TRAINING OF MINING ENGINEERS. 681 
Shareholders would see more dividends, and the workers 
more employment. The mine manager should not be 
indifferent to mechancial engineering. , 
It will be obvious, upon examination of the matter, that 
there should be a far wider opening for mining engineers 
than the really limited scope for consulting practice, with 
which it is often confounded ; but until this is more generally 
recognised by those who direct mining enterprise, it 
is to be feared that the really good candidates for employ- 
ment will be drained from the districts in which they are 
really wanted, and will find better treatment elsewhere, 
paid by outside capital. 
Although no real distinction can be drawn between 
mining engineers or managers, nevertheless there be a broad 
line that can be drawn; but it is lower down the scale. 
The miner himself, for instance, is all the better for some 
instruction in addition to that involving his personal skill 
in using his tools, although this may itself be increased. 
The many foremen, as shift-bosses, need still more instruc- 
tion; but the instruction remains of a limited kind. The 
moment, however, a man is put in charge of a plant, and 
has the responsibility of the direction of operations, it 
becomes necessary for him, unless the undertaking be a very 
feeble one indeed, to have an intelligent knowledge of 
a great many operations; he must be an engineer in the 
broader sense of the word before he can be successful. Just 
as the mechanical engineer has replaced the old mill- 
wright, so should the modern mine manager have room 
made for him—the leader of the operations should have a 
higher kind of knowledge to that possessed by his foremen 
in either case. 
The proper kind of education for the operative, over and 
above the correct manipulation of his tools, will not be 
further discussed, as it is a subject all to itself, but one 
would urge that every facility that is possible should exist 
for those men whom nature has fitted to find their way 
to management, whether by evening study or actual 
scholarship. As the author had the honour to assist in 
recommendations upon this subject in Victoria quite 
recently, he will not now deal with this side of the matter, 
but deal at once with the case of the men who, from the 
outset, seek to prepare themselves for leadership. 
The mining engineer has really an extremely complex 
set of conditions under which to work. He has, in the 
first place, often to make a profit for all concerned out of 
what may be at the start something of the nature of a 
