170 SECRETARIAL PRACTICE 
Periodical 
Summaries 
and 
Analyses. 
Depart- 
mental 
Analvses. 
the foreign branches take the form (so frequent nowadays) 
of subsidiary companies registered in the country in which 
they trade, except that in these cases the directors of the 
subsidiary company will release the balance of funds in the 
first or No. 1 account as and when need arises. 
It may be taken as a rule that the larger the business the 
secretary has to control, the more difficult it will be to keep 
in touch with details, and it is therefore to the advantage of 
the secretary to devise forms and synopses which, while they 
arise logically out of the work of departments and do not 
add to it more than is absolutely necessary, shall give the 
secretary, and through him the directors, a condensed view 
of all that happens. In regard to cash there can be no more 
important or helpful document than an analysis of the cash 
books, bringing together of course the details of whatever 
number of cash books may be in use. This document should 
be prepared each month, beginning and ending with the 
combined bank balances shown on the cash books. These 
balances will naturally be checked by the secretary with 
the pass books and the cashier's agreements thereof. 
The details of receipts may be briefly sub-divided according 
to the needs of the business, either into classes of goods sold, 
or geographically into the districts in which the sales are 
made. 
The expenditure should also be classified so as to show 
the monthly expenditure on salaries, wages, raw materials 
‘with any sub-analysis which may be necessary), freight, and 
so on, according to the nature of the business. In manu- 
facturing concerns a useful subsidiary figure is the average 
number of workmen who earned the wages shown, and this 
can, if necessary, be further sub-divided into classes of goods. 
made, or (if more convenient to the needs of directors) into. 
shop departments. A refinement of great utility is to combine 
in this main analysis the sub-analysis of amounts spent 
through the petty cash, instead of showing merely the amounts 
paid over to the cashier for petty cash purposes. This 
will necessitate bringing in the petty cash balance at the 
beginning and end of each month. 
A combination of the twelve monthly analyses here described 
will provide an invaluable document, forming a chart of what 
may be called the financial circulatory system of the business. 
The immediate duties of the secretary in connection with 
accounts and cognate branches of his business must depend 
largely on the size of that business and the method and 
perfection of its organisation. In most companies the 
accountant, the sales manager, the works manager, the