Satisfactory Salaries How to Get Them UCSB LIBRARY Y-<3&04^ Walton School of Accountancy FACULTY SEYMOUR WALTON, A.B., C.P.A. , Dean Professor of Theory and Practice of Accounting in two of the well known Universities in the Middle West; Member of firm of Walton. Joplin, Langer A Co., Certified Public Accountants; Fellow of the Illinois Society of Certified Public Accountants, and Ameri- can Association of Public Accountants. CHARLES H. LANCER, C.P.A. Lecturer in Accounting in two of the well known Universities in the Middle West; Member of firm of Walton. Joplin. Lancer 4 Co., Certified Public Accountants; Fellow of the Illinois Society of Certified Public Account- ants, and American Association of Public Accountants. ALFRED WILLIAM BAYS, B.S., LL.B. Professor of Commercial Law and Lecturer in one of largest Universities in the United States; Member of firm of Thompson 4 Bays. Attorneys at Law; Member Chicago Bar. OFFICERS J. PoRTBR JOPLIN, C. P. A., President CHARLES H. LANGER. C. P. A.. Viet fret, and Treat. DAVID J. LEVI, C. P. A.. Secretary ADVISORY BOARD JOHN ALEXANDER COOPER. C. P. A. Of John Alexander Cooper 4 Co., Certified Public Accountants J. PORTER JOPLIN. C. P. A. Of Walton. Joplin, Langer 4 Co . Certified Public Accountants HON. ROBERT McMuRDY, LL.B.. LL.M. Of Church 4 McMurdy, Attorneys H. G. PHILLIPPS, C. P. A. Auditor American Bottle Co., Chicago SBYMOVH WALTON, A. B., C. P. A., Dtan 122 So. Michigan Boulevard Chicago Copyright 1911 By Walton School of Accountancy Foreword The things discussed in this book are of importance to every man in business. Especially are they good for the clerk who wants to rise to an office position, and the office man who wants to make more money and possibly to be taken into the firm, or enter the accounting profession, and the head of a business who wants to know that his employees are giving him the best service and that his business is in good shape to run economically. There's some part of this book that fits your case. You'll find it by looking and when you find it, you'll be helped by acting on what you see there. To the men on salaries There are tens of thousands of industrious, capable men, full of ambition and energy, who are tied to positions far beneath their real capacity. They do not get away from these restricting and poorly paid positions for several reasons; first of these is usually the financial one; they can't afford to take a chance; another reason is that their very energy and conscientious application to their work absorbs their time and they see no openings into larger fields. To the ambitious and brave hearted, an opportunity to reach independence through one's own efforts without inter- fering with daily tasks and to be sure that this independence will come quickly and surely is the most welcome of all thoughts. You have a chance to make good quietly and safely; to be sure of the one thing before letting go the other, to rise exactly in proportion to your energy and intelligence; to rise as you work. Read this book and see why and how this is all true. DID you ever stop to consider the difference between a bookkeeper and an accountant? There's about the same difference that there is between a storekeeper and a merchant. Bookkeepers and accountants start at about the same place; it's where they go that makes the difference. This is not merely playing on words, it's a real, an important matter that should be considered by the man at the desk who wants to rise. There are a great many bookkeepers who will remain bookkeepers and noth- ing more; but the majority of office men, the men who are taken, more or less, into the confidence of the heads of the concern, have it in them to rise to part- nerships or to businesses of their own. It depends on the broadness of their view. If you are keeping books and want to rise beyond your present work and salary, all you need is to broaden your view; become an accountant; instead ot merely doing a grind that is set before you, qualify yourself to give opinions that will carry weight with your employers. You may now be able to foot up a column of figures in record time, or to take off trial balances without an error, month after month, or you may be noted for the promptness with which you get out your monthly statements and make remittances. All of these are good things, but they aren't the things that make you indispensable. Such ab- ility is skill, it isn't knowledge. To be able to devise systems^ of keep- ing^records, to suggest some valuable check ^against waste, to advise against a step^because of the law; sucjh things are the things_that lead Jo_qujck advance- ment. There are two ways to acquire the knowledge that will enable you to do these things. One is through the long road of life's experience, where all that you learn is sifted from great masses of irrelevant and unimportant stuff this method sometimes benefits the old man but never the young one. The other method is to learn accounting, com- mercial law and business systems and methods from men who make a business of teaching such things. With such an education your earning power as an expert accountant is many times greater than that of the ordinary bookkeeper. You can learn all of this while you continue with your present work and at a small expense. You know, of course, that such insti- tutions as the University of Chicago and some other universities have proven that correspondence methods in educational work are not only equal to, but in many cases are far superior to oral methods. You will find further on in this book a summary of some of the things you should know, not only should know but should be very familiar with. To know them means th a t _yp ur opinion wj]l_be_^Qjight i _y^jjr^.idyice w T ill bejieeded, yourJinpQrtance as a business man will be increased and your services will be jn demand at a decided^ increase own house_or_with another. This is the inevitable result and it's the result you are seeking; it's the thing every wide awake, progressive money- making employee wants. The way to get it is to take a course in accounting and commercial law by correspondence in the Walton School of Accountancy. The cost is small, the time required 10 can easily be given by almost every bookkeeper or clerk, and the returns are tremendous. Our methods with our students are helpful methods. We do not require the^full subscription to be made in advance; we give a full equivalent for every dollar^gaid us and if, through sickness or other misfortune, a pupil must discontinue his course of study, w <^^V>LA. UCSB LIBRARY WALTON School of Accountancy