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new idea of getting high-priced talent from the outside and have always found it a failure, and now we are sticking strictly to the old policy."

An enlightening discussion is that of Mr. R. M. Bell, Secretary and Treasurer of the General Fireproofing Company, of Youngstown, Ohio:

"It is my belief that, as a general rule, the most efficient organization is that one which promotes its own employees to executive positions.

"If a concern's policy is to go outside of their own organization to select men for executive positions, you then take away. all incentive for the employees to put forth their best effort and to study for the job ahead, and further than that, they will constantly have one ear open for a position with some other company.

"Loyalty and team work are not in evidence.

"On the other hand, when the course is to promote its own employees to executive positions, then the concern is holding out a price for every man in the company and those with ambition will strive to secure the honor. The directors or management know the weaknesses and faults of the employee promoted and can probably see that they are largely corrected.

"The executive brought in from the outside is a stranger and whether he will or will not work with the organization and secure its cooperation is left for the future to decide.

"Often an executive brought from the outside brings with him a few favorite clerks or heads of departments and this immediately tends to destroy what might be an effective organization.

"There are, of course, times when all of the employees of a company have apparently fallen into a rut, and instead of keeping up with or ahead of the procession, they are lagging behind; then it is almost necessary to give everyone a good hard jolt by bringing in some new blood and a man who is strong enough to wake up everyone in the concern."

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inside the organization only. It is also hard to realize the wet-blanket effect on the whole organization which is bound to result when it becomes suspected that outsiders are favored over insiders.

"It is better to go to considerable expense and trouble to train an inside man, rather than to take the ready-made outsider. Furthermore, you may have to take just as much time and trouble to remold this outsider into your ways of doing business.

"Of course, where the number of employees does not admit of a proper selection of material, it may be necessary to go outside the organization for your executives. There may also be cases where you may need a man of exceptional technical knowledge and experience, impossible to acquire in your own business. With us, however, we value the spirit of the man perhaps more than the knowledge he has acquired. We are most likely to find the proper spirit in those who have come up within the organization."

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"We promote from our own ranks whenever we have the proper timber for the positions to be filled. Our experience makes it a part of our policy to keep men coming along for certain classes of service, yet we do have occasional need to bring in new blood, especially in sales work.

"It is a question of rapidity of growth of a business, as well as consideration of the length of time required for individual training. Transplanted talent is quite as uncertain as transplanted plants. It all depends on soil and climatic conditions. Quite frequently a plant does not do so well until it has been replanted. The individual develops new talents and new ambitions when placed in new environment. It all depends-there can be no rule or basic principle established; we must recognize the human equation and deal with it accordingly. Even the expert agriculturist makes mistakes and comes in contact with inexplicable conditions."

To the same effect, Mr. M. J. Whittal, head of the M. J. Whittal Carpet Mills, Worcester, Mass., writes:

"During my business career, I have tried both the infusion of 'new blood' and the development of 'raw material' with varying success.

"I find that it makes little difference whether the executive happens to be from outside the organization or from inside the organization; it is the man's ability which counts. You can get just as good For just as poor men either way.

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Fair Play in Telephone Rates

T is human nature to resent paying more than any one else and to demand cheap telephone service regardless of the cost of providing it.

But service at a uniform rate wouldn't be cheap.

It would simply mean that those making a few calls a day were paying for the service of the merchant or corporation handling hundreds of calls.

That wouldn't be fair, would it? No more so than that you should pay the same charge for a quart of milk as another pays for a gallon.

To be of the greatest usefulness, the telephone should reach every home, office and business place. To put it there, rates must be so graded that every person may have the kind of service he requires, at a rate he can easily afford.

Abroad, uniform rates have

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been tried by the governmentowned systems and have so restricted the use of the telephone that it is of small value.

The great majority of Bell subscribers actually pay less than the average rate. There are a few who use the telephone in their business for their profit who pay according to their use, establishing an average rate higher than that paid by the majority of the subscribers.

To make a uniform rate would be increasing the price to the many for the benefit of the few.

All may have the service they require, at a price which is fair and reasonable for the use each makes of the telephone.

These are reasons why the United States has the cheapest and most efficient service and the largest number of telephones in the world.

