contain discussions that develop correct
standards in the following relationships:

A. Business Management.
B. Group Relationships:

1. Employer-Employe Relation-
ship

2. Competitor Relationship

3. Purchasing Relationship

4. Relationship with Customers
_ or Clients

Business Management

Business and professional success rest
not only on physical equipment and
technical efficiency, but also on the
human factor responsible for organiza-
tion and policy, that is, management.
Rotarians are responsible owners or ofh-
cers of their respective concerns. There
is, therefore, no excuse for failure to
demonstrate not only that the ideal of
service is a practical policy but that it
is the one sound basis upon which to
achieve real business and _ professionali
success.

Where the Ideal of Service is a fixed
characteristic of the policy of the man-
agement, whether it be an individual
or a board of directors, and where there
is a consciousness that one of the prime
reasons for being in business is to be of
service, there will be no doubt about the
carrying out of this policy in the four
relationships which follow:

Employer-Employe Relationship

The rule of treating others as one
would like to be treated, if applied
to the employer-employe relationship,
should result in tremendous mutual
benefit. Proper consideration of the
employe, his problems and his manner
of living, will, if translated into action,
bring about a substantial reduction in
labor turnover, eliminating losses due

to changes of employment and increas-
ing both the efficiency of the employe
and his production. Care should be
taken to see that no element of pater-
nalism enters these considerations. The
relationship should be considered as one
between those equally necessary to the
success of the business.

It is obvious that directive rules of
conduct for employes cannot be written
in employers’ codes inasmuch as the
employes have no part in writing or
adopting the codes. A code is binding
only on those who are members of the
association and who accept an obliga-
tion for its observance. As a thought
for the future, note that if employes
could elect from their own number
those who would work with employers
in the writing and adopting of stand-
ards of business practice, then, and
only then, would rules of conduct gov-
erning the employer-employe relation-
ship be binding on both employer and
employe.

The Competitor Relationship

Perhaps the term “fellow craftsman”’
would be better than “competitor” to
describe this relationship. The latter
carries the implication of contest and
battle, which, while still characteristic
of competition to a considerable extent,
is giving way to the idea of a more
cordial relationship. Fellow craftsmen
are men in the same vocation who sell
the same (or a similar) product or
service.

The rules of conduct under this rela-
tionship have as their object the stand-
ardizing of selling practices to provide
an equality of opportunity for all fellow
craftsmen.

This relationship underlies the créa-
tion of all national, provincial and inter-
national trade and professional associa-
tions, for through it men in the same

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