Chapter I: A Day in a Great Store (1)

The subtle hour which in summer comes just before the break of day is the only hour in which New York ever sleeps; if indeed the modern Bagdad ever sleeps at all. There is an hour, however--from three of the morning until four--when the city is all but stilled; when its heart-beats are at the lowest ebb of the twenty-four. In that hour even Broadway is nearly deserted and Sixth Avenue and Thirty-fourth Street equally emptied. The swinging lights of a white-fronted lunch-room or two; the echoing racket of an extremely occasional surface-car or elevated train; the rush of a "night-hawk" taxi; the clatter of the milk-wagon; the measured walk of a policeman and the hurried one of some much belated suburbanite hurrying toward the great railroad station over in Seventh Avenue; these sounds, occasional and unrelated seemingly, are not New York; not at least the New York that you and I are accustomed to knowing. Yet, after all, they are New York; even, if you please, the New York of that throbbing heart, Herald Square.

Soon after four in the morning the city begins to rise. New York's heart-beat is quickening, distinctly, even though ever and ever so slightly at the beginning. Yet the activity is distinguishable. The policemen and the cabbies in the square realize it, so do the waiter and the cook in the _Firefly_ lunch wagon which has stood in the busy Herald Square these thirty years or more now. The morning papers are out. The newspaper wagons, as well as those that bring milk and other comestibles, begin to multiply. The earliest workers in the heart of Manhattan now bestir themselves. By six there is real animation in the broad streets in and roundabout Macy's. By seven the traffic there begins to be a matter of reckoning. A traffic policeman makes his appearance. The current of vehicles and humans in those thoroughfares come under regulation. At eight, the city is in full sway.

All this while Macy's has stood dark--save for the few yellow and red lights which police and fire protection demand. It fronts toward Broadway and the side streets alike are cold, impassive, unanimated. Inside the great dark building the watchmen are on ceaseless patrol. There are miles of corridors to be paced--the night walking of the Macy watchmen would reach from Dan to Beersheba or possibly from New York to Erie--millions of dollars worth of stock and fixtures to be guarded. A diamond ring would be missed; and so would a spool of thread. Nothing must be disturbed. And in order that the owners of the store may sleep in the sound assurance that nothing is being disturbed, the night patrol is made a matter of system and of record. Watchmen's clocks, here and there and everywhere, proclaim the regularity of the system. And an occasional surprise test now and then acclaims its thoroughness.

Hours before, the store was thoroughly cleaned; from cellar to roof. The last of yesterday's belated shoppers was hardly out of this market-place, before the men of the cleaning squads were in upon their heels. What a mess to be tidied up! Eight and one-half hours of hard endeavor can make daily a mighty dirty store and a huge housekeeping job. There is at the best a vast litter--and yet a litter that cannot be carelessly thrust away. In all that debris there may be some one tiny article of great value--a ring or a purse, dropped by some hasty or careless shopper or salesgirl. It all must be carefully gone through and in the morning sent to the Lost and Found Department where the chances are that it will not remain very long before having a claimant.

Such is the ordinary routine of the cleaning squads. On rainy or snowy days its job is increased, measurably. It is astonishing the amount of filth the sidewalks of New York can give up on a wet day. Yet rain, or no rain, filth or no filth, the cleansing must be thorough. The store at eight o'clock of the next morning must be as clean as the proverbial pin. An earnest of which you can obtain for yourself any day by pressing your nose, among the first of the impatient early shoppers, against the panes of the public entrance doors. Through the night these toilers work; silently, unseen, save by others of their own kind. Far below them, in the cellars of the great structure at Thirty-fourth Street and Broadway, there are other squads who stand to unending tricks at the boilers, the engines, the dynamos and the other mechanical appliances of the organism. The fires may never die; the lights never go out--not even from one year's end to the other. And so that the very heart and blood and nerve-force of Macy's shall in truth be unending there are engines and boilers and dynamos in the mechanical plant under the Thirty-fourth Street sidewalks. As many as five hundred tons of coal can be housed in the bunkers hard at hand. The entire plant could easily light and supply the other necessary electric current for the needs of any brisk American town of five or six thousand people.

Eight o'clock, and the night superintendent of the store unlocks the first of its outer doors. But not to the public. Mr. Public's hours do not begin until a full sixty minutes later. First the store must be made ready for his coming. It is not enough that it shall be thoroughly cleaned in every fashion. The stock must be displayed anew; the long miles of dust coverings lifted off, folded and put away until the coming of another evening. Which means, of course, that the store folk must come well in advance of its patrons.

