scrutinized the payroll and hunted down
"discrepancies. 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. Previously the purchasing policy was poorly defined
and the department was small. Mambert also had to
approve the disposal by-products and waste.(Ilus.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. Mambert was mainly concerned
with controlling the spiralling costs the organization; he
was administrator, not engineer salesman. acted the clearing house through
. 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.10-3,
# 4660)
As head the Financial Executive, Stephen Mambert
implemented much tighter purchasing policy all parts of
TAE Inc. gained
the ear Edison and was soon promoted "Efficiency
Engineer" and placed the lab organization. Mambert, the other
hand, was conscientious worker with great ambition. 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
