SENTIMENT IN BUSINESS

Hokitika Guardian, 28 January 1924, Page 4

SENTIMENT IN BUSINESS

The old adage, “No .sentiment in business,” is in no danger of becoming obsolete. In old-time methods of business there was a good deal of sentiment, but very little benevolence. That line old word "benevolence, so

suggestive of ueli-wishing, weii-doing, will presently be pressed into the coinage <4 a new maxim: "Benin oleiice in business, but no sentiment.’ The day is dawning when it will be seen that benevolence is tlm soul, and sentiment the curse ot business life that one excludes the other. There are different degrees ol sentiment. A soft-hearted sentiment, expressed for pity’s sake: a hard-headed sentiment, expressed in terms of ruthlessness. competition, and avarice: a diplomatic sentiment, associated with with wire-pulling, place-seeking, and graft. This kind of thing has notice to quit. Enligtened business men are recognising that sentiment in whatever degree is not only detrimental to business, but also to the individual object of it. Not until sentiment, favouritism, preference, prejudice, passion, likes and dislikes, and all of that breed are eliminated will business life become cleaner and sounder. I'or sentiment is based on personality, and by personalities Imsines is corrupted. Business should bo, and some day will be. regarded as a sacred employment, and conducted on entirely impersonal lines. The curse of sentiment is glaringly seen in Government enterprises. Australia. the workers' Parsuli.se, has dabbled in l-Vderal and Slate business activities probably more than any oilier country. Due alter another ol tli-.-e Stale l.usihes-es have been Lilian il. run at a In •< for a few year-, tlieii wound up in d< -paw. p.-'iliim-nr. killed llie.n. beginning to end tiles si , :v liuiicy i ombi'd bv seel i Incut. Sentiment enit red into the price paid 1.. 1 ihe ! 11 ; -in. —. : into the appoiiumenl iii.iiing.'i-.-. lmvm"H. v luTint'll, into 111., liii-iiie.s Itnl commodities handled. | 111 -ine-s will si ain I a measure of red iape, Inil through .sentiment it i- burdened by unnecessary overhead charges, its managerial deparlnieiii is overstaffed. and ii- workers me allowed to adopi a "govcrnnien (stroke, that n-iimss is doomed, There is a stupid, wnmleli-la ailed sentiment often expressed in rand' competition. Two hiisimss ii'-n in the same town who chance In be in till' same line of hiraiiie-s conceive the idea ilmt there i ■ not sufficient I rude lor both, that il one can be <tu bed and mad" in-,"Lent the ~1 her will have a better chance of success. A lieivc liU -lllc vend"! la cn -He- Rriees are lowered, one cut" in under the oilier, until both glow lin d of the g-'in". ami meekly pocket Ha ir Ins- : or, H the fie hi be J ought to a lini-li. " become:i war ol exhaustion. Dim become ci ii-|ii'd. ccrl a inly, but ibo oiler is by then probably cxhati'lcd. am! licatwi ally crippled. Then, inva; iabiy, a third party stops in and carries oil the spoils. No cempetiiinu i - cc.momii'aly -oum.t

which is inspired by sentiment or based on personalities. True compel iiion is always a competition with oite-ib in striving to improve today oil Lie methods of yesterday - not with business rival-. When lni.-iiiomen lose sight ol personal rivalries, mid (level • their bra in.- to developing tli.-ir business. and irti'iermg tin - be-l possible -cn ice to tiie public. the bc.-T man is bound in win. 11 is i - -i conflict- wil n himself, with, millin'. and economic joree Hi.- vo'.pci item is iet-i 1 1 <>n !-.'iwiee to the community, ami i- entirely impel -i :’.ai, devoid .;i -cut imeid. There a ran!;:-!: kind el -i-nl i--11H:i:1 which al lirst sight' -eenra ju-li liable, t\. r it i I,am out .-•> ,wit-heart-••dlies-. and applied in giving moineiitary relief to the distiv Now. charity in its—ll’ is noble, hui in hu-i----if is nma!;'.-!:. lor n tem!.- to perpt-t-nute condition- which cau.-c distress. If out oi pity Ibr a man "on give him employ u« tor v- huT b. i unqiialilied, you arc committing 1 d*fiible iniu-ticc ; you are I);'.stilit-a}>}>iuM your.-elf with an in'ompetc-nt man. and adding a burden to your hu-im's*. Von arc no!, the only one who pays for hi - incompolcm y : your business suffers through it, and all emme'eted with Ihe business —shareholders, work-

or-, and. piircha-ers have in shoulder tli" burden. Then, a- regards the man. yen are putiing him in a lal-e position, undermining his xrlf-reliaiu o. and creating in him a ieelmg ni ser-

vility. lie know - Urn; he owes his pay-envelope to your goodwill. He misses the satisfaction of receiving a well-earned wage, which is the highest gratification work can yield. Giving relief to those in distress is eeitainlv a sacred thing. Rut fm-i--IIP-S is also sacred, del men bui realise ii. If exists to serve even higher ends. The energies of business men should he directed towards creating trade conditions -o equitable as to prevent distress, which is far hot ter than relieving it. It is in this direction that enlightened men to-day are

moving. The time is not far distant when industry and commerce will be so organised as to reduce distress to the vanishing point—that is, distress incidental to unemployment and physical infirmity. Certainly the poor will be always with us. And it is good for the soul of man that he he actuated by kindly sentiments toward those in need. The spirit of kindliness and helpfulness is the sail of the earth. Hut personal sentiments, which tonier a favour on one, cannot be expressed through any business concern save at the expense of all.