26 Anderson JVilliaui Clark 



Under the old many-board system the stewards were absolute 

 monarchs in their departments. They purchased when and where 

 they pleased, from whom they pleased, in what quantities they 

 pleased, and paid Avhat they pleased, and the superintendents had 

 as little authorit}' over them as the merchants from whom they 

 purchased. The steward's department was a separate and dis- 

 tinct branch of the institution, from which they received their 

 supplies, and of whom they were expected to ask no questions."^ 



DISCIPLINE IN STATE INSTITUTIONS 



An important result of the new system in Minnesota has been 

 the securing of better discipline among employees in every state 

 institution. The law provides that there shall be but one head to 

 each institution, and that head is the superintendent. Under the 

 Board of Control it has been found that now the superintendent 

 of each institution is able to maintain discipline and secure proper 

 and effective service as never before. He is in a position to ac- 

 complish this because he makes all his appointments from as- 

 sistant superintendent down, and may dismiss for good cause any 

 employee under him, although he is required to keep a record of 

 such dismissal and the cause therefor. Each superintendent is 

 held responsible to the Board of Control for every act of his 

 assistants and employees. Not only the superintendents, but the 

 employees themselves, have borne testimony that the new plan is 

 a great improvement over the old. 



FAVORITISM 



Under the Board of Control there is no favoritism for rela- 

 tives or for political friends. The following regulations have 

 been strictly adhered to with splendid results : 



"i. No relative of any of its members, either by blood or by 

 marriage, shall be appointed to any- position under said board, 

 and no member of said board shall exert any influence by solici- 



' First Biennial Report of Board of Control of Minnesota, July, 1903, p. 4 



382 . 



