[Administration]
[From the U.S. Government Publishing Office, www.gpo.gov]

Wl-35 ; 12,-xxo	tm 12-220
Document
Reserve	WAR DEPARTMENT
TECHNICAL MANUAL
ADMINISTRATION
The Division and Large Installations February 26, 1942
NON-CIRCULATING
NTSU LIBRARY
FOREWORD
This manual is in no way intended to replace, supersede, or revoke any existing regulations or manual now published. It is solely a guide and as such is intended to assist adjutants general during the formative period of large units, or when first assigned to duty in the adjutant general’s section of a large unit.
TM 12-220
TECHNICAL MANUAL^
No. 12-220 I
WAR DEPARTMENT, Washington, February 26, 1942.
ADMINISTRATION
THE DIVISION AND LARGE INSTALLATIONS
Prepared under direction of The Adjutant General
Paragraphs Page
Chapter 1. The point of view______________	_____________________:-----------------1-6	3
2.	Approach to the job.._______________________________________________7-24	6
3.	Organizing a division headquarters:
Section I. First day-------------------------------------------  25-34	11
II.	Second day..................................... ... .....35-49	15
4.	Miscellaneous division__________________________________________      50-69	25
5.	Personnel division_______................................................—-70-83	44
6.	Mail and records division________________________________________—84-90	49
7.	Publication and supply division...._________________________________ .91-94	54
8.	General suggestions..........................................        95-115	56
9.	The division in a theater of operations_____________________________116-125	70
10.	Administration in large installations...........................  .126-138	77
Appendix I. Specimen orders..............................    —............... 84
II.	List of Army Regulations__________________________________ 85
III.	List of boards...................................-.......... 87
IV.	Check list for boards_____________________________..______ 88
V.	Specimen report of investigation............................   89
VI.	Specimen board proceedings................................... 97
Index
103
821—42---1
1-5
Chapter 1
THE POINT OF VIEW
1.	The objective of all military operations is success in combat. Always remember that. No matter how hectic your day becomes, no matter how intricate your problems, it is the troops— in training or combat—who are your primary consideration.
2.	The commander may win the fight, but his job is facilitated by a well-organized and efficient staff. If the staff is not well coordinated and does not function up to expectations, if the troops are distracted by inefficient staff work, hindered by useless administrative detail, the prospects of success are diminished.
3.	Your job is both administrative and operative. In each capacity you can hamper or even disrupt well-made plans of troop commanders. Personnel matters must be handled promptly, efficiently and with judgment, so that the combat team can function smoothly. Reports must be accomplished; correspondence must be concise, explicit, and up to date; records must be complete and maintained efficiently. These, and a score of other administrative and operative functions which go to make your job, are important cogs in the preparation for combat. They are the key-wheels which make the Army machine run smoothly. Once the administrative cogs break down; once the troop commander is distracted from his major responsibility by housekeeping and administrative details —at that point the morale of the command is adversely affected. When, however, the troop commander realizes that you, as an administrative officer, are bending every effort to relieve him of the minutiae of administration; when the administrative machine is running so smoothly that he is scarcely conscious of it—then you will have merited his full cooperation, and what is more, his appreciation.
4.	By using common sense combined with Army Regulations and customs of the service, you will find countless ways in which you can simplify the administrative phase of your job. The Articles of War, Army Regulations, directives, and orders of higher echelons govern your procedures. But there will arise anomalous situations where only one ingredient will dissolve your problem— plain common sense.
5.	Always be objective about your duties and retain an inquiring mind. Why is such and such a procedure followed? Is there any better way of accomplishing the same end? Will the new way conform to regulations, maintain the integrity of records, protect the contractual rights of officer or enlisted man? Does it meet with the approval of your commanding officer ? For he, not you, bears the ultimate responsibility for the administrative work
3
5
ADMINISTRATION
CHAIN OF COMMAND
AND
CHANNEL OF COMMUNICATION
।	TRIANGULAR DIVISION
COMMANDING
GENERAL
—•	"I	”"T ' '
i k	- . Chonrwi of Communication
*■	J	3	Ghom Of
s	M„----------------c	——|--------J—--------
1 ,___________________________—'
<	_____EZ~-----------1	1	■	1
Division	Division	of
Infontry Officer- ’	Artillery Officer-
Brig. Gon	Brig Gen.
