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Decision Maker's Guide<br />

The<br />

to<br />

Planning, Organization,<br />

Applied<br />

Research,<br />

Administration,<br />

information Processing<br />

Evaluation,<br />

<strong>Analysis</strong> <strong>Techniques</strong><br />

<strong>and</strong><br />

Neil S. Dumas<br />

University of Florida .Regional Rehabilitation Research Institute<br />

The<br />

1970<br />

February,

investigation was supported in part by a<br />

This<br />

grant (RD-2870) from the Social <strong>and</strong><br />

research<br />

Service, Department of Health,<br />

Rehabilitation<br />

<strong>and</strong> Welfare, Washington, D. C.<br />

Education,<br />

wish to gratefully acknowledge the<br />

We<br />

of the University of isconsin<br />

assistance<br />

School of Business which through<br />

Graduate<br />

information service "INFORI" provided<br />

their<br />

abstracts of the literature incorporated<br />

us<br />

this bibliographic index.<br />

into<br />

Cover by Leonard d. Weinbaum<br />

Copies may be secured from:<br />

GUIDE<br />

LAKESHORE TOWERS<br />

901<br />

Gainesville, Florida 32601

CONTENTS<br />

How TO EFFECTIVELY USE THE G U I D E, 5<br />

SUBJECT INDEX,<br />

AUTHOR INDEX, ,83<br />

ABSTRACTS 89

Purpose<br />

How to Effectively Use the "GUIDE"<br />

is a poor teacher. By the time one has accumulated<br />

Experience<br />

of it, success or failure is no longer an issue. This GUIDE is<br />

enough<br />

attempt to eliminate the need for decision-makers to suffer from<br />

an<br />

of their future errors. It is an attempt to insure that the<br />

many<br />

"right" decision is made th_je .first tim_je.<br />

one m£ht well ask, can this GUIDE increase the number of<br />

How,<br />

decisions The answer is variously called: technology<br />

"right"<br />

research utilization or the scientific method. Briefly, the<br />

transfer,<br />

is that one can learn from other peoples' experience <strong>and</strong> th<br />

theory<br />

making future mistakes. This volume is a GUIDE to other<br />

avold<br />

"experience". Used properly, it can <strong>and</strong> will result in:<br />

peoples<br />

plannin£, rigorous R & D, improved projects, effective<br />

better<br />

decisions,<br />

Use of the GUIDE<br />

GUIDE is composed of three parts: i) a SUBJECT INDEX, 2) an<br />

The<br />

INDEX, <strong>and</strong> 3) an ABSTRACT SECTION. The most efficient use of<br />

AUTHOR<br />

each is not entirely obvious <strong>and</strong> is, therefore, explained below.<br />

INDEX. Entres In the SubJect Index appear in the format<br />

SUBJECT<br />

the following example:<br />

of<br />

NFORIAT ON<br />

EXAMPLE<br />

THE DEVELOPMENT OF A REHABILITATI ON INFORMATION SYSTEM<br />

ON<br />

INFORIqATION SYSTEMS IN PLANNING<br />

AUTOMATED<br />

CLINICAL INFORMATION PROCESSING<br />

word on the top, upper left is, of course, the subject or index<br />

The<br />

These appear throu£hout this section in alphabetical order.<br />

term.<br />

line below the index term is a dfferent journal article. The<br />

Each<br />

at the end of each lne is the GUIDE number used to locate the<br />

number<br />

ABSTRACT in the last section of this volume.<br />

the SUBJECT INDEX always be£ins with the selection of<br />

Searchin£<br />

or more descriptive words. The difficulty here is that the<br />

one<br />

professions that contributed articles to the GUIDE have<br />

different<br />

meann£s for the same term <strong>and</strong>/or use a variety of words that<br />

various<br />

have the same meaning. Therefore, selection of the most appro-<br />

all<br />

search terms can be accomplished as follows:<br />

priate<br />

Select one or more terms from<br />

I.<br />

the topic of interest.<br />

describe<br />

0108<br />

0112<br />

024<br />

your own profession that

Ask yourself "In what other profession or field is a slmilar<br />

2.<br />

likely to occur?" If you can think of one such<br />

situation<br />

ask yourself "What different subject headings, if any,<br />

situation,<br />

this other profession use to describe my topic of<br />

would<br />

interest?"<br />

Taking the index terms from #1 <strong>and</strong> #2 above, look up tile<br />

3.<br />

entries in the SUBdECT INDEX. When you find<br />

ppropriate<br />

articles: a) read the abstracts <strong>and</strong> titles for<br />

interesting<br />

index terms you might look up, <strong>and</strong> b) check every<br />

additional<br />

of each article in the AUTHOR INDEX for a lead to related<br />

author<br />

by the same person(s).<br />

works<br />

INDEX. The last names <strong>and</strong> initials of all senior <strong>and</strong><br />

AUTHOR<br />

authors are listed alphabetically in this section. Following<br />

junior<br />

name are the GUIDE Numbers of all the articles in the collection<br />

each<br />

were written by that author. The AUTHOR INDEX may be used to:<br />

which<br />

locate abstracts when the author's name is known, <strong>and</strong> b) locate<br />

a)<br />

articles by the same author once the first is found via the<br />

additional<br />

SUBdECT INDEX.<br />

SECTION. All entries in this section are arranged by<br />

ABSTRACTS<br />

Numbers. Having selected some of the entries from the SUBdECT<br />

GUIDE<br />

AUTHOR INDEXES, the reader merely locates the appropriate GUIDE<br />

or<br />

to find the complete reference <strong>and</strong> a descriptive Abstract.<br />

Numbers<br />

Newer articles tend to have higher numbers.<br />

Cgntent <strong>and</strong> Punctuation<br />

more than 1,200 Abstracts in this compilation were carefully<br />

The<br />

from more than 8,500 published during the years 1964 1968<br />

selected<br />

They provide an entry into the world of organization,<br />

inclusive.<br />

planning, decision-making, management <strong>and</strong> computer<br />

administration,<br />

The Abstracts represent a kind of "state-of-the-art" report<br />

science.<br />

the latest trends <strong>and</strong> usage as well as the current efforts<br />

indicating<br />

distill these procedures down to the "how-to-do-it" level. Some of<br />

to<br />

journals that were reviewed are:<br />

the<br />

AccountinA Business AdminitratiQn<br />

of Accountancy<br />

Journal<br />

of Accounting Research<br />

Journal<br />

Association of<br />

National<br />

Accountants<br />

York C.P.A.<br />

New<br />

Taxes<br />

Bankin<br />

Banking<br />

Reserve Bulletin<br />

Federal<br />

Banking Review<br />

National<br />

<strong>and</strong> Loan News<br />

Savings<br />

Science Quarterly<br />

Administrative<br />

Management<br />

Administrative<br />

Horizons<br />

Business<br />

Management<br />

Business<br />

Topics<br />

Business<br />

Management Review<br />

California<br />

Review <strong>and</strong> Modern Industry<br />

DunWs<br />

Management Review<br />

Industrial<br />

of Applied Psychology<br />

Journal<br />

of Business<br />

Journal<br />

Review<br />

Management<br />

Services<br />

Management<br />

Personnel<br />

dournal<br />

Personnel

Data ProcessinA <strong>and</strong> quantitative MarketinA<br />

Methods<br />

Automation<br />

Business<br />

Datamation<br />

Processing<br />

Data<br />

of Data lanagement<br />

dournal<br />

Science<br />

Management<br />

Research<br />

Operations<br />

Operations Research Quarterly<br />

Finance<br />

Analyst<br />

Financial<br />

Executive<br />

Financial<br />

Finance <strong>and</strong> Development<br />

Insurance<br />

Insurance News<br />

BestWs<br />

Journal<br />

C.L.U.<br />

dournal of Risk <strong>and</strong> Insurance<br />

<strong>and</strong> Sales Promotion<br />

Advertisin£<br />

Practitioner<br />

I.C.C,<br />

of Purchasing<br />

dournal<br />

of Retailing<br />

dourna]<br />

Real Estate,<br />

Journal<br />

Appraisal<br />

of Property Hanagement<br />

Journal<br />

L<strong>and</strong> Economics<br />

International Business<br />

Journal of lVorld Business<br />

Columbia<br />

Executive<br />

International<br />

International Hanagement<br />

Miscellaneous<br />

Trusts <strong>and</strong> Estates<br />

order to make this material compatible with the computerized<br />

In<br />

used to produce the GUIDE, a number of substitutions for<br />

procedures<br />

conventional punctuation were necessary:<br />

Punctuation<br />

Conventional<br />

in AuthorWs name<br />

Apostrophe<br />

in title <strong>and</strong> source<br />

Apostrophe<br />

Brackets<br />

Colon<br />

Semicolon<br />

Harks<br />

Quotation<br />

Mark<br />

Question<br />

Exclamation<br />

Substitution<br />

(-)<br />

Hyphen<br />

(I)<br />

Vir£ule<br />

Virgules (II)<br />

Two<br />

An equal sign (=) indicates the end of a title<br />

& Asterisk (.*)<br />

Period<br />

& Comma<br />

Period<br />

Commas<br />

Two<br />

Sign & Period ($.)<br />

Dollar<br />

Virgule & Period (I.)<br />

S. Dumas<br />

Nell<br />

1969<br />

Galnesville,

ABILITIES<br />

ABILITIES<br />

ABILITIES 0205<br />

RLE<br />

SUBJECT INDEX<br />

ABILITY<br />

RESPONSIBILITY PERFORPANCEj EMPLOYEE, ABILITY 008B<br />

SUPERISORSt<br />

TESTINGj SELECTION, INTELLECTUAL ABILITY, LEADERSHIP, DRIVE G866<br />

ABSENCE<br />

BAFAICR CF PERSONNEL IN CRCANIZATICNS 0383<br />

ABSENCE<br />

ABSENTEEISM<br />

G2TO<br />

ABSENTEEISM<br />

AB$1RACTION<br />

AND ABSTRACTICN 0886<br />

INFORMATION<br />

ABS1BACTS<br />

AhO PERSONNEL ABSTRACTS A GbIDE TO RECENT<br />

MANAGEMENT<br />

OPERATIONS-RESEARCH, CDMPUTER BbSIhESS OTHER LITERATURE OIO?<br />

ACADEMIC<br />

TRENDS RELATING TO ACADEMIC PERSChNEL POLICIES 009<br />

CURRENT<br />

THE ASSISTANT- ACADEMIC SUBALTERNo C616<br />

ACEPTANCE<br />

ACCEPTANCE COMMUNICATICN OI2S<br />

GROUP<br />

BEHAVIORAL SCIENCE OFFERS FRESH INSIGHTS ON NEW PRCCbCT<br />

ACCPTED<br />

DF GENERALLY ACCEPTED ACCCUNTING PRINCIPLES 0906<br />

INVENTORY<br />

ACCESS<br />

DIRECT ACCESS<br />

REAL-TIME<br />

ACCIDENT<br />

DEVELOPMENT AND ACCIOEF PREVENTION 031E<br />

ATTITUDE<br />

FEEDBACK IN ACCIDENT CONTROL 043<br />

OCATICNAL INTERESTS AND ACCIDENT PRONENESS 0719<br />

ACCOUNIANT<br />

RESEARCH FOR TFE ACCOUNTANT 1028<br />

OPERATIONS<br />

ACCOUNTANTS<br />

ACCOUNTANTS ROLE IN MANAGEMENT INFORMATION SYSTEMS. 0294<br />

THE<br />

ACCOUNTING<br />

0036<br />

ACCOUNTING<br />

FORECASTINGs CAST ACCOUNTINO BbDGETING C077<br />

BUDGET, PERFCRMANCE-STANCARCS ACCOLNTING 0124<br />

THE USE OF ACCOUNTING PRICES IN PLANNING 0188<br />

SURVEY CF ACCOUNTING TEACHING VIA TELEVISION 022<br />

HOW CO CCMPbTERS AFFECT ACCCLNTING AND ALDITING TECHNIQUES 0276<br />

IMPA{I OF IE COMPUTER ON ACCOUNTING FOR HOSPITALS. 0282<br />

ELECTRONIC ACCObhTING SYSTEM C348<br />

TRAINING ACCOUNTING PERSONNEL FOR EDP SYSTEMS 0399<br />

CPA$ ROLE IN ACCOLNTING FOR ANTI-POVERTY PROGRAM GRANTS 0752<br />

SELLING THE ACCOLNTING SERVICES C773<br />

UNIFORMITY IN ACCCbNTING 0805<br />

COMPUTER EFFECTS PO MANAGERIAL ACCOUNTING JOBS 0885<br />

VENTORY GF GENERALLY ACCEPTEO ACCCUNTING PRINCIPLES 090<br />

ACCOUNTING FOR PUBLIC HEALT NURSING ASSOCIATIONS 0927<br />

MEDICARE AND ACCCLNTING C928<br />

ACCOUNTING AN£ OEVELPMENT PROGRAMMING I060<br />

CCOUNTING FOR HUMAN RESOURCES MAYNDT 8E REPRINTED<br />

ACCOUNTING-<br />

VIEgS ON SOCIAL ACCOUNTING- AN ELABORATION I06I<br />

LITTLETONS<br />

ACCURACY<br />

ACCLRACY 0290<br />

RELIABILIT¥<br />

1APE RECORDING EFFECT ON ACCURACY OF RESPONSE IN SURVEYS 0759<br />

&CCURACY OF RANUAL ENTRIES IN DATA-COLLECTION DFVfCES 0787<br />

CHIEYERENT<br />

NOTIVATIEN COIO<br />

ACHIEYENENT<br />

&¢bIEYENENT C013<br />

0911<br />

ADMINISTRATION<br />

PERFORMAECE, ACHIEVEMENT 0052<br />

ACHIEVEMENT C645<br />

ORGANIZATIONAL [kFLUENCES CN STUDENT ACHIEVEPENT 0959<br />

THE DETERMINANTS OF SCHOLASTIC ACHIEVEMENT AN APPRAISAL 1208<br />

ACCUISITICN<br />

ACCUISITION REPLACEMENT COST 1140<br />

MEASbRING<br />

ACTION<br />

POLICY AND SOCIAL ACTION FOR THE 1970 0335<br />

SOCIAL<br />

PUTTING ACTION INTO PLANNINC C859<br />

IhTERLCC- CONTROL WHERE THE ACTION IS lO01<br />

CONTROL OF CULTURAL BIAS IN TESTING- AN ACTICN PROGRAM II63<br />

ACTIVITIES<br />

CF MANPOWER REOUIREMEkTS Ik VARIABLE ACTIVITIES<br />

CETERNINATIER<br />

OETERMINATIC CF PERFORMANCE FOR NCREPETITIVE ACTIVITIES C812<br />

PLANNING AC CONTROL OF RESEARCH AND CEVELOPMENT ACTIVITIES<br />

ACTIVITY<br />

SAMFLINC WITH APPLICATIONS TO TIME STANCARO ESTIMATION<br />

ACTIVITY<br />

IS THIS ANY WAY TC EVALUATE A TRAINING ACTIVITY II68<br />

ACTUARIAL-CLINICAL<br />

ACTUARIAL-CLINICAL CCkTREVERSY IN MANAGERIAL SELECTION 0055<br />

THE<br />

AAPIIG<br />

METFCCS-MEASLREMET TECFNIGLES 0973<br />

ADAFIINC<br />

ADAPTIVE<br />

OF AOAPTIVE CONTROL CF PROMOTIONAL SPEDIkG 0480<br />

MODEL<br />

ACECbATE<br />

ADE{LATE PERSCNAL INCENTIVE, hEW APPROACH 0613<br />

APIs<br />

AQJUSTENT<br />

DIFFERENTIAL SLPERS VOCATIONAL ACJCSTMET THECRY 0498<br />

SEMANTIC<br />

DIRECT [kVESIMEkT AND CORPORATE ACJbSTMEkT TECHNIQUES C880<br />

ON-THE-JOB TRAIIC AND ACJLSTMENT TC TECHNOLOGICAL CHANGE 1207<br />

ADJUSTMENTS<br />

OF APTITLCE-SCORE ADJUSTMENTS BY AGE CURVES 0678<br />

EFFECTS<br />

ADMINI$IEREC<br />

EFFECTIVENESS CF SELF ADMINISTERED CLESTICNNAIRES 053<br />

THE<br />

JOBS, ADMINISTERED C484<br />

TRAININGs TEST, PROGRAMMED, EATA-PRCCESSING ADMIISIEREC<br />

TESTt SLPERVISORS, ADMINISTERED, QUESTIONNAIRE 0525<br />

PRCCRAM, ORGANIZATION, IhFCRMATICE, ADMINISTERED 0595<br />

SATISFACTIEN PROGRAMMER JOBS EVALCATEO ANALYSES ADMINISTERED 0636<br />

SUPERVISORS, SATISFACTION, JOB, ADMINISTERED, GLESTIEkNAIRE C644<br />

SUPERVISRS INFCRMATION ACPINISTERED C673<br />

OECISIO= ADMINISTERED 0679<br />

TEST, PSYCFCLCCICAL, ADMINISTERED C718<br />

PRCCRAM, ANALYSIS, ADMINISTERED C771<br />

EDbCATICN ACMINISTEREE QUESTIONNAIRE MAIL 0801<br />

AOPINISTRATES<br />

AEMINISTRATIC<br />

DECISION-MAKING, ADMINISTRATICN C002<br />

ORGANIZATION,<br />

OMINOUS TPENES IN WAGE AND SALARY ADMINISTRATION' COIO<br />

ADMINISTRATIVE OEJECTIVES FOR DEVELOPMENT ADMINISTRATION C015<br />

INFORMATION-RETRIEVAL PUBLIC ADMINISTRATION COB4<br />

WAGE ADMINISTRATION AND JOB RATE RANGES 0136<br />

THE CALLENGE CF TODAYS PERSONNEL ADMINISTRATION C212<br />

JOBs ADMINISTRATION 0531<br />

COMFDTERS ND UIVERSITY ADMINISTRATION C617<br />

0760<br />

0985<br />

0593<br />

C518

ADN|STRATtON (continued)<br />

HOSPITAL, ADMINISTRATION 0681<br />

EOUCATIZh ADMINISTRATION 0690<br />

ADMINISTRATION AND TECHNICAL COMPETENCE 0690<br />

RULES, MEDICARE, EDUCATION, ADMINISTRATION 0712<br />

PERSONNEL, ACMIISIRATIO r781<br />

EFFECTS OF IGLSIRY SIZE DIVISION OF LABOR CN ADMINISTRATION<br />

PROGRAM, PLAN, IhFCRPATICk, ADMIhISTRATIDN<br />

FLAN, ADMINISTRATION 0808<br />

MODEL CF FINANCIAL ADMINISTRATION 0808<br />

IhFZRMAIION, ANALYSIS, ACMIhISTRATICNe CUESTIChAIRE 0853<br />

ADMINISTRATIVE<br />

ADMINISTRATIVE C012<br />

ORGANIZATIOn-ANALYSIS,<br />

ADMIISIRATIVE REWARCS CCDRDINATICN AMONG COMVIITEE MEMBERS<br />

ADMINISTRATIVE OBJECTIVES FOR DEVELCFEhI ADMINISTRATION C015<br />

PRCGRAMS PLAI&C, CPERAIIDhS-RESEARCH, ADminISTRATIVE 0406<br />

CCNTROL ADMINISTRATIVE 0411<br />

ORE EFFECTIVE MARKETING REEARCH USING ADMINISIRAIIVE PROCESS<br />

MAKING INFORMATION, ADMINISTRATIVE 0511<br />

PROGRAMMED ORGANIZATIONAL DECISIONS CONTROL ADMINISTRATIVE 053<br />

INTERNAL CChTROL RELATIONS I& ADMINISTRATIVE HIERARCHIES 053<br />

TESTED, PLANTS, JOB-ANALYSIS, ADMINISTRATIVE 0538<br />

PRCGRAM, CRCARIZEC, ECUCATI[ ACIISIRATIVE 0542<br />

REIRIEVAL, ECbCAIICN, ADMINISTRATIVE 0598<br />

PRCCRAM, CRCAhIZATIOS, COUNSEL, CONTROL, ADMINISTRATIVE 0?52<br />

TRAINING, JOE, EDUCATE, ADMIKISTRATIVE 07611<br />

IhFCRMAIICK, ADMINISTRATIVE 0?68<br />

ADMINISTRATIVE ISSUES IN WCRKMENS COMPEhSATIO C771<br />

ADMIISIRATIVE AUDIT F TRUST DEPARTMENT 0830<br />

PLAINC, AGMIISIRATIVE C830<br />

SELECTE, ACIISIRAIIVE 0876<br />

ADMINISTRATOR<br />

FROM TFE EYES OF DOCTORS AbE FCSPITAL ADMINISTRATOR C343<br />

MEDICARE<br />

ANALYTICAL AIhISTRATOR 0631<br />

AEMIhISTRATCRS<br />

DECLMEhTATION, ADMINISTRATORS 0439<br />

PERSChNEL<br />

EOUCATORS AMIkISTRATORS 0701<br />

ADMINISTRATORS RECRUITMENT I161<br />

ADMISSIONS<br />

COMPUTERS WRITE COLLEGE ADMISSIONS TESTS 0718<br />

CAN<br />

ADP THE STILL-SLEEPIC GIANT C005<br />

ACULT<br />

EDUCATION lh SIhGAPDRE lg50-E1 0179<br />

ADULT<br />

ADULT EDUCATION lh TURKEY 0182<br />

THE YOUNG ADULT Ih THE AGE CF COMPLEXITY 0293<br />

ACLTS--A<br />

YCbhC AGULTS--A GROWING BLSIhESS PROBLEM C337<br />

TCCAYS<br />

ACERIISIhC<br />

Ah ADVERTISING SEITIG OBJECTIVES THAT GET RESULTS<br />

MARKETING<br />

HCW WDEC-CF-PCLTF ADVERTISIC WORKS 0420<br />

ADVERTISING COTRL CCMPLTER APPLICATION 0840<br />

AESCP<br />

GEhEPAL AFFRCACE TC MANAGEMENT INFORMATION SYSTEMS 1059<br />

AESCP<br />

AFFIRPATIC<br />

CF TFE FCREMAN ROLE 0105<br />

AFFIRMATIC<br />

0781<br />

0013<br />

0511<br />

0074<br />

I0<br />

ALLOCAON<br />

AFRICA<br />

IRAIIG I AFRICA C181<br />

LEADERSHIP<br />

AGE<br />

FO THE IDIVIGUAL.' 0088<br />

AGE<br />

AGE, AN CUTMCDEC EMPLOYMENT RESTRICTION. C096<br />

LABCR FORCE SEhSITIVIIY TC EMPLOYMENT BY AGE AND SEX.' 0153<br />

REPLACEMENT POLICY BASED Ch EQUIPMENT AGE 0289<br />

THE YOUNG ACLLT lh THE AGE CF CCMFLEXITY 0293<br />

EFFECTS F APTITLDE-SCORE ACJUSTNENTS BY AGE CURVES 0678<br />

AGE CF THE IETLITIVE MANAGER.' C925<br />

COPING CF ACE lh THE SOCIAL SCIENCES 1016<br />

AGE IN AMERICAN SOCIETY, NOTES CN HEALTH, RETIREMENT, AND THE<br />

0L0<br />

OF CEATH I042<br />

ANTICIPATIC<br />

AGE CISCRIMIATIDh IN EMPLOYMENT PROHIBITED.' I174<br />

AGED<br />

PLACEMENT LABOR C040<br />

AGED<br />

AGED EMPLDYPET PLACEMENT 0604<br />

MIDDLE AGED 1177<br />

AGENCIES<br />

CF VCLbNTARY WELFARE AGENCIES 0019<br />

PANACEMENT<br />

TBCFCLCGY AD MANPOWER UTILIZATION IN DISTRIBUTION AGENCIES 0236<br />

AGENCY<br />

AN AGENCY STUDIES ITS COMMUNICATIONS SYSTEM 0417<br />

HGW<br />

AGENTS<br />

THE -HERE LRCE- HELPED AGENTS SELL 0704<br />

PCR<br />

AGGLOMERATION<br />

INVESTMENT IN A ACGLOPERATION 0917<br />

MUNICIPAL<br />

AGGRECRAIE<br />

FLAhKINC FCR PRODUCTION.' 0835<br />

AGGREGRAIE<br />

AGING<br />

PRCBLEP CF ACING CRGANIZATIONS.' 1064<br />

THE<br />

AID<br />

INSPECTOR PERFORMANCE WITH TRAINING AND VISUAL AID 0783<br />

IMPROVING<br />

AIDS<br />

CF AIDS FOR PANACERS OF COMPLTER PROGRAMMING 0469<br />

DEVELOPMENT<br />

CONTROL CF RESEARCH- POSSIBLE AILSo' 0652<br />

CDMPLTER AIDS TC CLINICAL TREATMENT EVALUATION 0810<br />

SOME QUANTITATIVE AIDS TC MERCHANDISE MANAGEMENT 0991<br />

TRAINING AIDS SPEED THE MESSAGE.* II76<br />

ALCOHOLIC<br />

LIGHT Ch IDENTIFYING lEE ALCOHOLIC EPPLCYEE C006<br />

hEW<br />

THE STAGGERING COST CF THE ALCOHGLIC EXECUTIVE.' 1116<br />

ALCOHOLISM<br />

ECIkkIhC CF kISCQ AECLT ALCOHOLISM.* 1058<br />

THE<br />

ALGEBRA<br />

ALGEBRA AbE COST ALLOCATION. 1159<br />

MATRIX<br />

ALIENATIC<br />

ENVIRONMENTAL CFARACTERISIICS AND WORKER RESPCNSE 0725<br />

ALIENATION<br />

ALIVE<br />

SALES MEETING DRIVE ALIVE ALL YEAR° 0328<br />

KEEP<br />

LLIAhCE-<br />

LCGICAL ALLIANCE- TESTS AC INTERVIEWS 1108<br />

A<br />

ALLCCATINC<br />

FOR ALLOCATING FLNDS 0240<br />

STRATEGIES<br />

ALLOCATICh<br />

PROBLEMS CF PRICING AND RESOURCE ALLOCATION IN A HOSPITAL<br />

SOME<br />

ALCCATIN CFARACTERISTIDS OLTCOME OF RESEARCH DEVELOPMENT<br />

LINEAR PRCGRAMMIC FOR PRODUCTION ALLOCATION°' 0734<br />

PERTICGS7 RESCLRCE ALLOCATION PRCCECLRE 0882<br />

GOALS AhC ORCANIZATICN OF DECISION-MAKING FOR THE<br />

WELFARE<br />

RESOURCES.' 09[8<br />

WATER<br />

MATRIX ALGEBRA AbE COST ALLOCATION° 1159<br />

0165<br />

0422

A<br />

ALLOCATION<br />

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VALUE ANALYSIS hEN TCDL FOR CCST CCNTRCL C381<br />

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INPLT-CLTPLT<br />

C471<br />

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ORGANIZATICN, INFCRMATIO, ANALYSIS 0479<br />

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TEST SELECTED SATISFACTICN JCB ANALYSIS C483<br />

PERSONNEL, IhFORPATICN, ANALYSIS 0487<br />

CRGANIZATICN, JCE, ANALYSIS C493<br />

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JCB ECUCATICNt hALYSIS, ¢LESTIChNAIRE 0517<br />

JCBSt INFCRPATIEN ANALYSIS 0520<br />

IhFCRMATICh CCNTRCL ANALYSIS 0540<br />

PRCCRAN, ANALYSIS 0567<br />

MAKINGt CBCISICNS ANALYSIS 0573<br />

PRGCRAPINC FhRCWER INFCRPATI£h, EVALLATIN ANALYSIS B586<br />

PR£CRA ANALYSIS 0588<br />

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TEST ANALYSIS C610<br />

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PRCCRA, ANALYSIS 0615<br />

EDLCATICNAL ANALYSIS 0616<br />

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CLUSTER ANALYSIS IN lEST FARKET SELECTICN° C650<br />

SELECTED PROGRAm, INFDRMATIEN FCRECASI ANALYSISEGRESSION C654<br />

PULTIPLE LINEAR RECRESSICN ANALYSIS FOR WORK PEASLREPENT 0661<br />

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ANALYSIS (contznued)<br />

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FACTOR ANALYSIS CF SALES SECTIC ATTERY 089<br />

SYSIEMATIC FAIREO COMPARISONS IN PREFERENCE ANALYSIS 0947<br />

TESI ANALYSIS C968<br />

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THE MANACERS CLIEE TC SYSTEM ANALYSIS 1003<br />

EETERMINIC CPTIPLM POLICY THROUGH STATISTICAL ANALYSIS 1023<br />

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STATISTICAL ANALYSIS IN CCSI MEASUREMENT AND CONTROL I096<br />

THE SUCCESS STCRY CF VALLE NALYSIS VALLE ENGINEERING 1119<br />

WORK MEASUREMENTS COST ANALYSIS IMPRLVEO COSTING 1129<br />

EOP FOR FUNCTIOnal COST ANALYSIS 1I?0<br />

THE EECISIOh TE INVEST IN VOCATIONAL EDLCATIGN AN ANALYSIS 1206<br />

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SATISFACTION, FLAN JOBS, INOEX ANALYZEO 0725<br />

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ECCEMENTATIOn CCCES, ANALYZES 0432<br />

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ELANNINC AnaLYZES 0835<br />

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BLRCEN VARIANCE FCR PROFIT PLANNING ANC CCnTROL.= 0047<br />

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MAKING, ANALYZINC 0445<br />

CLASSIFICATION PRCCEDURS IN ANALYZING CUSTOMER<br />

BAYESIAN<br />

0507<br />

CHARACTERISTICS<br />

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BEhAVICRAL MCCELS FOR ANALYZING BUYERS C513<br />

InFCRMAIICN EECISICh CCNTROL ANALYZING 0826<br />

ANNIVERSARY<br />

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SUFFCRT<br />

ANNUAL<br />

ANUAL REPORT--AN OBJECIIVE APPRAISALo C067<br />

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SUEJECTS RESPONCING TO AN INDUSTRIAL OPINION SURVEY<br />

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PATPY CF UNION MEMERS 6093<br />

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AFFEARANCE ANE RESPONSE RAIES IN MAIL SLRVEY I72<br />

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APPLICATICN CF NCnLInEAR CPIIMIZATICn TC PLANT LCCATICN+ SIZE<br />

CF BEHAVIORAL SCIENCES TO THE PRACTICE CF INDUSTRIAL<br />

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0663<br />

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CF COMPLEX BEHAVIORAL MODELS TO REGIONAL AND<br />

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0628<br />

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P8RFORMANCEt AFPRAISALt EVALLATIGN C262<br />

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APPRJISAL EVALLATIEN 1178<br />

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APPRAISALS MEASLR EVALUATE COMMUNITY 1179<br />

APPRAISALS-<br />

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TREND- A TCTA APPROACH TO MEASURING PURCHASE PERFORMANCE. 0342<br />

SYSTEMS AFPROACh TC CITY PLANNING C375<br />

A APPROACh TO SOME STRUCTURED LINEAR PROGRAMMING PROBLEMS.' C418<br />

THE FACILITIE APPROACH TO SYSTEM CONVERSIONo C667<br />

SCIENTIFIC So PRACTICAL MANAGEMENT- A PRAGMATIC APPREACH C577<br />

A SKILL-ELEMEnT AFPRGACH TG JOB TRAINING UNDER LNCERTAINTY 0606<br />

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A NE APPROACH TC EMgEOYBE TRAINING. 0766<br />

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8US|MESS ECIICh RAKING- A PPENOPEhCLOGICAL APPROACH 1010<br />

SCIAL ChOiCE- A PROBABILITY APPRCACP. 1025<br />

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TOMS- A NEW AFPRCACH TO DATA MANAGEMENT. 1063<br />

A PROEABLIST[C AFFROAEP TO INDUSTRIAL MEEIA SELECTION. 119<br />

APPPACH-<br />

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APTITLCE<br />

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ECONOMIC ELANIhC FOR SMALL AREAS THE PLANNING PROCESS 01B¢<br />

MARKETING EEbCAIICh AhC PERSONNEL AS RESEARCH AREAS C862<br />

GRAY AREAS Ih ELACK AhC WFIIE TESTING 1034<br />

UNEPFLCYPEhT Ih 15 METROFCLITAN AREAS 1040<br />

JCBLEES TRENDS Ih 20 LARCE METROPOLITAN AREAS.' 1117<br />

ARRIVALS<br />

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TEE GENTLE ART CF EXECUTIVE PERSLASIEh 0864<br />

TFE FINE ART OF RAISIhC CASE ABROAD C936<br />

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ASSESSING<br />

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ASSICNMEhTS,<br />

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ASSIMILATION FREM UPDATED DISPLAYS 0523<br />

INFORMATION<br />

ASSISTANCE<br />

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ASSISTAhl- ACAOEMIC SLEALTERN. C616<br />

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FIVE BARRIERS FINDERIhG CCMPLTER ASSISTE INSTRLCTICN 1125<br />

ASSOCIATIONS<br />

FOR PLLIC HEALTE NURSINC ASSOCIATIGhS 0927<br />

ACCCUhTIhC<br />

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CONTROL AND ASSURANCE IN RECORDS CONVERSION.' 0287<br />

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CF ATT[TLCE CF'LNGE IN TE PRERETIREPENT PER[CC Cl18<br />

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ATTITUCE VERSUS SKILL FACTOPS IN WCRK GRCUP PRODUCTIVITY.' 0193<br />

MAhACERS AITITLDE CREATIVITY INhCVATION C313<br />

ATTITUDE CEVELCPMENT AND ACCIDENT PREVENTION 0316<br />

ATIITUCE CFANCE ANE CCGNIIIVE DISSONANCE.' C450<br />

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WDRK-GREUP VERSUS INCIVICbAL DIFFERENCES IN ATTITUCE' C538<br />

ATTITUCE CFAhCE £tRINC MANAGEMENT ECUCATICN C619<br />

TESTING ATTITLCE 0675<br />

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CCMMLNICATE TRAIN CHANCE A|IlTOBE 1193<br />

