CHAPTER I

THE GOVERNMENT AND ADMINISTRATION OF A COMPANY

867. The proper performance of the duty of COMPANY COMMANDER, like the proper performance of any other duty, requires work and attention to business.

The command of a company divides itself into two kinds of duty: government and administration.

The government includes the instruction, discipline, contentment, and harmony of the organization, involving, as it does, esprit de corps, rewards, privileges, and punishments.

The administration includes the providing of clothing, arms, ammunition, equipage, and subsistence; the keeping of records, including the rendition of reports and returns; and the care and accountability of Government and company property, and the disbursement of the company fund.

System and care are prerequisites of good administration.

The efficient administration of a company greatly facilitates its government.

THE CAPTAIN

868. With regard to his company the captain stands in the same light as a father to a large family of children. It is his duty to provide for their comfort, sustenance, and pleasure; enforce strict rules of obedience, punish the refractory and reward the deserving.

He should be considerate and just to his officers and men and should know every soldier personally and make him feel that he so knows him.

He should by word and act make every man in the company feel that the captain is his protector.

The captain should not be indifferent to the personal welfare of his men, and when solicited, being a man of greater experience, education, and information, he should aid and counsel them in such a way as to show he takes an interest in their joys and sorrows.

When any men are sick he should do everything possible for them until they can be taken care of by the surgeon. He can add much to the comfort and pleasure of men in the hospital by visiting them from time to time and otherwise showing an interest in their condition.

In fact, one of the officer's most important duties is to look after the welfare of his men—to see that they are well fed, well clothed and properly cared for in every other way—to see that they are happy and contented. The officer who does not look after the welfare of his men to the best of his ability, giving the matter his earnest personal attention, neglects one of the principal things that the Government pays him to do.

The soldier usually has a decided feeling for his captain, even though it be one of hatred. With regard to the higher grade of officers, he has respect for them according to regulations; otherwise, for the most part, he is indifferent. At the very most, he knows whether his post or regimental commander keeps him long at drill, and particularly whether he has any peculiar habits. The average soldier looks upon his captain as by far the most important personage in the command.

There is no other position in the Army that will give as much satisfaction in return for an honest, capable and conscientious discharge of duty, as that of captain. There is a reward in having done his full duty to his company that no disappointment of distinction, no failure, can deprive him of; his seniors may overlook him in giving credits, unfortunate circumstances may defeat his fondest hopes, and the crown of laurel may never rest upon his brow, but the reward that follows upon the faithful discharge of his duty to his company he can not be deprived of by any disaster, neglect or injustice.

He is a small sovereign, powerful and great, within his little domain.

869. Devolution of Work and Responsibility. The company commander should not attempt to do all the work—to look after all the details in person—he should not try to command directly every squad and every platoon. The successful company commander is the one who distributes work among his subordinates and organizes the help they are supposed to give him. By War Department orders, Army Regulations and customs of the service, the lieutenants and noncommissioned officers are charged with certain duties and responsibilities. Let every one of them carry the full load of their responsibility. The company commander should not usurp the functions of his subordinates—he should not relieve them of any of their prescribed or logical work and responsibility. On the contrary, he should give them more, and he should see that they "deliver the goods." Skill in distributing work among subordinates is one of the first essentials of leadership, as is the ability to get work out of them so that they will fill their functions to the full within the limits of their responsibility. Not only does devolution of work and responsibility cause subordinates to take more interest in their work (it makes them feel less like mere figure-heads), but it also teaches them initiative and gives them valuable experience in the art of training and handling men. Furthermore, it enables the company commander to devote more time to the larger and more important matters connected with the discipline, welfare, training, instruction and administration of the company.

The captain who allows his lieutenants to do practically nothing makes a mistake—he is doing something that will rob his lieutenants of all initiative, cause them to lose interest in the company, and make them feel like nonentities—like a kind of "fifth wheel"—it will make them feel they are not, in reality, a part of the company—it will prevent them from getting a practical, working knowledge of the government and administration of a company.By allowing his lieutenants to participate to the greatest extent possible in the government and administration of the company, and by not hampering and pestering them with unnecessary instructions about details, the captain will get out of his lieutenants the very best that there is in them.