,mi.F*7M,,ia—	I—।—।—
5	——-----------------------------j.------t/-4-------,,-------, r-|
! L, 3-L	|	i
Assistant Chief',	Assistont	Assistont	Assistant
qfsutL-5it'UA«r.’ii,sc.-t——>-L-------------- M|U”"'	-------------
. -+	—___।-----------------------------------------------------------General	Communication
_	V	----1—	I
■	6	!	I	I
*-----------J-------T--------J-------J-------3----------------1--------y-<	—
•	।11 ii ~r 111,1 1151 11 •' 11 -1 11 !‘l 11 •' 111=1 11 ''"TP"1 I * Moral. Jud,.	hector	Hnanc.	Ordnooc.	Siflnol En,in„r s.^on Ou’tl.r-	|
v_ Offlcr Advoeoi. Gwwd	Officer	Officw	Offic«r Offic.r	matter
r---------1~-------t--------~i--------1----------j--------1--------t--------"J-----1
IT', M „ M M „ \l	\FT"~Z±C—
Wontry B) Artill«r»(4)	C.Q	c0 OMeioti C.0 Dlvl.ion ta OlvMoo C.O. Oitleion CO. Oi»»wi
R^lmntol	Bafta I Ion	R^otwoiMone. ,.ComT?^a...	Sionol	Medico! Orartormcfor En.ln.tr	Ordnance
Command*. Commondtr. Troop y..””.- - - y Company	Battalion Battollen Battalion	Smitlon
rwco vompany
Figure 1.
4
THE POINT OF VIEW
5-6
of the division. You are a staff officer, charged with the duty of carrying out the policies of your commander, under Army Regulations. What the policies shall be is a matter for the commander to decide. How effectively and efficiently those policies are carried out is your responsibility.
6.	You are an executive. Keep yourself free from the administrative routine. Do not attempt to know every detail in the daily operation of your department. When you are called on for information, you must know where to get it—immediately and accurately. Every detail of your department should be the responsibility of a particular officer or enlisted man. Your job is to see that each subordinate is efficient in his own department, that his work is thorough and comprehensive, that it fits into its proper place in the administrative machine. The planning of work, its speedy and efficient accomplishment, its coordination within the department, and with other departments—these are your especial charges. There are, in addition, certain routine duties which only you can fulfill, but these should be decentralized insofar as regulations and policies permit. Keep yourself as free as possible for planning, for personal contact with other staff officers, for conferences with your commanding officer.
5
7-10
Chapter 2
APPROACH TO THE JOB
7.	The title and office of adjutant general are of historic importance. An adjutant general has never occupied a more vital role in the success of our military effort than he does today. In the United States Army the designation “adjutant general” is an inheritance from the British Army which made adjutants general the principal staff officers of higher commanders in the field.
8.	It is interesting to note the regulations published in 1812, defining the duties of The Adjutant General:
It will be the duty of the Adjutant General to form all orders given by the Commanding General in a perspicuous manner; to forward them with dispatch; to publish the decisions of the sentence of general courts-martial; to make out all the details for the distribution of the service equally between the different corps of the Army; to receive the daily and monthly returns, and lay abstracts before the Commanding General; to draw up instructions; to furnish watchwords; to give form to correspondence with the Secretary of War, Generals, and the Staff Officers; to receive all applications for furloughs, and other particular requests; to correspond with relations of soldiers; to preserve orders, instructions, printed documents, and letters; to make monthly returns of the Army and to prescribe forms of the returns exhibiting the strength of the Corps.
9.	These were the duties of the adjutant general of a command in 1812. The adjutant general today does all of those things, and many more. The Act of 1903, under which the general staff was created, with the chief of staff as the principal staff officer, and with all bureaus of the War Department operating under him, removed the adjutant general from his traditional position as the principal staff officer of the commanding general. However the complexity of the modern army has made the adjutant general’s position more important than ever before.