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BEC]SICNMAKINC<br />

CERTIFICATE<br />

IN CATA FROCESSIhG EXAPINATICN C560<br />

CERTIFICATE<br />

CHAIN<br />

THE CHAIN OF CO,MArC 003?<br />

BREAKING<br />

BREAKING TFE CHAIN Of COMMAkC C058<br />

CHAINS<br />

PLANNING ANC CCNTREL LSINC ABSCRBIhG MARKCV CHAINS C637<br />

SALES<br />

CHAIRMEN<br />

CF TE PCWER CF EERARTPENT CFAIREN BY ERCFESSCRS<br />

EERCEPIIChS<br />

CHALLENGE<br />

CHALLENGE CF TCDAYS EERSCNNEL AOMINISIRATIOh C212<br />

TEE<br />

CREATIVITY A NAJCR BUSINESS CHALLENGE 0231<br />

IHE CHALLENCE CF CPERATIChS-RESEARCF C235<br />

CHANGE<br />

STbOY CF AITITLCE CANGE IN THE PRERETIREEkT PERICC.' CIL8<br />

A<br />

TEE CHANCE SEEKERS C241<br />

ATITUE CFAhEE AND CCGNITIVE DISSONANCE 0450<br />

INFLLEhCE CF CEANGE IN SYSTEM CRITERIA BFERFCRPANCE C489<br />

BYNAMIC EEARACTER CF CRITERIA, BRGAhIZATION CHANGE C493<br />

AYTITCE CEAhCE ELRINC MAhACEMENT E£bCAIION. C619<br />

JCB SAIISFACTICh ANG THE EESIRE FCR CHANCE C635<br />

PATTERNS CF CRCAhZATIC CFAhGE C717<br />

HEW TO CHANCE TEE EAEITS CF NATICN 0829<br />

HEW WCRLEWIEE CCRPRATIEN MANACES CHANGE 1146<br />

CHANCE PSYCECLCCICAL POCELS 1152<br />

CCUNICATE TRAIN CHANGE ATIIICE 1193<br />

CN-THE-JCB TRAINING AND ACJLSTMENT TC TECHNBLCGICAL CHANGE 1207<br />

CHANGES<br />

IN TEE CCSTS GF TREATPENT OF SELECTEC ILLNESSES 1069<br />

CHANGES<br />

EFFECT CF CHANCES IN JCB SATISFACTICh CN EMPLBYEE TURhGVER 1196<br />

CHANGINC NATLRE CF PERSONNEL C275<br />

06[8<br />

CLASSROOM<br />

CHARACTER<br />

CHARACTER CF CRIIERIA, CRCAhIZAIION CFANCE C43<br />

OYhAMIC<br />

CPTICAL CHARACTER KEYPUNCHING 1107<br />

CHARACTERISTICS<br />

CF PARTICIPANTS IN AN EMPLOYEE SLCGESTICh PLA<br />

CHARACTERISTICS<br />

JCE CHARACTERISTICS AS SATISFIERS AhG CISSATIFIERS C083<br />

GISCRIMINAhT ANALYSIS CF ALEIENCE CFARACIERISTICS C250<br />

ALLCCATICN CHARACTERISTICS OUTLCME CF RESEARCH CEVELCPMENT<br />

SCME CHARACTERISTICS CF EFFECTIVE INTERVIEWERS 0491<br />

UNIVERSITY IRANSFER RELATIC TC PERSCNALITY CHARACTERISTICS C501<br />

CLASSIFICATICN PRCCECLRES IN ANALYZING CLSICMER<br />

EAYESIA<br />

CEARACIERISIICS<br />

CCLLEGE GRACLATE CHARACTERISTICS RECRLITINC DECISIChS C537<br />

CHARACTERISTICS CF TFE FINANCIALLY CISTRESSED 0543<br />

ALIEhAT[EN EhVIRCNMEhTAL CFRACTERISTICS ANC kGRKER RESPCNSE C725<br />

CHARACTERISTICS<br />

CHART<br />

FCR EVALLATIhG PROZLCT RESEARCH ANC CEVELCPMEhT PRCJECTS<br />

CHART<br />

TEE STRATEGY SELECTIEN CHART 0997<br />

CHARTING<br />

CFARTIhC TFE TCTAL SYSIEM C266<br />

LCCIC<br />

ChECkING<br />

CEECKINC USING IMPERFECT INFORMATICh.' C630<br />

MINIMUM-CCST<br />

CHECKLIST<br />

CHECKLIST CF PLBLICITY ICEAS 0424<br />

A<br />

CHECKFCIhTS<br />

FEB BLILING hLRSINC HCE 0352<br />

CPECKPINTS<br />

17<br />

CHICAGC<br />

THEY EI£NT FAVE IC 8LRh IT CCWN AFTER ALL CC61<br />

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CFCICE<br />

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SELF-ESTEEM<br />

CE£1CE SALES MESSAGE EFFECT C CLSTCER-SALESMAN IhTERACTICN<br />

SELF ETHER SEMANTIC CChCEFTS RELAIEC TC CECICE CF VCCATIO C971<br />

CHCICE-<br />

CECICE- EROABILII APPROACH I025<br />

SCCIA1<br />

CHCICES<br />

CFEICES 1205<br />

SSLF-CGNCEFT<br />

CHEESE<br />

TC CHEESE CChSLLTAhT C442<br />

FCW<br />

FEASIBILITY CFCCSE 1090<br />

CHCSING<br />

THE CFERATIENAL RESEARCF PRCGRAMPE FCR los R A C809<br />

CECCSINC<br />

CFCESINC TEE LEVEL OF SICNIFICANCE lh CCPMkICATICN RESEARCH 0841<br />

CITY<br />

PLANNER, GENERAL FLANhlhC AND TEE CITY C026<br />

TEE<br />

SYSTEMS APFRCACF IC CITY PLAhkIhC C375<br />

CITY<br />

CITYS<br />

hEW ZChIhC AbE NEW YERK CITYS hEW LEEK Cgl9<br />

TEE<br />

CIVIL<br />

CIVIL RICHTS REVCLUTICN ANC TEE BUSINESSMAN C225<br />

TEE<br />

CLASS<br />

SECTIEhINC A CLASS SCECLLIC C286<br />

CCMFLTER<br />

CEMCCRAPEY 8Y IhCCME CLASS C608<br />

CLASSES<br />

CLASSES I CRCANIZATICNS<br />

STALLS<br />

CLASSIFICATICh<br />

CLASSIFICATICN PRCCEGLRES lh ANALYZING CSIEER<br />

BAYESIAN<br />

CHARACTERISTICS<br />

;LASSRCM<br />

TRAINING, HACK TC THE CLASSRCEM<br />

LEAEERSEIP<br />

C034<br />

C422<br />

C507<br />

1020<br />

C578<br />

0683<br />

1055<br />

C526<br />

C5C7<br />

C386

CLEANER<br />

CLEANER<br />

CUFLICATCRS, MERE AUTCMTE, CLEANER CPERATIZN<br />

NEW<br />

CLERICAL<br />

SLRERVISICN, CLERICAL<br />

TRAInINC,<br />

MINCRITIES, LNEMFLCYMEnT, CLERICAL<br />

SELECTINC CLERICal PERSONNEL<br />

CLERICALI EVALLAIEE<br />

CLERICAL, RELIA81LITY<br />

PERFCRMANCE PEASLREMENT FER CLERICAL CPERATICnS<br />

MAkECWER, CLERICAL IYPIkC, ALTC-TYPING<br />

TRAINING, CE[IKC, FILING, CLERICAL<br />

CLERICAL FILINC TYPIhC DICTTINC<br />

EIEFERENCES IN TEE CCST CF (EARCFINO FCR CLERICAL WCRKERS<br />

FEMALE CLERICAL<br />

CLERICAL-IASKS<br />

EVALUAIIC, EFFICIEkTLY CLERICAL-TASKS<br />

UhCERUTILIZATIE,<br />

CLIEnl<br />

CASELCAE-MNAGEMEkT<br />

CLIEnT<br />

CLIENT<br />

CLIENTS<br />

FCSPITAL-AEMINISTRATICN ATTITLDES CLIEKTS<br />

DECISIC-MAKINC<br />

CLIMATE<br />

CLIMIE, WCRK CRELPS CRCAkIZATICNAL PERFERMANCE<br />

MAhACERIAL<br />

CRCLP-CEnTEREE CLIMATE<br />

CLIkICAL<br />

InFCRMATICN PROCESSINC<br />

CLINICAL<br />

CLINICAL PSYCFEMETRIC WCRK-SAMPLE AFRRCACFES IC PREDICTION<br />

CCMFLTER AIES lZ CLINICAL TREATMENT EVALLATIN<br />

CLICLE<br />

TCCL OF LEAEERSEIP AN CLICUE IDEnTIFICAIIEN-'<br />

SCCICMEIRY--A<br />

CLUSTER<br />

AkALYSIS In TEST MARKET SELECTIEK<br />

CLUSTER<br />

CLbSTERInG<br />

CF SIECK PRICES<br />

CLLSIERInC<br />

CC8AL<br />

ICOC SYSTEMS MEk EVALLTE CCBAL<br />

EVER<br />

CEDE<br />

TEST, CCEE<br />

TRAInINC<br />

PRCCRAM, CCEE ANALYZES<br />

SELECTICn FRCCRAMINC, ELAnIC CFTIMAL CGE<br />

PRCCRAMS, IkFCRMATIO, TA-FROCESSIkG CODE<br />

INFCRMATICN CCEE<br />

CCTRCL, CCCE<br />

SELECTIVE IFCRMATICk ECCLMENTS CODE<br />

CCCE£<br />

InFCRMATIOn CCCEC<br />

SELECTED1<br />

CCES<br />

CCLMEnTATIEN, CCES ANALYZES<br />

SYSTEM/3EO<br />

ERCCRAMS, CLEES<br />

IFZRMAT[Cn CCCES<br />

INFERMATICn, CEEES<br />

TESIINC, PRCCRAMPER, INOEXIC, ECCLMENT, CONTRCL COES<br />

CCnTRCL, CCEIC, AkALYSIS<br />

CCMFLTERIZEE GEECRAPIC CCEInC<br />

INFERMATICn, CCCINC<br />

PRCCRAM, CCLMEnTATIEn, CCEIG, AALYSIS<br />

PRCGRAMMIC, INFCRMATION, EVALUATIOn, CEDING<br />

JCES, CENTRCL, CCCINC, CLESTICkAIRES<br />

ESYCFOLCCISTS, InECRMATICn, EVALUATIONS, CODING, ANALYSES<br />

1036<br />

C227<br />

0233<br />

C243<br />

254<br />

C287<br />

C463<br />

CE20<br />

C923<br />

1C91<br />

lifO<br />

1196<br />

C098<br />

0129<br />

1121<br />

COl4<br />

0986<br />

1138<br />

C24<br />

C684<br />

0810<br />

C956<br />

0650<br />

C914<br />

0384<br />

C532<br />

0566<br />

C623<br />

CES1<br />

C706<br />

C769<br />

OB3<br />

652.<br />

C43<br />

C446<br />

C535<br />

C53<br />

C75<br />

042<br />

0454<br />

C45'<br />

C455<br />

0599<br />

C702<br />

C72C<br />

18<br />

SYSTEM 360 C£Cln£ TECFnICUES<br />

CCEInG, SELECTIEn, EVALATIEN<br />

TRAINING, CCEInC, FILIkG CLERICAL<br />

CECkITIVE<br />

CFAnCE AbE CECNITIVE DISSONANCE<br />

ATTITUDE<br />

COMMUNICATION<br />

RELATICNSFIPS AMChC LEADERSFIP DIMENSIONS AND COGNITIVE STYLE C525<br />

CEPESIEnESS<br />

CF CRCUF CCESIVEhESS Ch ORCANIZATION PERFCRMANCE 0255<br />

EFFECTS<br />

CELLAR<br />

ELLE CELLAR CRKERS E SALARIED C329<br />

SFCLLO<br />

CCtLECTICn<br />

CF EATA CCLLECTICN SYSTEMS C707<br />

SLRVEY<br />

CCLLECE<br />

TRAINIhC PREGRAMS FOR COLLEGE GRADUATES 0268<br />

EFFECTIVE<br />

CbICANCE PERSCnnEL AnE TEE CCLLECE OMAh C358<br />

MEDICAL EELCATICk COLLEGE 0497<br />

CCLLEGE CRACLAIE CFARACTERISTICS ÷RECRLITING DECISIChS C537<br />

CCLLEGE RECRLIIInC CCMBAI SILET CISENCFANIMENT C587<br />

YCbR Ogk CCLLECE PAY TRAIn YCUR ISTRIBLIDRS COOl<br />

CAn CCMFLTERS WRITE CCLLECE MISSIChS 1ESIS CTI8<br />

FACTCRS IN CCLLECE ATTENCAkCE 0723<br />

TEE CVERSELL--A MAJCR PITFALL IN CCLLEGE RECRLITMEkT CB65<br />

CCLLECES<br />

STLCY FRCCRAMS I CCLLEGES AND LN[VERSITIES' 1018<br />

WORK<br />

CCLCRS<br />

LSE CF CCLCRS TO IMPRCVE CPERATING EFFICIENCY 0923<br />

TEE<br />

CGMFGRIAELE<br />

RECEPTION AREA IS COMFCRIABLE, QLIET, EFFICIERT.' 0374<br />

REOESIGnEE<br />

CCMMANC<br />

TEE CkAIh OF COMMAnE 0037<br />

BREKInC<br />

8REKIkC TEE CEAIk OF COMAnE C058<br />

AUTCMATEC IkFERMTIOh SYSTEMS IN PLAnNIG CONTROL •CGMMAND 0112<br />

CCMMITMENT<br />

CAN WE CIn 1FEIR COMMIIMEI. 0125<br />

FEW<br />

CCMMIITEE<br />

RE,ARES CCCREIATIC AMCkG COMMITTEE EMBERS<br />

AEMIhISIRATIVE<br />

PRESIDENTS CCMMIITEE RECCMMEnDS CCMPUTIKO FOR UNDERGRADUATES 0709<br />

C758<br />

0913<br />

0923<br />

050<br />

COl3<br />

C COMMIITEE Ch STATISIICAL TRAIInG 1033<br />

CCMMITTMEI<br />

FEACSTARTTEACFER INTEREST Ak CCMMITTMEkT 0802<br />

PRCJECT<br />

CCRMnICATE<br />

TEAT CCMLnICATE C575<br />

REPCRTS<br />

COLNICATICnS WICH COMMLICATE 0938<br />

CGMMLnICATE TRAIn CHanGE AIIITLE 1193<br />

CCMMLICAIICn<br />

ERCAIZATIC CCNDLCI IN THERAPbIIC PltIEAU COl4<br />

COMMLNICTICn<br />

CCMMUNICATICn, EVLUATINC, MCTIVATIEN COl6<br />

CCMMLNICATICn C03T<br />

DECISIGn-MAKINC, TEAMWORK CCMMUklCAT{CN C074<br />

GRCLP ACCEPIACE COMMUNICATION C125<br />

CCPMLNICAIICn I74<br />

EDP PERSOnnEL SECLLO IMPROVE COMMUNICATION TEe C280<br />

CEMMLNICATICn C320<br />

CGMPLNICT1Cn 0334<br />

CCMPLICATIC C344<br />

INTERVIEWInC EERSCNkEL, CCPMUNICATICNnIERPERSCAL-RELATICNS 0390<br />

RETRIEVal CCMMLNICATICN C448<br />

CCMMLNICATICn C546<br />

SUPERVISCRS AlTITUdES EVALbATIO COMMUNICATION 0640

(conhnued)<br />

COMMUNICATION<br />

CCPMLNICATICh 0691<br />

IhTERPERSChAL<br />

PCLICY COMMLhlCATICN C764<br />

CPCESING TEE LEVEL OF SIChIFICANCE I CCMMUNICATICN RESEARCH 0841<br />

TRAINIhC, CCEMLNICATICN 0932<br />

RCLE OF VEREAL CCMMUhICATICh IN TEAMWORK 0951<br />

MAhACEMET BY PRESLEM CCPMLICATICh 1021<br />

lh RACIO-TV COMMLNICATICh E{LIPMEhT MAhLFACTURIhGo'<br />

CCCLPATICNS<br />

1127<br />

INFERNAL CCMLhlCATICN 1195<br />

A SYSTEMS AEPRCACF TG INDUSTRIAL MARKETING COMMUNICATIONS C028<br />

COMPLeTEd/ICeS AhO INTERNAL COhTRCL 0124<br />

CLEAR COMMbhICAII[NS FOR CHIEF EXECUTIVES C142<br />

EEFICIEhCY AND EERCR CCNTROL Ih ATA CCMMLNICATIChS 0412<br />

HEW AN AGENCY STUDIES ITS CCMMbNICATIONS SYSTEM 0417<br />

COMMLNICAIIChS WHICH COMMUNICATE C938<br />

CCMMbhICA10R-<br />

MYTH EF TEE -KEY COMMLhICATCR-.' 0253<br />

THE<br />

CEMMLNITY LEACERSFIP--OIRECIICNS 08 RESEARCH C046<br />

COMMNIIY SCCOLS IN THE PHILIPPINES 0183<br />

COMMUNITY HEALTH ERV[CES C186<br />

PUBLIC COMMUNITY BLATIOhS 0424<br />

HOW IO USE RGLIIE CCCASICN TO BUILD COMMUNITY ONE,WILL C40<br />

APPRAISALS EASLRE EVALUAIE COMMLhIIY L179<br />

COMPANIES<br />

WEE FAIL TFEIR CCMPNIES 0178<br />

LEA£ERS<br />

EDF EXPERIENCES CE SMALL COMPANIESo 0218<br />

SABEATICAL LEAVES- NEST CCMEANIES VCTE -NO C283<br />

WHEN COMPANIES FIRE EEOPLE 0495<br />

WHY COMPANIES SPCNSOR FELLOWSHIP PLANS 0626<br />

CCMPANY<br />

T CRACK ECWN CN COMPANY PCLITICS 0126<br />

HEW<br />

ORGANIZATIChAL FEALTF AN CCMPAhY EFFICIENCY 0224<br />

MAXIMIZINC CCPAhY PRCFITS FROM TRAININC PROGRAMS C324<br />

WHY WOMEN STAY HCME CCMPANY CCTERS ANALYSIS 0434<br />

PERCEIVEC VALUE OF JC8 TyPE COMPANY SIZE LOCATICN 0531<br />

HEW AND WHY- TC START CCMPAhY PLSLICAIICh 062T<br />

NEW VENTURE MANAGEMENT Ih A LARGE CCMPAhY 0710<br />

ECbIPMENT FCR YCLR COMPANY LIBRARY. 1037<br />

DISSEMIhATINC IhFCRMATIGh WITHIN CCMPAhY° 1149<br />

CMPANY-W[E£<br />

MANAGEMENT CF MOTIVATICN A COMPANY-WIDE PRCGRAM G385<br />

THE<br />

CCMPARATIVE<br />

ME,EL FCR RESEARCH IN CCMEARATIVE MANAGEMENT. C00<br />

A<br />

CZMFARING<br />

THE CCMPACF.' C247<br />

CCMPARING<br />

CEMPARISCN<br />

DIFFERENCES TO CUESTIONS Oh SEXUAL STAh{ARD Ak<br />

RESPCNSE<br />

INTERVIEW-{UESIIEhNAIRE CCMPARISCh 0803<br />

CCMPARISCN<br />

8IREG COMPARISChS Ih PREFERENCE ANALYSIS.' 0947<br />

SYSIEMAIIC<br />

CCMPESATED<br />

WELL COMPEhSATEO ARE NCEO EXECLTIVES C963<br />

HEW<br />

CEMPEhSATICh<br />

AhC JCB EVALUAIION- 0271<br />

CCPENSATICh<br />

AhCEMENT INCENTIVE COMPEhSATIC C380<br />

AMINISTRATIVE ISSUES IN kCRKMENS COMPENSATION 0771<br />

SUPPLEMENTARY CCPPENSATIZh ESIRES OF MIDDLE-STAFF MANAGERS 1148<br />

COMPUTER<br />

COMEE]ENCE<br />

AO TECHNICAL COMPETENCE C690<br />

ADMIhISTRATICh<br />

CCVPILE<br />

CR COMPILE C457<br />

ASSEMBLE<br />

CCMPLETICh<br />

-'-PECR IELEPFGME AFFCIKIMChT Ch COMPLET[CN RATES 1095<br />

EFFECT<br />

CCMPLEX<br />

CF CCMPLEX BEEAVIORAL MCOELS TC REGIChAL AND<br />

APPLICATICNS<br />

CRCAIZATIChAL-AALYSIS<br />

IFE WIh-LSE CCMPLEX 0877<br />

CMPLEX--FRCCEEC<br />

SCIENTIFIC CEMFLEX--PRCCEED WITH CALIIOh C116<br />

THE<br />

OMPLEXITY<br />

YOUNG AOLLT [h THE ACE CF CCMPLEXIFY<br />

TEE<br />

CMPChENTS<br />

CCVPChEhTS CF JCB SATISFACTICN C643<br />

WEICFTINC<br />

ICMFREFEhSIVE<br />

LCCK AT MAGNETIC TAPE REHABILITATICN 0202<br />

CCMPREPEhSIVE<br />

CCMPREFEhSIVE PERSCNL PEALIE CARE SERVICES C955<br />

CCMFbLSORY<br />

IN CCMPLLSCRY ARBIFRATION 0090<br />

AIIIIUDES<br />

CCMPLTER<br />

MANACER AbE TEE CCMPLTER C068<br />

TFE<br />

19<br />

MANAGE TO AVCI£ SCAPEGCAT CCMPUTER C073<br />

USER CRIEhIEE CCPPbTER SYSTEMS C084<br />

AhC FERSGhhEL AESTRACTS A CHIDE TO RECENT<br />

MANACEMENT<br />

COMPbTER BLSINESS OTHER LITERATURE 010T<br />

PERATIChS-RESEARCF,<br />

LEGAL PRCTECTICh CF CCMPLTE8 PROGRAMS C143<br />

USING CCMELTER TO SIMLLAIE CEMPLTER C203<br />

USING CEMPLTER TC SIMULATE CEMPLTER C203<br />

RECRLITINC, FR[CRAMMER CEMFLTER C209<br />

CCMFLTER ANALYSIS CF MEDICAL SIGNALS 0245<br />

ThE CCMPTER IN MEDICINE C246<br />

CRGANIZIhC CCMFLTER SERVICE ?C SUPPLY EMPLOYEE MCIIVATIEh 0259<br />

IMPACT CF ThE CCMPLTER CN ACCOUNTING FOR HOSPITALS. 0282<br />

CCPFLTER SECTICNING Ah CLASS SCFELLIhC C286<br />

CCMFLTER<br />

COMPLTER GRAPHICS- WHERE ARE WE C345<br />

CUPLICATCRS SAVE CCMFLTER lIME G350<br />

CCMFLTER EXPERIENCE AT TEE CENSUS 0370<br />

WHAT ONE SURVEY SCWS ABCLT CCVFLTER USE C402<br />

INSTRUCTICN 8Y CCMPUTER 0446<br />

PRECICTIhC IFE CCSTS CF CCMFLTER PRECRAMS C455<br />

DEVELOPMENT CFAIES FCR MANAGERS CF COMPLTER PRCCRAMMIhG 0469<br />

BYPRCDUCT INFORMATION CAN PAY TEE WAY FCR CCMPUTER SYSTEMS C474<br />

CCMPUTER PRCCRAM FCR TIME STUOY ANALYSIS. C588<br />

VCCATICNAL INTERESTS CF COMPUTER PREGRAMMERS C636<br />

CCMPLTER MCCEL FCR NEW PRCCLCT CEMANC C669<br />

PRCELEM SCLVINC EY CCVPLTER LOGIC C72g<br />

CMPLTER AIDS TC CLINICAL TREATMENT EVALUATION C8IO<br />

ESSENTIALS CF CCPPLTER SIMULATION 0817<br />

SCHEDULING CCMFLIER CPERATICNS-2 0820<br />

ACVERTISIDG CENTRCL, CCMPLTER APPLICATION C840<br />

MCCERh CCMPLIER IEChhCLOCY AN MANAGERIAL PRINCIPLES 0863<br />

TIME-SPARING CCMFLTER IN EUSINESS PLAhhlhG AND BLDGETING C871<br />

THE CCMPLTER AhC TEE $CHCCL EF ICPCRROW 0876<br />

CEMBLTER EFFEC1S UPON MANAGERIAL ACCOUNTING JCBS 0885<br />

THE PRICRITY PRCBLEM AND CCMFLTER TIME SHARING 0888<br />

MAhACIhC TC ANACE THE CEMPLTER C890<br />

C628<br />

C293<br />

C341

COMPUTER (conhnued)<br />

kCRTF hAITInC FOR TEE MLLTIPLE-ACCESS CCMPLTER 0921<br />

CCMPLTER FISFES CLT CTA Cn $2 MILLIOn CELLAR CATCH Cg42<br />

SKILL RECLIREMETS FOR COMELIER MAhLFACTLRIkG 0989<br />

KEY TO SECCkC REVOLLTICn, THE CCMPLTER AS BLDOY CggO<br />

ALOITInC TEOLCF TFE COMPUTER Cg96<br />

CCMFLTER SSISIEE MEnU PLAnnlkG 1009<br />

JUS1 MERCEE- COPIER AnP CEMPLTER 1014<br />

TFE COMPUTER AnD TFE MANACEMENT OF CERPCRATE RESOURCES 1039<br />

COMPUTER TERMInCLCCY RETRIEVAL LIBRARY IC53<br />

COMPUTER COURSES EY CCRRESPECEnCE 1071<br />

nEEDS COMPUTER 1073<br />

CCMFLTER 1085<br />

FIVE BARRIERS FInCERInG CCMFLTER ASEISIEO InSTRLCTIEn 1125<br />

SIMLLATIEn BASIC CEnCEPTS CF COMPUTER ORIENTED TECHNIQUE 'I156<br />

WORK CCMFLIER -An SC C YCL- 1173<br />

CO,PLIER-ASSISTED<br />

IhSTRUCTIEn In In£LSTRIAL TRAInIhC C518<br />

COMPLTER-ASSISTEE<br />

REMOTE INDUSTRIAL TRAINInC IA COMELIER-ASSISTED [nSIRbCTI Cg60<br />

COMELIER-BASEL<br />

EMPIRICAL METFDCS IC CDMPbTER-BASE SYSTEM CESIG C487<br />

APPLYInC<br />

CCMFLIER-PRCCRAMMIhC<br />

CGMPLTER-PRCGRAMMIMG O06g<br />

PRCCRAMMERS,<br />

CCMPLTERIZATICn<br />

FRCCRAMMERS, CCMRLTERIZATIEN C003<br />

TRAIhInC,<br />

INFCRMATICn-FRCCESSInG EP COMPUTERIZATION CDST-CCnTREL C005<br />

CEMPLTERIZATIEn C050<br />

CCMFLIERIZTIZn COSB<br />

ATA-PRCCESSInC COMPUTERIZATION CO?O<br />

AbTEMATICh CCMPLTERIZATICn C072<br />

PCTIVATInC CCMPLTERIZATICK C073<br />

PERT, MEDICINE, EDUCATIONAL, COMPUTERIZATION 0112<br />

CCPFLTERIZTICn, EOP, DAT-PRCC[SSInC C137<br />

EDP CC@PLTERIZAIICE 0262<br />

COMPUTERIZaTIOn C296<br />

CCMFLTERIZTICn [NFORMATICn-SYSTBM 0322<br />

TEAMWORK CCMFLTERTZATION IhFCRATIC-SYSIE<br />

CCMPLTERIZEC<br />

CECCRAPHIC CCOInG<br />

CCMPUTERIZE<br />

CEMELTERIZEC LEARnINC EDLCAIICN<br />

CCMPLTERIZEC LIBRARY CATALCC<br />

CCMPLTERS<br />

CCMFLTERS<br />

EVALbATICn<br />

GW CO CEMPLTERS AFFECT ACCCLNTING AO ALDITING TECHNIQUES<br />

CCMFLTERS<br />

PERSONNEL CFFICES TURn TC CCMPLTERS<br />

PORE AND CRE CCMPLTERS £C TEE TALKING<br />

CCMPLTERS E LnlVERSITY AEMINIS?RATICh<br />

TFE CRCAhIZTICnAL IMFACT DF CGMPL]ERS<br />

CAn CCMFLTER bRITE CCLLECE CMISSICnS lISTS<br />

CCMFLTERS In TEE-LEVEL DECISION MAKING<br />

PLAIN TALK ABCLI CCMPLTERS<br />

CCMELTERS AnD CLATEREACKS<br />

FREFRInC FOR CCMFLTERS<br />

hEW CCPLTERS SLFPCRT AUTCMATE CENTRAL FILES<br />

CCMPLTIC<br />

AnaLYSIS CF CCMPLIING DENIER EnVIROnMEnT<br />

FURTFER<br />

0369<br />

0857<br />

1030<br />

C247<br />

0276<br />

C304<br />

C409<br />

C535<br />

C685<br />

C718<br />

079<br />

0831<br />

Cgg2<br />

10gO<br />

1120<br />

0(;71<br />

20<br />

CONSTRUCTION<br />

PRESIDENTS CCMMIITEE RECOMMENDS CCMPbTInC FCR UGERCRADUATES CTOg<br />

:EMPLTER<br />

SYSTEM FR COnTRELLIKC INTERVIEWER COSTS llgO<br />

CCMPLICR<br />

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CChSLLTAnIS PRO AND CON 08S8<br />

