Vermont Dairymen's Association. 117 



They should consider complaints and all business of im- 

 portance and instruct the manager what to do. The manager 

 should be a man that commands respect and confidence. Aside 

 from general duties in business management, it is necessary 

 sometimes for him to criticise creamerymen and dairymen. It 

 is of great importance that this be done discreetly. "A word 

 fitly spoken how good it is." It may help or hurt. It will have 

 much to do with bringing about desired cooperation or in pre- 

 venting it. He should not be too much of a boss. A boss is of 

 secondary importance in cooperation. He should not keep nag- 

 ging, but insist at proper times on having the right thing done. 

 In short, divide responsibility, but centralize management. Let 

 the Directors direct and care for everybody. 



THE CREAMERYMAN. 



What should be the creameryman's qualifications? He 

 should be strictly honest and know his business. He should be 

 a gentleman every time and everywhere, — an all round man, — 

 a better man, if possible, than the manager or directors and a 

 near relative of Solomon and Job. He should be a graduate of 

 the Vermont Dairy School (if we have one) ; but woe to him if 

 he thinks that is all that is necessary in order to know his busi- 

 ness. The Dairy School is a great help in learning to do work 

 carefully and exactly; but its training is special and needs the 

 supplement of practical work. Let him work with a good man 

 who knows how and who stands high in the school of experience. 

 If he changes location after a few years, it is an advantage to 

 him. It is easier to correct mistakes. All men make mistakes; 

 a new location gives a chance to begin over again. He knows 

 more than at first, is worth more to everybody, himself included. 



We would not have him do the figuring. Divide the re- 

 spoiisibility as much as possible. We would make him assistant 

 manager. He knows better than any other person just what is 

 needed in the plant and he should be allowed to use his own 

 judgment in helping to make things right in the plant and with 

 the dairymen. Trust him if he is worthy of it. You will soon 

 know it. If he is not worthy, get a new man quick. He should 

 suggest at once in all important matters to the manager just 

 what is needed. This saves time and expense and frees him from 

 responsibility in that direction. Give him a good plant. Treat 

 him like a gentleman. He deserves it. Not many men in busi- 

 ness have so much to try their good nature. I feel like Josh Bill- 

 ings when the schoolmaster passed him on the street; he re- 

 moved his hat as a sign of respect to a man who' had troubles 

 that the general public know not of. Pay him well. Make him 



