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Contents
The school-based assessment iv
l i) Office orientation 1
2 Communication 46
3 ~ ecruitment and orientation 11 3
4 Information management 133
5 Reception and hospitality 165
6 Meetings 177
7 Travel arrangements 191
8y uman resource management 211
L-
9 Accounts and financial services 241
10 Procurement and inventory management 295
11 Sales, marketing and customer service 318
12 Operations, despatch and transport services 335
Index 359
-

-
THe school-based assessment
The school-based assessment (SBA) is a research project that is
designed to help CSEC students develop and demonstrate essential
knowledge, skills and attitudes. Each student is expected to conduct
a self-directed investigation of a selected topic; apply a scientific
approach to collect data; and organise, analyse and present the
findings in a 1000-word report. The project must include relevant
charts, graphs, tables and pictures.
The objectives of the SBA are to:
1 provide the candidate with an opportunity to investigate an area
of special interest within the syllabus
2 develop the candidate's ability to conduct an enquiry and present
the findings
3 provide an opportunity for the teacher to be involved in the
evaluation process.
The SBA topic
The selected topic should be based on objectives from one or more
sections of the syllabus. Presently students, in consultation with their
teachers, are allowed to select their SBA topics from any section of
the syllabus. However, CXC has indicated that with effect from 2014,
SBA topics should be selected from the following areas:
1 2014 - Communication; Operations, despatch and transport
services
2 2015 - Office orientation; Procurement and inventory
management
3 2016 - Records and information management; Sales, marketing
and customer service
4 2017 - Human resource management; Travel arrangements;
Recruitment and orientation
.5 2018 - Reception and hospitality, Meetings
Project layout
Students should present the SBA project in a folder with their
candidate number, the name of the subject and the date submitted.
The project consists of three sections:
1 Preparntion
This section should contain:
TITLE - A suitable and clearly stated topic for the project.
AIM - Clearly stated project aims and objectives.

The school-based assessment
CORRESPONDENCE -A letter to the organisation you intend
to study, asking for permission to interview and/or observe
person(s) on the job. This letter must be prepared in suitable
business format.
2 Gathering data
This section should contain:
METHODOLOGY - A clear description of how, when and from
whom information was gathered
QUESTIONS - A record of the exact questions you asked and to
whom they were directed.
SCHEDULE - A three-column table with the headings DATE,
ACTIVITY and COMMENT, outlining the activities you
performed to do the research and any challenges you had to
overcome or follow-up action you needed to take.
REGULATIONS - A regulation, staff rule, or health and safety
practice that you observed where you carried out your project.
Indicate how it was relevant to your project.
3 Presentation
This section consists of:
REPORT -A 500-750 word discussion of the findings of your
research, the limitations of the project and recommendations
on how office efficiency can be improved through the use of
techno!o'gy.
OFFICE EQUIPMENT - A four-column table that summarises
the equipment you used in the office, under the following
headings: DATE, EQUIPMENT USED, PURPOSE,
SUITABILITY FOR TASK. If no equipment was available, then
you should research the types of equipment that would make the
office more efficient in performing the tasks researched for the
project.
SOURCES OF DATA AND INFORMATION - A bibliography to
acknowledge all sources of information·.
Guidelines for the layout
(a) The title page should be repeated for each section
(b) The table of contents should be relevant to each section
(c) The aims·and objectives must be stated
(d) The methodology employed should be described
(e) The letter, schedule, regulations, forms, graphics, charts etc.
should be included
(f) The report (500- 750 words) should discuss:
(i) findings
(ii) limitations
(iii) recommendations.

1 Office orientation
1.1 Role and functions of the office
OBJECTIVES
By the end of this unit you
should be able to describe
the role and functions of the
office in business activities.
The strategic plan of an
organisation is a document
I that includes statements of its
vision, mission and goals.
Activity
Use the internet to research
the mission statements, vision
and goals of at least THREE
organisations. In what ways
are they similar? In what ways
are they different? Prepare
mission, vision and goal
statements for your school.
When you hear the word 'office', what comes to mind? Many
students immediately think of the rooms occupied by the principal,
vice-principal, cleric;al workers and so on (Figure 1.1.1).
Figure 1.1.1 Some students' first concept of an office
In every organisation, whether large or small, there is a centre of
activity that is called the office. In a very small business the office
may simply be a desk and chair, with a telephone and some storage
space for documents. In a large business there may be an office for
each department, with a head office to coordinate the activities of the
various departmental offices.
Three important business terms that you should understand are:
vision, mission and goals. The mission describes the purpose and
activities of the business. Some organisations exist to make a profit,
for example, a supermarket or a garment factory. Others operate
to serve the needs of persons without a profit motive, for example,
a government ministry or a charitable organisation. The vision
expresses what the business hopes to be or accomplish within the
next few years. The goals state the steps that the business will take to
make its vision a reality.

-
1 1.1 Role and functions of the office
..
Exam tip
You should be able to
explain clearly how the office
supports the operations of a
business.
Role and functions of the office
The main mission, role or purpose of an office is the collection,
processing, s_
torage and_ di_
stribution of information so that the
businesscan·be managed efficie_
ntly alld effectjyely. The office serves
as the GO.!}trol centre of many organisations. It performs a range_of
essential functions to ensure that the business is successful in the
production, distribution and exchange of goods and services. These
functions include:
Production
The office assists in the production of goods and services by
_
communicating instructions to individuals or departments, such
·as purchasing, sales, marketing and distribution. For example, in a
garment factory, when the office receiyes-an order from a customer,
it must inform the various departments; such as production and
the stock room. These departments must inform the office on the
number and status of existing orders, before the delivery date of the
new order can be confirmed with the customer. The office produces
many documents while fulfilling its role, including letters, reports and
financial statements.
Distribution and exchange of goods and services
Distribution is the pro·cess of getting products to consumers. In a
large business there might be a despatch office that specialises in
managing distribution (see Unit 12.3). The exchange of goods and
services involves a number of office functions. For example, the office
handles the receipt of money, often in the form of cheques received
by majl. Such payments must be promptly recorded and safely st<;>red
until deposited in the bank. The office is also responsible for other
distribution activities, such as:
• scheduling routes
• making arrangement with drivers to transport and deliver goods
• preparing advice notes, delivery notes and destination sheets.
Collection, processing and preservation of data
The office serves a&the' communication centre for the organisation,
coll~cting information from various departments and transmitting
it in an appropriate form to other departments. Information is
also gathered.from external sources, such as ind1viduals and other
organisations, in the form of enquiries, requests, orders, complaints
and so on. Other sources of information incl~e books, magazines,
newspapers, surveys and·reports. There should be a well-organised
record of afl information received by·the office.
Information collected by the office must be processed so that it can
be useful to those who require it. Processing of information includes
sorting, classifying, analysing, summarising and presenting in a

The office is not just a room.
You should remember that
the office is really the people
and the functions that they
perform.
-
' (
Key points
The role and functions uf
the office, in keeping·with
its mission, vision and
goals, include:
• production
• distribution and
exchange of goods and
services
• manual and electronic
collection, processing
and preservation of data
• dissemination of
information-
• organisational
management and legal
control.
1.1 Role and functions of the office 1
different format. For example, a company's annual sales statistics for
the past 10 years may be presented visually in the form of a graph,
making it easier for the user to make comparisons and analyse trends.
Information must be stored safely, so that it can be readily accessed
whenever it is needed. Information can be stored manually, using
a variety of equipment, including filing cabinets and microfilm (see .
Units 4.5 and 4.7).
Many business transactions are now done electronically, using
computer technology. Some organisations, such as eBay and
Amazon.com conduct almost all their transactions via the internet.
Electronic data management will be discussed in greater detail in
Unit 4.2.
Dissemination of information
Information must be communicated accurately and in a timely
manner if it is to be useful to the recipient. Responding to queries
from external sources is an important aspect of disseminating
information. The office must also create documents in the form of
letters, memoranda, reports and invoices, to name a few.
Organisational management and legal control
Office staff help to plan, coordinate, communicate, schedule, monitor
and report on th·
e outcomes of business activities.
Complying with legal requirements is another responsibility of the
office. This includes the preparation and safe-keeping of contracts
and the payment of taxes. Some businesses are required to prepare
annual financial statements (these will be discussed in Unit 9.2).
The office is also responsible for the selection and safety of the
furniture, equipment and documents in its keeping. For example, the
office might recommend the use of a computer and scanner to stor<?
documents instead of buying additional filing cabinets.
Test yourself
1 Clearly explain the difference between the mission and the vision of an
organisation.
2 a Define the term 'office' as it relates to a business.
b What is the main role of an office?
c Describe THREE functions of the office in a business.
3 a Explain the production function of an office.
b Discuss how an office facilitates the production of goods and services
in a business.
4 As the secretary of an organisation, you are responsible for the
preservation and dissemination of information.
~ Identify THREE sources from which information can be collected.
b List FOURactivities involved iffprocessihg information.
c Explain the meaning of the term 'dissemination of information'.
d State THREE ways in which information can be disseminated.
-

OBJECTIVES
.how the office structure and
activity may be organised
according to the size and
nature of a business, with
specific reference to:
• multiplicity of positions on
staff
• nature of duties and
responsibilities.
-
The pictures below both show offices. Think about the businesses
in your country. In what type of business might you find the office
shown in Figure 1.2.1? tn what type of business might you find the
office shown in Figure 1.2.2?
Figure 1.2.1
Figure 1.2.2
Size and nature of businesses
Businesses vary in size and complexity, from small single-owner
enterprises to massive public limited liability companies. The
,

Activity
Identify examples in your
country of each type ot
business outlined in Table
1.2.1 and try to determine
what kind of office you may
find in each business.
S. M. Jaleel, the Caribbean's
largest soft drink
manufacturer, started out in
1924 as a sole trader.
[
1.2 Positions, responsibilities and duties in the office 1
smallest and simplest business structure is the sole trader or sole
proprietorship, in which the organisation is owned and operated by
one person. The sole trader can employ other persons, but the owner
is the only person legally responsible for the business, who receiyes
all the profits and must pay all the debts.
Can you think of some examples of sole traders in your community?
You might identify enterprises such as a barber's salon, a small .
grocery store, a dressmaker's or an automobile repair shop. What are .
the office needs of such organisations? It is very likely that an office
similar to the one shown in Figure 1.2.1 will be sufficient.
Larger organisations need higher levels ofoffice activity..Therefore,
significantly larger offices are needed, as is shown in Figure 1.2.2. The
different types of business structures are summarised in Table 1.2.1.
Type of business Ownership Main characteristics
8 trader One person Owned, financed and controll('ld by

one person
There may be employees but these
are usually few
Crartne~hip 2 to 20 persons. The partners usually run the business
'v and share the profits
~rative Members Each shareholder has an equal vote,
regardless of the number of shares
').N
held
Day-to-day operations are directed
by a board of directors elf;lcted by the
shareholders ·
Private limited Shareholders Owned, financed and controlled by
liability company 2 to 50 shareholders
Shares are not sold to the general
public
Public limited Shareholders Owned, financed and controlled by at
liability company least two shareholders
No maximum number of shareholders
Anyone may buy shares
Public sector Goverr:iment Owned and controlled by the local or
~ .-- national-government
Private secfor Private individuals Owned and controlled by private
or groups enterprises. Note that this term is
. used to refer to all businesses that
are not controlled or owned by the
government.
"Table 1.2.1 Different types of business sructures
Multiplicity of positions on staff
The multiplicity or variety of positions on staff is determined by the
size and nature of a business. In .a srµall 0rgaflisation the office staff
-r

1 1.2 Positions, responsibilities and duties in the office
Exam tip
identify and differentiate
between the roles of the
different personnel in an
administrative office. For
example, a clerk, typist and
secretary have different
duties and responsibilities.
may consist of a single individual who performs several roles, such
as receptionist, clerk and typist. Larger organisations require more
pe1:sonnel. This allows for specialisation in which each individual
performs a limited number of tasks with a higher degree of expertise.
For example, a manufacturing firm is quite likely to have at least one
customer support representative. In a very large business there may
be several customer support representatives, who either specialise
in different products or cater to the needs of different types of
customers. However, it is unlikely that this position will exist in a
small law firm. A small business might not have enough transact(ons
to need an accounts clerk, so a general clerk may handle this
responsibility, together with data entry and word-processing.
Nature of duties and responsibilities
Each staff position carries specific responsibilities. The worker
must perform a number of related duties in order to fulfil the ·
responsibility. Some of the specialist positions in an office are
summarised in Table 1.2.2. You should note that the job titles for
these positions may vary from one organisation to another.
Position Responsibilities Duties
(Job title)
Receptionist To be the first Answer telephone, receive and transmit
point of contact messages
between the
Provide information to callers
organisation
and the public, Greet persons entering organisation and
creating the first maintain a visitor log
impression of Direct persons to correct destination
the organisation
to clients and Respond to queries from the public and
customers customers
Set up appointments and maintain
appointment diary (either manually or
electronically)
Receive, sort and distribute incoming and
outgoing m_
ail and maintain appropriate
records
Tidy and maintain the reception area
Data entry To read Key in text
clerk handwritten or
Enter data into a computer
typed documents
and type or scan Operate a variety of office machine_
s
them into the Manipulate existing data
computer
Edit current information
Proofread new entries to ensure accuracy
Typist/word To use a Set up and prepare various business
processor typewriter, word documents, such as letters, memos,
processor or purchase orders, reports, mailing labels
computer to and other text material
prepare a variety
Take notes and dictations at meetings
of documents

w
( (' (:
Key points
Businesses vary in size
and complexity, from small
single-owner enterprises
to massive public limited
liability companies.
There are more
specialised staff positions
in the office of a large
organisation than a small
one.
· Each position has
specific duties and
responsibilities.
1.2 Positions, responsibilities and duties in the office 1
Accounts clerk To produce, Calculate, document and verify financial
organise and data for use in maintaining accounting
maintain financial records
records Compute and record charges, refunds,
In large rentals and so on
organisations Verify and record details of business
accounts clerks transactions, such as funds received and
may specialise disbursed, and totals accounts
in areas such as
payroll; costing Compile, type and sort documents, such
collections and as invoices, account statements, reports
bookkeeping and cheques
Maintain statistical records and prepare
periodic reports
Administrative To provide Answer and screen telephone calls
assistant/ administrative Prepare and manage correspondence,
secretary support for an reports, minutes of meetings and other
individual or a documents·
small group of
persons Handle incoming mail and outgoing mail
..
Organise and coordinate work
schedules, appointments, meetings,
travel arrangements and other events
Set up and maintain filing systems (paper
and electronic), work procedures and
other office systems
Operate office equipment and manage
office space
Supervise lower-level clerical staff
Customer To be the primary Answer customer telephone calls and
support contact and emails
representative support person for Provide information about products or
(also known
customers services
as customer Take orders
service
representative) Resolve complaints about billing,
accounts or product defects
General clerk To perform a A combination of the duties identified in
variety of tasks the positions listed above
that support the
administration and
operation of the
organisation
Table 1.2.2 Duties and responsibilities of office staff
~ a Briefly describe THREE types of business.
b Identify ONE example of each type of business in your country.
@)What do you think are the opportunities for employmenl'in the office
of each business? Give a reason for your answer.
2 a Identify THREE areas of specialisation that can be found in an office.
b State clearly the duties and give a clear description of each job title.
Identify TWO negative and TWO positive effects of staff performing
multiple jobs in a small business.
4 As a business grows in size, there is a need for more employees,
equipment and other resources. Identify TWO effects this can have on
the responsibilities of all employees