The captain should require RESULTS from his lieutenants, and the mere fact that a lieutenant is considered inefficient and unable to do things properly, is no reason why he should not be required to do them. The captain is by Army Regulations responsible for the efficiency and instruction of his lieutenants regarding all matters pertaining to the company, and he should require them to perform all their duties properly, resorting to such disciplinary measures as may be considered necessary. The lieutenant who can not, or who will not, perform his duties properly is a drag on the company, and such a man has no business in the Army, or in the Organized Militia.

THE LIEUTENANT

870. To be able to perform well the duties of captain when the responsibility falls upon him, should be the constant study and ambition of the lieutenant.

He is the assistant of the captain and should be required by the captain to assist in the performance of all company duties, including the keeping of records and the preparation of the necessary reports, returns, estimates and requisitions. The captain should give him lots to do, and should throw him on his own responsibility just as much as possible. He should be required to drill the company, attend the daily inspection of the company quarters, instruct the noncommissioned officers, brief communications, enter letters in the Correspondence Book, make out ration returns, reports, muster and pay rolls, etc., until he shows perfect familiarity therewith.

Whenever told to do a thing by your captain, do it yourself or see personally that it is done. Do not turn it over to some noncommissioned officer and let it go at that. If your captain wants some noncommissioned officer to do the thing, he himself will tell him to do it—he will not ask you to do it.

It is customary in the Army to regard the company as the property of the captain. Should the lieutenant, therefore, be in temporary command of the company he should not make any changes, especially in the reduction or promotion of noncommissioned officers without first having consulted the captain's wishes in the matter.

It is somewhat difficult to explain definitely the authority a lieutenant exercises over the men in the company when the captain is present. In general terms, however, it may be stated the lieutenant can not make any changes around the barracks, inflict any punishment or put men on, or relieve them from, any duty without the consent of the captain. It is always better if there be a definite understanding between the captain and his lieutenants as to what he expects of them, how he wishes to have certain things done and to what extent he will sustain them.If the lieutenant wants anything from the company in the way of working parties, the services of the company artificer or company clerk, the use of ordnance stores or quartermaster articles, he should always speak to the captain about the matter.

THE CAPTAIN AND THE LIEUTENANTS

871. The company officers should set an example to their men in dress, military bearing, system, punctuality and other soldierly qualities. It should be remembered that the negligence of superiors is the cue for juniors to be negligent.

If the men of a company are careless and indifferent about saluting and if they are shabby and lax in their dress, the company commander is to blame for it—company officers can always correct defects of this kind, if they will only try.

The character and efficiency of officers and the manner in which they perform their duties are reflected in the conduct and deportment of their men.

Of course, courage is a prerequisite quality for a good officer, and every officer should seek to impress his men that he would direct them to do nothing involving danger that he would not himself be willing to do under similar circumstances.

If a company officer be ignorant of his duties, his men will soon find it out, and when they do they will have neither respect for, nor confidence in, him.

Company officers should take an active interest in everything that affects the amusement, recreation, happiness and welfare of their men.

An officer just joining a company should learn without delay the names of all the men. A roll of the organization should be gotten and studied.

While an officer can gruffly order a soldier to do a thing and have his orders obeyed, it should be remembered that, as a rule, human nature, especially American human nature, responds best to an appeal to pride, fairness, justice, reason, and the other nobler instincts of man. It is only in rare instances that the average man will give the best there is in him under coercion or pressure of authority.

There are but few men who have not some good in them, and this good can generally be gotten at, if one only goes about it in the right way. Study your men and try to arouse in them pride and interest in their work.

The soldier first learns to respect, then to honor and finally to love the officer who is strict but just; firm but kind—and this is the officer who will draw out of his men the very best there is in them.

872. Treat your men like men, and remember there is nothing that will so completely take the spirit out of a man as to find fault with him when he is doing his best.

