* 
 
 GIFT or 
 
 I 
 
Student Course 
 In Railroading 
 
 By FRED G. ATHEARN 
 
 Manager of the Bureau of Economics of the 
 Southern Pacific Company 
 

 o\ 
 
 Copyright 1913 
 
 By 
 
 Fred G. Athearn 
 
 ^Y-.n 
 
INTRODUCTION. 
 
 This outline of work and reading in railroading is 
 not designed to be a complete and exhaustive study 
 of the subject. Its aim is to be a "laboratory" course, 
 as it were, to fit young men to assume positions of 
 responsibility in the management of railroad affairs, and 
 to prepare them in such a way that they may have 
 a working knowledge of the several departments and 
 their inter-relation, so that they may be able to con- 
 duct the particular duties assigned to them in harmony 
 with the scheme of railroading as a whole. 
 
 For constructive criticism, I am indebted to Mr. Wil- 
 liam Sproule, President; Mr. E. E. Calvin, Vice-Presi- 
 dent in charge of Operation and Construction ; Mr. A. 
 D. McDonald, Auditor; Mr. E. O. McCormick, Vice- 
 President in charge of Traffic; Mr. W. R. Scott, General 
 Manager; Mr. G. F. Richardson, Superintendent of 
 Transportation; Mr. J. M. Davis, General Superin- 
 tendent; Mr. J. M. Brewer, Freight Claim Agent; Mr. 
 Thomas A. Graham, General Freight Agent; Mr. W. 
 F. Taylor, Assistant General Freight Agent; Mr. W. 
 C. Dorsey, Chief Clerk, Auditor of Disbursements ; Mr. 
 Norman Collyer, of the President's office ; and Mr. L. A. 
 Giamboni, Assistant in the Bureau of Economics ; all of 
 the Southern Pacific Company; Mr. Paul Shoup, Presi- 
 dent, Pacific Electric; and Major Charles Hine, Vice- 
 President and General Manager, Southern Pacific of 
 Mexico. 
 
 F. G. A. 
 San Francisco, December, 1912. 
 
 269451 
 
DESIGN OF COURSE IN RAILROADING. 
 
 The course is so designed that the first two years 
 will cover the entire field of railroading in a general 
 way. The work of the railroad is divided into three 
 main groups, Operation and Maintenance, Passenger and 
 Freight Traffic, and Accounting. 
 
 After the completion of the first two years, there fol- 
 lows one and one-half years of special work in each of 
 the several main divisions. 
 
 This plan has the merit that it gives a general train- 
 ing in all of the principal departments of the railroad. 
 This gives the student the knowledge that is so neces- 
 sary to conduct properly the work of any given depart- 
 ment in which he may later specialize in harmony and 
 in co-ordination with all the other departments of the 
 road. 
 
 At the end of the first two years of the course, the 
 student is assigned to special work, for one and one- 
 half years in one of the three main divisions. The 
 particular division to which he is assigned depends upon 
 the student's own inclinations, coupled with his quali- 
 fications as determined by his record and the observations 
 of the Officer in Charge of Students. 
 
TABLE OF CONTENTS. 
 
 PAGE 
 
 General Course 9 
 
 1st Period, Student in Station Service 9 
 
 2nd " Assistant Section Foreman, Maintenance of 
 
 Way Service 14 
 
 3rd " Student in Office of Superintendent of Trans- 
 portation : 17 
 
 4th " Student under Master Mechanic 21 
 
 5th " Student Brakeman and Conductor 23 
 
 6th " Student in Accounting department, Statistical 
 
 Bureau , 25 
 
 7th " Student in Tariff Bureau 28 
 
 Operation and Maintenance 29 
 
 1st Period, Student with Division Engineer 30 
 
 2nd " Student under Master Mechanic 31 
 
 3rd " Student in Signal Engineer's Office 33 
 
 4th " Student in the Stores Department 34 
 
 5th " Student in General Manager's Office 35 
 
 6th " Student with Trainmaster 37 
 
 Passenger and Freight Traffic 53 
 
 Traffic department Foreword 41 
 
 1st Period, Passing Report Clerk at Gateway Junction 
 
 Point 53 
 
 2nd " Student in Passenger Ticket Office 55 
 
 3rd " Student Solicitor in Large City 57 
 
 4th " Student District Freight and Passenger Agent 59 
 
 Accounting . . .'. 61 
 
 1st Period, Student with Auditor of Freight Accounts... 63 
 2nd " Student with Auditor of Passenger Accounts 64 
 3rd " Student in Division Account Bureau at Divi- 
 sion Headquarters 65 
 
 4th " Student with Auditor of Disbursements 67 
 
 5th " Student with Auditor of Equipment Accounts 68 
 
Table of Contents 
 
 PAGE 
 
 General Information 69 
 
 Instructions to Students 69 
 
 Instructions to Officers 70 
 
 Wage Schedule 72 
 
 Expense Account 73 
 
 Payroll 73 
 
 Relief from Student Salary and Expense Account Charge 73 
 
 Appointments 74 
 
 Applications 74 
 
 Credit on Course of Study for Experience 75 
 
 System of Grading Students 75 
 
 Relations of the Railroad to the People 76 
 
 Bibliography 87 
 
GENERAL COURSE. 
 
 STUDENT IN STATION SERVICE. 
 
 First Period Six Months. 
 
 A. 
 
 1. Receiving, trucking, marking and preparing freight 
 for loading and unloading. 
 
 2. Loading and storing freight in cars; juxtaposition 
 of different commodities. 
 
 3. Station order loading. 
 
 4. Handling of explosives. 
 
 5. Transferring of freight. 
 
 6. Checking of errors in loading and unloading. 
 
 7. Different systems of handling freight. 
 
 8. Cost of handling freight per ton, and how effected. 
 
 9. Handling and checking baggage. 
 
 B. 
 
 1. Placing cars for loading and unloading; impor- 
 tance of proper arrangement. 
 
 2. Carloads and less than carload lots, with special 
 attention to loading cars to maximum capacity and the 
 assigning of cars in commercial switching of such capac- 
 ity as to fit as nearly as possible the shipment offered. 
 
 3. Over and short shipments; how best avoided. 
 
 4. Sealing and seal records. 
 
 5. Routing, particularly of foreign cars. 
 
10 General Course 
 
 6. Demurrage charges; laws governing. State and 
 Interstate Commerce Commission rules. 
 
 c. 
 
 1. Accounts and statistics. Make careful study of 
 all forms and reports and why used. 
 
 2. Classification of freight and tariffs. Note the 
 difference between the Western and the Official classi- 
 fication. These classifications should be studied with the 
 view of learning not only how to find and apply rates 
 but as well the general principles underlying the classi- 
 fication of commodities. 
 
 3. Filing of correspondence. Give special attention 
 to the Williams Decimal System, edition of 1910. 
 
 4. Systematic and convenient filing of freight and 
 passenger tariffs. It is important that tariffs be so filed 
 that information concerning rates may be quickly and 
 accurately ascertained, not only for your own con- 
 venience but also for the accommodation of customers. 
 
 5. Bill of Lading, Shipping Receipt, and Waybill.* 
 
 * A BILL OF LADING is the carrier's receipt to the shipper for 
 freight to be transported. The Interstate Commerce Commission has set 
 forth the terms and conditions thereof on domestic shipments. The bill 
 when signed by shipper and carrier constitutes a written contract. 
 
 Two forms are in common use: 
 
 First: "Straight Bill of Lading" (not negotiable), under which the 
 shipper consigns the property straight to the consignee, the title to the 
 goods being thus vested in the consignee. In most States, the carrier is 
 permitted to deliver such shipments directly to that consignee (if known) 
 without surrender of the bill of lading, or to any other party upon order 
 of that consignee without production of the bill of lading. When the con- 
 signee is not known to the agent, the straight bill of lading is usually 
 required as identification. 
 
 Second: "Order Bill of Lading" (negotiable), under which the 
 shipper consigns property to his own order with instructions to the carrier 
 to notify some other party (usually his customer) upon the arrival of the 
 goods. The customary procedure is for the shipper to draw a draft upon 
 the "notify" party, or customer, attaching the "order" bill of lading (duly 
 
General Course 11 
 
 6. Car Records. 
 
 7. Loss and damage claims, and Over and Short 
 claims; causes and remedies. 
 
 8. Per diem service rules. 
 
 9. Mail service. 
 
 10. Handling of train orders. (A general knowledge 
 is all that is required at this time. Standard rules 201 
 to 223, inclusive, also 250 to 256, inclusive.) 
 
 11. Ticket sales, and cashier's work. 
 
 12. Baggage records^ 
 
 13. Soliciting business and representing Company. 
 
 14. Study of advertising methods. 
 
 ALLOTMENT OF TIME. 
 
 To subdivisions A and B, 3 months. 
 To subdivision C, 3 months. 
 
 (The work of this entire period will be done at a 
 medium sized station.) 
 
 endorsed by the shipper), and to tiansmit these documents through the 
 shipper's bank to a bank at destination. The "notify" party is obliged to 
 pay the draft to secure tne bill of lading. The agent at destination is not 
 permitted to make delivery without surrender of the "order" bill of lading, 
 duly endorsed by the shipper. After such endorsement, the title to the 
 property is vested in the holder of the "order" bill of lading. (See Ac- 
 counting Department Rules 47 to 55, inclusive. 
 
 A SHIPPING RECEIPT is a document somewhat similar to a bill 
 of lading, it is being rapidly superseded by the uniform bill of lading, 
 promulgated by the Interstate Commerce Commission. Usually, it bears 
 no terms or conditions, but carries a notation that the shipment is tendered 
 subject to the terms and conditions of the carrier's standard bill of lading, 
 and is often exchanged at the commercial office of some interested carrier 
 for a standard bill of lading. 
 
 A WAYBILL is the carrier's official record of freight in transit.^ It 
 usually moves in the custody of the conductor along with the freight. 
 It constitutes the shipping agent's advice to the agent at destination (or to 
 an agent at some intermediate junction) of the shipper, consignee, marks, 
 commodity, quantity, rate, and charges, indicating whether the charges have 
 been prepaid or are to be collected, etc. From this waybill, is prepared the 
 freight bill againt the consignee for the charges due. After the waybill 
 has served the purpose of the agent at destination, it is sent for filing to 
 the proper official of the Accounting Department. 
 
12 General Course 
 
 SPECIAL NOTES. 
 
 1. Students must furnish satisfactory indemnity bond 
 during time allotted to subdivision C. The premium on 
 this bond will be paid by the Company. 
 
 2. During this period, too much emphasis cannot be 
 placed on accuracy of statement and courtesy in your 
 dealings with the public. Bear in mind that you are a 
 salesman, and that the success of your Company de- 
 pends very largely upon how you treat its customers. 
 The public is not so well informed on railroading as 
 you are, and apparently foolish questions are never- 
 theless honest. Give all the information and help you 
 can. 
 
 3. Whenever it is possible to do so, put your dealing 
 with a customer on a personal basis. Tell him your name 
 and ask his ; then in your subsequent conversation with 
 him call him by name, and pronounce the name correctly. 
 In correspondence, be sure to spell name of customer 
 correctly, with correct initials and business title, if he 
 has one. 
 
 4. Time is the essence of railroading. Have your 
 switch lists ready for local crews doing way work. 
 Salaries and fuel consume money very rapidly; and ten 
 or fifteen minutes delay involves a great loss to the 
 Company. 
 
 BEADING. 
 
 Railroad Organization and Working. Dewsnup. Pages 
 63-75, 113-126, 127-146, 433-440, 440-446, 447-458, 
 463-487. 
 
General Course 13 
 
 American Railway Transportation. Johnson. Read the 
 entire book, giving special attention to Chapters 9, 10, 
 12 and 19. 
 
 Railway Mail Service. Tunell. 
 
 Mail Carrying Railways Underpaid. Statement by the 
 Committee on Railway Mail Pay, October, 1912. (Ob- 
 tainable at Headquarters of Union Pacific or Southern 
 Pacific.) 
 
 Baggage Rules, rules governing safe transportation of ex- 
 plosives. 
 
 Transportation Rules 916 to 953, inclusive; and 980. 
 
 Make a careful study of Official and Public Time Table ; 
 Official Guide and Routes. 
 
 Railroad Traffic and Rates. Johnson and Huebner. Vol. 
 I, Chapters 6, 7 and 11. Vol. II, Chapters 28 to 33, 
 inclusive ; Chapters 44 to 46, inclusive. 
 
 Railway Station Service. Burt. 
 
 Freight Terminals and Trains. Droege. Chapters 2 
 and 9. 
 
 Economics of Railway Operation. Byers. Pages 513- 
 536 and 194-209. 
 
 Code of Car Service Rules and Per Diem Rules of the 
 American Railway Association. 
 
 Accounting Department Instructions to Station Agents. 
 (Reference only.) 
 
 Instructions and Information U. S. Mail and R. R. Busi- 
 ness Mail. 
 
