DEPTH CLASSIFICATION i<

• 19 Cl.ASSIFICATION OF MANAGEMENT

Traces the history of the emergence of literary war-rant in Management, its lateness, and its starting with theapplied field. Points out the puzzle due to failure to recog-ni s e the recurrence of each branch of management as a focusinside the energy facet of every other branch of it. Discussesthe analysis in the idea plane into rounds, levels, facets,and arrays of each of the branches. Demonstrates the con-fusion due to chaos in the verbal plane. Studies the organi-sation of the notational plane and the use of the last threezones of the different arrays, so a s to use the full versatilityof the notational system. Gives, with notes, a first draft ofthe schedules for the diverse facets as they would be in ColonClassification, inviting suggestions for improvement, andfor the use of the synthesised CC numbers in the constructionof enumerative schedule for other schemes such as UDC.

1 INTRODUC TION

Depth classification of micro documentson management bristles witlt many difficulties -as many as in any other subject. But unlike inother subjects of the conventional kind, even themacro documents on management -- such asbooks and whole periodicals -- create difficultproblems. 651, 652, and 657 of DC and UDC aswell as V:8, W:8, and X:8 of CC often fail tosatisfy the Canons of Helpfulness and Relativity,when used for macro documents. Clumsy num-bers result in the case of micro documents.This unpreparedness of the schemes to receiveand accommodate management-documents inhelpful places has been due to the absence ofliterary warrant in the past. Its intensity hasbegun to reach some magnitude only during the

• Continued from An lib sc 3, 1956, 10

5, R. RAN G A N A T H A N

last one or two decades. This does not meanthat management itself is as new as this.

11 Mana gem eut -in-Action

Management-in-action has been in exist-ence ever since man cam e into existence. Forexample, the Srauta-sutra literature (literatureon Vedic rituals) reveals meticulous details inregard to location, lay-out, flow of work, per-sonnel, and organisation as a whole. In fact allthrough time, management has alwa.ys been inaction. Only, it has peen taken as a naturalskill. When the magnitude of an enterprise in-creased, management met the situation by themethod of trial and error. There was no con-scious and concerted pursuit of the foundationsor the superstructure of management as a sci-ence. With the advent of the industrial revolu-tion, management of industrial enterprises as-surrrad enormous dimensions. Even then, duringthe fir st century, the expansive exploiting ec o ;nomy of the few wakeful countries, made possi-ble by vast colonial regions in the resting phaseof their culture, allowed the art of managementto depend solely on the flair of exceptional menand allowed also wasteful techniques in the man-agement-in-c>ction. However, the archives ofthe manufacturing and commercial houses ofthe nineteenth century show how, though guidedby sheer instinct, m ana gem ent cdn c act.ion wasmoving along more or less helpful lines.

33

RANGANATHAN

12 Precipitation of Literature

Literary warrant for the c l a ssification ofmanagement took shape only at the turn of thetwentieth century. By common cons ent, thefir st clas sic to turn attention to management' asa discipline to be pursued along scientific linesis taken to be F W Taylor's Principles and meth-ods of scientific management (1911). Taylorstarted at the lowest level of industrial hierarchythe single worker at the lathe. He began withthe simple problem of co-ordinating the man andthe tool with maximal efficiency. He ultimatelycovered all the factors affecting, however re-motely' the worker's capacity to give his best,and the efficiency of the enterprise as a whole.The second clas sic on the subject is taken to beH Fayol's Industrial and general administration__ forecasting, planning, organisation, command,control (French ed 1925 and Eng ed 1929). Fayolstarted at the topmost level of industrial hier-archy, the general rnanager . He ultimately co-vered all the lower grades. The ever-lastingplay of the cycle of scientific method on mana-gement was emphasised by Mary P Follett in aseries of pcpers presented between 1924 and1933 and later brought out bv H C Metcalf andL Urwick as pyncmic administration (1945).These three classics touched off a precipitationof management literature, now chr l l erig in g clas-sification. There r r e <lready a few hundredvolumes covering the whole field or some sec-tions of it. Articles are appearing continuouslyin engineering and technological periodicals.There are also a score of periodicals exclusi-vely devoted either to management as a who le orto some facet or other of it. The annual outputof micro thought has justified the establishmentof an abstracting periodical such as the Manage-ment abstract~ (1947 --).

13 Formation of Profession

Management ha s been all along one of thefunctions of the chief of an enterprise or an insti-tution. He alone knew all the thr eads - - be theymaterial, monetary, or human - - and the, obj ec-tive towards which they were all to be co-ordi-nated and used. In exercising this function ofmanagement, the chief wa s guided solely by hissuperior flair. Loc ation, lay -out, fixtur es,fittings, furniture, design and control of the

34

flow of work, quality control, testing and re-leasing the product or the service, all the prob-lem of personnel, finding the finance, keepingthe account, and the or gani s ati.on in gener.alwere guided only by flair. But flair can goonly a small way. Its limitation came to sur-face gradually with the increase in the size ofthe enterprise or institution. The compla-cence of dependence on flair was rudely sha-ken in a competetive e'nterprise supplying com-modities and material services admitting ofimmediate assessment. The hazard becamehigh. Success or ruin became the only two al-ternatives; and these were immediate and visi-ble. To minimise the chance for ruin, manage-ment had to be guided by definite basic norma-tive principles. Flair had to give way largelyto conscious intellectual methodology and mea-surement. It had to be recognised as a pr ofe s ;s ion . for which a person can be and should beeducated as for any technical profession. Nat-urally factories were the first to see the inevi-tability of this. It has already fully establisheditself in USA. In an interview reported in theTimes of India (8 F'e b 1956), Charles H Percysaid that there was hardly a single company --out of the 1,510 companies on the New YorkStock Exchange -- whose management was notvested in a professional m an ag e r . Internationalcompetition is fast forcing this practice on allother countries. Another index of the firm for-mation of the profession of management is thepresent-day possibility of Consultant-in-Manage-ment as a career. A still another index of theindividuality and virility of the profession isthe formation of several Management Associa-tions with the International Management Con-gress (1924 --) at the apex. An implicationof all this is a continuous i.ncr ea s e in newthought on the diverse facets of management;and this throws a challenge to classification.

14 Spread of the Profession

It is true that the new profession of mana-gement found its first locus within the sphere ofthe industrial world engaged in the productionand distribution of commodities and services,at a high level of quality and a low level of cost.From this restricted sphere the profession hasbeen steadily spreading itself into other spheres.One of the earliest additional spheres to be 'en-tered was that of Local Authorities. The bridge

An lib SI:

CLASSIFICATION OF MANAGEMENT

facilitating this was perhaps the municipalisa-tion of public utilities. The formation of theInstitute of Public Administration is evidenceof the recognition of the new profession in thissphere. The spread of the profession into thesphere of National and International Governmentwas initiated in 1937 by the Report of the Presi-dent's Committee on Administrative Management,transmitted to the Congress by F D Rooseveltwith the endorsement, " A government withoutgood management is a house builded on sand".The bridge facilitating the entry into the sphereof government was again perhaps the nationali-sation of the production and distribution of manycommodities and services, lying outside theconventional functions of a government. WhenRoosevelt was first elected President in 1932,there were about 10 Government Corporations-- that is Public Authorities in the form ofcompanies. By 1936, this number rose to 93.On his election for a second term, he sensedthe bewilderment caused by so many state en-terprises and realised the need for the grandenterprise of government itself to take heLpfrom the- new profession of management. Nowalmost every government is getting convertedto this view, that the management per se of a89vernment, as distinct from its political make-up and changing ideologies, should be regardedas an impersonal objective technique. Thenewly awakened India too is endeavouring toput this in practice. The tradition that theIndian Civil Service was the best in the worldwas for long delaying the process The firstfault of it to be recognised was that it was inan ivory tower too rigid to allow the intensionsof the legislature and the executive to reach thepublic. It is therefore insisted that the -rnen inthe present Indian Administrative Service shouldcome into closer contact with the public. Theresult tends to be for the I A S men to outdoeven the Ministers in overspending their timein rnakrng oep eech es and encroaching too muchinto the area of expounding ideology and pro-nouncing general policy. This intensifies thevacuum in the management sector to governmentThe task of national reconstruction is not by anymeans helped by this. What is needed is to plantgood management within the machinery of gov er rr-ment and to stimulate the civil service personnelto place greater emphasis on rn anage r i rI virtuesas opposed to demagoguish and political ones.Here, the Central Secretariate Library has adefinite part to play. It should r end er ca ggr os ;

Jun 1956 V 3 N 2

sive ana exhaustive documentation service inrrrana gerrie nt , through periodical anticipatorydocwnentation lists. This needs a helpful clas-sification technique applicable to management.

15 Applied vs Pure Ms nag em ent

Applied management was seized by libra-ry classification much earlier than pure manage-ment. In this, management differs from the:raditional subjects, such as mathematics, phy ,sics, chemistry, botany, zoology, psychology,and economics. In these subjects, literary war-rant had established itself with equal intensityin the pure as well as the applied fields, beforelibrary classification was established as a syste-matic discipline and was turned on those subjects.But management acquired literary warrant onlyin recent years. Even then, it was only in theapplied field. The pure field is still virtuallyfallow. Therefore, the arrangement of docu-ments and their entries, with any managerialcontent, goes with the different conventionalmain classes forming the field of application.We find them distributed among library science,hospitals and other institutions, education, cons-titutional history, political science, and thediverse industries and commerce in the mainclass economics. The subdivision of manage-ment within a particular host class has beenaffected by the development within the host classconcerned. Poverty of literary warrant in puremanagement hi s been responsible for the delayin management being given a place of its ownamong the main classes of any scheme of classi-fication. This has, in its turn, led tb delay inthe study of the fundam~ntal facet analysis speci-fic to management per se. We seem to be nowentering the stage when this facet analysis andthe building of the associated schedules shouldbe done and these should be carried over to anyhost class in the measure of its requirement.Even if literary warrant has not established it-self for a separate main class, we have begun tosee the advantage of establishing facets and sche-dules for pure management and carrying themover to various fields of application. This meansthat the branches of pure management should betraced out with the aid of the published literaturein the applied field.

35

RANGANATHAN

2 DEVELOPMENT OF BRANCHES

A main class is like a banyan tree. Thereis a main trunk - - the basic clas s - - with itsroots. There are also branches -- foci in fa-cets of various kinds -- eech with its own aerialroot reaching down to earth, and forming a sub-sidiary trunk of its own. In the conventionalmain classes, the main trunk and the subsidiarytrunks are already recognised and classificationsees them as an integrated whole. And it ispossible to start with the main class as the uni-verse and travel through and work out the pro-liferations in the various facets. But the pro-cess is reversed in the case of a newly emerg-ing main class like management. The branchesare seen earlier than the tree itself. The sub-sidiary trunks had lent themselves for studybefore the main trunk itself. Let us then havea brief look at the evolution of literature in theseveral branches, which are to be integrated asbranches of the main trunk of management.

21 Finance

Man ag em ent is e s sent ial ly the art of se-curing maximal efficiency in an enterprise.Therefore, .the first branch of management toattract literature was that of the measurementof efficiency. The common denoroinator usedas an instrument for measuring efficiency inmost of the enterprises is money.

211 Book-keeping and Accountancy

Accordingly, the earliest of the litera."tur e now being integrated as part of managerialliterature was on Book-Keeping and AccountancyBy common cons ent, the fir st printed book onbook-keeping is taken to be L Paciolo's book of1494. Since then, there has been a steadystream of books on the subject. Book-keepingculminates in a balance sheet and profit and lossstatement, prepared once in a year or at otherintervals. This serves only as a retrospectivemeasure of efficiency. In this phase of culmi-nation, we may say that book-keeping transitionsinto accountancy.

212 Budget and Budgetary Control

Mere book-keeping and accountancy canonly show the failure or the success of an en-

36

terprise. A more useful measure of efficiencywould be to compare actuality with a pl an orthe intention. The financial dress of the planor intention is the Budget. Budget may be re-garded as postulated prospective accounts. Aconsiderable quantity of literature has grown onbudget. It will certa.inly be an advantage to havethe e st irnat e s and actuals compared at sho r terintervals than the full budget period. Then thetrend of affairs can be seen when there is stilltime to apply any cor r ect ion that may be needed.Such a combined use of accounts r nd budget iscalled Budgetary Control.

213 Cost Accounting and Cost Control

Budget control can deal only with biggroups of income and expenditure. The in-efficiency in one element of the group may bebalanced and hidden by over -efficiency in another.This will be incident particularly in factory en-terprises. As early as 1832, Charles Babbagewrote in his Economy of machinery and manu-factures, "It is of great importance to-know theprecise expenses of every process as well asthe wear and tear of machinery which is due toit". A book on accountancy implementing thisidea was the Factory accounts (1887) of Garckyand Falls. One of these was an accountant; andthe other an engineer. This fact is significant.This branch of accountancy is called Cost Accoun-ting. This is a systematic analysis and presenta-tion of the expenditure in each unit of productionor service. The elements into which the analysisshould be carried out should include the quantityand cost of the raw m at er ial s consumed, the timetaken and the w ages paid to each operation, andan appropriate share of the Overhead Cost ofitems common to all the products, such as rentand taxes, insurance, depreciation, repairs andmaintenance, generation and distribution ofpower, inte~nal transport, telephone, stationery,s al a r y and wages in denartments other than thoseof actual production or service, canteen, and soon. Cost account should assemble all such costelements and arrive at the total cost of a pro-duct or any component of it, and of a process orany operation forming part of it. Cost Controlis similar to budgetary control. Correspondingto the over-all budget postulated in advance, astandard is postulated in advance for the variouselements of costing, such as materials and timeof operation and wages. The actuals are compa-

An lib sc

CLASSIFICATION OF MANAGEMENT

red to the standards at proper intervals or stages,when there is still time to apply any co r r ec tiorithat may be needed. Such a combined use ofcost accounts and standards is called Cost Con-trol. Ob.viously, the service of the engineeringsection is necessary both to get the standards,of materials and time to be established and tomaintain the records of the materials actuallyconsumed and the time actually taken on eachoperation, process, product or constituent.Cost accounting is obviously applicable in allfactory enterprises, and some service enter-prises. It is now being extended also to com-mercial enterprises. It is still a moot questionif it can be applied in equr I measure to publicadministration, and various professional ser-vices such as education, library, and medicine,largely made of intellectual and creative work.It is so in regard to top-management too.

214 Audit

There has all along been audit as a cor-relate to accountancy. It is concerned 'withthe correctness, honesty, and legality of finan-cial t r an s ac t iori s . It is usually done by anagency independe'nt of the enterprise. Modernincome-tax laws virtually impose outside auditon all private enterprises. From very ancienttimes, audit has been regarded as rt necessarycontrol over public finance. There is now anappreciable literary warrant in this correlateto accountancy.

215 Management Accountancy

Budget requires to be geared to clearlyestablished and definite policies. It has furtherto be related to a well-founded and definite or ga ,nisational structure. These are not matterswithin the scope of the accountant's work. Theylie definitely within the jurisdiction of the top-management. Everyone within the enterprisehas to know the part of the total budget for whichhe is responsible. He should put up his divi-sional or departmental budget as the case maybe, in the light of the policy laid down by thetop-management. The accountant's part is inthe co-ordination of these elemental budgets,in the light of the final decision of the top-mana-gement on them. Thus the substance and thesoul of budget-making form an essential part

Jun 1956 V 3 N 2

of the work of the top-management. For thisreason, it is usual to speak of budget and bud-getary control as constituting ManagementAccountancy. Similarly, the setting up of stan-dards for materials, time, and the man-powerneeded for use along with co st ac counts in theexercise of cost control forms an essential partof top-management. It is, therefore, usual tospeak of standard-setting and cost control alsoas constituting Management Accountancy. Mar-ginal costing is anoth e , constituent of Manage-ment Accountancy. It includes items such asbreak-even-analysis and profit-structure.

216 Finance and Financial Control

Literary warrant is galnlng in strengthinthe field of financial planning or capital struc-ture. The study of this starts where account-ancy leaves -- that is from the balance sheetand the profit and loss account. It is concernedwith topic s like total capital, net worth, fixedcapital and its investment, circulating capitaland its flow, and the raising of funds. It dealswith the checks and controls, an d the charts andother mechanical aids, needed or helpful inwatching the financial position continuously andapplying correctives promptly whenever foundnecessary.

22 Production

The second branch of management to gainliterary warrant was Production in an industrialenterprise. It was its secondary trunk that in-vited attention to the main trunk of management.Though this branch began to take shape in actionfrom the beginning of the nineteenth century asa result of large scale factories coming intoexistence, its literary warrant is usually takento have begun with Taylor. This branch. of ma-nagement is concerned with increasing the effi-ciency of production methods. Efficiency inthis area of large scale industrial enterprisecalls for great alertness in responding to theaccelerating tempo of scientific inventions anddiscoveries. Fortunately machinery in. it-self imposes a mental attitude and discipline,favourable to the objective cultivation of theproduction branch of scientific rn aria gern ent .The result is increasing literary warrant andproliferation into sub-branches, each withconsiderable literary warrant of its own. Taylor

37

RANGANATHAN

himself showed the way of increasing. efficiencyby attention to the material factors in produc-tion, such CI s lay-out, flow of materials, se-quence of operations, interpolation of rest,speed, cut etc. His associate, F B Gilbreth,initiated literary warrant on the proces s ofwork, involving investigations, such as motion-study, time-study, and finding "the one bestway to do work", as his wife put it. We shallnow indicate the several sub-branches of theproduction br anc h , The greatest number of sub-branches is found among iron and steel, andother engineering industries. We shall there-fore sketch the sub-branches in that area. Sui t ,able elimination and rnod if ic at.i.on will be easyin other areas, including production of ser-vices. Generic name such as Production Mana-gement, Industrial Engineering and ChemicalEngineering is used to denote the sub-branchescollectively.

221 Production Engineering

The preliminary step for any productionsho uIo be designing, including experimental anddevelopment work, specification, drawing andestimating quantities. These are technical andnon-managerial in scope and content. Produc-tion Engineering begins with the technical dataand i.nfor mat iori furnished by the Design Depart-ment. It includes activities such as the follow-ing:-

1 Analysis of the assembly into sub-as-semblies, each sub-assembly into its compo-nents and so on till the ultimate units are reach-ed;

2 Specifying the quantity and quality ofthe materials needed for each unit;

3 Laying the standard of quaIi ty for eachunit with limits of tolerance;

4 Specifying the procedure for eachoperation on each unit;

5 Specifying the extent to which eachunit should be tooled, by balancing a low toolcost and high labour cost against the reverseof it;

6 Specifying the tools, jigs, and f'i xtu r e sneeded;

7 Specifying the scrap permissible ateach operation; •

8 Fixing the time f or eech op er at: ,oIl

each unit and each stage of assembly;

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9 Specifying the sequence of the opera-tions;

10 Statement of the new machines, tools,and gauges required;

11 Fixing the machine Ioad and output orthe unit of work per hour capable of being hand-led by each machine or process;

12 Recommendation for the purchase ofitems from outside or specialist firms, wherethe load on the horne plant is too great, or theneces sary equipment cannor be provided, orthe necessary experience is lacking;

13 Ensuring that the rc>w material, finishedcomponents, and completed products are neitherin short supply nor in excess of demand; and

14 Fixing the time table for the commence-ment and completion of each unit or each op e r a ;tion and for final assembly and release of theproduct.

Sometimes the items 9 to 14 are collect-ively labelled Production Planning. Produc-tion Engineering may also have administrativecharge of Design and Development.

222 Production Control

Production engineering only sets the stepfor securing efficiency. To secure the intendedefficiency, it is necessary to record the actu-alities and compare them continuously with thespecifications and the programme-s, so thatthe necessary correctives rr.ay be applied atthe proper time. This is called ProductionControl. It includes activities such as thefollowing: -

1 Control of rria t e r ial s movement withinthe factory;

2 Control of tools in regard to theirdesign and issue to the shops;

3 Control of due dates as prescribed bythe production engineer;

4 Control of quantity and quality at pres-cribed stages of production;

5' Control of replacement of the rna t er ialor product rejected by the inspector;

6 Control of eff ic iency of op e r ataon s 0,

each unit in respect of the time specified andac tually t ak e ,t ,

Sorn et im es the items 3 to 6 are collect-Jelj" called Progress Control.

CLASSIFICATION OF MANAGEMENT

223 Simplification and St arida r d

The schedules a~d sp ec if.icatio ns to be de-termined by the production engineer will have tobe ba sed on the concrete conditions of work andvarious st arid ar d s of work app r op r-iate to theseconditions. Moreover, efficiency will call fora continuous improvement and simplification ofthe various elements in the concrete conditions.During recent yeC'rs many sub-branches of pro-duction bearing on these have developed consi-derable Ii t er a r y warrant. Here are some ofthese sub c br anc h es t ;

1 Motion Study. It is an examination ofeach operation with a view to removing unneces-sary movements, improving the methods ofoperating, determining the duration and locationof rest periods to overcome fatigue, suggestingmodification of tool, design, lay-out,fittings,furniture etc for consideration of the concernedspecialists, and training new workers in theright way of working.

2 Time Study. It is fixing the time foreach operation under the known conditions ofoperation, and helping in the coIc ul at.ion of thestandard output per unit of time of a machineor a depot or a department, or a worker.