CO,DEFT<br />

TE CCnCEET CF CRChIZATICNAL GOALS COD2<br />

Ch<br />

ATTITUDES SELF CCnCEFT C021<br />

ICEATICnAL ITEMS TFE SYSTEMS CCCEPT C339<br />

TEE SYSTEMS CCnCET In AACEMENT C662<br />

A ANALYTICAL AFPRCAC TC TEE CONCEPT CF IMAGE 0692<br />

ThE LBICLITCLS CATA BASE CCCEPT C6g6<br />

ThE CONCEP1EF REALILATIL- USEFLL DEVICE 0869<br />

TEE MAnACEMEnT-S-A-PROCESS CONCEPT Cg12<br />

CCnCEFTS<br />

CONCEPTS EF RLnNIC 8UINEES 022<br />

hEW<br />

IFCRMAIICn CONCEPTS IN nETWORK ELAnnlnC C735<br />

ERGAnIZTICnAL CLNFLICT CCnCEPTS AhC MODELS 0782<br />

SELF CTHER SEMANTIC CCnCEFTS RELAIED TC CFGICB CF VCCATION 0971<br />

SIMLLATICh BASIC CCnCEPIS EF CCMFLTER ORIENTED IECFIQUE '1156<br />

COnCEPTUaL<br />

CCEL FCR TFE ANALYSIS CF FLANKING BEHAVICR C780<br />

CCnCEFTAL<br />

CCnCERnS<br />

KE hZGRC LEADERS WEIGF THEIR CURRENT CCNCERS 1187<br />

BUSINESSMEn<br />

CONDITIOKS<br />

CCnOITICnS SALARIES i013<br />

WORK<br />

CONDUCT<br />

CRCnlZATICn CCOLCl IN IFERAPLTIC MILIEAU C014<br />

COMMtNICATICn<br />

COnFERENCE-<br />

LEADERSHIP STYLES IN PRCBLEM-SOLVIG CNFERENCE-' OR07<br />

MANAGERIAL<br />

COnFEREnCES<br />

CChFEREhCES SEMINAR 0257<br />

SYMFCSILM<br />

WFAT YOU SHCLLC KnCW ABCLT TFE PRESS CONFERENCES 080<br />

WCRKSHCPS CCnFEREnCES 1192<br />

CONFIDENCE<br />

CCnFIENCE C306<br />

SUPERVISICn<br />

TRAIn[hC COnFIDEnCE EFFICIENCY C360<br />

CONFLICT<br />

TRACITICnAL ORGANIZATIOn THEORY CONFLICT WITH TFEDRY C018<br />

CCES<br />

CChFL[CT<br />

CAREEROEVELCPMENTe PRDMCTICn C£FLICT 002<br />

CRGAnIZATIChL CCnFLICT<br />

CCFL[CT<br />

CRGAk[ZETICnAL CChFLICT CONCEPTS AnD CCELS C782<br />

CChFLICT--A<br />

PLAYInC AnE RCLE CCNFLICT--A CSE SIUDY 0356<br />

RCLE<br />

CONFLICTS<br />

CF InTEREST--WFERE ARE WE NCk 0896<br />

CONFLICTS<br />

COnFRCnTATICn<br />

CnFRCnTATICn MEEIINC G6g9<br />

TFE<br />

CCnFREhTINC<br />

CF PREELEMS CONFROnTInC MANAGERS C031<br />

TYPES<br />

CONFUSE<br />

RESPONDENTS WFC FKE CONFUSE SURVEY INFORMATION 0499<br />

EETECTInC<br />

CCNFLSIOn<br />

CCnFUSICn In THE SELECTION CF StPERARKET<br />

CCnSLMER<br />

CDNCRLENCE<br />

CEnCRLEKCE In CRIIERIOn DEVELOPMENT.'<br />

FACTCRIL<br />

CChSECLECES<br />

TFE RECORD AND COnSEqUENCES<br />

MEEICARE-<br />

CCNSICERATICnS<br />

In LCC RnCE PLAnnlnC<br />

CCSIDERATICnS<br />

CDNSIRLCTICK<br />

MAnPCNER- SEPPLY AnD FLEXIBILITY<br />

COnSTRUCTIOn<br />

C099<br />

C754<br />

Cg52<br />

C192<br />

1050<br />

1118<br />

IC92

CONSULTANT<br />

COKSbLTANT<br />

TO CFOCSE CCNSLTANT 0442<br />

Og<br />

mANAGEMENT SURVEYS ANt CCNSLLTANT ANAGEMENT C969<br />

CONSULTANTS<br />

Po CCNSLLTANTS PR ANO CCN 0858<br />

EoD<br />

CONSUMER<br />

CF ALTERNATIVE RATINE DEVICES FOR CDNSLMER RESEARCH<br />

EVALLATICN<br />

CCNSLNER CCNFLS[Ch IN TEE SELECTION OF SLPERMARKET 0952<br />

NETFGOS CF EST[MAT|NG CCNSUMER PREFERENCE DISTRIBUTZCN 068<br />

IhTERPERSCNAL CRIEhTATIOh TC STUDY CF CCNSUPER BEHAV[CR C978<br />

CN TEE STbEY CF CENSURER TYFCLGCIES 1121<br />

CONTINUING<br />

CONT[NL[NG ECUCAT[CN ORCP-ebT AN INCREASING PRCBLE C204<br />

THE<br />

CONTINLITY<br />

FUNT--A MUST FCR MANACEENT CNIINU[1Y C363<br />

PAN<br />

CCNTRACT<br />

EVIDENCE CN CCNTRACT CLALSES BANNING D[SCRIMINAT[CN 0198<br />

Nfig<br />

CONTRACTS<br />

bNEER LAECR CONTRACTS AN LAW C387<br />

7ESTING<br />

CAPIIAL GCCS- SIANDARD CCNTRACTS AND HAGGLING 0949<br />

CG&TRIEUIICNS<br />

£F PROJECTIVE 1ECFNICLES lE THE ASSESSMENT OF<br />

C£TRIBLTICNS<br />

MANAGEMENT-PTENT[AL 0720<br />

CONTRCL<br />

TPCGFTS CN |NTERNAL CCTRCL SVSTEMS OF THE FIRM C016<br />

SOmE<br />

ANALYZING BbRDEN VARIANCE FER PRCFIT PLANNING AND CCTROLo' C047<br />

TPE ESSENCE CF BLCEIARY CCNIROL C048<br />

VOCABULARY CCATREL IN AblOMATIC INCEXINC. C086<br />

AOTCMATEO INEORMATIO SYSTEMS IN PLAkNINCe CCNTRCL COMMAND 0112<br />

COPMbNICATICS ANE INTER&AL CEnTRal° 0124<br />

OECISIGN TABLES A TECFNILE FOR DCCLMENTING CONTROL SYSTEMS 0145<br />

FLMAN FACTCR IN TETAL QUALITY CGNTRCL clgg<br />

EATA-PRCCESSINC CCNIROL 0281<br />

QALITY CCNTRCL AND ASSURANCE IN RECCROS CONVERSICh. 028?<br />

CENIRCL BECIN A1 THE OATA SCARCE 0295<br />

CNTROL ATAS mAGNIFICENT FLMBLE C304<br />

CCST CCNTRCL 8Y REGRESSIZ ANALYSIS°' C323<br />

VALLE ANALYSISe NEW TOCL FCR COST CONTROL 038]<br />

PROGRAm PLAN EVALUATE CCNTRCL<br />

KEY ITEm CCNIRCL C410<br />

PULES PLANt INFCMAT(N CENTRGL<br />

CNTRCL, DPINISIRATIVE 0411<br />

EFFICEN£Y AE EPRCR CONTRCL IN DATA CMMbNICATICNS C412<br />

CNTROLw CCCING ANALYSIS C412<br />

INFCRmATIChe CENTRCL 0438<br />

FEECEACK IN ACC|EET CONTRCL 0438<br />

PRCGRAMe [CCLMEhlATICNt CCNTRCL C449<br />

PRCCRA CChTRCL C463<br />

PEANNING FCRCASTINGe DECISIONe CGNTROL ANALYSIS 0464<br />

TRAINING TES?INC PLANT CCNTCL MATERIALS SUB-PRCFESSI£NAL C470<br />

LBCR CGST CCNTRCL D472<br />

[NFCRNATICNe CETRCL 0472<br />

PRCGRM C£IRCL 0475<br />

NEWEL OF A£AFTIVE CCNTRCL CF PROmCTIDNAt SPENOING G480<br />

OPTIMALe INFCRMATICN CCNTRELe ANALYSIS C4BO<br />

@RCGRAMNED CRGANIZATIENAL OECISICNS C£NIRGL AOmINISIRATIVE<br />

INTERNAL CONIRCL RELATICNS IN ADMINISTRATIVE HIERARCHIES<br />

C41q<br />

21<br />

INFCRMATICh, CCNTRCL, ANALYIS<br />

CONTROL<br />

PRCCRAN CPIIMLM JOBS, CCNIRCL 0559<br />

CNTROE ANALYZE 0565<br />

RLES PLAh CChTRCL C576<br />

KEY ITEM CCNTRCL.' C576<br />

PLANNINC CCNTRCLe ANALYSEC 0579<br />

PLAhNING CChTRCL 0591<br />

EVALUATIhC CCNTRCL ANALYSIS, REGRESICh 062<br />

PSYCFCLCCY-EGIhEERIC FLANNIhC ECLCATIOh, CCNTRCL 0629<br />

PERSCNNEL, CChTRCL 0633<br />

SALES PLANNinG ANE CCTRCL LSINC A8SCRING MARKCV CFAINS C637<br />

FLAN CCNTRCL<br />

TEST JC CCNTRCL C647<br />

PLAkINGt ICEX CENIRDL C652<br />

CCNTROL CF RESEARCh- PCSSIBLE AIDS 0652<br />

TRAINING POCCRAP ANPOWER, CCNTRCL, ANALYSIS C663<br />

CRCANIZAT|CkL CPTIM|STICe CDNTRCL 0665<br />

PERSChNEL [NFCRPATICNe CCNTRCL C?O0<br />

JESSe CCNTCL, CCENC, CLESTICNNAIRES C702<br />

EDbCAT|CN CCNTRCL 0711<br />

TRAINING, SELECTING, PRCCRAM, PERSChEL VANPGWER,VALLATION CCC730<br />

CRCAhlZTIChAL, EVALLATEC CCNTRCLe ANALYZED 0?37<br />

SUPERVISCR¥, CRCAhIZATIChAL CCNTRCL C788<br />

STRLCTURE PCLICY STYLE STRATEGIES CF CRGANIZATIChAL CGNTRCL C38<br />

PRCGRAS, CCTRCL C740<br />

AK IMPRCVEC BASIS TO ESTIMATE CCNTRCL R-+-0 TASKS C40<br />

FRCCRAVS, FLANNIC, CCNTRCL C747<br />

PRCCRAM, ERCANIZATIOS CCSEL, CCTRCL, ADMINISTRATIVE C752<br />

PRCCRAM, FLANIC CCTRCL C755<br />

TESIING, PPCCRAMPER INDEXINC, CCCLMENT, CONTRCL, CCES C758<br />

CCNTROL CCCE C78<br />

TRA[N[hG SELECTEC PRCGRA EVALLATEe CCNTRCL C783<br />

CSPITAL, CCTREL C79<br />

PRCCRAM PLAh FERT EVALLATICN COkTRCL 0806<br />

PLA EVALUATINC CCTRCL STANEARCS C812<br />

PLANT, CCNTRCL 0814<br />

PROCRAPMING CCNTRCL ANALYST-PRCGRAMER 0819<br />

PLAINC [CCLMENT, CENTRCL C821<br />

SELECTINCe PLAkNINC, INFDRFATICN, CCNTRCt 0822<br />

INFERMATICN, CCNTRCL 0823<br />

PRCGRAM, DAT-PRCCESSINC CENTRZLt ANALYSIS C824<br />

MAINIENACE CCST DATA FOR ANALYSIS AND CCNTROL 0824<br />

INFCRNATICN, CECISICN, CCNTRC1, ANALYZIC 0826<br />

CRGANIZEC, IbFCRMATICN, £ECISICh, CCTRCL ANALYSIS 0833<br />

AOVERTISINC CGNTPCL CCHPLTR APPLICATION 080<br />

PLAN. CRCAIZATIC, INFORMATION, CChTRCL, ANALYSES C840<br />

TEST, CPTIMAL IkFORATICN CCNTRCL ANALYSIS 0842<br />

PLANN[hGe CRCAN|ZATICN, CCNTRDL, ANALYS[S R-+- 0844<br />

TE MAhACERS SLAKE IN UAL[T¥ CCTRCL C849<br />

5ATISFACTIC CChTROL 0849<br />

PREGRAM, PLAN, PERSONNEL, CCNTRCL 0850<br />

FLA MAKINC, CChTROL, ANALYSIS 0859<br />

ACIT CCTRCL CF INTERNATICNAL GPERATICNS. 0926

CONTROL (conhnued)<br />

JCS CCKTRCL<br />

TRAInINC, PRCCRAP PERSOknEL EVALLATINC CChTRCL<br />

RULESt PRCCRAP, FLAnnING, CRCAN[ZAT[CN, CCNTRCLt R-+-C<br />

PLAhNTNC AnD CCkTRCL UF RESEaRCh AND CEVELOPPENT ACTIVITIES<br />

TNTERLCC- CCkTRCL WHERE TEE ACTTCk TS<br />

CCNIROL CARE GIVES INSTAnl [kVEhTCR [NFCRPATICn<br />

STATISTICAL kALYSIS In CCS1HEASREPENT ANO CONTRCL<br />

CCNTROL OF CLLTLRAL BIAS |n TESTING- AN ACTTC PRCGRAo<br />

CONTRCLLED<br />

PERSCnNEL HECTCAL JC8 CCn1ROLLEOe ANALYSIS<br />

SUPERV[SCR<br />

CCnTRCLLED ALSIS<br />

RETRTEVAL PERSChNEL ORGANIZATICNe TNFDRPATION CChTRCLLED<br />

TnFCRATTCn CChTCLLEE<br />

CCNTRCLLERS<br />

AnD TEE TRAIhIkC OF TE COTROLLERS STAFF°<br />

ORCANIZAT[Ch<br />

TRAIINC CCTCLLERS<br />

CCTRCLLTNC<br />

lEE |NFORPAT[Ck AVALAnCPE<br />

CONTROLLINC<br />

PRCCRAe JC8 CCkTROLLLhC hAL¥STS<br />

CCNIROLLINC LABC COSTS THRCLGH WCRK PEASUREPENT<br />

CRGAn[ZATTCL CCTRCLLIkG ANALYSTS<br />

PRCCRAS PLkTCt CCNTRCLLING ANALYSIS<br />

PLAN PAhPCkER JCB CCNTRCLL[NG<br />

CCPPUTER SYSIEP FUR COhTRCLLTNC TTER]EgER CCSTS<br />

CCTRCLS<br />

SECOND LCCK AT NAGEENT DEALS A£ CCkTROLS<br />

A<br />

PRCCRAP CChTRCLSe ANALYSTS<br />

ELAPSe IkFCRPATICh [hDEXEC CCCLPENTS CONTRCLS<br />

TRAThIhC FCCR CCTRCLS<br />

GECIS[Ch CChTRCLS<br />

TEE CRCANIZAITCh AND SCCIC-1EC[CAL CCkTROLS<br />

COhTRCVERS¥<br />

ACTLRIAL-CLThICAL CChTCVERSY iN ANAGER[AL SELECTICN<br />

TEE<br />

CCkVEkTICh<br />

CChEhTTCN PEETINCS<br />

SYFCSTL<br />

CUNVENTTCN<br />

STLCY OF CCk¢ETICAL ANC PRCGRAPPEC INSTRUCTION<br />

CCNVERCEnCE<br />

COhVERCEnCE TECHNCUE FCR PRCGRAFThC RESEARC EFFORTS<br />

ThE<br />

CCkVESAT[Cn<br />

SCIENTIST CANDID CCNVERSATTCh HITH CPRIS ARGYRTS<br />

8EPAVICRAL<br />

CCnVERSTCn<br />

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PRCLES<br />

QUALITY CChTRCL AnD ASSURANCE [k RECCRCS CONVERSTCh<br />

TEE FACILITIES AFPRGACP TC S¥STE CCNERSION<br />

CONVEX<br />

CONVEX SIYPLEX NETHCC<br />

TE<br />

CCCPERATICN<br />

LnIVERSIT¥ CCCPERAITCh IN PRCFESSTONAL TRAINING FOR<br />

STATE<br />

PUBLIC-SERVICE--- THE CASE CF TEXAS<br />

CCCRGTnATE<br />

TASK IS TC CCORETNTE 1kFCRATTON<br />

PAJCR<br />

CCCRCThATTkC<br />

SIRATEGTC AND CPERATIChAL PLANNING<br />

CCCRCINATIkC<br />

CCORCTNATICk<br />

REkAROS CCCRInATICN AWChG CCPPIT1EE PEBERS<br />

AOINTSTRATIVE<br />

CCPTEP<br />

ERCEE- CCFTER AkC CCHFLTER<br />

JUST<br />

CCFIES<br />

0970<br />

CCPIERS CFFER -CLCSER FIT- TC kCRK<br />

NE<br />

CCRPDRATICN<br />

PLAMING IN TI'E P(CER/ CCRPCRATICN<br />

C985<br />

0985<br />

hEW ROLES FUR TI'E CAPPUS ANE ThE CCRFORA110N<br />

RX FUR TEE EALKAhIZEP CCRPCRAT[CN<br />

HOg NCRLCW[DE CCRPORATICN PANAGES CHANGE<br />

1076<br />

CCRPS<br />

TEE JCE CCRFSo<br />

1096<br />

1163 RELIA8IL[TY CF FEACE CORPS SELECTICn BEARDS<br />

CCRRECING<br />

CCRRECT[kC FUR REEPOhSE SEIS IN CP[nION AITITt, DE SURVEYS<br />

C434<br />

CCRRELATES<br />

C450<br />

CCRRELATES CF RICK TAKII%Go<br />

SOHE<br />

0562<br />

7AT CORRELATES CF EXECUTIVE PERFCRVANCE<br />

C787<br />

CCRRELATICN<br />

CCRREL/TIC, CF YEASURE FUR NOPINAL DATA<br />

A<br />

0063<br />

CCRRESFOhCENCE<br />

CCFFLTER CELRSES BY CCRRESFChDENCE<br />

C489<br />

0264<br />

C440<br />

C440<br />

C628<br />

C686<br />

0760<br />

1190<br />

C379<br />

C494<br />

0536<br />

C6CI<br />

0653<br />

1047<br />

0055<br />

1169<br />

CCST<br />

SYSIEPS AIE CCST RECLCT[Ch<br />

SYGGEST[CN<br />

COST OF LhIVERS[TY SPCNSCREE EXECLTIVE CEVELEPME,T PRCGRAMS<br />

WHAT WCULC ECICREE CCSTo<br />

COSTe VALLEe R[SK GCALS<br />

TPE COST CF PANACEVENT<br />

CCST CCITRCL BY REGRE.S[C ANALYSIS<br />

VALLE ANALYSIS NEW TOOL FCR CCS] CONTROL<br />

MULTIPLE RECRESS[ON ANALYSIS CF COST BEI-AVIOR<br />

LABCR CCST CC(IRCL<br />

TFE COST CF EFFICIENCY<br />

ANALYSIS CF COS] 8EHAVIOR FCR BUSINESS OEC|SIONSo<br />

PAINTENACE COST DATA FOR ANALYSIS AND CONTROL<br />

EFFECTIVENESS QF TRADITIONAL STANORD COS1 VARIANCE MODEL<br />

PERT/COST RESCURCE AILOCAIION PROCEDURE<br />

COST DECISICN-MA ING<br />

S)ATISTICAL ANALYSIS Ib COS1 EASREENT AND CONTRCL<br />

C)FFERENCES IN lhE COST CF SEARChlkC FOR CLERICAL kORKERS<br />

ThE STAGCERIC CCST CF ThE ALCOP£LIC EXECUTIVE.'<br />

0524 CCS1 RECLCIIEN ECENO)ICAL<br />

C648<br />

kCR MEASbRE)EnTS COST ANALYSIS IPRCVED CDSIING<br />

MEASLRIhG ACCblSITICh REPLACEPENT CCST<br />

C676 P.TRX ALGEBRA AbE CCST ALLCCATICN<br />

EDP FOR FUkCT[CNL CCST ANALtSIS<br />

CEST-ACCCGP, INC<br />

0139<br />

T-ACCOUNT INC<br />

CCS<br />

028;<br />

0447<br />

COST-ACC£UkT<br />

COST-EENEFIT<br />

CRITICLE C CCST-BENEEI AAL¥SES CF IRAINING<br />

100<br />

116]<br />

COST-CCnTRCL<br />

ECP CEPPLTERIZATICIN COST-CC/TRCL<br />

INFCRMAT[CN-PqCCESIkC<br />

IVEt, ESS<br />

DES*T-EFFECT<br />

TIEORY OF COST-EFFECTIVF'NES$ E;R PILITARY SYSTEMS ANALYSIS<br />

A<br />

I19.<br />

CCST-CF-LIVIhC<br />

AITRACIIhC uCTIVATING RETAINING CCST-OF-LIVING SALARY<br />

STAFF<br />

017z<br />

¢01":<br />

095(<br />

CCSIIhG<br />

COSIIkC AFPLICAIIN CF PATFEUATICAL RCGRAMING<br />

CPPCRTUkITY<br />

GSE CF sIAnEARC {IRECT CCSIIhG<br />

COSTING CLT FILES AND FILINC PRDCEDLRES<br />

101 WCRK MEASLREFEkTS CCST AnaLYSIS IMPRCVED<br />

22<br />

COSTING<br />

0308<br />

0258<br />

0426<br />

0441<br />

1146<br />

0267<br />

0529<br />

0854<br />

0190<br />

8645<br />

1067<br />

1071<br />

C041<br />

0094<br />

C238<br />

C279<br />

0284<br />

C323<br />

C381<br />

0423<br />

C472<br />

0559<br />

0804<br />

0824<br />

0826<br />

0882<br />

1089<br />

1096<br />

III0<br />

II16<br />

lll9<br />

1129<br />

1140<br />

1159<br />

llTO<br />

C230<br />

1060<br />

0984<br />

C005<br />

0160<br />

i148<br />

C234<br />

0551<br />

llO0<br />

1129

COSTS<br />

COSTS<br />

COSTS C240<br />

BbECET<br />

BOP, COSTS 0298<br />

IVIClhC TE CCSIS SAVED BY ALTCMATICh C3C6<br />

CA/A-PC&E SLASFES PLRCFASI&C COSTS AT SINGER 0325<br />

CONTROLLING LABOR COSTS TRCLGH WORK MEASUREMENT°' C440<br />

PRECICTINC TE COSTS CF COMRLTER PRCGRAMS.<br />

HCW TO RECCE CFFICE COSTS C582<br />

RESEARC CEVELCPMEhT OF AhALYTICAL SYSIEMS TD RECbCE COSTS C624<br />

PROJECT TCTAL- MASTER PLAh TC CLT CCSIS C668<br />

CHANCES [h TEE COSTS CF TREATMEhT OF SELECTED ILLhESSES 1069<br />

COSTS EbECETS SCE£ULE<br />

A CCMPbTB SYSTEM FOR COTRCLLINC ITERIEWER CCSIS I19(<br />

CSTS BENEFITS 12C6<br />

CCSS-<br />

COSTS- SOME SLRVEY FlhElCS-' 0545<br />

hIRING<br />

COUCh<br />

AUTHORITIES PLT FSYCCLCCICAL TESTIhC Oh THE CCLC.' 1019<br />

TWO<br />

COUNSEL<br />

CRGAhIZAIIOhS, CDbhSEL, CChTRCL, ADMINISTRATIVE C752<br />

PRDGRAM<br />

CDUSELINC<br />

SUPERVISOR 0169<br />

CObSELIhG,<br />

PRCELEM SIILATICh$ lh PERFORMANCE CCLNSELING C195<br />

CCUSELIC 0196<br />

RECRLIIERS COLSELIhG 025<br />

OTIVATICN--NEY IC SLCCESSFLL PERFORMANCE CDbkSELIG C33<br />

SHCRIAGES CF CCLhSELINC RERSChNEL 039<br />

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CEVELCPMEI<br />

EEJECTIVES FER CEVELCFMEkl AEMIISIRAIICN C015<br />

ACMIkISTRATIVE<br />

BREAKTFREUC I ERCAIZAIICh CEVELCEEhl C020<br />

A LEEK AT MIECLE MANAGEMENT EVELCPMENT CC43<br />

COST EF 5IVERSITY SFESCRE EXECUTIVE DEVELOPMENT PROGRAMS cog4<br />

C TEE DEVELOPMENT OF REFILIIAIICN IhFORMATIC SYSTEM C108<br />

VALLES AD @EFAVICR Ik ECEEMIC EEVELOPMENT 0167<br />

EVALUATIC EF READING EEELCPMEhT PRCCRAM FOR SCIEIISIS 0191<br />

FACICRIAL CCCRLEkCE IN CRITERION LEVELCPMET 0192<br />

A RESULTS-ERIEkTEE CEVELCPMEkT PLA C3C2<br />

THE MANACERS RESFLNSIEILIY IN EMPLOYEE CEVELEPMET C310<br />

MANACEMENT DEVELOgMENT TODAY 015<br />

ATTITUDE DEVELOFMEhl AND ACCIDENT PREVENTION C316<br />

PERSENNEL DEVELOPMENT THROUCH VERT C366<br />

ALLECATICk CFARACTERISTICS+ OUTCOME CF RESEARCH DEVELOPMENT<br />

ECCNCMIC EVALLATI£ CF RESEARCH AC CEVELGPMET 0466<br />

1148<br />

C760<br />

0422<br />

DIMENSIONS<br />

PUTTING IN A MAGEMEhT EEELCPMEkT PRCGRAM THAT ¼CRKS 0467<br />

DEVELOPMENT CF AIDS FOR MAhACERS OF CCMPLTER PROGRAMMING 0469<br />

WORK MEASUREMEkT PSYCHCMETRIC RESEARCH DEVELOPMENT 0485<br />

EBVELOPMEhT CF SLECREINATES IN PLRCFASIC MAhAGEMEl 0521<br />

PARTICIPATIC Ih CLTSIDE MAnAGEMEnT DEVELOPMENT PROGRAMS 0554<br />

CEART FOR EVALLATIkG PRODUCT RESEARCH AbE DEVELCFMEkT PROJECTS<br />

DEVELOPMENT CF RELCCATIOh ALLOWAhCES AS MANPOWER POLICY 0589<br />

RESEARCF÷ EEVELCPMET OF AALYIICAL SYSIEPS TO RECLCE COSTS C624<br />

CEVELOPMEhT CF BEHAVIOR TAXONOMY FOR EESCRIBIC HLAh TASKS<br />

DEVELOPMENT CF PCCERATCR VARIABLES C638<br />

PLAhhlNC AhC CChIRCL OF RESEARCH AND EEELOFMENT ACTIVITIES<br />

ACCCLNTIG AC CEVELCFMEkT PROGRAMMING 1060<br />

THE FLTLRE CF EMFLCYEE CEVELEPMEhl 1131<br />

DEVELCPMET-<br />

FER MkAGEMEhT EEVELCPMEhT- Ak EXPLORATORY hCTE 1152<br />

READINESS<br />

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DEVICE<br />

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TEE<br />

THE CCkCEPT CF REALIZATIOn- USEFUL DEVICE 0869<br />

DEVICES<br />

CF ALTERNATIVE RATIhC DEVICES FOR CCNSLMER RESEARCH<br />

EVALUATIC<br />

ACCLRACY CF ALAI ETRIES I EA3A-CCLLECTIDN DEVICES C787<br />

DIAGkESIS<br />

EATA-PRCCESSINC DIAGNOSIS C244<br />

MECICAL,<br />

CIAChOSIS, E£F 0245<br />

MEDICAL, CATA-PRCCESSIkC CIAChCSIS, IhFERMAIIC-SYSIEM C246<br />

DIAGRAM<br />

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SYSTEM<br />

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CLERICAL<br />

DIFFERENCES<br />

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WCRK-GRCLP<br />

DIFFERENCES TC CUESIICS C SEXUAL STAkCARD AN<br />

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DIFFERENCES lh lEE CCST CF SEARCHINC FOR CLERICAL WORKERS IllO<br />

CISCRIMIhATIEh CCCLPATIChAL WAGE DIFFERENCES llll<br />

RACIAL CIFFEEkCES I JOE SEARCH WACES 1164<br />

DIFFERENTIAL<br />

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TEE SEMAhTIC DIFFERENTIAL Ak IFCRMATIC SOLRCE 0861<br />

MEASLREMET CF CCRFORTE IMACES EY TEE SEMANTIC DIFFERENTIAL C953<br />

DIFFICULTY<br />

CIFFICELIY= EMPLCYEE ATTITLCE SUPERVISORY RATIkCS EFFECTIVENESS<br />

JOE<br />

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CISSEMIkATICh<br />

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1CO, EPTICAL SCAkI&C FORM, CIVE LEGISLAIORS EDUCATIONAL CAIA<br />

CIGITEK<br />

EASE.' 1027<br />

DILEMMAS<br />

CF ECLCATIOkAL [VESTMET CI89<br />

DILEMMAS<br />

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AE FYCIENE CIMEhSIONS FOR R--÷-D ENGINEERS 0485<br />

MCTIVATER<br />

RELATIChSHIPS AMEND LEACERSFIP EIMESIChS AND CCGhITIVE STYLE<br />

C58<br />

C634<br />

0985<br />

C823<br />

0419<br />

0120<br />

C525

DIRECT<br />

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CF STANDARD DIRECT COSTINC 055I<br />

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DIRECT INVESTMEhT AND CCRRCRATE ADJLSTMENT TECHhIGUES CBBO<br />

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MBCICARE<br />

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DISABLED<br />

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TPEYRE<br />

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CF CISAPPCIhTMENT 0843<br />

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O£SCIPLIhE<br />

EFFECTIVE EISCIPL(E POSITIVE PROFIT TOCL' C210<br />

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A<br />

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AhALYSIS OF ALCIENCE CFARACIERISTICS C250<br />

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BIAS Ih MULTIPLE CISCRIMIkAN1 ANALYSIS C51<br />

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OF SVI FOR FEMALES IN CLRRICULA 0497<br />

CISCRIIAhT-ANALYSES<br />

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OISCRIMINATIC CCCLPATIChAL WACE OIFFEREhCES 111<br />

AGE CISCRIMINATICh IN EMPLOYMENT PRCFIBIIED<br />

DISEkCFAhTMET<br />

REORLITI£ CCBAT SILOEhT CISEkCFANTMEkT 05B<br />

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GENERAL<br />

VISLAL DISPLAY SYSTEMS MANAGEMENT PRCDLEN SCLIhG IC93<br />

DISPLAYS<br />

ASSIMILATION FROM UPDATED DISPLAYS C523<br />

INFCRMATI£N<br />

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CISSB¥1hATICN INCVATION i03<br />

OISSOkANCE<br />

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CF TEE FINANCIALLY DISTRESSED 054'<br />

CHARACTERISTICS<br />

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TECFhCLCCY AhC MAkPOWER LTILIZATXCK IN CISTRIBLTICN ACEhCIES C23(<br />

PHYSICAL CISTRIELTIOh FCRCCTTEh FRCHTIER CTC(<br />

27<br />

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METHODS OF ESTIMATING CONSUMER PREFERENCE O[STRIBUTICN 0968<br />

METFCC FOR OBTAINING THE INFORMATION AIRIX FCR A<br />

SIMPLE<br />

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PROCEDURES SL@JECTIVE PROBABILITY OISTRIDUIIONS 1006<br />

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FCINTS Ik TEE PEIHODOLGCY OF URiAh POPULATION DISTRIBUTIONS I055<br />

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YOUR<br />

DISTRICT<br />

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A<br />

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DATA BANK KEEPS PAYING CIVIGCNCS 0868<br />

FCRCS<br />

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Ah<br />

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FROM TEE EYES OF CCCTCRS AC FCPIIAL APINISTRATOR C343<br />

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WY WOMEh STAY FORE, CCMPAY CCCICRS ANALYSIS C34<br />

DCCLMENT<br />

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FEW<br />

C781<br />

C425<br />

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CT76<br />

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CE CCMFLTER lIME<br />

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NE EUPLICATCRS MERE ALICMATE, CLEAhER CPERATICh<br />

YhAIC<br />

CEARACTER LF CRIIERIA CRCANIZAI|CN CPANCE<br />

DYNAMIC<br />

hEW EIRECTIENS IN INELSTRIAL DYNamICS<br />

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TRANSFCRMATICN<br />

ECCNCRIC FLANhINC FCR SMALL R[AS FE FLANNING FRECESS<br />

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EMPLEYMENI ECENOMIC CREOLE- SCLIFEAEI<br />

CCSI REELCT|Eh ECENOMICAL<br />

ECEhCMICS<br />

EELCATICh<br />

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ECISILN-AKIhC, EFFICIENCY ECChOM¥<br />

INFCRAIICh-PRCCESSINC ECP CCMPLTFRIZATIC CCST-CZNTRZL<br />

ECP EVOLLTIEN AN[ REVCLUTICN<br />

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TRAINIhG ERCCRPMINC, ATA-PRCCESSIhC ECP<br />

CCMFLTERIZATIEh ECP, CAIA-FRCCESSINC<br />

FCRECASIINC, ECP, EAIA-PRECECSINC<br />

ELF, OATA-gRECESSIhG<br />

EBP RECTE-TERMIEAL TELEFECE ATA-PHCME<br />

SELECTICN CF ECP PERSEhNEL<br />

ELF EXPERIENCES EF SMALL DE,PANICS<br />

CIC4<br />

C29<br />

C403<br />

fiOTl<br />

C28<br />

0866<br />

C681<br />

C204<br />

1185<br />

llg7<br />

CG20<br />

C350<br />

136<br />

C43<br />

C152<br />

1155<br />

ClS6<br />

C135<br />

C167<br />

C184<br />

25<br />

C466<br />

1086<br />

1119<br />

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C449<br />

C039<br />

C458<br />

CCC3<br />

CCC5<br />

C017<br />

COSt<br />

CC81<br />

C104<br />

Cl37<br />

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0139<br />

C140<br />

C141<br />

0201<br />

C2C9<br />

C218<br />

C228'<br />

C?45,<br />

28<br />

EDUCATION<br />

TEE PECFLE IN ECP C260<br />

ELF CCMELTERIZAIIEN 0262<br />

LChC-RANGE FLANNIhC hO TCP MANACEMEhTS ROLE IN EEP C277<br />

ECP FERSCNNEL SFCLLB IMPRCE CCMPLhICATICN TCC C280<br />

ECP, CCSIS C298<br />

EP C317<br />

8TF ANLAt REFC CN StRIES C347<br />

TRAIhlhC ACCE6hTIC PERSCNhEL FCR ECP SYSTEMS 0399<br />

REC£R[-KEEPINC FEASLRSFEhl, P C423<br />

WFAI EP SERVICE LRELS ZFPER IE A C647<br />

SCANNERS- Y TC LNSICP TE EDP INPLT BCITLEMECK i097<br />

ECP FCR FLNCIICNAL COSI ANALYSIS Ii?0<br />

ECtCAIE<br />

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EVALLATE<br />

TRAININC, JCE, EELCAIE, AMINISIRATIVE<br />

TEE BIC hEW FUSE IC ECLCATE C761<br />

ECCATE AKAIYZE<br />

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FGW SEVE FIRMS EEbCTE IHEIR IN-CFFICE PERSCNNELo' C774<br />

CRCANIZATICN, JZS-EEA EZLCATE C979<br />

EEUCAIES<br />

EELCATES 0627<br />

PLANNEE,<br />

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ECLCATIC<br />

ECLCATICN<br />

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ECLCATICN,<br />

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TRAININC, ECLCAIICN CI75<br />

AELEI EBCATIEN lh SINGAEZRE, 1950-I 0179<br />

ESLCATICN CI81<br />

ECChCMICS EELCATICN C183<br />

RAINlhC, EELCII£K OIg<br />

TE CONTlhLlhC EELCATIEh ERCP-OLT, AN INCREASIhG PREBLEM C2C4<br />

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EDLCATICN, EECISICh-NALYSIS, GAMES-BUSInESS 0278<br />