In the half-hour which elapses between eight and eight-thirty, many of the minor executives--particularly those of the selling floors--make their appearance at the designated doors upon the side streets. In the parlance of the organization these are known as "specials" and are divided into several classes, denoting chiefly their connection with its selling or non-selling forces. They "sign in" their arrival upon a sheet. For while Macy's is known as the department-store without a time-clock, there is none which is more punctilious about keeping an exact record of the comings and goings of its workers, from the lowest to the highest. In the entire permanent organization of more than five thousand folk, there are not more than ten or a dozen who are exempted from this necessity. A man may draw a twenty-thousand-dollar-a-year salary at Macy's and still be compelled to sign his time. It is part of the inherent democracy of the organization which holds as a high principle that what is fair for one man is fair for another. A better bed-rock principle can hardly be imagined.

Half after eight!

A bell rings somewhere. The time-lists of the minor executives--perhaps it is better to remember them as the specials--are closed, and new ones substituted. These are duplicates of the earlier ones. When the section manager (a modern and much better name for the "floor-walker" of the earlier days) signs one of these, he does not merely put down an "X" as before eight-thirty, but specifically writes down his arriving time.

But from eight-thirty to eight-forty-five is known to the rank and file of the organization as its hour for arrival. Three doors--one in Thirty-fourth Street (for the women, as well as for men executives) and two others, in Thirty-fifth Street (for the other men workers and the junior girls respectively) open on the precise moment of the half-hour. Even before they swing backward upon their hinges the earliest risers of the Macy family are beginning to group themselves in front of them. They go tramping up the broad stairs together; dropping into the slender receptacles the individual brass checks (of which much more a little later) at the first barrier-gateway; after which they go scurrying off to the locker-rooms, before descending or ascending to their various posts in the store.

For fifteen minutes this rank and file--a miniature army it is--comes trooping in. There is no time to be lost; and yet no unseemly haste or confusion. And no noise. Noise, particularly surplus noise, is quite unnecessary in a machine which is functioning well.

At eight-forty-five the barrier at the head of the main employees' stair at Thirty-fourth Street closes. And in order that there may not be even the slightest particle of unfairness--one gains an increasing admiration for the absolute impartiality of an organization such as this--the pressing of a button at that stairhead automatically orders closed the two auxiliary entrances in Thirty-fifth. And yet, in order perhaps that perfectly automatic and impartial systems may, after all, be tinged by a bit of human sympathy and understanding, eight-forty-five is forever translated at the employees' doors as eighty-forty-seven. And in cases of bad weather, hard rain or snow or extreme cold, eight-forty-seven becomes the stroke of nine by the clock--in very extreme cases even later, with a special allowance being made from time to time for the occasional breakdown of New York's rather temperamental transportation system.

From eight-forty-five (eight-forty-seven) to nine o'clock, the late-comers--out of breath as a rule and extremely embarrassed into the bargain--are herded into a special group and given special "late" passes, without which they may not even enter the locker rooms, to say nothing of their posts in the store. Sometimes--when the tardiness percentages of the store have been running to unwonted heights--the group is admonished; always gently, always considerately. It is made to them a point of fairness, between the store and themselves. And almost invariably the admonition is received in the spirit in which it is given. In other days it was quite customary for the store manager or one of his several assistants to receive these late-comers personally and individually and talk to them, heart-to-heart. This method has now been entirely abolished. It led to controversy. It led to argument. And both of these led to ill-feeling. Macy's will not tolerate ill-feeling between its executives and its rank and file. Therefore, anything that might even tend to such an end was abolished--completely and permanently.

In due time, and when we are studying in greater detail the Macy family, we shall come again to the consideration of the methods of checking the force in in the morning and out again at night--as well as in and out at different intervals throughout the day. Consider now that it is still lacking a few brief minutes of nine o'clock on a workday morning. The sales force are through the lockers and getting to their day's work upon the floor. The non-selling forces as well--elevator-men, cashiers, all the rest of them, are at their posts. A doorman is told off to each of the public street entrances to the main floor. It is the regular post for each of these. He goes to it a minute or two before the coming of nine.

After a brief period of busy activity the store aisles are for the moment practically deserted once again. There is a group of buyers "signing in"--once again the inevitable time-list--at the superintendent's office just beneath the main stair, where five or ten minutes ago the "big chief" of the whole main floor was giving his section managers their special instructions for the day. The rest of the aisles are all but empty. The clerks are behind the desks, the cashiers at their posts, the section managers at attention, the elevators banked and waiting at the ground floor-- Then--

Nine o'clock!

The echo of Madison Square Mary telling the hour comes rolling up Broadway. The street doors swing open; almost as if working upon a single mechanism. The first of the shoppers come tumbling in. The great main aisle of the store--one thinks of it almost as the Broadway of this city within a city--is populated once again. The chief stream of the store's patrons pours down through it. Other streams from the doors in the side streets join it; still others diverge down the side aisles, up the stair and escalators, into the elevators which presently go packing off, one by one, toward the mysterious and fascinating regions of the upper floors. In three or four brief minutes the picture that one has of that mighty first floor from the mezzanine balcony that runs roundabout it is of a great mass of hurrying, scurrying humanity; no longer any well-defined currents, but little eddies and pools of human beings constantly and forever changing.

