The Manag'ement of Cemetery Cabor. 
Wherever a number of men are employed the neces- 
sity arises of efficient control, not alone to preserve 
discipline but to secure proper returns for the wages 
paid. There is no surer way of wasting capital or 
profits in any enterprise, than to exercise poor man- 
agement in the control of the employes, whenever their 
number is sufficient to warrant special measures. The 
management of labor is a very serious problem and 
involved in many difficulties, as any intelligent reader 
of current affairs knows. The two extremes of man- 
agement might be said to be the method of the soul- 
less corporation, whereby subordinates of all grades 
are treated as human machines, and the co-operative 
system, where the employes are encouraged to co-op- 
erate one with the other in their work both for their 
owm personal interests and that of the employer, there- 
by, to the extent of individual ability, becoming a con- 
stantly improving and responsible body. 
As an example of the latter method of management 
in connection with a body of cemetery employes, we 
are sure that Lakeview Cemetery, Cleveland, Ohio, 
will be of interest. The system as hereafter described 
owes its establishment to the Secretary and Treasurer 
of the Association, Mr. Frederick Green, who some 
four years ago upon being put in charge of the cem- 
etery, decided that some system ought to be determined 
upon, whereby the care and work of the cemetery 
could be carried on, as he says, “without a boss.” Be- 
ing a man of extensive practical business knowledge 
and experience, he carefully considered the subject, 
and decided to call a meeting of all the employees for 
the purpose of founding a system. The system then 
determined upon has been the practice ever since, with 
such additional details added from time to time as sug- 
gested themselves. For the purpose of carrying out 
the plan decided upon, the cemetery was divided into 
divisions named A, B, C, etc., and these divisions again 
divided into sections. Each division was allotted to 
a certain man, who in turn appointed the men for the 
sections and assigned to the section men as many help- 
ers as might be required. Then all got together to 
compile the necessary rules for the performance of 
every task. Mr. Green’s own words convey a better 
idea of the start of the system ; “The manner which 
was considered the best for the performance of the 
various tasks about the grounds, in the office, or chapel, 
was agreed upon and recorded. An advisory commit- 
tee was appointed to consider all deviations from these 
established rules, their attention being called to such 
infractions by any member of the working force. In 
fact, it was deemed the imperative duty of the em- 
ployee to make these reports to the committee. Hav- 
ing decided who was to blame that person was imme- 
diately fined, the fine going into the sick benefit fund 
of the beneficiary association which was formed by the 
employees. We went into the details of every class 
of work most carefully, and agreed how everything 
was to be done. That having been settled, the idea of 
having a particular man for a particular spot was 
adopted. This brought with it the principle of owner- 
ship. In this way the men had a chance to make their 
particular work show. They could point to their own 
handiwork. The division men became proud of their 
divisions, the section men of their sections, and the 
helpers of their particular part of the section. This 
pride took away the necessity of the constant eye of 
the boss. A system of accounting was inaugurated 
which revealed the exact time spent by every man at 
any one of the necessary tasks. Every man, confident 
that his best efforts would bring their own reward, 
strove to be faithful.” The system also developed 
thought in the men, and that kind of independence 
which while working in harmony for the best results 
in the work, led each man to strive to do his best. 
To encourage and promote harmony in the cemetery 
work as a whole, Mr. Green arranged that the divi- 
sion men should meet him at dinner every other week 
day, the meal being provided by him. This meeting 