CPERATICNS-RESERCE TRAININC, IEACEIC, EDLCATT£ 0299<br />

AhCICAPPEE, EZLCAIICh, REFAgILIIAIIEN C335<br />

HIGEER EEUCTICN FCR TPE EXECLTIVE ELITE C346<br />

TRINIhC EZLGATICN C37<br />

TESt, ORCAIZATI£AL, AKIC, IPORMATICAL, EDLCAT|Ch,ECISICN<br />

TRAINING FR£CRAS, ECbCTIE, AhALYSIS C426<br />

HICEER EEUCTICN 042?<br />

SATISFACTIEN EELCIICN GLESIICNNIRE SCCIAL-CIASS G486<br />

MEDICAL ECLCATICN CCtLEGE 0497<br />

SELECTE, ECLCIICh, NAEYSIS 0501<br />

IRAINIKC, SAIISFRCTIEN, FERSCKEL, ECLCAIIOh C515<br />

JC, ELCIEh, AhALSIS, LESIlBhIRE 051<br />

PRCCRA, ERCANIZE£, EEbCATICN, AEMINISTRTIVE C52<br />

C421

(cont,nued)<br />

EDUCATION<br />

EDCATIC C560<br />

JOB<br />

RECRLIT, FLAIkC PAhPO¼ER, ECLCATICN C626<br />

PSYCHCLCCY-EhGIhEERIhC, FLAhhIhCe EELCAIION, CONTROL C629<br />

TRAINING, FERSCNNEL, EDUCATION C676<br />

EDUCATION, ACPINISTRAIIOh C690<br />

INFERMATICN ECLCATIOR ANALYSIS MANACEYENT 0695<br />

TRAIRIRC SELECT, PERSCNREL, INFORMATION, EDiCATICR C68<br />

ECbCAIICN, CONTROL C71I<br />

RULES, FECICARE, ECUCATICR, ADMIRISIRATICN C?I2<br />

ECUCATICR, ARALYSIS<br />

EDbCATICR ACPINISIEREC CLESIIChNAIRE MAIL OBOl<br />

CRGANIZATICRAL, ECbCATICN 0818<br />

CRGANIZATIER, IRECRMATICN, EUCATICh, CECISICR, ANALYSIS C847<br />

CCMFLTER|ZEC<br />

ORGANIZATION, JOE, ECUCATIC C860<br />

FERSCNEL JOE, EVALLATINC ECbCATICN C862<br />

MARNETIkC ECLCAIICR ARC PERSONNEL AS RESEARCH AREAS 0B62<br />

RETRIEVAL, ECLCAIICR, ACMIkISIRATIVE<br />

RECRUITMENT FERSZNEL JOE EELCAIICN C612<br />

CRCARIZATICNAL, FAKING, INFORMATION, EDUCATION<br />

RtARRING,<br />

{UESTICAIRES<br />

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TESIEC, EUCATICk<br />

OPERATIOnS-RESEaRCH, EDUCATION C892<br />

ECbCATICh, NALYSTS 0957<br />

ECbCATICN TC SERVE OCCUPATIEkAL ENDS 1088<br />

EDbCATICN IRAIRI&C 1088<br />

EDUCATIC CATA-RRECESSIRC IkOVATIVE 1183<br />

THE DECISION TC IRVESI IN CCATIENAL ECLCATIEN AN ANALYSIS 1206<br />

EDUCATIONAL<br />

MECICIRE ECUCAIICkAL, CCMPLTERIZAI[ON C12<br />

PERT,<br />

TRAIRINC, EELCATIENAL C180<br />

DILEMMAS CF ECLCATIONAL INVESTMENT 0189<br />

TRAIRINC ECLCATICkAL DATA-PROCESSING C402<br />

PRCCRAM, PERSCRNEL, ECbCTICNAL 0569<br />

PRCGRAPPIRG, ECbCATIEhAL C580<br />

hBE£EC, A RATIEhAL ECLCATIChAL DATA DEALER C598<br />

ECLCATICNAL, ANALYSIS C616<br />

IRAIING ECLCTIE&AL C657<br />

IhFCRMATIEh, E[LCATICNAL C666<br />

TEE SOVIET EDUCATIONAL ARC RESEARCH REVCLbTIOR 0695<br />

PROMOTION TC TEE EDUCATIONAL MARKEI C?O]<br />

ORGARIZATICN, ECLCATIDNAL<br />

TRAINING FRCORAM, EDUCATIONal 0?09<br />

PAKIRG, ECLCAIICNAL, CECISIEk, ANALYSES C72<br />

FRECRAMMEC IRRCVATICN, ECLCATICRAL C75<br />

EDbCATICNAL TECFCLCCY<br />

PRCCRAMS, PERSONNEL, ORGANIZATION, EDECATIONAL,CMINISTRATIGh Og8<br />

[00, OPTICAL SCARhIC FORM, GIVE LEGISLATORS EDUCATIONAL<br />

IGIIEK<br />

1027<br />

BASE.'<br />

POLICIES TCWARC ECbCATIGNAL LEAVE AD CCLRSE SUBSICIZATICR 1045<br />

EDECATICRAL ITAIkMEI OF WCRKERS' 1078<br />

EDUCATORS<br />

MAKINC, ECLCTCRS, BECISIEN DATA-PROCESSING C605<br />

ORGANIZATICRS<br />

EDUCATCRS ACMIISIRATCRS C701<br />

C617<br />

29<br />

EFFICIENCY<br />

EFFECT<br />

ITEMS SYNERCISTIC EFFECT C176<br />

IDEATIONAL<br />

ICLSTRIAL PRACEMET AND [IS EFFECT Ck PERFCRMANCE C364<br />

TEE EFFECT CF CLESTICR ORDER E RESFChSES C5[0<br />

A RETE Ch TE EFFECT CF FRIVACY Ik IAKINC YPING 1EELS 0522<br />

CHOICE SALES PESSACE EFFECT Ck CbSTCMER-SALESFAN INTERACTION<br />

TAFE RECCRCINC EFFECT ON ACCLRACY DF RESFCNSE IN SLREYS 0?59<br />

EFFECT EF SIMLLIE£ SOCIAL FEEL@ACK CR ICIVICLAL FERFCRFAkCE<br />

EFFECT CF FRIER TELEPHONE AFFCINTFET Ch CQMPLEIICN RATES 1095<br />

EFFECT EF CHANCES IN JOB SAFISFACTIC CN EMPLOYEE TLRNCVER 1196<br />

EFFBCTIVE<br />

MEASLREMENT CF FRCFESSICRAL RECRLITIkG EFFORT C045<br />

EFFECTIVE<br />

EFFECTIVE MANAGEMENT AND TEE FLMAk FACTER C164<br />

EFFECTIVE CISCIFLIhE POSITIVE PROFIT TECL C210<br />

EFFECTIVE TRAIIG PROGRAMS FOR COLLEGE CRALATES.' C268<br />

AN EFFECTIVE ITERNAL MAkACEMET REFCRTIG SYSTEM C404<br />

SOME CHARACTERISIICS CF EFFECTIVE INTERVIEWERS C4I<br />

MORE FFECTIVE MRKETIRG RESEARCH USINC ACMINISIRATIVE PROCESS<br />

HOW THE EFFECTIVE EXECLTIVE ECES IT 549<br />

WHAT MAKES A EFFECTIVE EXECLTIVE C555<br />

EFFECTIVELY<br />

SLIES EFFECTIVELY 0715<br />

USIC<br />

EFFEClIVENESS<br />

EFFECTIVENESS AND SALES SLFERISICR CO0<br />

MARKETIC<br />

JOB CIFFICbLTY, EPFLCYEE ATIITbCE SLFERVISCRY RATINCS CI20<br />

SAT|SFACTIE MORALE EFFECTIVENESS 0120<br />

THE EFFECTIVENESS CF SELF ADMINISTERED CLESTICNAIRES C453<br />

PERSONAL EFFECTIEKESS F PHYSICIANS I FEDERAL CRCARIZATIC<br />

FREEICIIN£ CRCIZATICN EFFECTIVENESS WIF LEADERSPIF THEORY C527<br />

TESTS ANALYSES RECRESSIDk RAGERIAL EFFECTIVENESS CE8<br />

EFFECTIVENESS CF TRADITIONAL SIKLARC COST VARIANCE REBEL 0826<br />

EXFERIPEhTAL CESIONS IN PEALRINC RRCPCIIO EFFECTIVENESS C9B<br />

EFFECIS<br />

CF PENSION PLANS Ck MOBILITY AkC HIRING ELDER WORKERS<br />

EFFECTS<br />

EFFECTS CF CRCLF CCHESIVERE C CRCANIZTICN PERFCRPNCE C255<br />

EFFECTS CF ICCFE LPC SFCEFING ALTITUDES C326<br />

EFFECTS Ch FRCELCTIVIIY CF CROPPING INCIIDLAL ICEhIIES C]]l<br />

HYPOTHESIS CF FEIRARCFY CF EFFECTS AR EVALLATICE 0443<br />

EFFECTS CF MLSIC Ck EPPLCYEE AIIITL[E AKC FRCLCIIVIIY C92<br />

CF TLIIICN PAYMENT D IRVCLVEMEI C BEREFIT FRCF<br />

EFFECTS<br />

PROGRAM C528<br />

MAkACEPET-CEVELCPMEkT<br />

EFFECTS CF AETIILCE-SCCRE AEJLSIETS B AGE CLRVES C6?B<br />

BFFECTS CF ICLSIRY SIll EIISICN CF LABOR CN ADMINISTRATION<br />

CCMPLTER EFFECIS LPC MAACERIAL ACCCUNlING JOBS C885<br />

EFFICIENCY<br />

C028<br />

EFFICIENCY<br />

CECISICN-MAKIRC, EFFICIERCY, ECONOMY COB9<br />

BUCCET-PLAIC, EFFICIERCY CO?<br />

BATCHIRG FERIPEERALS FOR EFFICIENCY AND SAVINGS 0118<br />

CRGANIZATICRL HEALTE AND COmPAnY EFFICIENCY C224<br />

TRAIkING C£hFICEhCE EFFICIENCY C360<br />

EFFICIENCY AND ERROR CCNIRCL IR DATA CCPMLNICATICkS 0412<br />

TE COST CF EFFICIENCY 0559<br />

068<br />

C488<br />

CC40<br />

078

(conhnued)<br />

EFFICIENCY<br />

LSE CF COLORS iC [YPRCVE CPERATIKG EFFICIEKCY C923<br />

TE<br />

FbRNITLRE SELECTION FOR PEAK EFFICIEKCY C931<br />

FFICIEKCY-CCIRCLLE<br />

EFFICIEKCY-CCNTRCLLEC REDLCTIGN OF NON RESPDhSE<br />

CbESTICNNAIRE<br />

EFFICIEhT<br />

EFFICIENT, AITITLDIKAL CCBO<br />

EVALLATIhC,<br />

Ah EFFICIENT EISIRICT CFFICE C227<br />

REDESIGNEE RECEPTION AREA IS COMFORTABLE, QUIET, EFFICIEKT C374<br />

TEE EFFICIEN1 LSE CF AK IMPERFECT FERECASI C490<br />

EFFICIENTLY<br />

EVALUATION, EFFICIENTLY, CLERICAL-TASKS C098<br />

UKDERUTILIZATICN,<br />

ELA@CRATICN<br />

VIEWS CK SOCIAL ACCCLNTINC- AN ELABORAIILk iC61<br />

LITILETCkS<br />

ELCERLY<br />

IN EIRIC ThE ELEERLY C604<br />

KCNEISCRIMIKATICN<br />

ELECTRONIC<br />

FEWER GRAP CC?O<br />

ELECTRONIC<br />

ELECTRCNIC ACCCLNTINC SYSTEM C348<br />

ELECTROKIC LTA FRCCESINC ANC TEE FERSLNKEL FUKCIIDN C]65<br />

ALDEKS ELECTRLKIC PRLSPECTCR C848<br />

ELECTRENICS-IECENICI<br />

JOB-ANALYSIS, [LECTRCNICS-TECFkICIAhERFDRMAkCE-JCB<br />

SELECTICk,<br />

ELIMIAIICN<br />

SCIENCE AC TEE ELIMINATION CF POVERTY 0967<br />

SCCIAL<br />

ELITE<br />

EDUCATION FOR TEE EXECLTIE ELITE C346<br />

ICER<br />

EMERGENCE<br />

EMERCENCE EF MANACEMENT FECRY Zt PART CNE 0216<br />

TEE<br />

TEE EMERCECE CF PROFESSION CBSO<br />

EPOTICN<br />

RATINC, SCALES, EMCTIC CC38<br />

TESTINC<br />

EMOTIONAL<br />

CCRFCRATICS REGARC FECFLE ITH EMCIIONAL PROBLEMS C353<br />

BOW<br />

EMPIRICAL<br />

RECIPROCITIES MULTIPLIER--AN EMPIRICAL EVALLATICN CC44<br />

TEE<br />

AK EMPIRICAL TEST CF TEE FERZBER TWE-FACICR TEECRY 0482<br />

EMPIRICAL TEST CF THE HERZBERG ThE-FACTOR THEORY 0483<br />

APPLYINC EMPIRICAL METFOCS lC COMPUTER-BASED SYSTEM CESICK C487<br />

EFIRICAL AFFRLACF TC CEkERL-BLSIES CRITERICk SPECIFICATION<br />

SATISFACTION JCE EMPIRICAL TEECREIICAL C680<br />

A EMPIRICAL SILEY OF SCEECLLIkC DICISIC BEFAVICR 0689<br />

EMPLOYEE<br />

LICFT CK ICETIFYIkC TEE ALCOHOLIC EMPLCYEE ECC6<br />

KEW<br />

CFARACTERISTICS CF PRIICIPNIS lh AK EMFLOYEE SLCG[STICN PLAN<br />

SUFERVISCRS, RESFCNSIBILITY, PERFCRPAKCE, EPLCYEE, ABILITY C088<br />

JCB DIFFICLLTY EMPLOYEE ATTITLEE SLPERVISCRY RATTLES OIL(<br />

CRGANIZINC CCMPLTER SERVICE TC SLFPLY EMPLOYEE MOTIVATION 0259<br />

TEE MAA£ERS RESFCKSIEILITY Ik EPFLCYEE LEVELCPMEkT CIO<br />

EMPLOYEE REFERRALS, FRIME T[CL FCR RECRUITING WORKERS C4Z5<br />

EFFECTS CF MLSIC CK EMFLCYEE ATT[TLEE AKB PRCDLCTIVITY C492<br />

A KEh APPRCACF TE EMPLOYEE TRAIIC C746<br />

TFE SUFERVISER- YEaR KEY EMFLEYEE 131<br />

EMPLZYEE SELECTIEN 108<br />

TE FUTURE CF EFLCYEE DEVEtEPENT 1131<br />

EFFECT CF CFAKCES IN J08 SATISFACIIC C EMPLCYEE TLRCVER 1196<br />

EMPLCYEES<br />

SELECT, MCTIVATE, EMPLOYEES CI2<br />

RECRLIT,<br />

FRCBLEMS IN FINEINC CLALIFIE[ EMPLOYEES C456<br />

0801<br />

C192<br />

C677<br />

C04<br />

30<br />

ENGINEERS<br />

CCES BUSIKESS CISCRIMIkATE ACAIKST EMPLOYEES ABCVE 45 0459<br />

WFAT REALLY MOTIVATES EMPLCYEES C461<br />

CEPERSGNALIZATIC- SCME IMPLICATIONS FOR BAKK EMPLCYEES C584<br />

METIVATIC CF EPFLEYEES<br />

TFE ETEER EMFLCYEES I TFE SCFECL, NEK-1EACEER BARGAINING 0983<br />

ERE PORE TIME- ECh DE YCL MOTIVATE EMPLCYEES I013<br />

FUME MERIT ICREASES FOR SALRIEC EMPLLYEES I181<br />

EMPLCYEES-<br />

TC RATE YDLR EPLCYEES- SEVEN SYSTEMS MCST FIRMS LSE 10S9<br />

FEW<br />

EMPLOYER<br />

IMPACT, EMPLOYER, AIIITLDES 05]<br />

CISABILITY,<br />

EMPLOYING<br />

TEE FICF SCECCL CRDPCbT 1185<br />

EMFLCYIkC<br />

EPFLCYMEkT<br />

Ak CUTMCCEC EMPLCYMENT RESTRICTION C096<br />

ACE,<br />

LABOR FCRCE SEkSITIVITY IC EMPLCYMENT BY AGE AhC SEX 015<br />

IKTERVIEW EMFLCYPET APPLICANT RECRLIT 016<br />

DEVELCPINC FIR EMPLOYMENT FRCGRAMS CLIOELINES C388<br />

EEVELOPINC FAIR EMPLOYMENT ERCCRAMS C389<br />

SOME CRRENI LECAL ASPECTS CF EMPLCYMENT TESIIKG 0594<br />

AGEC EMFLCYMEhl FLACEMEK1 C604<br />

PRESENTING EMPLOYMENT OFFERS TC FRCFESSICAL PERSCKKEL 0633<br />

CASEWORK PRINCIPLES AFPLIE TC hOSPITAL EMPLOYMEhT PRCBLEMS 0641<br />

SMMER EMPLCYMET C705<br />

WCRKER SKILLS I CLRRET EEFENSE EMPLOYMENT C77<br />

CCCLFATICAL SFIFTS IK hECRC EPLYPEhl<br />

GOALS IN hEGRC EMPLOYMEET 0930<br />

EMPLCYMEhT ACT EEJECTIVES AE OLR PRICE-COST PERFCRMANCE C933<br />

OPTIMAL PRCCLCTIEN SCEEDLLIC AKC EMPLOYMENT SMCCTEING 1004<br />

PART-TIME EMELCYPENT 1066<br />

TEE INVIOLATE, ELT IKPALIC EMPLCYMENT PREDICTORS 1072<br />

EMPLOYMENT LNEMELCYMET SIATISTICS PAIL SIRVEY<br />

EMPLOYMENT ANC ECONOMIC CRCTF- SELl,EAST 1086<br />

PUBLIC EPLCYMET IN SAVANAE GECRCIA 1lOB<br />

MAKIhG EMPLCYEhT MEAINCFLL<br />

BREAK EChh YCLR EMFLCYMEKT ERRIERS I157<br />

AGE CISCRIMINATICN IN EMPLCYMENI PRCFISIIED 1174<br />

LhEMPLCYE LNEEREMPLCYMET EMPLOYMENT 1188<br />

JDE-EEFAVIDR EMFLCYEkT 1210<br />

ENCCLRGE<br />

CRANTS ECEURAGE RECICAL CENTERS, TOTAL SYSTEMS lIS<br />

FECERAL<br />

ENCYCLCPELIA<br />

ENCYCLCFECIA CF STAGIkC IECFhIQLES II66<br />

TEE<br />

ENFCRCIhC<br />

IFE RLLES--FCW EC PAhACERS DIFFER<br />

EkFCRCING<br />

ECIkEER<br />

FRESEkT IFERMATICN SERVICES SERE TEE EGIKEER C085<br />

EC<br />

EkCIkEER TF JOE TD FIT TEE MAkACER CI]3<br />

EkCINEERIC<br />

PERSOnal TOLCE TC RECRLITING ENCINEERINC TALEKT C095<br />

ACING<br />

ROLE OF TEE TECNICIA I INELSTRIAL ENCINEERING 0470<br />

PRCCRESS CF CRACLAIE RSEARCF I INELSTRIAL EGIkEERING C629<br />

CF BEFAVICRAL SCIENCES TC TFF PRACTICE CF IKDUSIRIAL<br />

APPLICAIICk<br />

066]<br />

ENCIEERIkC<br />

IkDLSTRIAL EMCINEERIC AD SDCIC-TECFNICAL SYSTEMS<br />

TEE SUCCESS STORY CF VALLE ANALYSIS, VALUE ENGIKEERING II9<br />

ENGIkEERS<br />

AKC FCIENE CIPENSICS FOR R-+-C ENCINEERS C485<br />

MOTIVATOR

ENTERPRISING<br />

ENTERPRISINO<br />

ENTERPRISI PAN ANO TE BLS[hES EXECLTIVE C057<br />

TE<br />

ENTREFRENELRS<br />

ANC UREAN RENEWAL 0398<br />

ENTREPRENEURS<br />

ENTRIES<br />

OF MhLAL ENTRIES IN CAIA-CCLLECTICN OEVICES C787<br />

ACCLRACY<br />

ENTRY<br />

TC TEE FILE-- RANCCPIZE CR INDEX C678<br />

ENTRY<br />

FURTHER ANALY515 OF CCMPbTING CENTER ENVIRONNENT C671<br />

ENVIREhMENTAL<br />

ENVIRONMENTAL CFRACTER[STICS ANO ORKER RESPONSE G725<br />

AIENATICN<br />

EOUAL<br />

OPPORTUNITY SHEULD HIRING SIANDARC$ BE RELAXEO$ ) C001<br />

EUAE<br />

EQUAL J£ CPPORILNITY- TE CREDIEILITY CAP 1114<br />

EQUALIIY<br />

INTECPATICN, ANC JGE EQLALITY 1087<br />

DISCRIMINATION,<br />

EQLIPENI<br />

CATA-PRCCESSING EQLIPPENT C228<br />

ECF<br />

A REPLACEMENT POLICY EASEC CN EQLIPPENT AGE 0289<br />

COW ¥0 STANEARCIZE OFFICE E{LIPMENT C01<br />

ECUIPNENT FOR YCbR COMPANY LIBRARY 1037<br />

OCCLPATIENS IN RAOIO-TV COPLNICATICN EQUIPMENT MANUFACTURING<br />

ERRCR<br />

AhC ERRCR CCNTRCL IN CATA CCMMUNICATIEhS<br />

EFFICIENCY<br />

ERRORS<br />

ORCERS WIIFCLT ERR£R<br />

PNQNE<br />

ESTIMATE<br />

IMPROVED EASIS TO ESTIMAIE CCNIRQL R-+-fi TASKS<br />

Ah<br />

ESIIMIEO<br />

PEASLRES FOR ESIIMATE EATA<br />

PRQABILITY<br />

ESTIIINC<br />

EVALLAIICh CF LINEAR PRCCRAMING AND MULTIPLE REGRESSION FOR<br />

AN<br />

MANPOWER REQUIREMENTS C586<br />

ESIIMATIhC<br />

N{TES Oh ESTIPATINC AND ELMER SCIENCE FICTION 0708<br />

ESTIMATING HE PROGRAMMING LCAO 0728<br />

PBTFCCS OF E$11PAIING CCNSLPER PREFERENCE DISTRIBUTION 0968<br />

ESTINATICN<br />

EXPERIMENI [h PROBABILITY ESTIMATICN QES2<br />

AM<br />

SAPFLIhG kITE APPL[CAT[CNS TO TIME STANCARD ESTIMATICN<br />

ATIVITY<br />

0593<br />

THE USE CF CREEP STATISTICS IN ESTIPATIEh 1154<br />

EVALUATE<br />

EVALLATE REPCRTS RECRLITMENT CATA-PRCCESSING C017<br />

INFCRATICN<br />

SATISFACIION EVALUATE URBAN C026<br />

EALbATE RESEARCFt FLANNINC 0054<br />

INFCRATICN-SYSIEM EVALLATE DECISION-MAKING 013<br />

EALUATEt E£LCAIE TEACHING LPERVISOR C336<br />

EVALUATE C3¢2<br />

OVER [OCO SYSTEMS MEN EVAbATE CQBAL. 0386<br />

PROGRAMe PLAN EVALUATEe CENTROL<br />

IFCRATI£ INCEXINC EVALLATE COCLMENTATIGheATA-PRCCESSINC<br />

[NCEXe EVALLATE C678<br />

UPERVISCRY SATISFACIIONe CRGANIZAIICNAL EVALLATE 0527<br />

SELECTICN EVALAIE 0529<br />

?RAIkINe MANINC JOE EVALLATE CECISICNt T-GRCLP C570<br />

TESTt MANINC EVALUATE 809<br />

PERSENE= EVALLATE 0659<br />

HAVE YOU THE CO'RAGE TO EVALLATE YOLR Ok JOB 0731<br />

1127<br />

C412<br />

0932<br />

CITT<br />

C677<br />

VALUATION<br />

ERGNIZATICkL EVALLTE 0751<br />

TRIhING SELECTEC PROGRAM, EVALLATE CENTRCL 0783<br />

MAKING, INFCRMATICN EVALLAIE AhALYZEC C88<br />

EVALLATE CRITICAL-INCICENI 1099<br />

IS TPIS ANY WAY IC EVALUATE TRAINING ACTIVITY 1168<br />

EVALLATE 1170<br />

APPRAISALS MEASLRE EVALUATE COPMLNIIY 1179<br />

EVAtbATEC<br />

EVLLATEO 0254<br />

CLERICALt<br />

TESTING EVALATEC 0622<br />

OPT[MALt INFORMATION, FCRECATt EVALLATE£ DECISION C90<br />

FLAhNINC CRCARIZATICk INFERVATICN EVLLATEC CSI<br />

FORECASTING, EVALLATEE C547<br />

SATISFACTIC PRCCRAMMER JCE EVALLATEO ANALYSES AOPIhISTERED C636<br />

CRGANIZATIChe JCEe EVALUATEE C660<br />

SUPERVISERS CRCAhIZATICN MAKIkC EVALLATEC, OECISIChe-GRObP<br />

CRGAhlZATIChL EVALATEC, CONTRCL ANALYZED 0737<br />

TRAININC PRCCRAPe EVALUATEO C750<br />

EVALUATES<br />

EVALLATES 0380<br />

FLAhS<br />

TESI EVALUAIES 0387<br />

SBLECTICN FRCGRPMIG IhFCRMATICN EVALUATES 0558<br />

INFCRMAIICN EVALtATES 0658<br />

EVALbIINC<br />

EVALUATING MCTIVATICN C016<br />

COMMUNICATIEhe<br />

EALbATINC EFFICIENT AITIILIhAL CCEO<br />

SELECTICh EVALLATINC GRAPFCLCCY 0168<br />

TRAIING EVLLTIhG ORIEhlTIO 0268<br />

SUPERVISCRS EALLATINC C393<br />

ORGANIZATIEN EVALLATING SERVICE C471<br />

CFART FOR EVLLAIING PRO[C1 RESEARCH AN[ DEVELOPMENT PROJECTS<br />

SELECTEO INDEX, EVALLATIkC 05?8<br />

PRCCRAMS PLAhNIC EVALUAIIkC PGCELS RATINGS 0592<br />

EVALLATIkC CCNIRCL, ANALYSIS REGRESSION 0621<br />

PRCCRAM FLAhNIkC-PREGRAPPIhG-EUCCETING EVALUATINGALYSIS C727<br />

SELEETIEk FBECRAMMER PLAk OREANIZAIIEN EVALLAIINC 809<br />

FLAh EVALLATIhC CCNTR£L STAhEARCS 0812<br />

IhFCRMATICh EALLATIhG CCCLMEhTS 0066<br />

PERSCNEt 30B EVALUATING, EDUCATION 0862<br />

TRAINING PRCCRAPe PEPSOhNELt EVALLATINC CChIRCL C973<br />

EVAtbAIION<br />

SELECTICN PERFCRMANCEt EVALUAIION<br />

TRAINING<br />

PERFORMANCE EVALLATIEN MESLREMET C025<br />

SELECTION INTERVIEWS iN EVALUATION CF PLBLISME RESEARCH C030<br />

EVALUATIEN, OECISICN-PAKINC CO31<br />

CNCIRECTIVE-TECFIQbE EVALLATIEN SLPERISERS<br />

EVALbATICN RLLE-EFERCEPENI, SLFERVISIC<br />

THE RECIPRCCITIE$ MUL11PLIER--AN EMPIRICAL EVALLATIC<br />

EVALUATIEN C045<br />

EVALLATICN ]EI MAACERIAL PERSOAEL ITEPIEW APTITUCE<br />

BALING<br />

0082<br />

PERFORMNCE-EVALLATIC<br />

EVALUATION C089<br />

C717<br />

0578

(continued)<br />

EVALUATION<br />

EVALUATION, EFFICTENTLY CLERICAL-TASKS C098<br />

UNOERUTILIZATICh<br />

EVALbATIEk, PERFORMANCE, NETIVATICN, MORALE, PSYCHCLOCIST C100<br />

SUPERVISCR, EVALLATICh, ROLE, FLnCTICN 0105<br />

PRCCRAM, EVALLAIIEh 0132<br />

EVALLATICN, [ECISICN-MAKIhC CISB<br />

EVALLATICh CF A READING OEVELCPMEh] FRCCRAM FOR SCIEhIISIS 0191<br />

PERFCRMAhCE, APPRAISAL, EVALLATICN 0242<br />

EVALLATICh, CCMFLTERS C247<br />

CEMFENSATIC AnC JCB EVALLATICn 0271<br />

EVALLATICn, R-÷-E, UTILIZATIEN-RESEARCF C300<br />

EVALLATICh TECHNICIANS PERSChNEL C364<br />

PERFCRMAnCE EVALLATICh C407<br />

TRAIhIhC FBCCRAM EVALUAIIEE C4Z6<br />

EVALLATIC CF ALTERNAIIVE RAIIG EEICES FOR CCSLFER RESEARCH<br />

SELECTIhC, IkFCRMATIEk, EVALLATICn, CECISION, ANALYZER 0419<br />

J£E EVALUAIIC AT XEROX, SINGLE SCALE REPLACES FELR 0437<br />

EVALLAT[C ALYZED 0443<br />

HYPOTHESIS CF EEIRARCHY CF EFFECTS AN EVALLATICk C443<br />

EEECMIC EVALLATICk CF RESEARCH ANC CEVELBPMEkT 0466<br />

SELECTION INFORMATION EVALLATICh SLRVEY C466<br />

IFORMATIC EVALLATICN AhALYZEC 0499<br />

INFCRMATIEn EVALLATICn 0509<br />

THE EVALUATIOn CF SUJECIIV IF£RMAIIC 0509<br />

RLES, PLA, 3EB, EVALLATIC 0568<br />

THE JOB EVALLAIIC MYT C568<br />

PRCCRAMMIC, MAFCWER, IFCRMATIC EVALLATIO ANALYSIS 0586<br />

EVALUATIEN CF LINEAR PROCRANNIG AND MULTIPLE REGRESSIDN FOR<br />

AN<br />

PhPCWER REQUIREMENTS 0586<br />

ESTIMATINC<br />

PRCCRAMPIC, InFCRMATION EVALUATIOh COOING 0599<br />

WORK JOB EVALLATICn AEPRAISL 0634<br />

SUPERVISORS AITITLEES EVALUATIQN CCMMLICATIO C640<br />

SATISFACTION, JOE, EVALUATION C643<br />

FCRECASTIhC, EVALUATION 0669<br />

MAKING, EVALUAIION 0683<br />

INFORMATION, EVALUATIDN 0687<br />

PLANS, EVALUATICN, ANALYSIS 07[6<br />

ORGANIZATIONAL EVALUATION AD AUIMGRITY 0737<br />

ELAnhING, EVALLATICN 0741<br />

IFCRMATICk, EVLLATICN 0788<br />

EALUATICN OF TOIAL SURVEY 0788<br />

PRCCRAM, PLAN, PERT, EVALUATION, CONTROL C806<br />

CEMFLTER AIES TC CLINICAL TREATMENT EVAtLATIC 0810<br />

PRCCRAMMIC, PECICAL EVALLATION OBIO<br />

PERSEnEL EVALLAIICh C815<br />

SELECTICN, EVALLATIOn 0867<br />

TESIING, SELECTIOn, RECRLITMET, EVALUATION, CUALIFICATIENS 0902<br />

CRGAhIZATICnAL FERFCRMAhCE-AEPRAISAL EVALUATIOn C903<br />

CCOIhG SELECTIOn, EVALUATIC 0913<br />

A FERWARC SIEP In PERFORMANCE EVALLATIC 939<br />

TRAINING= FRCORAMS PANPCWER EVALLATIOk, ANALYSES,DMIISTRATIOk<br />

TCCLS FCR +E EVALLATI 1022<br />

MAhACEMET EVALLATIOh I052<br />

0419<br />

0984<br />

EXPANDING<br />

EVALLATIEk PRICING CECISICnS 1129<br />

JCB-NALYSIS<br />

PERFCRMAhCE REFCRT SIAFFINC EVALLATIGN SLPERVISR I65<br />

APPRAISAL EVLLAIICN 1178<br />

EVALbATICk-PERSCnkEL<br />

EVALUATIOn-PERSONNEL 0117<br />

WZRK-PLAnhIC<br />

EVALLATICS<br />

SELECTEE, {nFCRMAICh, EVALUATICn 0491<br />

TESTS,<br />

TESTING, JEE, EVALLATIDNS, AnALYZEC 0590<br />

PSYCHOLOGISTS, IhFCRMATICN, EVALLATICkS, CODING ANALYSES C720<br />

EVALLAICR<br />

JOB EVALLAICR ANC IFE CRCANIZATIEN C392<br />

THE<br />

EVAtbICRS<br />

EVALLTERS 0682<br />

TESTSe<br />

EVIDENCE<br />

EVIDENCE Ch CCkTRACT CLALSES BAnlhC DISCRIMINATION C198<br />

NEW<br />

EXAMIATICn<br />

Ik EATA PROCESSIkG EXAMINATICN 0560<br />

CERTIFICATE<br />

EXAIAT[En EEVELCPMEkTS lh kISCChSIn I026<br />

EXCEFIIGN<br />

BY EXCEPTION TFRCLG INFCRMAIICN PROCESSING 0200<br />

MANACEMET<br />

MAnAGEmENT EY EXCEPTIEk EIRARCHICALLY C361<br />

EXECLTIVE<br />

ENTERPRISINC AN AND THE BUSINESS EXECUTIVE 0057<br />

THE<br />

COST OF LIVERSITY SPCSCREC EXECLTIVE EEVELCPMEhT PREORAMS C094<br />

EXECUTIVE MCTIVATIEN--PLLS CR MINUS.' CtB?<br />

IG£R ECUCATIC FOR TE EXECLTIVE ELITE 0346<br />

27 ECOKS EVERY EXECLTIVE SFCLLC HAVE REAC 0354<br />

-IALK- SYSIEM EASES EXECLIIVE PAEERkCRK 0439<br />

THE CANCERS EF EXECLIIVE ISELAIION-A 0496<br />

HOW THE EFFECTIVE EXECLTIVE COES IT 0549<br />

WhAT MAKES Ah EFFECTIVE EXECLTIVE C555<br />

MANACEMEnT VIEWS TE EXECLIIVE SEARCH FIRM 0596<br />

EXECLTIVE SLCCESS 063<br />

TAT CRRELATES CF EXECLTIVE PERFORMANCE C645<br />

TEE ROLE CF THE SLECCnSCICUS IN EXECLTIVE DECISION-MAKING 0653<br />

TE CENTLE ARI CF EXECUTIVE PERSUASION C864<br />

SUBORDINATES VIEkE OF INEFFECTIVE EXECLIIVE BEHAVIOR 0908<br />

THE STAGGERIhC COST CF THE AICDFCLIC EXECUTIVE 1116<br />

TEE EXECLTIVE klhE QUiZ 1130<br />

TVE EXECLTIVE SECBETRY I139<br />

EXECUTIVES<br />

CDMMLhICAIIEhS FEB CHIEF EXECLIIVES C142<br />

CLEAR<br />

TPE ChRIC MARKET FOR EXECLTIVES 0170<br />

NEW JOBS FCR CLC EXECLTIVES 0232<br />

BLLEPRInT TC ELILC EXECLTIVBS 0815<br />

THE YOLC EXECLTIVES 3, AT TFB CRLCIAL POINTS OF DECISION|' 089]<br />

HEW WELL CCMPENSATED ARE ECRO EXECLTIVES 0963<br />

THESE RESTLESS YCLG EXECLTIVES 1134<br />

FORMULA FOR MEA5LRIG EXECLTIVES II78<br />

EXHIBIT<br />

YCbR AkIVERSARY WITH A SPECIAL EXHIBIT 0828<br />

SUFFERT<br />

EXH,IEITS<br />

WAYS TC BETTER EXHIBITS 0?32<br />

B<br />

HCW TC LE MITE[ MEDIA I EXHIBITS.' E69<br />

EXIT<br />

USE CF THE EXIT INTERVIEW 0272<br />

EXFANOEO<br />

EXPAEING<br />

LAEER MARKET I An EXPANDING EC£NOMYo' 0458<br />

