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Exit The Horse-and-Cart

17th October 1958
Page 69
Page 69, 17th October 1958 — Exit The Horse-and-Cart
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Which of the following most accurately describes the problem?

Keywords :

Mentality--Maj.-Gen. Russell

Operators Must Look Ahead and Develop New Techniques to Create Traffic

6 4 ET us take care we do not face

the problem of the atomic era with a horse-and-cart mentality," Maj.-Gen. G. N. Russell, chairman of British Road Services, said in his presidential address to the Institute of Transport on Monday.

He was speaking on "Management in Transport" and was pointing out some of the shortcomings of the transport industry, and the fundamental differences between it and other industries.

Transport men, far removed from management control, were trusted servants and moved about on their own. Transport was a much more individualistic industry than most. It was also susceptible to rapid change.

Changes in the shape of transport facilities were matched by changes in the types of goods to be carried, and variations in' the habits and requirements of users had to be accommodated.

To survive, transport had to adapt itself to change. In this connection, a supply of young recruits was essential. In the road haulage industry the young pioneer of 40 years ago was now approaching 70 years of age, and the enthusiasm which gave so great an impetus in the early days could not be relied upon to carry on the industry for ever.

The development of transport techniques had not generally kept up with progress in vehicles. The scientific approach to the problem of locating and assessing, users' present requirements and forecasting future needs was vital.

New Demands "It cannot be too often stressed that the provision of facilities can and does create new demands, and the far-seeing manager will strive to see a need before those in need are even aware of it themselves," said Maj.-Gen. Russell. "Much can be done by way of thinking for one's potential customer, and devising novel ways and means of meeting his requirements. This is an aspect of the management system of transport undertakings which has recently been severely neglected."

Dealing with the science of management, he said it was necessary first to have a clear objective. Even the ownerdriver must have in mind exactly what it was he was setting out to do. In a large undertaking it was important that everyone should know to what end he was working.

Maj.-Gen. Russell was not in favour of the functional form of organization, in which the technical expert at the top had a direct line command running right down to the scene of operations. In such an organization, the chief engineer would be entirely responsible for the repair and maintenance of vehicles at all levels.

• The system preferred by Maj.-Gen. Russell was that in which the manager was supported with all the technical advice he needed and was given complete responsibility for everything that happened within his allotted sphere. The chief engineer would lay down technical standards, with which his subordinate engineers would be bound to comply, but he would have no power to give them orders. All instructions would be issued in the name of the general manager and would be addressed to the manager at the next level.

It was important in this type of organization that •the senior technical man should be in the headquarters team. The best technical advice must be available to top management, and in his field the chief engineer must be regarded by all the other technical men as their leader.

In the system of communications, Maj.Gen. Russell recommended quarterly meetings between the general manager and those managers directly responsible to him, together with his departmental heads. The general manager would explain, shape and communicate policy, and use the ideas that emerged from the conferences as material for future development.

If necessary, these meetings could be reproduced at lower levels in the hierarchy. Each manager should, using the headings of .a balance sheet, render an account to his superior for his part of the business at frequent and regular management meetings.

Instructions should be kept to a minimum and should be built up into a carefully indexed manual. They should be brief and clear, and should be kept up to date.

Basic systems of communication must be supplemented by devices such as staff magazines, bulletins, posters, notices and suggestion schemes. It was necessary not only to inform the staff, but to know what the staff were thinking.

In transport there was a long way to go before the principles of joint consultation were properly understood and effectively applied. The idea was novel to some and to the others the fear of "workers' control" acted as a deterrent Management should boldly face the fact that they could learn a great deal from the man at the wheel or the bench, and it was sheer foolishness to spurn the benefits of joint consultation.

Discussing leadership, Maj-Gen. Russell said that however large the organization, the man at the head must be known as a person. He must be seen as frequently as possible by all his subordinates. He must know, what was going on at the lowest level and be aware of the reactions to orders issued from headquarters. These considerations applied equally to junior leaders.

Rhyme or Reason

"The days are gone when the boss could hire and fire without rhyme or reason and issue orders that needed no more justification than his whims or fancies," he said. "The logic of the situation must be allowed to dictate the decisions, and not mere arbitrariness.

"Wages and conditions of service must be properly settled by agreed methods •.1f collective bargaining. Promotional procedures must provide adequate opportunities without fear or favour. Trust must replace fear. Disciplinary machinery must determine the assurance of a fair deal, in •contrast to the arbitrary punishments and summary dismissals of bygone days."

. Courage, willpower, judgment, knowledge and flexibility of mind were the qualities that should be sought in a leader. It was the duty of transport undertakings to ensure the supply of good leaders and a proper understanding of management, but the Institute of Transport had an important part to play in the educative process. Encouragement should be given by the more senior people to the younger generation to qualify by the Institute's examinations.


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