THE MANAGEMENT OF ABSENTEE ESTATES.
As many of my readers are no doubt aware, elephants are employed to pile
timber in the Government yards, in other words, to arrange the logs one
above another, and at equal distances from each other. This they are soon
trained to carry out with mathematical accuracy, and all that the mahout
requires to do is to rest himself comfortably on some adjacent log and
look on, cheering the elephant with his presence, and perhaps throwing in
an occasional remark. But sometimes the mahout goes to his dinner, or
absents himself for some other reason, and, before he leaves, addresses a
few parting injunctions to the elephant to continue his exertions. And at
first the animal does so, but not for long does he proceed with his work
at the same pace as he did when the mahout was present. He soon begins
sensibly to relax. Presently, finding or imagining that there is no
prospect of the mahout returning, he stops altogether, and stands for a
moment in doubt. Then all doubts seem to vanish, and finally he takes a
bunch of foliage and begins to fan himself. Such is the nature of the
elephant, and the human animal does not greatly differ from him.
Exceptional men there may be, and no doubt also exceptional elephants,
but, as the late Sir Charles Trevelyan good-naturedly said to an official
in the Madras Presidency, "The fact is, we all require a little looking
after." And hence it is that, when the proprietor cannot look after his
own property, he finds it always advisable to give the manager an interest
in the concern, or some interest which will induce the manager to fan
himself in moderation. In the case of tea plantations in India, sometimes
a share is sold to the manager, and then he is given time to pay for this
out of the profits of the concern. In coffee, sometimes, a salary is
given, and a bonus of one rupee a hundredweight on the coffee produced.
Then on some estates belonging to a firm, as it was found that this worked
unevenly, a bonus of a rupee a head was given on each coolie, which was
done to encourage managers to make their estate as attractive to coolies
as possible. In one case I know of, the manager is allowed to invest
capital of his own in the concern to even as small an amount as 1,000
rupees, and for the sum invested he receives a share in the profits of the
estate. The 1,000 rupees are treated as part of the capital of the estate,
and whatever the profits may be, the owner of the capital gets his share.
If he leaves, his capital is returned to him, or, in the event of death,
paid to his heirs. Another plan, and I think the best, is to give a share
of the profits in lieu of salary; or, should the manager not like the
risk, a salary enough for the manager to live on and a share of the
profits besides. But I do not think it wise ever to part with a share in
the ownership of the land, as, in the event of the death of a manager, who
has been turned into a working partner, a very unsatisfactory state of
things is liable to arise. And the original proprietor might, and probably
would, have trouble as to the management of the estate, as he would then
have to deal with the heirs of the deceased.
It seems hardly necessary to say that a proprietor should exercise great
care in the selection of a manager, but the circumstances of the estates
in Mysore, which are always surrounded by a native population, and
sometimes a very considerable population, are such that unusual care is
required when appointing a manager. For in dealing with the people around
him, he requires to exercise much tact, and careful circumspection, and
great control over his temper, which is often sorely tried. And he needs
it all the more for the first few years, because anything new is sure to
be attacked and worried. When alluding to the fact that the new comer is
exposed to many annoyances, while the old planter seldom is, a native
official once said to me, "The new man must submit to being worried and
annoyed, and," he added with a laugh, "even to be kicked for four years,
and then he may do anything." Any planter, then, settling in a new
district requires to act with great care and tact till he passes the four
years period, when he may do anything in reason. But unless he has a full
control of himself, he will be sure to be involved in squabbles and
disputes of a more or less troublesome character, which are injurious to
the interests of the estate. And hence there is the greater need for the
proprietor being careful in his selection of a manager.
It is very important that, at the outset, a clear understanding should be
come to between the absentee proprietor and his manager, so as to prevent
disputes and confusion. To avoid these it should be laid down either that
the manager is to have full power to act on his responsibility, or that he
is to act entirely under the instructions of the proprietor. When the
latter understanding is come to, the manager must adhere strictly to the
orders of the proprietor, even though the agent may think that he would
serve the proprietor's interests better by neglecting the orders, and
because, obviously, the proprietor may have reasons for his orders which
are not apparent, or only partially apparent, to the manager. In the event
of a manager not being disposed to carry out orders to the letter, he
should at once resign his situation, as he has no right to receive his
pay on the understanding that he is to carry out his employer's wishes,
and then fail to do so.