10.	No single officer of the command is able to exert a more potent influence for high morale among officers and men, nor will anyone be able to contribute more to the success and efficiency of the command, than the adjutant general of that command. An army, or any element thereof, will spend many months in training for every day that is spent in battle; and it is during those long months of training, when fatigue and monotony take their toll of morale; when tension makes men irritable and impatient; when the thousand and one tasks of administration, management, and housekeeping become irksome, that the adjutant general, by tact, patience, good judgment, wide knowledge of administrative procedures, and skill in personnel management, can lift the command over the rough spots, can instill and maintain that intangible thing we call “esprit de corps,” which molds individuals and units into an army. Upon the personal qualities of the adjutant general, up
6
APPROACH TO THE JOB
10-13
on his grasp of his responsibilities and opportunities, will depend in large measure the success of the Adjutant General’s Department in carrying out its mission.
11.	The adjutant general is the “voice of the commander.” He will “form all orders given by the Commanding General in a perspicuous manner!” This means that, having ascertained the commanding general’s wishes in any given matter, having been given the policy, he will indite the orders (except combat orders, which are written by other staff officers) letters, circulars, memorandums, or bulletins, necessary to convey the commander’s desires clearly, concisely, with such skillful use of words and phrases as to permit no interpretation save that desired by the commander. This in itself is a fine art, to be acquired only with study, thought, experience, and willingness to take infinite pains. Read again the phrase above: “as to permit of no interpretation save that desired by the commander.” This is fundamental. Orders, and directives must mean exactly what they say and not raise the question, “does it mean this, or that; does the commander want me to go here, or to go there?”
12.	The adjutant general is the administrative executive. Other members of the staff plan and advise. The adjutant general also plans and advises; but when the plans of others have been made, when the advice has been accepted, it is the adjutant general who translates them into action. He gets the thing done. His duty is not completed when he has written an order; he must follow through to see that the order is executed. Higher authority calls for certain information; it is the adjutant general who gets the required information, perhaps from a dozen sources. He correlates, consolidates, records, and forwards it to the proper place. The commanding general wishes a certain thing done; the adjutant general translates this wish of the commander into the accomplished fact.
13.	He must keep in close touch with other members of the staff, and with the commander himself. The adjutant general must know his commander intimately; must know his habits of thought; must understand the mental processes by which the commander reaches a decision, or forms a judgment. Between the two, the commander and his adjutant general, there must exist a mutual respect and confidence, a mutual sense of loyalty. Without it, the adjutant general is useless to the commander. There should be a definite hour each day when the adjutant general goes to the office of the chief of staff or the commanding general, and discusses with him the important matters of the day. The commanding general, the chief of staff, and the adjutant general may well lay aside official formality—but never dignity. There should be frank and open discussion, in which the adjutant general should feel entirely free to express his views, to argue for his ideas, to make recom
7
13-17
ADMINISTRATION
mendations. Conversely it is incumbent upon any commander to give due consideration and weight to the opinions and recommendations of his adjutant general in those fields of administration and operation which are his peculiar province.
14.	Never for a moment must the adjutant general, or any of his assistants, forget that every word which he utters in the conduct of the business of his office, every penciled memorandum, every letter or order which issues from his office, is issued only in the name of, and by authority of, the commanding general! The commanding general is directly and personally responsible for everything that the adjutant general does, and for any thing that he leaves undone.
15.	Matters of routine procedure should be discussed by the adjutant general with the chief of staff and the commander, who, on their part, should indicate their understanding and agreement or disagreement. This should be done soon after the adjutant general joins the command and assumes his duties. Thereafter, normal routine procedures should be accomplished without further reference to the chief of staff or the commander. Matters which require an enunciation of policy should be taken to the chief of staff, or the appropriate assistant chief of staff, and should be subjects of full and frank discussion. Once a policy has been determined by the commander, the adjutant general should reduce the substance of the policy to memorandums or minutes. Such minutes should show the fact of the commander’s or chief of staff’s approval as contemplated in paragraph 25, War Department Correspondence File (this book is issued to all division headquarters) after which it goes into the policy or precedent file, until such time as the commander, on his own initiative, desires to change the policy, or until the chief of staff or the adjutant general feels that the matter should be re-opened.
16.	The policy having been determined by the commander, or by the chief of staff for the commander, thereafter the adjutant general takes action on matters coming within the scope of that policy without further reference to the commander. For example, what is the general’s policy regarding leaves of absence for officers? Wearing civilian clothes when off duty? Suppose the general decides that he, himself, will act on requests for leaves of absence for periods of more than one month. Then the adjutant general will receive requests for leave for periods of less than one month, and will determine upon such basis as he deems proper, whether or not the leave is to be granted.
