Filing

 

1.

Office operations. The variety of office operations is so great that any attempt to enumerate them would be fruitless, and any effort to describe them in detail would be unsatisfactory. Correct office management reveals itself in a careful adjustment of many matters of detail in such a way as to secure the maximum efficiency. The needs of any particular office will in a large measure determine what constitutes efficiency. It is not always found either in speed or in quantity tho in most cases these are important elements. The importance of detail can only be understood by a careful analysis of some of the office processes. In making a choice of those which will serve as illustrative matter, filing and interdepartmental communication have been chosen. However much offices may vary in detail, these are matters of almost universal application.

2.

Importance. A good system of filing is more important for the expeditious and proper transaction of business than is generally realized. It does not merely consist in placing letters where they may be promptly and surely found ; its larger and more valuable function is to make available such material as is necessary for the complete study of any particular problem whether it be merely a single letter, or everything relating to some special subject. Theoretically, filing is a very simple matter, but from a practical viewpoint it is frequently anything but a simple matter because of the quantity of material handled and because it is not always easy to determine from just what angle reference will be made to the material filed. For instance, at the time a letter is filed it may seem entirely proper to file it under the name of the correspondent. But subsequently it may develop that the letters should have been filed according to subject. Again, a letter may refer to two or three different things. A proper plan of cross reference under such circumstances will be the only salvation if the files are to render the service expected of them. The importance of a knowledge of filing principles and methods is realized when we see that a single misplaced letter may result in serious loss to the business, and at the same time recognize how easy it is to misfile a piece of correspondence. The importance of filing is further increased by the tendency as the business grows to centralize those files that are in general use. In this way the cost of operating the files is reduced, and greater efficiency in the operation of the file is obtained. Moreover, centralized filing offers the best means of fixing responsibility an important matter where there are so many possibihties of loss thru divided responsibihty.

3. Essentials of a good filing system. The essentials of a good filing system are     1). Accessibility of records   2). Simplicity   3). Suitability     The prime essential of a filing system if it is to justify its existence is that it enables anything filed to be located again with a minimum expenditure of time and effort. It makes no difference whether the correspondence was filed recently or some time ago. If it can not be located readily the filing system is not what it should be. An elaborate filing system is not necessarily a good one. The filing system should be built on the principle that it must be readily understandable to the average clerk. As a matter of fact, the simpler the system the less danger there is of mistakes. A system may provide accessibility and simplicity and yet not be suitable from the standpoint of the particular business in question. Office managers are sometimes tempted by the beauty of the system operating in some other concern to attempt to transfer it bodily to their own organization. This cannot be done because no filing system not dove tailed into the peculiarities of the business can be really successful.   4. Systems of filing There are a number of systerns of filing. These include the alphabetical, the numerical, the alphabetical-numerical and the decimal systems. While the descriptions in the following pages are confined to correspondence files, the same principles apply to the various types of card files. In familiarizing oneself with all of the important systems of filing one should not feel that the essential thing is to pick one system to the exclusion of all others. As a matter of fact, in an organization it may be possible to use all the systems. There is no one system that is better than all others and this fact should be clearly recognized. There is, however, one system that is best adapted for use under each particular set of conditions. If many different conditions exist in the various activities of an organization, then it is conceivable that all systems might be used. Ordinarily, however, it is wiser to use as few systems as possible.   5. Alphabetical system. The alphabetical system of filing is the simplest and the most generally used system. It is used either singly or in conjunction with other methods. This method of filing is termed alphabetical because the files are arranged in alphabetical order and all reference to the file is direct without requring the use of a separate index. In determining the exact arrangement in the file the alphabetical arrangement employed in the telephone directory will be found the most convenient. Guide cards are made out based upon this arrangement. The folders, with their contents indicated on the stub provided for the purpose, are filed in alphabetical position behind their proper guide card. There are those who claim that the alphabetical system is the simplest of all systems and that because of its ease of operation and the scope it offers for development it is the best system of filing. There are, however, certain disadvantages in the use of the alphabetical method. There is a temptation to deposit letters from occasional correspondents in a miscellaneous folder under each letter. This scheme may economize space and paper, but it is a waste of time and should not be practiced. The unimportant letter of today may be of much consequence tomorrow, and if it is worthy of filing at all it is entitled to a separate folder. A real disadvantage, especially where office space is limited and rents are high, is that some space for expansion must be allowed in each drawer. The general practice is to allow one-third. Unless sufficient space is provided, the overflow that bugbear of filing Systems is sure to crop up and may necessitate a rearrangement all along the line. Another trouble lies in possible alternative filing under the firm's name and under the name of the correspondent w^ho writes for the firm. It is well always to file under the name of the firm except where the correspondent is dealing with matters which do not concern the firm on whose stationery he has written. Alphabetical filing is best employed when the papers filed are of temporary rather than of permanent value and when comparatively little reference is made to them.