Young officers sometimes run to one of two extremes in the treatment of their men—they either, by undue familiarity, or otherwise, cultivate popularity with the men; or they do not treat them with sufficient consideration—the former course will forfeit their esteem; the latter, ensure their dislike, neither of which result is conducive to commanding their respect.

Treat your soldiers with proper consideration, dignity, and justice—remember they are members of your profession, the difference being one of education, rank, command, and pay—but they are men, like yourself, and should be treated as such.

Under no circumstances should you ever swear at a soldier—not only is this taking a mean, unfair advantage of your position, but it is also undignified, ungentlemanly, and unmilitary. It is even more improper for you to swear at a soldier than it is for a superior to swear at you—in the latter case the insult can be properly resented; in the former, it must be borne in humiliating silence.

Remember, that if by harsh or unfair treatment you destroy a man's self-respect, you at the same time destroy his usefulness.

Familiarity is, of course, most subversive of discipline, but you can treat your men with sympathetic consideration without being familiar with them.

In dealing with enlisted men, do not use the same standard of intellect and morals that apply in the case of officers. And remember, too, that a thing that may appear small and trivial to an officer may mean a great deal to an enlisted man—study your men, learn their desires, their habits, their way of thinking, and then in your dealings with them try to look at things from their standpoint also. In other words in your treatment of your men be just as human as possible.

The treatment of soldiers should be uniform and just, and under no circumstances should a man be humiliated unnecessarily or abused. Reproof and punishment must be administered with discretion and judgment, and without passion; for the officer who loses his temper and flies into a tantrum has failed to obtain his first triumph in discipline. He who can not control himself can not control others.

Every officer should study himself carefully, he should analyze himself, he should place himself under a microscopic glass, so as to discover his weak points—and he should then try with his whole might and soul to make these weak points strong points. If, for instance, you realize that you are weak in applied minor tactics, or that you have no "bump of locality," or that you have a poor memory, or that you have a weak will, do what you can to correct these defects in your make-up. Remember "Stonewall" Jackson's motto: "A man can do anything he makes up his mind to do."

The Progress Company, Chicago, Ill., publishes "Mind Power," "Memory," "The Will," "The Art of Logical Thinking" (all by W. W. Atkinson), and several other books of a similar nature, that are both interesting and instructive. "The Power of the Will," by Haddock, for sale by Albert Lewis Pelton, Meriden, Conn., is an excellent book of its kind.

THE FIRST SERGEANT

873. It has been said the captain is the proprietor of the company and the first sergeant is the foreman.

Under supervision of the captain, he has immediate charge of all routine matters pertaining to the company.In some companies in the Regular Army, it is customary for soldiers, except in cases of emergency, to get permission from the first sergeant to speak to the company commander at any time. In other organizations soldiers who wish to speak to the company commander away from the company quarters must first obtain the first sergeant's permission, but it is not necessary to get this permission to speak to the company commander when he is at the barracks.

The first sergeant is sometimes authorized to place noncommissioned officers in arrest in quarters and privates in confinement in the guardhouse, assuming such action to be by order of the captain, to whom he at once reports the facts. However, with regard to the confinement of soldiers by noncommissioned officers, attention is invited to the Army Regulations on the subject.

THE NONCOMMISSIONED OFFICERS

(The status, duties, etc., of noncommissioned officers are covered in greater detail in Noncommissioned Officers' Manual, by the author. General agents: George Banta Publishing Co., Menasha, Wis.)

874. The efficiency and discipline of a company depend to such an extent on the noncommissioned officers that the greatest care and judgment should be exercised in their selection. They should be men possessing such soldierly qualities as a high sense of duty, cheerful obedience to orders, force of character, honesty, sobriety and steadiness, together with an intelligent knowledge of drills, regulations, and orders.

They should exact prompt obedience from those to whom they give orders, and should see that all soldiers under them perform their military duties properly. They must not hesitate to reprove them when necessary, but such reproof must not be any more severe than the occasion demands.

