July 2020 Holidays Calendar: -The plunge into the midst of one’s employees with a harsh “Who did this?” does not help to increase the team play and net profits of a business. To engage employees, to leave them to pick up the knowledge they need, and then to blame them when they make mistakes, is unfair as well as unprofitable. Blame is destructive. I have known companies to be smashed by it. It makes the wrong mental conditions in a company. One of the wise rules of the late Herbert Chapman was this—when one of his football players had played badly and missed chances in a game, Chapman did not blame him. He knew that the player was blaming himself. He invariably gave the player a cheery word of praise. There is a world of difference between blaming and teaching. A business is built up by instruction all along the line. A wise young employer puts every possible part of his work on his first employee and teaches him how to do the work. If he does this, he has passed the test. Eventually, he will have many employees. He has begun to learn the art of employers. Well-trained and highly-paid employees reduce costs. That has been proved over and over again. The silliest employer is the one who dislikes paying high wages and salaries. He is as silly as the government that tries to tax rich men out of existence. He is ignorant of his own interests. He does not know his costs. He does not know that he is making money on the best-paid workers and losing money on the lowest paid ones.
July 2020 Holidays Calendar
Frederick W. Taylor delighted in seeing his men earn more wages. He took a keen pride in his high-priced men.
Those who refused to earn more he regarded as a loss and a nuisance. If they persisted in remaining unteachable, he sacked them. Often, he would go to a worker and say, “I’ve been watching you. You’re a man who works just as well when the boss isn’t in sight. Just for that, I’m going to raise your pay.” It does not pay to set a limit to wages. That creates slackers. Wages should be a certain percentage of what an employee is worth to his company, and the more he is worth, the more profit the company makes on him. This is self- evident, but there are plenty of employers who do not know it.
Big men are the cheapest. In my opinion, most of the competent Managing Directors of British companies are
underpaid. Too much fuss is being made in the daily press about £7000 salaries. Any man who can increase the profits by £70,000 is worth £7000 a year. When Judge Gary was engaged as President of the U.S. Steel Corporation at a salary of £20,000 a year, a reporter asked John D. Rockefeller what he thought about such a salary. Rockefeller replied: “Well, I don’t know what Judge Gary is getting, but you can go and tell him to come around to my office tomorrow and I’ll pay him twice as much.” In every large company, there are at least several able men at the top, and one of their tasks is to pass their knowledge as far down the line as possible. Every business has a head and a tail. It makes profits with its head and loses money with its tail. Some businesses have a big tail and some have a small tail. Consequently, it must grapple with the problem of teaching its tail-enders. Everyone whose work is not profitable for a company is in the tail-end class. As a general rule, these tail-enders should not be discharged, but they should be taken in hand and trained. Only the unteachable should be discharged. Every employer should ask himself: “How many employees have I got, net?” He should subtract the tail-enders from the profit-makers. The result will, very likely, stagger him. That is why an educational process must always be going on in a well-managed company. It must be constantly endeavoring to reduce its tail.
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There is an element of teaching in salesmanship. Salespeople must know their goods and give information to customers. Every salesman who sells motor cars, refrigerators, vacuum cleaners, water-softeners, machines, etc., must be to a large extent a teacher. He may teach efficiency or better buying habits or a higher standard of living.
Advertising, too, is becoming teaching more and more. The wisest advertisers are now making their advertisements more reliable and informative. They are doing less price-shouting. They are telling the news of their businesses. No book has ever been written on the educational value of the best advertisements. It would be a large book.
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