STENOGRAPHIC DIVISION
As has been stated elsewhere in this series of books, the modern plan for a large organization is to have an independent stenographic division or department. Instead of each department head and correspondent having one or more stenographers in his office, to handle his work only, this plan contemplates placing all stenographers and typists in one room, in charge of a chief stenographer. Except where an executive officer has a stenographer who acts as his private secretary, this plan is now carried out in the most highly organized of our larger enterprises.
The stenographers are subject to the call of any correspondent, the chief stenographer supplying the one who is first available. The plan is sometimes modified to the extent of holding a stenographer for the work of a certain correspondent during stated hours; the stenographer being, at other times, available for any other correspondent.
The plan has proved to be economical and beneficial in many other ways. It is economical, as it reduces the number of stenographers actually needed to handle the work. Under the old plan, some of the stenographers are idle a part of the time, or obliged to do copy work to keep busy. For example, in a certain house, two departments were located in adjoining rooms. The department heads each had more work than one stenographer could do, but not sufficient to keep two busy all the time; it was necessary for each to employ two stenographers—four in all—and let them fill in a part of their time addressing envelopes, and similar work. The plan of having a common stenographic force was tried, and three stenographers handled the work of both departments, with some time to spare for the work of other departments—a clear saving of 25%.
The stenographer is benefited by becoming familiar with the correspondence of all departments. While not learning all of the secrets of one department, the stenographer obtains a much better insight into the business as a whole—far more valuable as a business training than a more intimate knowledge of a single department.
Every correspondent is benefited by having several stenographers who are familiar with his work. If a certain stenographer leaves, is ill, or takes a vacation, he is not placed under the handicap of having his work stand still until he can break in a substitute. The new stenographer can be given some dictation in each department while becoming familiar with the work.
The work is more evenly distributed, with the result that the mail is out on time and no stenographer is obliged to work after hours. When all work together under one chief, the efficiency of the stenographic force, individually and collectively, is materially increased.
Not the least of the many advantages of this plan is the one of having all typewriters in one place, confining the noise. Employes in other departments of the office are greatly benefited by working in comparative quiet. Especially advantageous is the absence of the noise of the typewriter in private offices.
When the stenographic division is installed, it is necessary to provide a system of call bells, with a push button at the desk of each correspondent. Each correspondent is assigned a signal by which he may summon a stenographer. The chief assigns a stenographer to answer each call, or in the absence of the chief, the one whose turn it is answers the call.
Records of Work. An independent stenographic division necessitates a careful record of work performed. These records are required in order that the expense may be distributed and the wages of the stenographers charged to the proper departments. A distribution of office expense is just as necessary as a distribution of factory charges. The records should show exactly what it costs to conduct the purchasing, sales, or credit departments. If a man divides his time between two or more departments, his salary should be charged accordingly. In like manner, the wages of a stenographer should be distributed.
Fig. 6. Stenographer's Weekly Record of Work, Distributed by Departments
Elaborate or complicated records are not required; a record of the time worked for each department is sufficient, though usually the number of letters written is included. First, is the record of work done by each individual. This should be a record covering a week's work, and may be kept on a card. Fig. 6 shows a form designed for such a record. This is on a 5"×8" card, one of which is given to each stenographer, who keeps the record from day to day.
This form provides for a record of the work of the stenographer each day in the week. The columns from left to right are headed with the names of the departments, but instead of having these printed in, it is best to leave the spaces blank and write the names. The daily record shows the hours worked and number of letters written, both morning and afternoon, for each department. Space is also provided for a record of miscellaneous or special work, which should be explained briefly. The total number of hours shown by this record should, of course, agree with the time for which the stenographer is paid.
These cards should be turned in to the chief stenographer, who will file them under the name or the number of the stenographer, keeping all records of each employe together. If preferred, daily reports can be used, though the weekly report will prove satisfactory in almost every case.
On receipt of the individual reports, the chief stenographer should make up a weekly report of the work of the entire division. The object of the report is primarily to show the amount to be charged to each department for stenographic work, but may also show the cost of each stenographer.