.-;- ~ .,~~::,...r"""l J
l,ii . •- l'r • •• ' ._
~--·:> -
~
··.a·.~-Qrganisational structure
f- , :.,.,
-
OBJECTIVES
how the office structure and
activity may be organised,
specific reference to the
types and patterns of
relationships.
Activity
Identify and discuss at least
three changes that occur,
as Sylvie's Spa grows into a
large organisation.
Did you kno_11 ...:J
Departmentalisation is
the grouping of persons
who perform similar or
related tasks. The manager
delegates authority to
the supervisors or middle
managers, who make
decisions about the
daily operations of the
departments. :fhe chain of
command is the reporting
relationship within the
organisation. For example,
workers report to their
supervisors, who, in turn,
report to the manager.
Exam tip
You should understand the
difference between the terms
'employer' and 'employee'.
Did you know ... ?
The term 'grapevine' refers l
to the informal, unofficial
communication channels that
run throughout a business, J
including rumours and gossip. ·
Sylvie's Spa is a beauty salon, in which the owner is the only worker.
She makes all the decisions and handles all the tasks. There is no
need for discussion or the delegation of responsibilities and duties.
The owner eventually decides to open a boutique section to sell
clothes, fashion jewellery and personal care items.
As the business grows she hires additional workers, including a
receptionist/telephone operator and a sales clerk. This is called
specialisation, in that each person concentrates on doing a specific
set of tasks with a high degree of competence.
Sylvie develops and markets a highly successful formula for organic
shampoos and conditioners, using tropical fruits. The business
grows to the point where there are several employees who specialise
in different activities. By this time, the owner has specialised
in managing and supervising the operations. Later she finds it
advantageous to divide operations into several departments, each
with its own supervisor. The organisation now has a formal structure,
i.n which the roles, responsibilities, levels of authority, accountability
and channels of communication are clearly defined.
An organisation is two or more persons who work together to achieve
common goals. An organisational structure specifies the jobs to be done
within the business, as well as the interactions that are needed to get the
jobs done. These interactions are called relationships. Every organisation
has a structure that is influenced by various factors, such as its size,
purpose, strategy, technology and environment. Some organisations have
ve1y flexible structures, wh_ereas in others the structure is ve1y rigid (see
Forms ofdecision-making business structures on page 72).
Formal and informal relationships
Formal relationships are deliberately created by the management of
a business in order to achieve its objectives. In a formal organisation,
jobs and positions are clearly defined, and there are established rules
and procedures. For example, there is a formal relationship between
the manager and staff.
Informal relationships develop from the personal and social
interactions of others. They are not deliberately designed by
management. Informal relationships are formed when persons
choose to interact among themselves, for example, workers who
regularly have lunch together. Information, opinions and advice may
be shared through informal relationships.
Line, staff, lateral and functional relationships
The term line relationship refers to the direct authority that one
person in an organisation has over another. For example, in your
school the principal has direct authority over the vice-principal, who
in turn has direct authority over the departmental heads, who then ·

1.3 Organisational structure 1
supervise the teachers in their departments. This line relationship is
illustrated in Figure 1.3.1.
Principal
Vice-principal
I I
Head of
Head of Natural
Head of Social
Languages and
Sciences and
Sciences
Technology
Arts Department
Department
Department
I I
I .f
Languages Natural Sciences Social
and Arts and Technology Sciences
Teachers Teachers Teachers
I
Figure 1.3.1 Line relationship
A staff 1:elationship exists between an administrative assistant in one
department and the manager and personnel in other departments.
The administrative assistant may be able to communicate instructions
from their manager to the head of another department. They may
even offer advice to other workers. However, the administrative
assistant does not have a line relationship with (or direct authority
over) these persons. This is shown in Figure 1.3.2.
Chief Executive
Officer
Administrative
Assistant -
I
Human
Production Marketing
R~sources
Manager
Manager Manager
Administrative
Assistant - Human
Resources
Figure 1.3.2 Staff relationship

1 1.3 Organisational structure
•
A lateral relationship exists amo_ng persons who are at the same
level of authority within an organisation. For example, in your school
a lateral relationship exists among the departmental heads, as is .
shown in Figure 1.3.3. One does not have line authority over another.
However, they may collaborate, offer and receive advice, plan
activities and ~o on. Lateral relationships tend to be more common in
large organisations in which there are many departments.
Principal
I
Vice-
principal
I
I I I
Head of
Head of Natural Head of Hea·d of
Languages
Sciences and Busin!=JSS Modern Studies
Te·chnology " Studies and Arts
Figure 1.3.3 Lateral relationship
A functional relationship exists between specialist positions and
other areas. As is shown in Figure 1.3.4, the literacy specialist has
a functional relationship with the teachers. Some examples of
functional relationships in businesses include those between:
• the accountant and cashiers
• the occupational health and safety officer and all employees
• the human resource department and all other departments.
P~incipal .
. I
Vice-
principal
I
I I I
Head of
Head of Natural
Head of
Languages and
Sciences and
Social Sciences
• Arts Department
Technology
Department
Department
I
I I
I
I
I
Literacy
Sciences and
Languages and Specialist
Technology Social Sciences
Arts Teachers
Teachers Teachers
Figure 1.3.4 Functional relation~hip

r ,... ,,....
Key points
• ,... I
Every organisation
has Ei structure or
pattern of relationships
that is influenced by
various factors, such
as its size, purpose,
strategy, technology and
environme·nt.
'1elatiohships are the
interactions between
personnel who are
needed to get the job
done. .
'
1.4 Organisational charts 1
Functional relationships are more common in large organisations
where there are activities that spread over the whole operation.
Test.yourself
1 Define the'following terms:
, a Organisation
b Specialisation
c Departmentalisation
d Chain of command
2 Clearly explain the difference between each of the following pairs of terms:
JI Line relationship and staff.relationsh
0
ip ·
b Centralised businesses and decentralised businesses
c Pyramid structure and matrix structure
3 Research the relationships that exist in ONE of the following types of
business. Using the diagrams in this unit as a guide, create a staff,
lateral and functional relationship diagram for one.
i Department store
ii Hotel
iii Utility company
. .
1.4 Organisational ch~rts · . 1
. •• :
. .
OBJECTIVES
• should be.able to describe
activity may be organ_ised ·
with the use of organisational
charts.
It is usually easier to draw an
.9rganisational chart than to
use words to describe the
structme of an organisation.
An organisational chart is a diagram that represents a company's formal
structure, the relationships and relative ranks of its positions. It shows
the lines of responsibility between departments of an organi_
sation. It is
called a hierarchical diagram because it represents the structure of an
organisation in terms of rank. The organisational chart usually shows
the managers and sub-workers who plake up an organisatiqn.
An organisational chart may be simple or complex, tall and
narrow or broad and flat, pyramidal or circular (Figure 1.4.1). An
organisational chart is flat when there are many people reporting
to a single person, as is often the case with smaller organisations,
such as sole proprietorships. It·is tall when there are many levels,
showing that a few_people report to the person at the next, higher
. level. A multinational corporation will have a very tall, complex
organisational chart. Where there is a hig~ level of interaction among
departments working on a project, a matrix chart is used.
Several factors influence the shape of the organisational chart. These
include:
• size of the.organisation.
• structure of the organisation (e.g. degree of teamwork, number of
autonomous divisions)
• span of control (the number of employees who are supervised by
one manager)

-
1 1.4 Organisational charts
• number of levels of management
• number of positions at each level
• level of interaction among persons and departments.
E_xam tip
Make sure that you know
how to draw and interpret
organisational charts.
Managing
director
Finance Marketing Production
Figure 1.4.1a Flat organisational chart
Architectural
design
Managing
director
Figure 1.4.1 b Tall orga~isational chart
Production
Resource
management
Chief
accountant
Utility
services (12)
Research
specialist
Accounting
and budgeting
Figure 1.4.1c Circular organisational chart Figure 1.4.1d Matrix organisational chart
IT services
(6)
Finance
Sales

1.4 Organisational charts
Interpreting organisational charts
Blocks in an organisational chart
A rectangle or circle is usually used to represent a person, position
or department within the organisation. The highest block is used to
represent the person with the most responsibility, such as the Chief
Executive Officer (CEO) or president of the organisation.The level
underneath will represent high-level managers or executives and
so on. For example, in an organisational chart for a school, the top
box will be occupied by the principal, the next level will be used to
represent the vice-principal, next will come departmental heads,
then the teachers. Departments, positions or persons with the same
authority are represented at the same level on the chart. If two persons
share the same job or responsibilities, a divided box may be used.
Lines in an organisational chart
In Unit 1.3 you learned about types of relationships within.an
organisation. On an organisational chart, a solid line is used to
represent a formal, direct relationship between two positions. Where
there is an indirect or advisory relationship, a·dashed line is used. If a
person reports to more than one supervisor within the organisation, a
dotted line is drawn.
Advantages and disadvantages
Table 1.4.1 outlines the advantages and disadvantages of using
organisational charts.
Advantages and benefits Disadvantages and llmltatlons
Provides a quick, easy-to-understand Does not represent the ir:iformal
view of the formal relationships in the relationships or patterns of social
organisation behaviour that exist
Shows what should happen within a Does not reflect the changes and
firm growth phases that an organisation
experiences
Helps employees to determine where Some organisations are so complex
they fit in, who reports to whom and that it is almost impossible to do an
who is accountable accurate organisational chart
It can be used as a planning tool It does not represent the managerial
when developing or restructuring an styles used, for example, whether
organisation decisions are made democratically or
handed down autocratically
.
Table 1.4.1 Advantages and disadvantages of using organisational charts
-

-
1 1.4 Organisational charts
Activity
Draw the organisational chart
for the following case study ·
using the guidelines given.
Activity
Construct an organisational
chart given the following
information.
Andall's Hardware is.a small
family-run business with 12
employees. Mr Andall is the
manager and has a personal
secretary who reports directly
to him. Mr Andall has the
responsibility of running
the business and doing the
accounting. His son, Adam,
is floor supervisor. Margaret,
his wife, is a cashier. For
the purpose of rotation they
have·hired one other cashier.
There are three customer
service representatives, an
electrician, a paint-mixing
specialist and one cleaner -
all of whom report directly to
the floor supervisor.
r <"" r r-
Key points
An organisational chart is
a diagram that represents
a company's structure, the
relationships and relative
ranks of its positions.
An organisational chart's
shape is determined
by factors such as the
business's size, structure,
number of positions and
levels of interaction.
Test yourself
Drawing organisational charts
Case study Organisational structures
The sporting products manufacturer Fitness Solutions International is
led by a president, who is also called the CEO. The president has an
administrative assistant, who reports only to her. An accountant reports to
the president and the vice-president of production. Three vice-presidents
report to the president. They are in charge of production, sales and
marketing, and research and development. The production, quality control
and stock control departments report to the vice-president of production.
Sales and marketing are two separate departments that report to the vice-
president of sales and marketing.
The staff is as follows (assume that all members of the staff are of equal
rank):
• Production: 25 assembly workers, one production clerk
• Quality control: Two quality control inspectors
• Stock control: Three stock clerks, two forklift operators
• Sales: Six lorry drivers, 15 sales representatives, two clerks
• Marketing: Three marketing representatives
• Research and development: Four lab technicians, one research
assistant
Guidelines for drawing the organisational chart:
1 Draw a box for the president.
2 For the administrative assistant, place a box to one side of the
president's box, but make it smaller than that of the president.
3 Add three boxes for vice-presidents under the president's box and
label them 'vice-president of production', 'vice-president of sales and
marketing' and 'vice-president of research and development'.
4 The production, quality control and stock control departments report to
the vice-president of production. Put a box for each of these under the
box for vice-president of production.
5 Sales and marketing are two separate departments that report to
the vice-president of sales and marketing. Place the name of each
department in its box.
6 There is no sub-department under research and development.
7 Place the accountant's box between the president and vice-president of
operations and connect him to each with a dotted line.
8 Draw small boxes for the staff in each of the departments. Where there
are many members holding the same position, simply list the title with the
number of people assigned to that title in that department (e.g. assembly
- 25).
1 a Define the term 'organisational chart'.
b Identify TWO types of o_
rganisational chart.
c Identify TWO senior management positions.
d Identify TWO advantages and.TWO disadvantages of using an organisational chart.

