olders, at
least it is for the stockholders to elect the board of directors
who through practical officers manage the business; but, as a
matter of actual fact, to the man who has the best job in the
world for himself right in that organization, the life of the
organization is of greater importance than it is to any one of the
stockholders. In the same sense the existence of the industry is
of greater value to many others in the organization and in the
community than it is to the stockholders.

Hence, anything that interferes with the success of the
organization injures many people.

WHAT IS NOT AN INDUSTRY.

Perhaps it will be well to state first what does not constitute
an industry. Power, transportation facilities, fine buildings,
fine machinery and a group of skilled workmen, a complete office
staff and an elaborate system of fad management do not constitute
an industry. Such an aggregation might be likened to a cargo ship
all ready for service excepting that it lacks a captain and
navigating officer and some one to determine what kind of a cargo
to take, where to go and how to get there.

The greatest value of an industrial plant that has everything but
a work to do and a leader to determine its major policies, lies in
the skilled workers and able executives in work and office. The
buildings and machinery come next in value, but the whole thing is
worthless without the idea and the vision.

"DEAD" ORGANIZATIONS.

In all cities we can see "dead" organizations. Many of these
companies that are actually "dead" seem to have life in them
because they continue to move, but in many instances the motion is
only due to the momentum of a push that was given years ago.

A "dead" organization may show signs of life in its gradual growth
in size, but its real character is to be seen in the extent to
which it is departing from specialization or by the continued use
of antiquated methods and buildings.

The departure from specialization is generally due to either lack
of courage to discard obsolete designs or to an inclination to
consider the business from the selling end only.

It takes courage to discard an old model and it also takes courage
to refuse to build some new invention.

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