. Locomotive engineering : a practical journal of railway motive power and rolling stock . ilful manwho has displayed no executive ability andan inferior mechanic who lias the faculty himself, and he was constantly taking thetools out of mens hands to show themhow to do work. When orders for a setof machines came in, he would send direc-tions to the different shops to have theparts turned out; but when he began thefitting up of the machines he would findparts wanting that belonged to the firstoperations and parts ready that would notbe wanted for days. By personal pushand energy he tried to tu
. Locomotive engineering : a practical journal of railway motive power and rolling stock . ilful manwho has displayed no executive ability andan inferior mechanic who lias the faculty himself, and he was constantly taking thetools out of mens hands to show themhow to do work. When orders for a setof machines came in, he would send direc-tions to the different shops to have theparts turned out; but when he began thefitting up of the machines he would findparts wanting that belonged to the firstoperations and parts ready that would notbe wanted for days. By personal pushand energy he tried to turn out the ma-chines as quickly as the other foremandid ; but he never succeeded, simply be-c?.use he lacked executive ability—as themen said, he never could see beyond hisnose. His native energy made him popu-lar with his employers for years; butenergy in the long run falls behind goodmanagement. By plodding steadily along, watchingevery point and keeping his men steadilyat work. Brown moved forward, until heis now general manager of the works in the drawing office, and. Copyrighted by A. A. (Ireen THE BURLINGTON S NO, Different Kinds of Ability. We listened a short time ago to twomaster mechanics discussing the methodsthey followed of promoting their work-men to higher positions. One said: Ialways give the most skilful man thepreference. When my foremen consultme about promoting a man to be a gangboss. I say, Set up the man who can dothe best job. The foremen have pro-tested at times against taking the best ma-chinist out of the toolroom to put him incharge of a pit; but I say that it is onlyfair that the best man should have thepreference and that promotion is the onlyreward we can give a man for acquiringmore manipulative skill than the otherworkmen. Besides, he knows that a jobis properly done, and inferior workmenare kept up to the scratch. When I want of managing men, I choose the latter everylime. This conversation sent us mentally insearch of examples, a
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Keywords: ., bookcentury1800, bookdecade1890, booksubjectrailroa, bookyear1892
