and arrangement, another can dash off a show card. Study and cultivate these traits. Get a book on window dressing for one clerk, it will aid him in his work. The fact you show interest in him and do all you can to help him attain perfection will surely react to your profit sooner or later. For the clerk who can paint a sign get him some of the latest manuals and everything necessary to work with. Send some of his cards to the drug Journals for publications, arouse his pride and interest. A few sign cards will sell enough more goods to more than pay for the added outlay on your part. Your appreciation of their work and skill as exemplified in your willingness to afford them every advancement possible cannot but react to your mutual benefit.

THE CLERK WHO SEES. Tell them that success is not always or often won by doing big things and brilliant things. It is achieved by doing little things. Around each of us are many unimproved opportunities which are overlooked because they seem trival and too little to bother with, yet, if taken together constitute the difference between success and failure.

Most "Big Business" is run on a small margin of profits. Taken on each individual item the amount is insignificant. In the aggregate it foots up into a fortune. The clerk who follows a routine that someone else has mapped out will always be doomed to routine. It is the clerk who THINKS ALL AROUND and behind his work who finds new and better methods of doing things who may escape routine for bigger things. But he will never do bigger things until he does well the little things. In the long run the clerk who sees is the man who wins.

PERSONALITY, HABITS, CHARACTER

AND TEMPERAMENT.

All those elements that are a part of your character have a powerful influence for better or for worse upon the character of your clerks. A proprietor can so enthuse his own clerks with his own personality that they will become a reflection of himself.

Good habits are essential to both clerks and their employer. This is not moralizing it is businessizing. Slovenly habits, careless dressing, personal uncleanness will have a degrading effect. In these days of shaving appliances, shoe dressings, etc., no one can have an excuse to be unclean. Anyone can learn to press and clean his own clothes and keep his personal appearance attractive without cost. Expensive clothing is not necessary, it is the condition it is in and the way you wear it that counts. If you are neat and clean and your clerks are neat and clean you will all abhor dirt, and this will cause you to keep the store spick span clean also. From a desirable trait it thus becomes a direct business asset.

If you drink or loaf around the store with a pipe or cigar in your mouth it certainly will not aid you in carrying out a good store policy. Your breath will sooner or later give you away or be offensive to some of your customers. Character will strengthen or demoralize your working force. If you are dishonest or

put in practice any sly business policies or underhandedly gain advantage of anybody, your clerks will know of it. If you are slack in your business methods it will be a temptation for your clerks to take advantage of you if they are so inclined. Any policy not built upon that of the Golden Rule will weaken your own moral character as well as that of your clerks. If you maintain and live up to a business policy that is of a high standard and endeavor to have it maintained you must set the example yourself and follow it.

With an accurate accounting system maintained around your goods and money, so they are absolutely protected from theft and dishonesty, with yourself as a just guide, all elements of temptation by suggestion removed, the best that is in you and your clerks cannot but show up triumphant.

Your temperament has much to do with the smooth running of your store machinery. Irritation, grumpiness and fault finding are contaminating and depressing and lower the store spirit. Cheerfulness is catching. Get at the heart of any trouble instantly with patience and good cheer try and straighten it out. Infuse this cheerfulness into your clerks, and when need of correction does occur make them see the error and feel that the blame was justifiable, but let your manner spell encouragement rather than harsh criticism.

GOOD HEALTH AND HAPPINESS are a part of a druggist's duty to himself and clerks. Reasonable hours, living wages, and that everyone is happily situated in their jobs. As a straight business proposition the necessity of health and happiness behind the counter is enormous. Good health may have much to do with what you sell in a days work. It surely has much to do with appearance, deportment and success. KEEPING COOL: - There is no business man but knows that loosing one's temper is liable to be costly. The man who can best satisfy an irrate customer is the one who can keep cool. Coolness and steadiness are the qualities that win out against brilliancy. Your customers when they think it over will probably realize that they themselves were in error and appreciate and remember your self control.

TEAM PLAY: - When you have reached this point in your business building you have taught your clerks their duties and how to perform them; you have exemplified in them the best of your own attributes; you have reached the point in their training when individuality should be merged into co-operated force — in which team play is only another term. What team play has done to all sporting games, it can do to your drug business.

It means everyone pulling together, connected effort with the aim of accomplishing a certain result. Team play is the co-operation of every individual and is brought about by a better understanding between the proprietor and his employees. The exchange of ideas; the closer understanding of the multitude of duties carried out in all drug stores; how and when they should be carried out and by whom. Each and every one working in unison as a part of a well ordered

equipment; every one studying his part and seeking to render more effective and satisfactory service; every one seeking new ideas and aids from all available outside sources.