3 Irnp r overn ent and design of tools andjigs, fixtures, gauges, patterns and templates,etc.

4 Machinery and Equipment for HandlingMaterials. This begins with the reception ofraw materials and equipment at the plant,covers the movement of materials, equipment,finished parts etc through the desired points inthe plant in the desired qua.ntities and rates andends with the despatch of the finished productfrom the plant.

5 Lay-Out of the Plant. This concernsthe arrangement of the various manufacturingand storage centres, and aims to minimisehandling and transport as the raw materialsmove steadily forward from the point of recep-tion of new materials to the point of despatchof the finished product .

6 Location. This concerns the determi-nation of the most favourable place for thefactory in the light of proximity to the sourcesof raw materia.ls and power, consumers, cIimatic conditions, transport facilities, securityfactors etc.

Items 1 and 2 taken together are. denotedby the term Work Study. Gilbreth was the pio-neer in this field.

June J956 V 3 N 2

224 Execution

The execution of the work in accordancewith the plan, making the necessary adjustmentsin it as and when need arises in the course ofthe execution, supervising the worker s, main-taining their morale, maintenance of qua Htystandards, app lic at ion of stat ist ical control me-thods for the purpose, and keeping the neces-sary records for fixing the wages of eachworker, etc form the core of production. Thisis the residue left over to the shar e of the exe-cutive engineer, after the various spe ciaIi s edsub-branches of i.ndust r iaI engineering estab-lished themselves.

225 Inspection

The purpose of Inspection is to controlthe standard of workmanship and finish of thecommodities or services produced by the en-terprise. In recent years, this sub-branch ofproduction has begun to have literary warrant.Its literature deals with topics, such as

1 Checking of raw materials;2 Checking the dimensionaJ accuracy of

very unit and operation;3 Control of heat treatment process;4 Checking the correctnes s of the sub-

assemblies;5 Checking the fina I assembly, its

finish, and work-worthiness, and certifyingit as fit for delivery; and

6 Checking the tools and gauges.

22.P Plant Engineering

Another sub-branch cel li ng vfo r recogni-tion is Plant-Engine·ering. There are articleson it, needing the attention of the clas sifier.There are even occasional books. It is gene-rally a partial comprehension of various tech-niques, pooled together from the angle of therequirements of the auxiliary services withina factory. It usually comprehends power supply,industrial heating, maintenance of the machinery,tools, buildings, equipment, electrical installa-tion, heating, ventilation, lighting, and safety-measures. This is like house-keeping. In everyenterprise sorn e rp ar t or other of this assignmentwill persist.

RANGANATHAN

227 Purchase

Purchase usually covers about a half ofthe annual allotment of any enterprise. Theprogress of the work according to the timeschedule will not be possible unless the neces-sary materials are available on time. Conso-lidating the requirements of all the departmentsin advance, placing orders, procuring them atthe most favourable rates, checking the deli-veries against invoices, and arranging for pay-ment, come within the scope of the purchasedepartment.

228 Stores and Material Control

A sub-branch forming a solid base of car-rying out production programmes is concernedwith the reception, palletising, storing, andissuing of all the purchased materials includingraw materials, tools, jigs, and gauges. It isequally necessary for the intermediate commo-dities to be stored, issued for the further stageof production, and accounted for. So also thefinished product should be stored till it is des-patched away. The scraps too may have to becared for; it becomes an important function inthe· enterprise of goldsmithy, for example; hereeven the shop sweepings will have to be treatedfor the extraction of filings and other minutepieces. In recent years, this sub-branch ofStore-Keeping and Material Control hi's begunto develop literary warrant. As and whentechnology is able to utilise bye -products andretrieve them from wastage, they too will haveto be stored and accounted for.

23 Personnel Management

Management is concerned with the achieve-ment of maximal efficiency with the material andhuman resources brought together in an enter-prise. Taylor initiated the branch closest tothe material factor. Gilbreth contributed mostto the combination of the two factors by ini tra ,ting the branch on work methods, dealing inci-dentally with the application of the physiologyof fatigue. The human factor in an enterpriseis a far more complicated affair, since withrn an , as a Living organism, go not only the vitalbody, but also the elusive complex of emotions,win, intellect, and -- equally important -- the

40

capacity to combine and act collectively. Andyet curiously, a systematic study of the manage-ment of the human factor has been Iat e in emer-ging. No doubt, Personnel Management-in-action had been in existence all along. RobertOwen, for example, showed the way as earlyas the turn of the nineteenth century. But thepioneers in literary warrant were perhaps H WGantt, B S Rowntree, and M P Follett. Theirrespective first books were !yorks, wages andprofits (1910), Human fact~)T in busines§ (1921),and Creative experience (1924). A remarkableapplication of empirical scientific method topersonnel management was the HawthorneExperiment of the Western Electric Companyfinanced by the Rockefeller Foundation andconducted from 1927 to 1947 -- about ten yearsof observation and another ten years of inter-pretation of the observed data. Several sub-branches of personnel management have begunto acquire lit e r ar y warrant. Here are some ofthem:-

231 Employment

This includes

1 Liaison with sources like educationalinstitutions, employment bureaux, and otherstate agencies concerned;

2 Interview, appointment, promotion,transier, termination etc;

3 Initiation and follow-up of new recruits,and interviews and consultations as and whenrequired;

4 Hours of work, overtime, leave etc;5 Conformity to the laws and regulations

relating to employment.

232 Training

This includes -

1 lJl-training of employees at the com-mencement, and later for promotion or trans-fer to other kinds of work etc;

2 Initiation to and encouragement fortaking additional full-time or part-time educa-tional courses outside or inside work periods;

3 Suggestion of courses of self-educa-tion;

4 Provision of library service, publica-tion of House Magazine, etc;

5 Conduct of tours to similar institu-tions, rnus eurn s , exhibitions etc.

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CLASSIFICATION OF MANAGEMENT

233 Wages

This includes -

1 Maintenance of wage structure;2 Control of differential rates, special

payments, change in individual cases based onefficiency, etc;

3 Deduction from wages etc.

234 Incentives

This includes not merely wages but otherfactors rIf ecting morale, status, team-spiritetc.

235 Health and Safety

This includes -

1 Observance of the F'a cto ry Act;2 Accident prevention and safety mea-

sures like systematic inspection of the factoryand the machinery, and safety education;

3 Investigation of accidents and incidenceof occupational, diseases;

4 Medical services, rn edic s l examina-tion, health records etc;

5 Fatigue study;6 Wor krn ent s Compensation Act.

236 Welfare Se r vic e s

This includes -

1 Canteen provision;2 Provision of social and recreative

opportunitie s;3 Assistance in housing, shopping, trans-

port, etc:4 P'en's ion fund and other benevolent

schemes;5 Grant of loans;6 Legal aid;7 Advice on individual problems.

237 Industrial Relations

This includes -

1 Negotiation with T'r ade Unions;2 Machinery for Joint Consultation, Pro-

Jun 1956 V 3 N 2

duction Committee, Work Committee etc;3 Advice to employees in collective

dealing;4 Workers' grievances;5 Out-side negotiations affecting per-

sonnel.

Sub-branches like industrial medicine,industnal psychology, arid industrial trainingand legal advice corne within the purview of thebranch of personnel management, only foradministrative purposes, Their technique willhave to be classified with their respective mainclasses.

24 Public Relations

For eventual success, it is necessary foran enterprise to keep the consumers informedof itself. Virtually the potential world of con-sumers is the public. Even apart from thiseconomic necessity, there is the democraticnecessity to keep the public informed. Thecombined effect of these two forces is havingits full sway to the point of making Public Re-lations a branch of management during recentyears. A considerable literary warrant hasbegun to develop in this branch. Many enter-prises from the government down to a privateenterprise have begun to establish a publicrelations department. Its work is to dissemi-nate information about the nature and the wayof work of the ent er-pr is e , and about the com-modities and services offered. It seeks todiscover the public mind by opinion investiga-tions. It strives to prevent and remove mis-understandings about the enterprise, The mediait uses include printed hand-outs, the press,the radio, exhibits, motion pictures, tours,public addresses, and the guided coriduc t ofindividual visitors and groups of visitors. roundthe scene of work of the enterprise. Courtesyand truthfulness should be its guiding prin-ciples. The pure methodology of public rela-tions forms a main class by itself. Here weare concerned with its application.

25 Sales Management

Another important activity of any enter-prise is the sale of its commodities or ser-vices. Sale e s s ent.i=Ily means making the con-sumer accept the commodities or services.

41

RANGANATHAN

The over-all picture of s-ales-work presentsmany proliferations and sub-branches, each ofwhich is rapidly gaining in literary warrant.It includes sub-branches covering diverse ac-tivities as shown be Iow s,

251 Market Research

This includes -

1 Assessing of the suitability of thecommodities or services to the market;

2 Finding of further markets;3 Studying the competition in the field;4 Finding the price load which the

market can bear; etc.

252 Preparation for the Market

This includes -

1 Design and pattern;2 Packaging with special attention to

attractiveness, facility in opening and using;and

3 Trade-Mark arid Brand.

253 Price Maintenance

This includes price maintenance all downthe channel of distribution.

254 Channels of Distribution

This includes -

1 Selling direct to the public, usuallyadopted in highly specialised commodities,household appliances, and services like trans-port, entertainment and catering;

2 Selling direct to industrial users andother kinds of enterprises, r?w materials,semi-commodities, tools, machinery, officeequipment etc;

3 Selling through retail agencies, thesebeing reached either directly or through whole-sale agencie s , or multiple or .departmentalstores;

4 Mail Order; and5 Export Trade.

42

255 Advertisement

This will include _

1 Liaison with advertisement agents;2 Media for advertisement like posters,

newspapers and periodicals, direct mail, radio,cinema, illuminated signs, and various formsof point-of-sale media;

3 Advertising Production including the"message", the .copy", and the "illustration".

This is different from public relations,though the two overlap to some extent.

256 Sales Service

This includes only the administrativecharge of the work. The actual service willhave to be done by the production department.Aft e r c sale s service is an important operationnow being widely extended.

257 Physical Distribution

This includes -

1 Warehousing and storage;2 Stock control, which will have to be of

the per petu al inventory kind;3 Despatch and Transport.

258 Sales Force

This may include -

1 Sales agent;2 Travelling salesman;3 Territory formation and Sales quota

for the agent, sal e srnan , or branch, as it maybe.

Commerce can be an independent enter-prise by itself. Here we are concerned withits application to an indu s t r-iaI or service en-terprise.

26 General Office Functions

Put in general terms, General OfficeFunctions centre round communication. Thisbegins with the recording of all decisions, data,

An lib sc

CLASSIFICATION OF MANAGEMENT

and instructions. The records may have to bemultiplied or at least copied for circulationwithin the concern or to outsiders. This leadsto correspondence. It also calls for filing andarchives work, the latter being concerned withthe preservation of the records no longer inactive use and the destruction of some of theseaccording to a timetable. .:5implification andstandardisation will call for the design and useof forms and registers. Telephone and messen-gers usually fall to the share of general officefunctions. Mechanical aids like dictaphone,type -writer, duplicating machinery, filing re-ceptacles and equipment, and several othergadgets are being developed for mechanisingseveral general office functions. Considerableliterary warrant is therefore developing in thebranch of General Office Functions.

27 Top Management

In the course of the description of someof the above branches, certain elements werepointed out a s falling within the special purviewof Top Management. As it is to-day, the li_terary warrant of the various other branchesand sub-branches is so overwhelming as to hideaway the literary warrant of Top Management.For, the literary warrant of this primary api-cal bud of management i" relatively small. Itis small because the essence of top managementlies in the ineffable qualities of leadership andvision. It pervades every branch and seizeseveryone of it not in a detailed or gross manner,but in a gerie r a I but subtle and life-giving way.By common consent, the literary warrant onthis apical bud of management is taken to helvebegun with H FayoI's Industrial and generaladministration. 'I'hough it carne out as a bookonly in 1925, its first appearance was in 1916as a contribution to the Bulletin de la Societede l'Industrie Minerale. It was based on hispersonal experience as managing director ofCommentry-Fourchambault & Decazeville, oneof the largest coal and iron enterprises of Fran-ce for thirty years from 1888 to 1918. Topmanagement was not merely the source ofbread, but also the field of recreation andcreative thought for Fayol. He did it duringthe hours of work and lived it during the hoursof leisure. With great penetration, he was allalong analysing the unana Iy eabl e elements oftop management and seeking to express in ob ;

Jun 1956 V 3 N 2

jective terms what was ineffable. The resultsof his thought were hrst communicated in twopapers __ the first in 1900 to the French Con-gress of Mining and Metallurgy, and the secondin 1908 to the golden jubilee of the FrenchSociety of Mining Industrie s. It wa s this paperwhich was later elaborated into the classicpublished in 1916. In thus combining workunder duress, leisure time occupation, andcreative work and turning it all on one and thesame subject, Fayol's life is a demonstrationof the theory of happiness given in my Educa-tion for leisure (1948). He established theParis Centre of Studies in Administration tospread t rie leaven. As a consultant to Govern-ment in World War I, he had the opportunityto apply this theory to military and civil enter-prises.

271 Sub-Branches

The following are some of the sub-branchesof top c m ana gerne nt , which are gaining in literarywarrant:-

1 Policy-Making. This includes the enun-ciation of the objective of the enterprise and theformulation of the broad principles forming thebasis of its operations.

2 Organisation. This includes -1 The break-down of the whole work

of the enterprise, needed for carry-ing out the policy, Int o its compo-nent organs;

2 Fixing the authority, r espon sihiHty ,and duty of each organ of the struc-ture; and

3 Fixing the nature of relation betweenthe organs, such as Line Relation orthe relation between superior andsubordinates, Functional Relation orthe relation between a specialistorgan and the organ engaged in carry-ing out the main operation or thework of the main objective or subjectof the enterprise; and

4 Staff relation or relation describingthat of a personal assistant to thechief, with no formal relation to anybut the chief and yet forms as it we!ean extension of the per sonality of hischief in carrying out the responsibi-litie s of the latter.

This is also called Planning.

43

RANGANATHAN

3 Command. According to Fayol, thisincludes -

1 Issue of broad instructions to sec-ure that the interest of the enter-prise is not overshadowed by sec-tarian or individual interests;

2 Over-all supervision of work;3 Ma int en- nc e of morale;4 Discipline and sanctions against

indiscipline;5 Decision-making in situations pre-

senting alternatives;6 Observance of equity; and7 Release of the creative element

among the staff.

4 Control. This includes continuous re-view of the data brought up in the matter ofbudgetary, financial, production, material andsale controls from time to time.

5 Co -ordination. This includes -1 Securing balance of activities among

the organs and the individuals en-gaged in the enterprise;

2 Securing unity of effort; and3 Establishing and watching the junc-

tion moments when different sec-tions have necessarily to get dove-

. tailed in their work.

This requires particular attention in res-pect of the subject-function and the service-functions within the enterprise - - that is thefunction forming the objective of the enterpnseand the specialist services needed for the effi-cient discharge of the subject-function.

6 External Affairs. This includes con ,tact and negotiation at policy level with agen-cies, outside the enterprise, in the political,economic, and social spheres both in the publicand the private sectors.

28 Puzzle due to Interlocking

Two factor s have been causing a puzzlein th e designing of the classification of manage-ment, in addition to the difficulties caused bythe late development of literary warrant in thesubject and by the literary warrant developingfirst in the applied field and its not yet havingdeveloped appreciably in the pure field. Thispuzzle has been baffling classificationists. Thetwo factors are of the nature of interlocking.

44

The first interlocking is between knowledge ofmanagerial skill and that of technical or subjectskill needed in the production of the commodityor service, forming the objective of the enter-prise. The second interlocking is between thedifferent branches and sub-branches of manage-ment itself. To rationalise the classification ofmanagement, these two interlockings should beclearly seen, unlocked, and restored.

281 First Interlocking

Fayol did this for the first kind of inter-locking. He showed that every participant inan enterprise - - workman to manager or clerkto head of state -- should have both managerialand subject skill. The difference lies only inthe proportion of the two skills needed. Toconcretise the interlocking, F'a yo l gave an abs-tract model of the varying proportions amongthe employees of different positions, and forthe heads of enterorises of different sizes.(vide table on the ~ext page).

The benefit of the above sample analysisby Fayol is that we are able to realise thatmanagerial function and subject function areseparable and should be studied and thereforeclassified as distinct disciplines. Some acute-ness is necessary to spot out the subject func-tion in an enterprise. For example, it isTechnology in a factory; Sale in a commercialbusiness; Investment in a bank; Safety of theState and Social Welfare in a government. Sincemanagement is more abstract than enterprise,when both of them appear in mutual r el at rori ina document, management should succeed en-terprise, in the facet formula. This is accord-ing to the Principle of Decreasing Concrete-ness in the facet formula, which is more orless stabilised and may'be taken as a corol-lary of the Canon of Increasing Concretenessto be satisfied by the sequence of classes bothon the shelf and in the doc urn ent a taon list.

282 Second Interlocking

The second kind of interlocking IS due tothe fact that any branch c r sub-branch of mana-gement throws forth all the branches peculiarto the main trunk manag ern ent itself. In otherwords, any branch or sub-branch of manage-

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CLASSIFICATION OF MANAGEMENT

Proportion of Skills in Percentage

Class of Employee in Technical Manageriala large enterprise Total I Financial I Accounting I Commercial I Top I Other

Workr~lan 85 15 0 5 0 5 5Foreman 60 40 0 10 5 15 10Shop Manager 45 55 0 15 5 25 10Section Manager 30 70 5 20 5 30 10Department Manager 30 70 5 10 10 35 10Works Manager 15 85 10 10 15 40 10General Manager 10 90 10 10 10 50 10

Head in an Enterpriseof Size

One-Man Business 40 60 10 10 20 15 5Small 30 70 10 10 15 25 10Medium 25 75 10 10 15 30 10Large 15 85 10 10 15 40 10Very Large 10 90 10 10 10 50 10Head of State 8 92 8 8 8 60 8

ment becomes an enterprise by itself. In addi-tion to its own distinctive technique, it admitsof the skill of rn ana gern errt also. There existdocuments in which a particular branch or sub-branch of management is the host class andthe whole or any branch of management occursin a facet of it. Let us illustrate. As anexample of moving up from the side of a sub-branch to possible host branches, location andlay-out will arise as a sub-branch in top-management, and every other department likeproduction engineering, production control,time-study, motion-study, tools, purchase,stores, accounts, budget, and general office.Again, as an example of moving down from theside of a host branch. to possible sub-branches,we shall take the branch, General Office Func-tions, as the type. It has within itself most ofthe branches of management, in little.

l' Top Management: - Surely the object-ive should be stated and remembered, it maybe taken as carrying out communication withinand without the enterprise with the greatestpossible eff ic iencv . The work of the branchshould be p r op er l, parcelled out and distributedto groups of staff; this is organisation and plan-ning. The expenditure of the department shouldbe watched and c;ontrolled; this is budgetary con-trol.

Jun 1956 V 3 N 2

2 Location:- There should be liaisonwith heads of other depa r t rn er.t s ; this is exter-nal affairs. The location of the General Officewithin the campus of the enterprise needs asmuch thought as the location of the campusits elf.

3 Lay-out: - This involves the determi-nation of the ideal flow of materials within thedepartment, and the most economical distri-bution of the room of the chief and of the dif-ferent sections 01 the staff. There is a conti-nuous output of contributions on this.

4 Tool Design and Maintenance:- Theoperation of the department requires manytools such as dictaphone, typewriting machine,filing cabinets and trays, not to speak of pen,ink, pencil, paper and other stationery. Someof these may have to be selected from themarket and s'orne may have to be designed tosuit the particular requirements of the office.In either case, they will have to be maintainedin an efficient condition.

5 Mechanical Handling: - We hear of officework being "Fordized"; that is the papers andfiles are carried by moving bands from the -clerks performing one process to those perform-ingthe next, the band finally emptying them atthe despatch sectior. th r oug h a chute.

45

RANGANATHAN

6 Work Study: - There is ample scope tosimplify and standardise clerical work with theaid of time-study and motion-study, and to de-sign tables, chairs and other equipment to se-cure economy in the performance of work.

7:- Personnel:- There is certainly aresidue of personnel work to be done within thedepartment to maintain morale, to formulatequalifications for staff, to make suggestions fortraining etc.

8 Production: - There is certainly needto produce a work chart for the details and thesequence of the various operations and to prac-tice production control with the aid of the workchart.

9 Accountancy: - The subsidiary accountsof the department will have to be maintainedAnd the budget of the department should be pre-pared.

It may happen that certain branches arethin and perhaps even absent in some cases.Some of the branche s may give difficulty inidentifying; but they can be isolated and namedif some care is exercised. The difficulty isusually generated in the verbal plane.

283 Puzzle due to Locus

Puzzles arise also in regard to the pla-cing of managerial documents in the over-allsequence of the classes.

1 In the first pla ce , the inordinatelyslow emergence of literary warrant in the purefield of rriana.ge rrient , has caused a puzzle insecuring a place for pure rna nag erne nt arnongthe main classes, that is in the array of thefirst order in the classification of the universeof knowledge.

2 Secondly, even in the applied field,the choic e of the host c las s is a sourc e of puz-zle. In an enterprise engaged in the productionand distribution of co rnrnod it ie s and servicescatering to physical or near-physical wants,the host class is the appropriate industry-sub-division of the rna in class, economics.

3 In an enterprise engaged in satisfyingrrient a l , political, and social wants, the ten-dency is to use as host class the main classdealing with the technique of satisfying the want,e. g. library, hospital, education, politicalscience, home ecoriornv , and law. The mana ,gerial documents of an institution are usually

46

made to have the institution as the host class.However, all schemes do not decide theseissues in the same way.

