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Show It's YOUR Business . . .' BY FABMAN HOLME An executive has practically nothing to do, notes the magazine Modern Industry, except : "To decide what is to be done . . to tell somebody to do it . . . to listen list-en to reasons why it should not be done . . . "Why it should be done by somebody some-body else ... or why it should be done in a different way . . . To prepare arguments in rebuttal rebut-tal that shall be convincing and conclusive ... to follow up and see if the thing has been done . . . "to discover why it has not been done ... to inquire why it has not been done ... "to listen to excuses from the person who should have done it . . to reflect that the person at fault has a wife and seven kids . . . and that certainly no other executive execu-tive would have put up with him for another moment . . . "but that as things turned out ... he himself spent two days trying try-ing to find out why it was that it had taken somebody else three weks to do it wrong ..... |