Music Trade Review
Issue: 1916 Vol. 62 N. 10 - Page 3
Music Trade Review -- © mbsi.org, arcade-museum.com -- digitized with support from namm.org
THE
flUJICTl^ADE
VOL. LXII. No. 10 Published Every Saturday by Estate of Edward Lyman Bill at 373 Fourth Ave., New York, Mar. 4, 1916
Sin
£oo Co plr 5 Y°ea C Cents
r
OMPETITION is said to be the life of modern business, but co-operation is its backbone.
Five men, working together, can lift with ease a steel girder that ten giants, tugging
individually, cannot budge.
The team that pulls steadily, systematically, and together, will always win the tug-of-
war against the team whose members, though exerting all their strength, are not pulling together.
A most encouraging sign which points to the upward progress of economic conditions is the
increasing growth of the spirit of co-operation which may be found to-day in business organizations
of every kind, including the music trade industry.
The greatest factor in fostering the spirit of co-operation in modern industries is the "get-to-
gether" idea.
Employers are realizing the value of an organization animated by the same common impulse,
and working to the same common end, and in many piano factories and warerooms there are held
regular meetings of the entire force, at which a discussion of the ideas, aims, and problems of the
particular organization is entered into by everyone in attendance.
A recent issue of The Review contained the story of a Brooklyn piano manager who holds reg-
ular meetings of his entire sales force. The meetings are held after the work of the day is done, a
dinner being served to the men before the meeting begins. After the dinner a speaker of wide and
thorough technical training gives a talk on some special feature connected with the manufacture or
sale of pianos, after which a general discussion of sales plans and other ideas pertinent to the busi-
ness takes place. As a result of these meetings, the members of the sales force have gained a much
more comprehensive knowledge of the piano business than they ever had before, and the general
policy of the store is thoroughly understood by each man, so that each salesman works in harmony
with the others and in harmony with the policy of the organization as well.
The average salesman has a subconscious desire to become more efficient, if for no other reason
than to increase his earning power. If he is made to feel that his work, unimportant though it may
seem is still a necessary factor in the ultimate success of the firm, and that his fellow-workers are
imbued with the same spirit, he will.work harder, more cheerfully and more efficiently than if he
feels he is merely an unimportant part in a great machine that seeks to get as much work from him
for as little money as possible.
Many a business man has made his personality felt throughout the entire industry of which his
business is a part, and yet has used none of that personality among his men. If an executive can
secure the confidence and patronage of the public through sheer force of personality, that same per-
sonality can win the confidence and co-operation of thosee who work for him.
The piano manufacturer and dealer who makes his men realize that he is interested in them not
only as producers, but as human beings—that their ideas and suggestions are welcome, and are
appreciated that the quality of their work is appreciated, and that the greater the success of the
firm becomes, the greater their own success will be—is the man who will achieve the greatest and
most enduring success. The get-together meeting is the best method known to-day to produce such
an understanding among and between employes and executives.
Many a worker, through his close familiarity with his particular task, can suggest means where-
by time and money can be saved in the operation of the business. Oftentimes these suggestions are
never made, because the employe feels that his employer would consider him presumptuous were
C
'
(Continued on page 5.)
THE
flUJICTl^ADE
VOL. LXII. No. 10 Published Every Saturday by Estate of Edward Lyman Bill at 373 Fourth Ave., New York, Mar. 4, 1916
Sin
£oo Co plr 5 Y°ea C Cents
r
OMPETITION is said to be the life of modern business, but co-operation is its backbone.
Five men, working together, can lift with ease a steel girder that ten giants, tugging
individually, cannot budge.
The team that pulls steadily, systematically, and together, will always win the tug-of-
war against the team whose members, though exerting all their strength, are not pulling together.
A most encouraging sign which points to the upward progress of economic conditions is the
increasing growth of the spirit of co-operation which may be found to-day in business organizations
of every kind, including the music trade industry.
The greatest factor in fostering the spirit of co-operation in modern industries is the "get-to-
gether" idea.
Employers are realizing the value of an organization animated by the same common impulse,
and working to the same common end, and in many piano factories and warerooms there are held
regular meetings of the entire force, at which a discussion of the ideas, aims, and problems of the
particular organization is entered into by everyone in attendance.
A recent issue of The Review contained the story of a Brooklyn piano manager who holds reg-
ular meetings of his entire sales force. The meetings are held after the work of the day is done, a
dinner being served to the men before the meeting begins. After the dinner a speaker of wide and
thorough technical training gives a talk on some special feature connected with the manufacture or
sale of pianos, after which a general discussion of sales plans and other ideas pertinent to the busi-
ness takes place. As a result of these meetings, the members of the sales force have gained a much
more comprehensive knowledge of the piano business than they ever had before, and the general
policy of the store is thoroughly understood by each man, so that each salesman works in harmony
with the others and in harmony with the policy of the organization as well.
The average salesman has a subconscious desire to become more efficient, if for no other reason
than to increase his earning power. If he is made to feel that his work, unimportant though it may
seem is still a necessary factor in the ultimate success of the firm, and that his fellow-workers are
imbued with the same spirit, he will.work harder, more cheerfully and more efficiently than if he
feels he is merely an unimportant part in a great machine that seeks to get as much work from him
for as little money as possible.
Many a business man has made his personality felt throughout the entire industry of which his
business is a part, and yet has used none of that personality among his men. If an executive can
secure the confidence and patronage of the public through sheer force of personality, that same per-
sonality can win the confidence and co-operation of thosee who work for him.
The piano manufacturer and dealer who makes his men realize that he is interested in them not
only as producers, but as human beings—that their ideas and suggestions are welcome, and are
appreciated that the quality of their work is appreciated, and that the greater the success of the
firm becomes, the greater their own success will be—is the man who will achieve the greatest and
most enduring success. The get-together meeting is the best method known to-day to produce such
an understanding among and between employes and executives.
Many a worker, through his close familiarity with his particular task, can suggest means where-
by time and money can be saved in the operation of the business. Oftentimes these suggestions are
never made, because the employe feels that his employer would consider him presumptuous were
C
'
(Continued on page 5.)
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