The company officers must sustain the noncommissioned officers in the exercise of their authority, except, of course, when such authority is improperly or unjustly exercised. If they do wrong, they should be punished the same as the privates, but if it be simply an error of judgment they should merely be admonished. A noncommissioned officer should never be admonished in the presence of privates.

Judicious praising of noncommissioned officers in the presence of privates is not only gratifying to the noncommissioned officer, but it also tends to enhance the respect and esteem of the privates for him.

In addition to dividing the company into squads, each squad being under a noncommissioned officer as required by the Army Regulations, the company should also be divided into sections, each section being in charge of a sergeant. The squads and sections should, as far as possible, be quartered together in barracks, and the chiefs of squads and the chiefs of sections should be held strictly responsible for the conduct, dress, cleanliness, and the care of arms of the members of their respective squads and sections. Not only does this throw the corporals and the sergeants upon their own responsibility to a certain extent, but it also impresses upon them the importance of their position, and gets the privates in the habit of realizing and appreciating the authority exercised by noncommissioned officers.When practicable, the noncommissioned officers should have separate rooms or tents, and should mess together at tables separate from the privates; for, everything that conduces to familiarity with inferiors tends to lower the dignity of the noncommissioned officers' position.

Throw your noncommissioned officers upon their own responsibility—throw them into deep water, so to speak, where they will either have to swim or sink. You can never tell what a man can really do until you have given him a chance to show you—until you have put him on his mettle—until you have tried him out. And very often men who seem to have nothing in them, men who have never before been thrown upon their own responsibility, will surprise you.

Do all you can to make your noncommissioned officers realize and appreciate the importance of their position. Consult them about different matters—get their opinions about various things. When going through the barracks at Saturday morning inspection, for instance, as you come to the different squads, have the squad leaders step to the front and follow you while you are inspecting their respective squads. If you find anything wrong with a man's bunk, speak to the squad leader about it. Also ask the squad leaders various questions about their squads.

Not only does such treatment of noncommissioned officers make them appreciate the importance, responsibility and dignity of their position, but it also gives them more confidence in themselves and raises them in the eyes of the privates.

Noncommissioned officers should always be addressed by their titles, by both officers and soldiers.

Noncommissioned officers are forbidden by regulations to act as barbers, or as agents for laundries, or in any other position of a similar character.

Everything possible should be done by the company officers to instruct the noncommissioned officers properly in their duties.[8]

So far as the company is concerned, the noncommissioned officers are expected to assist the company commander in carrying out his own orders and those of his superiors—they should see that all company orders are obeyed and that the known wishes of the captain are carried out. If, for instance, the captain should tell the first sergeant that the men in the company may play cards among themselves, but that noncommissioned officers are not to play with privates and that men from other companies are not allowed to take part in, or to be present at the games, then it is the duty of the first sergeant to see that these instructions are carried out—it is his duty to make frequent inspections of the tables at which the men may be playing to see that no noncommissioned officers are playing and that no outsiders are present. The first sergeant who confined himself to publishing the order to the company and then doing nothing more, would be neglectful of his proper duty.

Noncommissioned officers clothed in the proper uniform of their grade are on duty at all times and places for the suppression of disorderly conduct on the part of members of the company in public places. Men creating disorder will be sent to their quarters in arrest and the facts reported to the company commander without delay.

Noncommissioned officers can do much to prevent the commission of offenses by members of their commands, both when on and when off duty, and such prevention is as much their duty as reporting offenses after they are committed; in fact, it is much better to prevent the offense than to bring the offender to trial.

Company commanders should drill their noncommissioned officers thoroughly in the principles of discipline.

875. Noncommissioned Officers Authorized to Confine Enlisted Men. A company or detachment commander may delegate to his noncommissioned officers the authority to confine enlisted men in the guardhouse and to place them in arrest in quarters, provided the case is immediately reported to the company or detachment commander, who confirms the act of the noncommissioned officer and adopts it as his own.—W. D. decision, December, 1905.