14 General Course 
 
 ASSISTANT SECTION FOREMAN STUDENT IN 
 MAINTENANCE OF WAY SERVICE. 
 
 Second Period Three Months. 
 
 1. Roadbed, width and slope of cuts and fills, sub- 
 grade, ditches; method of forming embankments, cul- 
 verts, drainage, destruction of weeds, fencing, (Special 
 attention should be given to subject of drainage.) 
 
 2. Ballast, purpose, requirements; kinds of ballast 
 and relative desirability and costs; methods of laying, 
 cost per cubic yard and how affected. 
 
 3. Surfacing, purpose ; super-elevation of curves ; im- 
 portance of not raising general level of track in ordinary 
 surfacing; causes of center-binding and springy track; 
 how avoided. 
 
 4. Ties, kinds of timber; relative cost and durability, 
 treated and untreated ; regulations and methods of laying. 
 
 5. Tie-renewals; importance of this item and best 
 method of determining per cent, of renewals ; cost. 
 
 6. Rails, weight used and how determined ; rail wear, 
 on curves, on tangents ; creeping ; rail-renewal, most ef- 
 fective organization of gang for this work ; use of dis- 
 carded rail; use of rail removed from main line for side 
 tracks ; transferring inner and outer rail on curves. 
 
 7. Joints and joint fastenings; relative merits of 
 square and broken and of supported and suspended 
 joints; theoretical requirements for a perfect joint; 
 causes of rail joint troubles ; tamping of joints. 
 
 8. Switches, split switch, stub switch, facing point 
 switch, elements of safety and danger in each; derailing 
 
General Course 15 
 
 switch and its uses ; rules for laying switches. Frogs ; 
 give careful attention to the various designs for frogs, 
 such as the spring-rail and rigid frog, and proper angle 
 to use. 
 
 9. Tie-plates, advantages and different designs; 
 merits and cost of each. 
 
 10. Track implements, proper care, repair and record 
 of same. 
 
 11. Buildings, bridges, track on bridges, trestles. 
 
 12. Wrecking and emergency work, protection of 
 trains, patrolling of dangerous track, assembling material, 
 organization of gangs, reports and records. 
 
 SPECIAL NOTES. 
 
 1. As the work of the station represents the opera- 
 tion of the railroad in miniature, so the work of the 
 section represents the work of the Maintenance of Way 
 Department. The section is the maintenance of way 
 unit. 
 
 2. Tie-renewals. This item is one of the most ex- 
 pensive in maintenance work. It will be found that 
 section foremen, where the matter is left to their judg- 
 ment, vary widely in the renewals made, even where 
 the conditions obtaining are practically the same. A 
 definite and well-carried out system should be pursued 
 in the matter of indicating when and what ties should 
 be renewed, and should not be left to the judgment of 
 individual foremen. 
 
 3. Very diligent study should be given to the methods 
 employed during emergencies, such as washouts, slides, 
 
16 General Course 
 
 wrecks, etc. Above all things preserve discipline and 
 organization. Do not give orders till you know the facts, 
 and the best way to get facts is to get on to the ground, 
 if possible, and learn them. 
 
 BEADING. 
 
 Economics of Railway Operation. Byers. Chapter 2, 
 Part 5. 
 
 Elements of Railroad Engineering. Raymond. Chap- 
 ters 1 to 9, inclusive. 
 
 Railroad Construction. Webb. Chapters 1 to 12, in- 
 clusive. 
 
 Railway Organization and Working. Dewsnup. Pages 
 160-174. 
 
 Notes on Track. Camp. (Reference only.) 
 
 Manual of Recommended Practice, for Railway Engineer- 
 ing and Maintenance of Way. 
 
 Economics of Railroad Construction. Webb. 
 
 Rules and Instructions. Maintenance of Way Depart- 
 ment. 
 
 Freight Terminals and Trains. Droege. Chapter 4. 
 
 Rules and Regulations for the Maintenance of Way and 
 Structures. 
 
General Course 17 
 
 STUDENT IN OFFICE OF SUPERINTENDENT OF 
 TRANSPORTATION. 
 
 Third Period Three Months. 
 A. 
 
 1. Rules and laws governing the ordering and plac- 
 ing of cars, demurrage, etc. 
 
 2. Methods of ascertaining the available equipment 
 on divisions. 
 
 3. Prevention of unnecessary empty-car mileage. 
 
 4. Rules and laws governing allotment of cars during 
 period of car shortage, with special attention to cars 
 for interstate traffic. 
 
 B. 
 
 1. Anticipating future demands for cars by study of 
 car prospects, market conditions, and prices of com- 
 modities. 
 
 2. Expediting return of home cars from foreign 
 lines. 
 
 3. Assignment of foreign cars to the best advantage 
 in order to minimize per diem charges and to comply 
 with Car Service rules. 
 
 4. Work of Car Record Office. Advantages and 
 disadvantages of loose-leaf ledger and card index sys- 
 tems. 
 
 5. Conductor's Train and Tonnage report. 
 
 6. Interchange report. 
 
 7. Junction report. 
 
 8. Per diem report. 
 
 9. Importance of balance between time and tonnage. 
 
18 General Course 
 
 10. Handling of revenue and official special trains and 
 private cars. 
 
 11. Code of Per Diem Rules, American Railway As- 
 sociation's Code of Car Service Rules, and Master Car 
 Builder's Association Code of Rules governing . inter- 
 change and use of foreign cars and repair of same. 
 
 12. Relations with foreign roads, charges for equip- 
 ment and renewals. 
 
 13. Systems of dispatching; Fast Freight and other- 
 wise ("Manifest," "Time," "Preference," "Fast," "Red 
 Ball," and "Green Ball" freight systems). 
 
 14. Handling of refrigerator cars. 
 
 15. Car tracing; necessity for and abuses of. 
 
 ALLOTMENT OF TIME. 
 
 To Subdivision A, 1 month. 
 To Subdivision B, 2 months. 
 
 SPECIAL NOTES. 
 
 1. The functions of the Office of Superintendent of 
 Transportation have, as a rule, been underestimated. It 
 is safe to assert that even those who are a part of that 
 organization have only dimly appreciated the vital part 
 they are destined to play in the economical operation of 
 a railroad. 
 
 The Office of the Superintendent of Transportation 
 stands in a dual relation. It forms the link between 
 Operating and Traffic departments. On the one hand it 
 performs a purely operating function in the handling of 
 cars ; on the other hand, it performs a strictly traffic 
 
General Course 19 
 
 function in its relation to the shipper in the allotment of 
 cars, diverting, tracing, and keeping shippers informed 
 generally as to the whereabouts of merchandise in transit. 
 The importance of these last named duties is of the 
 very greatest. Prompt and accurate information con- 
 cerning shipments is, in the majority of cases, the ship- 
 per's measure of efficient service. 
 
 2. The most important function of this office is to 
 forecast "commodity" movements sufficiently far in ad- 
 vance to make sure that the equipment necessary to 
 handle a given movement of freight is assembled at the 
 point at which it is needed. 
 
 3. Special attention should be given to the method of 
 distributing cars during a period of car shortage. 
 
 4. Nothing is of more value to the Company, nothing 
 will do more to hold trade, than to give patrons prompt 
 and accurate information as to the location of goods in 
 transit. This information is usually asked for over the 
 telephone. It is over the telephone that one's voice is 
 most likely to show impatience and irritation, and the 
 temptation is strong to give curt answers. The telephone 
 has lost more friends than anything else. Take special 
 pains to be pleasant and courteous when talking over 
 the telephone. 
 
 BEADING. 
 
 Railroad Traffic and Rates. Johnson and Huebner. Vol. 
 
 I, Chapters 8 to 14, inclusive. 
 Railway Organization and Working. Dewsnup. Pages 
 
 63 to 75, 80 to 112 and 440 to 488. 
 
20 General Course 
 
 The Pooling of Freight Cars. J. R. Cavanagh. Annals 
 
 of American Academy of Political and Social Science ; 
 
 March, 1907; Vol. 29, Page 260. 
 Progress Towards Car Efficiency. A. Hale. Railway 
 
 Age Gazette; September 25, 1908; Vol. 45,- Page 999. 
 Freight Terminals and Trains. Droege. Chapters 11, 
 
 15 and 21. 
 
General Course 21 
 
 STUDENT UNDER MASTER MECHANIC. 
 
 Fourth Period Three Months. 
 A. 
 
 1. Preparation and care of passenger cars. 
 
 2. Preparation and care of freight cars. 
 
 3. Car inspection ; importance from standpoint of 
 economy and safety, and with special attention to the 
 relation of inspection to cost of repairs. 
 
 4. Rough handling and how best prevented. 
 
 5. Classification and construction of freight cars. 
 
 B. 
 
 1. Engines; types and how classified. 
 
 2. Difference in design of various types of engines. 
 
 3. Purpose of different designs. 
 
 4. Repairs; principal item in cost of repairs, cost 
 per engine-mile. 
 
 5. Total cost of operating an engine per engine-mile. 
 Elements which go to make up this cost and how affected. 
 
 6. Flange lubrication and results derived. 
 
 7. Fuel ; elements which determine the value of any 
 given fuel; comparison of coal and oil. 
 
 8. Proper and improper use of fuel in firing and 
 effect upon cost of repairs per engine-mile. 
 
 9. Methods of storing fuel and accounting for same. 
 
 10. Water; importance of good water. What con- 
 stitutes good water. 
 
 11. Effect of poor water on operation and repairs. 
 
 12. Methods of treating and economic results. 
 
22 General Course 
 
 ALLOTMENT OP TIME. 
 
 To subdivision A, 1 month in Car Cleaning Yards. 
 
 To subdivision B, 2 months ; one month in shops and 
 roundhouse, and one month with Road Foreman of 
 Engines. 
 
 fe SPECIAL NOTES. 
 
 1. The student should obtain a fair working knowl- 
 edge of elementary machine design, so as to enable him 
 to read drawings of machinery without difficulty. 
 
 2. The largest expenditure made for a single item by 
 a railroad is for fuel. The importance of economy in 
 its use is, therefore, prima facie. In this connection 
 engine mileage and engine loading become of paramount 
 importance. It has been aptly said that successful rail- 
 roading depends upon two things : First, loading cars ; 
 second, loading engines. 
 
 BEADING. 
 
 Any standard work on Steam Engines. 
 
 Elements of Railroad Engineering. Raymond. Chap- 
 ters 11, 12 and 13. 
 
 Economics of Railroad Operation. Byers. Chapter 3, 
 Part 5, and Pages 492-513. 
 
 Railway Organization and Working. Dewsnup. Pages 
 212-243. 
 
 Economics of Railroad Construction. Webb. Chapter 7. 
 
 Railroad Construction. Webb. Chapters 15 and 16. 
 
 Railway Age Gazette, January 15, 1909. Page 119. 
 
 Official Proceedings of Pittsburg Railway Quo, January, 
 1908. Page 94. 
 
 Rules and Regulations governing air brakes, air signals, 
 heating and lighting passenger cars, electric and acety- 
 lene headlights. 
 
General Course 23 
 
 STUDENT BRAKEMAN AND CONDUCTOR. 
 
 Fifth Period Three Months. 
 
 A. 
 
 1. Train signals. 
 
 2. Protection of trains. 
 
 3. Coupling and uncoupling, with attention to pre- 
 vention of personal injuries. 
 
 4. Switching, with attention to prevention of personal 
 injuries. 
 
 5. Handling cars ; importance of careful handling. 
 
 6. Advantageous placing of cars in train. 
 
 B. 
 
 1. Yard, way freight, through freight and passenger 
 train work. 
 
 2. Handling of bills on freight trains and of trans- 
 portation on passenger trains. 
 
 3. Conductor's records and reports. 
 
 4. Handling of train orders (to be studied also from 
 conductor's point of view). 
 
 5. Action in case of accidents. 
 
 (Student must pass a satisfactory examination on 
 Train Rules, given by the regularly authorized examiner, 
 before he will be allowed credit for this period. The 
 certificate of examination must be forwarded to the 
 officer in charge of students.) 
 
 ALLOTMENT OP TIME. 
 
 To subdivision A, 1 month, as extra brakeman with 
 freight crew; 1 month in yard work. 
 
24 General Course 
 
 To subdivision B, 1 month ; 2 weeks as assistant to 
 conductor with freight crew, 2 weeks as extra brakeman 
 with passenger crew. 
 
 SPECIAL NOTES. 
 
 1. Promptness and certainty in train movement is 
 the essence of successful operation. Make every move 
 count. One of the prime requisites for a successful rail- 
 road official is the ability to recognize when trains are 
 properly and improperly handled. 
 
 2. "Safety First" should govern every act of a train- 
 man. There is no class of employes of a railroad in a 
 better position to promote safety than trainmen. Every- 
 thing pertaining to the operation of trains should be made 
 secondary to the safety of life and property. When in 
 doubt, take the safe course. 
 
 BEADING. 
 
 Transportation Rules. 
 
 Current Time Table. 
 