17.	All the affairs of the division pass through the adjutant general. Many are routine, many require merely formal translation of policy into action. Yet there are countless instances where the adjutant general must interpret the inner thoughts of the com
8
APPROACH TO THE JOB
17-21
mander; those imponderables in the mind of a leader which cannot be expressed in formal policy. The successful adjutant general develops a sixth sense. He learns by instinct how to announce a decision for the commanding general, in such a manner that it not only accomplishes its purpose with firmness and dispatch but also recognizes the rights and feelings of subordinates. He should be the “alter ego” of the commander and at the same time the personification of the officers and men of the command. This dual role does not imply weakness or duplicity.
18.	Once the commanding general makes a decision, that decision stands. The adjutant general should support it as though it were his own. He might have arrived at a different conclusion; but there can be only one commanding officer and his decision becomes that of his staff. His will must be supreme, for it it is he who carries the ultimate responsibility.
19.	The adjutant general must be positive, forceful, he must make decisions—clear-cut, definite decisions. Then he must act on those decisions. He must be able, quickly, to assimilate a mass of fact and opinion, and just as quickly to winnow the essential facts from the non-essential and trivial. His judgments must be sound judgments, soundly arrived at, and acted upon with confidence. Above all, the adjutant general must be a man of action. He must execute. He must never lose sight of the fact that administration is but the means to an end, and not the end itself.
20.	The adjutant general must so organize his office staff, and so allocate and delegate duties among his commissioned and enlisted assistants, that he himself is left free to direct, to execute. He must not only encourage, but must demand that his assistants use their own initiative, their own judgment, and accept responsibility. If the assistants have confidence in the adjutant general, know that he will back them up, even if they make mistakes, they will develop into valuable assistants; otherwise, they will be merely rubber stamps, automatons, going through the motions of “doing paper-work.” Encourage; praise, where praise is due; give the junior full credit for a good idea, a time-saving suggestion. By the same token, when censure is due, so frame and phrase that criticism that it becomes an incentive to better work in the future. The adjutant general should never go over the heads of his assistants in making corrections. If Private Jones does something the wrong way, call the officer or noncommissioned officer in charge of the section and ask him to have the matter corrected. Thereby the prestige of the division or section chief is enhanced; Private Jones’ pride is saved; esprit de corps is maintained.
21.	In his relations with commanders and with staff officers of lower echelons, the adjutant general should bear in mind always
9
21-24
ADMINISTRATION
that he is the representative of his commanding general. Don’t let the general down. In using the telephone to transmit the wishes or directives of the commanding general to the commander of a lower echelon, througn the adjutant or other staff officer of that echelon, be courteous, friendly, but avoid the use of the first person singular.
22.	The adjutant general should know personally and by name the commanding officer of every regiment and separate battalion. He should also know every staff officer of the lower echelons. And he should know as many as possible of the officers of his division by name, and be able to call them by name. This is quite a feat of memory, but it can be done, and it will pay dividends.
23.	The office of the adjutant general should be the first place at division headquarters to which any officer of the command goes, when he has occasion to go to division headquarters. The adjutant general himself should be easily accessible and available to any officer at any time. This does not mean that he should allow people to take up his time in idle conversation. But he should always find time to talk to any person about his particular problems.
24.	a. The adjutant general should not allow himself to become so occupied with the performance of routine administrative tasks that he loses his perspective. He must be free to leave the desk, to go to other offices in the headquarters, to go to the drill field, or to accompany some regiment for a half a day at a time on field exercises. In a word, be an executive, and not a glorified clerk.
b. The function of the adjutant general has been often misunderstood. It is the tendency of the line officer to think of it as “paper-work.” Quantitatively, paper-work looms large. That is inherent to the job. But paper-work is only the shell; the core is out of sight, within the shell. That core is leadership. While the adjutant general does not exercise command, he nevertheless should exercise leadership. His personality can gain, both for him and for his office, the respect and willing cooperation of the entire command. Once that is accomplished, administration in the command will become efficient, painless. This is what builds morale. Morale helps win the fight.
