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NEW YORK
CHICAGO
DETROIT
ST. LOUIS
BOSTON
CLEVELAND
BALTIMORE
PITTSBURGH
HASKINS & S E L LS
C E R T I F I E D P U B L I C A C C O U N T A N T S
BULLETIN SAN FRANCISCO
LOS ANGELES
NEW ORLEANS
SEATTLE
DENVER
ATLANTA
WATERTOWN
LONDON
V O L . I I NEW YORK, APRIL 15, 1919 No. 4
Moving Forward
IN the great course of human activity
there is no such thing as standing still.
Not to go forward is to go backward.
Since the firm of Haskins and Sells was
organized in 1895 it has gone steadily forward.
From a firm with two partners the
organization has grown into eight firms
with fifteen partners.
Originally there was one office in New
York. Today there are sixteen offices located
in the following cities (arranged in
the order of size, except London) : New
York, Chicago, Detroit, St. Louis, Boston,
Cleveland, Baltimore, Pittsburgh, San
Francisco, Los Angeles, New Orleans,
Seattle, Denver, Atlanta, Watertown
(New York), and London. Offices are
about to be opened in Philadelphia, Oklahoma
City, and Minneapolis.
The problem involved in the matter of
progress has been and is, the unique one
of extending a professional organization
over the United States, and perhaps the
world, while maintaining the same professional
standards and the same uniformity
of procedure which were maintained when
the practice was smaller and less scattered.
Success in this respect in the past has
only been possible through the fine cooperation
of managers of the various
offices, members of the staff and others in
the organization. Success in the future
will depend upon the same spirit.
Gradually as the organization has increased
in size the older members of the
firm have been called upon by the various
managers for counsel and guidance in matters
of professional practice and business
procedure. An increasing amount of their
time has been devoted to matters of an executive
nature in the interest of the organization
as a whole.
The time now seems propitious to give
expression to an executive division which
will supervise and serve in an advisory
capacity the various offices for the conduct
of the practice.
The typical office manager is recognized
as having various functions, both business
and professional. In some offices many of
the functions are performed by the manager.
One after another as offices develop
in size and complexity of operation the
functions are delegated by the manager to
others either for sheer need of assistance
or because assistance of a special nature is
required.
Tax work, reports, correspondence files,
and professional training have made it
seem imperative that departments be organized
to give special supervision and assistance
to office managers in these phases
of their work. Supplementing these,
which will be known as the secretarial, professional
training, report, and tax departments
respectively, will be the financial de-
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