876. Reduction and Resignation. A noncommissioned officer should never be reduced to ranks, except for grave and sufficient reasons. Nothing demoralizes the noncommissioned officers of a company so much and upsets discipline to such an extent as the feeling that upon the slightest pretext or fancy one is to be sent back to the ranks, to associate with the privates he has been required to discipline.

In some regiments noncommissioned officers are permitted to send in formal resignations, while in other regiments they are not, but, with the approval of the company commander, they may ask for reduction, giving proper, satisfactory and specific reasons. Of course, resignations submitted in a spirit of accepted insubordination or pique should not be considered, nor should they ever be in substitution for deserved disciplinary punishment. If a noncommissioned officer has good reasons for requesting reduction and the granting of the request would not result in detriment to the company, there is no reason why his application should not be favorably considered. However, in such a case, the noncommissioned officer should consult his company commander before submitting his request in writing. It is thought the preponderance of custom is against considering formal resignations.

Contentment and Harmony

877. The officers of the company should do everything possible to make the organization contented and harmonious. Contentment and harmony are not only conducive to good discipline and efficiency, but they also make the government of the company easy and reduce desertions to a minimum.

The showing of favoritism on the part of the captain is always a cause of great dissatisfaction amongst the soldiers in the company. Soldiers do not care how strict the captain is, just so he is fair and impartial, treating all men alike.

878. The Mess. The captain should give the mess his constant personal attention, making frequent visits to the kitchen and dining-room while the soldiers are at meals so as to see for himself what they are getting, how it is served, etc.

It is not saying too much to state that, in time of peace, a good mess is the real basis of the contentment of a company.

Ascertain what the soldiers like to eat and then gratify their appetites as far as practicable.

Be careful that the cook or the mess sergeant doesn't fall into a rut and satiate the soldiers day after day with the same dishes.

Give the ration your personal attention—know yourself what the company is entitled to, how much it is actually getting, what the savings amount to, etc.

879. Library and Amusement Room. A library and an amusement room, supplied with good books, magazines, papers, a billiard or pool table, and a phonograph, are a source of much pleasure and contentment.

880. Athletic Apparatus. A judicious investment of the company fund in baseballs, bats, dumb bells, Indian clubs, boxing gloves and other athletic goods, and the encouragement of baseball, basketball, quoits, etc., are in the interest of harmony and happiness.

Rewards and Privileges

881. 1. Deny all passes and requests for privileges of men whose conduct is not good, and on the other hand grant to men whose conduct is good, as many indulgences as is consistent with discipline.

2. Judicious praise in the presence of the first sergeant, a few noncommissioned officers, or the entire company, depending upon circumstances, very often accomplishes a great deal. After the according of such praise, let your action toward the man show that his good conduct is appreciated and that it has raised him in your estimation, and make him feel you are keeping your eye on him to see whether he will continue in his well doing.

3. Publication of commendatory orders, desirable special duty details, etc.

4. Promotion, and extra duty details which carry extra pay.

5. Meritorious conduct of importance should be noted in the soldier's military record and also on his discharge.

6. At the weekly company inspection, each chief of squad picks out the neatest and cleanest man in his squad—the captain then inspects the men so selected, the neatest and cleanest one being excused from one or two tours of kitchen police, or some other disagreeable duty; or given a two days' pass.

882. Company punishment. It is neither necessary nor desirable to bring every dereliction of duty before a court-martial for trial. In fact, the invariable preferring of charges for minor[9] offenses will, as a rule, injure rather than help the discipline of a command. The 104th Article of War states, "The commanding officer of any detachment, company, or higher command may, for minor offenses not denied by the accused, impose disciplinary punishments upon persons of his command without the intervention of a court-martial, unless the accused demands trial by court-martial." The disciplinary punishments authorized may include admonition, reprimand, withholding of privileges, extra fatigue, and restriction to certain specified limits, but shall not include forfeiture of pay or confinement under guard. (Par. 333, Manual for Courts-Martial.)