10
25-29
Chapter 3
ORGANIZING A DIVISION HEADQUARTERS
Paragraphs
Section I. First day___________________________________________________25-33
IL Second day------------------------------------------------- 34-49
Section I
FIRST DAY
25.	As an officer of the Army of the United States, you find yourself detailed as adjutant general of a division. Perhaps your previous service has been as a line officer; perhaps many years ago you were a post or regimental adjutant; perhaps the emergency has brought you into active service from civilian life; perhaps you know nothing of Army administration. In any case, your position is one of grave responsibility. What is your new job? How will you approach it? What will be your point of view? Will you be merely a slave to “paper-work,” a glorified clerk—or will you grasp the true significance of your new responsibilities, maintain a broad point of view, and be a trusted and valued staff officer ?
26.	The 20th Infantry Division (triangular) is to be activated on May 1, 1941, and you are ordered to duty as the division adjutant general. You report to the point of activation on April 30. If you are fortunate you will find a small cadre of trained men, noncommissioned officers and privates, who are to form the nucleus of your division headquarters.
27.	The commanding general and chief of staff are already there. No other members of the staff have reported; but all are scheduled to arrive within 3 days. Tomorrow the training cadres will begin to arrive for assignment to regiments.
28.	You find, let us say, that your station is a former World War training camp which is now undergoing extensive rebuilding. There are thousands of carpenters and laborers; there is an atmosphere of confusion and bustle. Post headquarters is located in an old dwelling, and looks like a madhouse. Finally you find the post adjutant, a harried individual, who is working 18 hours a day, with inadequate equipment in greatly restricted space, and with only half enough trained men dr officers. He gives you a map, and with a pencil encircles a large area, which he says is assigned to your division. At the moment, the post commander is with the constructing quartermaster, trying to expedite the erection of buildings and utilities.
29.	Finding the chief of staff, you go to the place indicated on your map as the site of division headquarters. The map shows three buildings, two-story, approximately 30 by 70 feet. But only
11
29
ADMINISTRATION
Suggested FLOOR PLAN Division Adjutant General’s Office
I nut—L, i i 17
y' Hallway	I	6
' ' e) 1______________TJ
i—i	C E	|
C B 1 2 3 4	5	1	8
I
------- —,—□
m c0 i
C0*	■	! * „
1 ra	i
_______I	I.......  I
1 - Adjutant general’s office
2 - Assistant adjutant general's office, officers section
3 — Miscellaneous division
4 — Publication and Supply division
5 — Enlisted section
6	— Mail and records division
7	— Supply room
8	— Enlisted men’s washroom
9	— Lobby
10	— Heating plant
A — Adjutant general’s desk
B — Assistant adjutant general’s desk C — Assistant adjutant general’s desk
D — Chief clerk’s desk
E — Principal clerk, administration center F — Officers’ register
Figure 2.
12
ORGANIZING A DIVISION HEADQUARTERS 29-80
one of these buildings is actually in existence. That one is completed except for the installation of the heating plant. You and the chief of staff make a tentative allotment of rooms (see fig. 2).
30. The chief of staff informs you that the post quartermaster will issue supplies and equipment up to the limit of articles available, pending the arrival of the division quartermaster and receipt by him of supplies and equipment. You decide to see this quartermaster and find out what he has. You must get things started. Tomorrow is the day when by War Department order, the division will be officially activated. It is now 10:00 a.m.
a.	Arriving at the post quartermaster’s office, you find that officer friendly and anxious to cooperate with you to the limit of his ability. But, he tells you he has very little office furniture and equipment on hand. Much is on requisition; but he has no idea when, or whether, the requisitions will be filled. There are a dozen carloads of stuff on the tracks for which he has not yet received shipping tickets or bills of lading. He thinks it is for the division, but he doesn’t know what it is. He is hoping for the best. He asks you to give him a list of things you need immediately. He will see what can be done.
b.	You sit down to make up your initial list of needed equipment and supplies. What should you ask for? You haven’t a Table of Basic Allowances for a division headquarters; and even if you had, it wouldn’t help much. You are going to draw this equipment on your personal memorandum receipt, and you should get everything you can. You will need it. You can conform to the Table of Basic Allowances later, perhaps.
c.	You are figuring now only on equipment for your own section, for the commanding general, and the chief of staff. When the general staff section arrives, G-4 will consult with the quartermaster and see what he can get for the other sections of the division headquarters. Exclusive of the postal officer, you should have two assistant adjutants general, one warrant officer, one master sergeant, and 14 other enlisted men in your adjutant general’s section (T/O 70-1, Oct. 1, 1940).