6.	Numerical filing. The method of filing by number is extremely simple. Its value is based upon the known principle that the average mind works more rapidly with numbers than with combinations of letters of the alphabet. Each correspondent, organization or subject is given a folder, numbered in the order in which the first letter or paper is received. A list is kept of these numbers. An index card is made out at the same time upon which is noted the name as well as the number. Each letter from the same individual or on the same subject is then numbered to correspond with the card and folder so that it can be replaced after use. If, however, a rightly numbered letter is placed in a wrong folder, it may be difficult, tho not impossible, to find it. If the wrong number is placed on a letter, a tedious search may have to be made for it This system is economical of space because each file can be used to its capacity, but eventually the files become loaded up with dead matter. If the number of what appears to be an obsolete folder is given to a new correspondent, confusion may result. This numerical system cannot be used to advantage where there is a large volume of correspondence with only a few persons, nor where the correspondence is only transient. The auxiliary card index, which has to be arranged alphabetically and kept continually up to date, is a trouble and expense which is lightened if the cards can be used for some other necessary operation of the work, such as quotations or orders. The problem of the occasional correspondent occurs here, too, but it is wise to use a separate folder even if only one letter is received, tho the space taken by the many folders required may be great. Some offices combine both methods, arranging all occasional correspondence in an alphabetical file, using the numerical arrangement exclusively for continual correspondence. This scheme, however, destroys the unity of the files a procedure of doubtful value unless the file is in charge of one who is well acquainted with the system.
7.	Decimal filing A comprehensive but somewhat more elaborate method of filing is the decimal system, according to which the correspondence is grouped under a certain number of main subject or department headings. Each division has a number which follows the main number, separated from it by a decimal point. The system is excellent where there are a few departments or topics under which a great variety of subheadings must be arranged, and where it is desirable classify all the business of the firm according to related subjects, but it requires a comprehensive classification with an alphabetical card index to indicate the numbers to which each subject belongs. Its flexibility is its chief recommendation. If, for instance, the material to be filed relates to a variety of makes of automobiles and their parts, each car will have a certain number. Supposing that number is 371, then the cylinder will be, say, 371.7, the outer casing 371.72, while the piston may be 371.724, and so on. The same principle may be applied to the filing of any subject and gives satisfactory results if the plan is properly designed.
8.	Alphabetical-numerical filing system. This is a combination of the straight alphabetical system with auxiliary numbers. The purpose of this elaboration is to prevent the errors that are likely to arise in plain alphabetical filing. The alphabetical guides are divided as minutely as may seem necessary, and each guide has the full alphabet and its numerical symbol printed on it to facilitate reference. By means of this table all letters can be expeditiously classified and numbered before being placed in the files. An ingenious method of filing is created by the combination of color, number and alphabet. In this system, the alphabet is grouped under various colors. When the title consists of only one word, the first three letters of the alphabet are used. When the title consists of two words, the first letter of the first word and the first two letters of the second word are used, and so on. These letters, by reference to a table, are given a numerical significance, which determines their position in the file. In use the system is found to be quite simple, tho somewhat difficult to explain. It has been well thought out and has been successfully applied to some very difficult indexing problems.

