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Arthur Baron, who is tactful and soft-spoken, addressed his comments to Green, who was standing beside me on the terrace because he does not like to be seen standing alone. (I was Green's roosting place for the moment, while he took his bearings; and I knew he would walk from me to someone more important as soon as he spied an opportunity. At crowded social or business gatherings, Green never leaves one person unless he has someone else to move to.) Green laughed quickly and gave all credit for the work to me; then he promptly diminished its importance by declaring he had not even seen any of it until that same afternoon (which was not true, since his criticism and suggestions all through the previous ten weeks had helped enormously, and nothing had been included without his inspection and approval.) Green went on to observe, with another pleasant laugh, that the excellent response to something prepared by me without his knowledge or assistance all went to prove what a superb administrator he was. (All I was able to get in to Arthur Baron was a mumbled:
"Thanks. I'm glad.")
"The only legitimate goal of a good administrator," Green continued affably, smiling directly at Arthur Baron and excluding me from his attention entirely, "is to make himself superfluous as quickly as possible, and then have no work of his own to do until he's promoted to vice-president or retires. Don't you agree?"
Arthur Baron chuckled softly in reply and said nothing. He turned from Green to me, squeezed my shoulder, and moved away. Green beamed hopefully after him, then turned somber and began to worry (I guessed) that his hint to Arthur Baron about a vice-presidency had been too broad. He was already regretting it. Green knows he often pushes too hard — even at the exact moment he is pushing too hard — but he simply ca
(I am in it.) I am dependent on Green. It was Green who hired and promoted me and Green who recommends me for the generous raises and good cash bonuses I receive each year.
"You were a third-rate assistant when you came to work for me," he likes to joke when we are getting along comfortably with each other, "and I turned you into a third-rate manager."
I am grateful to Green for promoting me, even though he makes fun of me often and hurts my feelings.
Green is a clever tactician with long experience at office politics. He is a talented, articulate, intelligent man of fifty-six and has been with the company more than thirty years. He was a young man when he came here; he will soon be old. He has longed from the begi
He continues to yearn, and he continues to strive and scheme, sometimes cu
Green is a clever tactician at office politics whose major mistake has always been to overestimate the value of office politics in getting ahead. He has refused to recognize that promotion to high place in the company has invariably been based on certain abilities and accomplishments. He has never really understood why so many people of less intelligence, taste, knowledge, and imagination have gone so much further than he has and have become vice-presidents. He does not see that they work hard continuously and that they believe in the company, that they do well and meticulously whatever they are asked to do, that they do everything they are asked to do, and that they do only what they are asked to do — and that this is what the company wants. Green will not grant that these people are all luminously well-qualified for the higher positions into which they are moved.
At least they appear to be well-qualified for their new positions at the time the promotions are made. Periodically, errors occur: forecasts miscarry and people fail; a man tires, weakens in will, or buckles under new responsibilities at the office or new problems at home and ceases to operate as anticipated, and we have another minor malfunction in Perso
While other men in high position work hard and believe in the company, Green worries hard and still tries to believe in himself. He has a vacillating infatuation for Mildred, a young, divorced girl in his department who helps coordinate production, and he surprises her often in the office, or at the banks of elevators, by kissing her suddenly and noisily on the mouth, always though with a flippant, loud remark to denote indifference and only, I suspect, when someone else is there to see. Other times he will stride past her without notice or make some terse criticism of her work or the appearance of her desk, humbling and wounding her cruelly without provocation. And she, of course, adores him in return and is scared stiff. That is, I think, the way Green wants all people to feel about him, adoring and scared stiff.
He is, I think, as big a coward as I am; yet, he is the only person in the company with enough courage to behave badly. I envy that: I am cordial and considerate to many people I detest (I am cordial and considerate to just about everybody, I think, except former girl friends and the members of my family); I trade jokes convivially with several salesmen who a
Green, on the other hand, is notorious for being frank and unkind (he is frank, I suspect, just to be unkind). He would rather make a bad impression than no impression. He tries extremely hard to be inconsiderate to people on his own level and lower. He creates tension, terror, and uneasiness in an organization that values harmony, dreads disagreements, conceals failure, and disguises conflict and personal dislike. He is aggressive and defensive. He attacks others and is sorry for himself.