And this but hardly past nine o'clock in the morning. In another hour there will be still more folk within the great building. Most of them have come to shop, a few of them to take a tardy breakfast in the comfortable restaurant upon its eighth floor. One might not think that it would pay to open a restaurant for breakfast at as late an hour as nine in the morning, but such a one would not know his New York. Breakfast in our big town is rarely over until the setting of the sun.

For an hour at the beginning of the day the Macy family may shop in its own interest. The saleswomen--the men as well--may obtain permits from their division managers which in turn entitle them to large and conspicuous shopping cards which serve two pretty definite purposes--the identification of the saleswoman as an actual and authorized shopper (she is not supposed to go nosing around other departments merely in her own interest or curiosity) and the obtaining for her of the discount to which she is entitled. Macy's is known pretty generally as a store of no special privileges or discounts. Teachers, clergymen, professional shoppers, dressmakers are recognized and welcomed in the big store, but only upon the same terms as every other sort of customer. But the rule bends, ever and ever so gently, for the man or woman who is employed within it. After all, he or she _is_ a part of the family and so entitled to be recognized. This recognition takes the form of a sizable reduction upon the wearing apparel necessary for his or her personal use. This difference goes upon the books of the store as a business expense.

By ten the store has finished shopping in its own behalf. Its maximum force for the day is on the job and the wise shopper comes close to this hour. For by eleven the force is reduced. Luncheon is a very simple human necessity; but a necessity, nevertheless. And New York has never countenanced the Parisian habit of locking up practically all shops and stores and offices for an hour and a half or two hours in the middle of the day. But then New York has never taken its meal-times quite so seriously as Paris. Upon this one thing alone a considerable essay might be written.

But New York must lunch, just as Paris or London or any other community must lunch. And so for three valuable hours out of the middle of the day the Macy force is reduced nearly one-third its size. Forty-five minutes is the ordinary allotment for lunch and the house prefers that its folk shall take this mid-day meal underneath its roof. Toward this end it has made, as we shall see, elaborate and expensive preparations in the form of elaborate lunch-rooms and the like. However, it recognizes that there are many workers who prefer to go out at the middle of the day. And proper arrangements are made for the accommodation of these folk.

By two o'clock, however, practically the entire selling force at least is back again. The hardest portion of the day begins. For, no matter how hard the store may advertise, no matter how it may strive to educate its patrons in every other way to the use of its facilities in the less crowded and hence more comfortable morning hours, the hard and solemn fact remains that it suits the comfort and convenience of the average New York woman to shop in the afternoon. And shop in the afternoon she does. She comes into Macy's right after luncheon--although a single glance at the big and crowded restaurant would easily convince you that she often lunches as well as shops in the big red-brick institution of Herald Square--and then gets right down to the serious business of shopping.

And at Macy's it _is_ business; always business. The big store at Broadway and Thirty-fourth Street, in recent years at least, has not gone in for shows--for organ and orchestral concerts or recitals or anything of that sort. It has considered that its best shows are always upon its counters. It has had no quarrel with the successful stores that have added entertainment features to the other routine of their operations. It merely has contended that its own method was completely satisfactory to itself. Which, after all, is a position of infinite strength.

"Macy's attractions are its prices!" is an advertising slogan of the house so long sounded now that it has become almost a household phrase to its hundreds of thousands of regular patrons. It is a phrase up to which it has lived, steadily and consistently. And not only has it steadfastly refused to give shows of any sort--save, of course, those wonderful window pageants of other years, which were horses of quite a different color indeed--but it has also refused up to the present time to install such non-merchandise enterprises as manicuring parlors, hair-dressing rooms, barber shops and the like. And this despite the fact that in selling such things as groceries and automobile sundries--to take two specific instances out of several--it has gone considerably beyond the merchandise scope of some of the very largest of its New York competitors.

"Hundreds of thousands of regular patrons?" you interrupt and repeat. "A hundred thousand people is a whole lot. Until very recently, at least, the population of what would be considered a pretty good-sized American city."

Not long ago, I asked how many people came into Macy's in the passing of an average business day. I was promptly told that several times the firm had endeavored to make an actual and systematic count of the folk who passed through each of its many entrances, but had never entirely succeeded. Once, of a busy October day, the count up to two o'clock in the afternoon had reached and passed the one hundred and twenty thousand mark. At that time each of the great escalators which ascend from the main floor was handling its maximum capacity of 7,400 persons an hour; each of the fourteen public elevators was carrying the full number of passengers permitted it by law and the store management; while a host of other folk were doing business upon the ground floor without ever ascending to the fascinating mysteries of the land of Up-Above.