THE

EXPECTATIONS<br />

EXPECTATIChS<br />

SOCIALIZATION CF MANACERS EXPECTATIONS CN PERFORMANCE<br />

EXPECTATIONS AhC CRORCLIS lh SCFCCLS OF hORSING.'<br />

EXPECITING<br />

EXFE£1TIhC PIS CELIERIES CN SCFEDLLE<br />

ACVANCE<br />

EXFENCITLRES<br />

TO ANALYZE PLRChA$1NG EXPENCITbRES<br />

hOW<br />

CAPITAL EXPENCIILRES NALYSIS- BIBLICCRAPHY.'<br />

EXPENSE<br />

MATCPIkC REVEhLE ¼ITF EXFENSE<br />

CN<br />

EXPERIEhCE<br />

EXFERIENCE AT TPE CENSOS.<br />

CCRFLTER<br />

GCVERNMEhl SLPPER INTERNS- TPE GEGRCIA EXPERIENCE<br />

REFLECTICAS C T-GRCLP EXPERIENCE<br />

EXPERIENCES<br />

EXPERIEkCE5 CF SMALL CEPPANIES<br />

COP<br />

EXPERIPEhT<br />

EXPERIMENT IN MANAGEMENT AUOITING<br />

AN<br />

Ak EXPERIPET lh FROEABILIIY ESTIMATION<br />

EXPERIMENTAL<br />

CESICNS IN PEASLRIhG PRCMCIION BFFECIIVEhESS<br />

EXPERIPEhIAL<br />

EXPERIMENTATION<br />

APPLICAIICN CE FACTORIAL EXPERIMENTATION TC TEE<br />

AN<br />

WRK-MEASbREMET-RROCESS<br />

EXPERIMENTS<br />

SYSIEMS EXPERIRENIS<br />

MOCELS<br />

EXPERT<br />

EXFERT INFORMANTS EY SLRE¥ MEIFCDS<br />

STOCYIhG<br />

EXPLORATORY<br />

FCR MAGEMEhT EEVELCPMENT- Ak EXPLORATORY hCTE<br />

REACINESS<br />

EXPEhETIAL<br />

MCEEL EXFNENTIAL sMCeTFING MLTPL REGRESSION<br />

FERECASIIkC<br />

EXPSLRE<br />

EXPCSLRE TC INFORMATION CRITICAL REIEW<br />

SELECTIVE<br />

EYES<br />

FROM TFE EYES CF B[CICRS AB FCSPITAL ACPINISTRATOR<br />

MECICBRE<br />

FACILITIES<br />

FACILITIES ARPROACF TE SYSTEM CONVERSION<br />

THE<br />

TECFIQUES FOR ASSIGNMENT OF FACILITIES TC LOCATIONS<br />

FACT<br />

EATA REPORT FACT CI FANCY<br />

NEIChBORFCCC<br />

FACTOR<br />

RAhAGEMET AND TFE HbMAN FACTOR<br />

EFFECTIVE<br />

HUMAN FACTCR [h TOTAL QUALITY CONTROL<br />

CRITERIA Ih FACTOR ANALYSIS<br />

FACTOR ANALYSIS CF A SALES SECTION £ATTERY<br />

A)TITbCES TCWARC MANAGEMENT THEORY AS A FACTOR Ih MANAGERS<br />

FACTOR-ANALYSIS<br />

IN FACTOR-ANALYSIS CF SLPERVISORY BEHAVIOR INVENTORY<br />

HALE<br />

TESTING FSYCbCLECICAL STATISTICS FACTOR-ANALYSIS<br />

FACTOR-SCORE<br />

FACTCR-SCCRE<br />

FAC¥CRIAL<br />

CChCRLENCE IN CRITERION EVELCPMENT<br />

FACTORIAL<br />

AFPLICTICN CF FACTORIAL EXPERIMENTATION TC ThE<br />

Ah<br />

WCRK-MEASRERENT-PROCESS<br />

FAC?CRS<br />

VERSOS SKILL FACTORS IN WORK GR{OP PRODLCTIITY<br />

ATITUE<br />

BACKCRGLhO FACTORS lh AIRLINE MECHANICS WORK MOTIVATIONS<br />

FACTORS Ih CCLLEGE ATTENBAhCEo<br />

FCTCRY<br />

SIMPLE INCENTIVE PLAN FOR YOR FACTORY FgREMA.<br />

A<br />

FACTORY-<br />

ANOPIE CF ]hE -PAPER FACTORY- WORKER<br />

ThE<br />

FACTS<br />

VENCCR RECCRCS KEEP FACTS C FILE<br />

C533<br />

FACbLIY<br />

1197<br />

FRESTICE h[ LOYALTY CF LIERSIIY FACLLTY<br />

CN<br />

G940 FACLLTY FRATERNITIES<br />

FAIL<br />

LEAE£RS WFC FAIL TFEIR COMPANIES<br />

C565<br />

FAILLRE<br />

1070<br />

RECRbIIERS CLIEE TC SbCCESSFLL FAILt.RE<br />

A<br />

FAIR<br />

£230<br />

FAIR EMPLOYMENT PRCCRAMS CLIBELINES<br />

CEVELOPIhC<br />

C370 CEVELCPIhC FAIR EMPLOYMENT FR[GRAMS<br />

FAKE<br />

1162<br />

RESPCkEETS WHO FAKE CChFbSE SLRVEY IFCRMATION<br />

BETECTIC<br />

1167<br />

C218<br />

C278<br />

52<br />

FALLACY<br />

FALLACY lh PERSONNEL IESIINC<br />

8ASIC<br />

FAMILY<br />

EETEEN FAMILY ACKCRCLkCS AND WORK VALLES<br />

RELATICSFIP<br />

SOCIAL SECLRITY AWE FAMILY IhCCME RECLIREMENTS<br />

TEE FAMILY £LECET<br />

FATICLE<br />

0948<br />

FAI ICLE<br />

PERFERMkCE<br />

0719<br />

1156<br />

MEASLRIhC FAIICLE<br />

FEASIBILITY<br />

SIL£Y CF CPERATIZS-RESEARCF IN ISLRAhCE<br />

FEASIBILITY<br />

FEASIBILITY CFCCSE<br />

FECERAL<br />

C851<br />

EFFECtiVENESS CE FFYSICIANS IN FEDERAL LRGA,IZATICk<br />

PERSEAL<br />

Ii52<br />

PERSOnnEL CEELPMENTS Gh TEE U FE£ERAL LEVEL<br />

£654 FEGERAL CRAKTS ECCURACE RECIChAL CEhTERE TOTAL SYSIEMS<br />

FEEDBACK<br />

FEECEACK<br />

C796<br />

C33<br />

0447<br />

1056<br />

1179<br />

FEECEACK Ih ACCICENT CCNTRCL<br />

EFFECT CF SIMt. LAIEC SOCIAL FEECBACK CN [N£IVIOLAI PERFORMANCE<br />

FEECEACK<br />

FELLCWSHIP<br />

CCHPAkIES SPONSOR FELLOWSHIP PLAS<br />

WFY<br />

SCFCLARSFIFS Ah[ FELLCkSFIP CRAWLS<br />

FEMALE<br />

0164<br />

CLERICAL<br />

FEMALE<br />

0199<br />

FEMALES<br />

DISCRIMIhANT-AhALYSES CF SVI8 FOR FEMALES Ik CLRRICLLA<br />

C795<br />

FIELC<br />

0895<br />

FCRCEITEh FIELE ALES M,hAGER<br />

TFE<br />

CC9<br />

FILE<br />

RECCRCS KEEP FACTS Ch FILE<br />

VENEER<br />

:FILE--<br />

C035<br />

EtwTRY TC TEE FILE-- RANCEMIZE CR IhCEX<br />

0865<br />

1186<br />

Clg2<br />

0739<br />

FILES<br />

CLT F.LES ANC FILINC PRCCEELRES<br />

COSTING<br />

hEW CCMFLTERS SLFFCRT AUTCTE CENTRAL FILES<br />

ILI,C<br />

FILIAC A&C FINblhC<br />

FILMINC,<br />

TRAIkING CCEINC FILINC CLERICAL<br />

BEST KhE FILIkC TRLISS- ARC kEY TFEY ARE TRLE<br />

clg3 CLERICAL FILINC IYPINC ;ICTAIIkC<br />

C517 CCSIIhC CLT FILES ANE FILIhC PRCCECLRES<br />

OT2<br />

FILP<br />

Ch FILM FROM EIT TO MICRC-IMACE<br />

PRIkIOt,<br />

FILPIhC<br />

FILFINC, FILINC AkC FINBINC<br />

C408<br />

FILMS<br />

HCW RUCF CCCC EC FILMS CC<br />

C743<br />

FILS<br />

0827<br />

C958<br />

C95g<br />

C178<br />

C572<br />

C388<br />

C389<br />

C4S9<br />

C154<br />

C784<br />

0935<br />

1C32<br />

CC65<br />

05C0<br />

C223<br />

leg0<br />

C4B8<br />

IIO<br />

1183<br />

C152<br />

C438<br />

C64<br />

I155<br />

C626<br />

1180<br />

1196<br />

C497<br />

CIBl<br />

C827<br />

C478<br />

11C0<br />

1120<br />

C536<br />

0923<br />

1C54<br />

Icgl<br />

IlCC<br />

C2C7<br />

C536<br />

C655

(conhnued)<br />

FILMS<br />

STEPS TC FEllER FILMS<br />

17<br />

FILMSTRIPS<br />

TC MAKE FILMSTRIPS ELI EF MEVIES IIG<br />

FEW<br />

FINANCIAL<br />

EF FINANCIal AEMIhISTRATIEh CSOE<br />

MCCEL<br />

CECISICk TFECRY AE FINANCIAL MANAGEMEkl 088<br />

FINANCIALLY<br />

CF TFE FINANCIALLY ZISIRESEL C54<br />

CHARACTERISTICS<br />

PRCELEMS I FIkEIkC CLALIFIEE EMPLEYEES 0456<br />

FILMlhC, FILIhC hE FIhCIhC<br />

FIhCICS-<br />

CCSIS- SGME SLRVEY FIkCIkCS 0545<br />

FIRING<br />

FIRE<br />

CCMPANIES FIRE PEOPLE 0495<br />

WEh<br />

FIRM<br />

TFCLCFTS Lh INTERNAL C£NTRCL SYSTEMS OF TFE FIRM C01<br />

SCME<br />

CCCLPATICNAL MCBILITY WITHIN TFE FIRM 0590<br />

MAACEMENT VIEWS TFE EXECLIIVE SEARCh FIRM 8596<br />

SFAFINC TFE FASTER SIRATECY CF YLLR FIRM C642<br />

FIRMS<br />

SEVEN FIRMS EFLCATE IFFIR IN-CFFICE FERSCNhEL C774<br />

FEW<br />

FEW TO RATE YCLR EMPLCYEES- SEVE SYSTEMS MCST FIRMS LSE<br />

FIT<br />

TFE JL TC FIT TFE MANAEER 173<br />

ECINEER<br />

FIXTLRES<br />

SFELVES FLRhITRE IhCEXES CCKS IC3<br />

FIXILRES<br />

FLEXIBILITY<br />

MAPCWER- SLFPLY AC FLEXIBILITY<br />

CtkSTRUCTICN<br />

FLEW<br />

FLE Ahb EECENTRALIZEC EECISICh MAKIhC INARKETINC<br />

IhFCRMAIILN<br />

FLCW-<br />

EF -[FLRMTICK FLC- OB<br />

MCRFFGLCCY<br />

FLCWCFbRT<br />

FLCCFART C26(<br />

CCCLMETATIC<br />

FLCkCFARTS<br />

ThE EEST CESICh kith FLCWCHARTS<br />

PICKING<br />

FEED<br />

FCCE<br />

PCVERTY<br />

FCCE FLh 1136<br />

FCRCE<br />

FCRCE SENSITIVITY lC EMPLCYMET BY AGE AC SEX C15]<br />

LABER<br />

FCRECAST<br />

FLRECAST, PRECICTICN C02<br />

9LAN-MAKIC,<br />

FCRECAST 034<br />

TFE EFFICIENT LSE CF Ah IMPERFECT FCRECAST C4C<br />

CFIIMAL, INFERMAIII FORECASI EVALLATEC ECISICN 49(<br />

FLANNIhG, MAKIhC, FORECAST, EECISIC<br />

PRCFIT FLANNINC LSIhC FCRECAST SCFECLLES<br />

TRAIkIC PRCCRAMS JOE FORECAST LNSKILLEE WORKERS<br />

SELECTEC PRCCRAM, IhFORMATIEN FCRECASI, ANALYSISECRESSION 065<br />

FCRECASI, ANALYSIS C74<br />

FCRECASTIG<br />

CAST, ACCCbNTIC, 8LCCETIC CC7"<br />

FCRECASTIEC,<br />

FCRECASTINC ECP EATA-PRCCESIhC C138<br />

CPTIMIZIhG, FCRECASTIhG C258<br />

FLANhlhC, FCRECASTINC, GECISICN, CCNTRCL, ANALYSIS C46<br />

FCRECASTINC, EVALLATEC C54]<br />

FCRECASTIhC TECFICUES CSQ<br />

FERECASTIhC MEEEL EXPEENTIL SRGGTFINC MLTPL REGRESSIEN C65<br />

FCRECASTIKC, EVALLATIEN C66S<br />

C69<br />

34<br />

FUNCTIONS<br />

TECFNCLCCICAL FERECASTINC C670<br />

TESI, GRGAhIZE FCRECASIIhG, ANALYSIS C670<br />

TECFhCLCCICAL FCRECASTIC MANACEMEhT ICCL C742<br />

INCEXES, FCRECASIINC, ANALYSIS 0820<br />

FCRECASIIhC, EECISICN, AALYSIS C88<br />

SLPERVISICh, FCRECASTIhC, ANALYSIS csg<br />

LChG-RAhCE FCRECASIING N[ PLANNING TECFNIGLE I008<br />

SYSTEM FCR BLCCET FCRECASIIG A CPERATING PFRFCRMANCE I184<br />

FCRECASTS<br />

FRECASTS, PREICTICNS 0275<br />

FRCJECTICKS,<br />

PLA, FCRECASIS 055I<br />

FCRECASTS, LECISICh 0574<br />

CRGAhIZ1IChAL, FCRECASTS 0685<br />

FLANERS, FCRECASTS C48<br />

FCREICN<br />

TO TAP TFE PCZL CF U TRAINEE FCREIGN STUCENTS 0816<br />

FGW<br />

FCREMAh<br />

CF TFE FCREMA RCL[ CI05<br />

AFFIRMAIICN<br />

A SIMPLE INCENTIVE PLAN FCR YCbR FAETCRY FOREMAN C408<br />

FCREMAh--MASIER<br />

FGREMAN--MASIER ANC ICIIM CF CCLBLE TALK Gl?l<br />

ThE<br />

FCRM<br />

TO CRA ELSIhESS FCRM 040]<br />

FGW<br />

CEMEINATICN FERN SFEBCS ChE-CT PLRCASES ogeo<br />

ICO, ZFTICAL SCANhlhC FCRM GIVE LEGISLATCRS EOUCATIONAL<br />

ICIIEK<br />

1027<br />

ASE<br />

FERNS<br />

AhC MCERh FERNS CF SCIENTIFIC TEAMWORK.' 059<br />

TRACITIEhAL<br />

FCRMLLA<br />

AhC PRICES 8Y FGRMLLA cg05<br />

WAGES<br />

A FCRRULA hER MEASLRIh& EXECLTIVES.' I178<br />

FRACTLRE<br />

CTITIS-MECIA FRCTLRE CANCER 1069<br />

APPENDICITIS<br />

FRAIERIIIES<br />

FRATERNITIES 0959<br />

FACLLTY<br />

FREE-FERN<br />

hEW ART CF FREE-FERN MANAGEMENT C024<br />

ThE<br />

FRESh<br />

SLANI CN IFE INLCTICh PRCGRAM C273<br />

FRESh<br />

FRESh LCCR AI MAhACEMENT E CEJECTIVES 0832<br />

BEhAVICRAL SCIENCE OFFERS FRESh INSIGHTS ON NEW PRCLCT 0911<br />

FCCIIEN<br />

EDP IS IMFRCIG THE PERSONNEL FLNCTICN C017<br />

hEW<br />

SLPERVISCR, EVALLATICh, RCLE, FLhCTICh CIC5<br />

TESIINC, RCLE, FLhCTICN C156<br />

ATTITLCES lh YANAGEMET--VI PERCEPTIONS CF THE IMPORTANCE CF<br />

JCB<br />

PERSChALITY IRAIIS AS FUhCTICN OF LINE VERSLS STAFF TYPE<br />

CERTAIN<br />

JC8 0166<br />

RCLE, FbhCTICN, LEADERSHIP-STYLE, TRAIhlhG CI73<br />

WCRK-ASSICNMFhI, RCLE, FLhCIICN C176<br />

FUNCTICN ANC CYSFLhCTION IN ThE CRGAhlZATION C196<br />

ELECTRChlC [ATA PRCCESSIh¢ ANC ThE FERSChNEL FUhCTICh C365<br />

ERGAhIZIhC STAFFIC CPERATIhG IhFERMAIIN SERVICES FLNCTICN<br />

LIILITY FLhCTIEh CER[VEC FRGM SIRVIVAL GAME 0872<br />

ThE FURCFASINC FLNCTICh ANE FERT NETWORK ANALYSIS.' I075<br />

FLNCTICAL<br />

CLAIIFICATIN RECLIREMEhIS FLhCTIEhAL APPREACM 612<br />

CEVELCPIhC<br />

EEF FOR FUNCTICNAL CCST ANALYSIS IITO<br />

FLNCII[hS<br />

kITh RAhDCM ARRIVALS ANC LINEAR lESS FLhCTIONS OI2g<br />

SCFEULINC<br />

C825

(continued)<br />

FUNCTIONS<br />

SYSTEM [;IACRAM CF TEE FLNCT[ehs CF A MANAGER<br />

A<br />

FLNC<br />

ACCLklInC CEVELCFMENTS IN TPE ARMY [nCLSTRIAL<br />

MAhACEMEhT<br />

Fbn[; MERIT InCREaSES FOR SALARIEC EMPL[;YEES<br />

FLNCAMENIALS<br />

CF eLIL[;InG WINNInC TEAM<br />

FLnCAMEnTALS<br />

RECRLITInC--IFE FCRGCITEN FLNCAPENTALS<br />

FbNCAMEnIALS CF £1RECT FAIL<br />

FLNCAMEnTALS-RESEARC<br />

FLnEAMEnTALS-RESEARCF<br />

PREMIUM<br />

STRAIEGIES F[;R ALLCCATINC FLnCS<br />

SEMLLATICn CF MAnACEMENT CECISICn 8EFAICR FLNCS ANC INCOME<br />

FLRNIILRE<br />

SELECTION FER FEAK EFFICIENCY<br />

FLRnITURE<br />

FIXTLRES SFELVES FLRNITLRE In[;EXES eZCKS<br />

GAME<br />

FLNCIICn DERIVEC FB[;M SLRVIVAL GAME<br />

bTILITY<br />

GAMES<br />

MANACEFS FLAY<br />

CAVES<br />

GAPES-BUSInESS<br />

CECISICn-NALYSIS, CAMES-BLSInESS<br />

E[;bCATICn,<br />

GAP<br />

CLESE TFE KnCkLE£CE CAP AT TEE T[;P<br />

LETS<br />

BRICCIhC TE CAF In LCNC-RAnCE FLAnnlnC<br />

EQUAL JC8 CFFCRTLnITY- TEE CRE[;IILITY CAP<br />

GATEKEEPERS<br />

CTEKEEPERS ANE FCRCES IN TE hEWS CHANNEL<br />

NEWSPAPER<br />

GENERAL<br />

FLANNER CENEPAL FLANNIhC AnC TFE CITY<br />

TE<br />

TEE CEMA FCR CEnERAL ASSISTANCE PYPEnlS<br />

CEnERAL PLRFCSE EISPLAY SYSIEM<br />

SEVEN CENERAL CLIEINC PRINCIFLES OF EATA PRCCESING<br />

AESCP GENERAL AFPRZAC TC MAnAGEMEnl INCRMATI[;n SYSTEMS<br />

GENERAL-8LSInESS<br />

APPRCACF TC GENERAL-BbSINESS CRITERICN SPECIFICATICN<br />

EMPIRICAL<br />

GEhERATICn<br />

THIRC GEnERAIICN<br />

TEE<br />

TEIR£ GEnERTICN PERT/LC<br />

TE CENERATICN CF INFGRVATICh<br />

GECCRAFIC<br />

CECCRAPhC CCCInG<br />

CCMFLTERIZEE<br />

GECRCIA<br />

EMFLCYMENl IN SAVANNAE GEZRCIA<br />

PbELIC<br />

CCVERNMEnT SLMMER INTERNS- TE CECRCIA EXPERIENCE<br />

GEETIC<br />

INK F[;R CEIT[; InPSTRIES<br />

RE<br />

GCAL<br />

SETTInC AS MEANS CF INCREASING VCTIVATIGN<br />

CCAL<br />

MCTIVATICN CCAL-FLAnINC<br />

GCAL-SETTInG<br />

C[;AL-SETTInC<br />

GAL-SETTINC<br />

CEAL-SETTINC CECIIGN-VAKInC<br />

GCALS<br />

TEE CCNCEFT CF CRCANIZATICNAL CCALS<br />

CN<br />

RETIREMENT IhCCME CGALS<br />

CCST VALLE RISK GCACS<br />

CCALS AnE CRCANIZATI£k CP [;ECISICN-PAKINC FCR TEE<br />

WELFARE<br />

RESCLRCES<br />

WATER<br />

1153<br />

0823<br />

1181<br />

CEll<br />

C368<br />

C564<br />

C778<br />

C240<br />

1158<br />

cg31<br />

1037<br />

C872<br />

1011<br />

C278<br />

C336<br />

c34g<br />

li14<br />

0853<br />

CC26<br />

C027<br />

C372<br />

0687<br />

I059<br />

CCALS In nECC FMFLYMEnl C3O<br />

GUIDE<br />

GCEEkILL<br />

IC LSE RCLII\h LCCSIEn T[; PUILG COMMUNITY GCFCHILL C430<br />

FCW<br />

CCVERNMEnI SLMM[R INTERNS- TFE GECRCIA EXPERIENCE 1162<br />

GRAE<br />

FC£R CRA CC70<br />

ELECTRONIC<br />

GRACE-FLInT<br />

ANALYSIS CF PIREC-CHelCEIVISICn-CF-TIME-<br />

VLLTIPLE-RECRESSICN<br />

IN RELATICn IC CRAEE-FCIkT ERACE C646<br />

GRACLATE<br />

GRACLAE CFARACTERIST[CS RECREITING DECISIEnS C537<br />

CCLLEG£<br />

PRCCRESS CF CRAELATE RESEARCF In INELSIRIAL EnGInEERInC cE2g<br />

GRACLTES<br />

IRAIklnC PROGRAMS FOR CCLLEGE CRA£ATES C268<br />

EFFECTIVE<br />

GRANTS<br />

RCLE In ACCCLnTInG FC8 ANTI-P[;ERT PRCCRAM CRAFTS<br />

CPAS<br />

SCF[LARSFIFS AC FELLCWSFIP CRAnIS<br />

FECERAL CR#nlS EKCEbRACE RECICNAL CENTERS, TCTAL SYSTEMS<br />

GRAPEVINE<br />

TC £C A£CLT TEE CRAFEVInE<br />

WFAT<br />

GRAFFIC<br />

CRAPFIC<br />

FISTEGRAM<br />

ICS-<br />

GRAFF<br />

CRAF ICS- ERE ARE E<br />

C[;MPLTER<br />

GRAPFCLCCY<br />

EALLATINC, CRAPFELCCY<br />

SELECTIEn,<br />

GRATbITIES<br />

AS SCLRCE OF INCOME In TEE LCDCInG INCLSTRY<br />

CRAILITIES<br />

GRIC<br />

EECISIE-MKInC ERIC<br />

TFE<br />

GRIPERS<br />

TC CCE IC CRIPS ITF CRIPERS<br />

ECW<br />

GRCLF<br />

FERSCNALIT, CRCLP<br />

CECISICn-MAKINC,<br />

GRCLP ACCEPTANCE COPtLNICATICN<br />

ATTIIUCE VSLS SI

GUIDE (continued)<br />

CLIFF TC MEET[KC STYLES, CREEPS AKC METFCCS II02<br />

GCIEELIKkS<br />

TEChKICLE C079<br />

CLIEELIKES<br />

EEVELCPIKC FAIR EMFLEYPEKT FRCGRAMS CLICELIKES C]88<br />

JC8 8ESCRIFTILkS CLIEEL[ES FCR FERSCNKEL PAKACEWEKT C928<br />

CPERATE CbIEELIKES 1173<br />

GLICIKC<br />

CFKERAL CLICINC PRIKCIFLES CF EAT PRCCESSIC C687<br />

SEVEN<br />

hABITS<br />

ARF YCLR LISIEKIKC FAOII C416<br />

hCk<br />

hCk TC ChaNCE TEE FAEITS CF NATIbK 0829<br />

hACCLIKG<br />

CCCC- SIAKOARC CCKIRACTS AC PACGLIKG C949<br />

CAFITAL<br />

hALE<br />

[K FACT[R-ANALYSIS EF SLEERVISCR BEhAVICR IKENTERY C035<br />

hALt<br />

HAKDICFPEE<br />

PLACEWkI, WIKCRITIES C02<br />

EAKLICAFFEC,<br />

FAKEICAEPEE E[LCAIIE, REhtILITAIILN C335<br />

REIRIEVE FLAKIKC IFCRPAIICN FACICAPPE;, DCCCWE&T,CKTRCL<br />

NEW SCLRCE CF FRLLRAMERS TFE VISLALL FAKCICAFPEC C897<br />

TRAIKIKC REERLII PRCCRAWWER PERSCKEL hAKCICAFFEE C97<br />

PLAY-FRLCCCI3 FASkCC ABILITIES-IkCERPERATEE FAKCICAPPEE<br />

kCRKShCPS<br />

1137<br />

hAKCkRITIC<br />

CCES hAKCkRIThC REEAL<br />

khAI<br />

hAPPEKEC<br />

EVER hAFPEEE TE SPICE CPIK-EFF<br />

kFAT<br />

hARO-CCRE<br />

LRN hARE-CCRE LKFWELCYFE<br />

IKKER-CITIE<br />

CREAK hARC-CCRE LKEMFLCYEE ELACK<br />

HEACSTRT<br />

EEAESTAPI,TPACFER IERESI AKC CCWMIITMEKT<br />

FRCJECT<br />

ELTF<br />

hEaLTh SERVICES<br />

CCWMLKITY<br />

CRCAkIZATICKAL FEALTF AWL CCPAKY EFFICIENCY<br />

KEECEE- KEk FEREFECTIVE EK FEALTh SRVICS<br />

ACCELKTIC FCR PLELIC hEALTh KLRSIKC AS

HOW (conhnued)<br />

HOW TO USE RCbTINE OCCASIEN TO BUILD COMMUNITY GOCEWILL C430<br />

HEW TO CFOCSE<br />

HOW TO EASE lhTC A MANAGEMENT INFORMATICN SYSTEM 0460<br />

OW THE EFFECTIVE EXECUTIVE DOES IT C549<br />

HCW ANOY MCGFEE COT BETTER JOB CSSO<br />

HOW TO ANALYZE PLRCHASING EXPENDITURES 0S65<br />

HEW TO RECECE OFFICE COSIS.'<br />

HOW AND WHY- TC STARI CEMPANY PLELICATIEN<br />

HW MUCH GCCE EC FILMS OC<br />

HEW TO PANACE CREAIIVE PEOPLE<br />

hCg TO SET EF FRCJECT CRCA&IZATIO&<br />

HOW THE -ERC ERCE- hELPEE ACENTS SELL<br />

HEW TO MAKE HEALERS AND SALES MEN FEEL IMPORTANT C733<br />

HOW SEVEN FIRMS ECECATE IHEIR IN-OFFICE PERSONNEL.' C774<br />

HOW IO TAP THE PEEL EF U.S TRAINEE FOREIGN STUDENTS C816<br />

HEW TO CHANCE IHE HABITS EF NATION oB2g<br />

HOW SOCIAL SCIENCE RESEARCF CAN PELF MANAGEMENT 0934<br />

HOW WELL COMPENSATED ARE NECRO EXECLTIVES 0963<br />

ONE MORE TIME- HEW DC YGE MOTIVATE EMPLOYEES 1013<br />

HEW MANACEMENT CAN SELVE TEE OCERMAN SFCRTAGE ID43<br />

HOW TO RATE YObR EMPLCYEES- SEVEN SYSTEMS MOST FIRMS USE.' IOgg<br />

PEW TO MNACE MAINTENANCE 11C2<br />

HOW TO MAKE FILMSTRIPS GET CF MOVIES Ii05<br />

HOW A WCRLCW[DE CCRPCRATECN MANACES CHANCE 1146<br />

HW IC USE MIXED RECTA IN EXHIBITS I169<br />

HUMAN<br />

MANACEMENT AND TFE HUMAN FACTER C164<br />

EFFECTIVE<br />

HbMAN FA£TCR IN TEIAL QUAlIIY CO&TREE 0199<br />

HUMAN RELATIONS LABORATORY TRAILING- TREE UESIIDNS 014<br />

C@VELOPMENT CF A @EMAVIOR TAXONOMY FOR DESCRIBING FbMAN TASKS<br />

HUMAN REACTIONS ARE THE NATLRE CF MAN 0665<br />

CLEARING THE AIR IN HUMAN RELATIENS IOO<br />

HUMAN RELATIONS AN TFE MANAGEMENT ANALYST 1029<br />

HMAN RESCERCES MEASUREMENT MAYNeT BE REPRINTED II09<br />

ACCCLNIINC FOR FLMAN RESCLRCES MAYNCT BE REPRINIEC 1140<br />

HUMAfi-RESCLRCES<br />

FUMAN-RESOURCES MANPEWER I016<br />

BEHAVIORAL-SCIENCES<br />

HYGIENE<br />

ALE YGIENE DIMENSIONS FOR R--O ENGINEERS CB5<br />

MOTIVATOR<br />

HYFCTFESIS<br />

CF A FEXRARCHY CF EFFECTS AN EVALUATION 0443<br />

HYPOTHESIS<br />

LIMIIATICNS CFIFE TWC-FACT[R HYPETPESIS OF J£B SATISFACTION 06BO<br />

IDEAS<br />

EF PLELICIIY IEEAS C424<br />

CFECKLIST<br />

IDEATIONAL<br />

lIENS SYkERCISIIC EFFECT CI?6<br />

IOEAIICNAL<br />

IDEATIONAL ITEMS THE SYSTEMS CONCEPT 0339<br />

IDENTIFICATICN-<br />

TCEL OF LEABFRSHIP<br />

SGCICNETRY--A<br />

IDENTIFYING<br />

LIGHT CN ICENTIFYIhC TFE ALCDFCLIC EMPLOYEE C006<br />

NEW<br />

ICENTIFYING PANACERS 0866<br />

ILLNESSES<br />

IN TEE CC6TS F 1REAIMENT CF SELECTED ILLNESSES 1069<br />

CHANCES<br />

IMAGE<br />

ANALYTICAL APFRCACF TC TFE CChCEPT OF IMAGE 0692<br />

AN<br />

ThE MANY NEW IMACES EF MICROFILM C415<br />

C634<br />

INCOME<br />

CS8211MPLICATICN<br />

TIME-SHARING SOME PRCBLEMS, POTENTIALITIESt AND IMPLICATION 0217<br />

OE271<br />

IMPLICATIONS<br />

C655<br />

SOCIAL IMFLICATICNS CF ALTCVATICN G233<br />

SOME<br />

C659<br />

0660<br />

C704<br />

MfiASLRERENT CF CERPORATE IMACES BY lEE SEMANTIC CIFFERENTIAL<br />

A STRETCH CF THE IMACINATICN.' C313<br />

IHPERFECT<br />

EFFIIENT LSE CF AN IMP6RFECT FCRECASI C490<br />

THE<br />

MINIMUM-CCST CPECKINC USINC IMPERFECT INFORMATICN.' 0630<br />

IMPLEMENTING<br />

AN OPERATIONS RESEARCH PRCCRAM C30g<br />

IVPLEMENTINC<br />

CBPERSCNALIZATICN- SOME IMPLICAIICNS FCR BANK EVPLCYEES C584<br />

IVPLICATICNS CF IWC VIEWS CF VOCATIONAL CEIOANCE 1205<br />

IMPORTANCE<br />

IMPORTANCE CF STATEMENT 33 CgI5<br />

TFE<br />

IMPCRIANT<br />

IT EVER IS IMFORTANT.' C640<br />

TALKING<br />

HEW TO WAKE EEALERS AC SALES WEN FEEL IMPORTANT C733<br />

IMPROVE<br />

FERSCNNEL SFCLLO IMPROVE COMMLNICATICN TEC C280<br />

EOP<br />

TFE ESE CF CELCRS TO IMPROVE OPERATING EFFICIENCY.' C23<br />

IMPRCVED<br />

IMPRCVEC LASTS TO ESTIMATE CCNIROL R-+-C TASKS C740<br />

AN<br />

IMPROVED INCENTIVE PLAN FCR SLPERVISCRS I044<br />

WORK MEASEREPENTS COST ANALYSIS IMPROVED COSTING I129<br />

IMPROVING<br />

EDP IS IMPROVING THE PERSONNEL FLNCIION COl?<br />

MOw<br />

IYPRCVINC INSPECIER PERFCRMANCE WIIF TRAINING AC VISLAL AID C783<br />

IN-BASKET<br />

MANACERS TO MAKE DECISIENS THE IN-BASKET METHOD C214<br />

IRAININC<br />

IN-CFFICE<br />

SEVEN FIRMS EDUCATE TEIR IN-OFFICE PERSONNEL C774<br />

HOW<br />

IN-SERVICE<br />

IRAIhINC C52I<br />

IN-SERVICE<br />

TRAINNEESHIP IN-SERVICE WCRK-STEY 0528<br />

INCENTIVE<br />

INCENTIVE AITITLES PERSONNEL C090<br />

ROLE<br />

MCIIVATICN INCENIIVE C293<br />

MAhACEMENT INCENTIVE COMPENSATICN' C380<br />

A SIMPLE INCENTIVE PLAN FCR YOUR FACTCRY FOREMAN C408<br />

APT, ACECUAIE PERSENAL ICENIIVE, A NE APPROACH C613<br />

WIVES- THE IC MOTIVATORS I INCENTIVE TRAVEL PRCCRAMS IOql<br />

IMPRCVE INCENTIVE PLaN FOR SLPERVISCRS 1044<br />

WELFARE PAYMENTS AD WORK INCENTIVE SOME DETERMINANTS 12C9<br />

INCENTIVES<br />

MCIIVAIICN, SALARY C161<br />

INCENTIVES,<br />

EFFECTS EL PRCELCTIVITY CF ERCPPING INOIVTDEAL INCENTIVES C331<br />

LEARNING CLRVE WAGE INCENTIVES 1203<br />

INCOME<br />

INCEME C136<br />

SALARY,<br />

RETIREMENT INCOME COALS C22I<br />

CRATLITIES AS SCLRCE OF INCOME Ih THE LOGING INELSTRY.' 0226<br />

MEDICARE ANE CISADILITY INCOME INSURANCE C248<br />

SALARY INCOME G284<br />

EFFECTS CF INCOME LPCN SFCPPING ATTITbOES 0326<br />

DEMEGRAPFY BY INCOME CLASS C608<br />

BUDCET, INCOME 069<br />

SOCIAL SECURITY AND FAMILY INCCMC RECUIREMENTS C935<br />

SIMLLATTCN CF MANAGEMENT ECISIGN BEHAVIOR FENDS AND INCOME 1158<br />

C953

INCOMPLETE<br />

INCOMPLETE<br />

WITF ICCMPLETE KNEWLECGE CF PROBABILITIES C159<br />

DECISIONS<br />

INCREASES<br />