d.	You probably will not receive half of what you ask for. In fact, you will be lucky to get one desk for the commanding general and one for the chief of staff. For the rest, you’ll probably receive folding wooden tables and folding steel chairs. Maybe not even those. As for expendable supplies, get some of every item, if possible. Don’t quarrel over quantities. For the balance, you will have to improvise. Have the post utilities officer make tables and benches for you, if you can. If you cannot, get the first carpenter you can find in any of the cadres coming in and put him to work making things for you. If you can find a few mess tables, they will come in handy.
821—41
-2
13
30
ADMINISTRATION
WAB DEPARTMENT
REQUISITION
Ta; Quartermaster, Fort Dix, N. J._________________ no. »f sheets___1________ sheet No.____1___
Requisition No.---1----------- Date —_________________________ Period ..—.5^^4-AL--------------
ship to Comandlng General,, 20th Infantry Division. Fort Dix. Hew Jersey......................
Requisitioned Bt (dhow Signature, Ranx, Organisation, Destination. If different from “ship to” include address):
Commanding General, 20th Inf. Division, Fort
Dix, New Jersey.
Approved Bt: Command of Major
General WIHSLOWi
HENRY A. ADAMS, Lt. Col., A.G.D. Adjutant General.
STOCK No.	ARTICLES	UNIT	ON HAND AND DUE	CONSUMED	REQUIRED	APPROVED
	Chairs, office, swivel, w/arms Chairs, swivel, steno, without	each	none	non®	11	
	arms	H	It	«	7	
	Desks, single, double pedestal	N	«t	w	11	
	Desks, drop [toad, typewriter	K	it	n	7	
	Cases, book,.sectional, w/base Duplicator, Mimeograph, hand	«	it	n	4	
	operated, Model 90 Duplicator, Mimeograph, elec-	ft	it	it	1	
	trie, w/motor, Model 92 Cabinets, filing letter, steel,	ft	rt	tt	1	
	4 drawer, w/lock Machine, adding and subtracting	N	it	n	6	
	electric, eight col.,w/motor	n	ti	ti	1	
	Typewriters, elite, 11 inch	N	it	ii	12	
	Typewriters, elite, 20 inch LAST ITEM	n	n	it	1	
Note: This form should be made in quadruplicate. Original and two copies to unit supply officer, one copy retained for file.
Figure 3.
14
ORGANIZING A DIVISION HEADQUARTERS 31-35
31.	The quartermaster will no doubt give you a set of W.D., Q.M.C. Form No. 412 and W.D., Q.M.C. Form No. 400 on which to prepare your requisitions Also he will let you have a truck in which to haul your equipment and supplies to division headquarters and probably a detail to load and unload it. By the time you get the equipment installed, you will find that the day is nearly over. (See figs. 3 and 4.)
32.	Next, find the chief of staff, and discuss every detail of his and your own plans for the next few days. Make a priority list of those things which must be done first. You will find such a list helpful, but do not allow it to grow beyond reasonable proportions.
33.	If, during the first day, arrangements are completed for the initial equipment and supplies with which to open your office and quarters for yourself and the staff are located, that is a good day’s work. The conference with the chief of staff will probably take up your time until well into the night.
Section II
SECOND DAY
34.	Early the second morning, get the equipment moved into your division headquarters building, even if the building is not finished. On the second morning also, your headquarters cadre probably will arrive. Assume that you get one master sergeant, 3 staff sergeants, 3 sergeants, and 8 privates first class. By interviewing each man, find out what his experience is and what his capabilities may be, and give each a tentative assignment. The master sergeant, if suitable, will be designated as acting chief clerk, otherwise, another competent soldier.
35.	Now arises the question of how you are going to organize your office; how you are going to group the various functions.
a. Here is a plan which has worked successfully, and which follows in general the plan of organization of The Adjutant General’s Office in the War Department as well as in the field.
(1)	Miscellaneous division.—This section usually should be directly in charge of the senior assistant adjutant general, a major. This might also be called the executive or operating division, although all divisions of the adjutant general’s office are operative in character. The miscellaneous division will handle:
Miscellaneous correspondence.
