and I imagine this is because there is nothing for the union to object about-I have never had a union conflict, while I have had many endorsements from local leaders and in several cases employes who were officers in the locals occupied positions of responsibility in the shop organization. Since there is practically no point, excepting the closed shop, on which our companies might conceivably come into union conflict, I am not much concerned with the union phase. I regard unions as giving a beneficial protection against the unfair employer and it is quite contrary to human nature for men, union or otherwise, to insist upon mere formulas being observed when their essential rights are carefully guarded. APPENDIX BUSINESS POLICY OF THE PACKARD COMPANY We, the Employes, Officers and Directors of the Packard Company, recognizing that "Justice is the greatest good and Injustice the greatest evil," do hereby lay and subscribe to, as the first corner-stone of our Policy, this greatest of all good, JUSTICE The fullest meaning of this word shall be the basis of all our business and personal dealings-between ourselves as individuals, between our company and those of whom we buy and between our company and those to whom we sell. Justice shall be the first Corner-stone upon which we agree and determine to construct broader character as individuals and broader commerce as an institution. We recognize that justice to ourselves necessitates taking advantage of every opportunity to do the best that is in us, and each day improve that growing ability. We realize that merit must be recognized whether in ability or merchandise. With this certainty we cheerfully, hopefully and courageously press forward to certain and unqualified success. The second Corner-stone of Our Policy is CO-OPERATION To accomplish the greatest possible results as individuals and as an institution we find Co-operation a necessity. We recognize that business without Co-operation is like sound without harmony. Therefore we determine and agree to pull together and freely offer, and work with, the spirit of that principle-CO-OPERATION. So we shall grow in character and ability and develop individual and Commercial Supremacy. Differences of opinion shall be freely and fearlessly expressed, but we shall at all times stand ready to CO-OPERATE with and heartily support the final judgment in all matters. The third Corner-stone of Our Policy is ECONOMY As each moment is a full unit in each hour and each hour a full unit in each day, so each well spent unit of thought and well spent unit of action makes for each victory and the final success. When the hour, the day, the year or the life is filled with well spent ability, and an institution is composed of individuals who recognize the value of and so use their time, then success is controlled and governed and there is no longer that vague uncertainty or a blind and unreasoning hope. Life is like a bag in which, each moment, we place a unit of value or of rubbish, and our present and future happiness depends upon the contents of that bag. Recognizing that ECONOMY is time, material and energy well spent, we determine to make the best use of them, and so shall time, material and energy become our servants while we become the masters of our destiny. The fourth Corner-stone of Our Policy is ENERGY As Energy is the power back of action, and action is necessary to produce results, we determine to ENERGIZE our minds and hands, concentrating all our powers upon the most important work before us. Thus intensifying our mental and physical activity, we shall "Make two grow where one was," well knowing that our Individual and Commercial Crop of Results will yield in just proportion to our productive and persistent activity. This power of Energy directed exclusively toward sound and vigorous construction leaves no room for destruction and reduces all forms of resistance. Having set in our Business Policy, the four Corner-stones of JUSTICE, CO-OPERATION, ECONOMY, and ENERGY, we are convinced that the superstructure must be SERVICE We believe that the only sure and sound construction of success as an individual or an institution depends upon the quality and quantity of SERVICE rendered. We neither anticipate nor hope to be unusually favored by fortune, but are thoroughly persuaded that fortune favors the performer of worthy deeds and of unusual service, and we therefore determine that our days and our years be occupied with such performance. Quality shall always be the first element of our SERVICE and quantity shall ever be the second consideration. Thus shall we establish not only the reputation but the character of serving best and serving most. Therefore, by serving admirably, we shall deserve and receive proportionately. The Organization of an Open Shop Under the Midvale Plan By EDWARD WILSON Patternmaker, Midvale Steel and Ordnance Company, Philadelphia, Pa. THE need for a workers' organization of some kind in every plant must be apparent to every one interested in industrial development. Without such an organization, we have strikes, lockouts, large turnover of labor, slackness, poor discipline, and general dissatisfaction on the part of both employer and employe alike. With a good organization, these ills can be minimized. Many experiments to placate the worker have been tried out in the past, but none have succeeded, chiefly because the human element has always been given insufficient consideration. The worker, being human, asks to be treated as a man, and not just as a cog in the machine; he does not want to be coddled or favored, but he wants the confidence and respect of his employer when he merits it, his labor and loyalty appreciated, and his just rights assured. The relations between the employer and worker have been so