 Economics of Railroad Construction. Webb. Chapters 
 
 5, 10, 11 and 12. 
 Economics of Railway Operation. Byers. Chapter 4, 
 
 Part 5. 
 Railway Organization arid Working. Dewsnup. Pages 
 
 243-263. 
 American Railway Transportation. Johnson. Chapters 
 
 9 and 10. 
 Accounting Department Instructions to Conductors. 
 
 (Reference only.) 
 
General Course 25 
 
 STUDENT IN ACCOUNTING DEPARTMENT- 
 STATISTICAL BUREAU. 
 
 Sixth Period Three Months. 
 
 1. Statement of gross and net tons hauled in freight 
 and mixed trains. 
 
 2. Locomotive performance in freight service. 
 
 3. Statistics of freight train service. 
 
 4. Statistics of passenger train service. 
 
 5. Operating statistics by divisions. 
 
 6. Operation of important freight stations. 
 
 7. Statistics of Maintenance of Way and Structures. 
 
 8. Statement of revenues and expenses. 
 
 9. Statement of freight earnings. 
 
 10. Statement of passenger earnings. 
 
 11. Effect on freight earnings by reason of diversions. 
 
 12. Distribution of commodities by tonnage inter- 
 change. 
 
 13. Freight interchanged with other lines. 
 
 14. Statement of estimated freight earnings. 
 
 15. Statement of business routed adversely. 
 
 16. Comparative statement of business done at 
 agencies. 
 
 SPECIAL NOTES. 
 
 1. It is intended that the student shall learn the 
 sources from which are obtained the figures used to make 
 up the statements listed above and how they are com- 
 piled. 
 
 2. The chief value of statements rendered to officials 
 lies not in their forming a condensed compendium to 
 
26 General Course 
 
 which reference may be had to ascertain the total ex- 
 penditures and receipts governing any given item but in 
 affording a panoramic view of the entire situation. 
 
 That with which one is in immediate contact is 
 likely to assume undue proportions at the expense of 
 other things that are of vital importance. 
 
 3. Thousands of dollars are being spent in making 
 out statements, and the money is worse than wasted un- 
 less the statements are concise, and can be used im- 
 mediately. There is nothing more worthless than a 
 statistical statement which cannot be digested quickly. 
 
 4. The failure of many a good man is directly trace- 
 able to the fact that either through indifference, or lack 
 of ability to do so, he did not properly analyze and inter- 
 pret statements from the Accounting department. 
 
 5. There is a prevalent notion that the examination 
 of operations through the medium of statistics will serve 
 as a corrective of errors already committed. Post mor- 
 tems never cured anything. The most illuminating thing 
 in business is the light of experience, but it doesn't pay 
 to waste that light looking for something that has passed 
 into history and when found can add nothing of con- 
 structive value to the business. 
 
 In the railroad business there is a tendency for of- 
 ficials to burden those under them with requests for 
 statistical histories of things that have happened, when 
 what is needed is a quick and immediate application of 
 an improvement for the future. 
 
 Statistics should be prepared to establish general 
 policies for future action, and they should not be abused 
 
General Course 27 
 
 by using them as a substitute for diligent and aggressive 
 supervision. Calling for statistics and explanations, in 
 supervision work, is substituting the process for the thing. 
 Finally, percentages, except for large numbers, mean 
 nothing. Stale statistics are dangerous. A railroad can- 
 not be run from an accountant's cloister. 
 
 BEADING. 
 
 Railway Organization and Working. Dewsnup. Pages 
 
 264 to 384. 
 Railroad Traffic and Rates. Johnson and Huebner. Vol. 
 
 I, Chapter 7 ; Vol. II, Chapter 28. 
 Letters from an Old Railroad Official to His Son. Second 
 
 Series. Hine. Letters 13, 20 and 21. 
 Modern Organization. Hine. Chapters 4 and 5. 
 How to Analyze Railroad Reports. Moody. 
 
28 General Course 
 
 STUDENT IN TARIFF BUREAU. 
 
 Seventh Period Three Months. 
 
 A. 
 
 1. Compilation of freight tariffs. 
 
 2. Division of rates between "local" and "through." 
 
 3. Freight tariff agreements ; basis of division be- 
 tween lines. 
 
 B. 
 
 1. Compilation of passenger tariffs. 
 
 2. Division of rates between "local" and "through." 
 
 3. Passenger tariff agreements; basis of division be- 
 tween lines. 
 
 c. 
 
 1. Freight rate information bureau, waiting on the 
 public. 
 
 ALLOTMENT OF TIME. 
 
 To subdivision A and B, 2 months. 
 To subdivision C, 1 month. 
 
 SPECIAL NOTE. 
 
 An alert rate clerk can pick up a great deal of business. 
 Whenever possible, put the dispensing of information 
 on a personal basis. Don't let an inquirer go away 
 without learning his name, if possible, and when he in- 
 tends to ship, and, if at all feasible, get a routing order 
 from him. Turn this data over to a solicitor at once. 
 
 BEADING. 
 
 Railroad Traffic and Rates. Johnson and Huebner. Vol. 
 
 I, Chapters IS to 25, inclusive. 
 The Working of the Railroads. McPherson. Chapter 3. 
 Freight Classification. Strombeck. 
 
Operation and Maintenance 
 
 FOREWORD. 
 
 Operation and maintenance represent what corre- 
 sponds to the manufacturing department of any indus- 
 trial concern. The number of men employed and the 
 amount of money that must be expended in this work 
 will vary in direct proportion to the amount of trans- 
 portation that is sold by the selling department, which 
 is the Traffic department of a railroad. 
 
 The danger of an over-production of transportation 
 by the Operating department is just as real and must be 
 as studiously guarded against as an over-production in 
 any manufacturing institution. Under-production is no 
 less serious. To fortify against either over- or under- 
 production, it is necessary that the Traffic department 
 shall keep the Operating department informed as to 
 traffic conditions sufficiently far in advance to enable 
 those who are responsible for the production of trans- 
 portation to meet the requirements. 
 
30 Operation and Maintenance 
 
 STUDENT WITH DIVISION ENGINEER. 
 
 First Period Four Months. 
 
 1. Methods and basis for distribution of charges as 
 between betterments and additions, and operating. 
 
 2. Preparation of estimates; (a) for work not in- 
 cluded in the annual budget, (b) for work to be in- 
 cluded in the annual budget. 
 
 3. Organization Maintenance of Way forces. 
 During this period the student should endeavor to 
 
 get information from original sources. To do this, it 
 will be advisable to spend as much time as possible on 
 the road with the Division Engineer or the Assistant 
 Division Engineer. . 
 
 BEADING. 
 
 Freight Terminals and Trains. Droege. Chapters 1, 3, 
 
 5, 12, 16, 17, 18, 19 and 20. 
 Economics of Railway Operation. Byers. 
 Elements of Railroad Engineering. Raymond. 
 Railroad Construction. Webb. 
 
Operation and Maintenance 31 
 
 STUDENT UNDER MASTER MECHANIC. 
 
 Second Period Three Months. 
 
 1. Shops and roundhouses; efficiency of, (a) as to 
 plan, (b) as to location. 
 
 2. Organization of shop forces. 
 
 3. Distribution of labor. 
 
 4. Distribution and care of supplies. 
 
 5. Sources of expensive shop operations. 
 
 6. Shop efficiency systems. 
 
 7. Importance of the accurate checking of issues 
 of supplies other than water and fuel. 
 
 8. Careful study of the air brake. 
 
 9. Engine failures, causes and remedies. 
 
 10. Reports, statistics and accounts. 
 
 11. Tonnage rating. 
 
 12. Effect of grades and curves on engine mileage and 
 application of these factors to local tonnage ratings. 
 
 SPECIAL NOTES. 
 
 1. The student should seize every opportunity to go 
 out on the line with the Road Foreman of Engines for 
 the purpose of studying conditions affecting motive 
 power. 
 
 2. Theoretical tonnage rating should not be applied 
 independently of actual working conditions. Motive 
 power cannot be handled on paper. 
 
 3. The student must pass the regular examination 
 provided for firemen who are candidates for road ser- 
 vice, before he will be permitted to leave this period. 
 
32 ' Operation and Maintenance 
 
 BEADING. 
 
 Review of reading assigned for Fourth Period of General 
 
 Course. 
 The Principles of Scientific Management. Taylor. 
 Freight Terminals and Trains. Droege. Chapters 27, 
 
 28, 29 and 30. 
 
Operation and Maintenance 33 
 
 STUDENT IN SIGNAL ENGINEER'S OFFICE. . 
 
 Third Period Two Months. 
 BLOCK SIGNALING. 
 
 1. Manual block signals, staff system, telegraph sys- 
 tem permissive, absolute. 
 
 2. Automatic block signals. 
 
 3. Interlocking plants, mechanical, electro-pneumatic, 
 hydro-pneumatic, all air, all electric. 
 
 4. On single track ; on double track. 
 
 5. Protection of crossings. 
 
 6. Mechanism, maintenance, installation. 
 
 7. Cost of maintenance, accounts and records. 
 
 BEADING. 
 
 Elements of Railroad Engineering. Raymond. Chap- 
 ter 10. 
 
 Railroad Construction. Webb. Chapter 14. 
 
 The Block System. Adams. 
 
 Railway Organization and Working. Dewsnup. Pages 
 160-211. 
 
 Standard Book of Rules. 
 
 For definitions and illustrations, see Signal Dictionary, 
 1908. edition. 
 
34 Operation and Maintenance 
 
 STUDENT IN STORES DEPARTMENT. 
 
 Fourth Period Two Months. 
 
 1. Careful study of uses, value and proper care of 
 Company material. This information to be gained as 
 helper to Section Storekeeper in General Store. 
 
 2. Handling of requisitions ; necessary approvals ; 
 from what data prepared; method by which stock is 
 made available quickly. 
 
 3. Pricing; distribution of charges to various ac- 
 counts ; analysis and purpose of statements in connec- 
 tion with Stores Department. 
 
 SPECIAL NOTE. 
 
 Special attention to be given to the manner in which 
 material is assembled and distributed during emergencies. 
 
 Carefully note total amount of stock and material 
 carried and its effect on economical operation. How it 
 can best be reduced to minimum and fill orders promptly. 
 
 BEADING. 
 
 Railway Organization and Working. Dewsnup. Pages 
 
 141-159. 
 Elements of Railroad Engineering. Raymond. Pages 
 
 1-16. 
 Economics of Railroad Construction. Webb. Chapters 
 
 1 to 5, inclusive. 
 Economics of Railway Operation. Byers. Chapter 6, 
 
 Part 5. 
 The Supply Department. Pearce. 
 
Operation and Maintenance 35 
 
 STUDENT IN GENERAL MANAGER'S OFFICE. 
 
 Fifth Period Tzvo Months, 
 
 The purpose of this period is to put the student in 
 touch with organization as a whole. It is impossible 
 for a general manager, as a rule, to come into personal 
 contact with the multitudinous activities of a railroad. 
 He must perforce depend to a great extent on reports 
 from subordinate officers, and from the Accounting de- 
 partment. Reports from subordinate officers are usually 
 comparatively simple to understand. The same is not 
 always true of operating reports compiled by the Ac- 
 counting department. These require careful analysis. 
 Their chief value lies in reflecting poorly, or well, bal- 
 anced relations between the operations of the several 
 departments. 
 
 In addition to the interpretation of statistical state- 
 ments, the student will be afforded an excellent oppor- 
 tunity to get a general knowledge of the entire organiza- 
 tion of the Operating department, and should inform 
 himself thoroughly as to the organization of his own 
 road and make comparisons with the organizations of 
 other roads. 
 
 It is the general manager who is responsible for the 
 greater proportion of the expenditures. Hence, it is the 
 Operating department of the service that must bear the 
 brunt of a retrenchment order. It is, therefore, impor- 
 tant that the Operating department be so organized that 
 it may be quickly expanded or quickly contracted, to 
 meet the fluctuations of business. 
 
36 Operation and Maintenance 
 
 The business of the Operating department is to manu- 
 facture transportation; the business of the Traffic de- 
 partment is to sell transportation. These two functions 
 must be evenly balanced, otherwise it is manifest that 
 there must be waste. 
 
 BEADING. 
 
 Railroad Administration. Morris. 
 
 Modern Organization. Hine. 
 
 The American Transportation Question. Dunn. 
 
 Railroad Traffic and Rates. Johnson and Huebner. Vol. 
 II, Pages 365-398. 
 
 Government Regulation of Railway % Corporations. John- 
 son, in Railway Age Gazette, Feb. 11, 1910, Vol. 43, 
 Page 306. 
 
 Freight Terminals and Trains. Droege. Chapter 8. 
 
Operation and Maintenance 37 
 
 STUDENT WITH TRAINMASTER. 
 
 Sixth Period Five Months. 
 
