The Nature of Administrative Loyalty

Abstract

but develop out of concrete human situations. 6. A genuine interest in welfare of employee and of his family is important. For example, attitude of management toward older employee whose productivity is falling off can either create confidence in organization or a feeling of insecurity on part of young employees. 7. Above all, there should be no special privileges or favoritism. The heart of management problem is to work out in detail approaches and procedures for these precepts. Many of outward signs of distress will disappear in thin air once a genuine effort is made to cloak these precepts with flesh and blood. Working out details in a practical, understandable manner is vital, for loyalty cannot thriveespecially in lower ranks-on intangibles not readily understood. A soldier may believe in democracy, but to be a good soldier on a day-to-day basis he must believe in his company and his sergeant and in captain in charge. The best measure of leadership and true management skill in any organization is extent that loyalty permeates and prevails down and through rank and file of personnel and throughout various departments or divisions. Loyalty is not achieved by manipulation of technician who may have acquired mechanical skills, occasional pep talk or shot in arm, or by periodic picnic or Christmas party. These may be helpful but alone they are, without exception, the shuck and not nubbin.