General orders.
Control of allotted funds (but no disbursements, since that is a function of the Finance Department).
Review of investigations, board and courts-martial proceedings.
Confidential and secret communications.
15
35
ADMINISTRATION
WAK DEPARTMENT Voucher No	 Stock Record Account REQUISITION AND RECKITT FOB STATIONERY AND OFFICE SUPPLIES QUARTERLY ALLOWANCE Bwb: --JNJT.IAL	12_„Desk»';	Typewriter*; 		None.	Stenographer* To: Quartermaster, Fort Dix, New Jersey.	_______										
Requisitioned By: Comuanding General, 20th Infantry Division.		Approved Br:^ HENRI Lt. Cc _ Ariiut.a		4MAND OF MAJOR GENERAL WINSLOW: A. ADAMS, l.,A.G.D. jit_GanerAL.					
STOCK NO.	ARTICLES		UNIT	BEQULBED	ISSUED	UNIT COST	TOTAL COST
14-0-3550	Ones 14 Oil, typewriter, M-ouncc bottle 			No....	24			
53-B-2350	OaanH Banda, rubber, No. 18		 	 					2			
53-B-2364	Rands. rubber. No. 32	...					2			
53-B-5000	Binders, loose-leaf, lace (shoestring), 2-hcle, cardboard cover, black, 9% x 6 inches. Binders, loose-leaf, 3 rings, l-inch rings, canvas bound, 9% x 6 inches. Binders, loose-leaf, strap type, 2-hoIe, canvas bound, 9% x 6 inches. Books, memorandum, pocket, 6 x 3M inches			 Books, note, stenographers’, ruled both sides, stiff board cover, pen use, 4x8 inches. Brushes, mucilage or paste, with metal cover Minch wide, %-inch bristle, cover size. 2 inches. Bi-ashes, typewriter, machine-dusting, wood handle, minimum length 9 inches. Rninhea. i.vrkPxvritAr tvrwv-cV'^.TMnc'. minimum ler*>.! ft incb«R.		No.. ..				
53-B-10756			No		12			
A2-R-141RO			No		........X2_.			
i II i i -i 3			No	 No._			24... .. ...144.			—
53-B-25700				.....12..			
53-B-26020			No._ _		13			
53-B-26100			No._ ..		...13...			
53-0-3100 53-0-3116	H-inch width, bristles % x 2 inohas. Cards, guide, plain, 3x5 inches	 Garda. sniidp nlwn i R tnchr-a	—	Set.	 Set			144	 	144...			
53-C-6S00 53-0-6640 53-C-3680	Cards, guide, field-deck, company, .ilphabetiad, blue, 8M x 3‘M# inches.	— Garde, guide, field-desk, company, daily, pink, 8,M x 3:He inches.. Cards, guide, field-desk, company, miscellaneous, pink, 8% x inches. Cards, guide, field-desk, company, monthly, yellow, 8M x 3’%« inches. Cards, blank, regimental, miscellaneoas (10 gray preosboard cards), 8Mo x 11M inches.		Pkg.-. Pkg.		—		
							
53-0-6720			Set .				
53-0-6760			Set-	 No.		. 100	—	—	—
			No..	10, non			
	(1)						
Figure 4.
16
ORGANIZING A DIVISION HEADQUARTERS
35

						
STOCK NO.	ARTICLES	UNIT	REQUIRED	ISSUED	UNIT COST	TOTAL COST
53-C-12344	Class 53—Continued Clips, paper, wire, type A, No. 1	.....				.144.			
fW-C		Crayons, chtdk, school.. _ 						
		Crayons, chalk, school	 . 				 	 . ... 		Grow				
53-0-16812	Cups, pin or sponge, glass	 		No.__—		24..			
53-E		Envelopes. . . 	 	 	 		No6i.	.. . Si			
	Envelopes.		 	 	 	 	 		NoIQ		 58			
53-E		Envelopes		No					
53-E		Envelopes— Manila* large* 9 x 12	M			5.			