9.	Mnemonic filing system  This is approximately the same as the decimal filing system except that in stead of numbers, letters are used which indicate by sound as far as possible the name of the material to be filed. It is more flexible in some respects than the decimal classification because the major classifications are not limited to ten. Thus "A" may represent the advertising department, "C" the credit department, and so on. Advertising in newspapers will be represented by the symbol AN, while AM represents magazine advertising. AMA will indicate advertisements in the American Magazine and further letters can be used to indicate the type or size of the advertisement. The main objection to this system is that in the finer sub divisions the mnemonic symbol is apt to become cumbersome, tedious and therefore liable to error.
10.	Geographical filing The advantage of geographical filing is that all the correspondence of one territory is kept in one place a plan which may prove very useful in a sales department, for instance, where it is advantageous to know what relations the concern has had in any given territor It is advisable to use a postal guide or similar list as a basis for determining what correspondence is to be filed under each division. For instance, it is necessary to determine whether all correspondence relating to New York and its suburbs should be filed under one heading or whether Brooklyn, for instance, should get a separate heading. All such points should be carefully considered in planning the scope of the system. There is, of course, some trouble if a correspondent has changed his address without the folder being changed accordingly. The duplication of town names may lead to trouble, but with care that can be prevented. It is well to have a definite ruling that all letters from firms and their branches shall be entered under the geographical location of the head office. The geographical arrangement of the file may best be made to agree with the selling territory, the state or the town, according to the nature of the business. Correspondence under each heading may be arranged alphabetically.
11.	Chronological filing In this system all letters are filed in the order of the date on which they are received, or according to the attention date indicated by the contents. The system is very valuable in some lines of business where the transaction has to be performed at a certain fixed time, as in periodical publishing houses. Guides containing the months and the days of the week or the number of the days per month are used to separate the material which need not have a separate folder.
12.	Perforation filing A new idea, likely to prove especially useful in some cases, is "Perforation Filing." This is a mechanical method whereby certain pieces of information may be readily and accurately segregated by means of perforations of a certain shape on cards. Cards must be so designed that any fact may be indicated by the mere punching of a slot. When all the cards are slotted, they are placed in a drawer and rods are run thru them. The drawer is then inverted and only those cards which are slotted drop down to the limit of the slot while the others are held in place. The drawer is then righted and the cards thus segregated cafa be counted at leisure. Thus the handpicking of the lists is eliminated. In a unit of 600 cards perhaps no more than ten may be slotted alike. It would be a tedious affair to examine the whole box by hand, whereas by the use of this device their location may be instantly determined. For instance, if one wishes to know how many correspondents have a certain financial rating, a given slot indicates the facts, and the number in that group can be determined by inverting the drawer. This system of filing may be used for prospects whose financial standing, profession or location is a matter of interest. "Perforation" files may be made to disclose any isolated fact or any required combination of facts.

13.	Filing methods. It is an accepted fact that vertical filing is the most efficient method. Vertical filing permits material to be filed conveniently and with much greater economy of space than is possible under other methods. Under most conditions correspondence grouped in a single folder should be arranged in such a way that the material with the most recent date is in front, thus facilitating reference to the material that is most likely to be used. Material should first be arranged in the order in which it is to be filed. For instance, under a numerical system the sheets should be arranged in numerical order before any effort is made to replace them in the files. A standard sorting tray will be found the most convenient and efficient method of sorting. The sorting tray is simply a container provided with guide cards permitting the assorting of material alphabetically or numerically. Before actually placing a letter in a file the name should be compared with the material already filed in order to be sure that the letter is being placed in the proper position. Such a comparison will also be helpful in catching up anj^ previous mistake that may have been made. There should be a definite ruling that with the exception of carbon copies of letters nothing will be accepted for file that is not crossed thru with a line, initialed and dated to indicate that it has been answered. Unless this is done there will be constant danger of unanswered letters being filed. Making proper cross references is an essential safeguard in the operation of every system. If it is efficiently done, any paper may be located instantly, no matter how complex its contents may be. In this matter good judgment, founded on knowledge and directed by a definite plan, has to be continually exercised. If in a letter from Brown reference is made to one from Jones, the fact should be noted in Jones' folder, otherwise the latter's correspondence will not disclose all the information that may be needed in dealing with his case. A slip of paper, preferably of a conspicuous color, should be placed in Jones' folder, calling attention to the fact that Brown's folder is to be consulted for further information.
14.	Charge system. Perhaps the most fruitful source of trouble in filing is due to the abstraction of papers without any adequate record being made of the fact. The value of a charge system lies in the fact that the location of any paper that has been withdrawn is always known. This may be done in two ways : first, by making and keeping a list of each item removed, and secondly, by inserting a sheet of conspicuous color in the files in lieu of the paper abstracted. In the first case, when the paper is returned, the name is crossed off the list. In the second case, the substitute sheet is not withdrawn till the letter is replaced. On this sheet are the names of all those who are likely to require papers, and the name of the person actualh'- receiving it is underscored before inserting the sheet in the file. Still another plan is to send to the filing room a requisition sheet for any paper wanted and to place the requisition sheet in the files till the paper or letter is returned. This sheet is of conspicuous color and large enough to be readily seen in the files. Periodically the requisitions are checked over and requests are made for the return of papers that have been out too long. The requisition sheet bears a printed note to the effect that it is placed in the files until the correspondence requisitioned is returned.
15.	Follow-up. It is very necessary to adopt some method whereby matters for future consideration may be attended to on the proper date. For this purpose a "follow-up" or "tickler" system must be used. If letters are merely placed in a temporary chronological file, they may not be found by some one else who tries to find them in the regular file. It is better to keep all such letters in the regular file and make out a card for the tickler. This card indicates the name, the file number, the person who wants the correspondence and the date upon which it is wanted. The call-out date is usually conspicuously indicated on the correspondence itself by the person who wants the information, and it is the file clerk's duty to make out the tickler card and attend to the matter on the right date. For this purpose these cards are filed chronologically and consulted every morning. Suppose a salesman finds that a prospective customer desires to see a certain machine next month. The filing clerk is instructed accordingly and on the appointed date the salesman is reminded of the circumstance. The follow-up is indispensable in the collection of delinquent accounts or in securing the prompt shipment of goods. In the office it may be used for reminding the different  members of the staff of meetings, appointments and duties to be performed at specified times.

