Railway Management at Stations (Classic Reprint) - Hardcover

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Excerpt from Railway Management at Stations

If, however, his work is Subsequently inspected it will be seen to have been hurried, and that the impress is left on it of his desire to get through. There will also be found a deficiency of pro-arrangement with expedients brought in at the finish to repair oversights. It is useless to look for much organisation having been provided to facilitate on the next occasion the systematic execution of the same work, and as a consequence he has to again go over the same entire programme. Now, take the Frenchman, he surrounds his work with a series of troublesome checks, and to obtain checks he duplicates the work and employs extra men, regardless of cost or speed. His motto seems to be certainty, and he sacrifices time and money to accomplish this end. He trusts to organisation rather than discretion, hence the insti tution flourishes more than the individual. With a limited power of discretion, expedients can have very little play. Whenever a difficulty arises where the enterprise of the American leads him to apply an expedient, the Frenchman pauses and introduces system. The one aims at bringing everything within the scope of his law, while the other hates all law and considers his own ingenuity superior to such a necessity.

As a class, railway men work harder and longer, and have a more difficult and complicated kind of work than perhaps falls to the lot of any other kind of business men that can be named. The multiplicity of detail, the necessity for quick judgment, and the inability to clear matters at once, owing to the work being spread so widely over the country, contribute to harass railway men and to take up the whole of their time with current matters. Pressure of events and the necessity of pushing on each day's work to meet the public requirements, moulds the man in the gap more or less into a creature of expedients. He must meet immediate demands, or some one else becomes the man for the situation, and under this pressure he not unfrequently becomes the parent of loose patchwork organisation and slip-shod work. He too often clutches hold of anything that enables him to produce an immediate result, but which anything is not always sound and durable. When it is considered that there are men all over the country unavoidably doing this kind of thing, can it be wondered at that we have patchwork organisation. Tere you multiply minutiae not strictly subject to the leading principles of the organisation, it becomes like the growth of some excrescence upon the system, and certainly does not bring with it sound healthy progress.

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