MERIT ICREASES FOR SALARIEC EMPLOYEES 1181<br />

FUN£<br />

INCEX<br />

T£ TEE FILE-- RANECMIZE £R INCEX C478<br />

ENTRY<br />

IhCEX, EVALLATE C478<br />

PROGRAM, IkCEX 0516<br />

SELECTEE INEEX EVALUATING C578<br />

FLANKING, INCEX CCNIRGL C652<br />

JGB INCEX 0719<br />

SAIISFACTICN, PLA, JCBS INCEX ANALYZEC C725<br />

RECORDS ICEX 1054<br />

STOICS INCEX REPERTINC 1147<br />

ICEX-<br />

SbBEMPLCYMEkT INCEX- hEW MEASLRE liED<br />

THE<br />

IkEEXEE<br />

INFERMAIIEN, INCEXEC, CCCLMENTS, CONTROLS 0536<br />

FLABS,<br />

INEEXES<br />

RETRIEVAL KWIC INCEXES CPERATIONS-RESEARCF R ClOD<br />

INFCRMATIEk<br />

INDEXES, FORECASTING, ANALYSIS 0820<br />

FIXTLRES SFELVES FLRNITURE InCEXES BECKS I037<br />

InCEXING<br />

CONTROL IN AUTCMATIC INCEXIG 0086<br />

VOCABULARY<br />

INCEXINC INFCRMATICn-RETRIEVAL C086<br />

CISSEMINATICn CIFFLSICN INNEVATICN REIRIEVAL INCEXINC 0108<br />

INCEXING 0305<br />

[NEERMATICn, IkCEXINC, EVALLATE, CCCLMEnIATICNATA-PRCCESSIhC<br />

TESIING, PRECRAMMER [nCEXInC DCCbMENT CDNTRDL, OGEES CT58<br />

InCIVICUAL<br />

FO ICE IEIVICLALo' COG8<br />

AGE<br />

TECFnCLCCY AnL TEE IEIVICAL 0194<br />

EFFECTS Cn PRCCLCllVITY LF CREEPING INDIIDLAL INCENTIVES C311<br />

WORK-GRCLP VERSLS INCIVICLAL DIFFERENCES IN ATIITLDE C538<br />

EFFECT £F S[MbLATEC SOCIAL FEEDBACK CN [nCIVICbAL PERFORMANCE<br />

ICIVIAL RESPONSES AND SOCIAL DESIRABILITY 0965<br />

InCIVICUALISM<br />

InCIVI{LALISM CN IHE R+C IEAP 1046<br />

FRESERVIkC<br />

INOUCIIO<br />

SLANT Cn TEE [NCLCTIEN PROGRAM C273<br />

FRBSP<br />

IhEUSTRIAL<br />

APPRCACF TO [NCLSTRIAL MARKETING CCMMLNICATICNS C028<br />

SYSTEMS<br />

TEE INCUSTRIAL PSYCHOLOGISTS JOB C02<br />

NEW CIRECIICS In INEUSTRIAL EYNAMICS CI52<br />

DISCIPLINE In TEE INCUSTRIAL SETTING C162<br />

INELSTRIAL MANAGEMENT ANF ll EFFECT CN FERFCRMAkCE C364<br />

ROLE OF TEE TECFnICIAN In InEUSIRIAL ENCINEERINC C470<br />

CAN INCLSTRIAL FREEUCT PLELICITY BE MEASLREO C516<br />

CCMPLTER-ASSISTEC INSIRUCTIE IN [NCUSTRIAL TRAINING 0518<br />

COUNSELING InCLSIRIAL MANAGERS ITE SORTS C563<br />

PROGRESS CF CRACLATE RESEARCF IK INCLSTRIAL EnGInEERING 0629<br />

EF BEFVICRAL SCIENCES TC TEE PRACTICE CF INDUSIRIAL<br />

APPLICATION<br />

0663<br />

ENGINEERING<br />

ANENYObS SLBJECl$ RESPOnCInC TO A INCLSTRIAL CPINICk SURVEY<br />

PRCELEMS CF MANAGING INCLSTRIAL RESEARCF C64<br />

VALIEITY OF TEE JEB-CCNCEPT INIERVIEW Ik AN INCLSTRIAL SETTING<br />

INCLSTRIAL ENGINEERING AnE SCCIC-TECFICAL SYSTEMS<br />

C477<br />

C64<br />

0675<br />

C721<br />

C793<br />

8<br />

MANAGEMENT ACCbnTING CEVELCFMENTS IN TEE ARMY INCLSIRIAL FUNC<br />

INFORMATION<br />

MDELInC TEE INCLSTRIAL ELYInG PRCCESS 0946<br />

REMOTE INCLSTRIAL TRAINIhC VIA CCMPLTER-ASSISTEC INSIRLCTICn C960<br />

[NgLSTRIAL CYNAMICS AFIER TEE FIRSI CECADE 1155<br />

A FRCBABLISTIC AFPROACF TC INCUSTRIAL MECIA SELECTIOn 1199<br />

InCUSTRIAL-RELATIENS<br />

INCUSTRIAL-RELATIENS SYSTEM IN TPE FCSPITAL IN£USTRY.' 1132<br />

IFE<br />

IUSTRIES<br />

IN FCR CFEITC IhEUSTRIES Ill3<br />

REC<br />

INCLSIRY<br />

IhRCLCF TEE ALTGMCEILE INCLSTRY CllO<br />

CRCWTH<br />

CRATLITIES AS SCLRCE OF INCOME IN THE LODGING INCSIRY.' 0226<br />

EFFECTS CF IkCLSIRY SIZE CIVISICN CF LABOR CN ACMINISIRATICN<br />

A FFILCSCPFY CF RESEARCF FOR INBLSTRY 0875<br />

TEE InCUSTRIAL-RELATICNS {YTEM IN TE FCSPITAL INUSIRY 1132<br />

IhEFFECTIVE<br />

VIEkS OF INEFFECTIVE EXECLIIVE BEHAVIOR 0908<br />

SUECRCINATES<br />

INEFFICIENT<br />

INEFFICIENT CAREER 0261<br />

TFE<br />

INFLCEnCE<br />

STYLE, FIERARCFICAL INFLLENCE, AND SLPERVISGRY ROLE<br />

LEACERSFIP<br />

GBLICATIENS ClOl<br />

INFLUENCE CF A CFANGE IN SYSTEM CRITERIA OFERFORMANCE 0489<br />

RESPCNSE STYLE INFLUENCE IN PLBLIC CPInICN SRVEYS 0855<br />

InFLLECES<br />

INFLUENCES Cn STLCENT ACFIEVEMENT C959<br />

CRGAnIZATICnAL<br />

FERECITARY INFLLENCES ON VCCATICAAL PREFERENCES 0961<br />

IFCRMAL<br />

FROM TEE INFORMAL ORGANIZATION 1151<br />

LESSENS<br />

IFERMAL CCMLnICATICN 1195<br />

INFORMhNTS<br />

EXPERT IhFDRMANIS BY SLRVEY METFODS C851<br />

STbCYING<br />

IFCRMATICN<br />

EVALLATE, REPCRIS RECRLITMENT, DATA-PROCESSING C017<br />

INFORMATION,<br />

InnEVATICN, INFCRMATICN C060<br />

CC FRESEnT IFCRMATIZn SERVICES SERE TEE ENGINEER C085<br />

TEE INFCRMATICn LTILITIES 0103<br />

InFCRMAIICn REIRIEVAL K[C IndEXES CPERATIONS-RESEARCF R D ClOD<br />

INFORMATIOn RETRIEVAL FLAnnING BCGETING SLFERVISIEN<br />

KIC<br />

0107<br />

REHABILITATION-PERSOnNEL<br />

CN IFE CEVELCFMENI OF A REAEILITATIEN INFORMATION SYSTEM CI08<br />

AUTCMATEC INFORMATION SYSTEMS IN PLAnNInG, CONTROL CCMMANC Oil2<br />

FCW TC CRCANIZE INFORMATIOn SYSTEMS 0115<br />

RETRIEVING, IFERMATIEN C135<br />

INFCRMATICn RETRIEVAL 0146<br />

WFATS AFEAC I IhFCRMATIEN IECFNCLGCY C172<br />

PANACEYENT BY EXCEPTION TFRCLGF INFORMATION PROCESSING 0200<br />

CLINICAL INFORMATION PROCESSING C244<br />

TOTal INFORMATION SYSTEM 029<br />

CONIRCLLINC TFE INFORMATION VALANCFE C264<br />

NOISE IN TEE INFORMATION SYSIEM 0290<br />

TEE ACCOUNTANTS RCLE IN MANAGEMENT INFORMATION SYSTEMS 0294<br />

CRGAnIZATIEnAL, INFORMATION C361<br />

JCS [NFCRMATILh 0403<br />

RULES, PLAN INFCRNATION CChTRCL C4LO<br />

InFERMAIILN, ANALYSIS C415<br />

SELECTING, InFCRMATICN, EVALLATICN, CECISION, ANALYZEC C419<br />

0823<br />

C781

(conhnued)<br />

INFORMATION<br />

FLAhhIhC IhFDRATIDN PAhCICAPPEO DOCbMENTtONTROL<br />

RETRIEVE,<br />

I&ECRMATIN CChIRDL 0638<br />

OPTIMUM INFORMATION<br />

• HE INFORMATION SPECIALISTo 0668<br />

MARING IhFCRPATIDNt DECISION 0452<br />

INFCRNATICht CCEIbG 0656<br />

PANNING PERSDNEL INFORMATICN DATA-PROCESSIkG<br />

M TO EASE ITD A MANAGEMENT INFORMATID SYSTEN 0460<br />

DESIGN CF LARGE SCALE INFORMATION RETRIEVAL SYSTEM C65<br />

SELECTION INFORMATION EVALbA]IGN SbREY<br />

PRGGRAN PLAINGt INFORMATICN ANALYSIS 0469<br />

INFCRMATICk CDNTRCL C672<br />

PLANNING INFORMATION ANALYSING C673<br />

BYPRODUCT INFORMATION CAW PAY TE WAY FOR COMPUTER SYSTEMS 0474<br />

IFCRMATICN, ANALYSIS<br />

INECRMATICNt INDEXING EVALLAIE, DCCbMEkIATIONAIA-PRECESSIG<br />

ORGANIZATION, I&FDRMATION ANALYSIS 0679<br />

DTINAL, INFCRMAT(CN GONIRDL, ANALYSIS<br />

• ERSChNEL IhFRMATICNt ANALYSIS 0687<br />

DPTIMAL INFERNATDNt FORECASTt EVALUATED DECISION C690<br />

YESTSe SELECTECe IhFCRMATICh EVALbATIChS C691<br />

INFCRMATIDN EVALUATICN ANALYZED 0699<br />

DETECTING RESPCNCENTS WHO FAKE CONFUSE SURVEY INFORMATION 0699<br />

INCRMATINt DECISION 0506<br />

TEST, INFORMATION 0508<br />

IhFCRNATIDN EVALLATIEN C509<br />

THE EVALUATION CF SUBJECTIVE INFORMATION. 0509<br />

MANINGt INFORMATION, ADMINISTRATIVE 0511<br />

PLANNING DRDAIZATICN INFERMATION EVALUATED C516<br />

JCBSe INFORPATICN ANALYSIS 0520<br />

INSCRMATIDN ASSIMILAT]DN FREP UPCATEB DISPLAYS C523<br />

SELECTEDt [hFDRMATIONb C£DE£ 0523<br />

INFCRMATICN, CEDES 0535<br />

PLAkSe INFCRAID, INDEXEDt DDCUMEkTS CONTROLS 0536<br />

INFCRMATICN CC£ES C539<br />

INECRMATION CONTROL, ANALYSIS 050<br />

INFCRMATINt CCbNSELING C563<br />

TRAINING* INFORMATION 0545<br />

5ELECTICN PRDCRAMMING INFERMAT[UNt EVALUATES 0558<br />

THE LANCUAGE CF INFORMATION SYSTEPSo 0558<br />

TRAIWING SELECTIhG PROGRAPS PLANhED JOB INFORMATION 0561<br />

RETRIEYAL PERSDhNEL GRGANIZATIN INFCRNATIDNt CONTROLLED 0562<br />

INFCRMATIN ANALYZE 0575<br />

RGANIZE INFORMATION<br />

PRGGRANt JCE INFORMATION<br />

PROGRAMMING, MANPCWER IFORMATIONt EVALUATION ANALYSIS<br />

PROGRMMINGt JCEt INP'I]RMATICht REGRE$SIDN<br />

PRGGRAM RGANIZAINw INDRMATION ADMINISTERED<br />

PROGRAMINGt |NFDRMATIDN EVALUATIGNt CDDING<br />

THE LANGUAGE F INFORMATION SYSTEMSo<br />

PROGRAt PLANt MAKIhF INFORMATIGNt DOCUMENTATION<br />

C425<br />

0677<br />

C581<br />

C582<br />

C586<br />

0593<br />

0595<br />

C599<br />

0599<br />

0600<br />

59<br />

INFORMATION (cont,nued)<br />

CRCAhlZATIEHAL MKING, INFORMATIDN ECbCATICN<br />

PLAhNINGt<br />

C617<br />

CUESTICNAIRES<br />

PRDGRAM FLAhNINC INFORMATION 0622<br />

MInIMUM-COST CEECKINC USING IMPERFECT IFORMATIDh C60<br />

PECCRAMINC, INFORMATION, DECISION DE30<br />

PROGRAMS, IKFORMATION CATA-PROCESSIG CODE 0651<br />

SELECTEC PRGGRAM IhFORATIDN FCRECAST, AKALYSIStECRESSICN 0656<br />

PRCCRAM PLANEC INFCRMATICh 0655<br />

INFDRMATIEh EVLLATES C658<br />

IkFCRMATICh ECLCATIDNAL 666<br />

SUPERVISCRS INFCRMAIIGk, ADMINISTERED C673<br />

PRECICTIDN CF CREATIVITY FRCM BICGRAPHICAL IhFCRATICN CET3<br />

INFCRMATICh EVALLATICN C687<br />

INFORMATION FLOW AND EECENIRALIZED DECISION MAKING INARKETIkC C69<br />

IFCRMATION ECLCATION ANALYIS MAkACEMEI 0695<br />

INFCRMATICkt ANALYSIS C696<br />

TRAIkING SELECT PERSONNEL, INFCRMATICN, EDUCATION C698<br />

PLAhNINC, CRCANIZAIICN INFDRMAIIE C699<br />

PERSONNEL, IKFCRMATICN CCNTRDL C700<br />

INFDRMATIC CCCE C706<br />

PSYGCLOGISTSt INFCRATIDN EVALLATICNSt CODIkG ANALYSES C720<br />

INFORMATION CONCEPTS IN NETWORK PLANINC 0735<br />

PLAhhINGt PERT INFORMATION 0735<br />

INFDRMATIDN ANALYSIS C756<br />

IKFDRMATIEK AEMIKISTRATIVE C768<br />

PRGCRAMMERS CRCAhIZATIN IKFCRMATICN CCCPEhTATIOhhALYSTS<br />

IhFDRMATICN ANALYSIS C777<br />

IhFDRMATIDNt CONTROLLED C787<br />

INFCRMATICN, EVALCATICN 0788<br />

SELECTIVE EXFGSLRE TD INFCRPAIIO A CRITICAL REVIEW C79b<br />

SELECTIVEt PSYCFCLCGICAL, INFORMATION C796<br />

PRGGRAM PLAh IkFCRMATICN ADMIkISTRATICN C797<br />

SELECTED, INFORMATIGK QUESTIONNAIRE 0803<br />

RULESe [kFDRPATIDk 0805<br />

SELECTIkG PLANkIkG IFCRNION CEhTRCL 0822<br />

IhFDRMATICN CCTRDL C823<br />

ORGANIZING STAFFING OPERATING INFORAT[DN SERVICES FUNCTID<br />

CRGAIZ[NC IkFERMATICN 0825<br />

INFERMATICN CECISICNt CChTRDLt ANALYZ[kC C826<br />

RETRIEVAL JCES INFQRMATICN 0827<br />

PATHWAY TD FROFIT THE MANACEMENT INFORMATION SYSTEM 0833<br />

ORGANIZECt INFGRMATICN CEDIS|ONe CChTRCL ANALYSIS 0833<br />

PLANt ORGANIZATICN I&NOVATE* INFORMATICN 0834<br />

MANAGEMENTS RLE IN EEVEtDPING AN I&FORMATIDN SYSTEM 0836<br />

SBLECTIVE INFCRPATICN DCCLMENTS, CDDE 0837<br />

PLAN, ORANIZATICN INFORMATION, CONTROL ANALYSES 0840<br />

TEST, CP¥1MAL INFDRMATICN CONTRCL ANALYSIS 0862<br />

INFCRMATION EVALUATING CCCLMENTS 0846<br />

ORGANIZATIENt INFORMATIOk EDUCATIN DECISION, ANALYSIS 0847<br />

MANING |NFORMATICN EVALATE AhALYZED C868<br />

PRGGRAMS FLANNEl= INFORPATIEN CbESTICNAIRE 085[<br />

C776<br />

C825

ATION (conhnued)<br />

INFORM<br />

AkALYSIS, ACMIkISfRATIE, CLESTIONAIRE C853<br />

IkFCRMATICk,<br />

PRCCRAMME, IFCRMATIEN 0856<br />

THE SEMANTIC CIFFERETIAL A IkFORMAIIC SObRCE 0861<br />

IFCRMATIC AC AESTRACTICh C886<br />

THE CENERATIC CF INFCRMATICk CES?<br />

PROGRAM, PERSCNNEL INFORMATION 0989<br />

EATA AC IFCRPATIEN MANACEMEkT SYSIEMS lC15<br />

TEE INFORFATIC SYSTEM ALCII 1052<br />

AESOP GEkERAL APPRCACF TC MAnAGEMEnT IFCRMATIC SYSIEMS 1059<br />

PREFERENCES AMEC INFORMATICk SCLRCES LDER LhCERTAITY 1065<br />

SEVE INFIeIICRS TO MAACEMENT INFORMATION SYSIEM 1073<br />

CCkIROL CARE CIVES ISTAkT IVETCRY IFCRMATIC 1076<br />

SIMPLE MEIF£C FOR CBTAIIC IFE IhFORMAIICN MATRIX FOR<br />

MULTIVARIATE-NORMAL CISTRIBLIIO IC79<br />

AUTCPATEC IkFCRMAFIOh RETRIEVAL I091<br />

INFCRMATIC PRCCESSOR- FRIEZE OR FEE 1124<br />

POSITIVE LOCK AT MAnAGEMEnT INFCRMAT[C SYSTEMS 1133<br />

CISSEMIkATIkC IhFORMAIIOk klTMlk A CCFPAkY 1149<br />

MAJCR TASK IS IC CCORBINATE IFCRMAIICk I193<br />

IFCRMATIC-PRCCESSI<br />

ECP CCMPTERIZATICh COSI-CCTRCL COOS<br />

IhFCRMAIIC-FRCCESSING<br />

IkFORMATICk-RETRIEA<br />

IFCRMATIEN-REIRIEVAL C071<br />

MICROFILM,<br />

INFORMATIOn-RETRIEVAL PUBLIC ADMINISTRATION :084<br />

IFCRMAIIC-RETRIEVAL CC85<br />

ICEXINC, IFCRMATIOh-RETRIEVAL C086<br />

INFCRMATICk-REIRIEVAL 089<br />

IFCRMATIC-SYSTEM<br />

RETRIEVAL C110<br />

IFCRMATICh-SYSTEM<br />

INFCRMATICk-SYSIEP, [VALLATE DECISIOn-MAKING C134<br />

IFCRMATIC-SYSTEF CCCUMETATICk C140<br />

IhFCRMATIC-SYSIEM C142<br />

MECICAL EATA-PRCCESSIkC IACNCSIS IFCRMATIO-SYSIEM C246<br />

CCMFTERIZAIIC, IFCRMAIIC-SYSIEM C322<br />

TEAMWORK CCMPbTERIZAIION IFCRMATIOk-SYSIEM C369<br />

MAhAGEMEhT IFCRMATICh-SYSTEP ICE7<br />

SYSTEMS-AFPRCACE INFORMAIICh-SYSTEM CATA-PRCCESSIG 1039<br />

IhNCVATIE IFCRMATIC-SYSTEM 1150<br />

IFCRMAIIE-SYSTEMS<br />

IkFCRPATILN-SYSTEMS, £ATA C172<br />

RETRIEVAL,<br />

IFCRMATIEAL<br />

CRCAIZATIEAL, MAKINC, IhFRMATICAL, EDLCAIICk,ECISIC<br />

TEST,<br />

IFIEII<br />

WhYS TC IECffIT CREATIVE RESEARCH CC76<br />

SEVEN<br />

IFIITORS<br />

INFIBITCRS TC A PAkACEMENT IFCRMATIO SYSTEM IC73<br />

SEVEk<br />

IER-CITIES<br />

LREAh HARO-CCRE LNEMFLCYEC II13<br />

IhkER-CITIES<br />

IkkCVTE<br />

CRCAIZATIC, IhOVAIE, IhFCRPATICk C834<br />

FLAW,<br />

IkCVAIE 1146<br />

IkCVIIG<br />

IBkCVATINC CB07<br />

CRGAIZAIICS,<br />

ISSEMIATICk £1FFLSICN IEVATIC REIRIEVAL ICEXIC CI08<br />

CRCAIZIkG FOR FRZEUCT ICVATIO 01I<br />

MAACEMEkTS EH IEW CF ICATIC CC7<br />

021<br />

INTEGRATOR<br />

PAhCERS AIIITLEE CREATIIT IhCVATIC C313<br />

ATTITUDES IhhCVAIICN SLPERVISICh 029<br />

RECRLITIG, FLAK, PERSOnnEL, MAFCER, JC8, IkCVATICK,kALYSIS<br />

PRCCRAPPEC, INCVATICk, ECLCATIONAL C753<br />

PLAEC, IhhCVATICh C779<br />

TFE AIRLINES, CASE STLCY lh PAACEMENT INCVATILN C834<br />

JB IkCVATIC AALYSIS Bg2<br />

TECFRCLCCY LTILIZATIEk IhCATICN 1024<br />

ISSEMIATIC IkCVATIEN 1035<br />

IBkCVATICk IBFCRATIC-SYSIEP 1150<br />

IBEVAT[C EELCCIG 127<br />

IkCVATIVE<br />

IBBCVAIIE, ANALYSIS<br />

PLAIC,<br />

ECLCTICh EATA-FRCCESSINC IhhCVATIVE 1183<br />

INkCVATIVE-BEFAVICR<br />

IkkCVATIVE-BEFAVIER, EELCATICk C231<br />

TRAIkIG,<br />

IPLT<br />

kAY TC bSTCP TFE ECP IkPLT BCITLEkECK 1097<br />

SCAERS-<br />

INPbT-CUTPLT<br />

AkALYSIS CF CRCANIZATI[ PAVING INIAGISLE CLTPLTS<br />

IPLT-CLTPLT<br />

ISICFTS<br />

SCIEkCE OFFERS FRESF ISICHTS CN NEW PRCCLCT ACCEPTANCE<br />

BEFAVICRAL<br />

IkSPECIOR<br />

ISPECTCR PERFCRAhCE ITE TRAINING AC VISCAL AIB C783<br />

IMPRCVIG<br />

ISTALLATICk<br />

AE TEE ECP IhSTLLATIC C140<br />

AACEMET<br />

PITFalLS Ik PLAIG A ECP INSILLATICk<br />

ISTALLATICS<br />

CF CFM lh SYSTEMS INSTALLATICkS C86<br />

SE<br />

ISTITLTIC<br />

RESEARCF IkIITLTICN AC CATA PRCCESSING C658<br />

TFE<br />

IkSIRLCTICk<br />

REPORTS [k FRCGRAMMEB ISIRLCTIC C219<br />

EAK<br />

IkSIRLCTICN EY CEMFLIER<br />

CCMFLTER-ASSISTEE INSTRUCTICh I ICLSTRIAL TRAIklkC C518<br />

STbCY CF CChETIChAL ANE PRCCRAME IkSFRCTICk C524<br />

REMZTE IELSTRIAL TRAINIC IA CCMPLTER-ASSISIEO [SIRLCTIG C960<br />

FIVE BARRIERS EICERIhG CCPFLTER ASSISIEE IkSTRUCTIC 1125<br />

IkSIRLCIICAI<br />

PRCCRAM, IEXT LECTIRE AS INSIRbCTIOA1 MECIA 0494<br />

RAkCFIC<br />

RCA MOVES WEST SKIPS INSTRLCTIChAL SYSTEM EAST C818<br />

ISURACE<br />

STLCY CF CPERATICNS-RESEARCF IN IkSLRACE 0223<br />

FEASIBILITY<br />

MBICARE AC EISASILITY IkCCME INSLRANCE<br />

SOCIAL ISURACE 1 TEE LEERCRCLATE CLRRICLbM C27<br />

IkSLRACE FOR CATA PRCCESSIC C371<br />

TE YEARS LAIER C TE SVI LIFE INSLRAhOE SALESMA SCALE C520<br />

ITEGRATE<br />

WE IkTECRATE SYSTEMS WIIFCLT IkTEGRATING MAnAGEMEnT 0891<br />

CAb<br />

ITECRATEC<br />

ANALYST AhC IFE EEB PER A IkTECRATEC APPRCACF C141<br />

TEE<br />

KEEPING PRCCRAMS Ch TRGET A INTECRATEE APPROACF C50<br />

ITEGRATIhC<br />

WE ITECRATE SYSTEMS kIIECLT IhTEGRATING MAkAGEMEKT 08gi<br />

C<br />

IkTECRATIC<br />

APEC SLPERVISCRS ITEERATIEE, SATISFACTICN,<br />

RELATICSPIP<br />

TECFCLCCICAL-CFkCE C644<br />

CISRIPIATI[, ITECRATICh, ANE JOB ECLALITY I087<br />

IkTEGRATCR<br />

MAhACEMEkT JEE TFE IkTECRAICR 0860<br />

kEk<br />

C32<br />

C471<br />

CgIl

INTELLECTUAL<br />

IKTELLECTLAL<br />

SELECTIEh, INTELLECTUAL, AILITY LEADERSFIP, CRIVE C866<br />

TESTING,<br />

IhTBLLIGEkCE<br />

IKTELLICENCE FCR TCP MANACEMEKT C514<br />

MARKETIC<br />

IhTEKTIONLLY<br />

IAS INTEKTIGNALLY IhTC SLRE TECHILES 0512<br />

IhTRCCUCIKC<br />

IMIERACTICk<br />

SALES MESSAGE EFFECT C CbSTCMER-SALESMAk IhTERACTICk<br />

CFCICE<br />

IIERCCRRELATICK<br />

AC THE bTILITY CF MULTIPLE REGRESSICk C621<br />

INTERCCRRELATICk<br />

INTEREST<br />

CF SCME FSYCFCLOCICAL, VCCATIChAL INTEREST AkE<br />

SILDY<br />

MEkTAL-ABILITY-VARIAPLES AS PREDICTERS CF SLCCESS C722<br />

PRCJECT FEAESTART,TEACFER ITEREST AkE CCMMITTMEkT C8C2<br />

MINhESCTA ZCATIENAL INTEREST IkWEkTERY<br />

IKTEREST--FERE<br />

CF ITEREST--&FERE ARE hE hEW C896<br />

CCkFLICTS<br />

IkTERESTS<br />

ZF VCCATICNAL ITERESIS AT TC LEVELS CF MANAGEMENT C121<br />

ANALYSIS<br />

VCCATIkAL ITERECIS CP LCHFLTR FRCLRAMMERS C36<br />

VCCATICAL INTERESTS AKD CCICEhT PREKEKESS CTlg<br />

INTERIM<br />

AT PLELIEFEE IkTERIM REPCRIS C128<br />

LCCK<br />

ITERAL<br />

TFCCFTS £ INTERNAL CETRLL SYSTEMS OF TEE FIRM C016<br />

SCME<br />

TEE LSE CF STATISTICAL SAMPLING BY INTERNAL AbDIICRS C036<br />

ALTEMATIC CATA PRECESINC Ih TEE IKTERAL REVEilLE SERVICE Clll<br />

COMMLNICATICS AKE IKTERKL CCKTRCL C124<br />

AN EFFECTIVE IKTERKAL MAKACEMENT REPCRIIkC SYSIEM C404<br />

INTERNAL CCKTRCL RELATICkS Ik ALMIKISTRAIIE HIERARCEIES 034<br />

IRTERkAL-EXTERAL<br />

INTERNAL-EXTERNAL CICFCTCMY lh ELSINESS GRGANIZATICNS C149<br />

THE<br />

IkTERS-<br />

SLMER INTERNS- TEE CFCRCIA EXPERIFFCE 1162<br />

GCVERNMET<br />

IhTERFERSCAL<br />

CCMLNICATIC<br />

IhTERPERSCAL<br />

ITERPERSCKAL CRIEKTATICK TC STLCY EF CEKSU¥ER EFAVICR C978<br />

ITEREERSCKkEL-RELAT<br />

0877<br />

IhTERPERSCEL-REIATIENS<br />

IRTERRATER<br />

RELIAILIEY Ik SITLATICAL TESTS C682<br />

ITERRATER<br />

IkTERRELATE<br />

ELECET[C CF IKTERRELATEL PRCJECES 0870<br />

CAPITAL<br />

ITERIE<br />

EVALLPIIEk TEST MAkACERIAL PERSCkkL INTERVIE APTITbCE<br />

RATING<br />

PERFCRMCE-EVALLTIEk C082<br />

IKTERVIEk EMFLEYMEKT APPLICkT RECRLIT C163<br />

EXPAECEE USE CF IEE EXIT IkIERWIEk C272<br />

IhTERVIE CLESTICKkAIRE FEALREMEkT LRcYS C45<br />

PERSENAL IKTERVIE VERSUS Phil PANEL SUPVEY 0503<br />

IhTERVIEk SLRVEY C51<br />

IkTERVIE CLEST[CAIRE C512<br />

REFLECTIES EEFCRE TFE ITERVIEW 8556<br />

VALIDITY LF TEE JZS-CCNCEPT ITERIEW lh AN IBSTRIAL SEITIC<br />

ITERVIEW-CUESTIChA<br />

CIFFERECES TO CLESTIChS C SEXLAL STACAR<br />

RESPCSE<br />

ITERVIEW-CLESIIEAIRE CCMFDRISC C8C3<br />

IKTERVIEW-TYPE<br />

VALI[ATIC EE ITERVIEW-TYPE CATA<br />

ThE<br />

INTERVIEWER<br />

RSPCSIILITIES [F TE P=RSChKEL INTERVIEWER<br />

SCCIAL<br />

SKILLS FCR TEE SCMETIME INTERVIEWER<br />

CCMPLTCR SYSTEM FOR COTRCLLIKC INTERVIEWER CCSTS<br />

C683<br />

C721<br />

C355<br />

1196<br />

41<br />

ITERVIEERS<br />

CFARACTERISTICS CF EFFECTIVE ITERIEWERS 0491<br />

SCPE<br />

IKTERIEWIhC<br />

C318<br />

IKTERVIE.IhC<br />

ITERVIEWIC, FERSCEL, CCMMLICATIC,TERPERSEhAL-RELATICS<br />

ITERVIEWS<br />

ITERIEWS AN EVALIATICK EF PLSLIShEE RESEARCH C030<br />

SELECTIC<br />

APPPAISEE PRTICIEATICN IN PERFCRMACE ITERVIEWS C042<br />

LCGICAL ALLIANCE- TESTS AhC IKIERIEWS 1108<br />

IhTRCCLCTIChS<br />

FOR KEW PRCELCT IhTRCELCTICS C747<br />

CPM<br />

IkTLITIGk<br />

[NTLITICh, CR 0291<br />

PRCCRAM-PLAkIkC,<br />

IhTGITIVE<br />

CF ThE ITLITIE MANACER C925<br />

AGE<br />

lhVALI<br />

IVIZLAIE L[ IVALIE EMPLCYMEhl PREGICTCRS 1072<br />

TEE<br />

IhVEICRY<br />

I FACTER-AKALYSIS CF SUPERVISERY BEFAVICR IhVENTCRY C075<br />

FALC<br />

IKVEKTCRY CF CEERALLY ACCEFIEC ACCCLIIG PRIKCIPLES C904<br />

MIKKESLTA VCCAIICNAL IKTEREST IKVEKTCRY 096[<br />

CCKTROL CARE CIVES INSTANT [KVEKTCR IKFCRMATICh 1076<br />

IVESI<br />

CECISICK IC INVEST lh VCCATICAL EDLCATIC Ah AALYSIS 1206<br />

TE<br />

CTLEMMAS CF ELCATIEAL IESTMET C189<br />

CIRECI IKVESTMEhT ANC CCRPCRATE ADJLSTMEkT TECHKIGEES 0880<br />

UKICIPAL INVESTMENT IN AK ACGLOMERATIC C917<br />

IhVESIMEKTS<br />

SCME CLESSWERK OUT CF R 0 IKVESTMEkTS 0054<br />

TAKING<br />

IVICLATE<br />

IKVIELATE, ELI IhALIC EMPLCYMEhT PRECICTCRS I072<br />

TEE<br />

IkVCLVEMET<br />

EF ILIl[E PAYMENT AC IVCLVEMEkT Ch BENEFIT FREE<br />

EFFECTS<br />

MAKACEMEKT-CEVELCFMEKT PRCCRA 0528<br />

ISZLATIOK-A<br />

CANCERS CF EXECLTIVE IS[IATIC-A C496<br />

TFE<br />

ISSbES<br />

ISSbES lh WZRKMENS CCMPEhSATICh C?TI<br />

ACMIhISERATIWE<br />

ThE STRLCTLRE LF FLBLIC CPIICh EK PCLICY ISSLES 0852<br />

ITEM<br />

ITEM CChTCL C410<br />

KEY<br />

KEY ITEM CCTREL C576<br />

ITEMS<br />

ITEMS SYhEPCISTIC EFFECT C176<br />

IEEATICAL<br />

ICEATICAL ITES ThE SYSIEMS CCkCEPT 0339<br />

JCE<br />

SELECTILK, RECRIIIIC, PERSONNEL, JOB,INGRITY-GROLP,<br />

TESIS,<br />

CULTLRALLY-CEPRIVEC<br />

ThE INCbSTRIAL PSYCHELCGISIS JCE CC32<br />

JCE CARACTERSTICS AS SATISFIERS AK CISSAT[FIES COE3<br />

VALICITY CF AREAS ANC PETFCES CF RATIkC JCB SATISFACTICk GI19<br />

JC EIFFICLLTY, EMPLCYEE ATIITLCE SLPERISCRY RATICS CL20<br />

ThE ANALYSIS CF JC8 PERFCRMAKCE EY SCALIC TECHKICLES C122<br />

hAGE ACMIKISTRATICh AKC JEE RATE RAKCES C136<br />

ATTITEES Ik MANAGEMEkT--VI PERCEPTIONS OF FE IMPCRTAkCE CF<br />

JCE<br />

PERSCNALIIY [RAILS AS FUKCTICK OF LlhE VERSLS STAFF TYPE<br />

CERTAIk<br />

JCE<br />

ATIITLES I MANACEMET--Vl PERCEPTIONS CF TEE IMPCRTANCE CF<br />

JCB<br />

PERSCNALITY TRAITS AS A FUKCTICK GF LINE VERSUS STAFF TYPE<br />

CERTAIN<br />

dEE<br />

EhCIKEER TkE JEE T[ FIT TEE MANACER<br />

TEE JC CERES C2&7<br />

CCMPEKSATICK AbE JCB EVALLATICh C27L<br />

JOB<br />

C390<br />

COOl<br />

CI6<br />

ClE6

JOB (cont,nued)<br />

THE PAN THE JOE, ANC THE PA CK THE JOE C333<br />

ThE AN TPE JCE, ANC TPE PA Gh ThE JCB C333<br />

TE JOB EVALLAICR ANC THE CRCANIZATICN C392<br />

IMPERATIVES FOR JCB SLCCE$S 0393<br />

JOB, INFORMATION C403<br />

PERSCNEL, dCB C409<br />

SUPERVISCRt FERSCNNEL, MECICAL JCB CCNIROLLED ANALYSIS C434<br />

JCE EVALbAT[CN AT XERCX, SINGLE SCALE REPLACES FCLR C437<br />

PRCCRAM JCB CChTRULLINC ANALYSIS C440<br />

