(Ilus. Mambert also had to
approve the disposal by-products and waste. The divisions
were told that their dealings with outside manufacturers should
be confined information that was needed make "an
21
intelligent request" for goods supplies. gained
the ear Edison and was soon promoted "Efficiency
Engineer" and placed the lab organization.10-3,
# 4660)
As head the Financial Executive, Stephen Mambert
implemented much tighter purchasing policy all parts of
TAE Inc. the new order things
requisitions for materials were funnelled through Mambert's
organization and the enlarged Purchasing Department could not
act until received proper authorization. scrutinized the payroll and hunted down
"discrepancies. Mambert was mainly concerned
with controlling the spiralling costs the organization; he
was administrator, not engineer salesman. His power and
jurisdiction steadily increased and did the size the
Efficiency Engineer's department. It
relentlessly pressed each manager for the exact details his
operation. Mambert, the other
hand, was conscientious worker with great ambition. Previously the purchasing policy was poorly defined
and the department was small. acted the clearing house through
.X-14
distractions during his early years the company, including
20
the delights Greenwich Village." checked, and double checked, accounts
payable and receivable. The financial
executive became the means control the divisions