14.	Transferring material from files   The value of all correspondence decreases with age while its bulk increases, and thus transfer of old files becomes a necessity which has to be considered. The importance of methodizing this process becomes apparent when. for instance, a lawsuit necessitates a search for letters over a period of time not covered by the active files. It is then that the transfer-file method is put to the test.   The simplest way is of course to transfer the entire files intact at certain definite periods. But that method is likely to cause serious inconvenience if there is frequent reference to recently transferred matter, unless the latter is easily accessible. Another method is to retain two years' correspondence in the active files, Kiaking a division between each year's correspondence, or apportioning the upper drawer to the current year and the lower drawers to the year just past. The older file may then be transferred whenever reference to it has ceased, and the plan may be repeated every succeeding year. If in addition a special color is used for the folders of each year, there is not much danger of misfiling current material. It is a good rule to make this transfer periodic, tho it can best be done when no other pressing work is on hand. The transfer period affords an opportunity to eliminate all useless material from the files. The transfer of individual folders that have become bulky is sometimes resorted to, but the temptation to follow this practice should be avoided. It is advisable, however, to keep a record in the active files of all transferred material.
17.	The record room.   As a rule, office managers give little thought to the matter of preserving old records until a search for some old papers reveals that due provision has not been made to preserve correspondence that might be of value. The ideal way is to have a record room with a plan showing the arrangement so that the files may be consulted with convenience when necessary   The record room should be well ventilated, as otherwise the papers are sure to deteriorate rapidly from dampness. The room should be well hghted so as to facilitate search and make the storing of documents easy. Unless it is known to be fireproof, the room should not be used if the papers are at all valuable. A number of well-painted  steel shelves, of movable size, divided into sections should be built as in a library, and each shelf, if possible, might be of the approximate capacity for the papers of each year. The shelves must be identifiable by means of plain numbers so that any one, tho unfamiliar with the record room, will have no difficulty in finding the papers of any one year. A card index placed at the entrance may indicate where each class of material can be found.   In the care and use of the record room, the same necessity exists for centralizing responsibility as in the management of the active files. No one should have access to the record room except by permission of the person in charge.
18.	Inspection of files No matter how careful the files clerks may be and no matter how thoro a system has been worked out, errors in filing are bound to occur. Some check against this condition should be provided if serious consequences from lost correspondence are not to result. The best protection against this condition is to have a person whose duty it is to check the file constantly. This clerk goes thru each drawer of correspondence and sees that not only are the folders arranged in proper order but also that the contents of the folder are correct and properly arranged. Under this plan the "loss" of correspondence is prevented. Furthermore it tends to make the filers more accurate because they know that their work is being checked.

Review

What should be the preliminary training of a filing clerk? Under what circumstances is a departmental file more economical than a centralized file?

Why are vertical files coming into wide use, superseding the box files in all large offices ?

What method of filing would you use in an editorial office? In a mail-order office?

How would you file a letter written on company stationery but signed by an individual?

State what is meant by perforation files.

Stimulation Of Employes

 

1.

Meaning and value of stimulation Stimulation is an effort to create in the mind of an employe the desire to do his or her best. This result can not be accomplished thru fair pay alone nor can it be accomplished thru the use of hit or miss plans to get greater results out of the people. Getting employes to give their best can only be effected thru the adoption of a definite clear-cut policy which recognizes the fact that the welfare and happiness of the employes are inseparable from the success of the organization. With this policy as the basis of all action, there must result the building up of a spirit of mutual interest which stimulates every worth-while employe to give his best to the organization. It is obvious that if employes have been properly selected and trained and that if the large majority of them are giving their best to their work the organization possesses an important asset. Stimulation tends to impress upon every employe that he or she is really a valuable factor in the organization. It visualizes the responsibility entrusted to each employe and thus acts to overcome the tendency toward carelessness, indifference and thoughtlessness. These are the basic causes of inefficiency on the part of the rank and file.