4 Further, there are some border lineca s e s where it is difficult to decide whether thehost subject for their rnanag e r ia l literatureshould be found in the main class economics orin the main class taking the technique of theproduction of the commodity or the service con-cerned. Newspaper rria na.gerne nt , home lTIana-gement, town and country planning, housing,and forestry are examples of border line cases.

5 Again within the rna in clas s economic s,certain personality isolates other than an indus-try call to be treated as host class for their ownrnana ger ia l documents. Cornrn er ce , money,banking, public finance, and insurance areexamples.

6 Moreover, on account of SOlTIereasonor other, it has been the practice of taking outof industries and giving a distinct place in thepe r s ona lit y facet of ecoriorn ic s to the servicesof corrirnurricat i.on and transport. Thereforetheir ma nag er ial doc urn ent s will have to go withth em . This puzzle of course is something pe-culiar to economics itself.

7 With regard to the other puzzles, thereis need to arrive at some agreed criterion todetermine locus or host class of rna nag e r ia ldocuments in the applied field.

3 IDEA PLANE

Both in designing a scheme of classifica-tion and in applying it to the classification of adocument, the first step is to analyse in theidea plane. This analysis is dependent on theuniverse of knowledge under consideration - itspast development, the trend of its future deve-Ioprue nt , and its structure. This is independentof the s cherne of classification into which it hasto be fitted. It is intrinsic to the subject itself.The a.naly s is is best done in t er m s of the fivefunda rnent a l categorie s per sonality, matt e r ,energy, space and time and the concepts ofround, level, facet, array, and zone. One na-turally begins with the first round. It is oftenthe fir st level of per sonality rnanife station thatneeds first attention.

3 t Per sonality Facet

The whole of section 2 is really a probeinto the per sonalitv facet of round 1, level 1.

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CLASSIFICATION OF MANAGEMENT

A local name should be improvised for it. Sincethe isolate ideas rn ent io n ad in section 2 corres-pond to the vari JUS functions arising in manage-ment' can we use the name Function Facet?

311 Array of order 1

The next point for decision is the preier-red helpful sequence of the isolates in the arrayof order 1. Arranged by the Principle of Laterin Time, a helpful sequence may be:-

Top-Management; General Office; Pro-duction; Public Relations; Sale; Personnel;and" Accounts and Finance Departments.

There is a common tendency, however,to combine General Office, and Accounts andFinance. Moreover, Personnel is a servicede pa r trn ent covering all else. It may there-fore be helpful not to put it in their midst. Itis desirable therefore to put it at the begin-ning or at the end of the sequence. But it is un-helpful to oust Top-Managernent from the headof sequence. Thus the end of the sequence issuggested. The resulting sequence is:-

Top-Management; Production; PublicRelations; Sales; General Office; Finance andAccounts; and Personnel.

312 Array of Order 2

We have next to decide. s irnila r ly , thehelpful sequence in each of the seven arrays oforder 2, arising respectively from the sevenisolates of order 1. We shall take the secondorder array of Production for demonstration.Arranged by the Principle of Later in Time, ahelpful sequence may be:

Plant Engineering; Simplification andStandardisation; Production Engineering; Pur-chase; Execution; Production 'Control; Inspec-tion; and Stores and Material Control.

But there are a few special considerationsStores can also have claim to corn e immediatelyalter Purchase. Further, Purchase is not ofthe same subject or technique germane tothe enterprise, as Production Engineering onthe one side of it, and Execution, Production

. Control and Inspection on its other side. Itshould therefore be rescued from its being jam-

Jun 1956 V 3 N 2

med between high-brow techniques. The indica-tion is that it may be brought down the sequenceto just before Stores. Plant Engineering is likehouse-keeping. It too is not high-brow techniquepeculiar to the enterprise. A more helpfulplace will be near the end. The resulting se-quence is:

Simplification and Standardisation; Pro-duction Engineering; Execution; ProductionControl; Inspection; Purchase; Stores andMaterials Control; P'l ant Engineering.

The sequence of the isolates in the otherarrays of order 2 should be fixed in a similar

,way. To save space, the results alone will begiven in the schedule at the end.

313 Array of Order 3

We shall take the array of order 3 occur-ring under Production Engineering a~ the samplefor study. According to the Principle of Laterin Time, the following may be taken as a moreor less helpful sequence:

Design and Development: Analysis intosub-assemblies, components, and operations;Specification, for each unit, of the standard ofquality with limits of tolerance, the procedurefor each operation, the tool etc, the extent oftooling, and the time for each operation (toge-ther called Production Chart); Specifying thequantity and quality of the materials required;Specifying the scrap permissible in each opera-tion; Specifying the sequence of operations, themachine load and output, the semi-commoditiesto be purchased from outside, ensuring thecorrect quantity of materials and components,and fixing the over-all time-table (togethercalled Production Planning); and Specifyingthe new machines, tools, gauges, etc re-quired.

The sequences in the other arrays oforder 3 and of higher orders should be fixedin a similar way.

314 Moot Point

The finding of the appropriate host iso-late for Rate Fixing, Wage Fixing, and PriceFixing is a moot point. Can Rate Fixing andWage Structure be a subisolate of personnel

47

RANGANATHAN

and Wage Fixing and Price Fixing subisolat e sof Accountancy? Or, should Rate Fixing andWage Structure be isolates in array of or der 1?

315 Level 2 of Personality

Perhaps the isolates in the per sonalityfacet of level 2 in round 1 should be made ofthe Boards, Committees, Offices etc made upof persons'. In this the analogy m ay be takenfrom the schedule found useful in politicalscience and the constitution of a country, withsome modifications. The first isolate foundthere is IHeadl. Perhaps this may be retained,though the designation rriay vary as President,Chairman, etc. This isolate may have to besubdivided into Vice-Head, Deputy-Head, etc.if need arises. The second isolate found thereis 'Executivel. This term has a different rne an ,ing in managerial literature. Its equivalentmay be taken as Board of Directors, Committeeof Management etc. The third isolate in poli-tical science is ILegislaturel, and the fourthis IPartyl. In management, these may be re-placed by IGeneral Body' and an intermediatebody such as, 'Council' between the GeneralBody and the Board of Directors. The nextdivision 'Local Body' in political science maybe replaced by 'Committee'. There is a trendin the management of enterprises to have a bodycorresponding to 'Judlci2ry' in political science.Corresponding to it we may have to find a suit-able term. Can we use the term "Officers" or"Executives"? To some degree and in someadapted form, these isolates will be applicablenot only to the furic t io na I isolate Top-Manage-ment, but to every other isolate in the person-ality facet of level 1 in round 1.

32 Matter Facet

As in all other c la s s e s , in rnanag ern erittoo matter facet, gives difficulty. It is conjec-tured that it may occur in the first round whenthe host personality isolate is Production, Fin-ance, or Personnel. We should remember thatthe matter isolate in round 1 is an 'actand'that is, something on whic n the action denotedby the succeeding energy isolate is turned. InProduction, it may be some phy s ic al material.In Work-Study, such as Time-Study and Motion-Study, it may be a person! In Finance, it may be

48

some form of credit. Consi.der abl e experiencein handling micro documents in the field is nec ee >

sa r y to settle the schedule of isolates in thematter facet of round I suited to the various hostisolates taken with the succeeding energy isola-tes in round 1. There appears to be no royalroad to this except looking for micro documentspresenting this facet and actually classifying asmany of them as possible, with a provisionalschedule, and modifying it tentatively in thelight of the needs arising. Then only, it will bepossible to arrive at a satisfrctory, stable sche-dule.

33 Energy Facet

FayoI's analysis of the work of msna ge ,ment yields the chief isolates in th e energy facetof round 1 when the host is either the basic classManagement or the personality isoIat e Top-Man-agement. They may be thrown into 2 more orless helpful sequence as follows:-

Policy; Organisation: Function (Authorityand Responsibility); Supervision to eliminatefriction, waste, and deadlock arid to securesmooth and efficient working; Co-ordination ofthe work of the different elements in the struc-ture of the organisation; Providing cures incase of break-down; Improvement.

This sequence of isolates grafts as itwere and is mnemonic with the isolates in theenergy t ace t of Medicine, Po l iri c a l Science,and Sociology. When the host isolate in thepreceding personality facet is anything otherthan Top-Management, a change is necessary inthe isolates of the energy f acet . For as statedin section 282, each of these isolates taken alongwith the main class "MCInagement" is itself anenterprise in little. Therefore it has its ownspecific Techniques, wbichjs houl.d figure as iso-lates in the energy facet. These specific energyisolates will have to be found out separately foreach host isolate In the personality facet. Man-agement can only be one of them. Therefore, theisolates appearing in the energy facet of the mainclass will appear only in the energy facet of thesecond round ~uving Manag em ent as the hostisolates in the first round. This shift to a laterround occurs in the management in every subjectin the applied fieLd.

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CLASSIFICATION OF MANAGEMENT

34 Personality Facet in Round 2

There is another result of each of the per-sonality isolates other than Top-Management be ,ing equivalent to an enterprise by itself. It is theappearance, as isolates of round 2 after the ener-gy isolate' Management', of isolates similar tothose of the personality facet of round 1, in so faras the host isolate in the array of order 1 de-mands or permits.

35 Matter Facet in Round 2

The isolates for the matter facet, if anyin the second round, will vary with the host.

4 VERBAL PLANE

There is near -chaos in the verbal plane,in the field of 'Management'. It clouds the is-sues in the idea plane. The construction of theschedule is therefore made difficult. The cloudin the idea plane aberrates the analysis in thatplane. Therefore, the assignment of isolatesto the different rounds, levels, facets, and evenfundamental cat ego r ies suffers; and the synthe-sis to be done in the notational plane suffersequall y. This diffic ulty is not pec ulia r to ananalytico-synthetic classification only. It dogsequally any enumerative classification at thestage when the classificationist builds the mono-lithic class numbers.

41 Main Class

There is no agreement even in the wordby which the main class itself should be denoted.Management, Adrn irri st r at io n, and Organisationare the rival claimants. In certain applied fieldslike ~overnment, local government, court of law,hospital, and library, Administration has beenmuch in use. On the other hand, in industry, en-terprise giving service, landed estate, and edu-cation, Management has been much in use. Inthe former groups, Management is used to denotethe branch 'Office Function'. In the latter group,Administration is used to denote that branch. Indespair, as it were, L Gulick improvised an ex-pressive initionyrn to denote the main class. Itwas Posdocarb (= Planning, Urganising, Staff-ing, Directing. Co-ordinating, Reporting, and

Jun 1956 V 3 N 2

Budgeting). He launched this proposal in 1937,But it did not get established. The term Man-agement is said to be gaining ground. It is saidto have been adopted in the global sense at ameeting, held in 1910 in the apartment of Gantt,between Justice L D Brandeis (then a lawyer),Gantt, Gilbreth and a few other engineer s , toprepare the brief in a case on Railway FreightRates to be argued by Brandeis before the Inter-state Commerce Commission of USA. Let ustherefore adopt BManagementB Cl.S the name ofthe main class.

42 Isolates

There is similar disagreement in theterm for practically any isolate in the person-ality facet as well as the energy facet. Someexamples of alternative claimants are given be-low.

Top-management and Direction; PolicyMaking and Programme Planning; Direc-tor, Chief Executive, and President; Pro-duction Engineering, Process Engineer-ing' Production Planning and ProductionControl; Production Manager, Works Man-ager , Works Engineer, Industrial Engi-neer; and Chemical Engineer. Public Re-lations, Information, Public Information,and Propaganda: Sales Manager, SalesDirector, Sales Executive, and Commer-cial Manager; and use of Distribution inthe place of Sale; Office Manager, Cleri-cal Manager, Manager, and Administra-tive Manager: Personnel Officer and Wel-fare Officer, and about 60 other names;Board of Directors, Governing Body, Exe-cutive Committee, Managing Committeeetc; Policy Direction, Plan, Objective andPurpose; Organisation, Plan, and Classi-fication: Span of Control and Span of Su-pervision; Functional Service, Staff Func-tion, and Service Function, as againstSubject-Matter Function.

Perhaps the terminology in other languages isequally confusing.

43 Canons of Context and Enumeration

In any Iivi ng language, words are alwaysprotein-like. Terminology is seldom stable.In a new discipline attracting lit e r atu-r e for the

49

RANGANA

first t irn e , t e r rn ino logy takes long to get stand-ardised. But the ideas get defined rnuch earlier.To postpone the work of designing a sche rne ofclassification till the t e r rnino logy gets stan-dardised would be like postponing to enter thesea until the waves stop. Nor is it practicableto load the schedule of classification with a for-rna l definition of every te r m occurring in it.This is particularly true today in regard to Man-ag em ent . The only practicable course is to usethe schedule of classification itself as the re-rn edy . For, the schedule arranges the isolateideas in an hierarchical sequence. The isolatenurn ber s , reflect this hierarchical sequence.The classes and class nurn ber s also have thishierarchical quality. If the isolate nurnb er orthe class nurn be r is thrown in the Io r m of achain, the connotation of any link in the chainis shown by the cornp lex of lower links. Andthe denotation of a link is rnad e definite "lndunique by the corripl ex of upper links. In rnyProlegoll1ena to (ibrary classification (Ed 2ready for the press), the f or rn er ll1ethod offinding the rn eani ng of a t e r rn in a shcedule ofclassification is said to be governed by theCanon of Eriurn er at ion, and the latter, by theCanon of Context. These two canaons and theexplanation given incidentally in Section 2"Developll1ent of Branches" are brought intouse in the schedules given at the end.

5 NOT ATIONAL PLANE

While work in the idea plane dependsonly on the intrinsic attributes of the field ofknowledge to be c la s sif ied and not on the sche-.rn e of classification used, and work in the verbalplane depends on the natural language used andnot on the ordinal language characteristic of thes chem e of classification used, work in the nota-tional plane has, by its very nature, to dependon the s chern e of classification used. Therefore,this section and the succeeding ones have to beturned on a particular s chern e of classification.It is now increasingly realised that the ever-dy-narn ic nature of the universe of knowledge indi-cates the use of an analytico-synthetic s ch em ein preference to an enu rne r at ive one. In thelatter, the rigidity of enu rn er at ion begins evenat the very outset; while in the f or rner , rigidityis relegated to a rnuc h later stage when funda-rn ent a l constituent isolates are to be enu rner a ;ted in the diverse facets.

50

HAN

51 Facet Analysis and Mixed Notation

The facet and phase aria ly s is , to be im ,plernent ed in an analytic 0 - synthetic scherne ,ca ll s for a mixed notation. There should be atleast two spt;cies of digits -- a species of sub-stantive digits to represent isolates, and a spe-cies of digits for use as connecting symbols.This has been shown in ll1y Report 5 to FID/CA(1955). BC, CC, and UDC are the only publish-ed schemes of universal coverage using distinct:species of digits for these two purposes. In BC,it is only in an incipient stage.

52 Zone Analysis and MixedNotation in an Array

The nurn be r of fundamental constituentisolates arising in an array is often greater ·thClnnumber of digits of anyone specie s in cornrn oriusage. This by itself rnay be rnet by the use ofgroup notation. But, in rnarry facets, an arrayhas to be heterogenous; that is, some of its iso-lates are common to rno s t host classes, whilesome are special to the particular host classunder consideration; again, some isolates haveto be got by enumeration, while other s are bet-ter got by sorn e device such a s alphabetical,chronological, geographical or subject device;further, som e are isolates proper, while othershave to be quasi-isolates or characteristics forthe fo r rnat ion of isolates proper. To meet therequirements of such a heterogeneity in its iso-lates, an array has itself to use a mixed notation;that is, it has to use substantive digits of dif-ferent species. This le ad s to the fo r m at ion ofzones in an array. The irnp lern en ta t io n in thenotational plane, of the findings of the zone ana-lysis in the idea plane, is only incipient in UDe.It is more developed in CC. Its use of four spe-cies . digits - Rorn an small, Arabic nurne r a l ,Ron. _.1capital, and circular brackets used forpacket notation - - enables the formation of fourzones in an array, corresponding to these res-pective species of digits.

53 Law of Parsimony andOctavising Digit

Taking a base of the nine Arabic nurn er ;a l s , for definiteness, if the nurnb er of isolatesin an array is greater than 9, group-notation be-

An lib sc

CLASSIFICATION OF MANAGEMENT

comes necessary. Suppose, for example, thatthe number of isolates is 10; then we have to usea group no t at ion of two digits; and digits for anisolate number of the array becomes two. Onthe other hand, if we make the last digit of thespecies -- that is 9 -- a mere octavising andnon-significant digit, the first eight isolate num-bers need to have only one digit each and the twolast isolate numbers only will have two digitseach; thus the average number of digits for anisolate number of the array is only 1.2; this ismore satisfying to the Law of Parsimony. Thisis examined in full detail in the forthcoming se-cond edition of my Prolegomena to library cle>s-sification. This gives rise to the concept oflast octave, penultimate octave, etc in the thirdzone of an array; this leads to the convenienceof specialising each of these octaves to accom-modate special isolates got by a particular de-vice __ s ay , alphabetical device in the last octave,chronological device in the penultimate octave,etc. Even if all the isolates in an array are tobe got only by enumeration, the Law of Parsi-mony is satisfied, because, the total length ofthe array is then equal to the sum of the lengthof all the zones. A far greater number of iso-lates can be represented by a single digit in anarray with a mi~ed notation than in one with a .pure notation.

54 Law of Parsimony andTelescoped Array

Again, if we can be dead certain thatthe total nu rn ber of isolates in the correspond-ing zones of two consecutive arrays will neverexceed the length of the zone, the two arrayscan be telescoped in the zone. This will makethe average number of digits smaller than other-wise. This is studied in the forthcoming edi-tion of the Prolegomena.

cials in its penultimate octave. We have so farcome ac r o ss this only in arrays of a personal-ity facet. A system isolate can be followed byan isolate belonging to the first or the secondzone of the same array, but separated by a com-ma in the notational plane -- a s if they belongedto two different facets. This too gives s at isf'ac ;

'tion to the Law of Parsimony.

56 Increase in Versatility

To put it in general terms, the use of,mixed notation, to provide for a distinctive setof connecting symbols and to mark off differentzones in an array, adds to the ver satility of ascheme of classification, In other words, it 'en-.abl e s the notation of the scheme to keep stepwith more of the variegated demands of the uni-verse of knowledge, experienced in the ideaplane, than the us e of pur e notation.

57 Guinea-Pig

Since the CC has the greatest species ofdigits in active and differentiated use, it ischosen as the guinea-pig for demonstratingthe work in the notational plane. The schedulesin the later sections are CC schedules, for thesame reason. To change over to the notation ofan enurner ative scheme or to a largely enumera-tive scheme like UDC, all possible class num-bers may be synthesised from the CC schedulesof isolates for the diverse facets and then an all-through enumerated schedule of class numbersmay be arrived at.

6 SYMBOL FOR MANAGEMENT

We have to find a symbol for Management,as a main class and as an isolate. This has to bedone in the case of many other concepts.- For·example, Law can figure as a main class as wellas an isolate in some other class; so it is with

It is found th at a subject or an isolate in Mathematics,Physics, and Chemistry. But therea facet of a subject can be expounded according is an important difference between these latterto a particular system of exposition or may be subjects and Management. That is the d'iffe r en-,studied only within a special restricted context ce in the sequence in which the appearance as anor conditions. In Wage c F'ixi ng , for example, we isolate and as a main subject came to be recog-have the systems named after Halsey, Rowan, nised. This has been discussed in section 1"5.Bedaux, etc. In CC the systems are represent- Literary warrant had led to the recognition ofed in the last octave of the third zone and the sp e , certain subjects as main classes. In their case,

55 Telescoped Facet

Jun 1956 V 3 N 2 51

RANGANATHAN

their appearance as an isolate is looked after inthe notational plane by the subject device. Ma-nagement is not a subject of that nature. PureManagement has been described as a distillatenewly being raised from applied fields in whichit had been for long recognised and well develop-ed as an isolate. In CC, a new main class ofthat nature is placed in the fourth zone; that is,it is represented by a packeted number. Thenurn ber within the brackets is th et of the subjectwith which it has had good association. This islargely a matter of judgment based on literarywarrant. As need arises for such a new mainclass to be recognised, the users of the schemeshould come to an agreement about the numberto be put within the brackets.

61 Main Class Number

It is proposed that Pure Managementmay be denoted by (X). Another pos sible clai-mant is perhaps (W). How to choose betweenthese claimants? The answer will depend onthat to another question. Which has been morecultivated -- Public Administration or Manage-ment in the economic and industrial sphere? Inwhich of these applied fields, literary warrantshows more of proliferation? It is believed thatthese have happened more in the industrial andeconomic field than in the other. It is in thisbelief. that (X) is proposed as the main class'number fOI Pure Management.

62 Isolate Number

The significant digit in the isolate num-ber for management has been 8. This meansthat the isolate number is 8 or 98 or 998, etc.It may be repeated that the isolate number cannotbe got by the subject device in any applied field,as the main class number has itself been gotfrom the applied field. This is true of all mainclasses accommodated in the fourth zone of themain array.

63 Similarity

The facet fcrmula and the schedule foreach facet to be used after (X) the main classwill be the same as those to be used after theisolate 8, or 98, or 998 etc as the case may be.

