308 



The Weekly Florists^ Review^ 



Dbcembku 21, 1906. 



^ 



BEFORE AND AFTER. 



In certain lines of business the strong- 

 est testimonial is supposed to be the be- 

 fore and after illustration. During the 

 summer John Breitmeyer's Sons, Detroit, 

 have taken a very strong dose of incon- 

 venience, interruption, investment and re- 

 habilitation. The comparative result is 

 shown in the accompanying illustrations 

 and it promises a large and satisfying 

 permanent improvement in their business. 

 One picture shows the Breitmeyer corner 

 as it appeared on April 24, 1905, just 

 before the workmen began tearing down 

 the old store to give place tc the hand- 

 some eight-story steel building shown in 

 the other illustration, the photograph of 

 which was made on the afternoon of De- 

 cember 12 and shows the crowd which 

 had assembled in anticipatiob of the for- 

 mal public opening of the store. The 

 quarters in which the firm had spent the 

 summer are shown in the lower left-hand 

 corner of the picture. 



Philip Breitmeyer has devoted the 

 larger part of the past year to planning 

 the new store. It is in every respect one 

 of the finest in America. The furnish- 

 ings are ii the most excellent taste and 



absence of the employer, is much safer, 

 and much more economical, than low- 

 paid, irresponsible help. 



Good help being so hard to obtain, 

 many employers are trying to solve the 

 problem by engaging a low class of 

 labor, ignorant, without a trade of any 

 kind, without intelligence and without 

 interest. Although this may possibly be 

 unavoidable, it is very detrimental to the 

 business interests of the employer. Cheap 

 labor is dear labor. Constant watching 

 is required to keep them working, and 

 the results are unsatisfactory. There is 

 also to be considered the fact that they 

 displace good labor. One good man 

 with a knowledge of his business is worth 

 four who are ignorant, and know no busi- 

 ness, and do not care to learn one. The 

 problem for the employer to solve is 

 whether it will not be more profitable for 

 him to engage good men who are satis- 

 factory in their work but demand fair 

 play, or to engage men who care noth- 

 ing about the work but want Saturday 

 night and the dollar. 



The ideal employer is human, considers 

 the natural feelings and instincts of his 

 help, and does not seek to do them any 

 injustice. He does not try to impose 



The Old Breitmeyer Store and Building. 



on them because he feels thsy may, to a 

 certain extent, be subject to his will, 

 but remembers that they are made of 

 flesh and blo^d like himself, and if they 

 possess the qualities of gentlemen, are 

 gentlemen. Possession of capital does 

 not entail gentility or superiority. There 

 are, in fact, many employees who are in 

 every way superior to their employers. 

 The employer has this in his own hands. 

 If he wishes to be superior, as every em- 

 ployer striving for respect and position 

 i should be, he should be superior in his 

 manners and conduct. He can, by treat- 

 ing his employees squarely, meeting their 

 just demands, and attending strictly to 

 business himself, gain their approbation 

 and confidence. 



Before giving orders to the employees, 

 the employer would do well to thoroughly 

 consider what his plans are to be, and 

 when once he has given his orders should 

 not retract unless something very seri- 

 ous should prevent his carrying them 

 out. An employer who is fair in the 

 treatment of his men does much toward 

 commanding their respect, and if this is 

 coupled with good moral conduct toward 

 them, and in their presence, harmony is 

 facilitated. 



Swearing and nagging simply irritate 

 the men and they will not tolerate such 

 if there is any chance of doing better. 

 When giving an order, give it in a quiet, 

 distinct voice. If misunderstood, it is 

 useless to fly into a rage and lose control 

 of oneself, which also means the inevi- 

 table loss of control over the men. 

 One who cannot master himself is surely 

 not fit to master others. 



The employer should be a leader 

 among his men, and should understand 

 his business thoroughly. A thorough 

 knowledge of the business in hand is 

 essential to success. 



It is necessary for the employer's in- 

 terests that all the work should be faith- 

 fully executed, but he would do well to 

 consider carefully before discharging a 

 man for any seeming negligence. In- 

 vestigate fully and give him a hearing. 

 It is a bad plan to recommend an em- 

 ployee to another employer if he has 

 not proved worthy but give him a high 

 character if he deserves it. Never try 

 to hold the workingman down, for he 

 also has ambitions. 



every convenience is afforded for the 

 proper handling of a very large busi- 

 ness. It goes without saying that the 

 investment is a heavy one, but the public 

 interest in the enterprise is something 

 beyond the anticipations of its origina- 

 tors and a profitable increase in business 

 is already assured. 



THE IDEAL EMPLOYER. 



[An essay by Arthur F. Capers, Auburn, R. I., 

 submitted In the S. A. V. convention contest for 

 the Beatty prizes.] 



The ideal employer is one who con- 

 scientiously endeavors to do unto his 

 men as he would like them to do unto 

 him. The employer demands honesty, 

 diligence, faithfulness in the fulfilling 

 of the mutual contract, and promptness, 

 all of which are essential in an employee 

 and just as essential in an employer. 



In order to make a good beginning it 

 is wisest for the employer to engage men 

 who are well recommended and with 

 some intelligence. He can then be sure 

 that he has the best material with which 

 to run his establishment. Good help 

 which can be trusted in the temporary 



Awaiting the Breitmeyer Opening, December 12, 