2.

Principles of stimulation All successful methods of stimulation must operate with the employes' point of view constantly in mind. In other words it is not enough that the employer be convinced of the gospel of the square deal. He must also convince the employe of his sincerity. Employes are prone to judge with considerable shrewdness the motives underlying any move, and no insincere plan can have any lasting effect. It is also important that the methods of stimulation be entirely practical, that is, within the intelligence of those to whom they are to be applied. Furthermore, they must be explained and advocated on the basis of their advantage to all concerned. The methods described below will serve to illustrate clearly the scope and value of stimulation. It should operate to improve the attitude, the conduct, and the work of employes. It is important to realize that no one method will accomplish all these results. In fact, it is an important principle of successful stimulation that one must adopt a number of methods to meet each need.

3.	Personal interest In an organization of any size there is always the danger that the rank-and-file workers will be looked upon as machines. Such a condition should be avoided. It is a decided incentive to the employe to do his best when there is that recognition of his presence which betokens an atmosphere of friendly cooperation. It is, therefore, well worth while to devise means of bringing the officer  manager in personal contact from time to time with every individual under his jurisdiction. Here are some methods that have been used successfully:
	a.	Monthly Interviews. In one large organization where the office manager works thru department heads, accurate records are kept showing the quality and quantity of work done by each individual, the attendance record, the number of suggestions turned in, and similar points. Ten of these individual records are brought to his attention each morning. With all the facts in mind he casually interviews each of these people, making it a point to encourage them and show them that he is in close touch with what they are doing.
	b.	Personal Memoranda From time to time it has been found a good plan to send out personal memoranda to the members of the organization, touching upon some point on which it is desired to secure their cooperation. These memoranda can bring home the value of establishing a good attendance record, keeping the desk in proper shape, the importance of service, and many other points that make the individual realize the important part that he or she plays in the work of the organization.
	c.	Birthday Cards Another concern has found the sending out of birthday greetings from an executive very effective. The fact that the executive is thinking of the employe aside from the actual work he or she may be doing cannot help but indicate that the employe is not a mere machine.
	d.	Points of Contact Once the executive is convinced of the value of personal contact, it will be found that every day there are bound to be incidents occurring that give him a chance to come into contact with certain of his employes. It may be a case of sickness at home, some difficulty in the work, or a piece of good fortune. A systematic plan to keep in touch with these incidents should be followed and used as points of contact. The result of this personal contact work will be that the employes will come to realize that they are not mere cogs in the wheel and that the organization has a real interest in them. Thru this realization they will be encouraged to give the best they have. Experience has proved that there is a worth-while return for such effort.

4.	Inspirational methods of stimulation In endeavoring to improve the attitude, conduct and work of employes inspirational methods are effective. Human nature responds to inspiration. The constant tendency of the rank-and-file worker is to sink into a rut. Inspirational methods properly adopted and applied will prove exceedingly helpful in stimulating employes to lift themselves above the lure of the rut.
5.	Example Employes are easily stimulated to better work by example. This is frequently overlooked, yet it is a fundamental principle. Observe the employes under a department head who is thoughtless and indifferent in the conduct of his work. It will be seen that all employes who have been under his jurisdiction for any length of time will exhibit in a more or less pronounced degree a tendency to be thoughtless and indifferent in carrying out their duties. It is essential, therefore, for an office manager to see to it that in every respect he sets an example worthy of being followed. It is a great mistake for a man to feel that he can successfully stimulate his people if he asks his people to do things that he himself is not willing to do.
6.	Internal house organ An inspirational means of welding employes into a homogeneous, enthusiastic whole is provided in the house organ. It offers a splendid method of keeping ahve the ideals and spirit of the organization as well as of making known the activities and achievements of the office workers. It gives the employes a chance to express themselves and to exchange ideas regarding their work. It is rarely practicable to have a house organ in small concerns, but in larger offices it is a real necessity. Thru it, employes of each department may know what other employes are doing, and thus obtain a knowledge of what the several departments and the organization as a whole are accomplishing. No ambitious clerk is content with knowing merely his own particular work. He desires to know more about the organization and about the people who are filling the positions to which he aspires. He wishes to know what is going on, so that he can do his part more intelligently. The house organ is a medium by which the office manager can develop the ideas of the organization and dispel suspicion and ignorance. It will be more successful if it is published by the employes under the guidance of the management than if it is published by the management itself. The latter plan tends to awaken the idea that the house organ is published in the interests of the employer instead of the interests of the employe.