SELECTING, JOB C442<br />

RULEr JCB 0459<br />

SATISFACTION, CRCAhIZATICNS, JOB C46I<br />

TEST SATISFAClIC JOB D482<br />

IEST, SELECTEE SAIISFACTICN JOB, ANALYSIS 0483<br />

ORGANIZATION, JEE, ANALYSIS C493<br />

JCB, EDUCATIEN, ANALYSIS, CLESTICNAIRE C517<br />

IESI, JOB C522<br />

CRGAhIZATICNAL, JOB C526<br />

JC6 ACPINISTRATICN 0531<br />

PERCEIVEC VALbE CF JOE TYPE COMPAV S[ZE LGCATICN<br />

TESTING CRCANIZAIIGN. JOB 0533<br />

CRGANIZATICN JOB, ANALYSES 0541<br />

PEW ANOY PCCPEE COT BELIER JOB C550<br />

RLLE, RECRLIIIC, PLANT, JC C550<br />

SUPERVISOR, ERGANIZAIIC CFTIMAL, JOB C556<br />

JCB SATISFACTION C557<br />

SUEERVISCR SAT[SFACIICN ESYCHGLGGICAL, CRGAN[ATICAL JCB C557<br />

JOB ECUCATIC C560<br />

TRA[MINC, SELECTIhC FROCRAMS PLANNED, JCE INFORMATION C561<br />

TEE JOB EVALLATICN MYTH 0568<br />

RULES PLAN, JCB EVALbATIC C568<br />

TRAININCI MARIC JOB EVALLATE, CECISIC T-GROUP<br />

SATISFACTION, JOB C571<br />

JOE PRICE C57<br />

RECRLITER, ERGAhIZATICNS JOB B572<br />

PRCCRAP, MAECWER JED C589<br />

TESTING JOB, EVALLATICNS AhALYZEO C590<br />

PRCCRAMMINC JCB INFORMATIE REGRESSION C593<br />

PRCCRAM JCB CATA-PRCCESSIC C603<br />

A SKILL-ELEMENT APPROACH TC JOB TRAININO UNDER bCERTAINTY CO06<br />

TRAI[MG PRCCRAMS JOB FORECAST LhSKILLEE WORKERS C606<br />

SCPE MOIIVAIICNL BETERMINATS CF JOB PERFORMANCE CBII<br />

RECRUITMENT EERSENEL JOB ECLCATIC C612<br />

SELECT[EN ERCCRAPS JOB C614<br />

RECRLITINC PLAN PERSONNEL, MANPOWER, JOB, [hNCVATICNNALYSIS<br />

WORK JC8 EVALAIIE APPRAISAL C34<br />

TEST[NG SATISFACTION. MbLT[ELE-REGRESSICN JCB ANALYSES<br />

JC8 SATISFACTION AND THE BEMIRE FOR CHANCE. C635<br />

WEICFTING CCMPCNENTS OF JCB SATISFACTION 0643<br />

SATISFACTIE JCB, EVALUATIEN C643<br />

SbEERVISCRS SAIISFACTIN JCB ACMINISIEREO, bESTICNNAIRE C644<br />

TESI JC CChTRCL C647<br />

032<br />

C635<br />

JOB DESCRIPTION<br />

CRGAhIZATICN, JCE, EVALUATEC C60<br />

TESt, JCB, AhALYZE CE67<br />

SELECTEE, JOB, ANALYSIS C678<br />

SAIISFACTIE JOB EMPIRICAL IPEERETICAL CEBO<br />

L&MIIATICS CF TEE TWO-FACIER FYPOTFESIS CF JOB SAIISFACTID 0680<br />

JCB CESCRIPIIEN APPRAISAL C6B8<br />

ORGANIZATIONAL, JEB C710<br />

FLAE, JOB C714<br />

JCB INCEX C719<br />

SUPERVISIOn, ESCFCLGCISTS, JOB C721<br />

SATISFACTIE, PERSONNEL, JOB, QCESIICNAIRE C724<br />

TESIEO SATISFACTICN JOB, ANALYZEC, QL[STICAIRE 0726<br />

SELECTIOn, PRCCRAMMING, ELAING, PERSONNEL, JOB C728<br />

PAVE YCL THE CCLRACE TC EVALLATE YCLR CW JOB C731<br />

PROGRAM EIAN JOB, EVALLATE 0731<br />

RLLE, ERGAIZAIICAI, PARING, JOB, OECISICh,CBIFICATICN<br />

TRAIIRC,<br />

C736<br />

SATISFACTICN JCE C743<br />

CRCAIZES, JCB C757<br />

PLAN, MAFCWER, JCB, COTRCLLIhC C760<br />

TRA[IG JOB, EEbCATE ACMIKISIRATIVE C761<br />

TESTS, ESYCPCLCCICAL, JCE C763<br />

SATISFACTIC JOE, QLESTICAIRE C784<br />

TEST SATISFACTICh, JEB, CLESTICNAIRE C785<br />

SATISFACTION, JC C?B6<br />

CRGANIZATIC, JOE, ELLCATIC 0860<br />

NEW ANACEVEKI JOB, TEE INTECRATCR 0860<br />

PBRSENEL, JCBI EVALLATINC, EbCATICN 0862<br />

JOB, ANALYSIS 089I<br />

JOE ESCRIPIIChS CIEELINES FOR PERSONNEL PANAGEMENT C929<br />

SELE-PERCEIVEE PERSONALITY TRAITS JOB AITITLCES 0954<br />

JCB, CCTRCL C970<br />

RECRLIT, JOE C974<br />

JOB, IhhCVATIC, ANALYSIS 0992<br />

OISCRIMIhAIICN, INIECRATICk, ANC JCE ECLALITY IC87<br />

ECbAL JCB CFECRILNIIY- TEE CRECIBILITY CAP 1114<br />

JOB EERFCRMAhCE CF OLDER PERSONS 1115<br />

RACIAL CIFFEREhCES I JO SEARCF WACES 1164<br />

EFFECT CF CEANCES [h JOB SATISFACTIC CN EMPLCYEE TLRhCVER II96<br />

JOB-ANALYSES<br />

JCE-ANALYSES, CTIVATICN COB3<br />

SATISFACIICN,<br />

JCB-AALYSIS<br />

JCB-AALYSIS, ELECTRCICS-IECFhICIA,ERFCRMACE-JCB<br />

SELECTION,<br />

JOB-ANALYSIS C25I<br />

TESTEC, PLAhlS, JCB-hALYSIS, ADMIISIRATIVE C538<br />

JOB-ANALYSIS EVALLATICN PRICING CECISIChS I29<br />

JB-BEFAVICR<br />

0906<br />

JCB-BEFAVICR<br />

JCB-BEFAVICR EPPLCYMENT 1210<br />

JCB-CChCEET<br />

CF lE JOB-CONCEPT INTERVIEW Ih AN INCSTRIAL SETTING<br />

VALICITY<br />

JCB-OEMANC<br />

JEB-EEMANO EELCATE C979<br />

ORGANIZATIOn,<br />

JCB-OESCRIPTIE<br />

CC04<br />

JCB-CESCRIPTICN<br />

C192<br />

0721

DESCRIPTION (conhnued)<br />

JOB<br />

JC-OESCRIPIILh<br />

SbFERVISCRS,<br />

JCB-CESCRIFTIEN<br />

JCB-EESCRIPlICN MEASLREMEICB-CESCRIPTIC MEASUREMENT<br />

JCB-EVALLATIC<br />

SELECTED. PRCCRAP, PERSDNEL JOB-EVALUATION,NALYSIS<br />

SUPERVISORS,<br />

JCB-EALbAIIVE<br />

SATISFACTION, JCB-EVALLATI<br />

TESI,<br />

JCB-SEEKIC<br />

JCE-SEEKINC<br />

SELECTION<br />

JOBLESS<br />

JOBLESS<br />

JOBLESS TRENOS I 20 IARCE METROPOLITAN AREAS<br />

JOBS<br />

JOBS FOR CLE EXECLTIES<br />

NEW<br />

SUMMER JOBS FOR YCLNC MEN<br />

PERSONNEL, MAKIC. JOBS<br />

JOBS, AEIISTERC<br />

JCS IFCRMAIIE, ANALYSIS<br />

PRCCRAM, CFTIML JOBS, CONTROL<br />

PRCCRAM, JCES, IKFCRMATIC<br />

TEST, PSYCFCLCCICAL, JCBE, [ECISIC<br />

SAIISFACTIC PRCCRAMMER JOBS EVALLAIE AALYSES ADMINISTERED<br />

SELECTEC PRCCRAM, JEBS, ANALYSIS<br />

JCBS CONTROL, CC[INC CLESIIZNAIRES<br />

SAIISFACTIE, FLA, JCBS IEX, ANALYZEE<br />

REIRIEVAL, JOBS, IFCRMAIIC<br />

CCMFLTER EFFECIS LFCN AAGERIAL ACCELNIING JOBS<br />

JUDGIC<br />

MAACERIL SLECESS<br />

JECIG<br />

KEEPIC<br />

BEITER RECORD KEEFIG PART<br />

OPERATION<br />

KEEPING TABS GN ?,500 MIEDLE MANAGERS<br />

REEFING PRCCRAMS C TARCET, AN INTECRATEC APPROACH<br />

KEY<br />

SIRAIS AWE KEY ROLES<br />

CRCAIZAIICAL<br />

RESIRICTINC CRLL TRAVEL EY KEY FERSCNNEL<br />

KEY ITEN CONTROL<br />

KEY ITEM CCNTREL<br />

MAkCERIAt MNECkER FLANNIC--A KEY TO SLRVIVAL<br />

KEY TCA SECEhL REOLLTICN THE CCMFLTER AS BLCEY<br />

THE SbPERVISCR- YCLR KEY EMFLCYEE<br />

KEYPLCHIC<br />

CFARACIER KEYPLNCHIC<br />

CFTICAL<br />

KbEWLECGE<br />

CF NEW KNZkLE[GE FOR ECChEMIC GROWTH<br />

TRAhSFORMATIEh<br />

DECISIONS WITH INCOMPLETE KhEWLEEGE EF PROBABILITIES<br />

LETS CLOSE TFE KNCWLECCE CF AT IFE TOP<br />

KWIC<br />

RETRIEVAL KWIC IBEXES CPERATIONS-RESEARCH<br />

INFCRMATIC<br />

INFCRMTIC RETRIEVAL FLAINC BLgCETING SLRERVISICN<br />

KWIC<br />

REHABILITATIOn-PERSONnEL<br />

ACEZ PLACEMENT LBCR<br />

LABOR FORCE SENSITIVITY IC EPLCYMET BY AGE AN£ SEX<br />

EXPASIC I TE LABER MARREI<br />

AN ECCNCMIC MCCEL FOR TEE CIISIC EF LAECR<br />

TESTINC, NEER LBCR CONTRACTS AND LA<br />

GEkIRCLLINC LAECR COSTS THRELGH WORK MEASLREMENT<br />

THE LABLR MARKET Ik A EXPACIG ECONOMY<br />

C009 BANKS ARE TAFPIG EW LABOR PCCL<br />

C032 LACR CCST CCNTRCL<br />

C274 EFFECTS CF IELSIRY SIZE [IVISICN CF LABOR CN ACMINISIRATIEN<br />

C437<br />

LABCRATCRY<br />

RELATICS LABORATORY IRAIIhC- TFRE§ CUESIICS.<br />

FAh<br />

LADDER<br />

IFE PRCCTIChAL LACD&R<br />

0498<br />

C537<br />

1040<br />

1117<br />

C232<br />

C321<br />

ThE CbESTICAELE ELAL LAEEER<br />

LACLACE<br />

LACLACE OF IFORVATICN SYSIEPS<br />

IFE<br />

THE LANCLACE CF INFORMATIEN SYSTEMS<br />

LAb<br />

BILL EECCMES LAW<br />

BRCCKS<br />

TESTING, UCER LABOR CONTRACTS AND LAW<br />

C436 LEAEERS kHC FAIL THEIR CGMPkIES<br />

C484 BUSINESSMEN AbE ECRC LEAEERS WEIGH TEEIR CLRRET CCNCERS<br />

LEADERSHIP<br />

C520<br />

STYLE, HIERARCHICAL INFLLENCE A SLPERVISORY ROLE<br />

LEADERSHIP<br />

0559 OBLIGATIONS<br />

C582 LEAEERSHIP TRAIIC I AFRICA<br />

C594 LEAEERSFIP IRAIKINC, BACK TC THE LLbSSRCCM<br />

C036 RELATIONSHIPS AMONG LEACERSEIP CINESICS ANO COGNITIVE STYLE<br />

C671<br />

C7C2<br />

C725<br />

C827<br />

008<br />

PREEICTIC ORGANIZATION EFFECTIVENESS bllH LEADERSEIP THEORY<br />

TESTING, SELECTION, [TELLECILAL, ABILIIY, LEADERSHIE, RIVE<br />

MANACERIAL LEAERSEIP STYLES IN PRCELE-SCLVING CONFERENCE-'<br />

SOCICMETRY--A TCCL OF LEADERSHIP AND CLICLE IDENTIFICATION-'<br />

AbTCCRATIC LTFCRIIY MOTIVAIICN LEAEERSFIP<br />

C025 ANCTFER LOCK T LEAOERSFIP FCTENTIAL<br />

LEADERSHIP--CIRECTIC<br />

CCMMUNIIY LEACERLHIP--OIRECTICS CF RESEARCH<br />

C305<br />

LEAEERSIP-STYLE<br />

C433<br />

LEAEERSEIP-STYLE<br />

SbPERVISICA,<br />

CBLO<br />

ROLE, FUhCT[E, LEaDERSHIP-STYLE, TRAINING<br />

C059 LEADERSHIP-STYLE<br />

LEARN<br />

C3G1<br />

CA YCL LEARN FROM TEE PAIL CROER WRITER<br />

HAT<br />

0410<br />

C576<br />

WAT MERCFATS CN LEARN FRCM SCIENCE<br />

LEARninG<br />

BLCATIE, LEAR[C, TRAINIC, RESEARCE-LTILIZATIC<br />

C903<br />

0g0 MOTIVATIOn, THE TEACHING VACCINE AN LEARninG<br />

I031 THE FRECICTIC [F LERNINC RATES FLR ALAL OPERATIONS<br />

1107<br />

CCPLTERIZEE LEARNING EDLCATIC<br />

LEARINC CLRE WGE INCENTIVES<br />

LEASE<br />

0135<br />

DECISIC CLRVE FOR LEASE CR BbY<br />

A<br />

C159<br />

LEAVE<br />

FCLICIES TEWAR[ EELCATICAL LEAVE AG CCLRSE SLBSIClZAIICN<br />

0336<br />

LECTbRE<br />

BRACHINC FRCCRAM, TEXT LECTURE AS IN$1RbCTIOAL MEDIA<br />

C106<br />

LEGAL<br />

LECL FRCTECTIC CF CEMPLTER PRCCRAMS<br />

CIC?<br />

C040<br />

SOME CLRRET LECAL ASPECTS CF EMPLOYMENT TESTINC<br />

LEGISLATORS<br />

CIGITEK I00, OPTICAL SCANIC FORM, DIVE LECLSLATCRS<br />

0153<br />

CIB5<br />

BASE<br />

LESS£S<br />

LESSENS FROM TFE INFORMAL CRCAIZAIIE<br />

0285<br />

LETTER<br />

C387<br />

ACVhCE LETTER IN MAIL SLRVEYS<br />

THE<br />

C440<br />

LEVEL<br />

LEVE CF ASPIRATIE AS A TRAINIC PRCCECLRE<br />

C458<br />

LEVEL<br />

0462<br />

C472<br />

C781<br />

0414<br />

C089<br />

C157<br />

C558<br />

C59<br />

0228<br />

C387<br />

C178<br />

I187<br />

ClOl<br />

ClBl<br />

0386<br />

C525<br />

0527<br />

C866<br />

0907<br />

0956<br />

IC38<br />

I138<br />

CO46<br />

C076<br />

C173<br />

C178<br />

C713<br />

C751<br />

C020<br />

C314<br />

C602<br />

0857<br />

1203<br />

C573<br />

I045<br />

0494<br />

C143<br />

0594<br />

DATA<br />

EDUCATICNAL<br />

1027<br />

I151<br />

0792<br />

C532

(continued)<br />

LEVEL<br />

TEE LEVEL OF SICK[FICANCE In CCMMbNICATION RESEARC 084i<br />

CHCCSINC<br />

PERSOnnEL LEELCPMENIS Ch TFE L FECERAL LEVEL IIC4<br />

LEVELS<br />

CF VGCATICNAL INTERESTS AT TWC LEVELS CF MANAGEMENT 0121<br />

ANALYSIS<br />

TCC MANY MANACEMEnT LEVELS C2G5<br />

LIBRARY<br />

LIBRARY CATALEC 1030<br />

CCMPLTERIZEO<br />

ECbIPMEnI FOR YELR COMPANY LIBRARY IC3<br />

CCMFLTER TERMInCLCCY RETRIEVAL LIBRARY I053<br />

LICENSE<br />

FCR MAkACERS Cq8<br />

LICENSE<br />

LIE<br />

IC4B<br />

LIE<br />

LIFE<br />

YEARS LATER CN TEE SVIB LIFE InSURAnCE SALESMAn SCALE C520<br />

TEN<br />

LIFE-CYCLE<br />

LIFE-CYCLE TECEnICLE 05i<br />

PERT/LGE-<br />

LIMITATIONS<br />

CF ThE TWO-FACTOR hYPOThESIS CF JfiB SATISFACTION C68(<br />

LIMITATIONS<br />

LIMITS<br />

LIMITS CF SYSTEMS ANALYSES O541<br />

THE<br />

LInE<br />

ATTITLCES Ih MANACEMEnT--VI PERCEPTIONS CF THE IMPORTANCE CF<br />

JCE<br />

PERSCnALIIY TRAITS S FLNCTICn OF LinE VERSES STAFF TYPE<br />

CERTAIN<br />

0166<br />

JOB<br />

LinE ANE SIAFF TCCAY, WE nEEC TC REEEFInE THEIR ROLES 108<br />

TECEnCLCCY FRCFILE- EIGF SFEEC LINE PRINTER 1144<br />

LINEAR<br />

WITF RAnDCM ARRIVALS ANC LINEAR LESS FLnCIIOKSo cI2g<br />

SCFEEULInC<br />

Ah FPRCACE TC SOME STRUCTLREC LINEAR PREGRAPMINC PROBLEMS° C418<br />

EVALUATIOn CF LINEAR PRCCRAMPlNG AE MCLIIPLE REGRESSIOn FCR<br />

AN<br />

MANPOWER RE{UIREMENTS C586<br />

ESTIMATINC<br />

MULTIPLE LINEAR RECREcSICN ALYSIS FOR WORK MEASLREMENT 0661<br />

LINEAR PRCCRAPMInG FOR PRCCLCTION ALLOCATION 0734<br />

LInEAR-PRCCRAMMIC<br />

0481<br />

LINEAR-RRCCRAMMINC<br />

SCELTICn CF SPtCIAL llnEAR-FROCRAMMInG PROBLEMS C583<br />

LISTEnINC<br />

RECRUITERS LISTENING 0318<br />

ARE<br />

HCh ARE YDLR LISIENInC hABITS C416<br />

LITERACY<br />

VILLACE FROM SCHOOL TC TEn-ACRE CAMPUS ClBB<br />

LITERACY<br />

LITERAILRE<br />

AnC PERSONNEL ABSTRACTS A GUIDE TO RECENT<br />

MANAGEMENT<br />

DPERATICnS-RESEARCE, CCMPLTER, BLSInESS OTFER LITERATURE CIC7<br />

LITTLETONS<br />

VIEWS CN SOCIAL CCObNTING- An ELABORATIEn I061<br />

LIIILETENS<br />

LCA<br />

ThE PRCCRAMMInC LCAO 0728<br />

ESTIMATINC<br />

LEEK AT TEE STLCENT LOAN FRCGRAM C362<br />

LOB<br />

CEnERATIE PERT/LEE O8C6<br />

IEIRE<br />

LCE-<br />

LIFE-CYCLE TECbKICLE c5gl<br />

PERT/LCE-<br />

LECATICN<br />

VALLE CF JOB TYPE, COMPANY SIZE, LECATIEn C531<br />

PERCEIVEC<br />

APPLICATICn CF nCNLIAEAR CPTIMIZATICN TC PLANT LCCATIEN SIZE<br />

LCCATIENS<br />

FOR ASSIGnMEnT EF FACILITIES TO LOCATIONS i056<br />

IECENIQLES<br />

LCGIC<br />

CFARTInC ThE TOTAL SYSTEM 0266<br />

LOGIC<br />

PRCELEM SCLVINC BY CEMPUTER LOGIC C?2g<br />

LCCICAL<br />

LEGICAL ALLIANCE- TESTS AnC INTERVIEWS 1108<br />

A<br />

C623<br />

44<br />

MANAGEMENT<br />

LOnG<br />

In LONC RANGE PLAnIKG 1118<br />

CCNSIBERATIChS<br />

LONG-RANGE<br />

LCNC-RANCE FLAhKIKG MATRIX C07B<br />

ThE<br />

LGNC-RAnCE FLAnINC nD TOP MANACEMENIS ROLE IN EOP- C277<br />

BRICCInG TE GAP IN LCNG-RAnGE PLAnnING C349<br />

APPROACHES TC LCAC-RAnCE PlAnnING FOR SMALL BbSINESS' 0766<br />

A LCNG-RAnCE FORECASTING AnC PLANNING TECHNIQLE lOOB<br />

LONG-TERM<br />

LNEMFLCYMENT AND PLBLIC PCLIC 0894<br />

LCnC-TERM<br />

LESS<br />

WITh RAnDCM ARRIVALS AND LINEAR LOSS FUNCTIONS 0129<br />

SCEECULING<br />

LEYALTY<br />

PRESTIGE ANC LOYALTY CF LnlVERSITY FACULTY 0958<br />

ON<br />

LYING<br />

LIKE TE STEP LYINC IC MY BESS C270<br />

IWCLLD<br />

MACHINE<br />

In TFE MACFINE FOR SLPPER C056<br />

WhAT<br />

CAn ALWAYS IbSEn1 MILKING MACHINE 8LT WE STILL nEE A COW 0157<br />

MGTIVATICk TEE TEACHING MACHINE ANC LEARNING C314<br />

PARTNERS FCR TCMCRROW- MAnACER ANC MACEInE 0847<br />

MACRO<br />

MCRC VIEW CF MICREFILM C208<br />

A<br />

TAX ALLCCATICN--A MACRC ARPRCACF Qg20<br />

MAGNETIC<br />

LOCK AT MACnEIIC TAPE REFABILITATICn' C202<br />

COMPREhEnSIVE<br />

PAIL<br />

INTERVIEW VERSUS MAIL PANEL SbRVEY C503<br />

PERSONAL<br />

FUnCAMEnTALS CF CIRECT MAIL 0564<br />

WPAT CAN YCL LEARN FROM ThE MAIL ORCER WRITER 073<br />

ThE AEVAnCE LETTER IN MAIL SLRVEYS C792<br />

EDbCATICN ACMInlSTERED QLESTICNnAIRE MAIL COOl<br />

EMPLOYMENT KEMPLOYMENT STATISTICS PAIL SURVEY 1077<br />

QUESTIONNAIRE APPEARANCE ANC RESPONSE RATES IN PAIL SLRVEY I172<br />

MAINIEnAnCE<br />

CCST £TA FOR ANALYSIS AnC CCNTRCL 0824<br />

MAINTENANCE<br />

HCW TO MAKACE MAInTEnANCE Ii02<br />

MANAGE<br />

TC AVCIF SCAPFCCAT CGMPLTER C073<br />

MAnCE<br />

HEW I0 MAnACE CREATIVE PEOPLE 0659<br />

MANAGING TC MANACE THE CCMPLTER 0890<br />

WY ONLY FEk CFERATICNS-RESEARCFERS MANACE 0892<br />

FIVE WAYS TC MAnACE YOUR CFFICE TIME 1012<br />

kCk TO MAnACE MAINTENANCE 1102<br />

MANAGEMENT<br />

MYTHS An£ EEP C0C3<br />

MANAGEMENT<br />

MANACEMEnT CF VELLnTARY WELFARE ACEnCIES C019<br />

THE NEW ART CF FREE-FCRM MAnAGEMEnT 0024<br />

LEEK AT MIECLE MNCEMENT CEVELCPMENT CC43<br />

MAnACEMEnT SCIENCE--ITS IMPACT CN MANAGEMENT THINKING 0051<br />

MANAGEMENT SCIEnCE--ITS IMPACT CN MANAGEMENT THINKING C051<br />

SYSTEMS AFPRCACh TC MAhPCWER MAKACEMEnT C053<br />

WFAT AhEAC In MAnACEMEnT C064<br />

A MODEL FOR RESERC In CCMFARAT[VE MANACEMEnT C08O<br />

SYSTEMS APPRCACF TC ORGANIZATIC AND MANAGEMENT CBgl<br />

An PERSONNEL ABSTRACTS A GLIDE TO RECENT<br />

MAACEMEnT<br />

CCMPLTER, ELSInESS OTHER LITERATURE C10T<br />

OPERATICNS-RESEARCF<br />

ANALYSIS CF %CCAIICNAL INTERESTS AT IWC LEVELS CF MANAGEMENT 0121<br />

MANACEMEnT AnC TEE EGP INSTALLATION 010

MAGEENT (conhnue<br />

THE MANACEMEnT CF IEhSIOn In ORGANIZATION C148<br />

EFECTIVE MANAGEMENT AND TFE HUMAN FACTOR 0164<br />

THE SUCCESSFUL TRAINING CF MANAGEMENT TALENT CI6g<br />

MANAGEMENT BY EXCPTIEN TFRCLGP INFORMATION PRGCESSIhC CZCO<br />

TCG MANY MAhACEMEhT LEVELS C205<br />

THE EMERGEhCE CF MANAGEMEhT TPEGRV Z, PART UNE C216<br />

AN EXPERIMEhT Ih MANACEMEhl ALDITIhC C278<br />

PLAhhINC HER MAhACEMENT BY CBJECTIVES 0279<br />

NEW TECFNICUES FCR A MANAGEMENT SYSIEM C28I<br />

THE COST EF MAhAGEMEhT STUCY 0284<br />

THE A£CCbNTAnTS RCLE IN MANACEMEhT IhFORMATIGh SYSTEMS C294<br />

MANACEMEhT CEVELCPMEhT TCCAY C315<br />

MANAGEMEhT FCR TEAMWCRK IN SHIFT RELATICNSHIPS' c31g<br />

PERICDIC GPERATIChS AUDIT- MANAGEMENT TCCL C35I<br />

SIX SHORTCUTS TC STRCNGER MAhAGEMENT' 0360<br />

MANAGEMENT BY EXCEPTICN FEIRARCHICALLY C36I<br />

AN HUNT-A MUS1 FOR MANAGEMENT CONTINLITY' 0363<br />

INDLSTRIAL MANACEMENI AWE ITS EFFECT Ch PERFORMANCE 0364<br />

A SECONO LOCK AT MANAGEMENT COALS AhC C/hTROLS c37g<br />

MANAGEMENT INCENTIVE COMPENSATION C3EO<br />

THE MANAGEMENT CF MOTIVATICht A COMPANY-WIDE PROGRAM 0385<br />

MANAGEMENT APPRAISIAL C400<br />

AN EFFECTIVE INTERNAL MANAGEMENT REPORTING SYSTEM 0404<br />

WE ARE WSTIhG CLR MANAGEMENT RESCURCES C436<br />

HOW TO EASE IhTC MANAGEMEhT INFORMATICh SYSTEV 0460<br />

PUTTING In A MANAGEMENT CEVELOPMENT PROGRAM THAT WORKS 0467<br />

MARKETINC INTELLIGENCE FCR TCP MAhACEMEhI 0514<br />

EVELOPMEhT CF SUBORDINATES IN PURCPASIhC MANAGEMENT 0521<br />

RARTCIPTIVE MAhAGEMENT SEME CAUTIONS C553<br />

PARTICIPATIOn [h EUTSIDE MANAGEMENT DEVELOPMENT RRCCRAMS 055<br />

MANAGEMENT TRAININC TECPNIGLES 0561<br />

MANAGEMENT VIEWS THE EXECUTIVE SEARCH FIRM 0596<br />

ATTITUDE CFAhGE EURINC MANAGEMENT EELCATION 0619<br />

THE SYSTEMS CONCEPT IN MANAGEMENT 0662<br />

PRIVATE RESPGhSIEILITY FOR PLBLIC MANAGEMENT C666<br />

-PARTICIPATIVE MAhAGEMENTt TIME FOR SECOND LCOK C667<br />

INFORMATION ECUCATIOh ANALYSIS MAhACEMEhT 0695<br />

NEW ENTURE MANACEMENT lh A EARLE COMPAhY OTLO<br />

TREnOS Ih AUOITIhG MANAGEMEhl PLANS AND OPERATIONS C716<br />

MANAGEMENT ELSIhESS PLANhINC. 0741<br />

TECHNOLOGICAL FORECASTING A MANAGEMENT TCLo 0742<br />

NEW SALES MANAGEMENT TOOL ROAMo CTEO<br />

HEURISTICS MCCELS, MAPPING IPE MAZE FOR MANAGEMENT 0765<br />

MANAGEMENT IN REVOLUTION. 0007<br />

MANAGEMENT ACUhIING £EVELOPMENTS lh THE ARMY IhCbSIRIAL FbNC 082<br />

A FRESH LEEK AT MANAGEMENT BY OBJECTIVES 0832<br />

PATHWAY TO PROFIT, THE MANACEMEhT INFORMATION SYSTEM.' 0833<br />

THE AIRLINES A CASE SIUOY IN MANAGEMENT INNOVATIOho 0834<br />

MANAGEMEhT CF CISAPPfiINTMENI C843<br />

BW MANAGEMEhT JCB TE INTEGRATCR.' 060<br />

EDP- POWER In SEARCH OF MAhAGEMENT 08T8<br />

MNAGEMENT ECEY TRAP- TNE CUEST FOR YOUTMo 0879<br />

DECIS&ON TPECRY ANU INANCIAL MANAGEMENT.e 088<br />

FIVE YOUNG MEN TELL WHAT ITS LIKE TE BE NEGRO Ih MAhAGEMEhT<br />

MANAGER<br />

CAN WE IhTECRATE SYSTEMS WIIFOLT IhlEGRATING MANAGEMENT 0891<br />

WHY PROJECT MANAGEMENT C897<br />

MAhACEMEhT MOTIVATION MLCCLE C906<br />

ATTITUDES TCkARC MANAGEMENT IPECRY AS A FACTOR Ih MANAGERS C9C9<br />

JOB CESCRIPTIChS CLICELInES FOR PERSONNEL MANAGEMENT 0929<br />

HCW SOCIAL SCIENCE RESEARCH CAN PELF MAhAGEMEhl 0934<br />

MAhACEMEhT cg54<br />

PANACEMEhT SLRVEYS AND CChSLITANT MAhAGEMENT 0969<br />

MANAGEVEhT SLRVEYS AhC CChSLLTANT MAhAGEMENT cg6g<br />

SOME GUAhTITATIVE AICS TC MERCAhCISE MANAGEMENT C991<br />

MANACERS AhC AhACEMEhT SCIENTISTS, TWO CULTURES 0993<br />

MAhACEMEhT IhFCRMATICN-SYSIEM lOOT<br />

ATA AND INFORMATION MANAGEMENT SYSTEMS I015<br />

MANACEVEhT BY PRCBLEM COMMUNICATION 1021<br />

HUMAN RELATIONS AhC THE PAhACEMEnT ANALYST 1029<br />

THE CCMPLTER AWE TEE MANAGEMENT CF CCRPLRATE RESOURCES. 103g<br />

HOW MANAGEMENT CAN SCLV THE DCCRMAh SHCRTAGE' 1043<br />

TEAMWORK PARTICIPATIVE MANAGEMENT RESEARCH 1046<br />

MANACEVEhT EVALUATION 1052<br />

AESOP GENERAL APPRCACP TC MAhACEMEhT INFORMATION SYSTEMS 1059<br />

TOMS- A hEW AFFRLACH TO CATA MANAGEMENT 1063<br />

MANACING MAhACEMENT MANPCWER 1068<br />

SEVEn IhIEITORS TC MAhACEMENI INFORMATION SYSTEM I073<br />

CASELCA MAhACEMEhT 1076<br />

VISLAL O[SPLAY SYSTEMS MANAGEMENT PROBLEM SOLVING 1093<br />

PCSITIVE LOCK AT MANAGEMENT [hFCRMATICh SYSTEMS 1133<br />

REACINESS FCR MAhACEMENT EELCFPENI- Ah EXPLCRATCRY NOTE I152<br />

SIMLLATICn CF PAhAGEMEhT ECISIOh BEPAVICR FUNDS AbE IhCCME II58<br />

WORK MEASUREMENT MYTFS ANO MANAGEMENT MISCONCEPTIChS 1165<br />

TREnES Ih MAnPCWER MANAGEMENT RESEARCH 189<br />

MAhAGEPENT-<br />

VS PRACTICAL MANAGEMENT- A PRAGMATIC APPRCACP G577<br />

SCIENTIFIC<br />

MAhACEPEhT--VI<br />

ATTITUEES I MANACEMEhT--VI PERCEPTIONS CF THE IPPORTANCE CF<br />

JOB<br />

PERSEhALITY TRAITS AS A FUNCTIGh OF LINE VERSUS STAFF TYPE<br />

CERTAIN<br />

C166<br />

JB<br />

MANAGEMENT-AS-A-PRCC<br />

MANACEMEhT-AS-A-PROCESS CCNCEPT og12<br />

THE<br />

MANAGEMENT-CEVELCPME<br />

CF TLITICh PAYMEhT AND IhVCLVEMEhT Oh BEhEFIT FROM<br />

EFFECTS<br />

MAhACEMEhT-CEVELCPMEhT PRGCRAM C528<br />

MANAGEMENT-IhFCRMATI<br />

1015<br />

VAnACEMEhT-IhFCRMATICh-SYSTEM<br />

MANAGEMENI-PCIENIIAL<br />

CF PROJECTIVE TECHNIQUES TC THE ASSESSMENT GF<br />

CONTRIBUTIONS<br />

MANAGEMENT-POTENTIAL C720<br />

MAhACEMENTS<br />

MEN lh ThE MICCLE C147<br />

PANACEMEhTS<br />

MANAGEMENTS RULE-BREAKERS C239<br />

LChC-RANGE FLAhhIhC AND TOP MANAGEMENTS ROLE Ih EP 0277<br />

MANACEMENTS BLUhCER BUFFER 0296<br />

MANAGEMENTS hEW VIEW F INNOVATION°' C3C7<br />

MAhACEMENTS RCLE IN OEVELCPIhG AN INFORMATION SYSTEM 0836<br />

MANAGEMENTS RCLE Ih PICRCF[LM 0846<br />

MANAGER<br />

MANAGER AbE TPE CCMPLTER 0068<br />

THE<br />

THE FORGCTTEh FIELD SALES MANAGER 015I<br />

C883

MANAGER (conhnue<br />

MAhACER AND CAhEIEATE.<br />

ENGINEER ThE JC8 TC FIT ThE MANACER<br />

ThE IRCbBLESME TRANSITICn FROM SCIENTIST TC MANAGER<br />

CATA AbTONATICN AhC ThE PERSCnNEL MANAGER<br />

IHE GO-GC WCRLD CF ThE RISK MANAGER<br />

PARTNERS FI]R ICMCRROw- MAnACER ANC MAChinE<br />

AGE CF ICE InILIlIE ANAGEP<br />

ORIEnTINC A NEW MARKETINC MANAGER, AN LnCOMMCn AFPREACH<br />

IN ThE SPCILIGFT- THE SUFPCRIIVE MANAGER<br />

SYSTEM EIACRAM CF THE FLnCTICNS CF A MANACER<br />

MANAGERIAL<br />

MAnACERIAL SLCCESS<br />

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THE ACTUARIAL-CLINICAL CCnTRCVERSY In MANAGERIAL SELECTICn<br />

