. Bell telephone magazine . IV. In the last week of the subscriptionperiod more subscriptions were received than had been filedduring the six weeks following the mailing of the warrants. Infact, there were 99,000 subscriptions in process of acceptanceon the closing date, August 1. Chart V shows the substantialproportion of the subscription correspondence received in thelater weeks of the offer. Of the mail received, 27 percent of 259 BELL TELEPHONE QUARTERLY the cases required special attention and the sending of 31,000individually dictated letters. One of the features of the organization was
. Bell telephone magazine . IV. In the last week of the subscriptionperiod more subscriptions were received than had been filedduring the six weeks following the mailing of the warrants. Infact, there were 99,000 subscriptions in process of acceptanceon the closing date, August 1. Chart V shows the substantialproportion of the subscription correspondence received in thelater weeks of the offer. Of the mail received, 27 percent of 259 BELL TELEPHONE QUARTERLY the cases required special attention and the sending of 31,000individually dictated letters. One of the features of the organization was the control exer-cised at all times over the flow of work, regardless of knew the status of their work hourly, both in thenumerous phases of accepting and registering subscriptions andin receiving and dispatching correspondence. The accompany-ing illustrations show various parts of the organization in theprocess of handling their work. PERMANENT AND TEMPORARY EMPLOYEESTREASURY DEPARTMENT 1930 STOCK ISSUE. 17 JULY WEEK ENDING 1000 ff Chart VI Special attention was directed toward securing adequate per-sonnel. More than 350 of the men engaged were students orgraduates of colleges and universities; also the Company hadthe good fortune to secure a number of professors and instruc-tors, free for summer employment. To train these new em-ployees, various courses were conducted along both general andspecialized lines. In all, a total of more than 300 hours of 260 1930 STOCK OFFER class instruction was given which, undoubtedly, increased theproductivity of the entire organization. Chart VI gives onean idea as to how the personnel of the Treasury Departmentwas expanded and contracted to meet the requirements of thestock issue work. At the peak of the rush three-fourths of theorganization were temporary employees. Conclusion More stockholders participated in the issue than in anyprevious offering by the American Telephone and TelegraphCompany; the amount of the offer wa
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Keywords: ., bookauthoramerican, bookcentury1900, bookdecade1920, bookyear1922