Powers of attorney to managers should be carefully and fully drawn, as it
is often of great importance that a manager should have full power to act
in the courts as to buying and selling land, and other matters. If the
full power of acting on his own responsibility is to rest with the
manager, it should be distinctly so stated in the power of attorney. If
the power of direction lies with the principal solely, it should be
remembered (a fact that is not always remembered, by the way, as I know
from my own experience) that, though the manager has the power of acting
for the proprietor, he cannot do so in any degree at variance with the
instructions received. If, for instance, the proprietor orders that, in
the case of a dispute between him and another party, the manager is to
call in arbitrators to decide on certain points in a dispute, the manager
would have no right to put other points connected with the dispute to the
decision of the arbitrators, because he, the manager, might think it would
be of advantage to his principal to do so, or for any other reason
whatsoever.
The proprietor of an absentee estate is necessarily entirely in the power
of his manager; and whatever the number of accounts, reports, and returns
may be is of little consequence, as the proprietor cannot get behind them,
i.e., he cannot count the coolies that enter the estate in the morning,
and that being the case, he is wholly dependent on the honesty of the
manager. But the proprietor, it might be urged, can call for the
check-roll of people. So he can, but there is nothing to prevent the
manager keeping two check-rolls, one to pay the people with and the other
to send to the proprietor, and I have heard of this being done. Nor is
there anything to prevent a manager representing himself to be present on
the estate and attending to his duties, while in reality he may be
amusing himself fifty miles away. It is, if a little amusing, certainly
very instructive to read in "Balfour's Cyclopædia"[59] that "coffee is
liable to fail from leaf disease, Bug, Borer, and the absence of the eye
of the owner," and the statement would have been quite complete had the
writer added that it is the absence of the eye of the owner which, in
Mysore at least, I may certainly say, is responsible for much of the leaf
disease and nearly all the Borer. But the reader will readily understand
that money is very easily frittered away in employing large bodies of
labourers unless an active personal interest is taken in seeing that full
value is obtained from them, and that their efforts are rightly directed.
It is no wonder, then, that Dr. Balfour treats the absence of the eye of
the owner as an equivalent for the presence of Borer or leaf disease. I
know of two estates in Mysore, of about similar size, one of which gave a
clear profit of over £5,000 one year, while a neighbouring estate as well
situated, and with better soil, yielded a small loss. Both estates were
started in the same year. But in the case of the first, the eye of the
owner was always present, while in the case of the second, the owner was
totally absent for many years, and afterwards only visited his property at
long intervals, sufficiently long to enable him NOT to estimate its steady
decadence.
Every estate should have an information book,[60] so complete that, in the
event of a new manager being appointed, he should hardly have to ask the
proprietor a single question. The book should either be type written, or
written in a hand as clear as type, should of course be paged, and have a
well drawn up table of contents, and a blank page opposite every written
page, for the insertion of notes and observations. The book should give,
firstly, a history of the estate, then a list of the various fields, the
dates on which they were planted, a description of the soil of each field,
and an account of the manures put down in it, with notes on the results
observed from the various manures applied. A list should be given of the
native staff, and of the character and capabilities of the individuals
comprising it, their pay and length of service, and also of those amongst
the work people who would be likely to make good duffadars. The experience
of the estate as to the order and way in which the various works should be
done should be carefully recorded. A section should be devoted to
observations made when visiting neighbouring estates, as it is of the
greatest importance to record all the local experience and opinions.
Remarks should be made as to the best means of obtaining transport either
for the estate or carrying coffee to the coast, and as to how and where
anything and everything the estate may require can be procured. The dates
of feasts and holidays should be entered, and a section should be devoted
to financing the estate, accounts and rates of pay, and the advances given
by the estate to coolies, or maistries. Another section should be devoted
to giving a complete inventory of all the tools, sawn timber, machines,
carts, cattle, bungalow furniture, in short, everything on the property.
