Analyzing Character Part 31

Flexibility of Joints--Rigid-elastic.

Long trunk, short legs.

Nose section, of face predominates, chin a close second, mouth third.

High, wide, long, medium-square head.

Middle division of cranium predominates, top second, base third.

Crown section of cranium largest; front section, second; back section, third; temporal, fourth.

Square forehead, medium wide, more prominent at the brows than above.

Expression somewhat grim.

Health good; body, clothes, hands and mouth clean and in good condition.

Hands square.

Fingers medium long, with square tips, well-rounded, sensitive pads and short nails.

Thumbs long and set low on hand.

The information as to the other four subjects was similar in character.

One of these charts was then sent to Mr. G.C. B----, another to Mr.

C.F.R----, another to Miss E.W.R----, another to Mrs. A.W----, and the fifth to Miss M.O.P----, students of this science--two of them having studied it less than one year. Each a.n.a.lyst was asked to make his a.n.a.lysis according to a definite plan, so that the results could be definitely compared. These results are shown in the table on pages 356 and 357.

Herein is the true answer to the serious question with which we opened this chapter. Whether or not reliable a.n.a.lyses can be made by the observation of physical characteristics is no longer debatable.

Such a.n.a.lyses _are being made_.

[Transcribers Note: Key to a.n.a.lyst list of Chart is as follows:

1-Practical or Impractical 2-Mild or Aggressive 3-Quick or Slow 4-Active or Inactive 5-Responsive or Indifferent 6-Variable or Constant 7-Energetic or Lazy 8-Dependable or Irresponsible 9-Speculative or Conservative 10-Ambitious or Unambitious 11-Social or Unsocial 12-Honest or Dishonest 13-Skillful or Awkward 14-General or Detail 15-Determined or Indecisive 16-Courageous or Fearful 17-Mechanical 18-Professional 19-Commercial 20-Artistic Ticks replaced with / symbol]

a.n.a.lYSING CHARACTER

Subject Number One 1 1 1 1 1 1 1 1 1 1 2 a.n.a.lyst 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 Vocation First Second Third Choice Choice Choice G.C.B. I M S A R C E D C A U H S D I F / Clerical Sell.

C.F.R. I M S A I V E D C U U H A G I F / Clerical Research Sell.

A.W. I A S A R C E D C A U H S D I F / / Sec. Law Sell.

M.O.P. P M S A R C E D C A U H S D D F / / / Office Exec. Sec.

E.W.R. I M Q A R C E D C A U H A D I F / / Educ. Lit Sec.

Record I M S A R C E D C A U H S D I F / / Purch. Bank Sec.

Subject Number Two G.C.B. I A Q A R C E D C A S H S D D C / Sell. Merch. Pol.

C.F.R. P A Q A I C E D C A U H S D D C / Ins. Ace. Stat.

A.W. P A S A R C L D C A U H S D D C / / Phys. Sell. Clerk M.O.P. P A Q A R C E D S A S H S D D C / / Sell. Pol. Purch.

E.W.R. P A Q A R C E D C A S H A D D C / / Sell. Adm. Pol.

Record P A Q A R V E D S A S H S D D C / / / Adv. Sell. Jour.

Subject Number Three G.C.B. I M Q A R C E D C A U H S G D C / Merch. Finan. Sell.

C.F.R. P A Q A R V E I S A S D S D D F / Comm. Prom. Adv.

A.W. P A Q A R V E D S A U H S G D C / / Org. Sell. Const.

M.O.P. P M Q I R C E D C C S H S D D C / / / Educ. Sell. Exec.

E.W.R. P A Q A R V E I S A U H S D D C / / / Jour. Adv. Sell.

Record P A Q A R V E D S A U H S D D F / / / Res. Eng. Sell.

Subject Number Four G.C.B. I A Q A I C E D C A S H S G D C / Educ. Pers. Serv. Sell.

C.F.R. P A S A I C E D C A U H S D D C / / Eng. Educ. Research A.W. P A S A R V E D C A U H S D D F / / Educ. Jour. Soc.Ser.

M.O.P. P M Q A R C E D C A S H S D D C / / Educ. Pol. Sell.

E.W.R. P A Q A E C E D C A U H S D D C / Eng. Agr. Mfr.

Record P M S A R C E D C A U H S D D F / / Agr. Educ. Eng.

Subject Number Five G.C.B. I A Q A R V E D C A S H S D D C / Agr. Soc. Serv. Educ.

C.F.R. P A Q A R C E D S A S H S D D C / Exec. Sell. Educ.

A.W. P A Q A R V E D C A U H S D I C / / Mfr. Org. Sell.

M.O.P. P A Q A R C E D C A S H S D D C / Org. Exec. Res.

E.W.R. P A Q A R V E D S A S H S D D C / / Agr. Mfr. Pol.

Record P A Q A R V E D S A S H S D D C / / Agr. Org. Pol.

Explanation of abbreviations: Sell., selling; Sec., secretarial work; Exec., executive position; Lit., literature; Purch., purchasing; Merch., merchandising; Pol., politics; Ins., insurance; Acc., accountant; Stat., statistics; Phys., physician; Adm., administration; Adv., advertising; Jour., journalism; Finan., financial; Comm., commerce; Prom., promoting; Org., organizing; Const., construction; Educ., educating; Eng., engineering; Pers. Serv., personal service; Soc.Serv., social service; Agr., agriculture; Mfr., manufacturing.

