Industrial Progress and Human Economics

by James Hartness

This is to be found in some of the industries in which originally there was an opportunity for the worker to have a keen interest in his work. Mention is made of this situation as it comes about with certain stages of development of the manufacturing processes. It is unfortunate and something that the engineers and managers should endeavor to eliminate.

We have very few of such industries in Vermont; they can broadly be classed as undesirable industries. The fact that there are such industries should not in itself drive us from the scheme of working by which men specialize. We should, however, see to it that the degree of repetition of operation goes only to the beneficial extent. Our greatest trouble in Vermont has been the wasteful scattering of each man's energies over a variety of tasks.

Competition with the outer world makes it absolutely necessary that we use our energies in the most effective manner; that most effective manner is the one by which through repetition and experience we acquire skill and ability. The important matter to decide is the degree to which we can specialize. This degree varies with the work and the individual. To an alert and active mentality routine work becomes drudgery, while to the opposite type, mental work is annoying. In an industry, men gradually fit in with the most suitable work. Each man's job should be one that is best for him.

Nothing has been said thus far regarding the invention of new forms of articles to manufacture, or of new methods of machinery for manufacturing articles. These elements and many others are necessary in order to complete a successful plant, but the fundamentals embraced in a statement regarding the habit-action of man represented by special ability and skill acquired by experience, and the habit-action of the group acquired in the same way, constitutes a measure in determining the way at ninety per cent of the cross roads in industrial progress. Anyone undertaking the creation of a new organization or the management of a going concern must grasp these facts.

The value of experience, if acquired in an industry where such fundamental principles have been recognized, should be given the highest rating. Experience, however, in an industry where the energies of men were not most effectively employed and where there was not a recognition that the effective employment of man's energies require a general development of mind and body up to the man's capacity, cannot be counted as wholly good unless, through force of purpose, there is the strength to adopt a new path.

^*INDUSTRIAL MANAGEMENT.

^*A revision of material originally under title of Human Factor in Works Management by James Hartness, published by McGraw-Hill Publishing Co., New York.

The navigator in preparing for a voyage carefully examines each of his instruments. He must know the present error of his chronometer and its rate of change, and its general reliability as indicated by its past record. He must also know errors in his compasses for each point, and he should have the fullest information regarding the degree of reliability of every other means on which his success depends; and, last but not least, he must accurately determine his starting-point or point of departure.

In taking up the subject before us we will do well to follow his example.

In doing so, our task will be to examine two principal elements: one, the means on which we depend for interpreting the information that is available; and the other, the source and character of the information.