52

7 SCHEDULE

Focus in Main Array(X) Management

Focus in [iE] of some classes8 Management

Note 1: - (X) accommodates only PureManagement.

Note 2: - 8 accommodates only AppliedManagement. Some host classes admitting 8as energy focus are:

X9 Industry,X5 Commerce,X4 Transport,X3 Communication,X62 Banking,

X Economics;W Political sci enc e ;V History, with ITpD

added;T Education,2 Library science,

with or without [IP1] add ed.Note 3:- The facet-formulae for (X) and 8

are similar. The difference lies in what appearsas round 1 in (X) appearing as round 2 if it fol-lows 8.

Note 4: - It may happen that the isolatenumber for applied management is 98 or 998,in case 8 in the first octave is otherwise oc cu-pied.

Note 5: - The energy focus 8 may occuralso with a class number denoting an institutionas its host class number.

Note 6: - The rounds are mentioned inwhat follows, as for (X).

Foci in Array of Order 1 in [1P1 J1 Top-management9A Production managementB DistributionC Finance and accountsM General office managementN Public relationY Personnel management

Note 7:- It is presumed that there is notmuch probability for either specials or systemsor any categories deserving to be treated as ifthey are systems, to occur in management.

Note 8: - On this assumption, zone 3 alsois used to accommodate enumerated specialisolates.

Note 9: - At the same time, the number ofisolates in array of order 1, as viewed from theidea plane, is far less than the total number ofplaces in zones Z and 3, taken together, in the

An lib sc

CLASSIFICATION OF MANAGEMENT

notationaL plane. For, even if we restrict our-selves to the use of only two octaves in each ofthe zones, we get 64 places in the notationaLplane.

Note to: - The above fact makes possiblethe telescoping of arrays in certain regions ofthe array of order t, as it will be seen in thefuller schedule given hereafter. Such a teles-coping results in economy in notation, much tothe satisfaction of the. Law of Par simony.

Note 11: - If it eventually turns out thatsystems and specials do appear in management,zone 4 is kept as a reserve to accommodatethem.

some

r ~Foci in L1P~(with notes interspersed inplaces)

Top managementBoardPresidentVice-PresidentFirst vice-presidentSecond vice-presidentSecretaryGeneral bodyTrustee bodyCommittee

(illustrative subdivisions)AgendaOrganisationBuildingMachineryMarketFinanceAccountsStaffAnnual reportChief executiveDepartmentsCommittee of the executives'

t22,12,22,212,222,8356

61626364656667686917891

Note 12:- Viewed from the idea plane,the isolates 2 onwards are subdivisions of iso-late 1. As such, they belong to array of order2. However, as viewed from notational plane,there is a telescoping of the two arrays. Thishas been made possible because there can beonly one isolate as top management.

Note 13:- The divisions 2,1 to 2, B re-present a combination of Q:P1] and [!P2].President etc. obviously form organs of Board;and they, therefore, are isolates only in thefacet forming level 2 of personality.

Jun 1956 V 3 N 2

Note 14: - The foci in the second level ofpersonality, mentioned above, are correspond-ing to similar ones in any managing body in anyhost class. The digit 1 is mnemonic for theHead and 8, for the administering staff.

Note 15:- The isolates Z. onwards in thearray are more o r less parallel to the corres-ponding sequence of isolates in political scienceand constitutional history. This satisfies theCanons of Consistent Sequence and of ScheduledMnemonics.

Note 16: - Trust Board, as distinct fromthe Board of Management or Directors, exi st sin certain cases to watch and safeguard generalinterests. The digit S is used to denote it,mnemonically with its use for Civics in Politi'-cal science and History.

Note 17:- The subdivisions of isolate 6are listed as for an industrial enterprise, sofar as the- verbal plane go es _ The same is t r uealso in the case of all the isolates listed here-after. If the host class is different from anindustrial enterprise, the terms should be sui-tably altered. Many of the seminal ideas be-hind these isolates are likely to occur in mostcases where 'management' appears as an ener-gy isolate.

Note 18:- Th ..:! Canon of Context should beus ed in interpreting the terms against the iso-lates 61 to 691. For example, '64 Machinery'means 'Committee of top-management on ma-chinery' .

Note 19:- In general, the Canons of Con-'text and Enumeration are presumed through-outthe rest of the schedule, thus avoiding the kindof verbiage often occurring in UDC.

9A Production management9B Product engineering9B 1 Single product9B2 Double product9BS Multiple product9B6 Bye product9BB Waste utilisation

Note 20: - 9B and its subdivisions are toaccommodate only documents dealing witheconomic efficieny and the management of thesection of an enterprise dealing with productengineering. Documents dealing with the tech-nique of design, drawing, etc will go with theclass in applied science forming the basis of theenterprise.

S3

RANGANATHAN

9C St anda r d s engineering

. Note 21: - Viewed from the idea plane, 9Band 9C are subdivisions of 9A; as such, theybelong to an array of later order than 9A. But,as viewed from the notational plane, the twoarrays form together into a telescoped array.

Note 22: - Viewed from the idea plane, 9Dto 9M are subdivisions of 9C; as such, they be-long to an array of later order than 9C. But asviewed from the notational plane, the two arraysform together into a telescoped array.

Note 23:- Notes 21 and 22 together implythat the array of order 1 of the facet Q,P1] isone in which three arrays of order 1,2 and 3respectively stand telescoped.

9D9D19D29D49D59D69D619D629D7

MachinerySelectionCapacityObsolescenceReplacementDriveIndividualCommonOperation

More concrete sector9DB to 9DY Specific machinery, to be named

for each enterprise in relation to its own con-text.

Note 24: - The term 'machinery' is used ir:the limited sense of power-driven machineryused to change in some way the material beingprocessed, and it excludes small tools, jigs,fixtures, etc used with machinery; it also ex-cludes any equipment used for handling materi--11. This is as applied to a manufacturing enter-prise.

Note 25:- The significance of the term'More concrete sector' is as follows:-

A document may cover an isolate ofzone 2 and an isolate of zone 3 as well. Then,the isolate of zone 3 will appear in the classnumber as an isolate of Qpi], that is as anisolate of the facet of the next level. The twoisolate numbers will, ')f course, be separatedby the connecting symbol comma. In otherwords, we have in the schedule the phenome-non of telescoped facets, described in Annalsof Library science, 2, 1955, 68 -74, and in theforthcoming second edition of the Prolegomenato library classification. Example:-

54

Library sc ienc eCirculation workCirculation managementIssue machineryOperation of issue machineryElectronic issue machineryOperation of electronic issue

machineryIn a subject like this, which is not an indus-trial enterprise, the term 'machinery' shouldnot be restricted to power -driven machinery,as stated in note 24.

22:62:6:82:6:89D2:6:89D,72:6:89DC2:6:89DC,7

9E Tool etc9El Design9E2 Construction9E3 Sharpening9E4 Replacing9E5 Coolant9E6 Issuing9E7 Operation9E8 Tool crib

More concrete sector9EA9EB9EC9ED9EE9EF9EG9EH9EK9EN9EP9EQ9ES9ET9EW9EX

ToolAbrasiveBlankingDrillingParingCuttingSlottingHammeringFireJigFixtureMandrelArborTemplateWrenchGauge

Note 26:- The significance of the term'More concrete sector' is similar to the onedescribed in note 25. The connecting symbolfor sector 1 is comma.

9F Material handling equipment9Ft to 9F7 Similar to 9Dl to 9D7

More concrete sector9FB Transfer9FC Transport9FD Horizontal9FD1 Fixed path9FD5 Variable path9FE Vertical

An lib sc

CLASSIFICATION OF MANAGEMENT

9FE1 Fixed path9FE5 Variable path9FF Horizontal and vertical9FF1 Fixed path9FF5 Variable path9FP Gravity9FO' Muscular power9FR Mechanical power9FS Hydraulic9FT Pneum.atic9FV Therm.al9FW Electrical9FY Atom.ic

Note 27: - The isolates 9FB to 9FFS arebased on the nature of the handling to be done;while the isolates 9FP to 9FY are based on thekind of power used in the handling. A do c urn entm.ay cover any isolate of the first of thesegroups as well as any isolate of the secondgroup. In that case, the auto-bias device shouldbe used; that is, the isolate num.ber of the firstgroup should be followed by the isolate of thesecond group, with a hyphen separating them..Exam.ple;

9FE-P Chute9FE-P3 Spiral chute9G Aut orriat on9G1 to 9G7 s im il a r to 9D1 to 9D79H Power9H1 Selection9H2 Capacity9H3 Source9H31 Production9H35 Purchase9H5 Change

More concrete sector9HR to 9HY sim.ilar to 9FR to 9FY9J Furniture9K Location9K1 Selection9K2 Capacity9K3 Centralised9K4 Scattered9KS Change

More concrete sector9KB Zone9KC Country9KD Region9KE Place9KF Site9L Lay-out9L1 Orientation

Jun 1956 V 3 N 2

9L29L39L49LS19LSS9L95

CapacityCentralisedScatteredSingle floorMultifloorRem.odelling

More concrete sector9LC By product9LE By process9LJ By m.achinery9LM Mixed

Foci in ITP~ for "9L Lay-out" .The foci 1 to Y of ITpt] and their subdivisionsare to be adapted suitably.

Note 28~- The foci in [1P2] are to beused only to indicate their respective positions,in so far as the general lay-out needs their con-sideration. Exam.ple:-

X9:89L,1 Location of top-m.anagem.entX9:89L,9A Location of production engineering

officeLocation of storesLocation of accounts officeLocation of general m.anagem.ent

office

X9:89L,9VX9:89L, FX9:89L, M

Note 29: - But the details of the internallay-out of the foci in [iP2] should be ac corn ;m.odated in the second round of facets for thecorresponding focus in @P1]. Exam.ple:-

X9:89E:89L Lay-out of tool cribsX9:89D:89L Lay-out of m.achineryX9:891:89L La y s out of office of top

m.anagem.ent

Work studyMotion studyProcess analysisOperation analysis

9M9M19M119M12

9M139M39M319M329M339M349M359M369M379M38·9M3919M3929M3939M394

Microm.otion studyTherbligsTransport em.ptyTransport loadedPre-positionGraspRelease loadHoldPositionUnavoidable delayAvoidable delayBalance delayDirectInspect

55

RANGANATHAN

9M395 Se l e ct9M396 Search9M397 Plan

9M4 Fatigue study9M42 Physical9M45 Mental9M5 Rest period

9M6 Time study9M61 Base time9M65 Effective time

9M7 Delay9M71 Operational9M715 Cleaning9M717 Inspection9M75 Factory9M751 Material9M752 Machine9M753 T':)Ql9M754 Instruction9M755 Away from work9M77 Personal9M77·1 Late beginning9M772 Talking9M773 Food etc9M774 Pause9M776 Away from work9M778 Early stop

More concrete sector

9MA Working conditions9MB Design9MC Drawing9MD Machinery9ME Tool, jig etc9MF Material handling9MG Material9MJ Furniture9MN Vibration9MP Noise9MQ Heat9MR Humidity9MS Light9MT Nourishment9MU Time of day9MV Duration9MW Monotony9MX Sanitary condition9MY Safety arrangement

Note 30:- The isolates in zone 2 of 9Mare to hold documents dealing with standardsin regard to the respective isolates.

56

Note 31: - Naturally the standard will bedependent on the working conditions. The iso-lates defining the working conditions are givenin zone 3.

Note 32:- The isolates in zone 3 of 9M areto hold documents dealing with standards in re-gard to the respective isolates.

Note 33:- A document may cover an iso-late in zone 2 and another in zone 3. Then,the isolate of zone 3 will appear as an isolateof I}pII while, the isolate of zone 2 will ap-pear as an isolate of I}P2J, that is as an isolateof the next level. The two isolate numbers willbe separated by a comma.

Note 34:. It is necessary to subdivide theisolates of zone 3 into different standards ofabnormality, in order to apply the provision innote 33. This can be done only after such stan-dards of abnormality get established in the pub-lished documents.

Note 35: - The Canon of Enumeration fur-nishes the denotation of most of the terms inthe divisions of work study and of "work study"itself. But the following terms need to be de-fined: -

"Motion study" consists of dividing workinto it s most fundamental element/ elementspossible; studying these elements separatelyand in relation to one another; and from thesestudied elements when timed, building methodsof least waste. - - Gilbreth

"Process analysis" is the division of apiece of work into its constituent jobs or op-erations and the related movement of materi-als, if any; it is followed by a study of thenecessity and effectiveness of each constituentoperation in the performance and completionof the pi ec e of work. This has' been called"job ana ly s i s" in my Library administration(1935).

"Operation analysis" is the division of anoperation into its motion-elements; it is fol-lowed by a study of the elements that can beeliminated, or combined, or may be made in adifferent sequence, and of "the one best way" ofdoing the operation; the degree of resolution isa matter of flair.

"Micromotion study" is the time-measure-ment for each of the motion-e lements or ther-bligs of an operation or job.

An lib sc

CLASSIFICATION OF

II Time study" is the determination of thetime required to do an operation in "the onebest way"; its chief use is in setting standardsfor 'base wage'.

In micromotion study, time is measuredoften correct to .0005 minute with a micro-chronometer and with a motion-picture-film,and s irrio graph.

In time study, time is usually measuredc or r ect to .02 or .03 minute with a stopwatch,or correct to .01 minute with a Marstochrone.

9N

9P9P1'1P119P129P139P15

Production engineering

Production planningProduct analysisDimensionToleranceOualityOuantity

More concrete sector9P1B to 91PY Parts to be listed in the

context of the product concerned

9P29PZ39P259PZ519PZ539PZ549PZ55

Material analysisOualityOuantityNetScrapWastageGross

More concrete sector9PZB to 9PZY Materials to be listed in the

context of the product concerned9PZZB to 9ZPZY Parts to be purchased to

be listed in the context of theproduct concerned

9P39P319P329P339P349P359P369P3619P36Z9P3639P37

Operation instructionMachine loadToolsSetting timeCutting speedFeedTimeBaseAllowanceTotalSe que nc e of operations

More concrete sector9P39B to 9P39Y Parts to be listed in the

context of the product

Jun 1956 V 3 N 2

MANAGEMENT

Still more concrete sector9P3B to 9P3Y Parts to be listed in the

context of the product

Note 36: - As viewed from the notational planethe above appears to be a single facet. Butviewed from the idea plane, it is a telescopedfacet. Three consecutive facets stand teles-coped. The class number of a document cover-ing an isolate from each of the three sectorswill present all th e three facets. The facetswill be in the decreasing sequence of concrete-ness. The connecting symbul for any sector iscomma.

9P4 Subassembly9P41 Components9P42 Materials9P43 Operation instruction

(to be subdivised as 9P3)

9P5 Assembly(to be subdivided as 9P4)

9P6 Scheduling9P61 Cornrn erc e rne nt9P65 Subcontract9P68 Completion

The more concrete sectors and the note,similar to those under the isolate 90

9P7 Work flow9P7B to 9P7Y Parts to be listed in the

context of the product

9Q9019029039Q349049059Q69079Q8

Production controlDespatchMaterial feedMachine loadingIdle machineTools feedQuality controlTime recordingChasingQuantity control

More concrete sector9Q9B to 9Q9Y Operations to be listed in

the context of the parts andproduct

Still more concrete sector9QB to 90Y Parts to be listed in the

context of the product

Still more concrete sector90ZB to 9QZY Subassemblies and assembly

to be listed in the context of theproduct

57

RANGANATHAN

Note 37:- When two or more facets appear,the connecting symbol is comma: for any s ecto r ;

Note 3L: - When the number of operationsor parts warrant it, group notation may be used.

Note 39:- 9N to 90 form a telescopedregion. 9P and 90 are subdivisions of 9N.

9R9S9S19S29S39S49S59S69S79S919S95

ExecutionInspectionTrialWorkingKey operationFunctionEfficiencyEnduranceDestructiveField or patrollingCentralised

More concrete sector9S9B to 9S9Y Operations to be listed in the

context of the parts and product

Still more concrete sector9SB to 9SY Parts to be listed in the context

of the product

Still more concrete sector9SZB to 9SZY Subassemblies and assem-

blies to be listed in the contextof the product

9T9T19T29T49T59T519T529T539T549T559T58

9TB9TC9TCE9TD9TE9TF9TH9TJ9TH9TH9TJ3

58

Material controlStandardIndentInspectionInventory turn-overMaximumMinimumOrder pointDanger pointStandard orderPhysical verification

More concrete sectorMaterialParts (purchased)Parts (manufactured in factory)MachineToolsHandling equipmentPowe~,Factory suppliesWaste and wiping ragsLubricating oilsCutting oils

9TJ49TK9TM9TN9TO9TR9TS9TT9TV9TW9TX9U9U19U29U219U229U259U279U2749U39U319U329U339U359U49U419U429U439U449U459U469U479U489U59U69U619U79U8

Pickling solutionsConstruction materialsSpare partsWork in progressOffice suppliesJanitor suppliesContainersVehiclePlant engineering materialsPersonnel division materialsSalvaged materialsPurchaseIndent analysis &: groupingSourceBy geographical areaBy standingReciprocityPersonal influenceGift and briberyPrice acceptancePrice listOuotationTender (competitive)NegotiationBuying methodAd hocForwardScheduledSpeculativeRentingHireGroupBlanket orderLot-sizeOrderOrder without priceChasingInvoice

More concrete sector9UB to 9UY Similar to 9TB t o 9TY9V Store9V1 Receiving9V2 Rejecting9V3 Stacking9V4 Protection9V41 Fire9V42 Corrosion9V43 Dust9V44 Evaporation9V45 Humidity9V46 Weather9V47 Theft9V48 Insect

An lib sc

9V59V69V659V95

CLASSIFICATION OF MANAGEMENT

Lot-sizeIssueReturnClass symbol

More concrete sector9VB to 9VY Similar to 9TB to 9TY

Note 41:- 9T to 9V form a telescopedregion. 9U and 9V are subdivisions of 91'.

9W9X9X19X29X39X349X359X49X59X6

9X9B9X9C9X9D9X9E9X9F9X9G9X9H9X9J9X9K9X9M9X9N9X9P9X9R9X9S9X9T9X9Z

TransportPlant engineeringInspectionCleanlinessMaintenance (preventive)PaintingOilingRepairChange and reconstructionInstallation and construction

More concrete sectorEarthworkMasonryWood workSteelworkAluminiumCopperOther: metalsConcreteReinforced concreteGlass workCeramic workPlasticRubberLeatherTextileOther materials

Still more concrete sector9XB Building9XB 1 Foundation9XB2 Floor9XB4 Support9XB41 Wall9XB45 Pillar9XB5 Stairway9XB6 Roof9XB61 Beam and truss9XB62 Rafter9XB63 Covering9XB7 Window9XB8 Door

9XC9XC1

Service connectionWater

Jun 1956 V 3 N 2

9XC29XC39XC49XC59XC69XC8

9XD9XD19XD29XD39XD49XD459XD59XD8

9XE9XE19XE29XE39XE49XE69XE7

9XF9XF19XF29XF39XF49XF59XF69XF7

9XG

9XH9XH19XH29XH39XH49XH59XH69XH79XH8

9XJ

9XK9XK19XK29XK3

9XM

9XN

9XP9XP19XP4

DrainageGasStearnOilOther HquidsCompressed air

Working conditionVentilationVibrationNoiseHeatHumidityLightAir conditioning

YardLandscapeRoadwayWalkwayParking spaceFenceOutdoor signs

Yard structuresWater tankDrainCrane structuresRail tracks etcOther structuresTunnelsConduits

Safety equipment

Fire -fighting equipmentExtinguisherHydra ntHoseSprinklerPailTruckLadderOther tools

Watchman's equipment

Safety measure deviceRailing and other guardsFloor markingWarning signal

Vehicles

Electrical equipment

Power plant equipmentGeneratorTransformer

59

9XP59XP69XP89XQ9X019XQ29XQ49X059XQ96

9XR9XR19XR39XR319XR339XR349XR35

9XS9XS19XS29XS39XS5

9XT

9XU

9XV9XV6

9XW

9XX9XX19XX2

9XY

RANGANATHAN

SwitchgearControl roomStorageTransmissionUndergroundOverheadCutoutPowe r outletLightning protection

Ut ilis ationMot o rCo rrirrrun ica t ion systemsSignalTelephone (internal)FurnaceLight

EquipmentMetreGaugeRecording devicesElectronic control

Mechanical equipment

Steam power

FurnaceHeat treatment equipment

Drying equipment

Operating equipmentMachineryTools

Material handling equipment

Note 42: _ When two or more facets a.pp ea rthe connecting symbol is colon for sector 1, andsemicolon for sector 2.

9ZB9ZC

9ZD9ZE

Deve lopmentLaboratory scale (experim-ent,

research)PilotPrototype

Note 43:- The above four isolates in thesecond octave of the penultimate octave form amore concrete sector than the one formed byits first octave. This means that there is teles-coping of facets, as viewed from the idea plaue ,In other words, a class nurnb e r may have afacet made of an isolate taken from the secondoctave and an additional facet of a later leveltaken from the fir st octave of the pe nult ir-:' "e

60

octave. For example 9ZD, 905 is quality con-trol fOT prototype.

Note 44: - The resulting sequence violatesthe Principle of Later in Evolution, in as muchas it puts the stages of development to prototypeposterior to the stage of manufacturing. Thisis an unhappy result imposed by notational exi-gency. The only justification in its favour willhave to be invoked by applying literary warrantand arguing that this sequence is in accordancewith the Principle of Favoured Category.