1.5 Organisation of the.office 1
2 Examine the organisational chart below. Identify the size of the business and the basic organisational
structures that are found in it.
Managing
director
Administrative
assistant -
I I I
Research and
Production
Health and
Marketing Chief
development
manager
safety
manager accountant
manager manager
....····.:: :: •,•
,•
.·.·.·.·.·.·.:::·......
.... ········
........ ,•' .... ··········
.... ... .... ·······
....... .. ····· ········
R& D Factory H & S officers
Marketing Finance
.... department .... workers - - department - department
(6) (40)
(4)
(16) (5)
3 You were creating an organisational chart for the company you work for, but you accidentally left out a level
of employees. Identify the implications this can have for a new employee who is trying to understand the
organisational structure of the business.
4 Discuss the factors that can influence the shape of an organisational chart.
OBJECTIVES
activity may be organised,
reference to:
1 deployment of employees
2 decisions regarding
decentralisation
or centralisation
(reprographics, word-
processing, records
management)
3 extent of computer
hardware and software
usage.
In Unit 1.3 you read about the changes that occurred as Sylvie's
Spa grew from a single-person operation into an organisation
with a number of departments. This resulted in changes such as
·specialisation, departmentalisation and the establishment of lines of
control. As an organisation increases in size, it may become necessary
for management to decide on how its employees should be deployed.
Deployment of employees
Deployment, the arrangement or classification of employees;will
vary according to the size and nature of the business. For example,
a manufacturing company may have departments such as human
resources (personnel), accounting (finance), purchases, sales,
stock control, production (factory), despatch and transport. A very
large, full-service law firm may be divided according to areas of
specialisation, such as corporate (business) law, criminal law, civil
law, family law and so on.
-

1 1.5 Organisation of the office
Activity
1 What type of specialisation
will you find in the following
types of offices?
a Hospital
"b University or college
2·· What are THREE ways in
which the duties of the two
offices are similar?
3 What are TWO ways
in which the duties are
different?
Exam tip
You should know that the
duties of an office will vary
from one organisation to
another. For example, an
office in a factory will have
different duties from one in a
hospital.
',.
Centralisation versus decentralisation
In some businesses there is a central office where all the pape1work
office functions described in Unit Ll are performed. This office
provides services for all the departments in the organisation. This
is known as centralisation. In some cases the centralised office is
subdivided into specialist areas, such as reprographics (printing and
duplicating), typing and word-processing, filing, mailing, reception
and the telephone switchboard.
Some businesses have found that it is more effective to have an office
with all the related functions for each department. Decentralisation
involves dispersing office activities throughout the organisation.
Decentralisation is advisable when departments need ongoing access to
information and equipment in order to function effectively. An outline
of the advantages and disadvantages of both is given in Table 1.5.1.
Centrallsatlon Decentrallsatlon
Advantages Advantages
• Fuller utilisation of space, staff and • Documents and equipment are
equipment located close to the persons using
• The use of larger, more efficient
them, reducing delays
machines, such as photocopiers, • Departments may feel more
automated l~tter openers comfortable knowing that they are
• The use of more highly trained,
in control of their information needs
specialised office_
staff • May require fewer specialist
• More efficient and equitable positions as departmental
· distribution of the workload personnel may perform tasks such
• Greater control over the quality of
as photocopying for themselves
• Faster decision-making as
work produced
necessary information is more
• More effective supeNision of office readily available
staff
• Better noise control because noisy
machinery may be located in
specially designed work areas
Disadvantages Disadvantages
• Centrally filed documents may not • Equipment may be under-utilised by
be immediately accessible when some departments
needed by a department
• There may be confusion about the
• A significant amount of tii:ne may be location of some information
taken in sending work assignments
• There may be fragmented
to and receiving output from the
documentation in that files related
centralised office areas
to the same issue may be stored in
• Some sensitive information, for several locations
example, personnel files, should not
• There may be lack of consistency
be centrally stored
or standardisation in the quality of
work produced
Table 1.5.1 Advantages and disadvantages of centralisation and decentralisation
In some cases, it is most practical to have a combination of
centralised and decentralised qffice services. For example, there
may be a central office, but each department may be equipped with

j ,m,1
M10,W l
One CD can store I
approximately 375,000 pages
of text.
Activity
Identify a business in your
country that has different
departments. Make a list of
all the job specialisations that
may exist in that organisation.
r r r"' r- r r-
Key points
Deployment is
the arrangement
or classification of
employees.
Centralisation is the
use of a central office to
provide all departments in
a business with services
such as reprographics,
word-processing and
records management.
Decentralisation is the
provision of separate
office services within each
department.
OBJECTIVES
should be able to distinguish
between different types of
office layouts:
• traditional (enclosed or
cellular)
• open-plan
• collaborative spaces
• virtual office.
1.6 Office layouts 1
document preparation, processing and filing capabilities, such as
direct telephone lines, filing systems, computers and photocopiers.
A specialist records manager can be appointed to ensure that all
records are properly filed and readily accessible to the respective
departments.
Extent of computer usage
The extent of the use of computer technology is influenced by
the size and nature of the organisation. In recent years computer
equipment has become progressively more affordable. It is now
usual for very small businesses to have at least one computer. Larger
businesses might use computer networks that combine information
and processes throughout the organisation.
The introduction of information technology (IT) in the business can
eliminate many of the issues that arise concerning centralisation and
decentralisation. Documents can be stored electronically for access
throughout the organisation. There is less demand for physical space
to store paper documents. Templates or standardised document
formats can be prepared and stored on the computer so that there is
greater uniformity in the standard of work produced. Passwords can
be used to control access to sensitive information.
Test yourself
f Identify TWO advantages and TWO disadvantages of centralisation.
2 Discuss why centralisation is suitable for a small organisation rather
than a large organisation.
3 Discuss TWO advantages and disadvantages of decentralisation.
4 Identify THREE types of software that can be used in the process of
filing.
5 Identify THREE benefits of using a computer to file documents.
6 Explain why good computer software is important to any business.
In Unit 1.3 you learned that some organisations have very flexible
structures, with a high degree of collaboration and teamwork. Other
organisations have more formal structures, with clearly defined roles,
levels of authority and channels of communication. The type of office
layout is usually determined by the structure of the organisation. The
traditional office layout is most often found in organisations that have
a formal structure. Flexible organisations, in which there is ongoing
interaction among personnel, usually choose to have an open-plan
layout.
-

1 1.6 Office layouts
.Activity
Sam's Homemade Sweets
is a small business with
two departments - a
production department and
an administrative/sales office.
There are eight members
of staff: the manager, four
employees in the production
department, one driver and
three office staff who work
together in despatch. Draw an
office plan for the business,
labelling which personnel will
occupy each area.
Traditional or cellular offices
The cellular, traditional or conventional office layout consists of
small rooms enclosed with permanent walls and doors. Each office is
designed to accommodate one or two workers. Greater privacy and
better noise control are two major benefits of the traditional office.
His generally believed that the cellular office may create a more
productive environment because there are fewer distractions. On
the other hand, they are more expensive to establish and maintain,
and require more space. '.Thble 1.6.1 summarises advantages and
disadvantages of cellular offices.
Advantages Disadvantages
~ Occupants have more privacy and (• Cellular offices accommodate fewer
· can discuss confidential matters workers')
without being overheard) • Staff can feel isolated rather than
• Greater security of sensitive part of a team
documents and equipment • (11 is more difficult to supervise
t~ Less risk of distractioni workers who are enclosed in
C
• Noise is reduced/ individual offices J
• Personnel have more control over { Once the cellular offices are set up
their working environment it is difficult to change the layout
• Equipment must be obtained for
each office, resulting in increased
costs and inefficient use
• Less effective communication
among staff members
• Higher maintenance costs because
of separate air conditioning, lighting
and so on
Table 1.6.1 Advantages and disadvantages of cellular offices
Open-plan offices
fAn open-plan office is a single large room designed to accommodate
a number of workers. A major benefit of the open-plan office is
that communication is easier because everyone is in the same area.'
However, this ease ofpommunication may lead to greater distraction
and a high noise level. Table 1.6.2 summarises advantages and
disadvantages of open-plan offices.
Cubicles
Some organisations try to retain some benefits of the open-plan
office, while minimising the disadvantages by creating cubicles.
~ ubicles·are partitioned workspaces created from an open area by
using privacy screens, which may or may not reach the ceilin~ (Figure
1.6.1). Cubicles occupy less space and are more cost-effective to heat
and air-condition, and to light than traditional offices. However, they
allow for more privacy than the open-plan office, resulting in fewer

Did you know ... ?
You can find interesting
pictures and descriptions by
doing a search for 'modern J
offices' on the internet. ~
1.6 Office layouts 1
distractions. A variety of partitioning materials are available. For
example, glass partitions may be used to increase visibility and ease
of supervision, and acoustic screens reduce noise. Low partitions may
be used to make communication among workers easier.
Advantages
• 'j'Facilitates teamwork as it is easier to
· collaborate on projects and issues~
• Able to accommodate more workers
• More cost-effective to heat and air-
condition, and to light
• (communication among workers is
easier
, I
• ~It is easier for managers to supervise
workers because everyone is in the
same room I
• 6Layout can be changed easily;
because there are no fixed walls
• Office services can be centralised
so equipment can be shared more
easily
Disadvantages
• ( No privacy for confidential calls
and meetings)
• ;Little security for sensitive
or valuable documents and
equipment~
• Conflict can arise as some workers
may be more comfortable with
a different temperature or light
setting
,
• (Can be noisier and more chaotic,
increasing the risk of distraction_}
• Infectious diseases such as the flu
are spread more easily
• Storage space for individual
workers may be difficult to
accommodate
Table 1.6.2 Advantages and disadvantages of open-plan offices
Figure 1.6.1 Cubicles
Collaborative spaces
{Collaborative spaces are areas that ~re specifically designed to allow
persons to work togethel' The collaborative space office design
provides individual offices or workstations for personal work, together
with shared areas for meetings and group int~raction. Modern
collaborative spaces are usually enhanced with technology such as
~ ireless internet, multimedia projectors and moveable display units.
-

D
1 1.6 Office layouts
Exam tip
You must remember that
the term 'cellular' refers to
an office that is enclosed by
permanent walls. You should
be able to provide effective
arguments for and against
the use of each type of office.
Key points
The cellular, traditional or
conventional office layout
consists of small rooms
enclosed with permanent
walls and doors.
-
An open-plan office
is a single large 1
1
room designed to
accommodate a number
of workers.
Virtual offices are created
by using computer and
telecommunications
technology.
Virtual offices
/Virtual offices are created by using computer and
'telecommunications technology; Employees can work from any
1
physical location, using a computer with internet access, telephone
and fax machine.' There are a number of advantages to using virtual
offices:
• The business saves on the cost of purchasing or renting office
space.
• 'fhere are lower utility and maintenance costs.,
• It reduces overcrowding.
• Employees save time and money because they do not have to
commute or purchase special clothes for work.
However, there are also several disadvantages:
• Employees feel isolated.
• ['here is less communication among workers, which can reduce
'
teamwork,'
• Workers may be distracted by home responsibilities, such as caring
for children.
Test yourself
1 a Name the TWO types of office layouts.
b Differentiate between the TWO types of office layouts you named
in (a).
c Examine TWO advantages and TWO disadvantages of each type of
office layout.
2 Why do large organisations find it necessary to use cubicles/separators
in open-plan offices?
3 Identify TWO reasons why large organisations would choose an open-
plan layout instead of a cellular layout for their employees.
4 a Explain what is meant by the term 'virtual office'.
b State TWO benefits and TWO disadvantages to a business that
chooses to use virtual offices.

OBJECTIVES
the contribution to office
efficiency of various types of
equipment used in general
and specialised office work:
• paper cutters
• guillotine
• shredder
• photocopier
• risograph
• laminator
• binding machine.
Activity
Visit your school office and
obseNe the equipment that is
used. Prepare and complete
a table with the following
headings:
• Date OQSeNed
• Equipment used
• Purpose
• Suitability for task
Exam tip
Y
ou should be able to explain
how each type of equipment
contributes to the efficiency
of the office.
-
The production, duplication, storage and disposal of documents
constitute a sjgnificant proportion of the work done in an office. In
this unit we will focus on some of the most common office equipment
used to perform these tasks. Other specialised equipment, such as data
storage and communications, including computers, digital cameras,
facsimile and mail-handling equipment, will be discussed in later units.
The term efficiency refers to the ability to accomplish a task with
the minimum expenditure of time, cost and effort. The use of
appropriate equipment improves the efficiency with which tasks can
be done. As you read about each piece of equipment, try to identify
the way in which it improves the speed and-effectiveness with which a
task is performed.
Paper cutters
Paper cutters are used to make neat, accurate cuts in paper, card
stock, Bristol board and similar materials.. They are more efficient
to use than scissors, particularly when precision is needed or when
handling large volumes of work. A paper cutter usually features
a heavy, stable, flat base, marked with a ruler and grid lines for
measurement. As is shown in Figure 1.7.1, the guillotine is one type
of paper cutter. Other types include the rota1y, stack and handheld
cutters. Paper cutters may be manual or electric.
Guillotine: a long, cuNed steel blade
with a handle, attached to the top
right-hand corner of a base
Rotary paper cutter: a circular blade
that rotates as it slides along a rail
Handheld cutter: a straight, slanted or circular blade
attached to a handle
Figure 1.7.1 Different types of paper cutters

I
II
1 1.7 Office equipment
j 1ffi11i1j1■ii,l1N
Strip-cut shredders cut the
paper into strips, whereas
cross-cut shredders cut
the paper into tiny squares
or diamonds. Cross-cut
shredders output paper that
is very compact and almost
impossible to reassemble.
Shredders
A shredder is used to destroy documents before they are thrown
away. It is particularly important to use a shredder when discarding
sensitive or confidential documents. Shredders vary in size and
capacity, from small handheld models that destroy a single page at a
time, to heavy-duty industrial machines that shred hundreds of pages
at once (see Figure 1.7.2).
Handheld shredder
Industrial shredder Commercial or office shredder
Figure 1.7.2 Shredders
Photocopiers
A photocopier is used to make paper copies of documents quickly
and economically (Figure 1.7.3). Photocopiers are so commonplace
that they are considered to be standard office equipment. A
photocopier is easy to use. The user lifts the lid of the copier and
places the document face-down on the glass. The user closes the lid
and selects the number of copies to be made and then presses the
start button. Inside the machine, light, static electricity and heat are
used to affix the ink (called the toner) in the same pattern as on the
original document.

