as to construction of elevator shafts, doors and safety devices. In a building of not over four stories, as recommended, passenger elevators are not necessary. Conveyors are such a special requirement that little can be said. In many cases material can be conveyed in crates or boxes on trucks and elevators with greater economy. Gravity conveyors have in many cases proved very satisfactory. In general the efficiency of conveyors is apt to be overstated.

Storage Space. The storage spaces within the main or manufacturing buildings should be only for goods in work or in transit. Such spaces are absolutely necessary in most departments in order to insure an even flow of work, but space for goods in transit should be limited by definite determinations forcing all extra or surplus stocks into the storage spaces in the storage and locker wings. All storage of old and extra machinery, boxes, surplus equipment and materials should be in the main storage spaces provided in the storage and locker wings.

Locker Rooms. In general, the objections to a single large locker room on the ground floor are valid. It is better to group departments and classes of labor in separate locker rooms and this is preferred by labor. A single room on the ground floor may be a waste of space in the beginning and in the end not readily capable of being expanded. It also means crowding on stairs and at exits at closing times. Separate locker rooms on the various floors of a separate wing having mezzanine floors distributes the rush on stairs and at exits upon leaving the buildings.

Lockers.-There is no known perfect solution of the locker problem. If the expense can be borne and is no great object it is best to install individual lockers, but stealing will go on even with lockers and after a period of time experience has shown that perhaps not over thirty per cent of the lockers will be locked. However, if the locker has been provided and loss occurs through failure to keep the locker locked, responsibility cannot well be placed on the company. The use of small locker rooms for different departments tends to place responsibility for stealing on a limited group and thus checks it. Many concerns have separate coat rooms for different departments and provide ordinary racks for hats and clothing instead of lockers. It may be advisable to establish and maintain a check room near the main entrance

where employes can check small articles of value at company responsibility.

Lunch Room. This feature is a necessity in the modern plant. It should be on the ground floor and near the general exits. In general it has been found that employes will not go upstairs to a lunch room. It should be directly accessible after working hours without passing through other portions of the plant. It should be considered, moreover, as more than a lunch room. It is the assembly hall for the plant. It is a place for dances, concerts, dramatic entertainments and such other uses as may properly suggest themselves to the employes. It would not be inappropriate or undesirable to have a platform or stage at one end of the room. The lunch service usually follows the best accepted practice in cafeterias. The equipment in kitchen and behind the serving counter should be adequate and installed under the direction of specialists on factory lunch rooms. The rest of the equipment such as chairs and tables should be simple but very substantial. Small tables are preferable to long narrow tables which suggest an institution. A small octagon or circular table accommodates four people under usual conditions but can conveniently be used by five or six. The one lunch room should be used by all. Separate lunch rooms for the office workers, officers and heads are not favored.

Safety Appliances. The question of safety appliances will in a large measure be determined by the nature of the particular industry. The Safety First movement in America has developed excellent information and data on this subject which is available and will be duly considered in connection with all new installations. Adequate exits with wide halls leading to them will of course be provided; stairs will have proper guard rails and safety treads as previously suggested and elevators will have automatically closing doors. Fire exits will be properly marked.

Sanitary Conveniences. Most modern factories with a proper heating and ventilating system, with good lighting, with good toilet facilities and cleanly kept from the sanitary standpoint, compare favorably with even the best of homes. In addition to the particular things mentioned, however, there should be provided adequate washing facilities with hot and cold water. There should also be drinking fountains or stations for distributing

water to employes-in either case connected with a water coolingsystem. The power plant should be provided with a smoke consumer, and throughout the plant, wherever there is dust or dirt arising from operations, there should be installed the most efficient dust-collecting systems. Too much emphasis cannot be placed on this last point. Shower baths should certainly be provided in plants involving very dirty work and at least to a limited extent should be provided in all plants. Efforts should also be made so to arrange and control machinery as to reduce noise to a minimum. Noise eliminators may be used at certain points.