Note 45:- Zone 2 of array of order 1 ofGpi] is independant of the product or the

service produced by the enterprise. But, asthe schedule shows, the penultimate octave ofzone 3 of array of order 1 depends on the pro-duct or the service concerned. The last octaveof zone 3 of array of order 1, being scheduledhereafter, is common virtually to all enter-prises.'

BB1B11B111B112B116B12B16

B2B21B211B212B213BZ17B22B221B225B227B231324B25B26B261B262B28B281B282B285

B3B31

DistributionMarket researchDemandQuantityQualitySeasonal fluctuationSupplyPrice load

Sale s promotionVisual methodFlairExhibitionShow roornDemonst r at ionGraphic methodPackage labelPictureFilmTrade "nameAfter - sale - s ervic eGuaranteePremium schemeGiftCouponGroup methodConsumer BoardRetailer BoardWholesaler

AdvertisementMedium

An lib sc

B311B3l11B3l2B3l22B31Z3B3l25B313B3l4B3l5B3l6B3l7B3l8B32B322B325B328B36B36lB362B363B364B365B37

CLASSIFICATION OF MANAGEMENT

LeafletPersonal distributionPosterStaticMovingIlluminated signRadioCinemaTelevisionPressTalkSky-writingLegendCompositionPictureTypographyTimePre _productionAfter -productionContinuousDiscontinuousSpecial occasionsBy audience

Note 46: - More than one of the above iso-lates can be combined by auto-bias device.

B4B4lB4l8B44B44l

B442B442lB4425B4427B48B48lB482B485

B5B5lB52B55B56B57

Physical distributionPackagingOpenerTransportBy kind

(To be divided by vehicle asin D5 Engineering)

By owner shipSelfPublicPrivateAreaLocalInlandForeign

ChannelDirectRetailerWholesalerDistributorAgent

B6 PriceB6l Price differentialB62 DiscountB65 Price maintenance (Divide as B5)

B 7 Selling

June 1956 V 3 N" 2

Note 47:- Only those isolates are givenwhich pertain to manufacturing enterprise quamanufacturing enterprise. But commerce andadvertisement are by themselves independententerprises; and there will be many more iso-lates, pertaining to them and given under them.

C Finance and accountsD FinanceD1 DemandD2 RaisingD3 IncreasingD4 ReducingD5 InvestmentD7 AllocationD8 ControlD84 Varian~eD86 Co-rr e ct ion

More concrete sectorDB Net worth

DCDClDCllDC12DC13DC2DC2iDC22DC23DC24DC25DC26DC27DC28

DC3DC4DC7DDDDlDD2DD5

DEDElDE2DE3DE5DE6DE7

DF

DGDGl

Issued capitalOrdinary sharesFounders'DeferredPreferred sharesPreference sharesCapitalProfitPartic ipatingNon-participatingCumulativeNon -c umulati veRedeemableNon-redeemable

Bonus shares0wner's capitalEndowment fundsGeneral reserveCapitalRevenueSecret reserve

Borrowed ca pit a l (Liabilities)AccruedMedium termLong term (Fixed)DebenturesProvisionsLoan (Creditors)

Assets

Fixed assets (Fixed capital)Tangible

61

DGiiDGi2DGi3DG14DGi5DGi8DG2DG2iDG22DG25DG4DG41

DG42

DH

DJDBDJ2DJ21DJ23DJ3

DKDK5DK6

DN

DP

DQ

DRDR1

DR2

DR3

DR4

DR5

DR6

62

RANGANATHAN

LandBuildingsMachineryVehiclesFittings and furnitureSubsidiary companiesIntangibleGoodwillPatentTrademarkFictitiousPreliminary expenses

Loss

Current assets (Circulating capital)

Working assetsFinished productWork in progressSubassembliesComponentsMaterials

Liquid assetsInvestment (Debtors)Cash

Expenditure and income

Expenditure

Income

ProfitFactory (or Working) surplus

(-Gross sales (less returns) minusNo r m aI recurring manufacturing(or service) expense includingdepr ec iation)

Gross trading profit(-Factory surplus minus Abnormalnonrecurring expense)

Net trading profit or (Gross profit)(-Gross trading profit rn inu s fixedexpenses such as for marketing,administration, design, re~earch,interest on borrowed capital)

Net profit(-Net trading pr of it minus sundryincome not fr orn trading)

Final profit (Balance from profit)(-Net p r of it minus expenses, notarising from the trading and notrelating to the period of the pro-fit, e. g. Tax, Gift, etc)

Final profit after adjustment(-Final profit plus or minus

EE1E11E16E2E21E26E3E4E8E84E86E91E9iE913E914E916E917

E92E921E922E923E924

E9BE9CE9ME9N

adjustment for accuracy of account)

BudgetForecastingQuantityMoneyPreparationQuantityMoneyApprovalRevisionControlVarianceCorrectionForm of presentationRatioGraphChartTableNarrative

Internal structureP'r e lirn ina r y legendsVertical headingsHorizontal headings (Classification)Code syrnbo l s

More concrete sectorBasicCurrentFixedFlexible

Still more concrete zoneEB Sales budget

EC Manufacturing budgetsED ProductionEE Materials (Direct only)EF Labour (Direct only)

EG Manufacturing expense (On cost =Indirect expense only = FactoryOverhead: - Variable like supplies,semivariable like, indirect labourand indirect materials, and fixedlike rent, rates, depreciation)

EH Purchase (All materials includingdirect, consumable, and capitalgoods)

EJ Capital expense (Plant and equip-rrient , including addition, better-ment, repairs, replacement, re-newal, prolongation of life in thecase of plant (= buildings plusmore or less stationary e quiprn e nt )

An lib sc

..

EKELE:L3EMENEPEOE05ER

£SETEWEXEY

EZ

EZY

C LA SSIF IC A T ION OF MAN.AGE MEN T

and equipment t= movable physicalproperty used in production withlife longer than one year), andtheir depreciation)

Expense budgetsSellingAdvertisementFinancial (Treasurer)Executive (Direction)Sorporation (General administrative)PersonnelWelfareAuxiliary (= Other departments,

s uc h as Purchase office, Storesoffice, Office Manager's office.To be numbered on a single digitbasis or group basis according totheir total number)

Cash budget (Finance budget)Finance programmeEstimated balance sheetEstimated profit and loss accountMaster budget

Still more concrete sectorSubsidiaries, branches etc to be

numbered EZB, EZC. etc withMaster budget to all combined

Note 48:- The class number of a docu-ment covering an isolate from each of the threesectors will present all the three facets. Thefacets will be in the decreasing sequence ofconcreteness. The connecting symbol is commafor any sector.

F Accounts

G Book- keepingGl Assembling relevant recordsG2 Matching entries in recordsG3 CalculationG4 VerificationG5 Passing for paymentG6 Posting in booksG7 AdjustmentG917 ChasingG92 to G94 similar to E92 to E924G93 Physical structureG931 Bound bookG932 Loose leafG933 CardG934 Punched card

Jun 1956 V 3 N 2

More concrete sectorG9A Associated documentsG9B InvoiceG9C BillG9D VoucherG9E Advice of paymentG9F ReceiptG9G Script, chequeG9N to G9Y Associated subsidiary books

(To be divided in the context ofthe main book concerned)

GAGBGBlGB2GCGDGEGFGGGHGHlGH2GH3GKGLGMGNGPGOGRGS

GT

GUGVGWGW2GW6

GXGX2GX6

GY

Still more concrete sectorBooksBills booksBills payableBills receivablePurchase accountsWages and salaries accountsPension accountsInsurance accountsTaxes and rates accountsRoyalty accountsMineralAuthorshipPatentRent payableInterest payable (Borrowals)Other accounts (Payable)

Sale accountsRoyalty receivableRent receivableInterest receivable (Loans)Other accounts (Receivable)

Statutory accounts of companies

Cash booksGeneral cash bookPayment booksCheque payment bookCash payment book

Cash and cheques received bookCheque received book-Cash r ec e iv ed book

Other cash books

Still more concrete sectorGZB to GZY Different departments, sub-

sidiaries, branches etc withGZY Consolidated account for all

G(O)G(1)

Still more concrete sectorSystems of book...k,eeping

Single entry

63

RANGANATHAN

G(2) Double entryG(3) Treble entry

Note 49:- The connecting symbol for thefirst sector is colon and that for the others iscomma, if more than one facet occurs.

Note 50: - The subsidiary books for dif-ferent accounts should be enumerated accord-ing to the context of the basic account.

H AccountancyH1 to H4 similar to G1 to G4H5 Conversion of foreign currencyH91 to H9Z3 similar to E91 to E923

More concrete sectorHA StatementsHB to HZY similar to EB t o EZY with HW

subdivided into HWBHWB to HWK6 similar to DB to DK6 and

with HX subdivided intoHXN to HXR6 similar to DN to DR6HXP and HXO to be subdivided into primary

accounts in relation to the contextof the enterprise

Note 51:- The connecting symbol for anysector is comma.

J AuditJ 1 Assembling relevant recordsJ2 VouchingJ4 VerificationJ 41 ErrorJ 45 FraudJ 5 Inve stigationJ6 RectificationJ 7 CertificationJ8 Report

More concrete sectorJ9A to J9ZY similar to GA to GZYJA to J(Z6) similar to HA to H(Z6)

Note 52: - The connecting symbol for thefirst sector is comma.

J(ZA)J(ZB)J(ZC)J(ZD)

SystemsConcurrentPostTest

K Cost accountsK1 to K4 similar to G1 to G4K5 AllocationK51 PrimaryK52 SecondaryK6 Posting

64

K 7 Adj ustmentK8 to K92 Similar to E8 to E92K93 to K934 Similar to G93 to G94

K9AK9BK9CK9DK9EK9FK9F1K9F2K9F6K9GK9HK9H1

K9JK9KK9K1K9K2K9K21K9KZ7K9K3K9K4K9K5K9K6K9L

K9MK9N1K9N2K9N4

K90

K9R

K9S

K9UK9U2K9U3K9U4

K9VK9WK9XK9X1K9X2K9V1K9V11K9V12K9Y.Z

More concrete sectorStatementsExpenditure and incomeExpendit ureIncomePay rollStandard costIdealBasicNormalBook costOther costsMarginal cost

Prime costMaterialFir st -in-fir st -outAverageSimpleWeightedStandardInflatedBase stockLast -in-first -outLabour

OverheadScrapSpoilageShortage

Works overhead (Services)(To be divided as the primaryaccounts)

General overhead (Administration,selling and development etc)

Interest

Behaviour of overheadFixedVariableSemi-variable

Recovery basisRecovery rateAbsorptionUnderabsorptionOverabsorptionMaterial cost (Direct)StandardActualLabour (Direct)

An lib sc

K9V21K9V22K9V25K9V26

K9V3K9V31K9V32K9V4K9V4lK9V45K9V47K9V5K9V51K9V52K9V53K9V54K9V55K9V56K9V57K9V58K9V6K9V61K9V62K9V63K9V64K9V65K9V66K9V67K9V68K9V7K9V7lK9V75K9V77K9V8K9V8lK9V85K9V87K9V9lK9V92K9V95K9V97

KBKCKDKEKFKGKHKJKPKGKS

CLASSIFICATION OF MANAGEMENT

Standard costActual costStandard hoursActual hours

Machine hoursStandardActualBlanket rateCostHoursUnitsDepartmentDepartmental rateCostHoursUnitsDepartmental hourly costCostHoursUnitsCost centreCost centre rateCostHoursUnitsCost centre hourly costCostHoursUnitsNormal rateCostHoursUnitsSupplementary rateCostHoursUnitsPrime costMarket valueStandard productive hourUnit

KT Selling serviceKU -KK Similar to 9ZB to 9ZE

Still more concrete sectorK(O) By nature of enterpriseK(l) Specific orderK(2) Continuous processK(4) ByproductK(5) J oint product

K(A)K(B)K(C)K(D)K(N)

Still more concrete sectorSystemSubjectiveSocial"Individual party"Obje c t iv e

Note 53:- The connecting. symbol for anysector is comma.

Note 54: - The penultimate octave of zone3 will often need auto-bias device. The se-quence of the isolates in it has been adjustedwith this in view.

L Estimating(To be subdivided on the analogyof "K Cost accounts")

Note 55: - Estimating quantities of materi-als belongs to the applied science concerned,such as Engineering.

MM1M11M12M13M14M15M16M17Mi8

M2M2lM22M23M24M25M26M27M28

M3M3lM32M33

Still more concrete sectorProduct groupP:t"oductSub-assemblyComponent partWork in progressDepartmentCost centreOperationProduction (Direct)Manufacturing serviceAdministration

Jun 1956 V 3 N 2

Office managementInward mail workReceivingOpeningSortingNumberingStampingRegisteringMatching with despatch registerDistribution

Outward mail workSortingNumberingStampingRegisteringSealing and addre s singFrankingMatching with receipt registerMailing

Communication workOralWrittenTelephone

65

'.14\141

1\143\.144:.14 "i

),15

M"i1l-v156

M6M61M62M624M625M63M631M632M633M634M635M65M651l\.1653M655MobM67M671M67Z

M7M71M711M712M713M714M7ZM7Z1M7Z2M728M73M731 toM74M75M78

M8M81M82M83M84M85

66

RANGANATHAN

TelegraphTeleprint

M851M86M88Correspondence

As sembling relevant recordsDigestingNotingDraftingFinalising

M91M92M921M925M93M94M942M945M946M947M948M96M962M963M964M965M968M98M981 toM988

Secretarial workReceptionScheduling

Committee workNotificationAgendaAmendmentsAmended agendaMeeting roomSeatingStationeryBlackboardNotes takingLightingMinutes workDraftCirculationFinalCommunicationPapersCollectionReturn

Vertical fileIssue workTransfer to archives

DictationWritingShorthandLonghandTypingDuplicatingMechanicalPhotoContact methodCamera methodMic ro methodMechanical operationsCuttingPunchingPerforatingStaplingPastingArchive workM986 similar to M81 to M86Destruction

N Public relationN1 MediumN2 PublicationN23 House magazineN26 Enterprise historyN27 Celebration (Jubilee. centenary)N3 Open daysN4 Complaints disposalN9 Other mediaN91 to N98 similar to B31 to B318

Forms and registers workPaperOualityShapeSizeThicknessPurposeSingleDoubleMulti-purposeLay-outM734 similar to E921 to E924ReviewRevisionOuantity

NBNCNC1NC3NC5NDND1ND3ND5NENFNY

More concrete sectorShareholder sVisitorsLocalNationalForeignPublicLocalNationalForeignPressEducational institutionsSpecial social groups

(To be divided as in Y Sociology)Filing workClassifyingIndexingHousingProtectionArranging

Y Personnel work

Y1 Job evaluationY11 Job review (Collection of data)Y12 Job specification

An lib sc

Y14Y141Y1412Y1414Y143Y1432Y1434Y144Y145Y1451Y1452Y1453Y1455Y1456Y1458

Y147Y15Y16Y161Y163Y166Y191

Y2

Y3Y31Y311Y313Y314Y32Y321Y322Y323Y33Y34Y35

Y351Y352Y352GY353

Y354

Y354BY354EY354HY354RY355Y356Y358Y3591Y3592Y3593

CLASSIFICATION OF MANAGEMENT

Job characteristicsSkillPhysicalMentalEffortPhysicalMentalWorking conditionsResponsibility forMaterialsEquipmentMethodsEnvironmental factors (e g Market)MoneyRecords

Pe r sonalityJob classificationJob ratingStraight-point methodW' ight -point methodDirect-to-money methodCadre strength

Merit rating

Wage (Salary)Base rateSliding scaleImprovementTandem adj ustmentRate diff e r e nt ia l sHoliday shiftNight shiftOvertimeTime ratePiece r ai e , commissionIncentive plan (Extra-financial),

(Premium plans)Differential planHigh piece -rate planGantt planDifferential piece -rate plan

(Merrick)Sharing plan

Barth plan (Variable sharing)Beda':ux planHalsey (Constant sharing)Rowan planEmpiric plan (Emerson)Accelerating premium plansGroup incentive plansQuality premiumWaste bonusAccident prevention bonus

Jun 1956 V 3 N 2

Y3594Y35941Y35942Y35943Y35946Y35944Y35945Y3595Y35951Y35952Y36Y37Y391Y392Y396Y394Y395Y397

Y4Y41Y411Y412Y42Y421Y422Y423Y424Y4-25Y426Y43Y44Y45Y46Y47Y48

Y5Y51Y52Y521Y522Y523Y524Y528Y53Y531Y532Y533Y534

Y54Y541Y545Y546

Indirect production plansMaintenance workStores workly1 aterials hand lingInspectionTool-makingForemanAuxiliary services planCommission bonusProfit bonusProfit sharingStock-ownershipReal wageEarningsTake-home-paySweatingGratuityAllowances

Safety measuresSafety educationNew employeeSafety rulesAccident preventionHand toolsMechanical machineryHydraulic machineryHeat treatment equipmentRadiationElectrical equipmentFire -preventionDisease preventionSafety inspectionFirst aidFollow-upInve stigation

Employm~nt and service cond it ion sLabour sourcesRecruitmentAp pl icat ion formInterview, testSelectionInductionEmployee record setting upStatusSeniorityTransferPromotionDemotion

DisciplineRulesOffencesPenalties

Y55Y5511Y551ZY55ZY55ZZY55Z3Y55Z4Y56Y56ZY56Z1Y56Z3Y56Z4Y5631Y563ZY564Y5641

Y57Y571Y5714Y5715Y5716Y57ZY57Z5Y573Y574

Y58Y581Y581ZY5817Y5818Y58ZY58Z7Y58Z8Y583Y583Z

Y585Y5851Y5854Y58544Y58544Y58547Y5855

Y588

Y591

y6y61y615y616y62y624

68

RANGANATHAN

Hours of workPa r t vt irneOv e r vt imeShiftDoubleContinuousNightHoliday, leaveLeaveWith payWithout paySick leaveNational serviceCivic dutiesAb s ent e e i s mLateness

y63y64y643Y644

y645Y647y65y66y661y66ZY663y665y67y67Zy673Y674y675Y676Y677y678y68

'I'e r m'i riat ion of workRe t i r e rn e ntMedical g r o und sPr ernat u r eEfflux of t i.rne

Re signationFor MarriageRet r e nc hrrie ntDi s rn i s s a l

Y7Y71Y7ZY73Y74Y75Y76Y761Y765Y77Y78Y781

. Social securityPensionF'a rn ilyContributoryNon-contributoryProvident fundContributoryNon-contributoryWo r krn a ns c o rnpe ns at ionF'arrii ly

Social benefitUn e rnp l o yrne ntMedicalSic kne s sDisabilityInj uryMaternity

Y7AY7BY7CY7C1Y79DY79EY79FTI9GY79HY79JY79KY79LY79MY79NY79PY79RY79SY79T

Social insurance(To be divided as Y585)

Turnover study

Ernp loy e e servicesTraining facilitiesLeaveFinanceHousingTransport

In-plant foodMedicalNursingHospital

PsychiatricDietary advicePurchaseFinanceMutual benefitSavings planCredit unionLoanRecreationLibraryMusicDanceOutdoor g arn e sIndoor gaInesFestivalsExcursionLegal help

Industrial relationsMorale rn a i.nt e na nc eCollective a g r e e rn e ntNegotiationConciliationMediationArbitrationVoluntaryCorn pul s o r yAdj udicationSe t t l e rn e ntCall off

More concrete sectorStrained relationGrievanceDispute

to Y79C6 s irn ila r to Y1 to y6StrikeGeneralPartialSy rnpat het ic -UnsuccessfulStay-inSit-downGo slowPicketingBoycottSabotageErnp lo ye r ' 5 rnerhod sInterferenceStrike -breaking

An lib sc

Y79VY79W

CLASSIFICATION OF MANAGEMENT

Blac klistingLock-out

Still more concrete sectorY 7A PartiesY 7B EmployeeY 7C IndividualY7D Trade unionY7D1 GeneralY7D2 IndustrialY 7D3 CraftY7E PlantY7F LocalY 7G District (county)Y 7H StateY7J RegionalY7K NationalY 7L Zonal (Continental)Y7M InternationalY 7N EmployerY7P to Y7V similar to Y7F to Y7MY 7W GovernmentY7X StateY7Y NationalY7Z International

Note 5b:- Each of the foci Y7E to Y7Vmay be subdivided like the focus Y7D.

Note 57:- The crmnecting symbol iscomma for any sector.

Note 58:- The isolates Y7W to Y7Z areto be used only for ad hoc, that is non-legisla-tive action, if any.

Y91Y911Y912Y913Y915

Y92Y921Y922

Y9AY9BY9CY9DY9EY9GY9NY9RY9TY9V

Labour marketUnder -employmentOver -employmentUnemploymentFull employment

Labour agenciesAppointment BureauxEmployment Exchange

More concrete sectorGradesManual (Wage-earning)UnskilledSemi-skilledSkilledSupe r wi s or y (Foreman)SalariedCreative (Research)TechnicalAdministrative

Jun 1956 V 3 N 2

Y9W Policy-making

Note 59:- Each of the above may be sub-divided according to Local context.

