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for To-morrow
Institute of Transport Presidential Address Points to Dangers of Overcentralized Transport Under State Control METHODS by which the Institute a Transport could help the British Transport Commission were discussed by Mr. T. W. Royle, C.V.O., M.B.E., M.Inst.T.,, in his presidential .address to the Institute, last Monday.
Introducing "A New Era of Transport," Mr. Royle considered the broad aspects of the present disturbed economic period in relation to all forms of transport. Two broad conclusions had been reached, he said, as to how output could be speeded up and increased; these were that the Government had a responsible part to play by removing shortages of equipment, fuel and materials, and that the immediate problem was to make the most effective use of available resources.
Simply defined, the target for the transport industry was to provide the most efficient, economical and safe transit for goods and passengers, which circumstances would permit. It was highly important that users of transport should state promptly and clearly their requirements, so that adequate provision could be made.
Danger Ahead
He stressed the danger of overcentralization, which, he said, might arise in an extreme form within that section of the transport industry which would be nationalized. Progressive management demanded constant review of all phases of an undertaking's activities and great reliance was placed, nowadays, on the use of statistics.
Properly compiled and interpreted statistical information was of great value. Mr. Royle emphasized, however, the danger of complacency being created by figures that showed an improvement on the previous comparative period. It might well have been, he said, that the standard of efficiency of the basic period was not as high as thorough management could have made it. More detailed analysis might have revealed. weaknesses.
The president then gave, by way of example, some information about the use of statistics within the sphere of the railways, with which, he said, he had been most intimately associated.
A wide field was open for prudent use of precision analysis. It was important to point out that in schemes entailing large capital expenditure, there should be efficient back-checking to establish how far expectations had been realized. It was necessary to ensure, however, that the back-checking system did not look for conclusive answers too early.
Turning to the subject of theoretical training for management, he asked whether the Institute might not extend its facilities so as to reach all grades of transport personnel. To do so would involve an extension in its size and, perhaps, influence, and it might have to establish liaison with undertakings. An alteration in the constitution of the Institute, which had tended to model itself on certain professional institutions, might even be necessary.
The larger concerns, Mr. Royle said, operated internal schemes of education, although these were usually •of a departmental character. It might well be that steps could be taken to dovetail these with the Institute courses and thus provide a kind of progression in learning. He referred to the report of the Urwick Committee, appointed by the Government in October, 1945, to investigate training for management in industry and commerce.
It was significant that the report stated that opportunities to obtain higher posts in business should always be open to those whose training had been predominantly in the school of experience. No system of tests or examinations, the authors of the report believed, was fully satisfactory. The Ministry of Education had accepted thereport and asked local educational authorities to establish courses on the lines recommended,' if possible during the session now beginning.
The president said that the Institute was uniquely placed to give valuable help in building up the new structure of transport by anticipating problems and expressing opinions on their solution.
The Commission's Task
The job of the new Transport Commission, as he saw it, would be to think out what unification of transport meant an.1 to decide how an improved system could be built up at less cost.
Members of the Institute would, he was certain, place all their resources at the disposal of the Commission and its Executives. They could play an important role as mentors by the careful selection of discussion subjects during the period of change.
He referred to one or two examples of the whole range of subjects to which the Institute should apply its collective mind during this year of change. The relative positions of road and rail as regards charges had been the basis of constant controversy, which was hardly likely to be forgotten in the change of ownership. Progress was being made by the railways before the war in using road transport tin convey goods for part of their journey by concentrating " sundries " traffic at the larger goods depots serving as railheads for surrounding areas both for deliveryand collection. Extension of this system was being hampered only by the difficulty of obtaining road vehicles.
The question arose whether a similar principle could not be adopted in passenger traffic, that is, by making the larger, passenger stations railheads for • certain areas where travellers would change from rail to road.
Another question arose from the likelihood that more people from the rank and file reached the higher managerial posts in transport than in any cornOrable branch of industry. Could not the door of opportunity be opened wider, however, to afford a, greater choice when making appointments?