Some Efficacious Forms of Company Punishment

883. 1. Extra fatigue under the Company Supply Sergeant or the noncommissioned officer in charge of quarters, cleaning up around and in the company quarters, scrubbing pots, scouring tin pans, polishing stoves, cutting wood, policing the rears, cutting grass, pulling weeds, polishing the brass and nickel parts in the water closets and bath rooms, washing and greasing leather, cleaning guns, boiling greasy haversacks, and in camp, digging drains and working around slop holes.

If the work be done well the offender may be let off sooner—if the work be not done well, he may be tried for it.

2. Men may not be allowed to leave the immediate vicinity of the barracks for periods ranging from one to ten days, during which time they are subject to all kinds of disagreeable fatigue, and required to report to the N. C. O. in charge of quarters at stated hours.

3. Breaking rocks for a given number of days. For every man so punished, a private of the same company is detailed as a sentinel and for every four men a corporal is detailed in addition—the idea being to cause every man in each organization to take an interest in preventing his own comrades from violating rules and regulations.

4. When two soldiers get into a row that is not of a serious nature, a good plan is to set them at work scrubbing the barrack windows—one on the outside and one on the inside, making them clean the same pane at the same time. They are thus constantly looking in each other's faces and before the second window is cleaned they will probably be laughing at each other and part friends rather than nursing their wrath.

5. Confinement to barracks, reporting to the noncommissioned officer in charge of quarters once every hour, from reveille to, say, 9 P. M.

Withholding of Privileges

1. Withholding of passes and of credit at the post exchange.

2. Withholding of furloughs.

884. Control of Drunken and Obscene Men. In order to control drunken and obscene men, they have been bucked and gagged until sufficiently sober to regain self-control and quiet down. The use of a cold water hose in such cases has been known to accomplish good results. Great care and judgment, however, should be exercised and no more force used than is absolutely necessary.

It may also be said that persistently filthy men have been washed and scrubbed.

885. Saturday morning and other company inspections are intended to show the condition of the organization regarding its equipment, military appearance and general fitness for service, and the condition of the quarters as regards cleanliness, order, etc. Usually everyone except the guard, one cook, and others whose presence elsewhere can not be spared, are required to attend inspections, appearing in their best clothes, their arms and accouterments being shipshape and spick and span in every respect.

A man appearing at inspection with arms and equipments not in proper shape, especially if he be a recruit or if it be his first offense, may be turned out again several hours later, fully armed and equipped, for another inspection, instead of being tried by summary court.

Property Responsibility

886. Special attention should be given to the care and accountability of all company property.

1. All property (tents, axes, spades, chairs, hatchets, etc.) should be plainly marked with the letter of the company.

2. Keep a duplicate copy of every memorandum receipt given for property, and when such property is turned in or another officer's memorandum receipt is given covering the property, don't fail to get your original memorandum from the quartermaster.

3. See that the quartermaster gives you credit for all articles turned in, or property accounted for on statement of charges, proceedings of a surveying officer or otherwise.

4. Have a settlement with the quartermaster at the end of every quarter as required by Army Regulations, taking an inventory of all property held on memorandum receipt and submitting to the quartermaster a statement of charges and a certified list of the china and glassware unavoidably broken during the quarter.

5. Keep an account of all articles issued to the men, turned in to the quartermaster, condemned, expended, lost, stolen or destroyed.

6. Worn out and unserviceable, property that is beyond repair in the company should be submitted to the action of a surveying officer, the Survey Reports (Form No. 196, A. G. O.) being prepared in triplicate, and submitted to the commanding officer, who will appoint a surveying officer. No property that can be repaired in the company should ever be submitted to the action of a surveying officer or inspector. In this connection company commanders and supply sergeants should be thoroughly familiar with Ordnance Department pamphlet No. 1965 and G. O. 26, 1917, the two covering the care, repair and disposition of unserviceable Ordnance equipment.

7. Property that is to be submitted to the action of a surveying officer or an inspector should always first be carefully examined by the responsible officer in person, who should be prepared to give all necessary information in regard to it.

The property should be arranged in the order of enumeration in the survey or the inventory report, and should be arranged in rows of five, ten, or some other number, so that the numbers of the various articles can be counted at a glance.