Y.AYBYCYDYEYE1YE6

YFYF1 toYF5YF6YF7YF8

Still more concrete sectorTypes of labourChildAdolescentAdultOldRetiredPensioner

FemaleYF46 similar to YB to

MarriedPregnantWith childrenWidow

YE6

YG By timeYG4 Part-timeYG5 SeasonalYG7 PermanentYG8 Casual

YHYH1YH3YH5

yJY11YJ2Y14YJ5YJ6YJ8

YKYK2YK3YK4YK5YK8 to

YL

YMYM1YM8YM93

YNYN2YN3YN4

By areaRuralUrbanCity

By originLo c a lInland migrantRefugeeEmigrantImmigrantVagrant

By birth or statusAristocracyMiddle clas sMilitary classAlien

YK94 similar to 58 to 594 in l!P1]of the main class Y Sociology

Honorary (Leisured class)

By remuneration levelHigh-paidLow-paidIndentured

Non-paidSlaveConstraintForced (by individual)

69

RANGANATHAN

YN5

YPYP2YP4YP41YP42YP43YP5yp6YP7YP8

Co rnpu l s o r y (by Gov e r rrrnent )

Ab no r rna l sImbecileDisabledCrippledLameHandlessDeafDUITlbDeaf and du rnbBlind

YO

YRYR2 to

Prisoner

By raceYR 9 s im i la r to 71

of the rn a in classto 79 in 1P1Y Sociology

Note 60: - Connecting sy rnbo l is commafor any sec t o r .

Note 61:- The t e r rn "Personnel Manage-ment" carne into vogue only during the lastthirty years or so. Before that, the term"labour" was used to cover rno r e or less theisolates listed under Y.

Note 62: - Literary warrant is mostheavy in the Labour or Personnel pr ob lern sconnected with the management of the enter-prises engaged in the production of commodi-ties and services, usually listed in "X Econo-mics". The saving of even one digit in theclass numbers of such problems will thereforeintegrate itself into a considerable saving inthe aggregate. Therefore, the isolate number8Y in the energy facet may be changed into' 9,when the host main class is "X Economics" ~

75 Foci in [M]The following foci in[MJmay be used in

any of the rounds according to the context ofthe host clas s : ;

1 Formula2 Graph26 Break-even point3 Chart4 Table5 Diagram6 Template7 Model8 Instrument

Each of these may be subdivided by enumeratedspecial characteristics or by chronological orby alphabetical device according to the context.

70

lates

76 Foci in [EJThe following is one set of energy iso ,applicable in many ca s e s :;

1 Policy2 Organisation21 Span of control22 Centr a lisation23 Delegation24 Responsibility25 Authority

More concrete sector2A Factors for organisation2B Location2D Product2E Equipment2F Process2 K Customers2M Function

Note 63:- The c orme c t ing symbol for thefirst sector is colon.

3458

FunctionSupervisionCo -ordinationControl

The following is another set of energyisolates In many cases:-

134578

As s emb lirig of relevant dataAnalysisPreliminary solutionTrialFinal solutionReporting (Formulation)

Note 64:- In each context, it must be de-cided which of the above two schedules has rno r eliterary warrant. That should be used for thefir st octave; and the other s c he'd ul e should beput into the second octave. In some cases, itITlay even have to go to the next round.

77 Foci in [TJIn many host classes, it may be neces-

sary to prescribe the period of operation. Thisis indicated by the adding of time facet. Thedigit to indicate period is~. This digit shouldof course be preceded by a dot. If necessary,it may be followed by the unit of time used in1TIeasuring t irn e and the number of units res-pectively. The schedule for all this has beenworked out in the Annals of Library Science, 1,1954, 68.

An lib sc

CLASSIFICATION OF MANAGEMENT

8 CONCLUSION

81 Exa.rrro le sSorrie complicated examples are given.

These naturally contain simpler examples with-in themselves. These simpler examples aregot by omitting some of the facets in the exam-ples given.

X9:89D2; 1

X9:89D5:7; 1M

X9:89D5:7; 26

X9:89FC :89L; 5

X9:89L; 6X-9:89L95; 7

X9:89P25: 7; 1C

X9:l?9P25:7; iN

X9:89P24: 7; iN

X9:9Q3; 3G

X9:89Q5; 3X9:89Q9A; 3G

X9:89QZA; 3G

X9:89S9A:5; 4

X9:89U5:7; 1D

X9:89X:3G

X9:8DR; 3X9:9J4, 9G, 62

X9:9J 4, 9G, 7Y, L, 7

(X)ET,4

(X)NC5,3

Jun 1956 V 3 N 2

Formula for machinecapacity

Mapi formula for re-placement ofmachinery

Break-even point forreplacement ofmachinery

Diagram for lay-out ofmaterials transportequipment

Template for lay-outModel fl.,r re -lay-out

Camp formula for lot-size for production

Lehoczky formula forlot-size for produc-tion

Norton formula for lot-size for production

Gantt chart for machineloading

Quality control chartGantt chart for opera-

tion controlGantt chart for stock

controlInspection log for effi-

ciency of operationsDa vis formula for lot-

size for purchaseGantt chart for main-

tenance workProfit chartHousing for refugee

supervisorsNational Government's

action on the adj udi-cation of go-slowstrike of refugeesupervisors

Revi·sion of financeprogramme

Open-day for foreignvisitors

The first 19 examples are in the field of appliedmanagement as applied to an industrial enter-prise. The last two examples are in the fieldof pure management.

82 Retrospect and prospectThis is a first systematic attempt to apply

the results of zone analysis, communicated inthe Sixth Report (1956) to the FID/CA - theCommittee of the International Federation forDocumentation, on the General Theory of Clas-sification. It demonstrates the possibility ofeconomy in the idea plane, if zone analysis isapplied. This has also laid bare many pointsthat require investigation.

821 Technique of Telescoping

In effect, this is an experiment in thetechnique If telescoping different levels offacets of one and the same fundamental cate-gory.

8211 The irn por t a nc e of this wa s broughtto my notice by B C Vick-ery and E J Coates,when 1 visited them in London in June 1954.

8212 The experience gained in doing thispaper shows that facets of different fund arn ent a lcategories should not be telescoped and that thetelescoped facets should all belong to one andthe same round of one and the same fundamen-tal category.

822 Spread out into LevelsAn implication of 8212 is that the different

sectors in the telescoped facet spread out intodifferent levels of facets if a do c'urn ent cov~rsmore than one sector.

8221 Another implication is that theconnecting symbols for the levels so spreadout should all be the same as for the fundamen-tal category concerned.

823 Principle of Concreteness

To conform to the Principle of IncreasingConcreteness among documents, it is necessarythat the sequence of facets in the class num-bers - that is, in the facet formula _ shouldfollow the Principle of Decreasing Sequence.This is the Principle of Inversion enunciated inthe forthcoming edition of the prolegomena tolibrary classification. To secure this result,the sectors in the schedule of the telescopedfacet should be arranged in Increasing Sequenceof Concreteness.

71

RANGANATHAN

8231 In developing this paper, there wastemptation towards a pitfall. Relatively to theother s.ect or s , the concreteness of the firstsector was so low that it tempted to the pres-cription of a connecting symbol belonging tothe fundamental category next in concretenessto the one to which the sector belonged in theenumerated schedule of the telescoped schedule,The first sector in the schedule of the persona-lity schedule was taken to belong to the funda-mental category energy and this was according-ly given colon as its connecting symbol.

8232 But the error was ·forcibly broughtto notice, by the occurrence of homonymousclass numbers, the facet formed by the firstsector of the personality facet being indistingui-shable from the regular facet of energy when itbecomes necessary, Thus, the connecting sym-bol for the facet formed by the first sector waschanged to comma,

824 Number of SectorsIt is found convenient to recognise the

following as different sectors in the array ofthe first order in a telescoped facet:- 1 Zone 2;2 Penultimate octave of Zone 3; 3 Last octaveof zone 3; 4 Second octave within the last oc-tave of zone 3 _ that is, isolate numbers likeZA, ZB, ZC, etc; 5 Zone 4,

8241 These sectors should be in theIncreasing Sequence of Concreteness,

8242 Similar sectors may also be formedin an array of second or later order. For ex-ample, the array of the second order having"Y7 Industrial relations" has sectors.

8243 If necessary, an additional sectorcan be formed with isolate numbers like (ZQ),(Z01), etc. This sector will just precede thesector consisting of (Z1), (Z2), ... (ZA), (ZB),etc.

825 Relative ConcretenessThe determination of the relative con-

creteness of the sectors, in the idea plane, isnow a matter of judgement.

8251 By constructing schedules withsectors in many subjects - of course admittingof them - sufficient experience may perhapsbe gained to have a fool-proof mechanicalprescription for relative concreteness.

826 Isolate Numbers InSpread-out Facets

It is believed that the isolate number ina facet got by the spreading out of sectors canconsist of only digits beginning with the digit

72

occurring in the array whose sectors arespread out.

8261 It is this possibility that leads toeconomy in notation,

8262 But it needs confirmation that thiswHI not lead to homonymous class numbers.This is a matter for investigation, by applyingthe principle to many documents in many sub-j ects admitting of such te Ie sc oped facets.

827 Limitation in ScopeThis elaborate technique of telescoping

facets becomes necessary only in the dept hclassification of micro documents and in sub-jects of a specialist kind. In the classificationof macro documents in the form of books andwhole periodicals and in the s ubj ects of popularinterest, it does not arise.

8271 Further, the sectors in zone 3 willnot be available for such telescoping use if theisolates in them have to be formed by alpha-betical device.

8272 So also, the sectors of zone 4 willnot be available if the isolates in them have tobe formed by subject device.

828 Polishing WorkThe schedules iri section 7 are only a

first draft. They need polishing up so as tosecure conformity to the Canons of ConsistentSequence and of Scheduled Mnemonics, to theextent possible without violence to the Canonof Helpful Sequence which is paramount. Theresulting class numbers and their sequenceshould be tested, by classifying a large num-ber of varied documents, both macro and micro,in the fields of pure and applied management.The schedule should be finalised in the light ofthe experience thus gained. The schedule shouldalso be suitably adapted to classify Public Ad-rninis t na t ion and the Management of other enter-prises and institutions, such as Home Manage-ment, Hotel Management, School Management,University Management, Library Management,and Hospital Management. This will give suf-ficient work for a few research students. Therecan be no shorter route to a stable and enduringschedule for the clas sification of doc uments inmanagement, which is a subject in which a con-siderable turbulance has been taking place sinceWorld War II. This turbulance is bound to con-tinue, in our attempt to organise our work eco-nomically to feed, house, and clothe the ever-increasing population of the world.

An lib sc

DEPTH CLASSIFICATION

19 a.ASSIFICATIOH OF IoIAHAGEIoIEHT

91 INDEX TO SCHEDULE

$. II. II.l.NG.l.N.l.TH.l.N

Note t:- In the case of an Energy Isolate, the s ymbot . E j p r e c e de s the Isolate Number.

Z:- In the case oC a Matter Isolate. the symbol[M1precedes the Isolate Number.

3:- In the case of a Personality Isolate, the aymbol[ P Jdoes not precede the Isolate Number.But it must be understood. Since most of the isolates are Personality Isolates, thesyrnbol[ pJ is omitted for economy.

4:- If an indented word begins with a lower case latter, it is a continuation word in a phasebeginning with the leading word before the indention. For example.

Actuallabour

cost K9Vll means that K9Vll is the isolate number for the personality isolate"Actual labour cost"

5:- If an indented word begins with a capital letter, it is a subheading got by Chain Pro-cedure. For example,

Accident -preventionbonus

Dispute Y79C3593 rnc a na that Y79C3593 is the isolate number of the pe r s on a Lit yisolate "Dispute (about) accident-prevention borru s "

6:- If an indented word begins with a capital letter and it is followed by a dash, it is gotby the inversion of the words in a phrase. For example.

AccountsConsolidated -

Audit J9ZY means that J9ZY is the isolate number of the personality facetIIAudit (of) Consolidated accounts".

Abnormal. Employee YPAbrasive 9EBAbsenteeism Y564

Dispute Y 79C564Absorption. Overhead costAccelerating premium plan

Dispute Y 79C356Accident -prevention Y42

bonus Y3593Dispute Y79C3593

Dispute Y 79C42Safety measures 9XK

Accounts Fand finance CCommittee b 7Consolidated -

Audit J9ZYBook-keeping GZY

Cost - KStatutory -

Audit J9TBook-keeping GT

Accrued liability DEiAccountancy HWEtAudit JWEi

Actuallabour

costRecovery basis

Overhead K9V 22hour

Recovery basisOverhead K9V26

m ac hine hourRecovery basis

Overhead K9V32

K9XY356

Sep 7956 V 3 N ~

Ac t ua l , ~.•.Lat e r i a l cost -Cor.lQ.

Recovery basisOVI~ r he a d K9V 1l

Ad hoc. Bu y inu 9U 41Addressing. Mail Ml5Adjudication Y 77Adjustment

Book-keeping G7Cost accounts K 7

Administrator Y9VAdolescent. Employee YC

Female. Ernp love e YF2.-Adult. Employee YO

Female. Employee YF3Advertisement B3

Accountancy HL3Audit JL3

After -p r oduc t ic nAdvertisement B362

After -sale -service B24Agenda M62

Amended - M625Committee 61

Agent. Distribution B5?Agreement. Cottect rve Y72Air -conditioning 9XDBAir -Li.ft B4413Alien. Employee YK5Allocation

Cost account K5Finance D7

Allowancetime

Operational instruction 9P362

Assembly QP532

Subassembly 9P432

A llowanc e _Co1lui

Wage Y397Dispute Y79C397

AlluminiurnPlant engineering 9X9F

Amendment. Agenda M624Analysis [EJ 3Annual report. Committee 691.Application lorm Y5ZtAppointment bureaux Y92tAppreciation D93Approval •. Budget E3Arab. Employee YR3P28Arbitration Y76Arbor 9ESArchives

Office management M9BAristocracy

Employee YKlArrangement

Archives M 985Files M85

Aryan. Employee YR3PiAssembling

Accountancy H 1Audit JiBook-keeping GiCost account K1

AssemblyProduction plan 9P5

AssetsCurrent DH

Accountancy HWHAudit JWH

Fictitious - DG4Accountancy HWG4

73

Assets. Fictitious «CoatdAudit JWG4

Fixed - DGAccountancy HWGAudit JWG

Intangible - DGZAccountancy HWGZAudit JWG2

Liquid - DKAccountancy HWKAudit JWK

Tangible - DGiAccountancy HWG1Audit JWGi

Working - DJAccountancy HW JAudit JWJ

AtomicPower 9HYTransport equipment 9FY

Audte.nceAdv e r-tie e rn ent B37

Audit JAuthority [EJ Z5Authorship royalty account

Payable -Audit J9HZBook-keeping GH2

Receivable -Audit J9P2Book-keeping GPZ

Automation 9GAuxiliary department account

Ac co unt s HRAudit JRBudget ER

Auxiliary servicesIncentive plan

Dispute Y79C3595Incentive plan Y3595

AverageMaterial cost K9KZ

Away-from-workInstructional 9M755Personal 9M776

Balancefrom profit

Accountancy HXR5Audit JXR5Finance DR5

sheetAccountancy HWAudit JW-

Budget EWEstimated - EW

Barth plan Y354BBase-stock

Material cost K9K5Base-rate. Wage Y31Base-time 9M61

Operational instruction 9P361Assembly 9P56iSub-assembly 9P46i

BasicBudget E9BStandard cost K9F2

Batch production 9Z4Beam.

Plant engineering 9XB61Bedaux plan Y354BEBenefit. Social - Y 585Bills

Book-keeping G9C

74

RANGANATHAN

Bills -Contd.payable

Audit J9BiBook-keeping GB 1

receivableAudit J9B2Book-keeping GB2

registerAudit J9BBook-keeping GB

Black-hoardMeeting room M633

Black-listing Y79WBlanke

order 9U48rate

Recovery basisOverhead K9V4

Blanking tool 9ECBlind. Employee YP8Board. Top-managementBoat

TransportDistribution B44121

BonusCommission - Y35951Dispute Y79C3595i

Profit - Y35952Dispute Y79C35952

shares DC3Accountancy HWC3Audit JWC3

Waste - Y3592Dispute Y 79C 3592

Book-cost K9GBook-keeping GBooks

Audit J9ABook-keeping GA

Book-value D97Borrowed capital DE

Accountancy HWEAudit JWE

Bound b~okBook-keeping G93iCost account K931

Bo yc ot Y79NBreak-even-point [MJZ6Bribery 9U274Budget EBuilding

Assets DGi2Accountancy HWG1ZAudit JWGi2

Committee 63Plant engineering 9XB

Buying method 9U4Bye -p r oduc t 9B6

Cadre strength Yi9iCalculation

Accountancy H3Audit G3Book - keepingCost account

Call-off. StrikeCamera-method

Duplication M947Capacity

Automation 9GZLay-out 9L2Location 9K2Machinery 9D2Material handling equipmentPower" 9HZ

G3K3

Y78i

CapitalBorrowed - DE

Accountancy HWEAudit JWE

Circulating - DHAccountancy HWHAudit JWH

expense accountAccountancy HJAudit JJBudget EJ

Fixed - DGAccountancy HWGAudit JWG

General reserve DDi

Accountancy HWDDiAudit JWDD1

Issued - DCAccountancy HWCAudit JWC

Owne r s ' DC4Accountancy HWC4Audit JWC4

Preference shares DC2iAccountancy HWC2iAudit JWC2i

CardBook-keeping G933Cost account K933

Ce rtTransport

Distribution B44112Cash

and cheques received bookAudit J9X

Book-keeping GXbook

Audit J9UBook-keeping GUGeneral -

Audit J9VBook-keeping GV

budget ESAccountancy HSAudit JS

payment bookAudrt J9W6Book-keeping GW6

received bookAudit J9X6Book-keeping GX6

Working assets DK6Accountancy HWK6Audit JWK6

Casual. Employee YG8Celebration volume

Public relation N27Celtic. Employee YR3PiB

Centenary volumePublic relation N27

Centralisation E 22

CentralisedIrrspe ct i.on 9S95Lay-out 9L3Location 9K3

Ceramic workPlant engineering 9X9N

Certification. Audit J7

ChangeLay-out 9L95Location 9K5Machinery 9D5

Material handling equipment '9FS

9F2 Plant engineering 9X5Power 9H5

An lib sc

CLASSIFICATION

Channel of distribution B5Chart

Accountancy H914Budget E914[M] 3

ChasingBook-keeping G917Production c orz r o l 907Purchase 9U7

ChequeBook-keeping G9Gpayment book

Audit J9W2Book-keeping GW2

received bookAudit J9X2Book-keeping GX2

Chief executive 7Child

Employee YBFemale. Employee YFl

CinemaAdvertisement B314Public relation N94

Circulating capital DHAccountancy HWHAudit JWH

Circulation. Minutes Mb53City. Employee YH5Civic duties

Leave Y5632Class symbol. . Store 9V95Classification

Archives M981Budget E923Files M81

CleanlinessPlant engineering, 9X2

CleaningDelay 9M 715

Code symbolAccountancy H924BOOk-keeping G924Budget E924Cost accounts K924

Collective agreement Y72Commencement

Production plan 9P61Commission bonus Y35951

Dispute Y79C35951COInmittee

of executives 91top -rna.nag erne ntwork M6

COIDrrlOn driveAutomation 9G62Machinery 9D62Material handling e qu iprne nt 9F62

CommunicationCommittee work M66Plant e ngi ne e r ing 9XR.3work

Office rn a.na ge rn e nt M3Complaint disposal N4Completion

Production plan 9P68Component

Assembly 9P51Subassembly 9P41Working assets DJ 23

Audit JWJ 23Accountancy HW J23

CompositionAdvertisement B322

Compres sed air 9XD8

Sep 7956 V 3 N e

CompulsoryArbitration Y765Labour YN5

Conciliation Y 74Conc r et e work

Plant engineering 9X9JConcurrent audit J(ZB)Conduit

Plant engineering 9XF7

Consolidated accountsAudit J9ZYBook-keepi1l-g GZ Y

Contact methodDuplication M 946

Constant sharing plan Y354HDispute Y 79C354H

ConstraintLabour YN3

ConstructionPlant engineering 9X6Tool 9E2

Consumer Board B281Container

Material control 9TSPurchase 9USStore 9VS

Continuous shift Y5523Continuity

Adv e r t i s em e nt B363Contract

Appointment Y5923Contributory

Pension Y5817Dispute Y79C5817

Provident fund Y5827Dispute Y79C5827

ControlBudget E8

[EJ 8FinanceMaterialProduction -

D89T

9Qroom

Plant engineering 9XPbSpan of - [EJ 28

Oo nv c r s ionAccountancy H5

Coolant 9E5Co-ordination [EJCopper work

Plant engineering 9XQGCorporation account

Accountancy HPAudit JPBudget EP

CorrectionBudget E86Finance D86

Correspondence M4Cor r-o s i.on

Store 9V 42Cost

account KActual -

LabourRecovery basis

Overhead K9V 22Material

Recovery basisOverhead K9V12

Book - K9GBlanket rate

Recovery basisOverhead K9V 4

OF MANAGEMENT

Cost centre -ContdRecovery basis

Overhead K9V6centre rate

Recovery basisOverhead K9V61

Cost centre hourly costRecovery basis

Overhead K9V65Cost centre rate

Recovery ba s i sOverhead K9V62

LabourRecovery basis

Overhead K9V2Marginal - K9H1Material -

Prime cost K9JRecovery basis

Overhead K9V 1Normal rate

Recovery basisOverhead' K9V71

Overhead - K9MPrime - K9J

Recovery basisOverhead K9V91

Supplementary rateRecovery basis

Overhead K9V8Country

Employers' union Y7QLocation 9KCTrade union Y 7G

CouponSales promotion B262

CoveringRoof

Plant engineering 9XB63Craft

CountyEmployers' union Y 703Trade union Y7G3

DistrictEmployers' union Y 703Trade union Y7G3

Employers' union Y7N3International

E'm p l oye r s ' urn on Y7V3Trade union Y 7M3

LocalEmployers' union Y7P3Trade union Y 7F 3

NationalErrip l oye r s ' union Y7T3Trade union Y7K3

PlantTrade: union Y7E3.

