File:Bell telephone magazine (1922) (14569762657).jpg

Identifier: belltelephonemag17amerrich (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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, etc. This group comprises over 83% of thetotal employees. The lined portions show the people imme-diately supervising the above forces, including plant foremen,traffic chief operators and supervisors, commercial business of-fice and sales supervisors, supervising clerks, etc. This groupcomprises about 11 % of the total employees. The white por-tions show the general officers and operating officials, includingdivision and district managers, together with their operating,technical, legal and accounting staffs. The general officers andoperating officials constitute about 1% of the total employeesof the Operating Companies, and their assistants and staffs,roughly, 5%. This chart shows the relatively small portion of the totalorganization in each department which is provided for plan- 35 BELL TELEPHONE QUARTERLY CLASSIFICATION OF EMPLOYEES - BY DEPARTMENT COMBINED BELL OPERATING COMPANIES - DEC. 31.1936EXECUTIVE TREASURY ^^jgimeeriNG ACCOUNTING COMMERCIAL PLANT TRAFFIC AND LEGAL ^^^ LlM^
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CODE MANAGEMENT AND STAFFSSUPERVISORY FORCESNON-SUPERVISORY FORCES 15 5 20 25 o 30 cr 35 40 45 36 ORGANIZING FOR SERVICE ning, guiding and administering the work of the large organ-izations which are required. The relationship of the non-supervisory forces to the total varies somewhat as betweendepartments due, of course, to differences in the nature of thework to be done. Problems of Growth As discussed before, the type of organization most effectivein accomplishing the desired result must be determined by ex-perience, and it is a primary function of management to makethis determination. This is well illustrated by changes whichhave taken place in organization setup within the Bell Systemsince its beginning. In the early days, when the business wasin its infancy and the number of customers was small, theequipment and plant layouts were relatively simple, and onlya small organization was necessary to provide the plant and toestablish connections. All the activities necessary to provid

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