The form shown in Fig. 7 provides for a complete report. The work of each stenographer for each day of the week is distributed among the several departments, showing the number of hours worked, the number of letters written, and the cost. A record for five departments with six stenographers is provided for in the form shown. The footings of the columns show the total cost to the departments and the total column at the right, which is an extension of daily costs, shows the total cost for each stenographer. The footing of the total column, and the cross-footing of the departmental columns, must agree and exactly equal the amount of the pay-roll of the stenographic division.
THE "IN-MAIL" DEPARTMENT WHERE 10,000 LETTERS ARE RECEIVED DAILY AND SORTED FOR DISTRIBUTION AND ATTENTION
The Larkin Co., Buffalo, N. Y.
Fig. 7. Departmental Distribution of Work of Stenographic Division
One valuable comparison shown by this report is the cost to handle the work of one department or correspondent, when different stenographers are used. The comparison must be based on the letters of one correspondent, because, while they are not likely to vary materially, there is a marked difference in the length of the letters written by different correspondents; also, the dictation of some correspondents is much more easy to take than others.
The form shown should be loose-leaf, and made in duplicate. One copy goes to the comptroller and one is kept by the chief stenographer. The size can be increased to accommodate a large number of departments or stenographers, but rather than use a sheet that is bulky, it is better to use more than one sheet. To provide for a monthly distribution of costs, these reports should be closed on the last day of the month, regardless of the day of the week.
Hints for Stenographers. Telegrams. When a telegram is sent, it is safe to assume that its object is to secure quick action; otherwise a letter would serve the purpose. Telegrams should, therefore, be transcribed and dispatched immediately, regardless of any other work that may be on the machine.
It has become the usual custom of business to confirm telegrams by mail. The more usual custom is to write a letter, in which the telegram is quoted, but the matter can be handled with less labor by the use of triplicate telegraph blanks. The original is the regulation blank supplied by the telegraph companies; the duplicate is on a sheet of the same size as the telegraph blank, but printed as shown in Fig. 8; the triplicate is a blank sheet of paper. The duplicate is mailed to the correspondent, while the triplicate is filed with his correspondence. Unless some special explanation is demanded, it is unnecessary to write a letter.
Don'ts. Don't keep your employer waiting while you hunt for, or sharpen, a pencil. Always keep a supply of at least a half-dozen well-sharpened pencils on hand. Keep them in a handy place and take them with you when your employer calls you to his desk to take dictation. Remember that his time is more valuable than your own.
Don't be afraid of working a few minutes overtime, when requested to do so. Only an unreasonable employer will ask you to work after hours, excepting when it is really necessary. But occasionally something will come up at the last moment, making it necessary to write and mail a letter that night. Remember that what seems to you a trivial matter, may be of the utmost importance to your employer.
Don't overlook the important letters. If you handle a heavy correspondence there will be many days when you will find it impossible to transcribe all of the dictation you have taken, but some of the letters will be important while others can be held over without loss. Write the important letters first; if you are not sure which they are, ask your employer. He will appreciate your interest.
Fig. 8. Confirmation of Telegram
Don't overlook the necessity of learning something about the business in which you are employed. Every business has its own nomenclature—technical terms peculiar to the business, with which you may be unfamiliar. When you accept a new position, read the catalogs, circulars, and other literature of the house; this is the easiest way to familiarize yourself with the technical terms. You will find your position improved if you can correctly transcribe the terms peculiar to the business.
Don't waste envelopes and postage. Your employer may write a half-dozen letters to one firm the same day. This frequently happens in writing to branch offices and agencies. See to it that all letters to the same address are enclosed in one envelope. The saving in postage will be very considerable.
Don't underestimate the opportunities afforded by your position. There really is no position offering better chances for advancement than that of the willing and competent stenographer. There are many incompetents, and for such salaries are small; but there are plenty of positions at good salaries open to the really competent. A stenographer handles many confidential matters, learns the business secrets of his employer, and has every opportunity to learn the business. The stenographer who takes advantage of the opportunities to learn becomes a private secretary, and rapidly advances to even more important positions.
Don't betray secrets. This is the most important don't of all. Remember that your employer dictates many confidential letters, imparting business and private secrets. Do not, under any circumstances, impart these confidential matters to others, and never talk about the business to those outside the office.