RegionalErnp lcve r a' union Y 7S3Trade union Y 7J 3

StateErn p l oye r s ' union Y 7R3Trade union Y 7D3

ZonalErrrp lo ye r s ' union Y 7U 3Trade union Y 7L3

Crane structurePlant engineering 9XF 3

Creative worker Y9KCredit union Y663

Dispute Y 79C66 3Creditor DE7

Accountancy HW:g:7Audit JWE7

7S

Cripple •• Employee YP41Cumulative preference shares DC25

Accountancy HWCZ5Audit JWC25

Currentassets DH

Accountancy HWHAudit JWH

budget E9CCustomer

Organisation [EJ ZKCutting

Office work M962oil

Material control 9TJ3Purchase 9UJ 3Store 9V J 3

speed 9P34Assembly 9P534Sub-assembly 9P434

Tool 9EFCut-out 9X04Cycle

TransportDistribution B441125

DanceEmployee services Y674

Danger pointInventory turn-over 9T54

Deafand dumb. Employee YP7Employee YP5

Debenture DESAccountancy HWE5Audit JWE5

DebtorLiquid assets DKS

Ac c ou rit a nc y HWK5Audit JWK5

Deferred shares DelZAccountancy HWC 12Audit JWC12

DelayAcoidable

Therblig 9M391Balance

Therblig 9M392Time -study 9M 7Unavoidable -

Therblig 9M38Delegation [E] 23Demand

Finance D1Market research B 11

DemonstrationSales promotion B217

Demotion Y534Dispute Y 79C534

DepartmentRecovery basis

Overhead K9V5Top-management 8

Departmentalhourly cost

Recovery basisOverhead K9V55

rateRecovery basis

Overhead K9V51Depreciation D94Design

Tool 9E1Working conditions 9M9MB

Oespatch 8Q1

76

RANGANATHAN

De st r cct io«Archives M 988

Destructive inspection 957Development 9ZB

Cost account KUDiagram [M] 5Dictation

Correspondence work M9tDietary advice yb47Differential

incentive plan Y35tDispute Y79C351

Piece-rate plan Y 353Dispute Y79C353

price B6 trate

Wage Y32Dispute Y 79C32

DigestingCorrespondence work M41

DimensionProduct analysis 9Pt

Direct distribution B5tDirect -to-money -method

Job-rating Y166Dispute Y 79C 166

DirectingTherblig 9M393

DisabledEmployee YP4

DisabilityBenefit Y58544

Dispute Y79C58544Insurance Y58544

Dispute Y79C58844Discipline Y54

Dispute Y 79C44Discontinuity

AdvertisementDiscount. PriceDisease prevention

Dispute Y 79C44Dismissal Y574

Dispute Y 79C5 74Dispute Y79CDistribution B

Mail M18Distributor B56District

E'rnp lo ye r s t union Y 70Trade uni.cn Y 7G

Dividend DR 7Accountancy MXR 7Audit JXR 7

Documents

B364B62

Y44

Book-keeping G9ADoor

Plant engineering 9XB8Double

entry G(2)product 9B2shift Y5522

Dispute Y79C5522Draft minutes MbSlDrafting M44Drain

Plant engineering 9XF2Drainage connection 9XC2Drawing

Working conditions 9MCDrilling

Tool 9EDDrive

Automation 9GbMachinery 9D6

Drive -ComdMaterial handling equipment 9Fb

DumbEmployee YP6

Duplication M94Duration

Work study 9MVDust

Store 9V43

Early stop 9M 778Earnings Y 392Earthwork

Plant engineering 9X9BEducational institution

Public relation NFEffective time 9M65Efficiency

Inspection 955Efflux of time

Retirement Y5716Dispute Y79C5716

EffortJob characteristic Yt43Dispute Y 79C 143

ElectricityAccident prevention Y42

Dispute Y 79C42Equipment 9XNPower 9HW

Transport 9FWEkec t r ornc control 9X55Emerson plan Y355Emigrant

Employee YJ 5Empiric plan. Wage Y355

Dispute Y79C355Employee

Industrial relation Y 7Brecord Y528

Dispute Y 79C 528services y6

Dispute Y 79C6Employer

Industrial relation Y7NMethod in strike Y 79RUnion Y7N

Employment Y 5Dispute Y 79C5exchange Y 922

Endowment funds DC 7Accountancy HWC 7Audit JWC7

EnduranceIn s pe c t ron 956

EquipmentOrganisation [EJ 2EPlant engineering 9XSResponsibility for - Y1452

Dispute Y"79C 1452

ErrorAudit J41

Estimatedbalance sheet

Accountancy HWAudit JWBudget EW

profit and loss accountAccountancy HXAu!!!! HXBudget EX

EvaporationStore 9V44

Execution 9R

An lib sc

CLASSIFICATION

Executiveaccount

Accountancy HNAudit INBudget EN

Chief - 7Committee of - 91

ExhibitionSa1es promotion B212

Expenditure OPAccountancy HKand income ON

Accountancy HXNAudit JXNcost account K9B

Audit JKBudget EKCost account K9C

ExtinguisherPia nt engineering

Extra -financial planDispute Y79C35

9XH1Y35

FactoryDelay 9M75engineering 9Xsupplies

Material control 9T JPurchase 9UJStore 9VJ

surplus DR!Accountancy HXR 1Audit JXR 1

FamilyPension Y5812

Dispute Y79C5812Workman's compensation Y5832

Dispute Y79C5832.Fatigue study 9M4Female

Employee YFwith children. Employee YF7

FencePLant engineering 9XE6

FestivalEmployee services y6 77

D'is pt.t e Y79C677Fictitious assets DG4

Accountancy HWG4Audit JWG4

Field. Inspection 9591Filing work M8Film. Sales promotion E227Final

Minutes M655profit DR5

Accountancy HXR5after adju st.rnent DR6

Ac count.anc y HXR6Audit JXR6

Audit JXR5solution [EJ 7

FinalisingCorrespondence M45

Ff nanc e Dand accounts CCommittee 66Employee service Y66

Dispute Y79C66Expense budget EM

Accountancy HMAudit JM

programmeAccountancyAudit JT

ETHT

Sep 1956 V 3 N ~

OF MANAGEMENT

Finance. Training expenses y6i6Dispute Y79C6t6

Fini shed productWorking assets DJ1

Accountancy HW J tAudit JWJ1

Firefighting equipment 9XHprevention Y43

Dispute Y79C43protection. Store 9V41Tool 9EK

Firstaid Y46

Dispute Y79C46vice -president 2. 2t

First -in-fir st -o ut K9K 1Fixed

assets DGAccountancy HWGAudit JWG

budget E9Mliabilities DE3

Accountancy HEE3Audit JWE3

Overhead K9U2path

Horizontaland vertical transport 9FF 1transport 9FDt

Vertical transport 9FEtFixture 9EPFlair

Sales promotion B2ttFlexible budget E9NFloor

Lay-out 9L5marking. Plant engineering 9XK2Plant engineering 9XB2.

Follow-upSafety measures Y47

Food.Delay 9M773In-plant - Y63

Dispute Y79C63Forecasting

Budget B1Sale B111

Forced labour YN4Foreign

Distribution B485public

Public relation ND5visitor

Public relation NC5Foreman

Grade Y9GIncentive Y35945

Dispute Y79C35945Form. Budget E91Forms and registers M 7Formula [M] 1Formulation [EJ 8Forward buying 9U42Foundation

Plant engineering 9XB tFounders'shares DCf1

Accountancy HWC f fAudit JWC11

Franking M26Fraud. Audit J 45Full employment Y915Function [EJ 3

Ins pect ion 9S4Organisation [E] 2 Nt

Furnace 9XVEquipment 9XR34

FurnitureAssets DG15

Accountancy HWGf5Audit JWG15

Working conditions 9MJ

GameIndoor. Social servicesOutdoor. Social services

Gantt plan Y352GGas. Service connectionGauge 9EX

Plant engineering 9XSZGeneral

body. Top-managementCounty

Employers' union Y7Q1Trade union Y 7Gf

DistrictEmployers' union Y7Q1Trade union Y 7Gf

Employers' union Y7N1Int e r na t io na l

Employers' union Y 7V 1Trade union Y 7M f

LocalEmployers' union Y 7P1Trade union Y 7F f

NationalEmployers' union Y 7T1Trade union Y 7K 1

Plant. Trade union Y 7E 1Regional

Employers' union Y 7S1Trade union Y 7J 1

reserve fund DOAccountancy HWDAudit :;WD

StateEmployers' union Y 7R tTrade union Y 7H1

Strike Y79ETrade union Y 7D1Zonal

Employers' union Y7U1Trade union Y 7Lf

GeneratorPlant engineering 9XPf

GiftPurchase 9U274Sales pr ornot ion B26f

Glass -workPlant engineering 9X9M

Good-will DG21Go-slow. Strike Y79LGovernment

Industrial relation Y 7WGraph

Accountancy H913Budget E91"3[M] 2

Graphic methodSales promotion B22

GraspTherblig 9M34

Gratuity Y395Dispute Y79C395

GravityTransport equipment 9FP

Grievance Y79BGross

profit DR3Accountancy HXH)

Y676Y675

9XC3

rt

Gross. Profit. Audit JXR3

quantityMaterial analysis 9P255

trading profit DR2Accountancy HXRlAudit JXR2

Groupincentive plan Y 358

Dispute Y 79C358method

Sales promotion B2Bpurchase 9U47

GuaranteeSales promotion 825

GuardPlant engineering 9XKi

Gypsy. Employee YR33

Halsey plan Y354HHamm.er. Tool 9EHHand tool

Safety measure Y42 tDispute Y79C421

Handless. Employee YP43Heat

Safety measures Y424Dispute Y79C424

treatment. Equipment 9XV5working conditions 9MQ

Plant engineering 9XD4High

paid. Employee YM1piece -rate plan Y 352

Dispute Y 79C 352Hindu. Employee YR302Hire-purchase 9U46History of enterprise

Public r ej at ion N26Hold. Therblig 9M36Holiday

Service conditions Y5bDispute Y 79C56

Shift. Wage Y321Dispute Y79C321

Honorary. Employee YLHorizontal

and vertical transport equ iprne nt 9FFheadings

Accountancy H923Budget E923Book-keeping G923Cost account K923

transport equipment 9FDHose. Plant engineering 9XH3Hospital service Y664

Dispute Y79C644Hours

Blank rateRecovery basis

Overhead K9V45Cost centre hourly rate

Recovery basisOverhead K9V65

Cost centre rateRecovery basis

Overhead K9V63Departmental rate

Recovery basisOverhead K9V53

MachineRecovery basis

Overhead K9V3Normal rate

Recovery basisOverhead K9V 75

78

RANGANATHAN

Hours. Supplementary rateRecovery basis

Overhead K9V85Work - Y55

Dispute Y79C55House magazine

Public relation N23Housing

Employee services Y6ZDi e put e Y 79C62

HumidityStore 9V45Working conditions 9MR

Plant engineering 9XD45Hydrant

Plant engineering 9XH2Hydraulic

machinerySafety measures Y423

Dispute Y 79C423Power 9HSTransport equipment 9FS

IdealStandard cost K951

Idle machine 9034Illuminated sign

Advertisement B3125Public relation N925

Imbecile. Employee YP2Immigrant. Employee YJ6Incentive plan Y35

Dispute Y79C35Income D3

Cost account K9DIncreasing. Finance D3Indent

Analysis 9U1Grouping 9U 1Material control 9T 2

Indexing.Ar c h.ive s M982Files M8Z

Indian. Employee YRP15Indirect production plan

Incentive plan Y 3594-Dispute Y79C3594

Indentured. \ Employee YM93Individual drive

Automation 9GbtMachinery' 9D61Material handling equipment 9F6t

Indoor game.Employee services Y676

InductionPersonnel management Y524

Industrial relation Y 7Industry

CountyEmployers' union Y7Q2Trade union Y7G2

DistrictEmployers' union Y 7~2Trade union Y 7G2

Employers' union Y 7NZInternational

Employers' union Y7V2Trade union Y7M2

LocalEmployers' union Y 7PZTrade union Y7F2

NationalEmployers' union Y7T2Trade union Y 7K2

Plant. Trade union Y 7£2

Industry. Regional

Ernp love r e ' union Y7S2Trade union Y 7J 2

StateEmployers' union Y 7R2Trade union Y 7HZ

Trade union Y 7D2Zonal

Ernpl oye r s" union Y 7U2Trade union Y 7L2

Inflated costMaterial. P;ime cost 'K9K4

InjuryBenefit Y58547

Dispute Y79C58547Insurance Y8847

Dispute Y 79C5884 7Inland. Distribution B482Ins ect , Store 9V48Inspection 9S

Delay 9M717Incentive Y 35946Material control 9T4Plant engineering 9X 1Therblig 9M 394

Instrument [M] 8Installation

Plant engineering 9X6Interference by employer Y 795International

Employers' union Y7VGovernment

Industrial relation Y7ZTrade union Y7M

Interview Y5ZZIn a t r uc t io n , De~ay 9M 754Insurance

Audit J9FBook-keeping GFSocial Y588

Dispute Y79C588Lnt e r e s t

Overhead cost K9SPayable -

Audit J9LBook - keeping GL

Receivable -Audit J9RBook-keeping GR

Inventory turnover 9T5Investigation

Audit J5Safety measures Y48

Dispute Y79C48Investment

Finance D5Working assets DK5

Accountancy HW5Audit JWK5

InvoiceBook-keeping G.9BPurchase 9Ua

Inward mail MlIssue work

Archives M986Files M86Store 9V6Tool 9E6

Issued. c ap it a l DCAccountancy HWCAudit JWC

Janitor suppliesMaterial control 9TRPurchase 9UR

An lib sc

Janitor supplies. Store 9VR

Jew. Employee YR3Q5Jig 9ENJob

analysis 9M 11characteristics Y 14c Las sification Y 1 5

Dispute; Y79C 15evaluatio~ Y trating Y16

Dispute Y79C 15review Y 1ispecification Y 12

Jubilee v oku rnePublic relation N27

Kannadiga. Employee YR3PHKe'y operation

Inspection 953

Laboratory scale 9ZCCost account KV

LabourAccountancy HFAgency Y9lBudget EFcost.

Recovery ba s i sOverhead K9Vl

grade Y9Amarket Y91Prime cost K9LSource Y51

LadderPlant enginee ring 9XH 7

Lame. Employee YP42Land. Assets DG11

Accountancy HWG11Audit JWG11

LandscapePlant engineering 9XE 1

Last -in-first -out K9K6Late beginning. Delay 9M771Lateness Y5641Lay-out engineering 9LLeaflet

Advertisement B 3 i iPublic relation N91

Leather -workPlant engineering 9X9S

Leavefor training Y615Service conditions Y562

Dispute Y79C562Legal help

Employee services y68Legends

AdvertisementAccountancyBook-keepingBudget E921Cost ac c ount K921

Leisured class. Employee YLLiabilities DE

Accountancy HWEAudit JWE

LibraryEmployee services Y672

Lfg htEquipment

Plant engineering 9XR35Meeting room M635Plant engineering 9XD5Work conditions 9MS

Plant engineering 9XD5

B3lH911

G921

Sep 1956 V 3 N,.

CLASSIFICATION OF MANAGEMENT

Lightning protection 9XQ9bLine and staff [EJ 2SLiquid assets DK

Accountancy HWKAudit JWK

LoanEmployee services Yb6SLiabilities DE?

Accountancy HWE7Audit JWE7

LocalDistribution B481Employee YJ1Employers' union Y7PPublic. Public relations NDtTrade union Y 7FVisitor

Public relations NetLocation

Engineering 9KOrganisation [EJ 2B

Lock-out Y79WLong -term liabilities DE3

Accountancy HWE3Audit JWE3

Loose-leafBook-keeping G932Cost account K932

Loss. Fictitious assets DG42Accountancy HWG42Audit JWG42

Lot -sizePurchase 9Y5Store 9V5

Low-paid. Employee YM8Lubricating oil

Material c o nt r o l 9T J 2Purchase 9UJ zStore 9VJ2

MachineryCommittee 64Delay 9M 752Fixed assets DGt 3

Accountancy HWG13Audit JWG13

Idle - 9Q34Lay-out 9LJLoad

Operation instructions 9P3 iAssembly 9P531Sub-assembly' 9P431

Production control 9Q3Maf e r ia l control 9TDPurchase 9UDSafety measures Y422

Dispute Y79C411Standards engineering 9DStore 9VDWorking conditions 9MD

MailInward - M tOutward - Ml

Mailing Ml8Maintenance

Plant engineering 9X3Price B65work. Incentive plan V35941

Ma Ia ya le eEmployee YR3P32

Management[E] 8

(Main class) (X)Top - - 1

Mandrel 9EQ

Manual worker Y9BManufacturing

budget ECAccountancy HeAudit JC

expense budget EGAccountancy HGAudit JG

Manufactured partMaterial control 9TCEPurchase 9UCEStore 9VCE

Marginal cost K9HtMarket

Committee 65research B 1va lu•.~

Recovery basisOverhead K9V92

MarriageResignation for _ Y5725

Dispute Y79C5725Married female

Employee YF5Masonary

Plant engineering 9X9CMass-production 9Z5Master budget EZY

Accountancy HZYAudit lZY

Matching documentsAccountancy HZAudit J 2Book-keepingCost accountInward mailOutward mail

MaterialAnalysis 9P2

Assembly 9P52Sub-assembly 9P42

Budget EEAccountancy HXEAudit JXE

Construction -Material control 9TKPurchase 9UKStore 9VK

Control 'ITCost

Recovery basisOverhead K9Vl

Current assets DJ3Accountancy HWJ3Audit JWJ3

Delay 9M 751feed

Production control 9Q2handling

equipment 9FMaterial control 9TFPurchase '9UFStore 9VF

Incentive plan Y35943Dispute Y 79C35943

Personne 1 divisionMaterial control 9TWPurchase 9UWStore 9VW

Plant engineeringMaterial control 9TVPurchase 9UVStore 9VV

Prime cost K9KResponsibility for - Y145

G2K2

M17M27

79

Material. Responsibility lorDispute Y79C145

MaternityBenefit Y5855Insurance Y5885

MaximumInventory turn-over 9T51

MechanicalEquipment

Plant engineering 9XTDuplication M942operations. Office work M96Power 9HR

Transport 9FRMediation Y75Medical

Insurance Y5884Dispute Y79C5884

Retirement Y5714Dispute Y79C5714

service y64Dispute Y79C64

Social benefit Y5854Dispute Y79C5854

MediumAdvertisement B31Public relations N1.term. Liabilities DE2

Accountancy HWE2Audit JWE2

Meeting room M63Mental

effort Y1434fatigue 9M45skill Y1414

Merit rating Y2Dispute Y79C2

Mer r i ck plan Y353Metal work. Plant engineering 9X9H

MethodsResponsibility for - Y1.453

Dispute Y79C 1453Metre. Plant engi.neering 9XS1.

Micro -ri up lic at ion M948Micro-motion study 9M 13Middle class. Employee YK3Military class. Employee YK4Mineral. Royalty

payableAudit J9H1BOOk-keeping GH1

ReceivableAudit J9P1BOOk-keeping GPt

MinimumInventory turn-Over 9TS2

Minutes work M65Mixed. Lay-out 9LMModel [M] 7Money

Forecasting. BudgetPreparation. BudgetResponsibility for -

Dispute Y79C 1456Mongolian. Employee YR3P41Monotony

Working conditions 9MWMorale Y71Motion study 9M1Motor

cycle. TransportDistribution B4411.35

Plant engineering 9XR 1.truck. Transport

Distribution B44'1132

E16E26

Y1456

80

RANGANATHAN

Moving posterAdvertisement B3123Public relation N923

Multi-floor. Lay-out 9L55Multiple product 9B5Multi-purpose. Form M728Muscular power

Transport equipment 9FOMusic

Employee servicesMuslim. EmployeeMutual benefit fund

Y673YR307

Y661

Narrative formAccountancy ~ H917Budget H917

NegotiationIndustrial relation Y73Purchase 9U35

Netprofit DR4

Accountancy HXR4Audit JXR4

QuantityMaterial analysis 9Pz'51

trading profit DR3Accountancy HXR3Audit JXR3

worth DBAccountancy HWBAudit JWB

New employeeInduction Y524Safety education Y411

Night shift Y5524Dispute Y79C5'524Wage Y322

Dispute Y79C322Noise

Plant engineeringWorking conditions

Nomadic. EmployeeNon -contributory

Pension Y5818Provident fund Y58l8

Non-cumulativeProfit shares DC26

Accountancy HWC26Audit JWC26

Non-paid employee YNNon -participating

Preference spares DC24Accountancy HWC24Audit JWC24

Non -redeemableProfit shares DC28

Accountancy HWC28Audit JWCl8

Nordic. Employee YR3P114Normal

9XD39MPYR3MY6

rateRecovery basis

Overhead K9V 7standard cost

Recovery basisOverhead K9F6

Notes -takingCommittee work. M634

Notification. Meet!ng M61Noting. Correspondence M43Nou r i sb.men-

~\Porkin~ conditions 9MTNumbering

Inward mail M14Outward mail . M22

Nursing

Employee services Y643

ObsolescenceAutomation 9G4Machinery 9D4Material handling equipment 9F4

OffenceService conditions Y545

OfficeManagement Msupplies

Material control 9TQPurchase 9UOStore 9VQ

OilService cc nne c t ron 9XC5

OilingPlant engtneeetng 9X35

OldEmployee YEfemale. Employee YF4

One-offProduction 9Z2

Open dayPublic relation N3

Opener B418Opening. Mail M12Operating equipment

Plant engineering 9XXOperation

analysis 9M 12Automation 9G7Delay 9M7instruction 9P3

Assembly 9P53Sub-assembly 9P43

Machinery 9D7Material handling equipment 9F7sequence '1P37

Assembly 9P57Sub-assembly 9P47

Tool 9E7Order

pointMaterial control 9T53

Purchase 9U6Ordinary shares DCi

Accountancy HWC 1Audit JWC1

Organisationin Management [EJ 2in other subjects [El 8Factors of - [E] 2A

Orientation. Lay-out 9L1Out- door

gameEmployee services Y675

SignsPlant engineering 9XE 7

Outward mail M2Over-absorption. Overhead K9X2

Over-employment YY1.2Overhead

cost K9Mtransmission equipment 9XQ2

Over-timeWage Y323

Dispute Y79C3l3work Y5512

Dispute Y79C5512Owner's capital DC4

Accountancy HWC4Audit JWC4

An lib se

~LASSIFICATION

Package Lab l e , Sales promotion BlZ!