7.	Bulletin boards. Wliile the house organ is the chief means of inspiring employes thru written messages, bulletin boards may also be used to advantage. On bulletin boards may be posted notices, leaflets, pictures, inspirational mottoes and other suitable material. The bulletin board may also be used to give information about educational facilities in the neighborhood, about health hints, methods of accident prevention, efficiency hints, perhaps a few rules and regulations. It should be put in charge of some person whose duty it is to collect information, keep it in order and change the notices. Some offices use a "directory" board, such as is found in the vestibules of large buildings, upon which are posted the names of those who attain special distinction. In other offices graphic charts are published, showing the trend of output for the individual workers. There are service registers to indicate the length of time which each worker has spent in the company's service.
8.	Comment hulletins. It would surprise the average employer to realize how little his employes know what customers think of the organization. Every organization that is rendering satisfactory service receives letters of commendation from time to time and in other ways is brought to realize that its work is appreciated. The officers of the company are eager for such comments and are often aroused thru them to greater enthusiasm for their work. In order that the rank and file may also get this same realization and thru this realization be inspired to do better work, it will prove worth while to send out little bulletins from time to time quoting these comments. One organization that is using this plan distributes comments of this kind once a week, and in order to keep its purpose constantly active in the minds of the employes, prints at the bottom of each bulletin "Xo. of a series of bulletins distributed in order that you may know what our customers think of the service you are helping to render."
9.	Code of 'principles. An esprit de corps cannot be built thru individual achievement. It gathers its strengih thru the ideals of the firm the rendering of better service or the production of better goods than competitors. Employes may be inspired to better work thru a realization of what the organization stands for. Many organizations prepare a "Code of Principles" for distribution among their employes. The president of the Sherwin-Williams Paint Company sums up these factors in his "Code of Principles" which is given to every new man upon entering the concern : Our firsc principle is : To win on our merits. This is the only way we want to win, and if anybody can beat us out on our merits, they are welcome to victory. Our next aim is : To be the best and largest concern of the kind in the world. We say "best" first because we would rather be the best, if we can not be the largest or both. Next we say : To be broad and liberal, as well as aggressive, in our policy and methods. Our reason for this is that in developing a large business I think there is a tendency to be rather narrow, grasping and selfish ; so we try to keep that before us. The fourth principle is  : To take a pride in our institution. The fifth : To be loyal to the company and to each other. The sixth: To foster good fellowship among ourselves, and to take pleasure as well as profit out of our work.   The seventh  : To strive consciously for the improvement and advancement of the business and ourselves. Eighth : To be considerate, polite and courteous within and without the company.   Ninth: To be high-toned in everything, everywhere.   Tenth: To grow in knowledge and character as in size.   The keynote of these principles in each case is efficiency ; and the men are told : "Make the most of the business by making the most of yourself."

10.

Environment. Another means of stimulating employes to better work may be found in improving the environment in which they work. If little or no attention is given to the appearance of the office there is no natural encouragement for employes to be neat and careful about their work. On the other hand, if everything is kept in spick and span shape there is an unconscious incentive to be more careful about the work done.   Furniture should not be allowed to remain undusted or in need of repair, employes should not be allowed to permit the tops and interiors of their desks to remain in a disorderly condition, and the floors should be kept clear of scraps of papers, etc. In a room of any size where there are a number of desks and tables the appearance will be considerably improved if the equipment is fastened to the floor so that aisles of even width are maintained at all times. As often as once a month it is worth while to hold a thoro house cleaning, requiring each employe to clean out his desk and put things in order. Not only will this act as a periodic stimulus to be orderly but it will also eliminate the danger of valuable papers and records getting buried in the desks. Once a year, at least, the office should be gone over and all necessary painting, calsomining or carpentry work done.

11.

Rewards. No office manager who understands human natm-e neglects the opportunity for rewarding meritorious work. The size or form of the reward is less important than the fact that it should be the result of a well contested competition or of steady devotion to duty. Where this is the case, the plan is successful even when the reward is limited to a mere announcement on the bulletin board or the bestowal of an inexpensive stick-pin. The important feature is that it is a distinction granted for merit, the details of which are known to alL It stimulates the recipient to increased effort and encourages those who have failed, to try again. For the less-paid employes, cash rewards are always attractive, even when they are small. These rewards are even more effective when accompanied by a grateful note and word of encouragement. The superior value of a cash prize lies in its universal acceptability. The task of finding suitable prizes other than money is not usually relished by the busy office executive. Some office managers award medals every month A gold medal for the best worker, a silver medal for the best attendance, a bronze medal for the best suggestion. The effectiveness of rewards as a means of stimulation has given impetus to the formulation of definite systems based on the idea of rewarding extra effort. The merit and demerit system and the suggestion system are good examples of successful methods of stimulation.