 A. WITH YARDMASTER. 
 
 1. Make-up of yard; purposes and uses of several 
 groups of tracks. 
 
 2. Switching. 
 
 3. Weighing. 
 
 4. Make-up of trains : First, as to safety ; second, as 
 to destination; third, as to contents. 
 
 5. Necessity for care in handling cars. 
 
 6. Causes of unnecessary switching, and how avoided. 
 
 7. Loading of engines to full tonnage rating. 
 
 8. Special attention to methods of clearing blockades. 
 
 9. Yardmaster's records. 
 
 10. Yard expenses per freight car handled; how af- 
 fected. 
 
 B. WITH DISPATCHER. 
 
 1. Systems of dispatching : Double order, " 19" order, 
 and staff system, and relative merits of each. 
 
 2. Different forms of train orders and their uses. 
 
 3. Handling trains, importance of economy of time 
 in making meets. 
 
 4. Importance of familiarity with length of sidings, 
 grades, etc. 
 
 5. Knowledge of capacity of engines. Effect of train 
 resistance. 
 
 6. Chief causes of delays, and various methods of 
 overcoming same. 
 
 7. Work on time-table charts. 
 
38 Operation and Maintenance 
 
 8. Balancing of traffic. 
 
 9. Dispatcher's records and reports. 
 
 C. WITH TRAINMASTER. 
 
 1. Expedition of car movements, and distribution. 
 
 2. Handling of fast and slow freight, with reference 
 to necessity and competition. 
 
 3. Full loading of cars and engines. 
 
 4. Education of station agents in the matter of full 
 loading of cars, prevention of delays, maintenance of 
 neat yards and stations. 
 
 5. Cutting down over-time; how best accomplished. 
 
 6. Balancing of way-work between crews. 
 
 7. Investigation of delays. 
 
 8. Enforcing operating rules. 
 
 9. Wrecking work. 
 
 10. Carrying out of the Division's policy. 
 
 11. Disciplining of employees. 
 
 ALLOTMENT OF TIME. 
 
 To subdivision A, 1 month. 
 To subdivision B, 1 month. 
 To subdivision C, 3 months. 
 
 SPECIAL NOTES. 
 
 1. Keep posted as to actions taken by officials in cases 
 of emergency, accidents and the like. There is nothing 
 more important than quick and considerate action in 
 cases of emergency; the proper care of passengers in 
 accidents. The public will not be charitable towards your 
 shortcomings, and ^it will many times occur that upon 
 
Operation and Maintenance 39 
 
 a single act of yours, at the time of an accident, the 
 entire management of the road will be praised or con- 
 demned. Earn and keep the good will of the public by 
 giving every assistance you can consistently. 
 
 2. Special attention should be given at all times to 
 the diplomatic handling of men. Men will have all sorts 
 of grievances, real and imaginary, and it makes no dif- 
 ference how thorough a knowledge you may have of a 
 subject, unless you are able to maintain pleasant relations 
 with the men under you and still be absolutely fair and 
 impartial, you are a failure. 
 
 3. After the completion of this period the student will 
 be placed wherever it may appear necessary, in the judg- 
 ment of the management, to give him further instruction 
 in order to prepare him for promotion to a permanent 
 position. 
 
 BEADING. 
 
 Standard Book of Rules, in its entirety. 
 
 All wage schedules and agreements between company and 
 employes. 
 
 Freight Terminals and Trains. Droege. Chapters 6, 7, 
 13, 14, 22, 23, 24, 25 and 26. 
 
 Elements of Railroad Engineering. Raymond. All por- 
 tions relative to economics of railroad operation not 
 previously assigned. 
 
 Economics of Railroad Construction. Webb. All por- 
 tions relative to economics of railroad operation not 
 previously assigned. 
 
 Economics of Railway Operation. Byers. All portions 
 not previously assigned. 
 
40 Operation and Maintenance 
 
 Railway Organization and Working. Dewsnup. All por- 
 tions not previously assigned. 
 
 American Railway Transportation. Johnson. All por- 
 tions not previously assigned. 
 
 Letters of an Old Railroad Official to His Son, a Division 
 Superintendent. First and Second Series. Hine. 
 
Traffic Department 
 
 FOREWORD. 
 
 The Traffic department of a railroad has one func- 
 tion that supersedes all others. It is the selling of trans- 
 portation. It is in this department that personality is 
 of the greatest importance. The attitude of the seller 
 toward the buyer is a subject that is deserving of special 
 attention. Therefore, it behooves the ambitious traffic 
 man to study the question of personality as it is related 
 to salesmanship. 
 
 The multiplicity of elements that go to make up per- 
 sonality are almost numberless. But there are certain 
 basic principles from which they all spring, and which 
 can be readily recognized. In the main, personality is 
 the resultant of emotions plus thought processes. 
 
 The greater influence, by far, in the make-up of per- 
 sonality is the emotions. Emotions again resolve them- 
 selves into even simpler elements. Indeed, it may be said 
 that all emotions are the result of physical actions that 
 have been superinduced by the physical stimulation of 
 basic instincts. No less authority than the late William 
 James of Harvard makes the assertion that we are afraid 
 because we run, that we do not run because we are 
 afraid. 
 
 If we follow the emotions back to the time before 
 they were affected by thought processes, this may be 
 
42 Passenger and Freight Traffic 
 
 more easily seen. For example, the emotion of disgust 
 is always accompanied by certain very definite physical 
 manifestations. The upper lip and the muscles of the 
 nose are contracted. This was a process that was in- 
 dulged in during our early stages of development, and 
 is indulged in to-day by many animals, for the purpose 
 of guarding against a disagreeable odor. A man is said 
 to assume a surly expression or a snarl. A close obser- 
 vation shows that in this case there is a slight raising 
 of the left-hand corner of the upper lip, revealing what 
 is commonly known as the "dog" tooth. In our primitive 
 state this tooth was shown to indicate to our fellows that 
 it would probably be very unhealthful for them to make 
 an attack on us, and warning was given by displaying 
 the size and strength of this tooth. 
 
 So one might go on enumerating certain elements of 
 personality, all of which relate themselves back to the 
 stimulation of basic instincts, and which had as their 
 primary cause a physical irritation of some sort. Now, 
 by adding thought processes, which are, after all, only 
 a refinement of earlier emotional processes, in which 
 the more pronounced physical manifestations have been 
 subdued, we get the elements that in reality go to make 
 up personality. Indeed, these grosser physical manifes- 
 tations have only been suppressed in a measure. They 
 are always present to greater or less extent, depending 
 upon the sensitiveness of the individual and the in- 
 tensity of the stimulation. 
 
 Every thought tends to express itself in physical 
 action of some kind. Even such abstract concepts as 
 
Passenger and Freight Traffic 43 
 
 beauty and goodness have been shown by actual experi- 
 ment to have a certain definite physical reaction. The 
 so-called mind-reader depends almost entirely upon this 
 one fact for his success. He has trained himself to 
 observe and interpret very slight movements of the 
 muscles. 
 
 Therefore, to understand personality it is necessary 
 to be able to recognize external manifestations and re- 
 late these manifestations back to the primal instincts 
 from which they take their origin. 
 
 While the phrase "primal instincts" has been used, it 
 is really just a figure of speech used for the purpose of 
 making the subject more readily understandable. There 
 is in reality only one primal instinct, that is the instinct 
 of self-preservation. It is this instinct that governs our 
 first act when we come into this world; it is this instinct 
 that governs our final act as we leave it. From this 
 one instinct springs all that makes for society's better- 
 ment, or for society's degradation. 
 
 As the child grows, this instinct divides into four 
 fundamental branches, which for convenience will be 
 referred to as basic instincts. First, there grows out of 
 it the recreative instinct the play instinct which causes 
 the child to do such things as will develop him so that 
 he may the better preserve himself in the struggle he 
 must make later. Then comes the instinct of fear, or 
 the religious instinct. Next comes the gregarious in- 
 stinct the herding instinct which causes us to come 
 together as members of society. And last the repro- 
 ductive instinct the mating instinct which is the ef- 
 
44 Passenger and Freight Traffic 
 
 fort to perpetuate the individual through the perpetua- 
 tion of the race. 
 
 All things that move men to action, all institutions 
 that live and become successful, relate themselves, in 
 some way, to one of these four basic instincts. Every 
 act of man takes its root in one or more of these in- 
 stincts. 
 
 If we would be successful interpreters of personality, 
 we must be able to trace the physical manifestations of 
 the individual back to these primal, underlying forces. 
 If we would ourselves develop a personality that will 
 stand out attractively, we must give vent and play to 
 these several instincts in such proportions as will give 
 balance, in order that we may be able to see things in 
 their proper relations to each other. 
 
 The difference between the criminal and the non- 
 criminal is simply a difference of the sense of propor- 
 tion. We call that man a criminal who takes a dis- 
 proportionate view of his relation to the rest of society ; 
 and we call that man a statesman who is able to see 
 disproportionate relations, and who makes an effort to 
 correct them. 
 
 Every man carries the index of his personality with 
 him, showing so plainly that he who runs may read, if 
 we will but take the time and trouble to make the ob- 
 servation. Every act, every word, every physical move- 
 ment spells out a man's character, and even a laugh is 
 but an effort to cover a half naked soul. "It is the 
 ravellings, now and then, that tell of the weave of men/' 
 
 It is safe to assert that nine men out of every ten 
 
Passenger and Freight Traffic 45 
 
 will tell the history of their lives in the first twenty 
 minutes of their conversation. The tendency to talk 
 about one's self is well known. It is a perfectly natural 
 one, and most men talk best when they are talking about 
 themselves. This is as it should be, because we know 
 more about ourselves than we do about anyone else or 
 anything else. Relate this tendency back and it is seen 
 that it goes clear back to that primal, all-governing 
 instinct of self-preservation. Each wants the other fel- 
 low to know that he is a person of parts. But if the 
 truth were known, when we talk about ourselves, we 
 more often talk of ourselves as we wish we might be. 
 We talk of the things that we wish we had done and 
 which we know would have made us immediately recog- 
 nizable as a person of importance, rather than the things 
 that we actually did. The things we actually did are 
 only the thread on which we weave the tale. 
 
 Recall to yourself, as you have repeated a con- 
 versation that you have had with some other person 
 while in the heat of anger. The conversation runs about 
 like this : "He said so and so, then I said so and so" 
 and the answer you gave was very superior and so 
 absolutely squelching that the other fellow was left 
 speechless. The things that you say you said are usually 
 the things that you wish you had said ; what you actually 
 said is often quite different. 
 
 From this it may be seen that it is easier to tell 
 from a man's conversation what he hopes to be than 
 what he actually is. But his actions always tell what 
 he is. A man acts as he believes. He can't help it. 
 
46 Passenger and Freight Traffic 
 
 One can't believe one thing and do another. One al- 
 ways does the thing that he believes is best for him- 
 self personally, or best for the race. 
 
 How all this relates to the subject of salesmanship 
 this tale may reveal. Not long since, a man who had 
 been advertising manager for one of the largest re- 
 tail stores in the United States discovered that his people 
 had gotten overstocked with a lot of cheap pianos. He 
 was at his wit's end to dispose of them. He had written 
 every sort of an advertisement that he could conjure up, 
 but the pianos would not sell. One day an old lady came 
 into the store. She was bowed with years, her hands 
 were knotted and horny, her shoulders were bent with 
 toil. When asked what she wanted, she said she wanted 
 to buy a piano. The advertising manager became in- 
 terested and listened to the conversation between her and 
 the salesman. In the course of the bargaining, she told 
 something of the history of her life. She and her hus- 
 band had come from Ireland many years ago. He was 
 a hodcarrier and she took in washing. They had one 
 daughter, Nellie. By dint of hard work and saving they 
 had put by a tidy little sum, "And now," she said, "we 
 are going to buy a piano, so Nellie can be a lady." The 
 secret was out. The toil, the tears, the struggle, the 
 self-denial of the life-time of two people had been for 
 just one thing to make Nellie a lady. The controlling 
 passion, the absorbing ambition of every normal mother 
 is that her daughter, her child, may be better equipped 
 to enter life's struggle than she was. The instinct to pre- 
 serve the race is dominant in every normal person. 
 
Passenger and Freight Traffic 47 
 
 The advertising manager had seen the light of a 
 great idea. He went back to his office and wrote this 
 "ad" : "Make Nellie a lady by buying her a piano." 
 That was all there was to the "ad," but the pianos sold 
 faster than deliveries could be made. That advertise- 
 ment touched a basic instinct and created a desire on 
 the part of the mother to make Nellie a lady. 
 
 Advertising that does not ground itself on one of the 
 fundamental instincts of mankind is money wasted ; and 
 salesmanship that does not base its operations upon 
 these same fundamental instincts is a waste of breath 
 and shoe leather. 
 