And that was October. If a man who had seen the throng of that pleasant autumn day and thought it well-nigh impossible only had returned to the big store on a December day--say the Saturday before Christmas last--he would have thought that three hundred thousand would have been far nearer the mark of the eight and one-half hours. Could more folk have been squeezed through those wide doors and into those broad aisles? It would have seemed not. Even with the aid of a whole corps of special policemen and traffic rules as scientific and as ingenious as those which regulate the vehicular traffic of nearby Fifth Avenue, it was a task of a good half-hour to get within the huge mart; another half-hour to get out again. Certain departments--notably toys--possessed navigation problems of their very own, and other departments, such as refrigerators and other household goods, were comparatively deserted. The Christmas trade is nothing if not oddly balanced.

Through a store such as this one may wander, _ad libitum_, and find a new surprise at nearly every corner of it. Certainly upon each of its floors. Nor are these to be limited, in any way, to the floors to which the public is ordinarily admitted. Once I remember coming through the eighth floor and suddenly emerging upon a clean, crisply lighted little workshop. At a long bench underneath an atelier-like window three men, fairly well-advanced in years, were working. One was engraving upon silver--the other two upon glass. The chief of the shop explained to me that in the beginning they were Germans but they had been in Macy's so many, many years that they were today to be classed as pretty thoroughly Americanized. One of them had sat at that bench--and the one down in Fourteenth Street that had preceded it before the northward trek to Thirty-fourth Street--for over thirty-two years. The three men were artisans--of the old school and of a sort that seemingly is not bred these days.

"When they are gone I do not know where we shall go to replace them," said the superintendent.

"You will have to quit doing this sort of work?" I ventured.

He answered quickly:

"Oh no," said he, "Macy's never quits. We shall have to find others--even if we train them ourselves. It is only the material for training that worries me. American young men of today are not overfond of painstaking work of this sort."

I knew instantly what he meant. As a nation we are made up of "shortcut" experts. Perseverance, patience, a tedious attention to uninteresting detail, have seemingly but little appeal to the average young man who is looking forward to a real career for himself. To be an executive--no matter by what name or title--and in as short a time as is humanly possible is apparently the only object that he sees ahead of him. A laudable ambition to be sure. But one shudders at the mere thought of a land which should be composed entirely of executives and wishes that we might develop more definitely a class of artisan workers, such as came to us forty, thirty, even twenty-five years ago.

The oldest of these men--the man with thirty Macy years to his credit--was chasing a hunting scene upon a great glass bowl as I bent over his desk. It was more than artisanship, that task; it was artistry. A real work of real art even though at the moment these elaborate cut-glass designs have lost a little in public favor. In their own time and order they will come back again, however. And the workmanship that made them possible will be restored to its own former high favor.

But even today there are large demands in Macy's for precisely this sort of thing. And glass grinding and engraving--which runs all the way from the making of prescription lenses for spectacles or for milady's _lorgnons_ up to the cutting of an entire dinner service of the most exquisitely patterned glass or repairs to the bowl or pitcher that Bridget or Selma has so carelessly broken--is the chief factor of a shop that handles, as other parts of its day's job, jewelry and watch repairs, electro-plating of gold, copper, silver, nickel, the printing or engraving or stamping of stationery of every sort, to say nothing of leather goods of every kind and description and a thousand lesser and highly individual jobs, such as the regilding of a mirror or the transformation of an ancient whale-oil lamp into a modern incandescent one. It is small wonder that as a minimum seventy-five men are constantly employed in this shop; more, as the exigencies of this season or of that may demand them.

Yet this is but one of Macy's shops under that giant roof of Herald Square. There are others in close proximity--like those for the making of mattresses and bedding of every sort and variety and the establishment which brings broken toys back into life again. To my own Peter Pannish soul this last forever has the greatest fascination. Once, long years ago, I went into a great store in a distant city and found up under its roof a man whose sole task from one year's end to the other was the making of repairs upon toy locomotives. How I envied that man his job! And how the other day I envied the job of the Macy man who was repainting dolls' houses, one fascinating suburban villa after another. The doctor in the far corner of the room, whose patients ran all the way from lovely dolls of the most delicate china and porcelain to Teddy Bears who apparently had been badly worsted in some terrific nursery struggle, was a man with a position in which he might have genuine pride; but for the painting and re-arranging of those small houses a man, with an imagination in his soul, might almost afford to pay for the privilege of doing the work!

Five-thirty!

Again the doormen to their posts, two or three minutes in advance of the exact hour set. The minute hand upon the face of the clock no sooner reaches the exact bottom of its course, before a bell rings within the store and the great doors shut--simultaneously, as in the morning they had opened. But not permanently, of course. Dozens, hundreds, perhaps a thousand or more shoppers still are left within the store. Each is to be accorded a full opportunity to finish his or her transactions. There is no hurry; no ostensible hurry, at any rate. It would not be good-breeding to hasten the customer upon his way. And a canon of good merchandising is good breeding.

Gradually, however, the late-stayers eliminate themselves. The big doors open to let them out, but never again this day to let newcomers in. No rule of the house is observed more inexorably. And so gradually the store empties itself.