12.	Merit and demerit systems Merit and demerit systems are designed to give credit or discredit to the individual employe, to apply upon future rewards or promotions. The merit and demerit system is best illustrated by a practical example, in force in a large office. It is described as follows : All the employes under the supervision of the office manager, with the exception of the chief and assistant chief clerks, who have been in the company's Employ three weeks or more, are included under this system. The merit system has been established to encourage and reward good work, and to discourage and penalize everything that interferes with good work. Under this system an employe earns a merit for each day that he or she comes in on time, morning and noon, does not make careless errors or turn out a low quantity of work during the day, and leaves his or her desk in good condition at night. Furthermore an employe has a chance to earn an extra half merit or a merit for showing thought in any way. For instance, by catching an error that has been made by some one else. Extra merits can also be earned for extra effort put forth. Merits are offset by demerits. Demerits are given for four main faults.
	1).	Lack of punctuality, and absence.
	2).	Errors.
	3).	Lack of general neatness and cleanliness of desks, machines and files.
	4).	Insubordination or discourtesy.
	(1).	Under this head comes tardiness. One  half demerit is given for being late up to two minutes; one demerit for from two to ten minutes, and one and one half demerits for more than ten minutes. Two demerits are given for a half day's absence, and three demerits are given for an entire period of absence, whether that is one day or one week, when an employe is ill or thru some other cause is unable to attend the office. One demerit or more (according to the time out) is given for time allowed off during office hours. In all the cases above, the merit for the day is lost.
	(2).	A demerit is given for any error due to carelessness on any employe's part, or if work assigned for the day is not completed before going home. In the transcribing department, for instance, the quality and quantity of the daily work is taken into consideration. For instance, if a typist without justifiable cause has fallen below the standard by typing less than nine hundred lines on week days and less than four hundred and fifty lines on Saturdays, she receives One half demerit. For less than eight hundred lines on week days and four hundred lines on Saturday, she receives a full demerit. And if the records show that more than 20 per cent of her letters were returned for correction, a half demerit is given her for that day ; if more than 30 per cent, a full demerit. In the same way, if a typist turns out eleven hundred or more lines on week days and six hundred or more lines on Saturday, she receives an additional half merit. And for twelve hundred or more lines on week days and six hundred and fifty or more lines on Saturday she receives a full merit. Similar standards for quantity and quality of work have been established in the other clerical departments.
	(3).	A half demerit is given if all papers are not cleared from each desk at night and if the drawers of the desks are not shut tight. The same applies to all files and to the covering of machines, such as typewriters, dictaphones, multigraphs, adding machines, etc., before leaving for the day.
	(4).	One or more demerits at the discretion of the office manager are given for discourtesy, insubordination or the infraction of any established rule, when the offense is not serious enough to deserve dismissal.  All those earning a surplus of twenty merits over demerits in any one month receive a quota prize of $3.00. Those who earn an average of one merit over demerits for each working day in the month receive an extra quota prize of $5.00. It is the duty of the senior clerk of each department to keep a record of the actions meriting merits or demerits, and to hand in a detailed report each night to the office manager or his assistant. From these reports the weekly merit and demerit records are compiled. Each employe receives a card every Monday showing the number of merits or demerits given the previous week. Any one wishing an explanation of his merits or demerits should consult the office manager or his assistant, who will be pleased to give the information desired. All merits and demerits are put against each employe's record and have a strong bearing in promotions to higher positions and advances in salary.

