Inside the New York Telephone Company

From October to December 1969 I worked for the New York Telephone Company as a Customer’s Service Representative in the Commercial Department. My office was one of several in the Broadway-City Hall area of lower Manhattan, a flattened, blue-windowed commercial building in which the telephone company occupies three floors. The room was big and brightly lit—like the city room of a large newspaper—with perhaps one hundred desks arranged in groups of five or six around the desk of a Supervisor. The job consists of taking orders for new equipment and services and pacifying customers who complain, on the eleven exchanges (although not the more complex business accounts) in the area between the Lower East Side and 23rd Street on the North and bounded by Sixth Avenue on the West.

My Supervisor is the supervisor of five women. She reports to a Manager who manages four supervisors (about twenty women) and he reports to the District Supervisor along with two other managers. The offices of the managers are on the outer edge of the main room separated from the floor by glass partitions. The District Supervisor is down the hall in an executive suite. A job identical in rank to that of the district supervisor is held by four other men in Southern Manhattan alone. They report to the Chief of the Southern Division, himself a soldier in an army of division chiefs whose territories are the five boroughs, Long Island, Westchester, and the vast hinterlands vaguely referred to as “Upstate.” The executives at—Street were only dozens among the thousands in New York Tel alone.

Authority in their hierarchy is parceled out in bits. A Representative, for example, may issue credit to customers up to, say, $10.00; her supervisor, $25.00; her manager, $100.00; his supervisor, $300.00; and so forth. These employees are in the same relation to the centers of power in AT&T and the communications industry as the White House guard to Richard Nixon. They all believe that “The business of the telephone company is Service” and if they have ever heard of the ABM or AT&T’s relation to it, I believe they think it is the Associated Business Machines, a particularly troublesome customer on the Gramercy-7 exchange.

I brought to the job certain radical interests. I knew I would see “bureaucratization,” “alienation,” and “exploitation.” I knew that it was “false consciousness” of their true role in the imperialist economy that led the “workers” to embrace their oppressors. I believed those things and I believe them still. I know why, by my logic, the workers should rise up. But my understanding was making reality an increasing puzzle: Why didn’t people move? What things, invisible to me, were holding them back? What I hoped to learn, in short, was something about the texture of the industrial system: what life within it meant to its participants.

I deliberately decided to take a job which was women’s work, white collar, highly industrialized and bureaucratic. I knew that New York Tel was…


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