I..- uniformly > ;uii. ,1 out (linn by a number of different persons; that the officer 

 in c-li.-iri:'' i^ >">t the proper person to revise his own work; that he will be 

 always tlirir tn assist and advise the organizer. 



. 



A large majority of countries, including India, have adopted the system of 

 having works of organization carried out by a separate branch of the service; 

 and soim- hnvr gone ^till further and constituted a distinct survey branch as well 

 as an assr>-mi-nt l>ranrh. As a rule the separation of these two departments is 

 not dfsirulilc. IV-rliaps it conduces towards efficiency, if a part of the staff is 

 ocrliisivrlv employed in surveying and the other in assessment, but the work of 

 tin.- two is so intimately connected that it is expedient they should both be under 

 one head. 



The composition of the organization staff depends on special circumstances. 

 Sometimes a good plan is to have a board of senior officers, presided over by the 

 principal officer. All organization schemes are submitted for the approval of, 

 :md have to be passed by, this board, the members of which carry on the work in 

 addition to their ordinary controlling duties. Under the board is the working 

 staff, which carries out the works of organization, and which is recruited by 

 1 rafting men into it from the ordinary branch of the service after they have 

 -i.-rvi.'d a few years and become thoroughly acquainted with the working of a 

 sub-division. 



This system is onl}^ suitable for districts in which the headquarters of the 

 controlling officers on the board are all in one place. Each member looks speci- 

 ally after the working of the plans in his own division, and generally conducts 

 the revisions in person. 



An important duty of the organization branch is to collect and work up 

 statistics. The business of collecting statistics and drawinggeneral inferences is best 

 done by a central institution of this kind, and much useful work would often be lost 

 without a trained staff', whose special duty is to work up details collected in dif- 

 ferent parts of the country : the " Bavarian tables," which have proved so useful, 

 not only in Bavaria, but throughout Germany, are a case in point; they would 

 probably never have been constructed it' there had not been a central organiza- 

 tion department at Munich. 



Speaking generally, the bent of the argument appears to be in favor of 

 having this kind of work done by a special branch ; but not always, as circum- 

 stances ma}* without doubt arise which render the alternative course advisable, 

 as, for instance, when the aggregate area of forests requiring to be organized is 

 so great that their organization could not be accomplished within a reasonable 

 period by a necessarily limited staff, or when the methods to be employed are so 

 simple that their execution does not require any special skill. 



