File:Bell telephone magazine (1922) (14756084142).jpg

Identifier: belltelephone7273mag00amerrich (find matches)
Title: Bell telephone magazine
Year: 1922 (1920s)
Authors: American Telephone and Telegraph Company American Telephone and Telegraph Company. Information Dept
Subjects: Telephone
Publisher: (New York, American Telephone and Telegraph Co., etc.)
Contributing Library: Prelinger Library
Digitizing Sponsor: Internet Archive

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thave designated accounts. If acustomer called in, hed get oneperson one day and another per-son the next. The customer wasspending a lot of time educatingus. Then the change came. I wasgiven my own accounts. I plan myown contacts and deal with mycustomers. I get to know themand their needs a lot better, andthey get to know and trust me. Iknow if hes going to start throw-ing a name around—whether goodor bad—that names going to bemine, so I really want to do rightby him. Im a lot happier now thatIve got my own piece of therock. BRENDA BLACKBURN.COMMUNICATIONS ADVISORSOUTH CENTRAL BELL One of the keys to success isthe supervisors ability in know-ing his or her people, and work-ing with them on a regular basisto develop their potential. At thesame time, each supervisor has torecognize when additional re-sponsibilities ought to be intro-duced. It varies from individualto individual and it really makesyou earn your keep as a manager. PETE LANSDALE, COMMERCIAL MANACERC&P OF VIRGINIA
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stem some of the high turnover theBell System had experienced. Whilethis has given us a little breathingroom, weve got to be careful notto rest on our oars. The unemploy-ment rate has already dropped tofive percent nationally and is likelyto continue in that direction. Butthats not what worries me. Looking ahead some ten years,we see the need for a Bell Systemwork force numbering between1,200,000 and 1,300,000 persons.Thats a 20 to 30 percent increase.Were already wondering wherewere going to find all the peoplewell need. I hope, by then, were notstill wondering what we can do tokeep them once we get them. Imfirmly convinced that the answerlies in making our jobs as attractiveas we can, not only in terms ofwages and benefits, but in terms ofproviding meaningful and satisfy-ing work to the individual. The nesting concept What else is in store for the fu-ture? Dr. Ford is hard at work re-searching and evaluating the con-cepts of nesting related, alreadyenriched jobs and examining thepos

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