THE modern business man is the true heir of the old magicians. Every thing he touches seems to increase ten or a hundredfold in value and usefulness. All the old methods, old tools, old instruments have yielded to his transforming spell or else been discarded for new and more effective substitutes. In a thousand industries the profits of to-day are wrung from the wastes or unconsidered trifles of yesterday. The only factor which has withstood this wizard touch is man himself. Development of the

TWENTY years ago the head of an industry now in the million-a-month class sat listening to his ``star'' salesman. The latter, in the first enthusiasm of discovery and creation, was telling how he had developed the company's haphazard selling talk and had taken order after order with a standard approach, demonstration, and summary of closing arguments. To prove the effectiveness of ``the one best way,'' he challenged his employer to act as a customer, staged the little drama he had arranged, secu

THIRTY years ago American steel makers were astonishing the world with new production records. What English ironmasters, intrenched in their supremacy for centuries, had regarded as a standard week's output for Bessemer converters, their young rivals in mills about the Great Lakes were doubling, trebling, and even further increasing. Hardly a month passed without a new high mark and a shift in possession of the leadership. To this remarkable increase in efficiency William R. Jones—``Captain Bill

DELAYED by a train of accidents, a big contractor faced forfeiture of his bond on a city tunnel costing millions of dollars. He had exhausted his ingenuity and his resources to comply with the terms of his contract, but had failed. Because public opinion had been condemning concessions on other jobs on flimsy grounds, the authorities refused to extend the time allowed for completing the work. By canceling the contract, collecting the penalty, and reletting the task, the city would profit without

THE owner of one of the largest and most complex businesses in America handles his day's work on a schedule as exacting as a railway time-table. In no other way could he keep in touch with and administer the manifold activities of his industry and a score of allied interests—buying of the day's raw materials for a dozen plants in half as many markets, direction of an organization exceeding 20,000 men, selling and delivering a multitude of products in a field as wide as three continents, financin

FIFTY years ago works on psychology were devoted largely to discussion of ideas and of concepts. To-day the point of emphasis has changed, and we are now paying much attention to a study of ``attitudes.'' It is doubtless important to analyze my ideas or concepts, but it is of much more importance to know my attitudes. It is vital to know how to influence the ideas of others; but to be able to influence their attitudes is of still greater significance. We all know in a general way what we mean by

TO prevent the usual ``summer slump'' in output, the manager of a factory employing a hundred or more sewing girls on piecework tried various methods. He began with closer individual supervision by the forewomen. He set up a bulletin board and posted daily the names of the five highest operators. He added small cash prizes weekly. He adopted a modified bonus system framed so as not to interfere with the established average of winter tasks. With each his success was only partial. Ten or a dozen o

THE motives discussed in previous chapters are fairly adequate for developing efficiency in all except the owner or chief executive. The employee may imitate and compete with his equals and his superiors; he may work for his wage, and he may be loyal to the house. To increase the industry and enthusiasm of the head is a task of supreme importance. Interest and enthusiasm must be kindled at the top that the spark may be passed down to the lower levels. It can never travel in the opposite directio

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 imposs

NO novice develops suddenly into an expert. Nevertheless the progress made by beginners is often astounding. The executive with experience is not deceived by the showing made by new men. He has learned to accept rapid initial progress, but he does not assume that this initial rate of increase will be sustained. The rate at which skill is acquired has been the subject of many careful studies. The results have been charted and reduced to curves, variously spoken of as ``efficiency curves,'' ``prac

THE demand for trained and experienced men is never supplied. Most business and industrial organizations find their growth impeded by the dearth of such men. To employ men trained by competitors or by inferior organizations is expensive and unsatisfactory. A man trained till he has become valuable to his ``parent'' organization is not likely to be equally valuable to other organizations that might employ him at a later time. In general, the most valuable men in any organization are the men who h

WHY is it that of two men who are working at the same desk or bench the one acquires valuable experience rapidly and the other slowly? Why is it that of two houses each employing a thousand men the one sees its employees securing experiences that enhance their earning capacity rapidly, but the other house is compelled periodically to secure new blood by importing men from rival firms? Modern psychology teaches that experience is not merely the best teacher but the only possible teacher. All that

AFTER spending four years in an Eastern college, a young graduate was put in charge of a group of day laborers. He assumed toward them the attitude of the athletic director and the coach combined. He set out to develop a winning team, one that could handle more cubic yards of dirt in a day than any other group on the job. He had no guidebook and no official records to direct him. He did not know what the best ``form'' was for shoveling dirt, and he did not know how much a good man could accompli