144 The Stock Market Crash—dAnd After 
“Under a pervasive one-man control, where the 
chief executive disposes of all important questions, 
such codrdination is, in theory, effected through that 
man. But the trend is definitely away from control 
by one man; and even where it exists, his absences 
may force department heads into conference so fre- 
quently that they have, in effect, a system of regular 
operating committees.” 
In the hands of such committees management engi- 
neering has become a keen instrument. What it 
means to the captains of industry who are reorganiz- 
ing their shops and programing their needs months 
and years ahead—with resultant discounts on future 
earnings that increase the value of their securities 
in the present—may be shown by quoting from Wal- 
lace Clark. Mr. Clark is a disciple of the late 
Henry L. Gantt, who, with Carl Barth, was closely 
associated with Frederick W. Taylor during Tay- 
lor’s latter years. Mr. Clark was a member of the 
Kemmerer Commission which reported on the recon- 
struction of finances of Poland, and he recommended 
a reorganization of Poland’s industries by modern 
methods. For three years he has been aiding the 
installation of these methods in Poland, Germany, 
France, Roumania, Switzerland, and Czechoslovakia. 
I put a series of questions to Mr. Clark concerning 
his experience, as to the practical benefits resulting 
from the scientific organization of industrial enter- 
prises. The questions together with his answers are 
subjoined.