NOTE--An a.n.a.lysis of the foregoing record shows 82-1/4% of agreement with the record in regard to the subjects' characteristics. This part of the work depends upon an application of principles. In checking the four cla.s.sifications, Mechanical, Professional, Commercial and Artistic, the element of individual judgment of the a.n.a.lyst entered into the problem; yet here we have an agreement with the record amounting to 65-1/2%.

Naturally, choice of exact vocation offers an unusually wide field to the personal equation, especially when the a.n.a.lyst has no data, as in this case, in regard to early environment, education, training, residence, and opportunities. But, even in this case, the students are, in general, in marked agreement with the records. It is impossible to state this agreement in percentages, since each was given a first, second, and third choice, and since some of the vocations suggested are very nearly those indicated in the record, yet not exactly the same. A study of these three columns, however, will impress the reader with the accuracy of the a.n.a.lysts' judgments.

CHAPTER V

IDEAL EMPLOYMENT CONDITIONS

The progress of civilization and enlightment is a good deal like that in the old riddle of the man who had a fox, a goose, and a basket of corn to carry across the river and could carry only one at a time. If you remember, he carried the goose across first, leaving the fox with the corn, since the fox could not eat the corn. Then he went back, leaving the goose, and got the corn; then, when he returned for the fox, he took the goose back with him and left it alone on the bank, while he carried the fox across to keep company with the corn. Then he returned once more and brought the goose over, completing the transfer.

So Civilization carries forward, for a time, one aspect of life. Then she drops this and returns to bring up another. This, in turn, she drops again and goes back once more, and when she goes back she is likely enough to carry the first advance back with her. In the end, however, she finally brings up all of the elements and factors in human life.

For the last fifty years we have made great progress in the invention of machinery, the development of new industries, the organization of great financial and industrial inst.i.tutions, and the volume of production in nearly all lines. But, in the meantime, in order to make this advance, Civilization has been required to carry back, some hundred of years, the relations.h.i.+p between employer and employed. Now let us hope she is ready to go back and bring this important factor up to date.

ANCIENT AND MODERN EMPLOYMENT CONDITIONS

In the old feudal days, the employee was a serf, bound to the soil of his employer. He received a bare living and shared not at all in the gains of the man whose chattel he was. In the days of transition between ancient feudalism and modern industrialism, Civilization greatly improved the relations.h.i.+p between employer and employee. The proprietor and all his men worked side by side in the same shop, performing the same tasks. Each was proud of his skill. Each took delight in his work. Each understood the other. Oftentimes the employee lived under the same roof with his employer, enjoyed the same recreations, and ate at the same table. The skilful, competent, shrewd employer gathered around him the best men in the trade. He profited greatly and his men shared in his prosperity. The invention of machinery and the great enlargement of industrial units makes such relations.h.i.+p between employer and employee impossible. Yet, when employment conditions are improved to match the improvements in machinery and production, we shall go back to the ancient shop for the fundamental principles upon which the new and better relations.h.i.+p will be built.

MUTUAL INTERESTS OF EMPLOYER AND EMPLOYEE

Observe carefully what these fundamental principles are. First, men who love their work and take pride in it; second, mutuality of interests in that work; third, mutual understanding between employer and employee. By this we mean an understanding by each of the other's point of view, personality, ability, motives, intentions, ambitions, and desires. Already Civilization is groping toward the establishment of a new relation upon this basis. Scientific methods of employment are being adopted in more and more of our industrial and commercial plants. These insure the fitness of the employee for his work and, because of his fitness, his love for it and pride in it. They also insure a better understanding between employer and employee, whose relations.h.i.+p to each other is guided and controlled by a sympathetic and expert corps of men and women especially selected and trained for just such work. Profit sharing, the bonus system, the premium system, study clubs and cla.s.ses, and many other forms of giving an adequate day's pay for a day's efficient work are all evidences of the desire on the part of the employers and employees to mutualize their interests.

It is true that to-day, perhaps, we have reached the very flood-tide of organization of employees into labor unions and employers into a.s.sociations, and that these organizations are frequently antagonistic.

But these are only evidences of our blind groping toward the ideal. These movements show that we are awake to our needs, that we appreciate the intolerable nature of present conditions and that we have determined to better them. It is inevitable, when such an awakening comes, that we shall eventually learn by our mistakes and direct our effort toward the true solution of our problem.

IDEAL CONDITIONS DIVERSE AS TO DETAIL

Just what would const.i.tute the details of ideal employment conditions it is impossible at this time to say. These will have to be worked out painstakingly, carefully, and with a true appreciation of the fundamental principles involved, by wise and competent employers and employees. It is altogether likely that different conditions will be found to be ideal in different industries and probably in different units of the same industries. One man will maintain ideal conditions by the virtue of his own magnetism and forceful personality, tying his men to himself with the strong bonds of mutual admiration, mutual respect, mutual loyalty, and mutual love. Another will create ideal conditions princ.i.p.ally by the magnificent exploits of his organization. It is human nature for a man to like to belong to a winning team, to be proud of his connection with a champions.h.i.+p organization. Still, another inst.i.tution may maintain ideal employment conditions by the good judgment, efficiency, and sincere motives with which it conducts its welfare work. Still another may approach the ideal by means of profit sharing, bonuses, and other such emoluments. We have seen and studied organizations in this country and in Europe which very nearly approached the ideal for each of these reasons.

We have also seen some which took advantage of several or all of these.