10 Eeb., 1916.] Herd Improvement. 93 



of the same family as the former, which has already proved profitable. 

 By this method the good qualities transmitted by the first are increased 

 by the second sire. Crossing strains is only a little better than cross- 

 ing breeds. When it is impossible to keep two bulls the first may be 

 loaned or sold on condition that his services are available when re- 

 quired. When two bulls are kept the first can be used on the heifers 

 by the second, and the practice repeated. So long as the mating 

 animals are robust no harm will result. 



WHAT IS EFFICIENCY ? 



At the present time a great efficiency movement is sweeping the in- 

 dustries. The attention of employers in general is directed toward that 

 one goal as to how to produce the maximum production at the minimum 

 expense. The term speed, or speeding-up, has become a by-word, coined 

 by the so-called efficiency experts, many of whom have been drafted 

 from the rank and file of impractical men. Asked to investigate factory 

 conditions, they file a report with the employers who have been induced 

 to employ them, making a recommendation that in their judgment the 

 only way to increase their output without additional expense is to drive 

 their men, speed them up, make a machine out of them, and when 

 worked out replace them. There is nothing scientific in such a recom- 

 mendation. Every successful scientific invention of the past has had a 

 tendency to reduce the physical labours, and to encourage the individual 

 to think and work with hi& head rather than with his hands. It is not 

 the aim of scientific management to induce men to act as nearly like a 

 machine as possible. True, a foreman will prove his efficiency bv tl- 

 measured quality and quantity of his output, but it must come through 

 systematic planning and education of the individual. Men must be led, 

 not driven. Instead of working unwillingly for their employer, thev 

 must work in co-operation with the management. Mistakes, instead of 

 having to be corrected, must be avoided. So the first thing that must 

 interest is the careful select'on of the man that is going to have full charge 

 of any given department. He must first of all be an expert in his line 

 of work. Nothing is so detrimental as to have a man fall into a posi- 

 tion by luck, without having the necessary qualification. A foreman 

 must be looked up to by the men under him, as one that has had a little 

 more experience than tliey have had, for it will not take long for the 

 men to find out if such is not the case, and when thev do, he will not be 

 able to exercise the proper control over them, ajid will eventuallv destroy 

 the efficiency of his department. 



The greatest efficiency can be obtained only when the men are hnppv 

 satisfied, and contented with their .surroundings. Since it is hard to find 

 any two men that will do the same amount of work in a given time, 

 discretion must be exercised by the foreman in the placing of his men 

 where they can be used to the best advantage, with his work alwavs 

 planned in advance, sn that they know they always liave a job ahead of 

 them. 



— Richard jNT. Van Oaasbeok, in Anirrirnn /lu/i/sfrira. 