Health Contributing Arrangements. A health bureau is today a well accepted fact in the best of manufacturing establishments. This involves, first, a proper hospital room and dispensary with adequate and suitable equipment therefor. Separate dressing rooms for men and women should also be provided in connection with an examining room which may in a small plant be joined with the hospital room. Equipment for optical work should be installed and many plants now have a special and fully equipped room for dentistry. A rest room for women with comfortable cots and toilet is almost a necessity. Recreation rooms for men and also for women are desirable, but not so necessary as the other features mentioned. Such rooms would be used for reading, study, music, sewing and games. They might be combined with the lunch room.

Factory Grounds. This article strongly recommends the original purchase of a site materially larger than required at the moment. This provides for expansion, but is at all times of real value. The advantages of providing for outdoor recreation of employes is too obvious to need emphasis. Baseball grounds, tennis courts, bowling greens, and spaces for volley ball and quoits will make good use of all land available. In congested areas more use should be made of roof gardens. A landscape architect should be consulted at the time the site is purchased and share in the decisions as to the exact location of the buildings and the proper allowance for foreground. He should also coöperate in laying out the grounds for appropriate landscape effects.

Executive and Administrative Organization

By J. E. OTTERSON

President, Winchester Repeating Arms Company, New Haven, Conn. N discussing the subject of executive and administrative organization, it seems desirable to treat it in such general terms as will permit of its universal consideration without reference to its professional or industrial application to a particular undertaking or activity.

Let us consider first and broadly the problem of management. This subject may be considered under three heads:

Organization
System

Administration

Organization is the division of the work to be done into defined tasks and the assignment of those tasks to individuals qualified by training and natural characteristics for their efficient accomplishment.

System is the method pursued by the organization in carrying out its tasks and is the mechanism or process of management by which the efforts of the organization are standardized and unified. Administration is the routine work of the organization in operating the management mechanism or system.

We must of necessity have an effective organization, system and administration and an effective coördination of the three to produce effective management or management control.

Organization deals with the qualifications and characteristics of human beings and is consequently deeply psychological. System deals with the methods of performance and should be scientific. Administration deals with the performance itself and should be the application of a psychologically correct organization to the execution of scientific methods of performance.

It is essential that the organization fit the system and the system fit the organization. You can kill the finest organization in the world by forcing upon it a system that it is not qualified to operate, and similarly, you can kill the finest system in the world with an organization of incompetent, inefficient men, or men

improperly selected or improperly assigned. You cannot make a success of any system with incompetent men. You can make a partial success of any system with competent men.

A competent organization will make up for many weaknesses in system and we can afford, therefore, not to be arbitrary in the matter of system, but let both the organization and the system be adapted to each other. The refinement and development of the one should keep pace with the refinement and development of the other.

Our concern for the moment is with the subject of organization rather than with the subject of system, and we are concerned with administration in its relation to organization and to the extent that it grows out of organization. Let us proceed then to the development of the principles of organization, approaching it with a psychological viewpoint and considering first the classification of individuals for organization purposes.

Men are of two broad general types, namely: the engineering type and the executive type.

The engineering type of man works for the solution of a single technical or engineering problem and is concerned with the determination of the solution rather than the application of that solution to practical activities. The true type has the capacity to concentrate continuously on a single problem until the solution has been reached. He is interested in the determination of cause and effect and of the laws that govern phenomena. He is disposed to be logical, analytical, studious, synthetical and to have an investigating turn of mind. The predominating characteristic that distinguishes him from the executive is his ability to concentrate on one problem to the exclusion of others for a protracted period, to become absorbed in that problem and to free his mind of the cares of other problems. He does not submit readily to the routine performance of a given quantity of work. He deals with laws and abstract facts. He works from text books and original sources of information. Such men are Edison, Steinmetz, the Wright brothers, Curtiss, Bell, Pupine, Fessenden, Browning. These men are the extreme of the engineering type, they have enormous imagination, initiative, constructive powers. Mr. Taylor was in reality an engineer rather than an executive. He applied his wonderful inventive genius to the invention of management methods.