 Now, the instincts that dominate a man's life take 
 expression through the things he does, through the busi- 
 ness in which he is engaged. Therefore, if a man would 
 be a successful salesman, he must realize that the key 
 that will unlock the avenues of approach to a man's 
 basic instincts is the interpretation of actions. He must 
 learn to judge a man in terms of the man's own standards 
 of measurement rather than in terms of his own or 
 foreign standards. To make this thought clearer, a 
 savage should not be judged by the standards of civilized 
 society. He has the same right to be judged by his 
 peers as we have. It is a gross injustice to measure the 
 savage's moral rectitude or obliquity by any other stand- 
 ards than those of his own people. 
 
 The avenues of approach to an understanding of a 
 man's character are through the business in which he is 
 engaged. We must learn the things that prompt men to 
 action and the only way to do this is to study their 
 
48 Passenger and Freight Traffic 
 
 actions. It is through the details connected with his 
 business that a man expresses much of his personality. 
 So true is this, that men in one class of business soon 
 come to take on facial characteristics that are common 
 to men in that kind of business. But the motive power 
 that inspires action may be sometimes one thing and 
 sometimes another. It may be social aspirations, it 
 may be religious fervor, it may be a desire to protect 
 his family. Whatever it may be, it will find expression 
 through the thing a man does. ^ 
 
 Therefore, to be a successful salesman means that 
 he who has anything to sell must first learn to interpret 
 the personality of the man to whom he is going to sell; 
 find out what his customer's ambition is and, then, show 
 him that the article he has to sell lends itself to a fuller 
 expression of that particular ambition. / 
 
 In doing this the salesman must not submerge his 
 own personality by speaking of the commodity offered 
 as if it were somtehing that he were ashamed of, or 
 by leaving the impression that the work in which he is 
 engaged is simply a makeshift until he can get some- 
 thing better. 
 
 Nothing is more debilitating, both mentally and physi- 
 cally, than the habit of decrying your own work or the 
 institution for which you work. There should always 
 be criticism of one's work, but it should be constructive 
 criticism. The men who count, the men who go to the 
 front, are the fellows who tell how to do things, and 
 are not content with fault-finding. 
 
Passenger and Freight Trafhc 49 
 
 There are two types of men in the railroad busi- 
 ness that should be banished from the face of the earth. 
 One is the man who, by his conversation, would lead 
 you to believe that railroad management is a maelstrom 
 of business degeneracy. The other is the fellow who is 
 worked to death, who is too busy to do anything except 
 talk about how busy he is. It is these two types who 
 will tell you at a great length what is the matter with 
 business and how it is that they have not been ad- 
 vanced. Being busy is largely a state of mind rather 
 than a condition of fact, in the railroad business. It 
 occurs when processes are substituted for things. 
 
 One cannot be a successful salesman if he doesn't 
 believe in what he is doing, because unbelief is written 
 on one's face in language unmistakable. And the first 
 word to a prospective customer reveals that fact. Con- 
 vince yourself first, then you will be able to convince 
 others. "To thine ownself be true, and it must follow 
 as the night the day, thou canst not then be false to any 
 man." To foist upon another anything you do not be- 
 lieve in, is deliberate dishonesty. 
 
 Herein lies the essential difference between a sales- 
 man and a solicitor. One is trying to sell something 
 because he believes that it is something the customer 
 needs and should have ; the other is asking the customer 
 to buy something just because he is put to the necessity 
 of making a living. A salesman has buoyancy, brilliancy 
 and assurance born of the conviction that he knows and 
 knows that he knows. The solicitor has the hangdog 
 expression of a beggar who knows that he knows not. 
 
50 Passenger and Freight Traffic 
 
 Both the term solicitor and the type of man usually 
 designated by that title should be abolished from the 
 railroad business. 
 
 The average solicitor does not know enough about 
 the conditions surrounding the manufacture, fabrication 
 or distribution of the merchandise that is handled by 
 the firm he solicits. The number of the business-getting 
 reasons why his road, in preference to some other, should 
 be patronized, are pitifully few. 
 
 As illustrative of this fact the replies to questions 
 put to a solicitor of transportation are instructive. 
 
 He was asked, "How would you proceed to get the 
 business of a shipper?" "Well," he said, "I would first 
 ask if he had any prospective shipments going over my 
 lines." "Then what would you do?" "I would argue 
 with him," he replied. "What arguments would you 
 use?" He answered, "I would tell him that we make 
 just as good time and that we would give him passing 
 reports." "Anything else?" He said that was about 
 all, then added, "Of course, if he wouldn't listen to ar- 
 gument I couldn't do anything." Any road would offer 
 these same inducements. This solicitor's idea of the 
 way to obtain business was to argue the matter. 
 
 And right here it may be well to say that an argu- 
 ment seldom gets anywhere. Don't argue, don't differ 
 on non-essentials. Keep the thing that it is desired to 
 accomplish to the front. 
 
 That recalls to memory the story of the man who 
 wanted to sell a spring wagon. He brought a customer 
 to see it and the customer immediately said, "Why, this 
 
Passenger and Freight Traffic 51 
 
 wagon is ready for the junk pile." "Yes," he said, "but 
 I want to tell you something about the springs in that 
 wagon. Those springs were made in Germany." "How 
 much do you want for the wagon?" "Fifty dollars." 
 "Why, man, the dashboard is gone." "Yes, but, you know 
 those springs were made in Germany by one of the finest 
 spring makers in the world." "Why, the tail board is 
 gone." "Yes, but, you know, those springs were tem- 
 pered by hand." "Why, the tires are loose and the 
 spokes are about to fall out." "Yes, but, you know those 
 springs are not made any more. I don't suppose there 
 is another pair like them in the United States." "But 
 the shafts are broken and the axles bent." "Yes, but, 
 I want you just to look at those springs and see how 
 they are put together." Here the salesman got his cus- 
 tomer's attention on the springs and he kept it riveted 
 there. He sold the wagon. 
 
 The successful salesman learns about the man's busi- 
 ness and through this interprets the man's character and . 
 his personality. He seeks out the main spring of that 
 man's ambition and then he centers on the spring. He 
 does not try to straddle on half a dozen arguments or 
 allow non-essentials to divert him. It may not be passing 
 reports that appeal, it may riot be time, but there are a 
 hundred other things that his road does or has that 
 would be of benefit to the man in his business. Safety, 
 reliability of delivery, the influence of his road in the 
 community, the amount of money it spends, and so on, 
 and so on. 
 
52 Passenger and Freight Traffic 
 
 Above all, a salesman should be consistently honest 
 with himself and with others. No man can succeed who 
 tries to be all things to all men. His fate is sure to be 
 like that of the chameleon that the darkey told about. 
 "You know," said the old darkey, "my folks done got 
 one of those chameleons. We done put him on red and 
 he done turn red. Then we put him on green and he done 
 turn green. Then we put him on plaid, and do you 
 know that fool chameleon done bust himself all to pieces 
 trying to make good." 
 
 It is sure destruction to promise things that you 
 know you can't make good on. In other lines of busi- 
 ness salesmen know how their goods are manufactured. 
 It is regrettable that this is not so in railroading, but 
 it is time it were so. In other lines of business sales- 
 men use every effort to learn the details of their cus- 
 tomer's business. For it is only through these that you 
 can learn the personality of a man and adapt the thing 
 that you have to sell to the needs of the man himself. 
 

 Passenger and Freight Traffic 
 
 PASSING REPORT CLERK AT GATEWAY 
 JUNCTION POINT. 
 
 First Period Three Months. 
 BEADING. 
 
 During this period no special reading is assigned. It 
 is most imperative, however, that the student become 
 thoroughly familiar with the resources of the territory 
 covered by the lines of his own company. 
 
 The student is put in this particular position for 
 the sole purpose of affording him an opportunity to 
 learn geography, what products are characteristic of 
 different parts of the country, what commodities move 
 into and out of the various localities, when and how 
 these commodities move. 
 
 A traffic man must keep posted on crops and financial 
 conditions all over the country. The "Monthly Sum- 
 mary of Commerce and Finance of the United States," 
 issued by the Department of Commerce and Labor, is 
 a very valuable source of information for this purpose 
 and the student should acquire the habit of consulting it. 
 
 The crop reports compiled by your own road should 
 be studied very carefully. 
 
 It is only by keeping well informed on such matters 
 as these that you will be able to anticipate "commodity" 
 
54 Passenger and Freight Traffic 
 
 movements, and make proper provision for handling 
 them. 
 
 At the conclusion of this period, the student will be 
 given an examination, based upon the Official Railway 
 Guide, covering railroads and steamship lines, to test 
 his knowledge of "transportation" geography. 
 
 It is recommended that the student provide himself 
 with a standard commercial geography. 
 
Passenger and Freight Traffic 55 
 
 STUDENT IN PASSENGER TICKET OFFICE. 
 
 Second Period Five Months. 
 
 A. 
 
 1. Information Bureau. 
 
 B. 
 
 1. Ticket salesman, local. 
 
 2. Ticket salesman, interline. 
 
 ALLOTMENT OF TIME. 
 
 To subdivision A, 2 months. 
 To subdivision B, 3 months. 
 
 SPECIAL NOTES. 
 
 1. Neatness and courtesy go hand-in-hand with alert- 
 ness and efficiency. There is no business in which they 
 are of such paramount importance as in the passenger 
 business of a railroad. The man who is engaged in this 
 work is paid to be pleasant; it is as much a part of his 
 duty as to make out a ticket correctly. A man is likely 
 to work, think and act as he dresses. 
 
 2. Again, let me urge that, in every case where it is 
 possible, the making of an inquiry or the purchase of a 
 ticket be made a personal transaction. Make the patron 
 feel that he is dealing with a man, on a man-to-man basis, 
 and not with an impersonal corporation. 
 
 3. Information is frequently asked for over the tele- 
 phone. It is over the telephone that one's voice is most 
 likely to show impatience and irritation, and the tempta- 
 tion is strong to give curt answers. Thoughtless and 
 cantankerous answers over the telephone have cost the 
 
56 Passenger and Freight Traffic 
 
 railroad many a friend. "A soft answer turneth away 
 wrath." Too great pains cannot be taken to speak 
 pleasantly and courteously, when talking over the tele- 
 phone. 
 
 BEADING. 
 
 Railroad Traffic and Rates. Johnson and Huebner. Vol. 
 II. (Read entire volume very carefully, re-reading 
 such portions as are applicable as work of period pro- 
 gresses.) 
 
Passenger and Freight Traffic 57 
 
 STUDENT SOLICITOR IN LARGE CITY. 
 
 TWird Period Four Months. 
 A. 
 
 Acting as Assistant to Chief Clerk in the office of 
 District Freight Agent. 
 
 1. Office methods. 
 
 2. Districting of territory. 
 
 3. Methods of keeping check on business of shippers. 
 
 4. Handling correspondence concerning "tips" on 
 prospective business. 
 
 5. Relations with representatives of other lines. 
 
 B. 
 
 Collecting data from shippers requested by the 
 Traffic department. 
 
 c. 
 Solicitor in a regularly assigned district. 
 
 ALLOTMENT OF TIME. 
 
 Subdivision A, 1 month. 
 Subdivision B, 1 month. 
 Subdivision C, 2 months. 
 
 SPECIAL NOTES. 
 
 Pride and confidence in the thing one sells is a sure 
 road to success. It is a fundamental error to overlook 
 small details. Courtesy, personal appearance, accuracy 
 of statement, pleasantness of address, and, above all, 
 sincerity, are the things that make for good salesman- 
 ship. 
 
58 Passenger and Freight Traffic 
 
 A thorough-going knowledge of the business in all its 
 details lends a facility in the selling of transportation 
 that can be gained in no other way. It is important that 
 one should know about his competitors and their activi- 
 ties, but it is more important that he should avoid dis- 
 paragement of his competitors. To belittle, ridicule, or 
 underestimate a competitor is folly, and only tends to 
 weaken one's own position. 
 
 The student should re-read at this time the foreword 
 to the special course in Traffic. 
 
 BEADING. 
 
 Railway Transportation. Raper. 
 
 Railroad Traffic and Rates. Johnson and Huebner. Vol. 
 II. (Read entire volume very carefully, re-reading 
 such portions as are applicable as work of period pro- 
 gresses.) 
 
Passenger and Freight Traffic 59 
 
 STUDENT DISTRICT FREIGHT AND PASSENGER 
 AGENT. 
 
 Fourth Period Six Months. 
 
 A. 
 
 General office work and records. 
 
 Special attention should be given to the handling of 
 correspondence. The writing of letters should be given 
 diligent study. Directness, brevity, courtesy, and clear- 
 ness are the essentials of good letter writing. 
 
 Assistant Freight and Passenger Agent. 
 
 The work of this subdivision is not enumerated, but 
 should be done under the direction of the District Freight 
 and Passenger Agent ; and should be of such a character 
 as usually devolves upon an Assistant Freight and Pas- 
 senger Agent. 
 
 SPECIAL NOTES. 
 
 1. Remember always that you are a public servant. 
 The public will not be charitable toward your short- 
 comings, and it will many times happen that on a single 
 act of yours the entire management of the road will be 
 either praised or condemned. Earn and keep the good 
 will of the public by the efficiency of the service rendered. 
 