53-E		Envelopes...Manila*..large*_.14. x J7.		M		. .. 5			
53-E		Envelopes...Manila a _.6._X .9.		M		.5			
53-E-5648	Erasers, pencil, oblong, red- ... 	 	 		No.. ..	IM,			
53-E-5808	Erasers, typewriter, circular, with brash		No		1/,/,			
53-F-9S6	Fasteners. ApCOj.	.22 _ 		No._ ..	... IM			
53-F		Fasteners. .ACCQ*. NP *..12	 		No			IM			
53-F		Fasteners. . 	 		No					
53-F-3296	Fillers, binder, 3-ring, sulphite paper, white, ruled, 9% x 6 inches.. Fillers	 ...	..	... .... _ _ . . 	 		No					
53-F			No					
53-F-5150	Folders, file, manila, 9% x 11% inches.. . 		No.. ..		10M			
53-F-5160	Folders, file, manila, 9% x 14% inches—.. 		No._ ..		2M			
53-1-624	Indexes, binders, alphabetical, 3 rings, 9% x 6 inches			Set					
53-1-1200	Indexes, tab, gummed-cioth, strip, 1% x 5% inches			.... St			
53-1		Ink» writing*. blue-black*_2 e** bfi-ttlW... _	Eash...		 24.			
53-1		ink *wri ting* blue-black*	ot.	4			
53-1	ink.* Mimeograph	JP.quikL				
53-L-668	Labels, paper, blank, gummed, l%a x l’%« inches... 	 ..	No			 2M			
53-M-1600	Mucilage, gum, pure, 4-ounce bottle (with brush).. 						
53-P		Pad** .scratch*, ruled* ._8.xl.Qi		Each...		144..			
53-P		, scratch* ruled* 6x9	 	-	Each.	-144			
53-P		p*i..	Haeua...	50			
53-P	?aper*-iii55us*_.s.e.cond.-3heet*.-whita*aJclflj. Paperx-iissue* second sheet* green*8 x IQj	B&acL	200			
53-P			Reacj	100			
53-P		Paper*, bond* legal*, white* 8. x_.14i	 . .	Ream.	25			
53-P		P„
Document Number_______, Proa	To_____________ Subject________________________. FU« No.____________. Time
Note: This is a suggested form for use in recordirv
_________________________________________________ . >	all incoming documents. It should be me j _ _ _________	— ~_________________________________________________________________________________________________________________"	to fill the requirements of each individual
headquarters.
i ______________________________________________________J_________________________________________________________________
Figure’ 5.
picks up an interoffice reference sheet (see fig. 7) (a “buck slip” in common parlance), and writes on it “For necessary action.” On the line which reads “Suspense date” he enters “5/10,” then initials the suspense date and drops it in his out basket. It goes back to the distribution desk, where the clerk makes an entry on his “interoffice suspense record” (see fig. 8), which shows the date, file number, subject of the communication, staff section to which it is going, suspense date. The interoffice messenger then takes it to G-4.
(2)	(a) This next letter is a little more complicated. It is from The Adjutant General and directs that 15 officers of company grade be selected and ordered to Fort Benning for a special 12-week training course in communication, after which they will be returned to their proper stations. Distribution routes it to miscellaneous. On the way, the chief clerk makes a tickler card, and records the letter on a special “School File” card. The assistant adjutant general passes this letter to the adjutant general, since the adjutant general has announced that he himself wants to handle all details of officers to service schools. The classification officer will be called upon to furnish the names of twice as many officers from each regiment and separate unit as may be needed to attend the school. Say that 5 officers from each infantry regiment are to be detailed: the classification officer will be furnished
26
ADMINISTRATION
52
	Cross Ref. No.											
	Date											
												
	s							he Kec-manent s to the				
h INFANTRY DIVISION ; SHEET	From:							S o O  -13 -2 o C £ c ° O.O-X3 .				'IGURB 6.
HEADQUARTERS, 2Ot FHE INDEX	Subject:			•			Note: This is a sugge ords and Mail and up to date file may be at					>**,
												
	Filed Under											
	Document Number												
27
52
MISCELLANEOUS DIVISION
INTEROFFICE REFERENCE SHEET - HQ., 20th INFANTRI DIVISION
From Office of: A.G,
File No. 400,303
Subj ect: Report on Controlled Items
Suspend date:j>/10
No, 1
Date
5/5/41
To
G-4
For necessary action,
H.A.A A.G.
5/10/41
2
Report attached,
A.B.E,
INSTRUCTIONS FOR USE
a.	This sheet will r