All work is work in progress. Never finished. Brought to a close. Ready for fashion. Finis. Ready to beginnan. Again. How to? Cover up. Conceal the old. Bury. Build over. Incomplete. Partial, patchy: imperfect.
Manual typewriters contained a bell that rang to signal the coming of the end of a line. The typist could adjust where along the line the bell might ring. Shorter lines…Longer lines. The faster typist increased the frequency of the bells one heard. When the bell rang, the typist had but a few strokes left before reaching up with left hand to push the typewriter carriage return lever to the far right to reset the type guide at the left margin of the paper to begin a new line.
I got a new job, in a large, corporate office, flying paper airplanes. During the day, the three story building housed around 500 employees sitting at grey metal desks. There were a few managerial secretaries with typewriters. The rest of us used the typing pool. All you had to do was pick up your phone, dial the typing pool extension, and, when you heard the bell, begin dictation. Finished, you could let the piece fly, or ask that it be delivered to your desk via the office mail to proof and return to the pool or place in the outgoing mail.
There was a procedure for just about everything. New procedural bulletins arrived regularly. Some updated older bulletins or clarified procedural details. Others introduced new procedures. Sometimes, a section meeting would be devoted to reviewing a new procedure before its effective date. In short order, most procedures were memorized, but employees also stuck notes around their desks to remind themselves of key procedural steps. For procedures that never became part of routine, one referenced a procedural manual, which was an encyclopedia of procedure bulletins, collected by category and number. Employees also made notes in these manuals, and flagged the most frequently referenced pages.
The mailroom was located in the basement. The mailroom employees were also heavily burdened with procedures. The cafeteria was located on the top floor, and afforded views of the surrounding area, which included a freeway interchange. There was a patio on one side of the cafeteria, with tables with chairs and umbrellas, where one could take a coffee or sandwich and enjoy the fresh air.
There were procedures for evacuating the building, in case of emergency, initiated by the ringing of signal bells over the public address speaker system. These bells also controlled the start and end of the work day as well as the start and end of break and lunch periods. The workday started at 7:30, signaled by the single ring of a bell. Employees were expected to be seated and working at the bell; otherwise, they might be considered tardy. This was explained in the Personnel Procedure Manual. Employees took breaks in shifts, so that no section or department was ever completely idle. Morning breaks ran from 9:30 to 9:45 and from 10:00 to 10:15. A bell signaled the beginning and ending of each break. Thus four bells would ring at fifteen minute intervals. Lunch break was 45 minutes, and ran from 11:30 to 12:15 and 12:15 to 1:00. An efficient three bells sufficed. In the afternoon, four bells rang again for breaks, beginning at 2:30 and ending at 3:15. A final bell rang at 4:30 and the building quickly emptied, faster than for a fire drill.
By procedure, the secretaries placed dust covers over their typewriters at the end of the workday.
I wrote a new piece for The Sultan’s Seal site.
Check in to the cosmopolitan hotel and check it out?