strained in the past that almost universally they regard each other with suspicion and resentment, if not with open hostility. Among the many things responsible for this condition are class distinctions and class legislation (the fruits of which are at this time very apparent on the autocratic side in Germany, and on its opposite in Russia and the bolshevist movement everywhere). The wily politician gets in his little work at every recurring election by shouting and vociferating for the workingman, what great things he or his party will do for the workers. Then, when elected, this wily gentleman usually votes as he is directed and the worker certainly has no say in the directing. He seems to ignore the fact that the American workingman, as a worker, wants nothing from his government, but as a citizen demands the same rights and privileges as are accorded to any other citizen no matter what his standing. Then the autocratic employer will not take time and often has not the inclination to hear complaints from any worker; he arbitrarily rules against the worker in every case without any regard as to the merits or demerits of the worker's complaint, because he knows the worker is always (?) wrong. Very much of this sort of thing is rapidly disappearing. Employers everywhere are searching for means to bring management and men in closer touch by coöperation and collective bargaining, to build up confidence and respect for both parties. They want the management and men to learn to work together with a decent regard for the rights of one another. It is conceded on all hands that the interests of employer and worker are identical. That being true, every effort should be made to have the interests of both parties brought to a harmonious, just and practical agreement. This can only be done by both parties getting together to discuss freely and fully any and all disputes and disagreements there may be between them, without prejudice or rancor, man fashion, face to face, and thus to thresh out their differences to a just conclusion. That the workers of a plant can be organized to bring about these long wanted conditions is no longer open to doubt. In September, 1918, the Midvale Steel and Ordnance Company submitted to its employes, a plan entitled Plan of Representation of Employes which was promptly adopted by the workers. This plan is drafted to give the workers, through representatives chosen by themselves, the right to a voice in all matters pertaining to working conditions, wages, hours, welfare, etc., and is entirely in the hands of the wage earners themselves. No salaried official has, nor can have under the plan, anything to do with it. It is so simple in wording and operation there is no chance for misunderstanding. The organization, under the plan, is made up at present of a committee of thirty-three elected from thirty divisions, on a basis of one representative to three hundred workers. This committee elects from its own number a committee, termed the Plant Conference Committee. One of the functions of this committee is to handle all matters concerning the election of representatives. In method, the elections are similar to our municipal elections and are absolutely secret. Three workers are chosen by the committee in each division as an election board, and these three men have full charge, under the supervision of the Plant Conference Committee, of conducting the election. Each board is provided with ballots, ballot box, return sheet, and a list of names and numbers of the voters in the division entitled to vote. Notices of nomination and election, indicating the number of representatives to be elected in each division, must be publicly posted in each division one week in advance of election and shall state that all employes are entitled to vote with the exception of salaried foremen and superintendents. Balloting for nominating representatives is held one week prior to general elections. Special elections are similarly called when, for any reason, a vacancy occurs in the representation of any division. To insure absolute freedom of choice, both nomination and election are by secret ballot, under conditions insuring an impartial count. Each employe entitled to vote, is given a nomination blank on which he writes the name of the fellow employe in his division whom he desires to nominate as his representative and himself deposits the blank in the ballot box. Employes unable to write may ask any of their fellow employes to write for them. Candidates to the number of twice as many representatives as the division is entitled to, receiving the highest number of votes, are regarded as the duly nominated candidates. For example, if the division is entitled to two representatives, then the four receiving the highest vote are placed on the ballot for election. The election board shall count the nominating ballots, making a list showing the number of votes cast for each person, and post notices, signed by each member of the board, publicly in each division, giving the number of votes cast for each person and announcing the nominees. These notices must be posted at least 48 hours before election. At the election of representatives, printed ballots, with the names of candidates, the number of the division and the number to be voted, are given to the election board. The worker steps up to vote, is identified by his shop badge, is given a ballot which he privately marks and deposits himself in the ballot box. Elections are held at the same time in all divisions and polls kept open for 24 hours, so as to give workers on all shifts a chance to vote. After the votes are counted by the election board, lists in triplicate, showing the number of votes cast for each candidate, are made out by them; one for the conference committee, one |