 2. The men under your supervision as well as patrons 
 will have all sorts of grievances, real and imaginary, and 
 it makes no difference how thorough a knowledge you 
 may have of traffic matters, unless you are diplomatic and 
 are able to maintain pleasant relations with the Com- 
 
60 Passenger and Freight Traffic 
 
 pany's patrons, and make the men under you feel that 
 they will be treated with absolute fairness and impar- 
 tiality, you are a failure. 
 
 3. After the completion of this period, the student 
 will be placed wherever it may appear necessary, in the 
 judgment of the management, to give him further in- 
 struction in order to prepare him for promotion to a 
 permanent position. 
 
 BEADING. 
 
 Rate Making in Practice. W. Z. Ripley. 
 
 Railroad Freight Rates. McPherson. 
 
 Railway Freight Rate Making. Dunn. Railway Age 
 Gazette, August 6, 1909; Vol. 47, Page 226. 
 
 How the States Make Interstate Rates. R. Mather. An- 
 nals of American Academy of Political and Social 
 Science, July, 1908; Vol. 32, Page 102. 
 
 American Railway Transportation. E. R. Johnson. 
 Chapters 10, 19 and 20. 
 
 Elements of Transportation. E. R. Johnson. 
 
Accounting 
 
 FOREWORD. 
 
 Accounting should never be an end in itself. Its 
 proper and most efficient sphere is as a means to an 
 end. It should be an integral and working unit in the 
 machinery for producing transportation. There has 
 grown up a feeling that in Auditors, as they are mis- 
 called, inheres a greater degree of honesty than in other 
 employes. The result has been that there has developed 
 a defensive attitude on the part of that great body of 
 men outside of the Accounting department. The author 
 feels that this fact should be constantly kept in mind 
 by the student in railroad accounting, for it is evident 
 that the effectiveness of an accounting department as 
 an aid to conducting the business of transportation will 
 always be in inverse ratio to the extent to which this 
 attitude exists. 
 
 The chief and most important function of account- 
 ing is a historical one the recording of operations and 
 transactions. The principal value of such data is as 
 an aid to constructive criticism. You will note that the 
 word "aid" is used. In and of themselves, accounting 
 data, apart from immediate supervision, are useless. 
 Supervision, in order to be effective, must be at close 
 
62 Accounting 
 
 range. So accounting should never be remote, but should 
 go pari passu with the actual work that is being done. 
 Otherwise the statistics are stale. Stale statistics are 
 about as trustworthy for a railroad man as a block sig- 
 nal that gives a false indication. 
 
Accounting 63 
 
 STUDENT WITH AUDITOR OF FREIGHT ACCOUNTS. 
 
 First Period Three Months. 
 A. 
 
 1. Abstract Bureau; agents' accounts. 
 
 2. Hollerith Machine Bureau. 
 
 3. Revising Bureau. 
 
 4. Interline Accounts Bureau. 
 
 B. 
 
 1. Statistical Bureau. 
 
 ALLOTMENT OF TIME. 
 
 To subdivision A, 2 months. 
 To subdivision B, 1 month. 
 
 BEADING. 
 
 The Railway Auditor. H. C. Whitehead. 
 Accounting of Merchandise Freight Receipts. J. Justice. 
 Modern Accounting. H. R. Hatfield. 
 Accounting and Auditing. W. M. Cole. 
 
64 Accounting 
 
 STUDENT WITH AUDITOR OF PASSENGER ACCOUNTS. 
 Second Period Three Months. 
 
 1. Local Bureau. 
 
 2. Conductors' Bureau. 
 
 3. Statistical Bureau. 
 
 4. Miscellaneous Bureau. 
 
 5. Home Interline Bureau. 
 
 6. Foreign Interline Bureau. 
 
 BEADING. 
 
 The Working of The Railroads. L. G. McPherson, 
 
 Chapter 4. 
 American Methods of Railway Accounting. Reprint 
 
 from the Journal of the Royal Historical Society, Vol. 
 
 71, part 4, Dec. 31, 1908, by S. Chapman. 
 
Accounting 65 
 
 STUDENT IN DIVISION ACCOUNTS BUREAU AT 
 
 DIVISION HEADQUARTERS. 
 
 (Passing through the Several Sub-bureaus.) 
 
 Third Period Six Months. 
 
 1. Classification of accounts as prescribed by the 
 Interstate Commerce Commission. , 
 
 2. Accounting Department, Harriman Lines, Circular 
 Xo. 25. 
 
 3. Labor and materials distributions. 
 
 4. Preparation of department invoices, department 
 bills, bills collectible, and vouchers. 
 
 5. Abstract of debits and credits to operating ex- 
 penses, including preparation of Form 4904, Division 
 Report to Accounting Department of Operating Ex- 
 penses. 
 
 6. Register of debits and credits to Operating Ex- 
 penses and other accounts. Including preparation of 
 Monthly Account Current and statements to accompany 
 same. 
 
 SPECIAL NOTE. 
 
 The Division Accounts Bureau represents, as far as 
 such accounts are concerned as originate under the juris- 
 diction of the division superintendent, the Accounting 
 department in miniature. It is an effort to decentralize 
 accounting to the end that the superintendent may have 
 immediate access to all figures affecting the operation of 
 his division. The work is still experimental, and for 
 this reason the student is urged to give it special atten- 
 tion. 
 
66 Accounting 
 
 BEADING. 
 
 Interstate Commerce Commission, Classification of Op- 
 erating Revenues. 
 A Treatise on the Law of Carriers. D. C. Moore. 
 
Accounting 67 
 
 STUDENT WITH AUDITOR OF DISBURSEMENTS. 
 
 Fourth Period Three Months. 
 
 A. 
 
 1. Voucher Bureau: 
 
 (a) Examining vouchers as to distribution to 
 accounts. 
 
 (b) Registration of vouchers and department 
 bills. 
 
 2. Motive Power Bureau : 
 
 (a) Distribution of cost of locomotive repairs. 
 
 (b) Distribution of cost of fuel for locomotives. 
 
 (c) Examination of preparation of statistics 
 of freight and passenger trains. 
 
 B. 
 
 1. Appropriation Bureau: 
 
 Preparation of records and exhibits in connec- 
 tion with charges to Additions and Better- 
 ments and Construction Accounts. 
 
 2. Statistical and Special Accounts Bureau: 
 
 (a) Preparation of statistical exhibits. 
 
 (b) Checking balances with Division Account- 
 ing Bureaus. 
 
 ALLOTMENT OP TIME. 
 
 To subdivision A, 6 weeks. 
 To subdivision B, 6 weeks. 
 
 BEADING. 
 
 Current Reports and Rulings of Interstate Commerce 
 Commission affecting accounting. 
 
68 Accounting 
 
 STUDENT WITH AUDITOR OF EQUIPMENT ACCOUNTS, 
 
 MISCELLANEOUS ACCOUNTS AND GENERAL 
 
 REVIEW OF STATISTICAL WORK. 
 
 Fifth Period Three Months. 
 
 A. 
 
 1. Auditor Equipment Accounts: 
 
 (a) Motive Power Bureau. 
 
 (b) Tonnage Bureau. 
 
 (c) Statistical Bureau. 
 
 (d) Per Diem Bureau. 
 
 B. 
 
 1. Auditor Miscellaneous Accounts: 
 
 (a) Station accounts. 
 
 (b) General accounts. 
 
 (c) Dining car accounts. 
 
 (d) Miscellaneous. 
 
 ALLOTMENT OF TIME. 
 
 To subdivision A, 6 weeks. 
 To subdivision B, 6 weeks. 
 
 SPECIAL NOTE. 
 
 After the completion of this period the student will 
 be placed wherever it may appear necessary, in the judg- 
 ment of the management, to give him further instruction 
 in order to prepare him for promotion to a permanent 
 position. 
 
 BEADING. 
 
 A general review of the reading for periods one and two. 
 
General Information 
 
 INSTRUCTIONS TO STUDENTS. 
 
 1. The work of the several periods must be pursued 
 in the order outlined, unless special permission has been 
 obtained to deviate therefrom. 
 
 2. Students will provide themselves with books re- 
 ferred to under the head "Reading" for each period as 
 rapidly as needed. 
 
 3. Each student must be a regular subscriber to at 
 least one railroad publication of recognized merit, and 
 certify to such fact in his first monthly report. 
 
 4. Students will report in writing on the first day of 
 each month to the officer in charge of students. 
 
 This report must be a full and comprehensive review 
 and criticism of work and reading done during the pre- 
 ceding month. 
 
 Students should not hesitate to criticise adversely, 
 commend, or suggest improvements. It should be remem- 
 bered, however, that destructive criticism without the 
 recommendation of something better, is nothing more 
 than fault-finding, and, as such, accrues not to the benefit 
 of the writer. 
 
 5. All correspondence should be addressed to the 
 officer in charge of students. 
 
70 General Information 
 
 6. Students will give notice to the officer in charge 
 of students and to the head of the department in which 
 employed, one month before the completion of any period, 
 of the date such period will be completed. 
 
 7. Students will be graded on the basis of their 
 monthly reports and reports of them given by their 
 superior officers. In passing on reports, grammar, phras- 
 ing and general literary structure will be taken into 
 consideration. 
 
 8. Students will be subject at all times to the rules 
 governing the particular work at which they are em- 
 ployed, and shall report to and be subject to the dis- 
 cipline of the officer in charge of any given department 
 with which the student may be connected, in the same 
 manner as other employes connected therewith. 
 
 9. Students shall be on duty during the entire work- 
 ing time of the month. All reading must be done out- 
 side of working hours. 
 
 10. Whenever lectures are being given by the official 
 examiner of employes in train service, all students in 
 the locality where such lectures are in progress must be 
 in attendance, reporting such fact to the officer in charge 
 of students. 
 
 INSTRUCTIONS TO OFFICERS. 
 
 1. Officers under whom students may be assigned for 
 service will see to it that students are given opportunity 
 to pursue the work outlined in the manner and order in- 
 dicated, unless special permission has been secured by 
 a student to do otherwise. 
 
General Information 71 
 
 2. All rules governing employes engaged in work of 
 the same kind must be enforced as to students. Any in- 
 fraction of the regulations in which the discipline would 
 result in the dismissal of the party involved shall not be 
 deviated from in case of a student. 
 
 3. In the event of the dismissal of a student from the 
 service, the proper ranking officer will notify the officer 
 in charge of students, giving date of dismissal and 
 reasons therefor. 
 
 4. Officers having proper authority will issue to 
 students assigned under them passes good on their re- 
 spective divisions, whenever the duties of the student 
 are such as require such transportation. 
 
 5. Upon the completion of a period by a student, the 
 head of the department, or the superintendent of the 
 division, under whom this period was taken, will render 
 to the officer in charge of students a confidential report, 
 giving his personal estimate of the student as to whether 
 or not, in his opinion, he is a man who will develop into 
 an efficient railroad official. This estimate should be 
 based on personal observation ; when this is not pos- 
 sible, upon reports from subordinate officers. 
 
 6. Officers will grade students in accordance with the 
 scheme indicated under head of " System of Grading/' 
 transmitting such grade with report required under in- 
 struction No. 5. 
 
 7. Officers must consider students, while under their 
 jurisdiction, in all respects, as a part of their own staff 
 of employes; and will be held responsible for the proper 
 carrying out of the provisions of this course. 
 
72 
 
 General Information 
 
 WAGE SCHEDULE. 
 
 Students will be paid in accordance with the follow- 
 ing schedule : 
 
 GENERAL COURSE 24 MONTHS. 
 
 1st Period, $75 per month. 
 
 2d 
 
 
 75 
 
 
 
 3d 
 
 
 80 
 
 
 
 4th 
 
 
 80 
 
 
 
 5th 
 
 
 80 
 
 
 
 6th 
 
 
 85 
 
 
 
 7th 
 
 
 85 
 
 
 
 ON 
 
 AND MAINTENANCE 18 
 
 1st 
 
 Period, 
 
 $90 
 
 per 
 
 month. 
 
 2d 
 
 
 90 
 
 
 
 3d 
 
 
 95 
 
 
 
 4th 
 
 
 95 
 
 
 
 5th 
 
 
 95 
 
 
 
 6th 
 
 
 100 
 
 
 
 TRAFFIC 
 
 18 
 
 MONTHS. 
 
 1st 
 
 Period, 
 
 $90 
 
 per 
 
 month. 
 
 2d 
 
 " 
 
 90 
 
 " 
 
 tt 
 
 3d 
 
 tt 
 
 95 
 
 a 
 
 a 
 
 4th 
 
 a 
 
 100 
 
 a 
 
 a 
 
 ACCOUNTING 18 MONTHS. 
 
 1st 
 
 Period, 
 
 $90 
 
 per 
 
 month. 
 