In the meantime certain departments have already ceased to function. The salesfolk are dismissed for the night and go scurrying off. A few bring out the dust-covers and these go out upon the stock. Counters are emptied. The stock, wherever possible, is put away, and when not put away is carefully covered. Nothing is left to chance nor to dust. System reigns. And the section manager, the last to leave his department for the night, makes sure that everything there is ship-shape against the coming of another day.

Before he is gone--and he, in Macy's, is multiplied into ninety or a hundred human units--the cleaning squads are out upon the floor, rolling out their bin-like carts in orderly formation and proceeding upon the debris like a miniature army. Four, five, six hours of hard work await them. It will be midnight, perhaps later, before the store is absolutely clean again and settled down to the monotonous presence of the watchman, to await the arrival of another dawn.

In the meantime the Macy family is pouring forth into the side streets through the doorways through which they entered before nine of the morning. There is little restriction, no red-tape about their leaving. Their brass discs--each individual and bearing the employee's designating number--which they dropped in the morning have been returned to them in the course of the day for use again upon the morrow.

The only formality about their leaving--if indeed it might be called a formality--is the quick-fire inspection made by two store detectives who stand either side of the descending file at the main employees' stair, to see if any packages which are being carried out are lacking the check-room stamp and vise.

These last are the store's protection against possible theft through its inner walls. The workers who bring packages in, either in the morning or at any later time in the progress of the day, are asked to take them to a well-equipped check and storage room close by the lockers, where they may regain them at night, stamped and vised, to go out into the open once again. Any purchases that they may make during the day follow a similar course. It is a definite and an orderly procedure. Any other would be indefinite and to an extent disorderly.

This is the reason why an occasional package--lacking the official stamp and vise of the check-room--is picked up by the keen-eyed detectives while its transporter is asked to tarry for a moment in an ante-room. In the course of an average evening there may be a half dozen of such outlaw packages detected. Their holders are not thieves. There is not even the implication that they are thieves. They are simply trying to ignore a fair and open-minded rule which the store has made, not alone for its own protection but for the protection of every man and woman in its employ. Such is the explanation which the assistant store manager makes to them before he dismisses them, at just a few minutes before six.

"We believe in explaining things," he will tell you afterwards. "For we believe that we gain the very best service from the Macy people by not asking them to work in the dark. If we make a rule and its rulings sometimes puzzle them--sometimes even seem a little arbitrary, perhaps--we tell them why we have had to make the rule and almost invariably find them satisfied and quite content."

The packages, themselves, are detained overnight. The store reserves the right to make an inspection of them. Such inspection, even when it is made, rarely ever shows the package to be illicit. It merely is carelessness. And the thoughtless worker to whom it is returned in the morning is merely asked not to be careless again, but to make a full and co-operative use of the facilities which are provided for the comfort, and the protection, of him and his fellows; which generally is all that is necessary to be said.

By six the store is practically emptied of its workers. After that hour any one leaving it must have a pass and be interviewed by the night superintendent at the single door left open for exit. Night work in the Macy store is little and far between these days--save possibly in the Christmas season and even then it is held at a minimum; an astonishing minimum when one comes to compare it with the Christmas seasons of, say, a mere twenty years ago. The state law says that aside from that fortnight of holiday turmoil, the women workers of the store, who are considerably in the majority, shall not work more than fifty-four hours or oftener than one night a week and then not later than nine o'clock. In turn, the store, following the workings of the statute, designates Thursday as its late employment night. If, because of some emergency, it wishes to deviate from this, it must have a special permit.

As a matter of fact, however, Macy's anticipates the law; goes far ahead of it. It finds its women workers not only willing to work the occasional Thursday night shifts, but, with the practical advantages of a full dinner furnished without cost and overpay to come into the reckoning, for the most part extremely anxious. And it reminds the solicitous legislators up at Albany that it was not a statute that abolished the pernicious habit of keeping the stores open for business evenings and late in the evening, but the progressive thought of the store managers of New York, themselves. These last have yielded little to the sentimentalists in real looking forward. Theirs have been the practical problems--not the least of these that of the education of a shopping public which seemingly had demanded that the big department-stores of New York should be kept open evenings--some evenings throughout the entire year--and all evenings in a certain small and terrible season; and without consideration of the task this custom imposed upon the patient folk who were serving them. Out of such lack of consideration, out of such selfishness, if you please, was a great practical and moral reform in merchandising evolved. Which was, in itself, no little triumph.

II. Organization in a Modern Store

I like to think of modern business as a huge, great single machine; or better still, a group of little machines gathered together and functioning as one. It is a simile that I have used time and time again. To feel that some single achievement of industry--of manufacturing or of merchandising--is as well organized and as well balanced as the many mechanisms that are laboring in its behalf, seems to bring the most single complete picture of modern business of the sort that our press has ofttimes been pleased to term "big business".

