The indifferent management carries the old and takes on the new.  This policy covering many years creates a condition that is far removed from the specialization plan.

The management that views everything from the selling side of the business is also inclined to go on indefinitely increasing the line of goods manufactured.

The drift away from specialization may not be disasters today or tomorrow, especially, if there are no competitors who are specialists, but the inevitable result will be the burial of the “dead” organization when a real competitor comes into the field.

The calamity of the existence of “dead” industrial organizations is something more than the ultimate loss to the stockholders, it is the deplorable stagnation in which the workers find themselves with their progress blocked by lifeless management.

SOME INDUSTRIAL HOWS, WHYS AND WHATS.

How groups of men achieve the highest results in expenditure of given energy.

What is necessary to establish such conditions.

What are the most desirable opportunities.

What are desirable industries.

Why the need of building up habit-action.

How a group of men, through team work, acquires a group habit- action by which their product greatly exceeds the product of the same number of men working without cooperation.

How the individual ability and skill, as well as the group ability and skill is only to be acquired by repetition that establishes habit-action.

Why repetition of operation is essential to acquisition of skill and special ability.

What are the boundaries that divide the Jack of all Trades, the specialist and the victim of an overdose of repetition work.

Why industrial managers should know the cardinal principles of invention, of industrial engineering, industrial management, industrial relations and the human factor in engineering and in the industries.

Why a plant may be growing in size and paying dividends and may still be dead so far as the spirit of enterprise is concerned.

Why some men try to manage industrial plants regardless of the cardinal principles of progress of workers and the state.

Why the ideal conditions for the workers and executives can only be found in an industrial establishment that can successfully compete with others.

These “whys”, “whos” and “whats” are of importance to all and suggest a line of thought and interest in this industrial discussion.

NEW INDUSTRIES.

The first men to function in the creation of new industries are those who are already well grounded by long experience in some special form of industry.  The new organizations must have men well qualified to direct each of its branches.