Figure 1.7.4 Keypad of a
multifunctional photocopier
1.7 Office equipment 1
Figure 1.7.3 Photocopier
Multifunctional photocopiers, such as the one shown in Figure 1.7.4,
can copy, scan, print and fax. Some copiers can collate documents,
that is, assemble the pages in their correct sequence and then staple
them. Automatic document feeding may be used to send multiple
pages through the copier one at a time, eliminating the need to open
and close the lid several times.
Risograph
A risograph is a digital printing system used for high-speed, high-
volume copying (Figure 1.7.5). It looks like a photocopier but it
Figure 1.7.5 Risograph
-

1 1.7 Office equipment
operates quite differently. The risograph creates a stencil of an
existing document by burning tiny holes that correspond to the
original image onto an ink-resistant film called a master. The master
is then wrapped around an ink-coated cylinder called a drum. As
the drum rotates, ink is forced through the holes and onto sheets of
paper that are automatically fed through the machine. Risographs
are capable of printing up to 130 pages per minute. This is much
faster than a photocopier. Prints usually cost less than a photocopier
if more than 20 copies of a page are to be printed.
Laminators
Have you noticed that some schools and businesses use plastic-coated
identification cards? These cards are produced on a laminator - a
machine that attaches a thin plastic sheet to paper. Some Iaminators
use glue-coated plastic, whereas others use heat to slightly melt the
plastic (Figure 1.7.6).
Figure 1.7.6 Laminator
Binding machine
A binder is used to attach several sheets of paper to form a book.
There are several types of binder~:
• A comb binder punches holes in the paper and uses a plastic
'comb' to hold the pages together (Figure 1.7.7).
Figure 1.7.7 Comb binder

,... ("'., ,....("' .("
.. .,,
Key points
The use of appropriate
equipment improves the
efficiency with which tasks
can be done.
Equipment must be
selected according to the
needs of the organisation.
A piece of equipment is
efficient if it is suited to the
type and quantity of work
that must be done.
1.7 Office equipment 1.
• A spiral binder uses a piece of coiled wire, instead of a comb.
• A thermal binder uses heat to melt an adhesive strip that joins the
pages and attaches a cover (Figure 1.7.8).
Peach Thtrmal Blndtr
AA.A
Figure 1.7.8 Thermal binder
Test yourself
1 Identify THREE types of paper cutters.
2 Discuss TWO factors that would determine what type of paper cutter is
purchased by an organisation.
3 What types of businesses would purchase shredders?
4 Explain the difference between a commercial shre(;-fder and an industrial
shredder.
5 Identify TWO similarities between a photocopier and a risograph.
6 Name TWO differences between a photocopier and a risograph.
7 What qualities of risographs make them more beneficial to a large
organisation than photocopiers?
8 Simon & Simon is a three-person·law firm that operates in the city of
St George, Grenada. A large quantity of their information is stored
and transmitted electronically; however, they receive informatio'n from
all around the Caribbean. One of the partners, who deals with many
Caribbean contacts, would like to purchase some equipment for his
office. He requires a machine that can receive faxes and do small-
quantity printing. Recommend equipment that he can use for his office.
Give TWO reasons for your answer.
9 Identify THREE pieces of equipment you would recommend to a firm
that engages in a lot of printing. Justify your answer.
1ORecommend TWO ways that a business can engage in destruction of
confidential information. Justify your answer.

~• ·r:1·.8 Computer technology in the office
~ . .
D
OBJECTIVES
By the end of this unit
you should be able to
describe the contribution
of computers and related
equipment to efficiency in
the office, including:
• voice recorders
• scanners
• printers: lasers, inkjets,
impacts, plotters
• multimedia devices: digital
cameras, projectors.
Figure 1.8.1 Digital audio recorder
Computers are an essential feature of the modern office. The main
reasons for the ever wider use of computers are their speed, accuracy,·
reliability and versatility. A computer can carry out calculations in a
fraction of the time it takes the average person; it never gets tired or
bored and can be programmed to perform a wide variety of tasks. A
computer is accurate; it will do exactly the same task it is instructed
to do, as many times as it is instructed to do so.
Computers range in size and capacity, from large mainframes
that can be simultaneously used by hundreds of persons, to
microcomputers that are designed for a single user. Microcomputers,
or personal computers (PCs), also vary in size, and include:
• A palmtop computer is a hand-sized computer. Early models
offered only a limited number of applications, such as an
appointment book, notepad and address book, but their capacity
has increased considerably.
• A personal digital assistant (PDA) is a small handheld device
about the size of a pocket calculator. A PDA is used for managing
schedules and storing contact information. Cellular phones now
offer many of the features of a PDA, plus email, internet, audio
recording, photographs and video.
• A laptop, notebook or netbook computer combines the screen,
keyboard, pointing device, processor, memory and hard drive in a
lightweight battery-powered case, often no larger than an average
textbook. Persons who take their work home, travel considerably
or have limited workspace often choose to use these portable
computers.
• A desktop is a personal computer that is designed to be set up in
a permanent location. This type of computer is most commonly
found in homes, schools and offices.
• A workstation is a desktop, but with a more powerful processor,
extra memory and greater capabilities. Workstations are used by
millions of office workers all round the world.
• A PC may also be used as a server. A server is a computer that
is designed to control a computer network. They are therefore
constructed with powerful processors, extensive memory and large
storage capacity.
Computer hardware
The term hardware refers to all the parts of the computer that you
can see or touch, including the keyboard, mouse and monitor. Each
piece of computer equipment is called a device. The term peripheral
is used to refer to all devices that are attached to the computer.
Some peripherals used in the office include printers, scanners, digital
cameras, multimedia projectors and voice recorders.
Voice recorders (also known as digital audio recorders) are small
handheld devices that record sound in a format that can be used on

Figure 1.8.2 Scanner
1.8 Computer technology in the office 1
a computer (Figure 1.8.1). Some recorders come with transcription
(voice-recognition) software that is used on the computer to convert
the sound to printed text. This technology reduces the time that is
taken to type text.
Scanners are used to get images or documents into a computer. A
scanner is a device that bounces a beam of light off the document
and records the reflected light as a computer code (Figure 1.8.2).
The image can then be used, modified, printed or stored. Scanners
use optical character recognition (OCR) software to convert printed
documents, such as letters or newspaper articles, to text that can be
edited on a computer. The use of scanners makes it possible to store
copies of existing documents on a computer system.
Bar-code scanners are used to read the bar codes on products.
A bar code is a series of printed vertical lines of differing widths
that represent numbers that are printed on almost all products.
Appropriate software is used to identify the product for stock control
and sales pricing. Using bar codes significantly reduces the time taken
to enter product data, and makes it easier to sort, track, buy and sell
packaged products.
Inkjet printer
Figure 1.8.3 Types of printer
Laser printer
A printer produces computer output on paper. You have already
learned that photocopiers and risographs can be attached to the
computer for printing. However, in many offices separate printers are
attached to computers (Figure 1.8.3). The two types of printers that
are most commonly used are inkjets and laser printers. The inkjet
printer sends tiny dots of ink onto the paper to create the document.
These printers are ve1y affordable. However, the ink on the printout
can become smeared if the document gets wet. Laser printe1·s are
more expensive, but they produce a very high quality of printout by
using a laser beam and toner (dry ink). Dot-matrix printers were
once very popular, but now they are seldom seen in offices, mainly
because they are slow and noisy. Dot-matrix printers use a print head
containing a number of metal pins that hit an inked ribbon placed
between the print head and the paper. For this reason they are called
impact printers. They are still used for the preparation of bills and
invoices in some businesses and hospitals.
-

1.8 Computer technology in the office
Digital camera
-
Webcam
Figure 1.8.4 Types of camera
Computers are one of the
world's most rapidly changing
technologies. Engineers are
continually trying to produce
smaller, higher-capacity, more
efficient devices.
Digital cameras are rapidly replacing cameras that use film (Figure
1.8.4). A digital camern operates independently of the computer.
It allows you to take pictures and to store digital photographic
images. The images are stored on a memory chip or disk, which
can be transferred to the computer. Some digital cameras can also
capture sound and video. A PC camera or webcam is attached to
the computer. The computer is its power source. Video with sounds
and still images captured by a PC camera are sent directly to the
computer, where they can be edited and stored. The images from
digital cameras are used to produce advertising and sales material,
including websites for e-commerce.
Figure 1.8.5 Multimedia projector
A multimedia projector takes the image from a computer screen
and projects it onto a larger screen or wall so that it can be seen
by a large audience (Figure 1.8.5). They are used in meetings and
training sessions to add interest and increase the effectiveness of oral
presentations.
Computer software
Table 1.8.1 outlines some of the major categories of computer
software and the purposes for which they are used.
Software Examples Purpose
Word- Microsoft Word, Word T
o create, edit, format and print
processing Perfect documents, such as letters,
papers and reports
Spreadsheet Microsoft Excel, Lotus T
o add, subtract and perform other
1-2-3 calculations on rows and columns
of numbers
Accounting Peachtree, QuickBooks To keep and organise financial
information, such as payrolls,
sales and purchases ledgers and
bank transaction records and
records of suppliers

Exam tip
discuss the full range of
benefits that a business
derives from the use of
computers in the office.
( ,... (" ,... (" ("'
Key points
Computers improve office
efficiency.
Hardware consists of
the parts that make up
the machine or devices
that are connected to the
computer.
Software consists of
the programs (coded
instructions) that enable
the computer to operate.
1.8 Computer technology in the office 1
Software Examples Purpose
Database Oracle, Microsoft Access To store. organise, manipulate,
management retrieve, display and print
large collections of data and
information, such as personnel
files and inventories
Desktop Microsoft Publisher, To design and print publications,
publishing Adobe lnDesign, such as documents, books,
(DTP) QuarkXPress magazines, flyers and newsletters
Presentation PowerPoint,' Lotus To create documents called
Presentation, Corel Show slides to be used when making
a presentation - these slides can
contain text, pictures, sound,
animations and movie clips
Table 1.8.1 Uses of computer software
Activity
Many experts have predicted that the increased use of computers will result
in the 'paperless office' becoming the norm. A paperless office is one in
which all documents are produced, disseminated and stored electronically.
Although offices have not yet become completely paperless, the use of
computers has resulted in several changes, four of which are listed below:
• Electronic mail (email) is being used with increasing frequency.
• Businesses are using the internet to market their products, handle
queries and orders from customers, and provide after-sale services
(e-commerce).
• Computer networks are being used to communicate among persons
within and outside the organisation, using chat, instant messaging and
video-conferencing software.
• Cell phones with computer capacity (smart phones) are being used for a
wide range of business purposes.
1 How many other changes can you think of? Brainstorm with your
classmates and produce a list of at least FIVE changes.
2 List occupational health and safety principles that office workers should
adhere to when operating a personal computer.
3 a Research the meanings of the following terms:
i. iPhone
ii. G4
iii. Android.
b Discuss at least THREE ways in which newly developed computer and
cell phone technology is being used by businesses.
Test yourself
1 The emergence of computers has contributed to more efficient office
workers and modernises the office. State THREE ways in which
computer technology contributes to greater efficiency in the office.
2 Distinguish between 'input' and 'output' devices. Give examples of each.
3 Describe FOUR different types of software that are used in businesses.
-(,

-
1 1.9 Ergonomics
OBJECTIVES
should be able to discuss
the ergonomics of the
office.
4 a Name the following computer peripherals and classify them as input
or output devices.
b State a business use for each device.
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5 Jenny's father, David, has decided to buy her a new dot-matrix printer
for her birthday. His friend Max has discouraged the purchase by telling
David that it is the worst printer he can buy.
a Give TWO reasons why Max would not recommend the dot-matrix
printer.
b Suggest another printer that you would recommend for Jenny. Give
reasons for your answer.
c Discuss TWO characteristics one should consider when buying
printers.
Ergonomics is the science of designing the job, equipment and
workplace to fit the worker, reducing fatigue, discomfort and injury.
It includes:
• workspace design, such as office layout and size, seating, lighting
and ventilation
• furniture and equipment
• work habits.

