File:Bell telephone magazine (1922) (14733639806).jpg

Identifier: belltelephonemag19amerrich (find matches)
Title: Bell telephone magazine
Year: 1922 (1920s)
Authors: American Telephone and Telegraph Company American Telephone and Telegraph Company. Information Dept
Subjects: Telephone
Publisher: (New York, American Telephone and Telegraph Co., etc.)
Contributing Library: Prelinger Library
Digitizing Sponsor: Internet Archive

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tances, Thus, the ideal has long been rec-ognized; but the difficulty has beento define it practically to the greatbody of employees through whose at-titudes and actions it must, in thefinal analysis, find expression. Onlyin the last few years has the ideal be-gun to mature fully, and it is the pur-pose of this article to outline theproblem, and the methods by whichthis impressive change is beingbrought about. It is difficult to define satisfactorilyjust what is meant when we speak ofpersonalizing the service. One BellCompany has effectively consolidatedthe thoughts of many and expressed itthus: Courteous, businesslike, interestedand natural treatment of customersin every contact with them. Willingness to grant reasonable re-quests even though they are notprovided for in the rules and prac-tices. Using routines and specifications asa guide to the handling of routinematters—not substituting them forjudgment and common sense whenunusual situations arise. Bell Telephone Quarterly APRIL
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TYPICAL AUDIENCE More than 125,000 telephone people, from all departments, attended service skW performances during i939 Breaking away from too close ad-herence to set practices and phraseswhen need develops. Being natural and pleasant in alldealings with people. Being patient, sympathetic, willingto listen, eager to understand andto help. Handling each contact with the cus-tomer in such a friendly mannerthat he will like the employee andthe Company. System Objectives and Program OUCH a service, individually pleas-ing, cannot be brought about bywritten instructions and routines. Itcannot be obtained by formula. Itimplies freedom to give expression tothe natural tendency of all Bell Sys-tem employees to be friendly andpleasant. It also implies certain lim-itations on the impulsive and indis-criminate use of judgment in all situ-ations which might arise. Obviously, however, it cannot be limited by nu-merous restrictions without destroy-ing the employee initiative and spon-taneous action

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