As agents of good citizenship these unions could well be a power for good to the community by becoming schools in Americanization and in the practice of democratic government. Good citizenship is as vital a consideration for the industrial state as it is for the political—in fact their interests are so closely interwoven that they must stand or fall together. We know now that cheap labor does not make cheap production, and often does make cheap political government. It is in reality both expensive and dangerous to the community, and we should do without it. And as it is our pride to establish before the political world the worth of our political institutions; so should we solve our industrial problems and show to the industrial world the advantages of democracy operating practically in industry. Let us show that the spirit and aroused skill and ingenuity of our loyally co-operating labor will reduce the costs of production while largely increasing its output, to the advantage of mankind and the credit of our nation founded on individual freedom.
[CHAPTER II]
Psychological Elements of Organization
If even two persons are going to work together for a common purpose, they will do better if they "organize" for it. The more clearly they define their purpose, their policy and methods, and the responsibilities and functions each is to assume;—the more they will gain in efficiency by avoiding friction, lost motion, and the deadening mental effect of misunderstandings and questionings. As the number engaged increases, the advantages of organization increase, until when many are engaged organization becomes a necessity. And no matter what the purpose, from building a cathedral to robbing a bank—in conducting a school, office, hospital, or factory—the success of the affair will depend largely on the efficiency of its organization and the extent to which all concerned understand its purpose, its policy and methods, and the responsibilities and functions of all engaged.
Organization is of course the responsibility of the governing head. The more attention and skill he shows here, the less he will need give to all the varied requirements of his position. Our present interest in organization lies in such a sketch as will show its framework, and thus enable us to analyze such of its psychological elements as affect the question of handling the men who compose it.
The Framework.—No matter how large the number of men brought together for any purpose, proper organization groups them into divisions and subdivisions in accordance with the nature of their work. This grouping is continued until in each case the smallest subdivision contains no more individuals than one man can control in that particular work through direct personal contact and supervision. A chief, or leader, is put in charge of each division and subdivision. He transmits instructions from higher authority, and is held personally responsible for the control, work, discipline and efficiency of everyone under him. Thus organization lines everyone up in his own place, gives him a definite part to play under a prescribed chief, and thus enables the whole body to function smoothly like a machine in exact response to the policies and control of the governing head.
In military organization, no matter how large the army, the will of its high command quickly passes from superior to subordinate until in the end it has reached the squad leaders and they have transmitted it to the men in ranks. The whole vast machine may thus move uniformly, accurately responsive to the master mind. So in any large business; department heads, superintendents, foremen and subforemen furnish the line of control from the head to all his men no matter how numerous or how far removed. These subordinates represent his policies, his will, and his spirit. How important that they understand them clearly and execute them fairly and efficiently.
It is impossible for one mind to encompass all the details of a large undertaking, and furthermore too much attention to detail crowds out the possibility of vision and future planning. Hence the necessity for organization and for delegating to subordinate leaders the authority and initiative of the chief. For this reason we say that the big man as an executive is he who picks good subordinates, develops them into his responsible and responsive agents, and then gives them wide initiative. And as army officers must be trained for their positions and particularly in the art of handling men, so these subordinate leaders must be so schooled as to assure to the chief that policies and instructions are being carried out properly, and that the men are being handled to the best advantage.
Psychological Elements.—The chief thus finds in the organization of his undertaking a machine with which he is to work out his purpose. And this machine, in all its component parts, is built up of live sentient human beings, capable of splendid work if properly handled. Maximum results depend therefore on the chief's understanding of human nature, and on his applying this understanding to the practical management of the undertaking. Thus the psychological elements assume importance. The wise chief therefore clearly defines his purpose, and his policies and methods for accomplishing it. He provides regulations which define the responsibilities and functions of the various members of the organization, and sees to it that all understand and observe them. As the affair progresses he keeps the requirements of organization ever in mind, makes frequent changes in personnel and methods as developments require, and continually watches the working of the psychological elements which make his organization a going concern. This means to see that all are observing the requirements of subordination and command; that there is intelligent teamwork; and above all that there exists throughout the whole organization a fine spirit of discipline and morale. All these important elements lie directly in the hands of his subordinate leaders, who are responsible under him for their existence and proper use throughout the organization. These leaders must therefore know how to handle their positions so as to develop and maintain these important elements in their subordinates. This introduces the last and most important of the elements, leadership, which must be understood by all subordinate leaders. The importance of maintaining all these elements so vital to the success of an organization explains why his qualifications for leadership are so carefully considered in determining a subordinate's fitness for his position, and why his training in leadership may be necessary.