Increasing Efficiency In Business - Walter Dill Scott (ebook reader browser .txt) 📗
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to the manager of men who seeks to develop
leaders.
The attitude of independent, creative responsibility
appeals to our individualistic and
self-centered self. It is an attitude that may
be assumed by the ambitious young man and
encouraged by the manager. It is absolutely
indispensable for developing this much-coveted
love of the game in any form of useful endeavor.
It is readily assumed or developed in the chief
executive, but may be developed in subordinates
with great difficulty.
Social prestige appeals to our selfishly
social natures, and yet the desire to secure this
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social favor is in the main ennobling. It is
of special value to the manager of large groups
of men. The manager may create the social
atmosphere which is most favorable to the
development of the love of the game in his
particular industry.
The last condition discussed, regard for
the work as important and as useful, makes
its appeal to our nobler and what we might in
some instances speak of as our altruistic selves.
This condition is equally serviceable to the
ambitious youth and to the successful superintendent
of men. We all look out for number
one, but appeals made to the higher self
are not unavailing. We are most profoundly
stirred when we are appealed to from all sides.
However, the love of the game will never be
universal in the professional and industrial
world. We can scarcely imagine the millennium
when all employees would cease to despise
their toil and cease to serve for pay alone.
RELAXATION
AS A MEANS OF INCREASING HUMAN EFFICIENCY
Be not therefore anxious for the Morrow
A STUDY of the lives of great men is
both interesting and profitable. In
such a study we are amazed at the
records of the deeds of the men whom the
world calls great. The results of the labors
of Hercules seem to be approximated according
to many of these truthful accounts.
In studying the lives of contemporary business
men two facts stand out prominently.
The first is that their labors have brought about
results that to most of us would have seemed
impossible. Such men appear as giants, in
comparison with whom ordinary men sink to
the size of pygmies.
The second fact which a study of successful
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business men (or any class of successful men)
reveals is that they never seem rushed for
time.
_Men noted for efficiency almost never appear to
be hurried. They have plenty of time to accomplish
their tasks, and therefore can afford to take
their work leisurely_.
Such men have time to devote to objects in
no way connected with their business. It cannot
be regarded as accidental that this characteristic
of mind is found so commonly among
successful men during the years of their most
fruitful labor.
According to the American Ideal, the man
who is sure to succeed is one who is continuously
“keyed up to concert pitch,” who is ever
alert and is always giving attention to his business
or profession. As far as the captains of
industry are concerned, such is not the case.
They devote relatively few hours a day to their
strenuous toil, but they keep a cool head and a
steady hand. They are always composed,
never confused, but ever ready to attack a new
problem with their maximum ability. They
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follow the injunction of Christ expressed in
His Sermon on the Mount: “Be not therefore
anxious for the morrow.”
Of all the nations of the world, Americans
are supposed to be the hardest working. We
have attributed our industrial success to the
fact that there is a bustle and snap to our work
which are not equaled in any other country.
But recent students of the industrial world are
now telling us that even in the case of day
and piece labor this characteristic is frequently
a weakness rather than an advantage. They
say that the American product “suffers from
hurry, want of finish, and want of solidity.”—
“Industrial Efficiency,” Arthur Shadwell,
Vol. 1, p. 26.
_In the great middle class of American society,
there is a lack of repose and an absence of relaxation
which astonishes foreign observers_.
They tell us that we are wild-eyed and too
intense. Dr. Clauston of Scotland is quoted
as saying:—
“You Americans wear too much expression
in your faces. You are living like an army
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with all its reserves engaged in action. The
duller countenance of the British population
betokens a better scheme of life. They suggest
stores of reserved nervous force to fall
back upon, if any occasion should arise that
requires it. The inexcitability, this presence
at all times of power not used, I regard as the
great safeguard of our British people. The
other thing in you gives me a sense of insecurity,
and you ought somehow to tone yourselves
down. You do really carry too much expression,
you take too intensely the trivial moments
of life.”
The late Professor William James of Harvard
makes the following pertinent remark
concerning the overtension of Americans:—
“Your intense, convulsive worker breaks
down and has bad moods so often that you
never know where he may be when you most
need his help,—he may be having one of his
`bad days.’ We say that so many of our
fellow-countrymen collapse, and have to be
sent abroad to rest their nerves, because they
work so hard. I suspect that this is an im-
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mense mistake. I suspect that neither the nature
nor the amount of our work is accountable
for the frequency and severity of our breakdowns,
but that their cause lies rather in those
absurd feelings of hurry and having no time,
in that breathlessness and tension, that anxiety
of feature and that solicitude of results,
that lack of inner harmony and ease, in short,
by which with us the work is apt to be accompanied,
and from which a European who should
do the same work would nine times out of ten
be free… . It is your relaxed and easy
worker, who is in no hurry, and quite thoughtless
most of the while of consequences, who
is your efficient worker; and tension and anxiety,
and present and future, all mixed up together
in one mind at once, are the surest
drags upon steady progress and hindrances to
our success.”—“Talks to Teachers,” pp. 214-218.