 2d 
 
 a 
 
 90 
 
 " 
 
 tt 
 
 3d 
 
 a 
 
 95 
 
 tt 
 
 a 
 
 4th 
 
 tt 
 
 97 
 
 a 
 
 a 
 
 5th 
 
 it 
 
 100 
 
 u 
 
 a 
 
 The salary of the student will be at the rate as here 
 set forth, for the period in which he is actually engaged, 
 
General Information 73 
 
 regardless of the order in which the course may be pur- 
 sued. 
 
 EXPENSE ACCOUNT. 
 
 Personal expense accounts will be allowed where the 
 duties of the student are such as ordinarily carry an ex- 
 pense account. 
 
 Such expense accounts must be approved by the head 
 of the department in which the student is employed, and 
 handled in the same manner as provided for the student 
 payroll. 
 
 PAYROLL. 
 
 Students will be carried, as "Students," on the regular 
 payrolls of the head of the department in which em- 
 ployed, and on the payroll provided for employes engaged 
 in the same kind of service. The rate of pay is to be 
 as provided under the head "Wage Schedule." 
 
 RELIEF FROM STUDENT SALARY AND EXPENSE 
 ACCOUNT CHARGE. 
 
 The salary of students and their expense account 
 allowance will not be charged to the particular depart- 
 ment in which they may be employed. The head of the 
 department will obtain relief from such charges by 
 charging the same off to "Other Expenses," a subdivision 
 of the account known as "General Expenses," as pro- 
 vided for by the classification of the Interstate Commerce 
 Commission; or in such other manner as may be specif- 
 ically instructed by the head of the Accounting depart- 
 ment. 
 
74 General Information 
 
 APPOINTMENTS. 
 
 Any single man between the ages of 21 and 30 years 
 who is an employe of this Company is eligible to appoint- 
 ment to a studentship. 
 
 In the making of appointments, personal address, 
 temperament, habits, length of service, and education will 
 be considered. 
 
 It should be understood, however, that the appoint- 
 ment to a studentship does not carry with it a promise 
 or an obligation on the part of the Company that the ap- 
 pointee will receive an official position upon the com- 
 pletion of the course. A student who has been graduated 
 from the student class will be given preference in the 
 filling of a vacancy, provided he is temperamentally fitted 
 to meet the peculiar conditions of the position. 
 
 APPLICATIONS. 
 
 Applicants must state age, postoffice address, whether 
 married or single, address of parents, present occupation, 
 educational qualifications, date graduated from institu- 
 tions of learning, and degrees, if any; detailed account 
 of railroad experience; and give at least three, but not 
 more than five, references to persons not in the employ 
 of the Company who are in a position to give testimony 
 as to ability and moral character. 
 
 Applicants should obtain the endorsement of their 
 superior officers. 
 
 Applications should be addressed to the officer in 
 charge of students. 
 
General Information 75 
 
 CREDIT ON COURSE OF STUDY FOR EXPERIENCE. 
 
 Appointees who have had experience in railroading or 
 technical training which, in the opinion of their superior 
 officers, covers the work outlined for any one or more 
 of the periods of this course of study, will be allowed 
 credit on account of such experience and the course 
 shortened accordingly. 
 
 SYSTEM OF GRADING STUDENTS. 
 
 Students will be graded as follows : 
 
 Grade 1 Between 95% and 100%. Very rare and 
 
 exceptional ability. 
 Grade 2 Between 85% and 95%. Work, reports, 
 application to duty, ability to learn and 
 general effectiveness, very satisfactory. 
 Grade 3 Between 75% and 85%. Work, reports, 
 application to duty, ability to learn and 
 general effectiveness, good, but could 
 be improved without requiring "very 
 rare and exceptional ability/' 
 Grade 4 75% and under. 
 A student receiving an average grade of 4 for any 
 period will be dropped from the student roll. 
 
 The numbers 1, 2, 3 and 4 only will be shown in 
 markings by officials making reports. 
 
76 General Information 
 
 RELATIONS OF THE RAILROAD TO THE PEOPLE. 
 
 There is a branch of railroading that must be made 
 a part of every railroad man's working equipment. It 
 must be and always will be an important part in the 
 management of any department of a railroad. It is that 
 function of railroading that has to do with a railroad's 
 public relations. The head of any department who fails 
 to give special emphasis to this phase of his work will 
 sooner or later find himself a storm-center of discontent 
 and public disapprobation. 
 
 The fact is that a railroad is a public service in- 
 stitution, and a railroad officer is a public servant. That 
 there can be such a thing as a privately vested interest 
 which can be held inviolable as against the public weal 
 is a notion that modern society has cast into the discard 
 of untenable theories. 
 
 It is evident that an institution which derives its 
 being entirely from the people should be entirely answer- 
 able to the people. This is as it should be. A railroad, 
 however, while it derives its right and license to do busi- 
 ness from the people, owes the source of its existence 
 to private parties. It thus stands in a dual relation, 
 responsible to private owners on the one hand and to 
 the public on the other. In short, a railroad is nothing 
 more than a concession turned over by the people to 
 private parties to be operated for private gain. What 
 is true of a railroad in this respect is equally true of any 
 corporation of monopolistic character. 
 
 "It is often said that the reason why it is right and 
 expedient for the public to regulate railroads is that they 
 
General Information 77 
 
 are quasi-public corporations ; that they exercise the 
 power of eminent domain, and render a public service. 
 But this explanation is purely juridical. It merely tells 
 why the government legally can regulate railroads 
 not why it should and does. That it can do so is no 
 reason at all why it should do so. The only sound 
 reason why it should do so is that public welfare re- 
 quires it; and the public welfare requires it, not because 
 the railway exercises power of eminent domain, not be- 
 cause it is engaged in a public service, but because it is 
 monopolistic in its nature and has a relation to industry 
 and commerce that enables it, if improperly managed, to 
 do measureless evil." * 
 
 Such being the case, regulation is an inevitable part 
 of corporate existence, and, as the people cannot grant 
 to private individuals the right to do anything that would 
 be contrary to public policy (a fact which it does not 
 seem necessary to prove here), it is plain that the grant- 
 ing of a public concession carries with it the obligation 
 to regulate such concession to the end that its activities, 
 or lack of activities, shall not be in conflict with the pub- 
 lic good. But, as already indicated, the right to do a 
 thing does not by any means carry with it the necessity 
 to exercise that right unrestrainedly. To exercise a 
 power just because one has it, may not at all times be 
 good public policy. The government has the power of 
 taxation, which may be used without limitation, but so 
 to use it certainly would be an injudicious exercise of 
 a sovereign power. 
 
 * The American Transportation Question, by S. O. Dunn. 
 
78 General Information 
 
 Law is an insurance against trespass, and it is neces- 
 sary to invoke it only when trespass is committed. Our 
 laws, of the present day, have grown into the assumption 
 that we are free moral agents. But we are free only 
 within the limits we ourselves have defined by law. It 
 is assumed by the constitution that we have the inalien- 
 able right to life, liberty and the pursuit of happiness 
 an assumption that is only relatively true. Freedom, in 
 its broadest interpretation, is the right to do anything 
 one may be able to do so long as what one does does 
 not limit the right and ability of another to do. The 
 economic phrasing, and latterly, the legal phrasing of 
 this same statement is "The greatest good to the greatest 
 number/' 
 
 It is to accomplish this end that laws are enacted; 
 that commissions are created, and the popular conception 
 of their purpose is that they are restrictive. With this 
 statement of the purpose of laws and regulating bodies, 
 we are more than likely to be content, a fact that is ex- 
 tremely unfortunate, for it is only a half truth. The 
 purpose is restrictive, but it is only so for the broader 
 and bigger purpose of preserving and guaranteeing a 
 larger degree of freedom to the individual. 
 
 Therefore, it must be apparent that the most useful 
 function of a regulative body is to preserve to institutions 
 and individuals, which it may be created to regulate, the 
 greatest measure of self-government consistent with the 
 public welfare. 
 
 This leads to a consideration of the limitations of 
 regulation by the various commissions which have been 
 
General Information 79 
 
 established for this purpose. That is, how extensively 
 should they exercise those powers conferred on them by 
 statutory provisions? But this question cannot be con- 
 sidered adequately, apart from the economic question of 
 the relative desirability of monopoly or competition, for, 
 in the regulation of industrial institutions, the method and 
 extent to which regulation is applied will depend upon 
 the extent to which monopoly, or competition, is en- 
 couraged or discouraged. 
 
 The final end of absolute monopoly is single control 
 and the entire elimination of comeptition. This is a 
 statement that is self-evident. It is also self-evident that 
 the only condition under which an absolute monopoly 
 could exist would be government ownership. The in- 
 evitable tendency of monopoly is toward government 
 ownership, public management the goal of ultra social- 
 ists. 
 
 The final end of unrestricted competition is un- 
 restrained individualism, where each would go his own 
 sweet way, where co-operative endeavor would have no 
 sanction of the law ; in fact, where each would be a 
 law unto himself the goal of the anarchist. 
 
 Neither of these states appears desirable, at least, not 
 to the great mass of the people of this country. The final 
 end of either monopoly unrestrained, or competition un- 
 restrained, is undesirable. But as the business of the 
 country must be carried on, and, inasmuch as there 
 remains no third alternative, it therefore follows that 
 the ends of both monopoly and competition are desirable 
 to a limited degree. So do we find ourselves at last com- 
 
80 General Information 
 
 pelled to agree, with Aristotle, that virtue is a mean 
 between two undesirable extremes. 
 
 It is also clear that the point at which either monopoly, 
 or competition, should be restrained, or regulated, is at 
 that point where it commences to impinge upon the well- 
 being of the people or jeopardize the principle of "the 
 greatest good to the greatest number." But as monopoly 
 and competition are counter-irritants, as it were, they 
 may be used effectually to check each other. Thus do 
 we find ready to hand a natural economic power that 
 may be invoked for the purposes of regulation. 
 
 It is a trite saying that that people is governed best 
 which is governed least. It is a saying deeply rooted in 
 the fundamental laws of society and economics. The 
 whole intent and purpose of law is not to maintain a 
 fixed status but to preserve a relation. What is true of 
 the law is true of commissions, whose duties should be 
 not so much the enforcement of specific laws as the 
 preservation of proper relations between corporations and 
 the people. 
 
 It is a mistaken notion that the enactment into statute 
 of laws having to do with details of management in- 
 crease beneficially the powers of a commission. The 
 truth is that whenever a law is enacted, or a rule is 
 promulgated by a commission, affecting a detail of man- 
 agement, inelasticity is produced, because it affects one 
 side of a relation only. 
 
 Indeed, the functions of a commission should never be 
 managerial, but should be judicial and corrective. A com- 
 mission should only interpose for the purpose of preserv- 
 
General Information 81 
 
 ing the rights of the people, and should not interpose 
 until it is demonstrated that the rights of the people 
 have been infringed upon, or that they are in jeopardy. 
 It is axiomatic that it cannot be assumed that the law 
 will be transgressed. To promulgate rules governing the 
 details of a business, is the exercise of a judgment that 
 presupposes that thereby the rights of the people will 
 be better conserved, when such an assumption can have 
 no basis in fact. 
 
 The effort on the part of regulative bodies to circum- 
 scribe and clutter their work by effecting the passage of 
 laws that increase their power to participate in manage- 
 ment instead of sticking to the broad principles of law 
 and of economics has been altogether too pronounced. 
 If a public utility commission has one excuse for exist- 
 ence that tops all others, it is to stimulate efficiency on 
 the part of public service institutions. Efficiency, how- 
 ever, cannot be produced by simple mandates. Nothing 
 is more destructive of efficiency than the feeling that 
 original work is useless because it may not meet with the 
 approval of the commissioners. Managers are afraid to 
 undertake new things for the sake of outstripping a rival 
 for fear it may be made a fixed practice by the Com- 
 mission. These are practical results that follow from 
 commissions concerning themselves with managerial mat- 
 ters. I can see no reason why the principle that obtains 
 as to the administration of the law governing the con- 
 duct of persons in private life should not control the 
 regulation of corporations by commissions. The law 
 says in effect that we must not expose ourselves in- 
 
82 General Information 
 
 decently, but if the police in the enforcement of this 
 law attempted to dictate the cut of coat or the style of 
 tie that should be worn and if they had the power to 
 enforce their mandates, would soon banish initiative and 
 cast a gloom over the youth of the land. 
 
 Commissions, by busying themselves with the details 
 of management, are losing sight of the greater ends to 
 be attained for the people, and are permitting to lie 
 idle those two great economic instruments for the pro- 
 duction of efficiency Monopoly and Competition. 
 
 Public regulation of private property, I believe, will 
 succeed if such regulation is so conducted that the great- 
 est amount of freedom, consistent with a preservation 
 oi the interest of the public, is allowed. But where com- 
 missions attempt to regulate, in detail, as to matters 
 which are primarily managerial, and which may, or may 
 not, affect the public weal adversely, it is tantamount to 
 public management of private property. This leads to 
 just one thing public ownership. Furthermore, it tends 
 to divide responsibility, and begets struggle between the 
 officers of the public on the one hand and the officers of 
 private property on the other a condition that is incon- 
 sistent with efficiency. 
 