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Choose Jerseys

To Supply the Family Milk

An eminent doctor says:

"Those buying milk by the quart, sold at a
uniform price for all breeds, will get more
commercial value by purchasing Jersey milk.'

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Nobody attempts to deny the truth of this statement. Jersey milk is richest in butter fat and the other solids which make milk valuable. If you keep one or a number of cows for your own use, there is all the more reason why those cows should be Jerseys. Your Jersey cow not only supplies you with rich milk, but she keeps it up. One of the well known Jersey qualities is her persistency in milk. She is easily kept, she produces milk economically, while her beauty and gentleness single her out as emphatically the cow to supply milk for the home.

A membership in this Club will prove valuable to all Jersey owners. We have no Jerseys to sell, but we will gladly supply you with convincing Jersey facts.

THE AMERICAN JERSEY CATTLE CLUB

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From Ocean, Farm and Orchard

The best fish in the world are brought into Gloucester. We get the first selection and deliver them to you fresh from the boats, in keepable packages, with the sea flavor retained.

The best vegetables in the world are brought to our dock, after being packed, according to our standard, where they grow, in order to assure proper freshness.

The best fruits in the world are unloaded at our wharf from Native Orchards, the South, the Pacific Coast and Across the Seas.

No matter where you live, we guarantee to bring to your door Nature's choicest products from Ocean Farm and Orchard, packerd as they grew and packed to keep.

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OUR SEA FOODS range from the Mackerel (fresh or salted), Codfish (fresh or salted), Salmon, Lobsters, Crabs, Clams and Shrimp of our native waters, to the specialties of Italy, France, Portugal and the North Sea Ports.

OUR FARM PRODUCTS include all the good things that grow in and near the ground, special cures of bacon, dried meats, pork-andbeans and other New England goodies.

OUR ORCHARD SPECIALTIES are gathered from the selected crops of American and more Tropical Climes.

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inspiration and a constant stimulus to
all men now in subordinate places.
The eyes of the president are upon
them. He is looking eagerly every
minute of the day for evidences of the
industry, the loyalty, the broad knowl-
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executives.

EFFECT OF THE WAR ON
AMERICAN BUSINESS

T

HE business situation is be-
clear.
ginning to
In the
early stages of the great
conflict, the probable results
to American commerce and
industry could be seen only in dim
outline. Now we have reached the
point where calm analysis is leading
business men to definite, clear-cut con-
clusions on which they will not hesi-
tate to act. Of course, the uncertain
fortunes of war continue to be a
source of disturbance. But at least
we have made the great gain of sub-
stituting

stituting clear thinking for either
panicky alarm on one side or bom-
bast on the other. In this emergency
economics has suddenly become the
most practical and helpful of all the
sciences. The views of eminent econ-
omists have been eagerly sought for.
Professor Irving Fisher, of Yale, in
an interview in the New York Times,
expresses the opinion that "the out-
break of the war and the simultaneous
opening of the Panama Canal will tend
to divert the course of trade from
Europe to South America. . . . New
York can largely take the place of
London as the world's exchange center
for Pan-American trade. This oppor-
tunity is increased by the possibility in
the new banking act for the establish-
ment of branch banks abroad. With
these opportunities and the rise of
interest in Europe, the United States
will change to a great degree from a
debtor to a creditor nation."

P

No Sensational Boom
Expected.

ROFESSOR EDWIN R. A. SELIGMAN, of Columbia University, writing in the New York Journal of Commerce, says: "So far as the immediate effects of

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How Weak Eyes are Strengthened by Exercise

Nearly all eye weaknesses are simple and traceable to one reason

When the eyes are affected by strain, nervous exhaustion or other causes, the muscles of the eye become flabby, and the eyes do not focus easily, if at all.

The reason the muscles become flabby is because the circulation of blood is deficient.

If the normal circulation of blood can be restored by a simple, safe exercise, the eye will regain its former strength and power. This fact is testified to by the greatest Professors of Ophthalmology in the world.

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These people have had some serious eye troubles too, as is shown by their voluntary letters to us, also from oculists who know the history of their cases.