The Army Regulations require that the responsible officer shall be present at the inspection of property by a regular inspector. He should also be present when property is acted on by a surveying officer.8. All company property (Ordnance, Quartermaster, Signal and Engineer) except the litter (Medical Department) is gotten from the unit supply officer on memorandum receipt. The litter is gotten from the surgeon on memorandum receipt. Settlements are required to be made quarterly with the officers concerned, and also when relinquishing command.

Company Paperwork

887. Scope of subject. To cover in full the subject of company paperwork would require more space than it is practicable to spare in a manual of this nature, and consequently only brief reference is made herein to the principal books, records and papers connected with the administration of a company.

The subject of company paperwork, as well as Army administration in general, is covered in full in Army Paperwork, published by Geo. Banta Publishing Co., Menasha, Wis. Price $2.00, postpaid.

In connection with company paperwork, it may be remarked that now-a-days no company office is complete without a typewriter. For all-around field and garrison work the CORONA, which is used throughout the Army, is recommended. Not only is it less bulky and lighter than other machines, but it is simpler of construction and will stand harder usage. The Corona Folding Stand adds very much to the convenience of the machine for field use.

888. Morning Report. Which shows, at the hour the report is submitted, the exact condition of the company as to the number of officers and men present for duty, sick, absent, etc. All changes since the last report (the day before) are shown by name, under "Remarks," on the right-hand page, and by number on the left-hand page. In case of no change since last report, note, "No change," under, "Remarks," and also on the left-hand page. (See model given below.)

Note. The numbers 10, 9, 8, 7, 6, etc., entered by hand on the left in model, and which show the number of days from each printed number (date) to the end of the month, are entered the beginning of each month, and are a convenience in showing at once the number of rations to be added or deducted in the case of men joining or leaving the company.

889. Daily Sick Report. On which are entered the names of all enlisted men requiring medical attention and such of the company officers as may be excused from duty because of illness. The report is signed each day by the surgeon and the company commander, and shows whether or not the sickness was incurred in line of duty.

890. Duty Roster. On which is kept a record of all details for guard duty, kitchen police, and other details for service in garrison and in the field, except the authorized special and extra duty details. For instructions regarding the keeping of roster, see, "Details and Rosters," Manual of Interior Guard Duty and the Model and instructions on the form itself.

891. Files of Orders. A file will be kept of all orders issued by the company commander. Files will also be kept of all orders and instructions received from higher authority.

892. Company Fund Book. In which are entered all receipts to, and expenditures from, the company fund, together with the monthly proceeding of the Company Council of Administration, and a list of property, with cost thereof, purchased from the company fund. The model in the front of the book shows how the account is to be kept.

893. Correspondence Book, with index. In which is entered a brief of each item of correspondence in respect to which a record is necessary, and a notation of the action taken thereon.

894. Document File, being the original documents or communications when these are retained, and carbon, letter press, or other copies of letters, indorsements, or telegrams sent in regard to the same, all of which are filed according to serial numbers.

895. Delinquency Record, in which are noted the disciplinary punishments awarded by the company commander in compliance with the provisions of Army Regulations.

896. Property Responsibility. Two loose-leaf books in which are listed, in one all articles of quartermaster property, and in the other, all articles of ordnance property, issued each soldier for his personal use.

897. Service Record. (Formerly known as "Descriptive List.") One for each member of the company, in which is kept a full description of him, including date of enlistment, personnel description, record of deposits, trial by court-martial, record of vaccination, clothing account, etc.

898. Descriptive Card of Public Animals. To be kept in organizations supplied with public animals.

899. Retained Copies of Rolls, Returns, etc. Retained copies of the various rolls, reports, and returns (property and other) that are required by orders and regulations.

900. Memorandum Receipts, showing all articles of ordnance quartermaster, and other property that may be held on memorandum receipt, with date of receipt, from whom received, etc. The company commander has a quarterly settlement with the staff officers concerned.

901. Abstract Record of Memorandum Receipts. For keeping a record of property issued on memorandum receipt, in connection with the unit accountability equipment.