Mr. Joseph Lyons, who is recognized as one
of the particularly active and efficient men of
England, has taken great interest in the way
things are done in America. And after ob-
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serving us at work here he expressed himself
as dissatisfied with the tension under which we
work. His words areas follows:—
“I do not believe in what Americans call
hustling. The American hustler in my opinion
does not represent the highest type of
human efficiency. He wastes a lot of nervous
power and energy instead of accomplishing
the greatest possible amount of work for the
force expended. Judging the American hustler
from my observation of him in his own country,
I should say that the American hustler
shows a lack of adaptation of means to ends
because he puts more mental, physical, and
nervous energy into his work at all times than
it demands. Regarded as a machine he is not
an economical one. He breaks down too often
and has to be laid off for repairs too often.
He tries to do everything too fast.”
When Mr. Lyons was asked to explain how
he had been able to accomplish so much without
hustling, he replied: “By organizing myself
to run smoothly as well as my business;
by schooling myself to keep cool, and to do
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what I have to do without expending more
nervous energy on the task than is necessary;
by avoiding all needless friction. In consequence,
when I finish my day’s work, I feel
nearly as fresh as when I started.”— Quoted
from New York Herald, Aug. 30, 1910.
RELAXATION A PHYSIOLOGICAL NECESSITY
_The necessity for relaxation is adherent in the
human organism. Even those life processes
which seem to be constant in their activity require
frequent periods of complete rest_.
The heart beats regularly and at short intervals,
but after each beat its muscles come
into a state of complete relaxation and enjoy
a refreshing rest, even though it be but for
a moment. Likewise the lungs seem to be
unceasing in their activity, but a careful study
of their action discloses the fact that every
contraction is followed by a perfect relaxation,
and that the rest secured between successive
respirations is adequate for recuperations.
In all bodily processes the same alternation is
discovered. No bodily activity is at all con-
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tinuous. Mental processes, too, can be continued
for but a very short time. By attempting
to eliminate these periods of rest for bodily
and mental acts, we merely exhaust without a
corresponding increase in efficiency. The laws
of nature are firm and countenance no infringement.
The periods between activity and rest,
as well as the durations of the two processes,
may be changed. Thus, up to a certain limit,
the periods devoted to activity may follow
more rapidly and endure longer. There is,
however, a danger point which may not be
passed with impunity. The danger signal
may manifest itself in several ways: The overtrained athlete becomes “stale”; the overworked brain worker becomes nervous; the
overworked laborer becomes indifferent and
generally inefficient.
In all these and in similar instances, the
amount of energy expended is out of proportion
to the results of the labor. The athletic
trainer has learned to guard against overtraining
and is severely condemned for making
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such a mistake. The brain worker often
regards overwork as a commendable thing.
However, sentiment is changing. The employer
of labor is finding that rest and relaxation
are essential to the greatest efficiency.
Employees accomplish as much in a week of
six days as they do in one of seven. The reduction
in the hours of daily toil has not decreased
the total efficiency.
The periods devoted to rest are not as
profitable as they should be unless they are
actually devoted to recuperation. It may be
that some of the time supposed to be devoted
to rest should be devoted to thoughts of toil.
Again during the hours of work there should
be a freedom from jerkiness, breathlessness,
nervousness, and anxiety. It is not necessarily
true that the greatest and most constant display
of energy accompanies the greatest presence
of energy. The tugboat in the river is
constantly blowing off steam and making a
tremendous display of energy, while the ocean
liner proceeds on its way without noise and
without commotion. The still current runs
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deep, and the man who is actually accomplishing
the most is frequently—perhaps always the
man who is making the least display of his
strength. He can afford to be calm and collected,
for he is equal to his task. The man
who frets and fumes, who is nervous and excited,
who is strung up to such a pitch that
energy is being dissipated in all directions—
such a man proclaims his weakness from the
housetop.
_Many business men know they are going at a
pace that kills, and at the same time they feel
that they are accomplishing too little. For such,
the pertinent question is, How may I reduce the
expenditure of energy without reducing the
efficiency of my labor_?
The ability to relax at will and to remain in
an efficient condition, but free from nervousness,
is a thing which may be acquired more
or less completely by all persons. It is accomplished
by a
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