Hardware merchandising September-December 1919 . seemed better than the goods. The most important cause of Smiths presentdistress is that he is essentially a small store the proof is that his personal program isjust the same now that it used to be. He spendsnine-tenths of his time in the front of the store,where he really acts as a floor-walker, meetingpeople, directing them to different departments,and having a general supervision over that partof the business. Not an Executive He is not an executive; he is a store super-visor. When his business was small and was runon two or three se
Hardware merchandising September-December 1919 . seemed better than the goods. The most important cause of Smiths presentdistress is that he is essentially a small store the proof is that his personal program isjust the same now that it used to be. He spendsnine-tenths of his time in the front of the store,where he really acts as a floor-walker, meetingpeople, directing them to different departments,and having a general supervision over that partof the business. Not an Executive He is not an executive; he is a store super-visor. When his business was small and was runon two or three settled ideas, he succeeded, be-cause all he had to do was to supervise the carry-ing out of these ideas. But as the manager of alarge store, his duties are quite different. Theyare largely questions of finance, of planningbroadly, of constantly developing new ideas, andof picking the subordinates to carry out thoseideas. As a careful and honest supervisor, Smithwould be a success. As a broad executive, heis a faiure. The Shoe on the Other Foot!. TEU VOL1 WHAT ILL DO OF W0K.£YIN6 ABOUT MY OWNSALN^-yoy DO THE W0K£.Y/NG6UA(^MTEE MZ AAY SALARYE\IEK) IF loon SAlAfclES HELPTo PAY IT- HlfcE ME ASMAMAfiEfl AAJD ILLStUl THEpeoRTs
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Keywords: ., bookcentury1900, booksubjectbu, booksubjectimplementsutensilsetc