And sometimes I like to think of these "big businesses"--with their hundreds and thousands of human units--as armies. At no time is this last comparison more apt than when one comes to apply it to the modern department-store, as we today know it in America. For, even if you wish to grant an entire dissimilarity of purpose, one of these huge institutions has more than one point of similarity with an army. Not alone in numbers can this parallel be made, but quite as quickly in organization. While, to return to our first simile, it, too, is a big machine--humanized. Its parts are carefully co-ordinated so that the whole will function with the least possible friction. Like an army it is officered with its generalissimo, its under generals, its colonels, its captains, its lieutenants, its sergeants and its corporals. The difference is only in nomenclature. The structure is quite the same. For, when you come to analyze, you will find the divisions of labor and of authority quite corresponding to similar divisions in the army. Officer, "non-com" and private--each contributes his more or less important part; each is a necessary factor in the success of the enterprise.

Like an army, the department-store of modern America is designed to move constantly forward. The "big-chief" scans his balance sheets, the rise and fall of the curves of his outgo and income averages, the tremendously meaningful jagged red lines of his graphic charts, quite as carefully as the army general keeps track of the movement of his forces upon the maps which his topographists send him. He gathers his officers roundabout him and plans the strategy of business with the same shrewd foresight that must be observed by the successful military leader. He must be a promoter of morale throughout his forces, even down to the newest and the lowest-paid clerk. There must be constant liaison between the general and the private in the ranks.

In considerable detail this parallel can be carried out. Soon, however, it must come to an end. That is, it ends in so far as Macy's is concerned. For the army at Broadway and Thirty-fourth Street is neither an army of offense nor of defense. Its sole position always is upon the front line of service.

At the head of the organization there are the three brother partners who inherited their original interest in the great business from their father, the late Isidor Straus, who, with their mother, lost his life in the supreme catastrophe of the sinking of the _Titanic_. In 1914 they acquired Nathan Straus' interest by purchase. These men, Jesse Isidor, the president, Percy S., the vice-president, and Herbert N., the secretary and treasurer, are its triple head and front. While each has trained himself to be a merchandise specialist of the highest order, there is none that knows the details of Macy's better than his brothers--they share equally in the supreme authority that directs the business. Directly responsible to them, in turn, is its general manager, its merchandise council and its advertising and financial departments.

As I write these paragraphs, the great chart of the Macy organization lies upon my desk. It is a vast and fascinating thing. With the lines extending upon it here and there and everywhere from the box which holds the triple-head, branching and rebranching here and there and again, it looks not unlike a giant map; a chart, if you prefer to have it so. And so it is, a chart upon which the steersmen of so vast and so responsible an enterprise safely pick their course upon a seemingly unending journey.

"Government by draughting-board," sniffed an old-time business man to me once, when I was trying to explain to him in some detail how a great steel manufacturing plant of the Middle West attempted to accomplish its huge job, economically and efficiently, by the use of graphic charts. And he added: "I'd like to see _myself_ held down by blue-print authority."

To which, after all this while, I should like to reply:

"I should like to see a concern, as big and as successful as Macy's, operated without a careful charting of its always difficult path."

Yet, as a matter of hard fact, Macy's, any more than any other big and well-planned business organism of today, never binds itself to go blindly and unthinkingly upon the lines of the charts--and nowhere else. The real trick of executive direction seems to be to know when to follow these lines and when more or less to completely disregard them. Rule-of-thumb can never again overcome the rules of averages, of percentages or of economic laws. But the rule of wit and of human understanding can ofttimes be used to temper this first group and sometimes with astonishingly successful results.

A glance or two at this imposing organization chart lying before me begins to show the many, many ramifications of the huge Macy business tree. It shows, for instance, how, under the direction of the merchandise council, are four large branches of store activity more or less inter-related: the handling of Macy's own merchandise (meaning particularly that which is either made in the store's own factories or at least made under its direct supervision); the work of the large force of buyers; the comparison department (an important phase of the business to which we shall come in our own good time); and the foreign offices.

In the financial department, the controller is the quite logical chief. His general duties are fairly obvious. To help him in them, he has, under his direction, the chief cashier, the salary office, the auditing department, the depositors' account department--this last a most distinctive Macy feature--and a statistical department.

Obvious, too, is the greater part of the work of the publicity department. It includes in addition to the advertising manager--always an important factor in the modern department-store and particularly so in the case of Macy's--a display manager. It is the job of the first of these men to tell the public of the merchandise being offered for sale at the sign of the red star; the job of his compeer to see that it is properly displayed to them.

And, finally, there is the general manager--last but not least. Connected by an exceedingly direct and much-traveled line with the general offices upon the seventh floor of the store are Mr. W. J. Wells, the store's general manager, and his advisory council. For the G. M., big as he is always, has need of much advice. Upon his broad and efficient shoulders are placed such a tremendous array of responsibilities that one cannot but marvel at the sheer efficiency of the man--to say nothing of his reserves of physical and mental strength--who can hold down such a job. Yet, at Macy's, the man himself disclaims any superhuman powers.

