, although as yet only 41 years old, has: i substantial business record. As the second son of Stephen Greene, one of the founders _of the Lockwood. Greene 8: Co. interests, and an international figure in textile "mnigfimcnt, he apparently had an easy career cut out for _him but h, "'" hi BWYS. So to speak. in other cominnies before accepting rcents5P1 5" bilities in the business founded by his father. Following his 81'ad"3h?" from Brown University, he studied for a year at the Philadelphia THU " School. worked as an operative for a year in the Naumlzeafl Mm 3' Salemand then established n textile supply house under the name of Greens & Cm. which is still.