The only way this can be done is for the proprietor to take the time and talk over business matters with his clerks. He cannot expect them to have enthusiasm unless he secures their co-operation, by displaying personal interest in their welfare. He should install in their minds that they are an important part of his organization and that his success means their success, and furnish an incentative for them to become enthusiastic and thorough in their work.

STIMULATING ORIGINALITY:- Improving service, promoting efficiency and allways and means for the improvement of business should be discussed. Many stores offer cash prizes for suggestions from their clerks about business improvement. This is one of the best ways to arouse enthusiasm and cause clerks to study the details of your business.

One big western chain of drug stores requires a monthly suggestion from each employee. Mr. O'Conner suggests to have a regular study hour where tasks are assigned to overcome deficiencies in each individual, so as to secure the reading of marked copies of the different drug journals, which information has special force for the one to which it is assigned. Many drug clerks in fact most of them are indifferent to self improvement and would never voluntarily seek it themselves by systematic reading and study. So any method an employer can adopt that will cause his clerks to study and improve themselves will react in his favor. He can be there personal guide in this and do it as a part of team work, yet retain the confidence and enthusiasm of each and every member of his team, then the effect cannot but bejirresistible for business success and building. When your team work has developed to this point you can size up your clerks as never before, the shirkers, the slow pullers, the complaining dissatisfied and trouble breeders, will all make themselves known. No matter what valuable qualities each possesses they always cause a lack of harmony. Firm face to face talk will work for good or decide you to secure other clerks to take their places. There is only one way to meet any trouble, and that is face to face.

BE THE BOSS and the moment any question occurs that is against your store policy or management face

THE GABY GLIDE.

it immediately and get at the root of the matter. (The moment you overlook anything and "let it slide" it is liable to gain momentum.) It eliminates all misunderstanding on both sides and places the fault where it belongs and open the way for a remedy. The way to handle all clerks is to begin at the first interview when they are seeking a position and to always maintain an attitude in which misunderstanding is never allowed to take place.

NEW HELP: When you seek new help ask all kinds of searching questions to obtain an idea of their habits, character and ability. You should tell them of your store policy, and how you enforce it in every particular. Tell them what you will expect of them. Have everything perfectly clear on both sides to start with. When you engage new help start them on their regular routine until they work well into their new duties. Don't do as some proprietors do and overcrowd them at first and make them discouraged. New clerks are often nervous and cannot stand as much as they can later. Be considerate and realize a new clerk is probably learning many new things and methods and cannot possibly accomplish as much as you think he ought to do. When a buyer purchases a new horse from a different locality they call that horse "raw" and are very careful about his feed and work until he is "hardened." So with new clerks use judgment in your control over them at first.

BAD HABITS. With clerks of bad habits it is a hard question for you to solve. If you are located in a small town and have only one or two clerks and they have failings the matter is serious. They may be popular and have a wide circle of friends who are good patrons of your store. Yet, the fact that they are not always steady will cast discredit upon your store and create a feeling of unreliability. A clerk who drinks or gambles should be influenced to the extent of your ability to give up the companionship of those with whom he associates and reform if he desires to hold a good position in the drug business.

HIRING CLERKS in a small town is often difficult. City clerks do not care to go there, so country druggists have to put up with more from a clerk than many city stores would for a moment.

CHANGING CLERKS often is detrimental. The proprietor is generally to blame as he lacks the ability to correctly size up an applicant. Of course they always appear at their best and tell their best story when applying for a job. Customers do not like to see a store changing hands or new faces all the time. They like to get acquainted with the people that wait on them. The family spirit should be cultivated and with the best courtesy render all these little services that friendly customers like so well. Address them by name. Treat them so well that the first thing that comes into their mind when anything from a drug store is needed, is your store and its clerks. So use care and judgment in changing clerks. Strive to overcome their weakness and to build them up as a part of your permanent organization.

A friend of the writer was standing on the curb waiting for his car. He overheard two young fellows talking and their conversation caused him to listen attentively. One said to the other "How are you getting along out there?" "Fine as silk, the old man is as easy as mollasses, it is nothing to slip a fiver in my pocket every day." "Gee that's nothing I can do you better than that." The conversation convinced him that they were two drug clerks braging to each other how much they were stealing from their employers each day. The writer knows from experience that there are many such clerks in the ranks. A perfect accounting system and the loyalty of a good organization of your clerks will quickly weed out this variety of clerk.

TRUST AND Confidence.

You have got to treat your clerks right or they will get what they think belongs to them in one way or another. If you hold back their pay or take advantage of them by overcrowding them with work and then continually nagging them to perform it, or shorten their regular time off, spying upon them or any other thing that irritates a clerk you cannot help but discourage them from doing their best. They may take or give away your goods and money, and not consider it stealing only "getting even." The only remedy is to treat them and use them justly in every minute detail, but in return require strict attention to duty in all things pertaining to their employment.