13.	Suggestions. Giving employes opportunity to make suggestions for the improvement of work and service is now recognized as a valuable means of discovering originality and developing better methods of work. Even comparatively inexperienced clerks may make suggestions that are of real value to the organization. Efforts are therefore made to encourage them to seek and suggest improvements. In such well known concerns as the National Cash Register Company and the Eastman Kodak Company, elaborate plans have been made to obtain suggestions for improvements. Substantial prizes are given and periodical announcement is made of the winners. There is a difference of opinion as to the value of monetary reward, but there is a general agi*eement that publicity is a convincing incentive to good suggestions. The following is an outline of a successful suggestion system taken from actual practice and indicates the scope and operation of such a system Prizes are offered each month for the best suggestions with regard to the conduct of its business. There is a first prize of $10, a second prize of $5, and prizes of $3, $2 and $1 for minor suggestions. These prizes are intended not merely as compensation for the suggestions turned in, but also as an expression of appreciation of the constructive thought of the employes. In addition to the above rewards, a first prize of $50, a second prize of $35 and a third prize of $25 are offered to the three employes who, during the current year, earn the most prize money for suggestions.   Consideration is given the following points in determining the awards :
	1.	The money-making or money saving value of the suggestion
	2.	Its practicability under present conditions.
	3.	Its originality
	4.	The completeness and clearness with which the details of its actual operation have been thought out and explained.
	The names of all suggestion prize winners are posted upon each department bulletin board and in the house organ so that the names of those who are striving to get ahead will be brought to the attention of all. The suggestion contest is open to all employes with the exception of the department heads. There is no limitation to the number or scope of the suggestions which may be submitted by each individual. They may relate to the general policy of the organization, to the literature, to the departmental equipment and routing, or to any other feature of the office work. Any constructive complaint or criticism from members of the force is also welcome. All suggestions are turned in on a special suggestion form. This is numbered and has a stub bearing a similar number. After the suggestion is written, the author writes his name on the stub, tears it off, places it inside of one of the small envelops provided for the purpose, and retains the stub in his possession. The suggestion is folded and dropped into the suggestion box. On the day of the meeting held to announce suggestion prize winners, the envelops containing the suggestion stubs are dropped into one of the suggestion boxes. Just before the meeting the suggestion boxes are opened, the stub envelops are taken out and arranged in numerical order. Then as the number of each prize winner is announced, the corresponding envelop is opened and the stub shows who is the winner of theprize. Suggestions are considered once a week by the suggestion committee in order that they may give suggestions full consideration and put into operation immediately those that can be used to advantage. Every suggestion that is not awarded a prize is returned to the author with the reason for its rejection. Under this plan employes know why their suggestions are not accepted, and also can discuss the matter with the suggestion committee if they feel that the suggestionhas not been properly interpreted. All department heads are ex-officio members of the suggestion committee in considering suggestions affecting their departments. Under this plan, an employe will know that his suggestion has been carefully gone over, not only by the members of the suggestion committee but also by the department head of the department affected. From time to time examples of good suggestions and examples of suggestions that can not be awarded prizes are discussed in the house organ. This serves as a means of helping employes to learn the principles that underlie successful suggestions. A record of all employes who submit suggestions is kept so that each department head may know which employes under his jurisdiction are thinking about their work. Whether an employe wins a prize or not, the concern in deciding upon recommendations for increases in salary or for promotion, will consider more favorably those who are doing constructive thinking.

14.

Promotions. Providing an opportunity for employes to earn increased responsibility is a very effective method of stimulation. Too often promotions go by favor. The result is a marked discontent among the rank and file of employes. The lack of a just system of promotion deprives many an organization of the services of menwhose ambitions, they feel, are balked. Recent studies in labor turnover show that the lack of opportunity for advancement is a frequent cause for men leaving their jobs just at the time when their experience is becoming a real asset to the firm. A knowledge that they are being watched with a view to promotion, is a strong factor in stimulating employes to do more than their ordinary routine duties. The system of promotion should include a carefully thought out plan wherein the line of promotion is defined and charted and where men are shown the specific steps which their progress is likely to take if they display those qualities which their present position demands. Promotion in such cases generally depends upon application to work, avoidance of mistakes, good behavior, regular attendance and punctuality. The National City Bank of New York has an established policy of filling, whenever possible, all important positions by promotion, and it is only on rare occasions that this rule is broken. In the National Cloak and Suit Company, employes are promoted on the basis of examinations, and a record is kept showing the length of time spent in preparation and the mark obtained. Such systems help to develop ambitious office boys into clerks and clerks into executives, when eveiy one in the office knows that his interest and good conduct will receive a proper reward. Promotions are important events in the lives of employes, and these should be made known to others so that they may act as a stimulus to them.

Review

What is meant by the "stimulation" of employes ?

Do you believe it advisable to secure the "approval" of employes in introducing new schemes such as a longer working day or a new system of wages? How could you "sell" such an idea to employes?

How can an executive keep posted on each employe's effort to master his position so that he may recognize and reward special ability ?

Suppose an employe has the habit of appearing at the office ten to fifteen minutes late. How would you handle this infraction of rules ?

Enumerate the many advantages of a "house organ." Should money prizes be awarded as a reward for merit?