902. Record of Rifles, showing the number of the rifle, the Arsenal where made, date of receipt, to whom issued, and number of shots fired each target season. (Note. Geo. Banta Publishing Co., Menasha, Wis., print an excellent card for this purpose.)

903. Summary Court Records. Commanding officers are required to furnish organization commanders with true copies of all summary court records relating to men of their organizations, which papers form a part of the records of the organization.904. Statement of Clothing Charged to Enlisted Men. When clothing is drawn individually from the quartermaster, the Individual Clothing Slips are entered on the Statement of Clothing Charged to Enlisted Men, which is filed with the requisition to which it pertains.

905. Abstract of Clothing. All individual clothing slips are entered on this abstract as the issues are made, the total quantities and money values being determined and the abstract completed at the end of month or when the organization leaves the vicinity of the issuing quartermaster for an extended period. At the close of period covered, the organization commander compares his copy of the abstract with the quartermaster's copy, and it is then filed with the Individual Clothing Slips and Statement of Clothing Charged to Enlisted men.

906. Record of Size of Clothing. A record of the sizes of clothing of every man in the company as ascertained by measurement.

907. Company Target Records. An individual record is kept for each man of the company and for every officer firing, on which are entered the record rifle practice and the qualification for each target season. A similar record is kept in the case of those required to fire with the pistol. Records are also kept of the company combat firing and the proficiency test, and of the combat practice. The combat practice records are kept until the close of the following target season, when they may be destroyed.

908. Company Return. On the first day of each month a Company Return for the preceding month is submitted to regimental headquarters. The return gives by name all changes since rendition of last return in the case of officers, and by number all changes in the case of enlisted men, and shows the condition of the company at midnight of the last day of the month for which rendered. All officers, present and absent, are accounted for by name, and under "Record of Events," is given a brief statement of the duties performed by the company during the month, including marches made, actions in which engaged, etc. See next page for a "Model" Company Return.

909. Ration return. In addition to rations, on this form are obtained soap, candles, matches, toilet paper, rock salt, vinegar for animals, flour for paste in target practice, towels, and ice, the allowances of which are prescribed in the Army Regulations.

The best way to show how a ration return is prepared is to give a "model" and then explain how the figures thereon were obtained.

The figures in the above "model" were obtained as follows:

(a) The enlisted strength of Co. "H," 50th Inf., present and absent according to the morning report of Feb. 29/16, was				97
(b) Deduct from the above the number of men absent according to the morning report of Feb. 29/16, and for whom rations will not, therefore, be drawn for any part or for the whole of the month of March, the number of men absent being (assumed) as follows:
	On furlough		3
	On detached service		2
	Absent sick		2
	Absent in confinement		1
	Present sick in hospital		4
	Attached to and rationed with the band		2	14
		Balance		83
(c) Add the number of men attached to the company for rations, which (it is assumed) consists of two general prisoners				2
		Total		85
That is to say, we have 85 men for whom one ration per day must be drawn for the month of March, that is to say, 31 days.
Hence, the total number of rations will be, 85 × 31 = 2635 rations.
(d) Additions and deductions must be made as follows:
Additions
For the men who were attached to the company for rations and who joined during the month of February, from absent sick, furlough, detached service, etc., and which (let us assume) the "Plus" column of "Rations" on the company morning report for February shows to be			150
Deductions
For the men who left the company during the month of February, on account of being sent to the hospital sick, going on furlough, etc., and which (let us assume) the "Minus" column of "Rations" on the company morning report for February shows to be			200
Leaving us (a "Net correction") to be added of				50
And making the total number due the company for the month of March				2585

EXTRA ISSUES

The Army Regulations fixes the maximum allowance of soap, toilet paper, matches, etc., the commanding officer being authorized, if he so desires, to determine the allowances, with the prescribed maximum. The allowances are based either on so much per ration, per so many rations, or per organization. In the case of candles and matches the allowance is left entirely to the commanding officer.

Example

(See "model" ration return above)