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The Secretary's Qualifications
The Rating of the Various Applicants
Standardized Conditions for the Secretary
The Secretary's Desk with Respect to Office Layout
Training as the Source of Competent Secretaries
The Best Possible Results from a Given Cost
A Special Training Course
Handling Correspondence Without Dictation
A Knowledge of the Company's Business
Instructions by the Executive
The Developing of Initiative and Responsibility
The Complaint That Secretaries Do Not Think
The Unsystematic Man Hard to Satisfy
William A. Field Defines Executive Success
A Training School for the Coming Executive
Exercises
The Waste of Petty Annoyances
Important and Unimportant Tasks
34
VI A SERVICEABLE MEMORY .
The Tool Which Is Used Most of All
The Memory that Gets Results
Improving the Memory
The Man Who Remembers Is He Who Knows How
Why “Memory Systems” Have Long Flourished
The Operation of a Typical Memory System
Curious Attempts to Strengthen the Memory
Thurlow Weed's Method
A Wasteful Method
2.
RULES OF IMPRESSION
1. Become Thoroughly Interested
2. Be a Specialist, Ignorant of Many Things
3. Concentrate Upon the Essentials of Your
Specialty
4. Master as You Go
RULES OF ASSOCIATION
1. Analyze for Principles
Discover Relationships
3. Make Use of Associations
4. Bind Elements Into Large Units
RULES OF RECALL
1. Recall With Accuracy
Concentrate on the Relevant
3. Repeat the Recall Frequently
4. Seek Out Clues Persistently
RULES OF RECOGNITION
I. Recognize With Vividness
2. Express the Recognition Appropriately
CHAPTER
Page
3. Trust Your Memory
4. Forget the Useless
Summary of Rules
Conditions of Memorizing
Methods of Memorizing
Not Just Plodding, But Planning
Part III—The Dispatch of a Day's Work
VII
107
PLANNING THE Day's WORK
The Economy of Well-Planned Activities
On the Offensive
Definite Accomplishment
Colonel Roosevelt An Orderly Worker
A Survey of the Day's Work
The Elements of Planning
The Waste of Unplanned Work
The Assistance of Systematic Planning
Illustrations of Systematic Planning
Some Typical Daily Plans
1. Daily Program of Auditor for Street Railway
Company
2. A Manufacturer's Schedule
3. A Sales Manager's Schedule
4. A Bank Cashier's Schedule
5. Daily Working Plan of Manager of Mail-Order
Sales
6. Duties Recommended for Schedule By Carroll
D. Murphy, in System
Preparing Your Plan
Classifying Your Work
Applying the Analysis in a Definite Plan
A Trouble Man's Daily Program
Better Results from Planning
How Much Time Is This Task Worth?
Why Write Out the Plan?
How Far Ahead to Plan
Making the Plan Fit Your Needs
The Matter of Personality
When to Prepare the Plan
Wide Applicability of Planning
Is Planning Practicable?
Planning for Others
Planning in Daily Life
VIII
135
DOING THE DAY's WORK
Putting the Plan Through
Marvelous System of Dispatching
PAGE
Human Traits of the Long Ago
Inefficiency Still With Us Opponents the Systematic Worker Must Overcome
The Procrastinator
The Big Dreamy Idea An Always Available Stock of Raw Materials
Yesterday is Dead; Be Done With It
The Waste-Basket as an Ally
Dilatory Co-operation
Interruptions—By House Men
A General Office Schedule
The Problem of Handling Callers
The Selection of Callers
The Growing Aggressiveness of Callers
How Shall the Executive Protect His Time?
Shortening the Caller's Stay
Closing the Interview
The Distress Signal
Who Else Is Waiting ?
President Roosevelt and His Callers
Dominating the Interview
Wasting Time
Your Own Record
Improvement
159
IX SHORT-CUTS
Amateur Versus Expert
A Lesson from Animal Psychology
Short-Cuts Represent Perfected Methods
Conservation of Time
Business Time for Business
Some Things Not to Do
Supervising from the Office
Words versus Check Marks
Use of Both Hands
Head versus Heels
Starting and Stopping
Day's Work Plan for the Secretary
Filing Short-Cuts
Use of Symbols
Preparation for Dictation
Speed in Dictating
Elimination of Wasteful Details
Dispatch in Handling Correspondence
Color Schemes
Carbon Copies
Machines for Dictation
The Automatic Correspondent
100 Per Cent Efficiency
The Fire Department a Personal Incentive
The Daily Use of Short-Cuts
Short-Cuts in Use
A Test of Progress
The Short-Cut Point of View
177
X EFFICIENCY HABITS
Henry Ford and The Radiator Cap
Justifiable Expenditure
The Nervous System a Business Organization
Habit is Standardized Nerve Action
The Efficient versus the Inefficient Way
Double Waste
Productive Power Capitalized
Habits Inevitable; Which Kind?
Thought Followed by Action
Keeping Fully_"Sold" On a Subject
The Road to Full Efficiency
The Influence of Habit Upon Creative Work
Standardizing Good Practice
Benjamin Franklin's Method
Applying the Principle
Part IV–The Thinker in Business
195
XI INITIATIVE AND VISION
Routine and Constructive Thought
The Perception of Opportunity
1. Exploitation of Natural Resources
2. Development of Inventions
3. Improvements in Production and Distribution
4. Fluctuations in Values
5. Supplying Known Wants
Needs and the Law of Service
The Many Roads Upward
The Business Man's Task
Alertness a Business Asset
Pioneer versus Followers
The Power of Initiative
The Fresh Viewpoint
The Raw Material of Ideas
The Search for Business Ideas
Imagination, a Quality of Empire Builders
Development of New Ideas
Thought as a Business Force
Intelligent Observation
Keeping the Mind Alert and Active
XII THE FEASIBLE PROJECT
The Commercial Instinct
· 215
231
XIII TESTS OF REASONING
Exact Knowledge Needed
Sources of Information
Testing the Evidence
Systematic and Accurate Procedure
Analysis for the Executive
What Does the Idea Mean?
Competence of the Witness
The Idea Itself
Correctness of the Process of Reasoning
Correctness of Premises
Incorrect Sequence-Analogy
Incorrect Sequence-Evidence Not Sufficient
Factors Overlooked
Validity of These Tests
Problems in Analysis
Mill's Five Canons
Part V-Aids to Efficient Control of Business
251
XIV CONTROL THROUGH STATISTICS
The Problem of Control
The Securing of Statistical Data
Adequate Control at Reduced Cost
1. Standardized Forms
2. Essential Data
3. Samples
4 Up-to-date Information
5. Summarized Reports
6. Statistical Analysis
Outside Conditions: Business Barometers