And a section should be devoted to lines, or coolie houses, and sanitary
precautions regarding them. Careful record should also be entered of all
the coffee sold, and the prices obtained for it, and remarks as to the
changes, if any, in the quality of the produce, as such changes would
perhaps throw light on the treatment of the property, and the manurial
system most advisable.
The dates on which vegetables should be put down, and the kinds most
suitable to the locality, and the best method of growing them should also
be noted, as well as the most suitable kinds of fruit, and the most
desirable kinds of ornamental trees. The rainfall register should also be
given, as well as any other information of interest, as for instance, a
list of game shot from the estate.
Much of the above kind of information exists on estates, but it is either
buried in diaries or accounts, and, in short, is not in a readily
available form. When preparing my own information books I was especially
struck with their value as books of reference, and found my first one of
use even before I had completed it. Notes soon accumulate, and in the
course of about three or four years it will generally be found that a new
edition is required. The book is especially valuable when you wish to hear
the opinions of any planter whose experience you would like to compare
with your own. In that case, instead of much talk ending perhaps in no
very clear result, you can ask that the information book should be glanced
over and a note made opposite any point as to which the experience of the
person you wish to consult may differ from your own. I was particularly
struck with the advantage of my information book when an eminent
agricultural chemist once paid a visit to my estate. I handed it to him
and asked him to be kind enough to look over the section relating to
manures, and make any notes he thought fit on the conclusions arrived at.
He presently came to me with the book marked here and there with brief
yes, no, or, perhaps, memo.'s. I then took my note-book, and in a very
short time wrote down his opinions as to the conclusions I had come to.
An absentee proprietor should have the information book written in
duplicate and keep one copy with him, and in this he should write his
opinion as to how it would be advisable to deal with the property in the
event of his death. The book, I need hardly add, would be of the greatest
value to the proprietor's heir, as with it he would be the master of the
manager, while without it the manager would be the master of the new
proprietor.
Another great advantage arising from the information book is that it does
away with all possibility of misunderstanding. There can be no "Oh, I
understood this, or thought you wanted the other," or, "Oh, I was not
informed, and now that I know what you want." In short, there can be no
room either for disputes or excuses with a well-kept, written up to date,
information book.
The following hints may prove useful to young planters, or managers, but,
as it will be more convenient, I shall use the word manager solely, and
the reader will understand that in the term manager I include planters who
are their own managers, or who, in other words, do not employ a manager.
When the Duke of Wellington was asked by Lord Mahon (afterwards the Earl
Stanhope) to what he attributed the success of his campaigns, the Duke
replied, "The real reason why I succeeded in my own campaigns is because I
was always on the spot. I saw everything and did everything for myself."
Managers should remember this secret of success, and remember that, when
they give orders they must always go and see that they are carried out,
and if they do not do so, they may certainly rely on their orders being
imperfectly, or inefficiently executed. And here I am reminded of a case
to the point which happened one morning. My manager had ordered some top
soil to be laid on one of the roads in the plantation, and on this
bonedust was scattered, the intention being that each basketful of top
soil should contain a certain proportion of the bonedust. On passing the
spot on the way to look at some other work my manager dismounted, and
said, "if you will remain here for a moment I will rejoin you." Then he
went down into the coffee to look at the application of the manure. During
his absence I overheard a woman say to the man who was filling her
basket, "You have put no bones in my basket." This called my attention to
the subject, and I then observed that the bonedust had not been scattered
right up to the edges of the top soil, which overlapped the deposit of
bonedust by about a foot, and hence her basket, which was being filled
from the edge of the heap (which was a flattened one), contained no
bonedust, or but a very little of it, and the result of this, of course,
would be injurious to all those trees which had been deprived of the
proper share of bones, or got none at all. This may seem a trifling
matter, but it will illustrate and enforce my suggestion as to the
necessity of being always on the spot, and it is the attention to, or
neglect of, all these apparently trifling matters which, in the total,
makes estate management either a success or the reverse. What I have said
will also illustrate the fact that coolies, who to those who do not
understand them, appear so lifeless and uninteresting, do take an interest
in what is going on, and this poor woman, as the reader will have
observed, was defending my interests, and remonstrating with the duffadar
(native overseer) as to the way in which the manuring was being carried
out, at least so far as her share in the work was concerned at the moment.
