This historic book may have numerous typos and missing text. Purchasers can usually download a free scanned copy of the original book (without typos) from the publisher. Not indexed. Not illustrated. 1922 edition. Excerpt: ...Pa. W. J. Donald, Secretary. ness that the adjustment of human relations within our factories is a major and not a minor problem and that as a consequence it is vital that they devote a due amount of attention to it. For one of the great difficulties to overcome has been sheer inertia. There are a number of causes for this indifference to personnel problems on the part of executives--some of which are particularly applicable to relations with the rank and file. If I were to list these causes I would say: First--Intellectual absorption in purely physical and routine administrative problems. The professional training of most managers has been such as to cause them to prefer to devote their time to problems where quantitative methods can be used and to neglect the psychological side of their activities. The problem of organizing sound relations in the factory is a sort of mixture of politics and salesmanship which is apt to be distasteful to managers who prefer routine executive and administrative work or who are principally interested in the mechanical 'and engineering aspects of their job. rS'econd--The class consciousness of the employing group. We have heard much of the class consciousness of the working classbut we have not sufficiently realized that our managing executives are often just as class conscious----an attitude inspired by fear, ignorance and distrust. Without these officials themselves realizing it this feeling increases their reluctance to focus thought and attention upon these problems. Third--The belief on the part of some executives that there are larger profits in devoting their attention to other problems--financial, selling, engineering and mechanical problems. A Major Task Now one of the main tasks of the...