Exam tip
You need to know the
difference between
ergonomics and staff
welfare.
1.9 Ergonomics 1
Ergonomics seeks to minimise risk of inju1y from:
• repetition - body movements carried out over and over again
• awkward postures - body positions including excessive twisting or
stretching
• static forces caused by maintaining the same position for a
prolonged period of time.
Repetitive strain injuries occur when the muscles, tendons, nerves or
other tissue experience stress or strain because a task is performed
repeatedly. For example, the painful condition called carpal tunnel
syndrome develops in the wrists of persons who often type on
computer keyboards for long periods of time.
Workspace design
The office should be designed to promote worker health, safety,
comfort and efficiency. Offices should never be overcrowded. Rooms
should be well ventilated, but desks should not be placed directly
below or in front of air-conditioning vents. The temperature of work
spaces should be regulated so that workers are not uncomfortably hot
or cold. Offices should be well lit, but glare should be minimised to
prevent headaches and eye strain.
Furniture and equipment
Ergonomically designed office furniture helps promote efficiency
and health. Furniture should be adjustable to cater for the needs
of different workers. Chairs should be comfortable, with adjustable
height, lower-back support and adjustable armrests. The height of
the desk should be appropriate for the worker and the task to be
done. The height should allow the worker's shoulders to be relaxed
and hang naturally. A lower desk or a keyboard tray is necessary for
typing.
Work habits
Position your work so that you can be comfortable while doing
it. Avoid postures that require exten·ded stretching, twisting or
unnatural curvature of the spine. Take short breaks (10 to 60
seconds) throughout the work day. During these breaks look away
from your work, blink several times and flex and stretch your muscles.
Get out of your chair every 20 to 40 minutes. Try to alternate tasks
so as to avoi~ having overly long periods of the same activity. For
example, a period of typing may be followed by some filing to change
position and stretch the muscles.
-ri'

1 1.9 Ergonomics
Did you know ... ?
The International Labour
Organization says that there
are over 100 different types
of job-related injuries and
illnesses, with some so
crippling that they may require
surgery or cause permanent
disabilities.
Health and safety tips
Computers
• Use a properly designed computer desk, with a built-in tray to
hold the keyboard and mouse.
• Select a comfortable chair, with adjustable height, lower-back
support and adjustable armr_
ests.
• Position your monitor at approximately an arm's length away
from your body, angled so that there is no glare on the screen. If
reflections are unavoidable, purchase an anti-glare screen.
• Look away from the screen and blink your eyes every few minutes
to reduce the risk of eyestrain. Stretch, flex your wrists and shrug
your shoulders at regular intervals.
• Take frequent breaks away from the computer.
Good lumbar
support
Seat height
adjustability
Space in front
of keyboard to
support hands
during pauses
in keying
Forearms
horizontal
Space for
postural
change- no
obstacles
under desk
No excess pressure on underside
of thighs and backs of knees
Foot support if required
Figure 1.9.1 How to sit correctly when working at a computer
Guillotines
Ensure that the guillotine you use has the following safety features:
• A tension spring that prevents the blade from falling downwards 1f
it is released while in an upright position.
• A blade lock to keep the blade in the down position when the
guillotine is not in use.
• A blade guard to keep fingers away from the cutting edge.

r
Key points
Ergonomics is the
science of designing
the job, equipment and
workplace to fit the
worker, reducing fatigue,
discomfort and injury.
Repetitive strain
injuries occur when the
muscles, tendons, nerves
or other tissue experience
stress or strain because
a task is performed
repeatedly.
1.10 Work skills 1
Photocopiers and risographs
Photocopiers and risographs should be installed in a well-ventilated
area, with adequate space around the machine. They should not
be located close to work desks. The machines should be regularly
maintained by a trained_professional. The working surface of the
machine and any tables for collating should be at a comfortable
height, to eliminate unnecessary bending, stretching or awkward
postures. Copying and collating should be interspersed with other
work to help prevent tepetitive stress injuries.
Test yourself
1 Define the term 'ergonomics'.
2 Discuss THREE aspects of ergonomics that would affect the layout of
an office.
3 Discuss TWO ways an employee can use ergonomics to prevent office
injuries.
4 List SIX ergonomic guidelines that should be followed when using
computers in the office.
1.1O Work skills
OBJECTIVES
skills desirable of office
personnel.
A skill is an ability that has been developed through training and
practice. Essential skills for office workers include:
• literacy and numeracy
• computer literacy and proficiency in the use ofproductivity tools
• effective communication
• time management
• analytical and problem-solvingskills.
Analysis and
problem-
solving
Literacy and
numeracy
Effective
communication
Figure 1.10.1 Essential skills for office workers
Computer and
productivity
tools
Time
management
-

-
1 1.10 Work skills
Exam tip
You must be able to identify
which skills are required in a
specific business situation.
Functional literacy is the level
of reading and writing that is
adequate for everyday life
and work.
The skills you acquire during this course will be valuable as you
pursue your career after graduating from school. Projects such as
your school-based assessments are designed to help you develop and
demonstrate these skills.
Literacy and numeracy
Literacy is the ability to read and write. An office worker must be able
to read and understand written material, such as instructions, product
labels and documents. You must develop the ability to refer to written
sources ofinformation, such as product brochures and encyclopaedias,
skim lengthy material for the main ideas, identify relevant information
and analyse and integrate information from different sources.
A significant proportion of office work involves working with
numbers. Office workers must be able to handle numerical activities,
such as the making and receiving of payments, maintaining accounts,
preparing budgets, calculating payrolls and managing stock, to name a
few. The ability to calculate and record figures accurately is essential.
Computer literacy and use of productivity tools
The increased use of the computer in the office has resulted in the
need for those who are proficient in the use of the computer and
productivity tools. Computer literacy is a basic working knowledge
of computers and related software, including the use of the internet.
Productivity tools are a wide range of programs or software designed
to increase efficiency in the workplace. As you learned in Unit 1.8,
these programs include word-processing, spreadsheets, databases,
presentations and desktop publishing. Please review Table 1.8.1 for
the purpose and examples of each type of productivity tool.
Effective communication
An office worker must be able to communicate effectively. This issue
will be discussed more fully in Unit 2.
Time management
The ability to manage time in order to effectively accomplish a
number of tasks requires time management skills, such as scheduling
and prioritising. From now on you should make it a practice to list the
tasks that you need to do in order of priority. Check and amend your
list daily and stick to it. Carefully verify and note all deadlines and
complete work assignments well in advance of the due date. Ensure
that assignments are allotted reasonable time for completion. Use a
reminder system, such as an electronic or paper diary, to record all
assignments. Ensure that dates and times are correct and agreed on.
Consult colleagues and supervisors where necessary before making .
decisions and appointments.

r-- r-
Key points
Skills are abilities that
are developed through
training and practice.
Skills that are essential for
office workers include:
• literacy and numeracy
• computer literacy and
proficiency in the use of
productivity tools
• effective communication
• time management
• analytical and problem-
solving skills.
1.10 Work skills 1
Analytical and problem-solving skills
Analytical skills involve the breaking up of a complex process or
topic into smaller parts in order to better understand it. Problem-
solving is a complex skill that is composed of a number of different
components, including analysis (Figure 1.10.2). You should be able to:
• restate the problem so that it is more clearly expressed
• identify a number of reasonable options for solving the problem
• analyse each option to identify its strengths, weaknesses and
possible outcomes
• evaluate each solution to determine its relative merit
• choose the best possible option from the available solutions
• make adjustments and improvements where necessary.
Figure 1.10.2 Office workers need problem-solving skills
Test yourself
1 Use examples to illustrate why each of the following skills is important to
office workers:
a Numeracy
b Communication
c Computer literacy.
2 The office manager has observed that two of her workers are frequently
late. However, they are quite willing to work through their lunchtimes or
work late when necessary. .
a With what skill(s) do these workers have a challenge?
b Outline the problem-solving process the manager should follow when
trying to resolve the problem.
c Propose THREE possible solutions that she could consider.
-

1.11 Attitudes
OBJECTIVES
desirable attitudes for
office workers.
Exam tip
You should be able to state
the benefits of good attitudes,
as well as the negative
effects of bad attitudes in the
workplace.
•im -
Your personality, socialisation,
education and experiences
determine your attitude to
everything around you.
Activity
Visit an office at your school
or in a business in your
community.
1 List at least FIVE activities
and processes that can
harm the environment.
2 Make recommendations
for improvement.
3 Write out a vision statement
that shows environmental
awareness for the school
or business.
Attitude refers to the mental state that is created by feelings, beliefs
and values. Attitudes influence the way a person acts. This unit
presents some desirable attitudes for office personnel. As you study
each attitude, examine yourself to determine how you measure up.
Make a conscious effort to improve in your weak areas.
Team spirit, group dynamics and cooperation
It is highly unlikely that you will be working in isolation. It is far more
likely that you will be part of a work group or team. Therefore, it is
vital for you to develop the right team spirit - the desire of a group
to work together as a single unit to achieve common goals. Always
accept responsibility as a group member for the outcomes of the
group's activities and do a fair share of the team's activities. Come
up with ideas, even if they are not eventually accepted by the group.
Group dynamics is the way persons interact with each other. Always
have respect for the ideas and expertise of others. Even when not
part of a formal group, you should be willing to share information
and help others. Cooperation is the ability to work with others to
achieve common goals and share in decision-making. You must be
willing to listen to and accept other people's ideas, and modify your
own ideas to fit in with emerging plans and decisions.
Tolerance and appreciation of diversity
You may have heard of the term 'globalisation' - the removal of
international barriers to trade and communication. An increasing
number oforganisations are operating internationally, with branches
in many different countries. Under these circumstances it is essential
that you develop tolerance and appreciate diversity. Tolerance is an
acceptance of the beliefs, practices and opinions of others. Do not
expect that others will think and act exactly the way you would. Show
that appreciation of diversity by welcoming opportunities to meet,
interact with and learn from persons of other cultures and national
groups. Avoid prejudice of aJI kinds and accept that each individual
has different strengths, weaknesses, talents and skills.
Safety consciousness
In Unit 1.9 you learned about ergonomics, the design of the
workplace to increase efficiency and reduce discomfort and injury.
Each worker must be safety-conscious. This involves constantly being
aware and taking appropriate action to avoid potential harm.
Environmental awareness
Environmental awareness is the recognition of the impact of one's
activities on the world in which we live. There are a number of things

1.11 Attitudes 1
that office workers can do to h~lp protect the environment, including:
• using live plants as part of the office decor
• turning off lights in rooms that are not in use
• switching off or unplugging equipment, that is not in use
• using energy-efficient equipment, including laptops instead of
desktop computers
• using less paper, for example, sending emails instead of written
notes and reading documents online instead of printing them
• using glasses and ceramic mugs instead of disposable cups.
Social responsibility
Every business has a responsibility to the society in which it operates.
This social responsibility includes:
• integrity in all aspects of its operations
• respect for workers' rights
• promoting diversity in the workplace
• environmental protection
• contributing to the benefit of local communities.
Activity
In April 2010 an explosion on a BP rig in the Gulf of Mexico resulted in
a massive oil spill. Research the causes and consequences of the oil
spill. Discuss the social responsibility that BP has in connection with this
incident.
Figure 1.11 .1 Attempts are made to put out the fires caused by the explosion at
the Deepwater Horizon rig
•

1 1.12 Attributes of good office workers
Key points
Attitude refers to the
mental state that is
created by feelings,
beliefs and values. Office
workers should have the
following attitudes:
• team spirit, group
dynamics, cooperation
• tolerance and
appreciation of diversity
• safety-consciousness
• environmental
awareness
• social responsibility.
Each employee also has a personal social responsibility. This
responsibility can be expressed in several ways, including:
• volunteering for community improvement programmes, such as
mentoring youths or supporting charities
• making recommendations for and supporting the introduction of
environmentally friendly work activities, such as waste reduction
• car-pooling, cycling or walking to work to reduce energy
consump tion and pollution.
Test yourself
1 State which attitude or attitudes are shown in each of the following
situations:
a Showing equal respect and courtesy to persons of all ethnic groups
b Planting trees to create a neighbourhood park
c Commitment to ensuring the success of the option that is accepted
by the group
d Replacing incandescent light bulbs with fluorescent lighting
e Supporting the holiday celebrations of a different ethnic group
f Reading the instruction manual before using machinery
g Buying biodegradable soap for the staff washroom
h SeNing on a committee to raise funds for a children's home
'.: 1.~
l~),~~ributes of good office workers
r . .., ., .· ·" ".Jll ..
-
OBJECTIVES
the attributes of a good
office worker.
Ifyou are asked to describe yourself, what would you say? What are
your predominant characteristics or attributes? What traits do you
consistently demonstrate? The term attribute refers to the qualities
or characteristics of a person. In this unit you will be examining some
of the attributes of a good office worker. How will you measure up?
Punctuality and regularity
Being punctual and regular contributes to efficiency and helps you
to become reliable. Always arrive for work and appointments in
good time. Make allowances for unexpected delays, such as traffic
congestion or vehicle breakdowns. Avoid absences, especially for
trivial reasons. It is courteous to telephone your supervisor if you are
unavoidably late or absent. Remember that workers can be fired for
habitual lateness or absenteeism.
Positive work ethic
Your work is a reflection of yourself. Ensure that your work is always of
the highest possible quality. All written or typed work must be neat and
well organised. Information should be accurate, relevant, sufficiently

Activity
Identify three positive
attributes illustrated by
Figure 1.12.1.
In 201 Othe Bank of America
sued four former employees
for a break of confidentiality.
1.12 Attributes of good office workers 1
detailed and well researched. Make certain that your work is free from
errors in grammar, spelling and punctuatioi1. Ensure that business
documents are prepared according to established rules and guidelines.
Figure 1.12.1
Integrity, honesty and confidentiality
Integrity and honesty are closely related. Integrity involves being
completely trustworthy in all matters.
Honesty is truthfulness, straightf01wardness· and the absence of
theft or deception. Honesty involves more than simply telling the
truth when asked. or example, some office workers believe that it
is acceptable to take office supplies for their personal use.,,However,
unless permission is given by the owners, this is actually stealing. It is
dishonest and punishable by law.
Several units in this book highlight the importance of confidentiality,
which is keeping all work-related information private. This includes
information about the business, its products, customers or clients and
employees. Gossip about workers can lead to strained relationships,
loss of morale and lower productivity. The abllity to keep information
to yourself is an indication of your professionalism. Even when you
are not specifically instructed to keep a matter secret, you should
refrain from discussing details about your em ployers or your job.
Willingness
Willingness involves an eagerness to accept responsibilities and to
face new challenges. You should be enthusiastic about your work.
Willingness also involves taking the initiative and doing what needs to
be done without always having to be told. Workers who are capable
of working well with minimum supervision are highly valued by
employers.
•

1 1.12 Attributes of good office workers
Exam tip
Make sure that you can
distinguish between the
following terms:
• traits
• qualities
• attributes
• attitudes
• skills.
Deportment and grooming
Whereas in some cou,-itries deportment refers to the way a person
stands and walks, in the Caribbean it means a person's behaviour or
manners. One aspect of good deportment is courtesy. Be polite in
your dealings with all persons. Make it your habit to greet persons
on entering a room: Learn how to introd.uce yourself to strangers
you meet in the course of your work. Use expressions such as Please,
Thank you, I am son·y, How may I help? and You are welcome.
Another aspect of deportment is good grooming. Remember
that your appearance creates a first and lasting impression. Good
grooming also improves self-confidence. Ensure that your appearance
is neat and consistent with the requirements of your workplace. If a
uniform is used, conform to all the requirements. When dressing for
business ensure that your back, chest, feet, abdomen and unde1wear
are covered. Frayed, torn, wrinkled or dirty clothing should never be
worn. Pay careful attention to personal hygiene.
Activity
Prepare a checklist of skills, attitudes and attributes that you can use to
evaluate yourself. Rate yourself honestly. Note the areas in which you need
to improve and work on them consistently until they become engrained.
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I can read and understand written materials,
such as instructions, letters and reports
Ican usewritten sources of information, such as
n~wspapers,magazines and encyclopaedias
I can identify and summarise the main points
from lengthy documents
Self-esteem and confidence
Self-esteem is the extent to which a person values him- or herself.
Positive self-esteem includes having a high sense of self-worth, pride
and self-respect. Self-confidence is a person's belief in his or her own
abilities. Both qualities are closely related. Positive self-esteem and
self-confidence will enable you to look and perform at your best in
the workplace. All the attributes discussed previously in this unit
reflect the level of your self-esteem. Successfully manifesting these
attributes will help to boost your self-confidence.

