704 



THE INDIA RUBBER WORLD 



[September 1, 1919. 



153,605,425 pounds of rubber were being used last year in Ameri- 

 can tire casings alone, an amount equal to nearly 40 per cent of 

 the United States crude rubber imports for the fiscal year ended 

 June 30, 1918. 



UNITED STATES TIRE EXPORTS. 



Export business has become a considerable part of the .\mcri- 



can motor tire business as shown by the following statistics 



compiled by the Bureau of Foreign and Domestic Commerce: 



AUTOMOBILE TIRE EXPORTS. 



Value. 



Exported r — ' ^^ ' ' ^ 



to— 1913. 1914. 1915. 1916. 191?. 1918. 



Europe .. .$1,977,029 $1,764,240 $2,745,450 $10,992,184 $3,480,114 $1,460,518 



N. America 1,626,155 1,254,200 1,187,632 2,184,874 3,186,265 4,474,713 



S. America 100,065 115,387 214,068 1.050,398 2,596,936 3,432,181 



Asia 36,212 64,173 73,430 477,895 810,300 1.194,551 



Oceania... 185,807 279,327 702,877 2.896,401 1,832,244 2.662,42: 



Africa 17,952 27,940 39,813 334,475 424,342 753,286 



Totals. . .$3,943,220 $3,505,267 $4,963,270 $17,936,227 $12,330,201 $13,977,671 

 A Study of these figures reveals several facts of interest, not- 

 ably the continuous and remarkable growth of tire exports to 

 South America, Asia and Africa. The average increase of busi- 



Equ 



ness in these three divisions was nearly 34 times, and this com- 

 bined value in 1918 was 35 per cent more than the value of these 

 exports in 1913. Exports to Oceania fell off in 1917, but the fol- 

 lowing year had nearly reached the high mark of 1916 and rep- 

 resented an increase of some 13 times the value of the 1913 

 exports. North American exports were adversely affected in 

 1914 and 1915, but thereafter steadily increased until in 1918 

 they had increased 17S per cent in value. 



European exports have fluctuated greatly owing to the war. 

 In 1914 they decreased a little, but increased considerably in 1915 

 and in 1916 jumped to more than five times their value in 1913, 

 after which they declined steadily, the value of the 1918 ship- 

 ments being only about 74 per cent of the 1913 value. 



Total tire exports to all countries likewise fell off in 1914, 

 but gained in 1915, jumped to about 4J4 times as much as in 

 1913 during 1916, dropped considerably in 1917, but showed a 

 noticeable gain in 1918. It may be said, therefore, that except 

 for the emergency year 1916, American automobile tire exports 

 have shown a great and steady growth, the value of the 1918 

 foreign business having increased 254 per cent over that of 1913. 



It is to your best interest to put liberty bond interest in 

 War Savings Stamps. 



THE "CONSCIENCE" OF MODERN INDUSTRY. 



By G. T. Clayton.' 



As .MODERN BUSINESS 0RG.\NIZ.\TI0N increases in complexity, 

 further division of responsibility and more closely defined 

 delegation of authority must be extended or the management will 

 become chaotic. It is being recognized more and more that one 

 most important function in a well-organized industrial establish- 

 ment is the responsibility of selection, placing, and advancement 

 of workers. This is what we mean by the term "emplnvment 

 management." 



Employment management goes further, however, than merely 

 concerning itself with such selection, placement and promotion. 

 It investigates, as part of the selection, the character, experience, 

 and capacity of the applicant. It investigates for placement; and 

 does not limit its investigation to the applicant. It sounds possi- 

 bilities of openings for placement, and it employs every means to 

 secure the comfort and safety of the worker and thus assists his 

 advancement by giving him a quiet mind and an assured future. 



The employment manager is really the conscience of modern 

 industry in practical action. In the old days when employers had 

 but few workers and themselves worked side by side with them, 

 every worker was individually known to his boss ; his idiosyncra- 

 sies were understood ; his ambitions were appreciated because 

 they were like to the boss's ambitions. But now when workers, 

 numbered by the thousands, are employed by a collective boss 

 who is a mere list of stockholders, living perhaps thousands of 

 miles from the works and knowing the workers only as items of 

 profit or loss on a ledger, some substitute for the old personal 

 touch must be found or industry will become, first, a congeries 

 of unrelated items in reports, and, finallj-, mere anarchy. If 

 modern industry is to be well-knit; is to understand and accom- 

 plish its real purposes, it must cultivate its conscience — tlie em- 

 ployment manager. 



The usual method of business organization unfortunately has 

 so far failed to take in this function as a distinct part of factory 

 control. The foreman should not be charged with the responsi- 

 bility of selecting his gang. Good management does not require 

 that he do so. Factory after factory has demonstrated that if 

 the foreman's power includes that of sending back an unsatis- 

 factory worker to the employment manager for removal and re- 

 placement, that is sufficient for purposes of discipline. But when 

 it is considered that the cost of securing and training each 

 worker ranges from $10 to $200, and averages probably more 

 than $60 each, a stupendous leak in the business which still clings 

 to the antiquated foremanship hiring-and-firing method, is dis- 

 closed. Moreover, a competent employment management reduces 

 industrial misunderstanding and friction quite noticeably. In 

 these days, when every nerve must be strained to secure the 

 highest possible output, no wise factory manager will ignore such 

 a means of keeping the industrial peace. 



Employment management differs from public employment 

 service. Some employers have been limiting their employment 

 management to the status of mere labor-recruiting agencies. 

 That work should be left to an employment agency whose func- 

 tion is to find the labor and sift it in a preliminary way, offering 

 those workers who seem likely to suit to the employment man- 

 ager for his more intimate knowledge of the factory's needs, his 

 more thorough methods of selection. The employment manager 

 cannot be dispensed with in favor of the public employment 

 agency any more than the public employment agency in this day 

 of national need can be evaded. It is the plainest common sense 

 to counsel that every industrial concern immediately secure the 

 best possible employment manager and place upon him the author- 

 ity and responsibility of a direct delegate from the highest com- 

 mand in the establishment. With any less authority, tlie em- 

 ployment manager is almost sure to fail. 



raining and Dilii 



U. S. T)cpar 



of Labor, 