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the war upon our chief raw materials MEN OF IDEAS

are concerned, the prospects are not
very favorable as to cotton and per-
haps a little less unfavorable as to
wheat and other food products. We
shall be sharing in the inevitable loss
which is consequent on such a war.
In industry, however, the situation
promises to be different. . . . There is
every reason to believe that under
favorable conditions an immense im-
petus will be given more particularly
to the textile and the metal industries,
the influence of which will considera-

and inventive ability should write for new "Lists of Needed In

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SUPPLY OF CAPITAL RESTRICTED

bly overbalance any possible loss from a fall in the price of our raw materials." In the course of an able review of the situation written for the Alexander Hamilton Institute, Dean Joseph French Johnson, of New York University School of Commerce, sums up his conclusions as follows:

"A striking feature of the situation is the uneven influence of the war on American industries. We shall probably see, if the situation continues, certain industries and commercial organizations working at top speed and making enormous profits, while beside them will be the empty offices and deserted factories of other industries. It is, of course, impossible to estimate at this time in dollars and cents the profits and the losses that will come to the people of this country. But, this fact stands out clearly that even though the profits and advantages we reap overbalance the losses, we must expect severe retrenchment on the part of many firms.

"To further complicate the situation, we must consider also the probable sharp rise in prices of food and clothing, as they will affect the wage earners and salaried employees of the country. The present 'high cost of living' will in all probability be far higher within the next months."

few

The conservative, yet hopeful, view of these eminent economists may safely be considered representative of the best-informed thought of the country. The loose and bombastic talk to the effect that the United States was being ushered into an era of wonderful prosperity as a result of the war, which was at first so prevalent, has now given way to soberer discussions of the immense possibilities for good or for harm to our business interests.

E

Supply of Capital Restricted.

VEN before the struggle opened, Mr. Frank A. Vanderlip, President of the National City Bank of New York, foretold the most vital result of the war-which seemed then only a vague threat- on American financial operations in these words: "The idea which some people have that a war would be beneficial to this country is a theory which belongs to the Stone Age of economics. A war would prove a great hindrance to necessary financing which many industrial plants and railroads must do in the near future." Right here is a serious problem which must be faced either immediately or in the near future by nearly every progressive business concern in the United States. How are maturing bond and note issues to be either repaid or refunded? How is the fresh capital which this country normally requires year after year to be raised under present conditions? How are the lines of industry that manufacture

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Hundreds of Students have paid all or part of their college expenses by working under the CURRENT OPINION SCHOLARSHIP PLAN.

Ambitious High-School Boys who want to go to college should write us at once and secure full information as to how to work for a scholarship in any college in America.

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exclusively "capital goods" likely to

be affected? These are the questions You Can Weigh

that are causing worry to the responsi-
ble heads of business enterprises all
over the country. Eventually these
questions will be satisfactorily an-
swered. This country is too powerful
and too rich to suffer long on account
of lack of capital. But a temporary
check to our progress and prosperity
is now generally conceded to be in-
evitable.

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I

Our Benefit in the Long Run.

N THE long run we shall benefit. What is actually happening is that we are paying off-at a heavy discount debts that Europe has long held against us. Already hundreds of millions of dollars of American securities have been thrown back at us and we have bought them at bargain prices. This process is likely to continue-or at the best, the normal European demand for American securities will be much cut down. As a result, the rate of interest in this country is bound to advance. It will be difficult to sell stock and bonds or in any other way to raise fresh capital. We shall have to make up our minds to use more efficiently and more economically the capital already in our hands. As a nation we are in a position like that of the farmer who is forced to pay off a mortgage and is unable in consequence to buy the luxuries he would like to have for his family or even to buy new agricultural equipment. The farmer scrimps and saves for a few years and at the end of that time finds himself in full possession of the farm and prosperous enough to begin mak

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Something like that will be our national industrial history during the next few years.

T

war

Meeting American Obligations in Gold. HE vast sales of European-owned securities in the New York market prior to the opening of the left us owing immense sums payable in gold in the European capitals. It was impracticable to ship gold for some weeks after the opening of hostilities. Thereafter, owing to our cumbersome banking system, it would have been dangerous in the extreme to send out of this country the great quantities of gold-estimated at between $100,000,000 and $200,000,000that would have been necessary to fulfill to the letter the financial obliga

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tions of the bankers of this country. Houghteling & Co.

Most bankers and business men seem

to prefer to let the situation rest in the expectation that shipments of wheat and other produce will soon cancel our obligations. This would virtually amount to an informal moratorium.

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