No merchant or druggist in fact any employer can get the best results out of their help unless both parties work in unity, harmony and with the best of personal and friendly feelings on both sides. The "Big stores" are recognizing this as never before. They are aiding their employees to maintain benefit and relief associations, they provide recreation and rest rooms with nurses and doctors to look after the physical welfare of each member. Free entertainments and other pastimes are provided. Every method calculated to gain that friendly feeling of co-operation and partnership is put into force without apparently counting the cost in money. Yet, in return every employee from the humblest to the highest is " weighed" and has a money producing value with a mark to attain on a schedule which records every move of theirs for efficiency. Their wages are regulated by what they can produce. No promotion can take place unless each one has shown by the accurately kept records that they are worthy of it.

DON'T KEEP A GOOD CLERK BACK:- If you have a clerk that has "made good" don't hold him down for the sake of keeping him. If you believe he can command better pay than you can afford to give him, help him to find a larger field for his endeavor, by giving him aid and encouragement to secure a better job. You may find it hard to replace him with a new clerk but think how you would like to be held back if you were again clerking and possessed all the knowledge you now have. Realize how much it means to him, his future and to his family. It is only justice.

In your heart you will feel better, and it will make a better man of you.

WEIGHING YOUR CLERKS is a wonderful method of producing efficiency. It is a form of competition. At heart no one wants to be beat by the other fellow. Records of the work each perform both from a money point of view as a saleman and from quality of work as well, will give you a comparison of one clerk with another. Watch the clerks who do their best. Spur them on to even better efforts. Use them as models for those who produce less. Increase their pay voluntarily as you see proof they earn and deserve it, this will heartily stimulate them to still better endeavors. Most big stores figure their male salesmen 7% of their average sales, and for women 6%. If they sell more and can maintain it their pay is voluntarily increased. If they let up their pay is decreased. This is all right in big stores where a clerk has charge of a sale counter, but in the average small drug store where routine removes different clerks from their sales counters for a good proportion of the time each day, to figure by their sales records would not be just. In the average drug store all around efficiency is what counts. Induce friendly competition among your clerks. Be an optimist. You can spread it in a store just as quick as you can depression, discouragement and gloom.

BE CHEERFUL. A cheerful employer is a constant inspiration not only to his clerks, but is an all prevailing element that reaches out to his trade, and has a money value measured in better satisfied customers.

When an elderly lady comes into your store almost daily and says "I do not want to buy anything I come in for that smile," it means something to you even if it has no money value. When you know her home life to be unhappy the thought of the good cheer you afford is reward enough. May not your smiles effect others also only they do not come right out and in plain English tell you so? Incorporate a smile in your store policy.

Now to sum this up you can mould your clerks in any way you desire, but you must be the leader. "Less than three per cent of all retail salesmen are skilled, the other ninety-seven per cent are working along in the dark-faithful perhaps- but ignorantly, thoughtlessly and blindly. They see their wages and your clock, but their work, their chance, your need, are beyond their view. Only when you supervise your sales force as you are supervising your stock with tact, with resource, with judgment will you have an efficient selling force working open eyed towards the success of your business. Efficiency can be made; skill can be installed; loyalty and content can be roused. You can train and fit your men to their places, but you must share with them your enthusiasm, your knowledge.

Responsibility stimulates men; opportunity stirs ambition. Demand for men shapes the supply. Get your men to thinking, advertise your business to them-tell them your needs and their chances - make them look around and ahead. "Build your men, and they will build your business." System.

In the earlier days of this country my father and mother were missionaries in this country. The nearest doctor was in Independence, seventeen miles away. So in cases of sickness we depended on home remedies more than anything else, of which I will name a few.

The inside lining of chicken gizard was used for indigestion and intestinal disorder. At that time they used this by making it into a tea. I use it now in powdered form. I have heard my mother say that she never knew of a case of vomiting that it would not stop. In my own case, after being treated by physicians and dieting for two years, I was told by the doctor that I had but a short time to live. I began using this remedy in home-made apple brandy, taking a dose whenever I felt distressed, and in a short time I was entirely cured and have had no trouble with my digestion since. This was over thirty-five years ago, and this remedy, dried and powdered, has since become well known as Ingluvin, but in this form is not so effective, as the fresh boneset tea was used in fevers, ague and indisposition. It was the greatest thing to make you sweat that I ever saw. All families gathered large quantities of it in the early fall and put it away for winter use. I have seen men perspire through the mattress under its effects.

WHITE ROOT: This was what my father depended on more than any one thing in treating the Indian children for colds, making a tea of it.

WHITE OAK BARK was used when they wanted a strong astringent.

BLACK WALNUT BARK is a purgative, and a very powerful one. The sap that runs from a scat on the bark dries and forms a soft mass. A small pill made from this is a strong purge.

HOARHOUND grew in large quantities. When in bloom the bees would make honey of it; this we would save separate and use in colds, and sometimes we made it into candy.