"I am merely the automatic governor to this big machine," he will tell you, in his own simple, direct way. "In fact, if the machine always functioned one hundred per cent. efficient, there really would be no need either of me or of my job. It is because no machine that is built of human cogs and cams and levers and pulleys may ever work at one hundred per cent. efficiency that I, or some other man, must sit in this office. It is our job to meet the unusual and the unforeseen. We take up slack here and loosen there."

The translation of this is unmistakable. If the three men upon the high seventh floor of the institution are its steersmen, this man, who has his office at the rear of its broad mezzanine balcony, is at least its chief engineer. And to assist him he has five assistant engineers--assistant general managers, in reality. The habit of simile leads one into odd designations of title. Each of these five assistant general managers--we shall stand by the nomenclature of the store--in turn has a large number of departments reporting to him. While in addition to them and ranking as virtual assistant managers are the superintendent of the detective bureau and that of the building, itself.

The general manager, himself, is charged with the general duty of engaging, training and educating employees. He regulates salaries. He controls the transfer and discharge of employees. He is charged with the enforcement of all rules and regulations. He is the final authority to decide whether or not merchandise is returnable, for refund, exchange or credit. He also is the authority who adjusts all claims or controversies with customers. And he is the one to whom employees may appeal if they feel they are being treated unfairly by their superiors. A man-sized job truly! And because no one man, short of a superhuman at any rate, could ever perform all of its various and perplexing functions, Mr. Wells has his five assistants. In the event of his absence as well as that of any one of them the man below rises temporarily into his immediate superior's job.

The vast ground floor of Macy's is, in itself, a mark of much interest and variety]

It is the major task of the first of these assistants to direct the work of the floor superintendents--eight of these--and through them that of the section managers and the actual sales forces; nearly two thousand people all told. In other words, his job is the selling. To this great force and to the countless problems that must arise in its day-by-day direction there is added the oversight of the personal shoppers' service. Which means in turn the furnishing of guides throughout the departments to shoppers who ask for them; finding translators for folk to whom the intricacies of our tongue are unsolved mysteries and, in certain specific and necessary cases, the sending of merchandise with a member of the sales force into the homes of Macy's patrons.

The second and the third assistant managers are the heads of non-selling organizations within the store, the fourth and the fifth handle the training and the educational departments, respectively. The second assistant has, as his especial responsibility, the merchandise checkers, the collectors, the stock clerks, the cashiers and the interior mail and messenger service. The other non-selling assistant general manager supervises the receiving department, the department of money orders and adjustments, the supply department, the delivery, the receiving, the time office, the manufacturing, and sundry other smaller specialties of the store; small, however, only in a comparative sense. Taken by themselves they quickly would be seen to be sizable indeed.

The tasks of most of these departments are fairly obvious from their names. Some of the others we shall see in a bit of detail as we go further into the store and its workings. In other chapters we shall describe what the great delivery department is supposed to accomplish, and actually does accomplish, the scope and plan and reach of the departments of training and of employment, and some others, too. It takes no great strain upon the imagination to conceive of the importance of the detective bureau's work, nor that of the superintendent of buildings.

So much, then, for a preliminary bird's-eye view of a mammoth machine, not a machine for turning out shoes or typewriters or paper, but for buying and selling all these things and many, many more. And as you read in the earlier part of this book, the huge mechanism did not spring into its being in a year, or in a decade, or even in a generation. It represents slow, hard, steady growth; and slow, hard, steady growth it is still having.

There are now one hundred and eighteen departments in Macy's and yet, out of many thousands of separate and distinct items, there are some things that the store does not sell. Some of these commodities are handled by other great department-stores. But while Macy's may and does follow a charted path, it is its own chart and its own path. It never follows blindly the pathways of others. So, for instance, it does not sell pianos. In this particular case, at least, the reason is not hard to discover. Remember, all the while, that Macy's sells for cash and for cash alone--always and forever; and then consider that in ninety-nine cases out of a hundred, pianos are sold upon the installment plan. The installment plan is entirely outside of the Macy scheme of salesmanship. It may or may not be a good plan. But to adopt it Macy's would either have to change its selling policy or else dispose of so few pianos that it would not be profitable to maintain a department for them. This is the alpha and the omega of the piano, as far as Macy's is concerned. It has no intention either of changing its deep-rooted and well-founded selling policy, nor, on the other hand, of establishing a little-used and possibly unprofitable department. Upon this decision it stands quite content.

Yet assuredly Macy's is organized to sell nearly all of the necessities of life--and an unusually large number of the luxuries in addition. From hosiery to ice cream, from women's suits to artists' materials, from eye-glasses to sausages, and from petticoats to ukeleles, the list of the store's wares is almost without limit. Other furniture is not hedged about by the same merchandising traditions and restrictions as are pianos; there are in the upper floor of this great market-place pieces of household furnishings whose prices run well into the hundreds and even thousands of dollars, to say nothing of rare Oriental rugs, fine paintings and other works of art.