Pac kaging B4ZPail

Plant engineering 9XH5Painting

Plant engineering 9X34Papers

Committee work M67Paring. Tool 9EEParking space

Plant engineering 9XE4Partial. Strike Y 79FParticipating

Profit shares DCZ3Accountancy HWCZ3Audit JWC23

PartsManufactured -

Material control 9TCPurchase 9UCPurchased -

Material control 9TCESpare -

Material control 9TMStore 9VC

Part-timeEmployee YG4work Y5511

Dispute Y79C5511Party pressure Y 7APassing of bills G5Pasting

Office work M968Patent. Royalty

Intangible assets DG22Payable -

Audit J9H3Book-keeping GH3

Receivable -Audit J9P3Book-keeping GP3

PayLeave with - Y56Z1Leave without Y 5623roll K9E

PaymentAdvice of - G9Ebook

Audit JPWBook-keeping GW

PenaltyService c o nd i.tion s Y546

Dispute Y79C546Pension

Audit J9EBook-keeping GEService conditions Y58t

Dispute Y79C581Pensioner YE6

Female - YF46Perforating

Office wdrk M964Permanent. Employee YG7Personal

Delay 9M77influence. Purchase 9UZ7

PersonalityJob characteristics Yt47

PersonnelDepartment

Accountancy HWQAudit JWQBudget EQ

management YParties Y7A

Sep 1956 V 3 N~

OF MANAGEMENT

Photo-duplicationOffice work M 945

Physicaldistribution B4effort Y 1432

Dispute Y 79C 1432Fatigue 9M42Skill Y1412structure

Book-keeping G93Cost-account K93

verificationMaterial control 9T58

Pic keting Y 79MPickling solution

Material control 9TJ4Purchase 9UJ4Store 9VJ4

PictureAdvertisement B325Sa l e s promotion B2ZS

Piece -rate Y 34Dispute Y19C34

PillarPlant engineering 9X45

Pilot scale 9ZDCost account KW

Place. Location engineering 9KEPlan. Therblig 9M397Plant

engineering 9XTrade union Y 7E

Plastic workPlant engineering 9X9P

Pne urnat icPower 9HTTransport equipment 9FT

Policy [EJ 1Policy-maker Y9WP'c s it iort , Therblig 9M37Post-audit J(ZC)Poster

Advertisement B31lPublic relation N92

PostingBook-keeping G6Cost -acc ount K6Outward mail M28

PowerMaterial control 9THoutlet

EquipmentPlant engineering 9XOS

plantEquipment

Plant engineering 9XPPurchase 9UHStore 9VH

Praise Y547Preference shares DCl

Accountancy HWCZAudit JWC2

Preferred shares DC13Accountancy HWe13Audit JWC13

Pregnant. Employee YF6Preliminary expenses DG41

Accountancy HWG41Audit JWG41

Preliminary solution [EJ 4Premature

Retirement Y5715Dispute Y79C5115

Premiumplan. Incentive plan Y 35

Premium plan -Conld

Dispute Y79C35scheme. Sales promotion B26

Preparation. Budget EZPre -position

Therblig 9M 33Pre -production

Advertisement B361President

Top management 2.1Press

MediumAdvertisement B396Public relations N96

Public relation NEPrice

acceptance 9U3Agent B67differential B61Direct-sale 861Distribution B6Distributor B66list 9U31load B 16Retail - B6ZWholesale - B65

Primary allocation K51Prime cost K9J

Recovery basisOverhead K9V91

Primitive. Errrpl o ye e YR2P'r is one-r , Employee YQPrivate

TransportDistribution B4427

Processanalysis 9MBLay-out 9LEO'r g a ni s at.ron [EJ 2P

Productanalysis 9P1engineering 9BLay-out 9LCOrganisation E 2D

ProductionAccountancy HDAudit JDBudget EDcontrol 90engineering 9Nmanagement 9Aplanning 9PPower 9H31

Profit DRAccountancy HXRand loss account HX

Estimated - EXAudit JXRbonus

Incentive plan Y35952Dispute Y79C35952

shares De22Accountancy HWCl2Audit JWC22

sharingIncentive plan Y36

Dispute Y 79C 36Promotion

Service conditions Y533Dispute Y 79C533

ProtectionArchives M984Files M84Store 9V4

Proto-type 9ZE

81

RANGANATHAN

Prototype. Cost a cc ounc KXProvident fund Y 582

Dispute Y79C582Provisions. Finance DEb

Accountancy HWE6Audit JWE6

Psychiatric service y645Public

relations NTransport

Distribution 84425Rub l ic at i o n

Public relations N2Punched card

Book-keeping G934Cost account K934

PunchingOffice work M963

Purchase 9UAccountancy HHAccounts

Audit J9CBook-keeping GC

Audit JHBudget EHSource. Power 9H35

Purchased partsMateriaL control 9TC

PurposeForrns and registers M72

Receiptbook

Audit J9XBook-keeping GX

of payment G9FReceiving

Mail MilStore 9Vl

ReceptionOffice work M51

ReciprocityPurchase 9Ul?

ReconstructionPLant engineering 9X5

Recording devicesPlant engineering 9XS3

RecordsResponsibility for - Y 148

see also Archives. FilesRe~

basis. Overhead K9Vrate. Overhead K9W

RecreationEmployee services Y67

Recruitment Y,2DISpute Y 79C52

Rectification. Audit J6Redeemable

Preference shares De2?Ac c ou nt.a nc y HWC27Audit JWC27

Reducing. Finance D4Refugee. Employee YJ 4Region

Ernp love r s! union Y7SLocation engineering 9KDTrade union Y7J

RegisteringInward mail M 16Outward mail M24

Registers M 7Reinforced concrete work 9X9KRejecting

Store 9V 2

Relation. Industrial-Release load. TherbligRemodelling. Lay-outRent account

PayableAudit J9KBo o k c ke ep ip.g GK

ReceivableAudit J9QBook -keeping GO

Renting 9U 45Repair

Plant engineering 9X4Replacement

Automation 9G5Machinery 9D5Material handling equipment 9F5Tool 9E4

Report. Audit J 8Reporting [EJ 8Research-worker

Employee Y9RReserve fund DD

Accountancy HWDAudit JWD

Resignation Y572Dispute Y 79C5 72

ResponsibilityJob evaluation Y 145

Dispute Y 79C 145Rest period 9MS

Oualitycontrol 905Demand Bl12Material analysis 9P23Product analysis 9P13premium incentive plan Y3591

QuantityBudget

Forecasting E 11Preparation E21

control 908Demand BiilMaterial analysis 9P25Product a na l y s i s 9P15

Ouotation. Ptr r-c h a s e 9U32Y79M359L95

Race. Employee YRRadiation

Safety me as u r e s Y425Dispute Y 79C425

RadioAdvertisement B313Public relation N93

RafterPlant e ng ine e r iug 9XB62

Rail-trackPlant engineering 9XF4

RailingProduction engineering 9XK 1

Ra il we.yTransport

Distribution B44115Raising

Finance DZRate -ei iIfe r e nt ia l , Wage Y3l

Dispute Y 79C32Rates account

Audit J9GBook-keeping GG

Ratio-formAccountancy H 1 12Budget E912

Real wage Y391Dispute Y 79C391

82

Retailboard B282Distribution B56

Retired. Employee YE 1Female. Employee YF41

Retirement Y57tDispute Y 79C5 71

Retrenchment Y53Dispute Y79C53

Return. Store 9V65Revenue. Reserve DDl

Accountancy HWDAudit JWD

ReviewForms and registers M 74

RevisionBudget E4Forms and registers M 75

Road-wayPlant engineering 9XE3

Roof. Plant. engineering 9XB6Rowan plan Y354RRoyalty account

PayableAudit J9HBOOk-keeping G9H

ReceivableAudit J9PBOOk-keeping GP

RubberPlant engineering 9X 9S

RulesService conditions Y 541

Dispute Y79C541Rural. Employee YH 1

Sabotage Y 79PSafety

equipmentPlant engineering 9XG

measures Y4Devices

Plant engineering 9XKWon-study 9MY

Salaried. Employee Y9NSales

Accountancy HBAudit KBBudget EBpromotion B2

Sanitary conditionPlant engineering ~X2Work-study 9MX

Savings planEmployee s e'r v ic e s Y662

ScatteredLav vout 9L4Location 9K4

Scheduled buying 9U43Scheduling

Office work M56Production plan 9P6

ScrapMaterial analysis 9P253Overhead cost K9N1

Scratch-value D95Sealing. Outward mail M25Search. Therblig 9M396Seasonal fluctuation

Demand Bl16Employee YG5

Seating arrangementMeeting M631

Secret. Reserve DDSAccountancy HWD5

An lib sc

Secret. Audit JWD5Second vice-president Z.2.2.Secondary allocation K52Secretarial work M5Secretary

Top management 2.8Selection

Automation 9G1Location 9KtMachinery 9D1Material handling equipment 9FtPower 9HiStaff Y 5Z3

Dispute Y79C5Z3Therblig 9M395

Self -ownedTransport

Distribution B4421Se1ling B7Semetic. Employee YR3PZSemi-skilled. Employee Y9DSemi-variable. Overhead K9U4Seniority Y531Service -conditions Y5

Dispute Y 79C5Service -c onnect ion

Plant engineering 9XCSetting time 9P33

Assembly 9P53Sub-assembly ,P43

Settlement Y 78Sh a r e s DC

Accountancy HWCAudit JWC

Shar eho Ide r sPublic relation N8

SharingIncentive plan Y 354

Dispute Y 79C 354Sharpening. Tool 9E3Shift

service conditions Y552.Dispute Y79C552

Holiday. Wage Y32lDispute Y79C321

Night Y322Dispute Y79C322

ShipTransport

Distribution B44125Shortage. Overhead K9N4Shorthand. Office work M9ZlShow-room B213Si c kne s s

Benefit Y5854lDispute Y 79C5854i

Insurance Y58844Dispute Y 79C 58844

Leave Y5624Dispute Y79C5624

SignalPlant engineering 9XR31

SignsOut-door

Plant engineering 9XE7Simple

Ma t e r ia lPrime cost K9K2i

Singleentry. Book-keeping G(l)Floor 9L5iproduct 9Bl

Sit -do wn strike Y 79KSite 9KFSkill Yi4l

Sep 1956 V 3 N 2..

CLASSIFICATION OF

Skilled. Employee Y9ESky-writing

Advertisement B318Public relation N98

Slav. Employee YR3P14Slave. Employee YNZSliding scale. Wage Y3ii

Dispute Y79C3iiSlotting. Tool 9EGSocial

beneflt Y 585Dispute Y79C58S

i n s u r an c e Y 588Dispute Y 79C588

security Y58Dispute Y 79C 58

SortingInward. Mail M13Outward. Mail M2l

SourcePower 9H3Purchase 9U2

Span of control E 21Spare parts

Material control 9TMPurchase 9UMStore 9VM

Special occasionsAdvertisement B365

Speculative buying 9U44Spoilage. Overhead cost K9NlSprinkler

Plant engineering 9XH4Stacking. Store 9V 3Staff

Committee &8management Y

StairwayPlant engineering 9XB5

StampingInward. Mail MiSOutward. Mail M23

StandardCost K9FLabour

costRecovery basis

Overhead K9V2lhour

Recovery basisOverhead K9V25

Machine hourRecovery basis

Overhead K9V3lMaterial

control 9Tlcost

Recovery basisOverhead K9V 1

Prime cost K9KtOrder 9T55

Productive hourRecovery basis

Overhead K9V95Standards engineering 9CStanding source

Purchase 9U2State government

Industrial relation Y 7XStatement

Accountancy HACost account K9A

Stapling. Office work M965Static poster

Advertisement B3122

MANAGEMENT

Static poster. Public relation N922

StatusService conditions Y53

Dispute Y 79C53Statutory accounts

Audit J9TBook-keeping GT

Stay-in-strike Y79JSteam

Service connection 9XC4Steel work

Plant engineering 9X9EStock-ownership

Incentive plan Y37Dispute Y79C37

StoreIncentive plan Y35942

Dr s pute Y 79C3594lManagement 9V

Straight -point -methodJob-rating Y16l

Strained relation Y 79ASt r ike Y 79D

breaking Y 79TStructure

Accountancy H92BOOK-keeping G92Budget E92Cost ac c o unt K92

Sub-assemblyProduction planning 9P4Working assets DJl1

Accountancy HWJZiAudit JWJ2l

Sub-contractProduction planning 9P65

SubmarineTransport

Distribution B441254Sub s Idi a r y company

Accountancy HZAudit J ZBudget EZFixed assets DG18

Supervision [EJ 4Supervisor Y9GSupplementary rate

Recovery basisOverhead K9V8

Supply. Market research B12Sweating Y 394

Dispute Y79C394Sympathetic strike Y 79GSystem

Audit J (ZA)Book-keeping G(O)

TableAccountancy H91&Budget E9i6[M] 4

Take-horne-pay Y396Dispute Y79C396

TalkAdvertisement B317Public relation N97

Talking. Delay 9M772Tamilian. Employee YR3P3iTandem adjustment Y314Tangible assets DGi

Accountancy HWG1Audit JWGl

Tax accountsAudit J9GBook-keeping GG

83

Technical. Employee Y9TTelegraph MHTelephone

Office- management M33Plant engineering 9XR33

Teleprint M35Television

Advertisement B315Public relation N95

Telugu. Employee YR3P35Template 9EW

~M) 6Tender. Purchase 9U33Termination of work Y57Test a ud rt J (ZD)Teutonic. Employee YR3P11Textile

Platlt e ng ine e r ing 9X9TTheft. Store 9V47Therbligs 9M3Thermal

Power 9HVTransport equipment 9FV

TimeAdvertisement B36of day. Working conditions 9MUOpe rational instruction 9P36

Assembly 9P536Sub-assembly 9P436

rate. Wage Y33recording. Production control 906study 9M6

ToleranceProduction analysis 9Pt2

Tool 9EAcrib 9E8Delay 9M753etc 9EFeed 904.making. lncentive plan Y 35944

Dispute Y79C35944Material control 9TEOperation instruction 9P32

Assembly 9P5ZSub-assembly 9P4Z

Working conditions 9METo-order. Production 9Z2Top-managementTotal time

Operational instruction 9P363Assembly 9P563Sub-assembly 9P463

Trademark. Intangible assets DG25name. Advertisement BZ3union Y7D

Trading profitGross DRZ

Accountancy HXRZAudit JXR2

Net DR3Accountancy HXR3Audit JXR3

Training facility y61Dl spute Y 79C61

TramcarTransport

Distribution B441 t 51Transfer

empty. TherbligEquipment 9FBFiles M88loaded. Therblig 9M3ZService conditions Y532

Dispute Y 79C532

84

RANGANATHAN

TransformerPlant engineering 9XP4

Transmission equipment 9XQTransport

Distribution B44equipment 9FCEmployee services Y624

Treasurer' s accountAccountancy HMAudit JMBudget EM

Treble entryBOOk-keeping G(3)

T'r i.a l , Inspection 9S1Truck. Plaut engineering 9XH6Truss. Plant engineering 9XB61Trustee body 5Tunnel. Plant engmeering 9XF6Turnover study

Personnel management Y 591Typing. Office work M93Typography

Advertisement B3Z8

Underabsorption. Overhead K9X 1employment Y911ground

t r a n s rn is s io n equipment 9X01Unemployment Y913Unit

Blanket rateRecovery basis

Overhead K9V4Cost centre hourly rate

Recovery basisOverhead K9V68

Cost centre r at eRecovery basis

Overhead K9V65Departmental hour cost

Recovery basisOverhead K9V58

Departmental rateRecovery basis

Overhead K9V54Normal rate

Recovery basisOverhead K9V77

Overhead recovery K9V97Supplementary _rate

Recovery baS1SOverhead K9V87

Unskilled. Employee Y9CUnsuccessful strike Y 79HUrban. Employee YH3Utilisation

Power. Equipment 9XRWaste 9B8

Vagrant. Employee Y J8Variable

Overhead K943Path

Horizontaland vertical transport 9FFStransport 9FD5

Vertical transport 9FESSharing plan

Incentive plan Y354BVariance

Budget control E84Finance control D84

VehicleAssets DG14

Vehicle. Assets _ConuiAccountancy HWGt4Audit JWG14

Material control 9TTPlant engineering 9XMPurchase 9UT

Store 9VT

Vendor 9U2Ventilation 9XD1Verification

Accountancy H4Audit J4Book-keeping G4Cost account K4

Vertical fileArchives M9851Files M51

VibrationPlant engineering 9XD2Working conditions 9MN

Vice-presidentTop-management 2.2

VisitorPublic relation NC

Visual rn et hod sSales promotion B21

Voluntary arbitration Y761Voucher G9DVouching J2

Wage Y3account

Audit J9DBook-keeping GD

earner. Ernployee Y 9BWalk-way

Plant engineering 9XE3Wall

Plant engineering 9XB41Warning signal

Plant engineering 9XK3Waste

bonus planIncentive plan Y3S92

Materialanalysis 9P2S4control 9T J 1

Purchase 9UJlStore 9VJ1Utilisation 9B8

w atch mant e equipment 9XJWater

Service connection 9XC1tank 9XF1

Weather. Store 9V4tJWeighted material cost

Recovery basisOverhead K9K27

Weight-point methodJob-rating Y163

Dispute Y 79C 163Welfare account

Accountancy HQSAudit JQ5Budget EQ5

Wholesale BoardDistribution BSSSales prornotion B28S

Widow. Employee YF8Window

Plant engineering 9XB 7Wiping rag

Material control 9TJ 1Purchase 9UJ 1Store 9VJ1

An lib se

CLASSIFICATION OF MANAGEMENT

Wood-work Working assets _Contd Workman's compensation Y583Plant engineering 9X9D Accountancy HWJ Dispute Y79C583

Work Audit JWJ Yardflow. Productlon planning 9P7 conditions Plant engineering 9XEin- progress Inspection 9SZ structures

Mat e r ra l control 9TN Plant engineering 9XD Plant engineering 9XFStore 9VN Work-study 9MA Zone

study 9M surplus DR1 Employers' union Y7UWorking Accountancy HXR1 Location engineering 9KB

assets DJ Audit JXR1 Trade union Y7L

92 Errata and Transfer in Schedule

Page Column Line For Read

oZ 2 15 E91 E91203 Z 22 Royalty accounts Royalth payable

account64 2 3 G94 G93408 2 36 Y7B Y79B

37 Y7C Y79C38 Y7C1 Y79C1

05 2 2 KK KX07 1 44 Y354E Y354BE70 1 14 71 72

1P1 [1P1]

71 23 X9:89P25:7:1N X9:89P25:7:1L24 X9:89P24:7:1N X9:89P25:7:1N

57 Z Transfer the two lines after tl9P68"to just above" 9Q-.

04 Transfer "with HW" to the nextline and omit "HWB" from thelatter hneTransfer the 4 lines beginningwith "K9W11 to "K9X211 respectivelyto just below the line beginningwith ttK9V97" in page 65 colu.nn 1.

93 Additions to the Schedule

Add the following isolates at appropriate places in thepages mentioned:-

In page 60, add after Note 42More Concrete Sector

9ZZ One -off9Z3 To -o r de r9Z4 Batch9Z5 Mass

In page 61. column Z. addD93 AppreciationD94 DepreciationD95 Scratch valueD96 Market valueD97 BOOk value

In page 62, column 1. add at the bottomDS Dividend

4 In page 07. column Z, addY5923 Contract of appointmentY547 Praise

In page 69. column 1. addY79Z Staff pa r t ic ipa t i.ort l' i.inag c rnent

6 In pageZSZTZU

70. column 2. addLine and staffLineStaff

Sep 1956 V 3 N Z 85