I do not think I could add anything further as to the necessity of being
always on the spot, though I may as well mention that one planter of long
experience once said to me, "Every day that a man is off his estate is a
loss to him."
Managers are apt to neglect seeing to the execution of the minor works of
an estate, and it is there that there is often a great leakage of money,
and, what is often of more importance, waste of labour which is required
for pushing forward other works. I will take, for instance, the people
sent off to gather leaves for littering the cattle sheds. I have found by
personal inspection that, unless closely looked after, much of this labour
will be lost, and the same is sure to be the case with the people
employed in other minor works. To keep the people employed in minor works
up to the mark the manager should always visit them daily, and, besides,
pay them a surprise visit three times a week.
Another source of leakage on an estate, and not an inconsiderable one,
arises from tools not being sharpened over night, or by some one before
the arrival of the people, and nothing is more common than to see a group
of coolies hanging round the grindstone in the morning waiting to have
their axes or knives sharpened. Ten minutes may here easily be lost, and
on six men this leads to the loss of one hour's work. Then time by a slow
manager is often lost in getting his gangs under weigh and setting them to
work. Where the work can be done by contract, or task work, this does not
of course matter, but such work as pruning, shade tree thinning, etc.,
cannot be tasked, and delay in setting to work is then a serious loss,
partly in direct money, and partly from work delayed which it may be very
important to push on.
Managers should always carry note-books and take down at once anything
they may wish to remember. They should afterwards take out the principal
points, enter them on a slip of paper and put it on the writing table,
for, as the native saying goes, "A good memory is not equal to bad ink"
for recording a fact. Points or facts of more especial interest should be
at once entered on the blank leaves of the information book to which I
shall presently allude. When visiting other estates managers should always
note down any points of interest, and especially as regards manuring and
the effects of shade trees on the coffee.
Managers, in the case of a large estate, should never walk along the
roads, unless of course for a very short distance, but only amongst the
coolies at work, or when inspecting work done, or laying out fresh work.
For these purposes all the strength and freshness of the managers are
required, and it seems superfluous to observe that a tired man is seldom a
good observer, or rather in a good state for observing. On a steep estate
the manager should dismount on the upper road and walk downhill to his
coolies, and send his horse down to the lower road so as to avoid climbing
the hill.
Managers should be careful of their health, make it a rule always to
change at once the moment they come in, and see that their food, however
plain, is of good quality and well cooked. They should take remedies
immediately at the first indication of disorder, and should be very
careful to attend to the directions in the preceding section, and avoid
all unnecessary fatigue, as it is when over fatigued that a man is most
liable to the inroads of disease.
It is very important to, as soon as possible, make a beginning, however
small, as regards any work, even if it should have to be discontinued for
a time on account of other works coming in the way. For the beginning
stands there as a reminder that the work has to be done, and the
proverbial first step has been taken.
It is also important so to arrange work that parties may be within easy
reach of each other, as this of course lightens the work of supervision.
When visiting a working party the manager should not trouble himself so
much about the work being then done, but should occupy most of his time in
examining the work of the previous day, and he should see that the
duffadars are not merely staring at the coolies as they work, but that
they are examining the work that has been done. When pruning, for
instance, the duffadar should move from one end of the line to the other
examining as he goes the trees just finished by the people. It is hardly
necessary to say that a fluent command of the vernacular is of the
utmost, or I may say, of the most indispensable importance, for, as an old
planter once said to me, "A native thinks that a European who can't speak
the language is a perfect fool." The reader will find a chapter in the
"Experiences of a Planter" on learning languages by ear, and I regret that
I cannot, from want of space, insert it in this volume.
FOOTNOTES:
[59] "The Cyclopædia of India, and of Eastern and Southern Asia," by
Surgeon-General Edward Balfour. Third edition. London: Bernard Quaritch,
15, Piccadilly, 1885.
[60] And so should every estate in England, and every business, too.