 The people best fitted to run a railroad are those who 
 have had experience in railroad matters. It is perfectly 
 natural that railroad men should feel resentful toward 
 commissioners who interject themselves into the manage- 
 ment of railroad affairs. It is not sound business for 
 men to attempt to dictate as to details of management, 
 when by virtue of the very method of their selec- 
 
General Information 83 
 
 tion, they are precluded from the possibility of know- 
 ing the ultimate effect their orders may have upon the 
 success or failure of the institution they are attempting 
 to control. Under the present scheme for the organiza- 
 tion of our commissions they have the power to exercise 
 authority without concomitant responsibility. Under the 
 present plan, the details of management are, in a great 
 many instances, covered by specific laws, thus precluding 
 the use on the part of the commission of that great prin- 
 ciple of regulation the maintenance of a balance between 
 monopoly and competition. 
 
 In conclusion, I should say that the limits of the 
 regulative power of a commission should be to protect 
 the public against the infringement of their rights; ex- 
 tortions and the like; that they should be governed by 
 the larger and broader principles of law rather than by 
 statutes governing details. It should be assumed that 
 corporations will act consistently with the law and to the 
 advantage of the public weal until the contrary has been 
 shown to be the case. All matters of management should 
 be left entirely in the hands of those best qualified to 
 perform that work namely, the men who are the officers 
 of the corporation. 
 
 Numerous abuses still exist in railroad affairs, but 
 never before in the history of this country has railroad 
 service merited so much public approval as now. The 
 low rates of transportation in this country today can by 
 no means be credited to the operation of railroad com- 
 missions, but entirely to the law of competition. 
 
84 General Information 
 
 It must be remembered, as Judge Prouty has pointed 
 out, that while we can legislate as to methods in which 
 a railroad must conduct its business we cannot, by that 
 same process, force capital into railroad investment. It 
 is only by allowing these institutions to work out their 
 own salvation to their own advantage, .provided only that 
 they shall not infringe upon the rights of the people, 
 allowing them the rewards of their service and their 
 efforts, that we shall be able to increase the transporta- 
 tion facilities of this country. 
 
 After all, it is doubtless true that regulation is here 
 to stay. What has been said before on this subject has 
 been with the intention of defining, if possible, the limits 
 of monopoly, of competition, and what should be the 
 proper sphere of activity for a regulative body. There 
 still remains to be considered the question of what is 
 the proper and most judicious attitude for the railroad 
 official to assume toward the several regulative bodies 
 representing the federal, state and municipal authorities. 
 
 This much, at least, may be said : the defensive, hos- 
 tile attitude toward these bodies should be laid aside, and 
 honest, frank dealing should be the order. Subterfuge 
 and equivocation are bound to react as boomerangs. It 
 is the author's firm conviction, after a number of years 
 of very close observation, that the great majority of the 
 causes that give rise to strained relations between the 
 people and the railroads would be absolutely wiped out 
 of existence if railroad men would only lift the veil of 
 secrecy and transact their business under the light of 
 day, in the open, where all might see and understand. 
 
General Information 85 
 
 It is the thing that is half concealed that piques curiosity. 
 Speculation is always the forerunner of gossip. Garbled 
 news leaks out to the public through employes and the 
 newspapers, and creates and fixes a public opinion that 
 is often totally erroneous and exceedingly harmful. 
 
 There are, of course, some things that are done in a 
 railroad that should, for a short period of time, be held 
 confidential. But these things are really so few that 
 they should be handled under confidential cover between 
 executives. It is safe to say that more than 99% of 
 what is now considered confidential matter in a railroad 
 could be given full and free publicity, much to the benefit 
 of the railroad as well as the public. The old childish 
 notion still prevails that to go about with an air of 
 I-know-something-I-won't-tell gives the impression that 
 one is transacting business of tremendous moment. 
 Maybe it does, but it only spurs the other fellow on to 
 assume the air I-don't-care-I-know-what-it-is, and he im- 
 mediately proceeds to tell someone what he thinks it is 
 without taking the precaution to say, "I think it is so 
 and so," and straightway it passes for truth and the mis- 
 chief is done. 
 
 The old attitude of the public be apostrophized must 
 be relegated to the shelves of antiquity once and for 
 all. The time is here when every employe of a railroad, 
 be he high or low, must recognize that he is executing a 
 public trust whenever he participates in the work of con- 
 ducting the business of a common carrier. The public 
 has a legitimate interest in everything a common carrier 
 does and, therefore, has a right to know how its business 
 
86 General Information 
 
 is being conducted, and what things, if any, it contem- 
 plates doing that may affect directly or indirectly the 
 public welfare. 
 
General Information 87 
 
 BIBLIOGRAPHY. 
 
 Raihvay Organization and Working. Ernest Ripton Dewsnup. 
 
 University of Chicago Press, Chicago, 111. 
 American Railway Transportation. Emory R. Johnson. D. Ap- 
 
 pleton & Company, New York, N. Y. 
 Raihvay Mail Service. George G. Tunell. Published by Self, 
 
 22 Fifth Ave., Chicago, 111. 
 Mail Carrying Raihvay s Underpaid. Statement by Committee of 
 
 Railway Mail Pay, October, 1912. Obtainable at Headquarters 
 
 of Union Pacific or Southern Pacific. 
 Railroad Traffic and Rates. Emory R. Johnson and Grover G. 
 
 Huebner. D. Appleton & Company, New York, N. Y. 
 Railway Station Service. B. C. Burt. John Wiley & Sons, New 
 
 York, N. Y. 
 Freight Terminals and Trains. J. A. Droege. McGraw-Hill 
 
 Book Co., 239 West 39th St., New York, N. Y. 
 Economics of Railway Operation. M. L. Byers. The Engineer- 
 ing News Publishing Co., New York, N. Y. 
 Elements of Railroad Engineering. William G. Raymond. John 
 
 Wiley & Son, New York, N. Y. 
 Railroad Construction. Walter Loring Webb. John Wiley & 
 
 Sons, New York, N. Y. 
 Notes on Track. W. M. Camp. Published by Self, Auburn Park, 
 
 Chicago, 111. 
 Economics of Railroad Construction. Walter Loring Webb. 
 
 John Wiley & Sons, New York, N. Y. 
 Manual of Recommended Practice for Railway Engineering and 
 
 Maintenance of Way. American. Ry. Eng. and M. of W. Assn., 
 
 1562 Monadnock Building, Chicago, 111. 
 The Pooling of Freight Cars. J. R. Cavanagh. In "Annals of 
 
 American Academy of Political and Social Science," March, 
 
 1907. 
 Progress Tozvards Car Efficiency. A. Hale. In Railway Age 
 
 Gazette, September 25, 1908. 
 Letters from an Old Railroad Official to His Son. First and 
 
 Second Series. Hine. McGraw-Hill Book Co., 239 West 39th 
 
 St., New York, N. Y. 
 Modern Organisation. Hine. The Engineering Magazine Co., 
 
 New York, N. Y. 
 
General Information 
 
 How to Analyze Railroad Reports. John Moody. Analyses Pub- 
 lishing Co., New York, N. Y. 
 The Working of the Railroads. Logan G. MacPherson. Henry 
 
 Holt & Company, New York, N. Y. 
 Freight Classification. J. F. Strombeck. Houghton-Mifflin Co., 
 
 New York, N. Y. 
 The Principles of Scientific Management. Frederick Winslow 
 
 Taylor. Harper & Bros., New York, N. Y. 
 The Block System. Bramen B. Adams. Railroad Gazette Pub. 
 
 Co., 32 Park Place, New York, N. Y. 
 The Supply Department. H. C. Pearce. Railway Age Gazette, 
 
 Chicago, 111. 
 Railroad Administration. Ray Morris. D. Appleton & Co., New 
 
 York, N. Y. 
 The American Transportation Question. Samuel O. Dunn. D. 
 
 Appleton & Co., New York, N. Y. 
 Government Regulation of Railway Corporations. Emory R. 
 
 Johnson. In Railway Age Gazette, February 11, 1910, Vol. 43, 
 
 Page 306. 
 Railway Transportation. Charles Lee Raper. G. P. Putnam's 
 
 Sons, New York, N. Y. 
 Rate Making in Practice. W. Z. Ripley. Railway Age Gazette, 
 
 Chicago, 111. 
 Railroad Freight Rates. Logan G. MacPherson. 
 Railway Freight Rate Making. Samuel O. Dunn. Railway Age 
 
 Gazette, August 6, 1909, Vol. 47, Page 226. 
 Hozv the States Make Interstate Rates. R. Mather. Annals of 
 
 American Academy of Political and Social Science, July, 1908, 
 
 Vol. 32, Page 102. 
 Elements of Transportation. Emory R. Johnson. D. Appleton & 
 
 Co., New York, N. Y. 
 The Railway Auditor. H. C. Whitehead. New York University 
 
 of Commerce Press, Washington Square, New York, N. Y. 
 Accounting of Merchandise Freight Receipts. J. Justice. New 
 
 York, N. Y. 
 Modern Accounting. H. R. Hatfield. D. Appleton & Co., New 
 
 York, N. Y. 
 Accounting and Auditing. W. M. Cole. Chicago, 111. 
 
General Information 
 
 Classification of Operating Revenues. Interstate Commerce Com- 
 mission, Washington, D. C. 
 
 A Treatise on the Lazv of Carriers. D. C. Moore. New York, 
 N. Y. 
 
 Official Proceedings of Pittsburg Railway Club. January, 1908, 
 Page 94. 
 
 American Method of Railway Accounting. S. Chapman. Reprint 
 from Journal of the Royal Historical Society, Vol. 71, Part 4, 
 December 31, 1908. 
 
INDEX. 
 
 PAGE 
 
 Accounting department 61 
 
 Applications, How made 74 
 
 Appointments, Who eligible 74 
 
 Assistant Section Foreman, Student 14 
 
 Bibliography 87 
 
 Bill of Lading : 
 
 Straight Bill of Lading 10 
 
 Order Bill of Lading. 10 
 
 Books required for reading Item 2, 69 
 
 Brakeman and Conductor, Student 23 
 
 Correspondence, To whom addressed Item 5, 69 
 
 Course, How to be pursued Item 1, 69 
 
 Item 1, 70 
 
 Credit on course of study , 75 
 
 Design of Course 8 
 
 Disbursements, Student with Auditor of 67 
 
 Discipline of students Item 2, 71 
 
 Dismissal oi students Item 3, 71 
 
 District Freight and Passenger Agent, Student 59 
 
 Division Accounts Bureau, Student in 65 
 
 Division Engineer, Student with 30 
 
 Equipment Accounts, Student with Auditor of 68 
 
 Expense Account 73 
 
 Foreword : 
 
 Operation and Maintenance 29 
 
 Traffic department 41 
 
 Accounting department 61 
 
 Freight Accounts, Student with Auditor of 63 
 
 General Manager's Office, Student in 35 
 
 Grading of students, Basis of Item 7, 70 
 
 " " " " u Item 6, 71 
 
 System of 75 
 
92 Index 
 
 PAGE 
 
 Instructions to officers 70 
 
 Instructions to students 69 
 
 Introduction 7 
 
 Lectures by official examiner, Student must attend.. Item 10, 70 
 
 Maintenance of Way Service: 
 
 General See Assistant Section Foreman 14 
 
 Special See Division Engineer 30 
 
 Master Mechanic, Student under: 
 
 General 21 
 
 Special 31 
 
 Motive Power department See Master Mechanic. 
 
 Notice of completion of period Item 6, 70 
 
 Operation and Maintenance 29 
 
 Passenger Accounts, Student with Auditor of 64 
 
 Passenger Ticket Office, Student in 55 
 
 Passes, Issuance of Item 4, 71 
 
 Passing Report Clerk at Gateway Junction Point 53 
 
 Payroll 73 
 
 Railroad publication Item 3, 69 
 
 Reading, When to be done Item 9, 70 
 
 Relations of the Railroad to the People 76 
 
 Relief from student salary and expense account charge 73 
 
 Reports of students by officers Item 5, 71 
 
 Reports, Students', When and how Item 4, 69 
 
 Salesmanship See Foreword, Traffic department 41 
 
 Shipping Receipt 11 
 
 Signal Engineer's Office, Student in 33 
 
 Solicitor in Large City, Student 57 
 
 Station Service, Student in 9 
 
 Statistical Bureau 28 
 
 Stores department. Student in 34 
 
 Students, To whom responsible Item 8, 70 
 
 Item 7, 71 
 
Index 93 
 
 PAGE 
 
 Superintendent of Transportation, Student in office of 17 
 
 Tariff Bureau 28 
 
 Traffic department 41 
 
 Trainmaster, Student with 37 
 
 Train Service : 
 
 General See Brakeman and Conductor, Student 23 
 
 Special See Trainmaster, Student with 37 
 
 Wage Schedule 72 
 
 Waybill 11 
 
p. IiAST B' 
 
 
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