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254
255
grave-digger in Hamlet. I also remember, that when my friend was
kneading his bread, the idea entered his head, from some remark
that I had dropped, that I did not comprehend the meaning of a
certain passage in Shakspeare, so he immediately wiped one of his
hands, leaned over for his ragged copy of the mighty bard, and
immediately settled the question to our mutual satisfaction.
Supper being ended, I pulled out of my pocket a couple of cigars
which I had brought with me, and we then seated ourselves
comfortably before the fire and entered into a systematic
conversation. The greater part of the talking was done by my
companion, and in the course of the evening, I gathered the
following particulars respecting his own history.
He told me he was a native of Hampshire, England, and had spent
his boyhood in the city of London, as a counting-house clerk. He
claimed a good name for his family, and added that Mr. Jerdan,
editor of the London Literary Gazette, was his brother-in-law, having
married his only sister. He avowed himself about sixty years of age,
and had been a resident of New Brunswick ever since the year 1809.
He first came across the Atlantic as a government agent, for the
transaction of business connected with the fur trade; and when he
settled in the province, the whole country was an untrodden
wilderness. Since that time he had followed a variety of
employments, had acquired a competence, but lost it through the
rascality of friends. He told me he was a widower, and that he had
one son, who resided in Frederickton, and was rapidly acquiring a
reputation for his knowledge of engineering. “It does my heart good
to remember this fact,” continued my friend, “and I do hope that my
son will not disgrace his family, as some people seem to think I have
done. The God-forsaken inhabitants of this region have a habit of
calling me a crazy old man. God be praised,—I know they overshoot
the mark in that particular; if I have lost my reason, I can tell
the mocking world, that I have endured trouble enough to
make even a philosopher, a raving maniac. By patient and unwearied
toil, I have won two small fortunes, but both of them were snatched

256
away, and I was left a beggar. The Home Government took pity on
me, and offered to make me a present of land, adding that I was at
liberty to make my own selection. I accepted their offer and selected
five hundred acres on the Aroostook, making the Fall we visited this
evening the centre of my domain. I duly received a deed for the
property, and having concluded that my fellow-men were as tired of
me as I was of them, I bolted for the wilderness and have lived here
ever since. Yes, sir, for twelve years have I been the only human
inmate of this rude cabin; I ought to except, however, ‘a lucid
interval’ of some nine months, which I spent in England, about four
years ago, visiting my friends and the favourite haunts of my
childhood. To enjoy even that little luxury, I was compelled to
sacrifice a portion of my land.”
“But why do you not sell your entire property?” I remarked, “and
take up your abode among men, where your knowledge might be
made available?”
“Knowledge, indeed!” replied the hermit philosopher; “all that I
possess, you might easily hide in the bowl of an acorn. I do
know enough to cast my eyes heavenward, when crushed by
misfortune, but the same knowledge was possessed by the worm
upon which I accidentally trod this morning. What is man, at his best
estate, but a worm? But this is not answering your question. My only
reason for not selling this property is, that I cannot find a purchaser.
Most gladly would I jump at the chance, and then I would mingle
with my fellow-men, and endeavour to be of them. Travellers, who
sometimes pass through this region, tell me that my property is
worth 5000 dollars; I know it to be worth at least that amount, but I
should be glad to sell it for 3000 dollars, and that too, on a credit of
ten years. The interest would, indeed, be a meagre income, but I
have schooled myself in the ways of poverty; and though it once
cost me 2000 dollars to carry me through a single year, I can tell you
that my expenses for the last five years have not averaged more
than 20 dollars, which I have had to obtain as best I could. But you
must not misunderstand me. The little clearing which surrounds my

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rookery contains six acres, and, as I cultivate them with all diligence,
they keep me from actual starvation.”
“But it strikes me, my dear sir, that you ask rather an extravagant
price for your uncultivated land?” I asked this question with a
view of obtaining some information in reference to the valley
of the Aroostook, and was not disappointed. The reply of my friend
was as follows:
“I can convince you that you are mistaken. In the first place, the
water privilege which my land covers, is acknowledged to be the
most valuable on the Aroostook, and I may add that it is abundantly
fertile. And then think of the valley, at the very threshold of which I
am located. It is one of the most beautiful and luxuriant in this
northern wilderness; and the only thing against it, though I say it,
that should not, is the fact that nearly five miles of its outlet belongs
to the English Government, while the remainder belongs to the
United States. The whole of it ought to be yours, but if it were, I
would not live here a year; I am near enough to you now; directly
on the boundary-line between your country and mine. The
Aroostook, I verily believe, is one of the most important branches of
the St. John. Its general course is easterly, but it is exceedingly
serpentine, and according to some of your best surveyors, drains
upwards of a million acres of the best soil in Maine. Above my place,
there is hardly a spot that might not be navigated by a small steam-
boat; and I believe the time is not far distant when your
enterprising Yankees will have a score of boats employed
here in carrying their grain to market. Before that time comes,
however, you must dig a canal or build a railroad around my
beautiful waterfall, which I am sure could be done for 20,000
dollars. An extensive lumbering business is now carried on in the
valley, but its future prosperity must depend upon its agriculture.
Already are its shores dotted with well-cultivated farms, and every
year is adding to their number, and the rural beauty of those already
in existence. The soil of this valley is rich, and composed principally
of what is called alluvial (not intervale) land, together with the

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quality known as upland. In many portions, however, you will find
some of the most charming intervales in the world. The trees of this
region are similar to those of your northern states. The staple crop
of the Aroostook farmer is wheat; owing to the shortness of our
seasons, corn does not arrive at perfection, and its cultivation is
neglected. Rye, barley, and oats, all flourish here, but much more
buckwheat is raised than any other grain besides wheat. Grasses
flourish here in great perfection, and the farmer of Aroostook will yet
send to market immense quantities of cattle. As to the climate, it is
not so severe as is generally supposed. Snow falls early, and
continues late, which prevents the ground from freezing very
deep. And when summer comes, as you may testify, the
weather is sufficiently warm for every necessary purpose. Now, Sir,
do you not think I have made out a clear case?” I answered in the
affirmative, and thanked him for the information he had given me.
Like Oliver Twist, however, I was anxious for “more,” and therefore
endeavoured to start him on another subject. In this laudable effort
I fully succeeded; and by merely expressing the opinion that he
must lead a very lonely life in this remote wilderness.
“Not at all, not at all,” replied my friend. “It is my good fortune to
belong to that class of men who depend upon books, the works of
nature, and themselves for happiness, and not upon a selfish and
heartless world. As to my books, they are not very abundant, nor are
they bound in fancy morocco, but the substance of them is of the
right sort. Foremost among them is the Bible, which tells even a
poor devil like me that he is a man. Perfect in their generation are
the truths of this glorious old book; they have an important bearing
upon everything; and they should be studied and cherished with
jealous care. But the earth-born minds, with whom I hold daily
communion, are the mighty Shakspeare, the splendid Gibbon,
the good and loving brother poets Thompson and
Wordsworth, the gifted but wayward Burns, the elegant and witty
Addison, and the ponderous Johnson. These are the minds which
always afford me solid satisfaction. As to the immense herd who
keep the printing-presses of the present day constantly employed, I

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know nothing about them, and care still less. And now as to the
pleasures which are brought to me by the revolving seasons. They
are indeed manifold, and it is pleasant to remember that ‘Nature
never did betray the heart that loved her.’ The hills which surround
my cabin, I look upon as familiar friends, not only when crowned
with a wreath of snow, but when rejoicing in their summer bloom;
and a more peaceful and heart-soothing stream can nowhere be
found, than the one which flows along by my door, and you know
from experience that it abounds in the finest of salmon and trout.
The surrounding woods furnish me with game, but their greatest
treasures are the ten thousand beautiful birds, which make melody
in their little hearts, and afford me unalloyed pleasure for at least
one half the year. I seldom have occasion to kill these feathered
minstrels for food, and the consequence is, whenever I go out into
my fields to work, they gather around me without fear, and often
come so near, as to be in my very way. The quail and the
wren, the jay and the blue-bird, the mocking-bird, the
partridge, the fish-hawk, the eagle and the crow, and also the
swallow, the owl, and whip-poor-will, all build their nests within a
stone’s throw of my door, and they know that the friendless old man
will do them no harm. And then what exquisite pleasure do I
continually enjoy in watching the ever-varying changes of the year!
First, when the primrose tells me that the rains are over and gone,
and I go forth in the refreshing sunshine to sow my seeds; secondly,
when the glorious summer is in its prime, with its dewy mornings
and lovely twilights; also in the sober autumnal time, when I
thoughtfully count the leaves floating on the bosom of the stream;
and then again when the cold winds of winter are howling around
my cabin, and I sit in my pleasant solitude before a roaring fire,
building palaces in my mind, as I peer into the burning embers. Yes,
sir, I have learned to live without excitement, and to depend upon
myself for the companionship I need. I do, indeed, occasionally steal
out of my beautiful vale, and mingle with my fellow-men; but I
always return perfectly contented with my lot. After all, I do not
believe that the world could add greatly to my stock of happiness,

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even if I were a worshipper of Mammon, a brawling politician, or a
responsible statesman.”
“But, Mr. Egger, it strikes me that your manner of life is not in
keeping with the Bible, for which you have expressed so
much reverence.”
“That may be true,” was the reply, “but I make no sanctimonious
pretensions. I do but little to promote the happiness of my fellow-
men, and I congratulate myself with the idea that I do as little to
make them miserable. The influence of my example amounts to
nothing, and I give no bread to the poor, because I have none to
give. But let us drop the subject; I feel that your questions may so
annoy me, that I shall be compelled to abandon the glorious old
wilderness, and become a denizen of the busy and noisy world.”
A breach having thus been made in our discourse, I examined my
watch and found it to be near twelve o’clock. My companion took the
hint, and immediately proceeded to fix a sleeping-place that would
accommodate us both. This was done by spreading the clothes of
the wooden bedstead upon the floor. While going through with this
little operation, he held high above his head a ragged old bed-quilt,
and asked me what I thought Queen Victoria would say, if she had
such an article to rest her royal limbs upon? He then pointed to the
particular spot which he wanted me to occupy, giving as a
reason for the request, that there was a hole on the opposite
side of his mansion, where toads, rats, and weasels were frequently
in the habit of entering, and he was afraid they might annoy me,
though he had never been disturbed by their nocturnal visits. This
information appeared to me somewhat peculiar, but did not prevent
me from undressing myself to lie down. When about half through
this business, however, I was actually compelled to take a seat on
account of a laughing-fit, brought upon me by one or two stories,
which my host related for my special benefit. What a strange man
indeed! thought I; and making another effort, I tumbled into bed. In
the meantime, my companion had stripped himself of everything but

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his shirt, and, in spite of the frailty of his “spindle shanks,” was
throwing himself into the attitudes for which Kemble was
distinguished, whose acting he had often witnessed in olden times. I
was already quite exhausted with excess of laughter, and I verily
believed that the queer antics of the anchorite and philosopher
would be the death of me. But I felt that I must go to sleep, and, in
self-defence, partly covered my head with the end of a quilt, and
almost swore that I would not be disturbed again.
I did not swear, however, and was consequently again
disturbed. I had just fixed my head upon the pillow, as I
thought for the last time, when I was startled by a tremendous yell
proceeding from without the cabin. I rushed out of the house, as if
the Old Harry himself had been after me, and beheld my spare and
venerable friend, sitting upon a stump, gazing upon the rising moon,
and listening to the distant howl of a wolf, with one of his feet
dangling to and fro, like the pendulum of a clock. “Wasn’t that a
musical yell, my boy?” were the first words spoken by the hermit
mad-cap; and then he went on to point out all the finer features of
the scene spread out before us. Silently flowed the stream, grand
and sublime looked the mountains, clear and very blue the sky,
spirit-like the moon and stars, and above the neighbouring waterfall
ascended a column of spray, which was fast melting into a snowy
cloud. After enjoying this picture for a reasonable time, my
companion then proposed that we should enjoy a swim in the river,
to which arrangement I assented, even as did the wedding guest of
Coleridge to the command of the Ancient Mariner. Our bath ended,
we returned to the cabin, and in the course of half-an-hour, the
hermit and the stranger were side by side in the arms of sleep.
On opening my eyes in the morning, the pleasant sunshine
was flooding the floors through the open door, and my friend,
who had risen without disturbing me, was frying some trout which
he had just taken in the stream. I arose, rolled up the bed, and
prepared myself for breakfast, which was particularly relished by the
giver and the receiver. I spent the forenoon rambling about the

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estate of my old friend, and enjoying the surrounding scenery; I
then proposed to him that he should go down and be my guest at
the tavern on the St. John for a day or two, which invitation was
accepted. On my return, I took a sketch of the secluded vale where
stands the cottage of my friend, also a profile of his own handsome
face, and a view of his waterfall. The time of my departure having
arrived, I left him with a heavy heart—I for my distant city-home,
and he to return to his solitary cottage among the mountains.

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CHAPTER XXII.
The River St. John.
Woodstock. July.
I have recently performed a pilgrimage along the valley of the Lower
St. John, and as I am about to leave the river, it is meet that I
should give my reader a record of my observations. The distance
from the Falls of St. John to the city of that name, is two hundred
and twenty miles. The width varies from a quarter of a mile to nearly
two miles, and the depth from two to forty feet. That portion lying
north of Frederickton, abounds in rapids and shallows, and is
navigated only by flat-bottomed boats, which are taken up stream
by horse power, but descend with the current. Here, for the most
part, the shores are mountainous, and only partly cultivated, with
high and picturesque banks; the lowest portion, however, is
of a level character, and presents the appearance of an
ancient and highly cultivated country, and is navigated by steam-
boats, and the common sail craft of the country. The soil, all along
the shores, is good, but seems better adapted for grass than wheat,
and I can see no good reason for its not becoming greatly
distinguished as a grazing country.
The river is not distinguished for any pictorial feature, (though it
abounds in beautiful landscapes,) excepting a place called the
Narrows, situated at the southern extremity. At this point, the
stream is not more than five hundred yards wide, and as it is
bounded on either side by a high, rocky barrier, the current ordinarily

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passes through with great rapidity. The tides of the ocean ascend
about thirty miles, and it is only when the tide is high that the point
in question can be navigated. Though these Narrows are a great
annoyance to the navigator, by the lover of the picturesque they are
highly esteemed. Not only are they beautiful in themselves, but,
owing to the peculiarity of the place, it is frequently the case that
the broad expanse of water above it, is covered with a fleet of
sloops, schooners, steam-boats, tow-boats, and timber-crafts, which
present a peculiar and agreeable panorama. The river abounds with
salmon and shad, the former of which, though rather small,
may be taken by the angler in the principal tributaries. They
are not sufficiently abundant, however, to constitute an important
article of commerce, and the common modes for taking them are
with the spear, and the drift-net.
The principal towns on the St. John are, Woodstock, French Village,
Frederickton, and St. John. The first of these is one hundred and
fifty miles from the mouth, and though a ragged, yet an interesting
village. So far as its natural productions are concerned, I am
disposed to compliment this Province in the highest terms; but I
must say that the ignorance, idleness, and gouging character of its
common people, have made me quite willing to take my departure
therefrom. The expenses of travelling are enormous, and so also are
all the little incidentals which go to make a man comfortable.
The stage-route from the Grand Falls to St. John passes through
Woodstock, but the distance from this place to the American town of
Houlton, is ten miles, and in this direction there is also an
established stage-route to Bangor.
The next place on the St. John, of any note, is French Village. It
usually contains a thousand souls—most of them Indians. They live
in frame and log-houses, and though they pretend to do
some farming, they are chiefly engaged in hunting and
fishing. They are a good-looking race, speak English fluently, and are
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officiates in a small chapel, which was built by the Jesuits at an early
day. This society is said to be one of the most wealthy in the
Province. The chief of the village is one Louis Beir. He lives in a very
comfortable, and well-furnished house, is rather a handsome man,
dresses in a half-savage manner, and while he offers his visitor a
comfortable chair, he invariably seats himself upon the floor in true
Indian fashion.
Frederickton is at the head of steam-boat navigation, and distant
from St. John eighty miles. Between these two places there runs a
morning and evening boat, and the summer travel is very extensive.
Frederickton contains about eight thousand inhabitants, composed
principally, of Irish, Scotch, and English. It contains three principal
streets, running north and south, and some half-dozen handsome
public buildings, including an Episcopal church, after the Tuscan
order, a Court House and a College. The town is situated on a level
plain, and its suburbs are made exceedingly beautiful by the number
of rural residences which attract the eye in every direction.
The elm and poplar both seem to flourish here, and add
much to the picturesqueness of the place and vicinity. The business
of Frederickton is only of a second-rate character, and it has become
what it is, merely from the fact that it has heretofore been the seat
of Government. This fact has also had a tendency to collect a good
society in the place, and its “ton,” though in a small way have been
disposed to cut quite a dash. The “mother Parliament,” I believe,
have recently removed the seat of government to St. John, and the
lovers of Frederickton are sorry, and a little angry.
The city of St. John stands at the mouth of the river of that name,
and is also laved by the waters of the Bay of Fundy. I hate cities, but
suppose that I must stop a moment in the one alluded to. It is a
business place, planted among rocks, contains some twenty
thousand inhabitants, (two-thirds of whom are Irish,) and in its port,
at the present time, is moored a fleet of two hundred ships. Its
public buildings are numerous, the finest of which are the Court
House, an Episcopal church, of the Doric order, another after the

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Gothic, and a Presbyterian church, after the Corinthian order. The
city is defended by a fortress, which presents a handsome
appearance as you approach the port. The merchants of the
place are chiefly employed in the square-timber trade, and
have heretofore done an extensive business. This trade, however, I
am inclined to believe, is rapidly running out. On the opposite side of
the St. John’s river is a picturesque point, or hill, which is called
Carlton Hill. It is surmounted by a massive block-house, and
commands an extensive prospect of the Bay of Fundy, the spring
tides of which rise to the height of sixty feet, and when coming in
make a terrible roar.

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CHAPTER XXIII.
The Penobscot River.
Off the Coast of Maine. July.
A week ago I was fighting with mosquitoes and flies, on the head
waters of the Penobscot, and now that I am upon the ocean once
more, I fancy that my feelings are allied to those of an old moose
that I lately saw standing in a mountain lake, with the water up to
his chin. The noble river which I have mentioned, “is all my fancy
painted it,” and in spite of its insect inhabitants, I shall ever
remember it with pleasure.
The length of this stream, from the mouth of its bay, to where its
principal branches come together, is about one hundred and forty
miles; from this junction, to the fountain head of the west branch,
the distance is supposed to be one hundred and fifty miles,
while the east branch is probably only one hundred miles in
length. Both of these streams rise in the midst of a mountain
wilderness, looming above which, is old Katahden, the loftiest
mountain in Maine, and elder brother to Mount Washington, in New
Hampshire. This mountain is distant from Moosehead Lake only
about twenty miles; but it towers into the sky so grandly, that nearly
all the people who inhabit the northern part of Maine, look upon it
as a familiar friend. The two branches of the Penobscot, run through
a mountainous region, both of them abounding in rapids, though the
west branch contains a number of picturesque falls. The soil of this
region, generally speaking, is good, but remains in its original

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wilderness. Its stationary inhabitants are few and far between; but it
gives employment to about three thousand lumbermen. They spend
the winter in wielding the axe in the forests, and the spring and
summer in driving down the stream logs which they have prepared
for the saw-mills, which are mostly situated on the lower part of the
Penobscot. Nine months in the year they labour without ceasing, but
usually appropriate to themselves a three months holiday, which is
the entire autumn. They are a young and powerfully built race of
men, mostly New Englanders, generally unmarried, and, though
rude and intemperate in their manners, are very intelligent.
They seem to have a passion for their wild and toilsome life,
and, judging from their dresses, I should think possess a fine eye for
the comic and fantastic. The entire apparel of an individual usually
consists of a pair of grey pantaloons, and two red flannel shirts, a
pair of long boots, and a woollen covering for the head, and all
these things are worn at one and the same time. The head-covering
alluded to, when first purchased, is what might be called a hat; but
the wearers invariably take particular pains to transform the article
into such queer shapes, as to render it indescribable. Sometimes
they take the crown and tic it in the shape of a fool’s-cap, and
sometimes they trim the rims with a jack-knife, into many different
fashions. Their wages vary from twenty to thirty dollars per month;
and they are chiefly employed by the lumber merchants of Bangor,
who furnish them with necessary supplies.
The Penobscot, I suppose, is unquestionably the most fruitful lumber
river in the United States, and its pine and hemlock forests seem yet
to be inexhaustible. And the State of Maine is indebted to the lumber
business for many of its beautiful cities and towns.
From the Forks of the Penobscot to Bangor, the distance is about
sixty miles. This portion of the river is about a quarter of a
mile wide. The banks are rather low and level, and somewhat
cultivated. The water is deep and clear, and the current strong.
Generally speaking, the scenery of the river is not remarkable, and
were it not for its numerous islands, it might be considered tame, by

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the lover of a mountain land. The islands alluded to, however, are
exceedingly beautiful. Covered as they are with venerable elms, and
containing no underbrush, but a continuous plot of green, they have
all the appearance of cultivated parks. The stage-route, from
Woodstock, after reaching the Penobscot, continues along the
eastern bank, and as the coaches are comfortable, and the horses
good, the ride is very pleasant. The principal village, of which there
are four, is Old Town. It is a busy little place, and the present
termination of a railroad from Bangor, which is twelve miles distant.
Directly opposite Old Town is a small island, where reside a remnant
of the Penobscot Indians. They number some four hundred souls,
and are just sufficiently civilized to lead a very miserable sort of life.
I come now to speak of Bangor. It is a well-built and handsome city,
eighty miles from the ocean, and contains about eight thousand
inhabitants. It is at the head of tide water navigation, and has a
good harbour, where I counted from one point near two
hundred sails. The principal article of trade is lumber, which is
distinguished for its good qualities. All the heaviest merchants are
engaged in the lumber trade, and almost every body deals in it to a
limited extent. A few thousand shingles will pay your tailor for a
coat, a few loads of plank will settle your account with the butcher,
and bundles of clap-boards are gladly received by the grocer, in
exchange for his tea and sugar.
With the people of Bangor I was much pleased. Their manners and
habits are stamped with the true New England character, they mind
their own business, and are distinguished for their intelligence,
virtue, and hospitality. When I reached this place, my beard was
more than half as long as that of the Wandering Jew; and it took me
nearly a whole day to forget the bad French which I had acquired in
Canada and New Brunswick, and transform myself into the
semblance of a civilized man. I had been in the woods for so long a
time, that I seized the first paper I saw to find out whether I had
forgotten to read. You may readily imagine, therefore, what a
refreshing effect the appearance and conversation of intelligent

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people had upon my feelings. But the class of citizens who made the
deepest impression upon me, were the children of Bangor. I met
them at every corner, and heard their happy voices in every
dwelling, and a more perfectly beautiful race of creatures, I
never before saw in any city.
The distance from Bangor to the ocean is eighty miles. For twenty
miles the river averages three quarters of a mile in width, when it
gradually widens into an expansive bay or gulf. The water is deep,
always covered with vessels, and abounds with salmon, which are
only taken with the net. The shores are hilly, and well-cultivated, and
the towns of Bucksport, Frankfort, Belfast and Thomaston, as you
pass them, present each a thriving and pleasant appearance.

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CHAPTER XXIV.
Moosehead Lake.—The River Kennebeck.
Portland. August.
Moosehead Lake is the largest and the wildest in New England. It
lies in the central portion of the State of Maine, and distant from the
ocean near one hundred and fifty miles. Its length is fifty miles, and
its width from five to fifteen. It is embosomed among a brotherhood
of mountains, whose highest peak has been christened with the
beautiful name of Katahden. All of them, from base to summit, are
covered with a dense forest, in which the pine is by far the most
abundant. It is the grand centre of the only wilderness region in New
England, whose principal denizens are wild beasts. During the
summer months, its tranquil waters remain in unbroken solitude,
unless some scenery-hunting pilgrim, like myself, should
happen to steal along its shores in his birchen canoe. But in
the winter the case is very different, for then, all along its borders,
may be heard the sound of the axe, wielded by a thousand men.
Then it is that an immense quantity of logs are cut, to be
manufactured into lumber at the extensive mills down the
Kennebeck, which is the only outlet to the lake.
A winter at Moosehead must be attended with much that is rare, and
wild, and exciting, not only to the wealthy proprietor who has a
hundred men to superintend, but even to the toiling chopper. Look
at a single specimen of the gladdening scenes enacted in that forest
world. It is an awful night, the winds wailing, the snow falling, and

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the forests making a moan. Before you is a spacious, but rudely built
log cabin, almost covered with snow. But now, above the shriek of
the storm, and the howl of the wolf, you hear a long, loud shout,
from a score of human mouths. You enter the cabin, and lo, a merry
band of noble men, some lying on a buffalo-robe, and some seated
on a log, while the huge fire before them reveals every feature and
wrinkle of their countenances, and makes a picture of the richest
colouring. Now the call is for a song, and a young man sings a song
of Scotland, which is his native land; a mug of cider then goes
round, after which an old pioneer clears his throat for a
hunting legend of the times of old; now the cunning jest is
heard; and peals of hearty laughter shake the building; and now a
soul-stirring speech is delivered in favour of Henry Clay. The fire-
place is again replenished, when with a happy and contented mind
each woodman retires to his couch, to sleep, and to dream of his
wife and children, or of the buxom damsel whom he loves.
The number of logs which these men cut in a single winter is almost
incredible, and the business of conveying them to the lake upon the
snow gives employment to a great many additional men and their
oxen. The consequence is, that large quantities of flour, potatoes,
pork, and hay, are consumed; and as these things are mostly
supplied by the farmers of the Kennebeck, winter is the busiest
season of the year throughout the region. When the lake is released
from its icy fetters in the spring, a new feature of the logging
business comes into operation, which is called rafting. A large raft
contains about eighteen thousand logs, and covers a space of some
ten acres. In towing them to the Kennebeck, a small steam-boat is
employed, which, when seen from the summit of a hill, looks like a
living creature struggling with a mighty incubus. But the most
picturesque thing connected with this business is a floating
log-cabin, called a Raft House, which ever attends a raft on
its way to the river. During the summer, as before stated, Moosehead
Lake is a perfect solitude, for the “log chopper” has become a “log
driver” on the Kennebeck,—the little steamer being moored in its
sheltering bay, near the tavern at the south end of the lake, and the

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toiling oxen having been permitted to enjoy their summer sabbath
on the farm of their master.
The islands of Moosehead Lake, of any size, are only four; Moose
and Deer Islands at the southern extremity, Sugar Island in the large
eastern bay, and Farm Island in a north-western direction from that.
All of these are covered with beautiful groves, but the time is not far
distant when they will be cultivated farms. Trout are the principal
fish that flourish in its waters, and may be caught at any time in
great abundance. And thereby hangs a fish story.
It was the sunset hour, and with one of my companions I had gone
to a rocky ledge for the purpose of trying my luck. My bait was
squirrel meat, and I was the first to throw the line. It had hardly
reached the water, before I had the pleasure of striking and securing
a two pound trout. This threw my friend into a perfect fever of
excitement, so that he was exceedingly slow in cutting up the
squirrels; and it may be readily supposed that I was
somewhat excited myself; so I “grabbed” the animal out of his
hands, and in less than a “jiffy,” and with my teeth, made a number
of good baits. The conclusion of the whole matter was, that in less
than forty minutes we had caught nearly seventy pounds of salmon
trout. But the fish of Moosehead are not to be compared with those
of Horicon in point of delicacy, though they are very large, and very
abundant. The reason of this is, that its waters are not remarkably
clear, and a good deal of its bottom is muddy. Moose River, which is
the principal tributary of the Lake, is a narrow, deep, and
picturesque stream, where may be caught the common trout,
weighing from one to five pounds.
In this portion of Maine every variety of forest game may be found,
but the principal kinds are the grey wolf, the black bear, the deer,
and the moose. Winter is the appropriate season for their capture,
when they afford a deal of sport to the hunter, and furnish a variety
of food to the forest labourers. Deer are so very plentiful, that a
certain resident told me, that, in the deep snow of last winter, he

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caught some dozen of them alive, and having cut a slit in their ears,
let them go, that they might recount to their kindred their
marvellous escape. But the homeliest animal, the most abundant,
and the best for eating, is the moose. I did not kill one, but
spent a night with an old hunter who did. During the warm
summer nights these animals, for the purpose of getting clear of the
black-fly, are in the habit of taking to the water, where, with nothing
but their heads in sight, they remain for hours. It was the evening of
one of those cloudless nights, whose memory can never die. We
were alone far up the Moose River, and it seemed to me, “we were
the first that ever burst into that forest sea.” Embarked on board a
swan-like canoe, and with our rifles ready, we carefully and silently
descended the stream. How can I describe the lovely pictures that
we passed? Now we peered into a dark recess in the centre of a
group of elms, where unnumbered fire-flies were revelling in joy;—
and now a solitary duck shot out into the stream from its hidden
home, behind a fallen and decayed tree; now we watched the stars
mirrored in the sleeping waves, and now we listened to the hoot of
the owl, the drum of the partridge, the song of a distant waterfall, or
the leap of a robber-trout. It was not far from midnight when my
companion whispered, “Hush, hush!” and pointed to a dim spot
some hundred yards below. The first chance was allotted me, so I
took the best aim I could, and fired. I heard the ball skip along the
water, and on coming near, found my mark to be only a
smooth rock. Two hours more passed on, one small moose
was killed, and at day-break we were in our cabin fast asleep.
The principal outlet to Moosehead Lake is the Kennebeck, which
“now demands my song.” It is the second river in Maine, and one of
the most beautiful I have ever seen. Instead of watering a
wilderness, as I had supposed, all along its valley for over a hundred
miles are fertile and extensive farms, with here and there a thriving
village, inhabited by an intelligent and industrious people. Its
principal tributary is Dead River, and the spot at the junction of the
two is called the Forks. The cultivated region stops here, and

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between this point and Moosehead, the distance is about twenty-five
miles, which is yet a forest wilderness.
The principal attraction at the Forks is a tavern kept by one
Burnham, who is a capital fellow to guide the lover of Nature or the
trout fisherman to Moxy Fall and Nameless Lake, which are in the
immediate vicinity. The mountains about here are very lofty, and
exceedingly picturesque, abounding in the maple, the oak, the pine,
and hemlock. Emptying into the Kennebeck, a few miles north of the
Forks, is a superb mountain-stream, named Moxy, after an Indian
who was drowned there many years ago. Winding for a long
distance among rocky ravines, and eternally singing to the
woods a trumpet-song, it finally makes a sudden plunge into
a chasm more than a hundred feet in depth. The perpendicular rocks
on either side rise to an immense height, their tops crowned with a
“peculiar diadem of trees,” and their crevices filled up with dark-
green verdure, whence occasionally issues, hanging gracefully in the
air, beautiful festoons of the ivy, and clusters of the mountain blue-
bell. The depth of the pool was never told, and its waters wash
against the granite walls in a perpetual gloom. On one occasion I
visited it when there was a high freshet, and saw what I could
hardly have believed from a description. I stood on an elevated point
in front of the Fall, when my eyes rested upon an immense log,
some sixty feet long, coming down the foaming stream with all the
fury of a maddened steed; presently it reached the precipice,—then
cleaved its airy pathway into the hell of waters,—was completely out
of sight for three minutes, then, like a creature endowed with life,
shot upward again entirely out of the water, made another less
desperate plunge, and quietly pursued its course into the
Kennebeck.
In speaking of the Nameless Lake, it is necessary that I should be a
little egotistical. It is a fairy-like sheet of pure water in the
heart of the mountain wilderness, only about a mile in
length, but full of trout. The proprietor was of the party that
accompanied me on my first visit. While approaching it, the remark

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was made, that it was yet without a name; when it was agreed that
it should be christened after that individual, who should on that day
throw the most successful fly. As fortune would have it, the honour
was awarded to me; and on a guide-board in the forest, three miles
from Burnham’s, may be seen the figure of a hand, and the words
“Lake Lanman.” There stands my written name, exposed “to the
peltings of the pitiless storm;” and in a few years, at the longest, it
will be washed away, and the tree which supports it mingling with
the dust. Will it be even thus with the memory of name?
Not to attempt a description of the scenery of the Kennebeck, which
could be only faithfully given by the pictures of an artist, I will take
my reader down its beautiful valley, and tell him what I know
respecting its beautiful villages.
The first in order is Bingham, situated on a fertile “interval,”
surrounded with picturesque hills, charming and quiet as a summer
day, and containing within the jurisdiction of its town an
uncommonly fine farm, belonging to a Mr. Parlin, who
manufactures large quantities of maple sugar.
Solon is the next village in the Kennebeck valley, remarkable for
nothing but Caritunk Falls, which are twenty feet high, and run
through a gorge fifty feet wide. Here I saw some twenty men
“driving” the logs that had been lodged all along the river when it
was low. It is a laborious life which these men lead, but they receive
good pay, and meet with many interesting adventures. They
generally have the soul to enjoy fine scenery, and therefore demand
the respect of the intelligent traveller.
Anson, though in the valley of the Kennebeck, is situated on Seven
Mile Brook, and is a flourishing business place. From its neighbouring
hills may be seen the sky-piercing peaks of Mount Blue, Saddleback,
Bigelow, and Mount Abraham, which are the guardian spirits of
Maine. The town is distinguished for its agricultural enterprise, and

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the abundance of its wheat, having actually produced more than is
reported from any other town in the State.
Norridgwock, so named by the Kennebeck Indians, because, when
fighting with their enemies at this place, they could find no-ridge-to-
walk upon, which was a desirable object. It is a charming little
village, and associated with a celebrated Indian Chief named
Bomazeen, and also with a Jesuit Missionary, whose name I
do not remember. Not far from here is a picturesque fall, also a
picturesque bend of the Kennebeck, where empties Sandy River,
upon which are many extensive farms.
Skowhegan is a thriving village, where there are fine falls, which I
never could look upon without thinking of the famous Glen’s Falls in
New York, of which they are a complete counterpart, though on a
smaller scale. Many and very dear to me are my recollections of its
“choice bits” of scenery, of the fine singing I there heard, of the
acquaintances there formed, and of the pleasant literary
communings which were mine in company with one of the best and
most intellectual of women, who has for many years been my
“guide, counsellor, and friend.”
Waterville, the next town on the river, is the seat of a Baptist
College, and the head of navigation on account of the Ticonic Falls.
It is the centre of an extensive farming district, which fact, together
with the literary taste of its people, makes it an interesting place.
Augusta, the capital of the State, is also on the Kennebeck, and with
its State House and other State buildings, its admirably conducted
hotels, its commanding churches, its large bridge, and
pleasant residences, is one of the most picturesque and
interesting towns in the whole of New England.
Hallowell, two miles below Augusta, was once a great place of
business, and is still a very pleasant place, though unable to
compete with its rival the Capital. In my mind, it is chiefly associated

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with some fine people, and particularly with three beautiful sisters,
who are great lovers of poetry and fine musicians.
Gardiner, further down, is a tremendous place for saw-mills; and
lumbering I look upon as one of the surest kinds of business. It
contains the handsomest church-building in the State, and a number
of fine residences belonging to its wealthy citizens, of which that one
belonging to Mr. Gardiner (after whom the place was named), is the
most elegant.
Bath is the next and most southern town on the Kennebeck; it is a
large place, where there is a great deal of shipping done, and now in
a flourishing condition. The sail down the river from here is a most
delightful one, for the eye revels on a continual succession of
pleasant farms, quiet headlands, solitary islands, and vessels of
every kind passing up and down the stream. Even to the present
day, the Kennebeck abounds in salmon, which are caught with nets
from the first of May till midsummer. To take them with the
hook is indeed rare sport, and for the manner in which I
conquered a solitary individual I refer my reader to a certain passage
in “Scrope on Salmon Fishing.” Few are the rivers that I love more
than the Kennebeck, and very dear to me are its manifold
associations.
I date this chapter from Portland, which is a thriving city of twenty
thousand inhabitants, and interesting to the admirers of genius,
because it is the native place of Mrs. Seba Smith, the poet
Longfellow, and John Neal.

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CHAPTER XXV.
A Fishing Party on the Thames—Watch Hill—Night Adventures.
Norwich. August.
A few mornings ago, just as the sun had risen above the eastern
hills, which look down upon the Thames at Norwich, the prettiest
sail-boat of the place left her moorings, and with a pleasant
northerly breeze started for the Sound. Her passengers consisted of
six gentlemen, all equipped in their sporting jackets, and furnished
with fishing tackle, and their place of destination was Watch Hill, a
point of land in Rhode Island, extending into the Atlantic, a few
miles from Stonington. We were on a fishing frolic, as a matter of
course, and a happier company, I ween, were never yet afloat, for
the sport of a morning breeze. What with the story, the jest,
the iced lemonade and exquisite cigar, the minutes glided by
as swiftly and unobserved as the tiny waves around us. Now we met
a solitary fisherman, towing for bass, and as we hailed him with a
friendly shout and passed on, he began to talk in an under tone, and
his voice did not die away until we had turned a point. What would I
not give for an accurate record of that old man’s life! Anon, we
witnessed the soothing picture of a well-conducted farm, with its
green-girt cottage, spacious barns, neat and flowing fields, with its
horses, oxen, cows, sheep, hogs, and poultry. Now we saw some
noble men, such as Vernet delighted to paint, hauling the seine, and,
as the “fruit of all their toil” were thrown upon the sand, their
flipping forms reflected back the sunlight, reminding us of—anything
the reader may be pleased to imagine. Now, we were overtaken and

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tossed about by a steamer bound to New Haven; and then we sailed
in company with a boat, a sloop, and schooner; meeting others,
beating up, from Boston, New York, and Philadelphia. And the
termination of this pleasing panorama was composed of Gale’s Ferry,
the commanding town, fort, and monument of Groton, together with
the city of New London, among whose anchored shipping floated a
saucy Revenue Cutter, and at whose docks were chained a
goodly number of storm-beaten whalers.
Having taken in our stores, and obtained from the fish-market a
basket of bait, we again hoisted sail, bound first to Commit Rock,
and binding ourselves to capture all of the watery enemy which
might tempt the power or the dexterity of our arms.
When about three miles from New London, all eyes were attracted
by a beautiful craft on our lee, laden with a party of ladies and
gentlemen. “They’re going toward a reef!” exclaimed our captain;
and no sooner had the words escaped his lips, than the stranger
struck, and stove a hole through her bottom. We were just in time to
save the party from a watery grave; and when we had landed them
in safety on the beach, we were well repaid for our trouble by the
consciousness of having done a good act, and by the thankful words
and benignant smiles of the ladies fair. A dozen minutes more and
we were within an oar’s length of the fishing rock. “All ashore that’s
coming!” shouted our mate, as he held the boat fast, standing on
the rock, when we all leaped out, and plenty of line having been
given her, the boat swung to, and “like a cradled thing at rest,”
floated upon the waves. Then commenced the sport. The
breeze was refreshing, and the breath of the salt sea-foam
buoyed up our spirits to a higher pitch, and gave new vigour to our
sinews. The youngest of the party was the first who threw his hook,
which was snapped in the twinkling of an eye. Another trial, and a
four-pound black-fish lay extended upon the rock. Another, and
another, and another, until fourscore, even numbered, came
following after. Tired of the sport, two of the party entered the boat,
and hoisted sail for a little cruize. Half an hour had elapsed, when

Office Administration for CSEC Ann Margaret Jacob

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