SUMACH: The Indians used to eat the new growth of this for stomach ache and fever. It is very healing to a sore throat and greatly relieves catarrh. I still make almost every fall a cough syrup of sumach berries, walnut bark, wild cherry bark and hoarhound, which I find gives better relief in coughs and colds than any medicine I have ever bought.

BLACKBERRY in a cordial was counted a sovereign remedy for summer complaint in children, and if the berries were not to be had a tea from the root was used.

NIGHT SHADE with cream made a fine poultice for poison oak. The leaf of jimpson wood (stramoniun) was smoked for coughs and asthma, and was much used as a strong relaxing poultice.

DOG FENNELL was a common counter-irritant used as a poultice, and will draw a strong blister.

MAY APPLE (mandrake) root as a purgative and tonic was the basis of all early ague and chill medicine.

The thought of the taste of a threatened tea made from this often cured laziness blamed on the ague.

ELDER BARK extracted in suet had great virtue as a salve. Dried elder flowers were popular for fevers and as a tonic. Common planten leaf had much favor as a poultice.

The infusion of old tobacco pipes as an emetic and purgative was the dependence of every old-time doctor and granny.

The process of "smoking them out" with chicken feathers burning on hot coals under the bed was the final cure all used with great ceremony when diagnosis was uncertain and all other remedies had failed.

Origin of Gas Jets.

So small a thing as a woman's thimble is said to have been the means of suggesting the first gas burner the world ever knew. William Murdock, according to an authority on the history of gas illumination, quoted in the Christian Advocate, first burned the gas simply as a flame from the end of a pipe. When he was experimenting in the little cottage in England, where he made gas in the back yard and burned it in his office, he had a simple method of cutting off the supply, or, as we would say, "turning out the gas." A small plug of clay rammed into the end of the pipe served his purpose admirably. One day in an emergency he wished to stop the illumination, but the plug had been dropped on the floor and he could not find it. Hurriedly looking around for something else, Murdock seized his wife's thimble and thrust it over the light, which was immediately extinguished. There was a strong odor of gas, however, and the experimenter applied a light to the thimble, discovering that it was full of holes, through which tiny jets of flame appeared. The importance of the result lay in the fact that the illumination from those two or three tiny jets was much brighter than had been given by the great flare from the end of the pipe. Acting on the principle which this chance discovery revealed, he welded together the end of the pipe and drilled out small holes, making what was called the Cockspur burner.

Sanitary Condition of Bottled Waters.

The Bureau of Chemistry for several years has been investigating the sanitary conditions in the production and distribution of bottled mineral and table waters, which are offered for sale in interstate commerce and therefore subject to the Food and Drugs Act. It is recognized that the sale of bottled waters is dependent largely upon the belief by the public in the purity of the product. The Bureau has recently conferred with a large number of sanitary experts and bacteriologists regarding a desirable standard for judging the sanitary character of bottled waters. As a result of the investigational work and the above mentioned conference the Bureau believes that the tolerances established by the Public Health Service of the Treasury Department for waters served on interstate carriers is none too rigid

for application to bottled waters sold in interstate commerce or imported from foreign countries. The Treasury Department standards are as follows:

1. The total number of bacteria developing on standard agar plates, incubated twenty-four hours at 37° C., shall not exceed 100 per cubic centimeter; provided, that the estimate shall be made from not less than two plates, showing such numbers and distribution of colonies as to indicate that the estimate is reliable and accurate.

2. Not more than one out of five 10 cc. portions of any sample examined shall show (by the method of the Public Health Service) the presence of organisms of the bacillus coli group.

A Constant Level Filter Reservoir.

The constant level filter reservoir here figured possesses the advantage of being easily constructed from materials at hand in every laboratory. The principle involved is old, but its application in the present way is believed to be new.

The method of constructing, due to R. R. Turner, is evident from the diagram to the left. Any size of flask d

or bottle may be used. The straight tube a may be slipped up or down in the stopper, the position of its lower end regulating the level of the liquid in the filter. To start the flow it is only necessary to blow into the tube a.

A special convenience of this device lies in the possibility of making precipitations in the same vessel which is later used as a filter reservoir, thus avoiding a transfer. For precipitations by gases the apparatus, as shown at the right, may be arranged by disconnecting tube and substituting d for a.- - India Rubber World.

Countess Chinchona.

The quinine-bearing trees named by Linnæus cinchona were so called in honor of Ana, Countess of Chinchona, vicerine of Peru in 1629, a Spanish lady whose first husband was twice viceroy of Mexico and once of Peru, and her second one also viceroy of Peru. While in Lima she fell ill of an ague, from which she was relieved by the powder of a bark given to her physician by a Peruvian noble whom it had cured some years before, and when she returned to Europe she brought with her a quantity of this bark.