Business, Volume 4 |
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Page 100
... provided he has not been naturally endowed with these qualities — that tact
and diplomacy and personal interest in men which may enable him to abate any
friction or settle any disagreements that may arise among his employees. He
must ...
... provided he has not been naturally endowed with these qualities — that tact
and diplomacy and personal interest in men which may enable him to abate any
friction or settle any disagreements that may arise among his employees. He
must ...
Page 101
That creation of an atmosphere of personal relationship between employer and
employees develops the individualism of the latter and inspires in them that
personal power which, more than anything else, perhaps, brings loyalty of ...
That creation of an atmosphere of personal relationship between employer and
employees develops the individualism of the latter and inspires in them that
personal power which, more than anything else, perhaps, brings loyalty of ...
Page 117
... who was an employee at the Arsenal, and who occupied his evenings with the
work of the society. At this time, however, he was persuaded to devote his whole
time to the society's work. As the business grew, new departments were added: ...
... who was an employee at the Arsenal, and who occupied his evenings with the
work of the society. At this time, however, he was persuaded to devote his whole
time to the society's work. As the business grew, new departments were added: ...
Page 119
... establishment: he buys the goods and is in charge of all stocks of his
department; he has nominal control over the sales and employees of his
department. But he is distinct from the store managers: goods and salaries are
under the buyers, ...
... establishment: he buys the goods and is in charge of all stocks of his
department; he has nominal control over the sales and employees of his
department. But he is distinct from the store managers: goods and salaries are
under the buyers, ...
Page 125
Nowadays, however, the heads of a great many large business concerns aver
that they give more time to the selection of employees than to any other branch of
their work. They believe this plan pays. The result in every case is a force of men
...
Nowadays, however, the heads of a great many large business concerns aver
that they give more time to the selection of employees than to any other branch of
their work. They believe this plan pays. The result in every case is a force of men
...
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ability advertising banking become begin better building called capital carried cent clerk comes Company cost course demand dollars employees experience fact factory field five followed force four give half hand head hundred idea important increased industry interest keep less look machine machinery manager manufacturing matter means methods million mills nature never operation organization paid perhaps poor position possible practical present profit railroad received result salesman sell shoes side society Standard steel success supply things thousand tion trade watch week whole woman women young
Popular passages
Page 376 - Methinks I hear some of you say, Must a Man afford himself no Leisure ? I will tell thee, my friend, what Poor Richard says, Employ thy Time well, if thou meanest to gain Leisure; and, since thou art not sure of a Minute, throw not away an hour.
Page 373 - Therefore whosoever heareth these sayings of mine, and doeth them, I will liken him unto a wise man, which built his house upon a rock ; and the rain descended, and the floods came, and the winds blew, and beat upon that house ; and it fell not : for it was founded upon a rock.
Page 376 - Richard likewise observes, he that hath a trade hath an estate, and he that hath a calling hath an office of profit and honor; but then the trade must be worked at, and the calling well followed, or neither the estate nor the office will enable us to pay our taxes. If we are industrious we shall never starve; for as Poor Richard says, at the working man's house hunger looks in, but dares not enter.
Page 377 - Master will do more Work than both his Hands; and again, Want of Care does us more Damage than want of Knowledge; and again, Not to oversee Workmen is to leave them your Purse open. Trusting too much to others...
Page 375 - How much more than is necessary do we spend in sleep, forgetting that the sleeping fox catches no poultry, and that there will be sleeping enough in the grave, as Poor Richard says.
Page 377 - A little neglect may breed great mischief ; for want of a nail the shoe was lost; for want of a shoe the horse was lost; and for want of a horse the rider was lost, being overtaken and slain by the enemy ; all for want of a little care about a horse-shoe nail.
Page 381 - I had made of the sense of all ages and nations. However, I resolved to be the better for the echo of it; and, though I had at first determined to buy stuff for a new coat, I went away resolved to wear my old one a little longer. Reader, if thou wilt do the same, thy profit will be as great as mine.
Page 43 - AY me ! what perils do environ The man that meddles with cold iron ! What plaguy mischiefs and mishaps Do dog him still with after-claps...
Page 378 - What is a butterfly? at best he's but a caterpillar drest; the gaudy fop's his picture just," as poor Richard says. But what madness' must it be to run in debt for these superfluities ! We are offered by the terms of this sale six months' credit ; and that perhaps has induced some of us to attend it, because we cannot spare the ready money, and hope now to be fine without it. But, ah! think what you do when you run in debt. You give to another power over your liberty. If you cannot pay at the time,...
Page 375 - FOLLY; and from these taxes the commissioners cannot ease or deliver us, by allowing an abatement. However, let us hearken to good advice, and something may be done for us; God helps them that help themselves, as Poor Richard says in his Almanack of 1733.
Bibliographic information
| Title | Business, Volume 4 Business, Andrew Carnegie Young folks library Volume 4 of Young folks library: Vocations |
| Editor | Andrew Carnegie |
| Publisher | Hall and Locke Company, 1911 |
| Length | 401 pages |
| Export Citation | BiBTeX EndNote RefMan |