These one hundred and eighteen departments have been arranged after long study and experience and well thought out plans. In fact, so many conflicting and intricate features have entered into their planning that it is hardly possible within the space of these pages to give more than the broad general policy of the department organizations of the store. Yet it is another of these fairly obvious principles that upon its main floor--where its space, square foot by square foot, is by far at its highest value, and where there is a maximum of accessibility--should be displayed the items that sell the most quickly and the most readily. This follows the very reasonable theory that goods for which there is the most popular demand should at all times be the most accessible. Varying slightly in specific cases and conditions, as one ascends into the five upper selling floors of the store, the merchandise falls more and more into classifications that call for care and deliberation in the purchasing. Thus, upon the main floor, one will find such articles as umbrellas, books, candy, notions, and the like--to make but a few instances out of many--while upon the second, there will be yardage goods, linens, shoes and so forth.

Parenthetically, it may be set down that in older days, yardage goods--meaning cloths and weaves of almost every sort--never used to be found above the ground floor of any department-store. Retail merchandising tradition in New York suffered a body blow some years ago when Macy's sent them upstairs. Even the men who worked in the department protested against the change. A sizable proportion of their income was and is in their commissions upon their total volume of sales. They could not see the sales upstairs.

"For two cents I'd resign," said one of the veterans, just as the change was announced.

No one offered him the two cents, however, and he remained. And the following year saw the department reach a new high level for total sales in its yard goods.

One large reason for this in Macy's is the unusual accessibility of the upper floors from the street level. It required little or no effort for the customer to get to the second floor, or, for that matter, to the sixth. The store's unusual and fairly marvelous system of escalators, well-placed, smooth running, always available, and to be safely used by even a rheumatic or a cripple, bring these self-same upper floors at all times within easy reach of the street, and without the use of the firm's generous plant of elevators. With the exception of the abnormal stress and strain of the holiday season, the vertical system of Macy's transportation is never very seriously taxed.

To those upper floors, also, go the folk whose purchases necessitate the fitting of something or other to the human frame. As we have just seen, shoes are upon the second floor. On the third is the women's wearing apparel, with special dressing-room facilities for trying on and fitting. Similar conveniences are to be found in the men's clothing department upon the fifth floor.

Rugs, upholstery and art objects generally require more time for selection than do shoes and socks, more room for display as well. They go, then, quite naturally to the broad spaces of the fourth floor. The same qualities, only somewhat emphasized, apply to furniture, which is shown and sold upon the sixth. That the restaurant is relegated to the eighth floor is due in large part to the necessity for having cooking odors where they can be carried away without reaching other parts of the store; as well as to considerations in regard to the economy of floor space for an enterprise that is active during only a part of the day.

Minor changes in the arrangement of all these departments are constantly and forever under way. A great market-place like Macy's never stays entirely put. Special considerations, special problems, unforeseen merchandising plans may at any moment make it not only advisable but necessary to change the location or the relative space of any or all the departments. At Christmas-time the unusual pressure upon some of them, accompanied by a slacking in others--unfortunately (or fortunately?) shoppers cannot be everywhere and at the same moment--means many temporary changes--so one department must give some of its space for a time to its neighbor--a debt possibly to be repaid at some other season of the year, when thoughts are not on toys, or candies or jewelry, but upon such serious things as carpets or refrigerators.

An interesting sidelight upon the intensive study that Macy's gives the psychology of its interior arrangements is furnished in the fact that, on the theory that the less deadly of the species has an inherent aversion to department-stores, men's furnishing goods in these emporiums should generally be displayed upon the main floor, and just as close to a street entrance as is possible. Macy's has been no exception to this rule. A man, even when he is in a mood for spending, wants it over with as soon as possible. He is impatient of the slightest delay. On the other hand, his wife or daughter will make of shopping a kind of ritual. And, perhaps, because of that, she is often the more intelligent and discriminating buyer.

Today, however, space on the main floor of the larger stores in New York is proving so valuable for goods that appeal to women shoppers, that some of them are trying to find a new method of appealing to the man-in-a-hurry. And so there has come to be a distinct trend toward putting men's goods upon a high upper floor, but with special express elevator service, so that their purchasers can get in and out with a minimum use of their valuable time.

That part of the organization of Macy's which always has, always has had, and always will have the chief visual appeal to the public, is the staff of sales people with whom it comes in constant contact. Again and again, as we come to consider the minute workings of this great machine of modern business, we shall find its human factor looming larger before our very noses. We can not dodge it. We have no desire to dodge it. In fact, we find it at all times the most fascinating feature of our study. It is no part of this narrative to decide which part of the whole corps of workers in the store is the most important to it--it would be similar and quite as easy to try to give an opinion as to the relative importance of the mainspring and the balance-wheel of a watch--but it is enough to say here, as we shall say again and again, that the girl behind the counter--to say nothing of the man--is an absolutely indispensable feature. By her it rises; by her it might easily come tumbling down.

Let me illustrate by the testimony of a young woman who recently was a girl behind the counter at Macy's: