For stenographic and typing services within a division facing turnover, the most satisfactory arrangement is:

For stenographic and typing services within a division facing turnover, the most satisfactory arrangement is:

• A. Organize the private secretaries into a central pool under the direction of a supervisor to whom all staff members would send requests
• B. Organize the private secretaries into a decentralized pool under the direction of a supervisor to whom non-technical staff members would send requests for stenographic and typing assistance
• C. Keep the private secretaries assigned directly to individual unit chiefs
• D. Hire external stenographic and typing services as needed

Answer: (B)

Handling stenographic and typing tasks when turnover is a concern works best when the division keeps the workload flexible but still well coordinated. A decentralized pool of private secretaries, guided by a single supervisor whom non-technical staff use as the contact point for requests, achieves that balance. This setup distributes work across units so no single area becomes overwhelmed if staff leave, while the supervisor ensures requests are received, prioritized, and allocated to available staff. It also gives users a straightforward way to request help and a clear point for follow-up, which keeps service levels more stable during turnover. Why this approach fits better than the others: a fully centralized pool can become a bottleneck, slowing response times when turnover spikes. Keeping secretaries tied directly to individual unit chiefs limits the ability to balance workload division across the division, reducing flexibility. Turning to external services as needed can be expensive and may not integrate smoothly with internal processes or confidentiality needs.

Handling stenographic and typing tasks when turnover is a concern works best when the division keeps the workload flexible but still well coordinated. A decentralized pool of private secretaries, guided by a single supervisor whom non-technical staff use as the contact point for requests, achieves that balance. This setup distributes work across units so no single area becomes overwhelmed if staff leave, while the supervisor ensures requests are received, prioritized, and allocated to available staff. It also gives users a straightforward way to request help and a clear point for follow-up, which keeps service levels more stable during turnover.

Why this approach fits better than the others: a fully centralized pool can become a bottleneck, slowing response times when turnover spikes. Keeping secretaries tied directly to individual unit chiefs limits the ability to balance workload division across the division, reducing flexibility. Turning to external services as needed can be expensive and may not integrate smoothly with internal processes or confidentiality needs.