EVALLATIEn TEST MANACERIAL PERSOnnEL INTERVIEW APTITLEE<br />

RATING<br />

PERFCRMANCE-EVALLATICN<br />

RESCLVlnG TEE-LEVEL MANACERIAL CISACREEMENTS<br />

AVGICINC MAnACERIAL CESGLESCENCE<br />

ASSESSING MAnACERIAL TALENT<br />

TESIS ANALYSES REGRESSIOn MANAGERIAL EFFECTIVENESS<br />

POCERN CCMPLIE8 1ECHnCLOCY ANC MANACERIAL PRINCIFLES<br />

CaMPLTER EFFECIS LPCN MANACERIAL ACCCUKTINC JCBS<br />

MANAGERIAl MAnPCWER FLAnnlnC--A KEY IC SLRVIAL<br />

MANAEERIL LEACERSEIP STYLES IN PROBLEM-SOLVING CONFERENCE-'<br />

MANAGERIAL CLIMATE, WCRK CRCLPS ORGANIZATICnAL PERFERMAhCE<br />

MANAGERS<br />

OF PRE8LEMS CONFRCTIC MANAGERS<br />

TYPES<br />

WANTED--2OO,COC 1CP 8USInESS MANAGERS<br />

TRAInINC MAnACERS TO MAKE CECISICNS ThE In-EASKEI METHCC<br />

BELIER nANACEMZkl OF MANAGERS CAREERS<br />

IFE MAflACERS RESFCNSIBILIIY IN EMPLEYEE CEVELCPMENI<br />

MANACERS AIIIILCE CREATIVITY InnCVAIIC<br />

EnFCRCING ThE RLLES--PCW CC MANACERS CIFFER<br />

KEEFING TA8S CN 7,500 MI[CLE MAACERS<br />

CEVELOPMEnI CF AICS FCR MnACERS OF COMELIER PRCGRAMMING-'<br />

SCCIALIZAIIO CF MANACERS- EXPECTATIONS C PERFCRMAnCE<br />

COUNSELING INCbSIRIAL MAnACERS WITh SCRTS'<br />

MANAGERS MSI EASIER SCCIAL FRCELEMS<br />

GCOE MANAGERS EZnl MAKE FCLICY CECISIDNS<br />

ThE MAnACERS SIAKE In CUALITY CCnTREL<br />

ICEnlIFYINC MAnAEERS'<br />

AIIITUCES TCWARC MANAGEMENT TFECRY AS FACTCR IN MANAGERS<br />

MANAGERS ANC MAnAGEMEnT SCIENTISIS, TWC CLLTLRES<br />

A LICENSE FCR MAnCERS<br />

THE MANAGERS GLICE TC SYSIEM ANALYSIS<br />

GAPES MAnACERS PLAY<br />

SUPPLEMENTARY CCMPENSATICn EESIRES EF MICCLE-SIAFF MANAGERS<br />

MANAGES<br />

A WCRLCWIE CERPCRATICN MANACES CAnGE<br />

HOW<br />

MAnAGInG<br />

OF PAnACInG INDLSTRIAL RESEARCh<br />

PRCELEMS<br />

MANAGING TC ANACE ThE CEMPLTER<br />

MANAGING MANAGEMENT MANPCWER<br />

MANAGING RECCRCS nITF MICRCFILM<br />

MANPOWER<br />

APPREAC TC MAnPCWER HANACEMEnI<br />

SYSTEMS<br />

CIE3<br />

0173<br />

C213<br />

C317<br />

0814<br />

C8471<br />

09741<br />

lO38<br />

1153<br />

C028<br />

CC55<br />

0082<br />

ClC9<br />

C134<br />

0609<br />

C638<br />

0863<br />

r885<br />

09C3<br />

0907<br />

C986<br />

CC31<br />

0123<br />

C214<br />

C31O<br />

C313<br />

C338<br />

C433<br />

0469<br />

C533<br />

C563<br />

C772<br />

C791<br />

0849<br />

C866<br />

0909<br />

C993<br />

C8<br />

1003<br />

ICII<br />

1148<br />

1146<br />

C694<br />

CSgC<br />

1068<br />

1084<br />

CC53<br />

MARKETING<br />

TBCFnOLCCY Ant MANPOWER LTILIZAIICN I CISTRI8LIIEN ACENCIES C236<br />

MANPCWER, LnEMFLCYMEnT C458<br />

PRCCRAMMINE, PAnPCWER, IkFCRMATIEn, EVALLATIEk, ANALYSIS C586<br />

EVALLATIE OF LINEAR FRCERAMMING ANC PLLTIPLE REGRESSICn FCR<br />

AN<br />

MDnPCWER REQUIREMENTS 0586<br />

ESTIMATING<br />

PRCCRAM MAnFCWER, JCB C589<br />

CEVELOPMEnT CF RELCCATIOn ALLOWANCES AS MANPOWER PCLICY C589<br />

MAnPCWER, CLERICAL, TYPINC ATC-TYFINC C620<br />

RECRLIT PtAnInC, MANPOWER, E£LCATICN C626<br />

MAnPCWER FLAn[C C632<br />

RECRLITINC FLAW, PERSONNEL MANPOkER JCB INCVAIICn,NALYSIS<br />

TRAInlNGt PRCCRA, MAKPCWER CCNIRCL, ANALYSIS C663<br />

TRAInINC, SELECTIVE, PROCRAM, PERSCnnEL, FAnFEWERVALLATICn<br />

:UAnTITaTIVE OETERMInATIE& CF MAnPCWER RECIREMETS CT30<br />

£ETIRMInATIE CF MANECWER RECLIREEnlS I VARIA2LE ACTIVITIES<br />

PLAn, MAnFCWER, JCE, CCNTRCLLInC C760<br />

TRAINING SLPERVISCRY PROCRAMS PERSCnNEL MANFCkER ECLCATE C774<br />

MAhACERIAL MAnPCER PLANnlNC--A KEY TC SbRVIVAL cgc3<br />

TRAIkINGt PRCCRAMS, MANPCWER, EVALbATICn, AnALYSESCINISTRATIC<br />

BEPAVICRAL-SCIEnCES FLMAn-RESOLRCES ANPCkER 1016<br />

MAhACINC MAnACEMEKT MANPCWEP IC68<br />

MAKInC IFE EEST LS[ CF R÷C AkPCWER 1142<br />

TREnCS lh MAAPEhER MANAGEMENT RESEARCH 1189<br />

MAnPEkER-<br />

MAnFChER- SLFPL ANC FLEXIEILIIY IC92<br />

CCnSTRbCTICN<br />

MAnLAL<br />

FREEICTICn EF LEARNINC RATES FCR MAnLAL CPERATICNS C6C2<br />

THE<br />

ACCLRACY EF FANLAL ENTRIES Ik ATA-CCLLECTICN CEVICES C787<br />

MANFACTURINC<br />

RECLIREMEnIS FCR CEMFLTER MALFACILRInG<br />

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CCCLPATIEnS In RAEIO-TV CCMMLNICATICk ECLIPMENT<br />

MAPPIkC<br />

MCCELS, MAFPINC ThE MAZE FCR FANACEMEnl<br />

FEGRISTICS<br />

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EXFAnSIEn In ThE LABLR MRKEI<br />

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CLbSIER ANALYSIS In IESI MRKET SELECTIEk<br />

tSIn£ FCtSE CREAnS TE REACh<br />

PRDMCTIE TO TEE ECUCATIEKAL MARKET<br />

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MARKEIINC<br />

EFFECTIVENESS ANC SALES SLPERVISICN<br />

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MANLFACTURING<br />

SYSTEMS APFRCACE TC INCLSIRIAL ARKETInG CLFMLnICATICS<br />

ThE MUCCLE In MARKETIhC RESEARCh<br />

MARKETIC AnC ACVERTISINC SETTIkC CEJECIIVES THAI CET RESLLTS<br />

USInC PERT IN MARKETIkG RESEARCh<br />

MOCEL-BblLCIn£ IN MARKETINC RESEARCE<br />

YORE EFFECTIVE MARKETING RESEARCh LSING ACMInISTRATIE PRCCESS<br />

MARKETIkC ITELLICENC[ FCR ICP MAnACEMEnl<br />

ThE LSE CF MCCELS IN MARKETING TIMINC DECISICnS<br />

MARKETING ECLCAIICN AND PERSCNNEL AS RESEARCH AREAS<br />

CE32<br />

C730<br />

C760<br />

0984<br />

C989<br />

1127<br />

C765<br />

C17C<br />

C185<br />

C458<br />

C650<br />

C701<br />

C7C3<br />

cgI6<br />

CCC4<br />

C028<br />

C066<br />

CC74<br />

0340<br />

C506<br />

C511<br />

C514<br />

0811<br />

0862

(conhnued)<br />

MARKETING<br />

A Eh MARKETINC MANAGER, Ah LhCOMMCh APPRCACH C97<br />

DRIEhTIC<br />

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MARKETINC-CCGUNIING PARTNERSHIP Ih BUSINESS 036<br />

THE<br />

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PLANNING AN£ CChTRCL LSIhC ABSORBING MARKCV CEAINSo 0633<br />

SALES<br />

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MATCHING REVEhLE WITH EXPENSE B230<br />

ON<br />

MATERIALS<br />

TESTIC PLANT CCNTRCL MATERIALS SUB-PREEESSICNAL 0470<br />

TRAININC<br />

MATHEMATICAL<br />

COSTING APPLICAIICh CE MATHEMATICAL PRCGRAMMIhG 023<br />

CPPCRTUN[TY<br />

NATINC<br />

BEHAVIORAL SCIENCE A&E S[HULATICh C003<br />

MATING<br />

MATRIX<br />

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NETEOC FR CBTAIhIhC THE INFORMATION MATRIX FR A<br />

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MATURE<br />

MATURE SUPERVISOR 1020'<br />

TE<br />

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CCMPAKY PRCFITs FROM TRAIhIhC PROGRAMS c324<br />

MAXIMIZIhG<br />

MAZE<br />

MCCEL$, MAFPIhC TEE MAZE FER MANAGEMENT. C?ES<br />

HEURISTICS<br />

MEASURE<br />

PROPOSAL PER NEW MEASURE OF ATTITUDINAL CPPCSITICh I04<br />

A<br />

CORRELATION CF MEASLRE FOR NOMINAL AIA IC6T<br />

AFPRAISALS EASLRE EVALUATE COMMLNITY I17S<br />

TEE SUEEMFLCYMEhT INDEX- hER MEASLRE IISE<br />

VEASLRED<br />

INDUSTRIAL PRCfiUCT PLBLICITY BE MEASURED 0516<br />

CAN<br />

MEASUREMENT<br />

EVALLATICh MEASLREMEhl C029<br />

PERFORMANCE<br />

EFFECTIVE MEASUREMENT OF A PROFESSIONAL RECRUITING EFFORT C045<br />

JC-EESCRIPTIOh EASLREMEhTGE-DESCRIPTICh MEASbREHEh3 C2T<br />

PEASLREMEhTI SIAIISTICS 03?]<br />

RECCR£-KEEPIhG, MEASbREMEhT BOP C423<br />

CChTROLLIC LAER COSTS TERCLGH WCRK MEASUREMENT 0440<br />

INTERVIEW CLESTICkhAIRE PEASLREMEhT SURVEYS 0453<br />

PERFORMANCE MESLREMENT FOR CLERICAL OPERATIONS C463<br />

WORK MEASUREMENT PSYCHOMETRIC RESEARCH BEVELOPMEhT 0485<br />

SAMPLINC MEASUREMENT C505<br />

ANCTFER LCCK AT hCRK MEASLREMENT 0585<br />

POS WORK MEASLREMEhT C614<br />

MULTIPLE LINEAR RECREESICN ANALYSIS FOR DRK MEASLREMENT 0661<br />

A RATIONAL EASIS FOR NORMAL IN WORK MEASLREMENT 0688<br />

STLBY CF SELECTEB CPIhIC MEASLREMENT TECENIQLES C789<br />

STATISTICS, EASLRENhT, TESTINC, SELEC3 0841<br />

MEASLREET CF CORPORATE IMAGES BY TEE SEMANTIC DIFFERENTIAL 0953<br />

Ch lEE MEASUREMENT OF SOCIALIZATION C994<br />

IS WORK MEASLREMET EEA 0995<br />

WORK MEASUREMENT TIMESTUEY iC74<br />

SIATISTICAL ANALYSIS IN OST MEASLREENT AND CONTROL IC96<br />

HUMA RESOURCES MEASUREMENT MAYhOT BE REPRINTED 1109<br />

WRK MEASUREMENT MYTES AND MANACEMEhT MISCONCEPTIONS 1165<br />

MEASUREMENTS<br />

MEASUREMENTS COST ANALYSIS IMPRCVED COSTING 1129<br />

WORK<br />

MEA3URES<br />

MEASLRES FOR ESTIMATED EATA 017T<br />

PRCBABILITY<br />

DEVELOPING BETTER PROFITABILITY MEASLRES C373<br />

MERCHANDISE<br />

MEASURING<br />

TOTAL APPROACE TO MEASURING PLRCHASE PERFORMANCE 0342<br />

TREhE-<br />

MBASURIhC FAIIGLE C500<br />

BXPERIMENTAL DESIGNS IN MEASLRINC PREMOIICN EFFECTIVENESS 0948<br />

MEASURING ACCUISITIOh REPLACEHENT CCST IIO<br />

A FCRMULA FER MEASLRING EXECLTIVES 1178<br />

NECFAhICS<br />

FACTORS IN AIRLINE MECHAflICS WORK MOTIVATIONS C517<br />

BACKCROUN<br />

MEIA<br />

PRCGRA, TEXT LECTURE AS INSTRUCTIONAL MEDIA 0494<br />

BRANCHIhG<br />

MEDIA RESEARCE- PRCCRESS REPORT 0966<br />

A PRACTICAL PRCCECLRE FOR PE£1A SELECTIEN 0977<br />

BOW T USE MIXED MEDIA IN EXEIBITS 1169<br />

A PROBABLISTIC APPROACE TO IBUSTRIAL MEDIA SELECTIZh 1199<br />

MEDICAL<br />

EATA-PRCCESSIhG, EIAGNCSIS C24<br />

MEDICAL,<br />

CCVFLTER ANALYSIS GF MEDICAL SIChAL 0245<br />

MEDICALt CATA-PRCCESSING DIAGNOSIS, INFORMATION-SYSTEM 0246<br />

MEDICAL, EATS-PROCESSING C282<br />

MEOICAL, ECSPITAL C288<br />

SUPERVISOR, PERSONNEL, MEDICAL, JOB, CONTROLLED, ANALYSIS C34<br />

SUPERVISORS SELECTION PSYCECLOGICAL ORGANIZATION MEDICAl C88<br />

MEDICAL EEbCATICh CLLEGE 0497<br />

PRCCRAMMIhC, MEDICAL, EVALLATICh 0810<br />

MEDICARE<br />

ECSPITAL 0238<br />

MEDICARE,<br />

MEDICARE AbE DISABILITY INCOME INSURANCE 0248<br />

PAYMENT FCR PEYSICIAhS SERVICES LNCER MEDICARE 0292<br />

MEDICARE EASEl kCRKMEhS-CCMPENSATIGh 0327<br />

MEDICARE FROM THE EYES OF DOCTORS AbE HOSPITAL ADMINISTRATOR B343<br />

MEDICARE 0352<br />

STATUS REPCRT Ch MEDICARE 0712<br />

RULES, MEDICARE, EDUCATION, ABMIhISIRATIGN 0712<br />

MEICARE ANALYSIS 0E52<br />

MEDICARE ARC ACCELhTIhC 0928<br />

MEDICARE-<br />

TEE RECCRD AND CChSEQLEhCES i050<br />

MEDICARE-<br />

MEBICAREE<br />

WCULB MEEICAREE COST 0238<br />

WPAT<br />

MECICIEE<br />

MEDICINE, EDUCATIONAL, CCMPLTERIZA31Oh 0112<br />

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TE COMPUTER IN MEDICINE C246<br />

MEETING<br />

YCURE GCIC TC RUN MEETING 0257<br />

SC<br />

KEEP SALES MEETIhC RIVE ALIVE ALL YEAR C328<br />

TPE CCFROhTATIC MEETINC 0699<br />

AT THE BAhK £IRECTORS MEETIhC 0757<br />

GUI£E TC NEETIC STYLES CRCLPS AbE PETECDS II2<br />

PEETIhCS<br />

CChVEhIION MEEIIhCS G?6T<br />

SYMPCSILM<br />

SCEEEULINC MEETIhCS APPCINTMEhTS i12<br />

MEMBERS<br />

REWARDS COORDINATION AMONG COMMITTEE MEMBERS C013<br />

ADMINIS3RATIVE<br />

SURFACE APATHY CF LNICN MEMBERS C093<br />

METAL-ABILIT-VARIA<br />

STUDY CF SOME PSYCHCLOCICAL, VOCATIONAL INTEREST AbE<br />

A<br />

MENIAL-ABILITY-VARIABLES AS PREDICTORS CF SLCCESS C722<br />

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ASSISTEE MENU PLAhhING' 1009<br />

CCMPLTER<br />

MERCEAhDISE<br />

{UAhTI3ATIVE AIS TC MERCEAhCISE MANAGEMENT 0991<br />

SOME

MERIT<br />

MERIT<br />

MERIT INCREASES FOR SALARIED EMPLOYEES 1181<br />

FUND<br />

MESSACE<br />

SALES MESSACE EFFECT CN CLSIOMER-SALESMAN INIERACTIZN<br />

CHOICE<br />

TRAINING AIDS SPEED TFE MESSAGE 1176<br />

METH£<br />

MANAGERS TO MAKE EECISION$ -TFE IN-BASKET METHOD 0214<br />

TRAINING<br />

TEST METHOD C4<br />

A METHOD FOR SOLVING OISCREIE OPIIMIZATICN PROBLEMS 0481<br />

IE CONVEX SIMPLEX METHOE 1005<br />

NON-COMPLIER METEEO FOR RESCLVINC TRAVELLING SALESMAN PROBLEM<br />

SIMPLE MEIEOC FCR CETAININC ThE INFORMATION MATRIX FCR A<br />

A<br />

OISTRIBLTION IC79<br />

MULIIVARIATE-NCRMAL<br />

METHOECLOGY<br />

C066<br />

METHODOLOGY<br />

POINTS IN ThE METHODOLOGY OF UREAR FCPLLATION OISTRIBLTICNS 1055<br />

METHGCS<br />

OF AREAS AN METhEES OF RATING JOB SATISFACTION 011<br />

VALIOITY<br />

THE POTENTIAL CF EUSINESS-GAMING METHODS IN RESEARCEo' G42]<br />

APPLYING EMPIRICAL METHODS TC COMPLTER-BASEO SYSIEM DESIGN 048?<br />

APPLICATION CF SLRVEY METECES TO MODEL-LINE OEClSIENS C50<br />

COMBINATION CF SLRVEY METFEES G508<br />

ADVANCES IR CRITICAL PATH METHODS.' 0579<br />

TOWARD SYNTFETIC METHODS ANALYSIS C615<br />

STUDYING EXPERT INFORMANIS BY SLRVEY MEIHOOS 085<br />

METHODS CF ESTIMATING CONSUMER PREFERENCE DISTRIBbTICN 096<br />

GUICE TO MEETINC STYLES CRCLPS AND METFCDS 1192<br />

NEYHCS-MEASUREMERT<br />

METFCES-MEASUREMENT TECHNIQUES D97<br />

ADAPTING<br />

METRCPCLITAN<br />

IN 15 METROPOLITAN AREAS 104<br />

UNEMPLOYMENT<br />

JOBLESS TRENDS IN 20 LARGE METROPOLITAN AREAS 111"<br />

MICRO-IMAGE<br />

CN FILM FROM 81T TO MICRC-IYACE C20<br />

PRINTOUT<br />

MICRCFILINO<br />

MICRCFILING MICROFILMING 1100<br />

STORAGE<br />

MICROFILM<br />

INFORMATION-RETRIEVAL CO?I<br />

MICRCFILfl,<br />

DOCbMENT SICRACE-OATA MICROFILM 0206<br />

OOCUMENT, SIORACE-[ATA, MICROFILM C207<br />

A MACRO VIEW CF MICROFILM 0208<br />

THE MANY NEW IMAGES CE MICRCFILM C415<br />

HIGh 8PEEC MICROFILM SYSTEMS 0539<br />

MANAGEMENTS ROLE IN MICRCF[EM 086<br />

ANAGING RECORDS WITh MICROFILM 1084<br />

QRE WORK GOES TC MICROFILM 1112<br />

MICROFILMING<br />

FICRCFILING MICROFILMING 1100<br />

STORAGE<br />

MICROEEONES<br />

CEACLE-PRCJECTICN MOVIES i[66<br />

M[CROPHChES<br />

MI£OLE<br />

LOCK AT MI£CLE MANAGEMENT DEVELOPMENT COk3<br />

A<br />

MANAGEMENTS PER IN ThE MI£CLE C147<br />

KSEF[NC TABS CN 7500 MICCLE MANACERS C33<br />

MIDDLE AGEC t177<br />

MICOLE-MANAGEMENT<br />

OF SATISFACIIGN IN VICCLE-MANAGEMENT PERSONNEL 0724<br />

OETERMINANTS<br />

M[OLE-STAFF<br />

COFPENSATICN EESIRES CF MIDDLE-STAFF MANAGERS 1148<br />

SUPPLEMENTARY<br />

MILIEAb<br />

ORGANIZATION CONDUCT IN IFERAPUTIC MILIEAU COl4<br />

COMMUNICATION<br />

0683<br />

1057<br />

48<br />

MONEY<br />

MILITARY<br />

THEORY CF COST-EFFECTIVENEES FCR MILITARY SYSTEMS ANALYSIS C160<br />

A<br />

STUDY CF NEED SATISFACTIONS IN MILIIARY BSINESS hIERARCHIES<br />

MILLER<br />

ANALCCIES TEST, A kC]E CN PERMISSIVE RETESTINC C530<br />

MILLER<br />

MINIMLM-CCST<br />

CFECKINC USING IMPERFECT INFORMATION<br />

MINIMUM-COST<br />

MINNESOTA<br />

VOCATIONAL INTERES1 INVENTORY C961<br />

MINNESOTA<br />

MINORITIES<br />

PLACEMENT, MINORITIES C092<br />

HANCICAPPE,<br />

MINORITIES, LNEMRLCYMENT CLERICAL C233<br />

CRTCAGES FOR MINORITIES 1204<br />

MINORITY<br />

MINCRITY 1114<br />

NEGRO<br />

MINORITY BLACK RACIAL bREAM 1157<br />

MINORITY CULTbRAELY-FAIR I163<br />

MINCRITY-GRCLP<br />

EDLCATICN MINORITY-GRCLP 0153<br />

TRAINING,<br />

MIS<br />

STAFF RESPONSIBILITY CF ThE MIS ANALYST ICE?<br />

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MISCCNCEPTICNS<br />

MEASUREMENT MYTFS AND MANAGEMENT MISCORCEPTICNS 1165<br />

WORK<br />

MIXED<br />

TO USE MIXED MEDIA IN EXFIDIIS 1169<br />

hOW<br />

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APPLICATIC CF CNLINEAR EPIMIZATIC IC PLANT LCCAIICN SIZE<br />

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EFFECT EF CLESTIEk ORDER EN RESPONSES C510<br />

THE<br />

WHAT CAN YOL LEARN FROM THE MAIL ORDER kRITER r713<br />

THE LSE CF ORDER STATISTICS IN ESIIATIC iI5<br />

ORDER-FORMS<br />

ORDER-FORMS C900<br />

TYPIhG<br />

}RDERS<br />

CREEPS WITHOUT ERRORS.' 0932<br />

PPCkE<br />

;RGANIZATIGk<br />

CECISICN-MAKIC, ADMINISTRATION C002<br />

ORGANIZATION,<br />

COMMUNICATIC CRGANIZATICN CO,CLOT IN IHERAPLTIC MILIEAU C014<br />

DOES TRADITIONAL ORGANIZTIEk THEORY CONFLICT kIIH TFECRY 018<br />

BREAKTHROUGH IN CRCAkIZATICk CEVELOPMENI C020<br />

ORGAkIZATIC AhC THE TRAINING OF THE CCIROLLERS SIAFF 0063<br />

SYSTEMS APFRCCF TC ORCANIZATIGN ANO MANAGEMENT C091<br />

RECIPRGCATICh THE RELATICNSF[P BETWEEN Ah AND CRGANIZATION 00<br />

THE MANACEMENT CF TEhSIOk IN ORGANIZATION 0148<br />

FUNCTION AND DYSFUNCTION IN 1HE ORGANIZATION 0196<br />

EFFECTS GF CRCLP CCHESIVENESS Ck ORGANIZATION PERFCRANCE 0255<br />

THE JOB EVLLATCR ANC THE CRCANIZATICN 0392<br />

TRAINING PROGRAM, PERSONNEL, ORCANIZATICN, ANALYSIS C433<br />

ANALYSIS OF ORCANIZATICN HAING INTANGIBLE CLTPLTS<br />

[NPLT-CLTPLT<br />

0471<br />

ORGANIZATION EVALLATING SERVICE C471<br />

PSYCFOCYBERhETICS AND THE CRCAhIZATICN C479<br />

CRGANIZATICh, IhFGRMATION, ANALYSIS G479<br />

SUPERVISORS SELECTION PSYCPELCGICAL GRGANIZATICN MEDICAL C88<br />

PERSONAL EFFECTIVENESS OF PHYSICIANS IN FEDERAL ORGANIZATION<br />

CRGAhIZATICk, JCE ANALYSIS<br />

DYNAMIC CHARACTER OF CRITERIA, ORGANIZATION CHANGE<br />

PIAhhINC CRCANIZATICN INFCRHATICN, EVALLATED<br />

0623<br />

C488<br />

C493<br />

0493

ORGANIZATION(conhnued)<br />

ORGANIZATION EFFECTIVENESS ¼1IH LEADERSHIP THEORY 0527<br />

PREEICTING<br />

TESTING, ORGANIZATIONt JOB C533<br />

ORGANIZATICN JEEr ANALYSES C541<br />

FLANKER, ORGANIZATION ACMIISTRATES 0544<br />

PROGRAM PERSONNEL ORGANIZATION CCUNSELINC 0554<br />

SUPERVISDRt ORGANIZATION, OPTIMAL, JOB C556<br />

RETRIEVAL= PERSONNELe ORGANIZATIONj INFORMATION, CONTROLLED 056;<br />

PROGRAM, ORCANIZATION, INFORMATIONe ADMINISTERED 0595<br />

RGANIZATICN, JOE, EVALUATE{ 0660<br />

Hog TO SET UP A PROJECT ORGANIZATION 0660<br />

PLANNED, ORGANIZATICNe MAKIhG INFORMATION, DECISION 0693<br />

PLANNING CRGANIZATICNt INFCRVATION 0699<br />

ORGANIZATICNt EDLCATICNAL C703<br />

SUPERVISORS, ORGANIZATION, MAKING, EVALLATED, OECISICN-GRCUP<br />

PAITERNS CF CRCANIZATICN CHANGE C717<br />

WILL UCCESS SPOIL YOUR ORGANIZATION 075<br />

PROCRAMMERSj CRCANIZATION, INFORMATIDN COCUMENIATIOkNALYSTS<br />

ERGANIZATICN ANALYZEO 0782<br />

ORGANIZATION, ANALYTICAL 0790<br />

PLANS, GRGAkIZAIIDN 0791<br />

RECRITING CRCANIZATION 0798<br />

PLANSt ORGANIZATION 0800<br />

SELECTION PRGGRAMMERt PLAN, ORGANIZATION, EVALLAIING 0809<br />

PLANNBO, ORGANIZATION C828<br />

PRDGRAM PLANNINC ORGANIZATION 0629<br />

PERSDNNEL GRGANIZATION ANAEYSIS 0831<br />

BLAN ORGAkIZAIICN INOVAIE INFORMATION 0834<br />

PLANt ORGANIZATION, INFORFATIONt CONIRL ANALYSES 0840<br />

PLANNING CRGANIZATIENt CONTROL, ANALYSIS R-÷-D 0844<br />

ORGANIZATICN INFORMATIONt EDUCAIIC DECISICN ANALYSIS C847<br />

ORGANIZATICN, JCB EDDCATION 0860<br />

GCALS AN ORGANIZATICN OF DECISION-MAKING FUR TFE C918<br />

WELFARE<br />

RESOURCES<br />

WATER<br />

ORGANIZATICNt JEO-OEPAND EEbCAIE 0979<br />

PREGRAMS PERSCNNEL CRGANIZAIION ECUCAIIONALOMINISIMATION 0983<br />

RULES, PROCRAM, FLANING, ERGANIZATICNt CGNTRCL R-*- 0985<br />

THE ORGANIZATION AND 50CIC-TECHNICAL CONIROLS. 1047<br />

LESSENS FROM TFE INFORMAL CRCANIZATICN 1151<br />

CRGANIZATICN AND EARCAINING IN HOSPITALS 1160<br />

THE TWO AUTHORITY STRUCTURES OF BUREAUCRATIC ORGANIZATION I198<br />

ORGANIZATICN-AALYSl<br />

ACFIkISIRAI[E C012<br />

ORGANIZATICN-ANALYSIS<br />

ORGANIZATION-ChARTS<br />

CATA-PRCCE$SING 0265<br />

ORGANIZA¥ICN-CFARISt<br />

ORGANIZATIONAL<br />

THE C@NCEPT OF ORGANIZATIONAL GOALS C002<br />

ON<br />

ORGAIZATIENAL STRAIN AN KEY RULES C099<br />

ORGANIZATIONAL CONFLICT 0150<br />

CRGANIZATICNAL hEALTh AND CCFPANY EFFICIENCY 0224<br />

INFORMATION 03611<br />

ORGANIZATICNAI<br />

ORGANIZATIChALt MAKINC INFORMATIONAL, EOUCATICNECISICh 04211<br />

TEST,<br />

ORGANIZATIONAL, OPTIMIZATION, MAKING, DECISION 05061<br />

ORGANIZAIICNALt ANALYZING C5L3<br />

RGANIZATICNAL JOB 0526<br />

0717<br />

077(<br />

2<br />

ORGANIZING<br />

SUPERVISCRY SATISFACTIOn, RGANIZATIGNAL EVALUATE 0527<br />

PROGRAMMED ORGANIZATIONAL CECISICNS CONTROL ACMIkISIRAIIVE O534<br />

SUPERVISCRt SATISFACTION PYCHCLCCICAL ORGANIZAIIENAL JOB 0557<br />

PSYCHOLEGISTS CRCANIZATICNAL, MAKING-JOB C611<br />

GRCAhIZATIENAL, MAKING, INFORMATION, ECLCATICN C617<br />

PLANNING<br />

CUESIIOhNAIRES<br />

ORGAIZATICNAL CChTRCLLINC ANALYSIS 0628<br />

CRGANIZATICNAL £ECISION 0656<br />

ORGANIZATIONAL EECISIDN-MAKIhG BEHAYIOR 0656<br />

ORGANIZATIONAL, CPTIMISTICe CCNTRCL C665<br />

THE ORGANIZATIONAL IMPACT CF COMPLTERS 0685<br />

ORGANIZATIONAL, FORECASTS 0685<br />

ORGANIZATIONAL, JCB C710<br />

RbLE, ERCANIZATICNAb, MAKING JOB DECISIOn,EDIFICATION<br />

TRAINING,<br />

0736<br />

ORGANIZATIONAL EVALUATIO ANC AbIHCRITY C737<br />

ORGANIZATIONAL, EVALLATE, CONTROL, ANALYZEB 037<br />

SUPERVISCRYe CRCANIZATIGNALt CONTROL 0738<br />

STRLCTURE POLICY STYLE STRATEGIES OF CRGANIZATIChAL CDhTRCL C738<br />

ORGANIZATIONAL, EVALLATE C751<br />

CRGANIZATICNAL CECISION 0762<br />

ORGANIZATIONAL CCNFLICT CONCEPTS AND VCCELS 0782<br />

CRGANIZATICNAL, EDDCATION 0818<br />

ORGANIZATICNALt PERFORMANCE-APPRAISAL EVALUATION 0903<br />

ORGANIZATIONAL INFLUENCES Ch STLCENT ACHIEVEMENT C959<br />

MANACERIAL CEIMATE WORK GRCLPS ORGANIZATIONAL PERFORMANCE 0986<br />

ORGANIZATICNAL-ANALy<br />

CF COMPLEX BEFAVIDRAL MDOEL$ TD REGIENAL AND<br />

APPLICATIONS<br />

CRGANIZATICNAL-ANALY3IS 0628<br />

ORGANIZATIENS<br />

INTERNAL-EXTERNAL bIChCIDMY N BUSINESS GRGANIZATIENS C149<br />

ThE<br />

A3SENCE BAhAVICR CF PERSONNEL IN ORGANIZATIONS C383<br />

CREATIVITY IN ORGANIZATIONS 0391<br />

?RAINING DRGANIZATICNS 0414<br />

SATISFACTICN CRCANIZATICNS JOB 0461<br />

STATUS CLASSES IN CRGNIZATICNS 0526<br />

RECRUITER CRGANIZATIONS JOB 0572<br />

ORGANIZAIICNS MAKING EUCAIORS DECISICN GATA-PROCESSING 0605<br />

SATISFACIICN, CRGANIZAIIENS C618<br />

PROCRAM, DRGANIZATIDN$ COLSEL, CDNIROL, ACMINISTRAIIVE 0?52<br />

ORGANIZATICNS INCVATING 0807<br />

ThE PROBLEM IF ACING ORGANIZATIONS 1064<br />

ORGANIZE<br />

TO CRCANIZE INFORMATION SYSTEMS 0115<br />

HOW<br />

GRGANIZE IMFORMATION C581<br />

ORGANIZE FORECASTING, ANALYSIS 0670<br />

TEST<br />

ORGANIZEC<br />

ORGANIZED, ANALYSIS 0405<br />

PSYCHOLOGICAL ORGANIZED 0420<br />

PRDCRAM, ORCANIZE£ EEUCAIIC ADMINISTRATIVE C542<br />

ORGANIZEC IhFCRMATICNt EECISIONe CONTROL, ANALYSIS 0833<br />

ORGANIZES<br />

JC8 0757<br />

ORGANIZES<br />

ORGANIZINC<br />

FOR hATIONWICE CF CI04<br />

ORGANIZING<br />

CRGANIZING FCR PRECUCT INNUVATICN 0113<br />

ORGANIZING CO'FLIER SERVICE TO SUPPLY EMPLCYEE OIVATION 0259<br />

ORGAIZINC, IFCRPATIEN 0825

ORGANIZING (cont,nued)<br />

CRGANIZINC STAFFIhC OPERATING INFORMATION SERVICES FLNCTICN<br />

ORGANS<br />

HORSE CRCAhS TE REACH SPECIALIZED MARKET C70I<br />

USINC<br />

ORIENTATION<br />

EVALtAIING, ORIENTATION C268<br />

TRAININC,<br />

RECRLITMENT ERIETATICN 0273<br />

INTERPERSONAL CRIENTATION TC STUOY EF CONSUMER BEHAVIOR 0978<br />

ORIENTED<br />

ORIENTEE CCMPLTER SYSTEMS C084<br />

USER<br />

SIMbLATIEN BASIC CONCEPTS CF A CCMPUTER ORIENTED IECHNIQUE<br />

CRIENIING<br />

A MEW MARKETING MANAGER, AN UNCOMMON APPROACH. 0974<br />

ORIENTING<br />

OTITIS-MECIA<br />

CTITIS-MEDIA FRACTLRE CANCER 1069<br />

APPENDICITIS<br />

OUTCGME<br />

CHARACTERISTICS OUTCOME OF RESEARCH DEVELOPMENT<br />

ALLOCATION<br />

OUTPLTS<br />

ANALYSIS CF CRCANIZATICN HAVING INTANGIBLE CUTPLTS<br />

INPLT-CUTPLT<br />

DVERSEtt<br />

EVERSELL Ik STAFF RECRLITING C330<br />

THE<br />

CVERSELL--A<br />

CVERSELL--A MAJOR PITFALL IN COLLEGE RECRLITMENT 0865<br />

THE<br />

PAIRED<br />

PAIRED COMPARISONS IN PREFERENCE ANALYSIS 0947<br />

SYSIEMATIC<br />

PAIREC-CHCICEIVISIC<br />

ANALYSIS EF A PAIREE-CHGICEIVISIC-OF-TIME-<br />

MULTIPLE-RECRESSION<br />

IN RELATICN TC CRACE-POINI AVERAGE 0646<br />

PANEL<br />

NCTE CN PANEL EtAS C445<br />

A<br />

PERSONAL INTERVIEW VERSUS PAIL PANEL SURVEY 0503<br />

PAPERS<br />

TECHNICAL PAPERS PAY OFF 1171<br />

AKE<br />

SPEAKERS SEMINARS TURN PAPERS INTO PRESENTATIONS I191<br />

PAPERWCRK<br />

SYSTEM EASES EECLTIVE PAPERWORK 0439<br />

-TALK-<br />

PART-lIME<br />

EMPLOYMENT 1066<br />

PART-TIME<br />

PARTICIPANTS<br />

CF PARTICIPANTS IN AN EMPLOYEE SLGGESTI PLAN<br />

CHARACTERISTICS<br />

PARTICIPAIIC<br />

PARTICIPATION IN EERFCRMACE ITERVIEWS C042<br />

APPRAISEE<br />

PARTICIPATICN I OUTSIDE MANAGEMENT EEVELDPMENT PROGRAMS 0554<br />

THE LSE OF SLECREINAIE PARTICIPATION IN ECISICN-MAKING 0987<br />

PARTICIPATIVE<br />

MANACEMENT SOME CAUTIONS 0553<br />

PARTICIPATIVE<br />

PARTICIPATIVE MANAGEMENT, TIME FOR A SECOND LOCK 0667<br />

TEAMWORK PARTICIPATIVE MANAGEMENT RESEARCH 106<br />

PARTNERSHIP<br />

MARKETING-ACCCLNTING PARTNERSHIP IN BUSINESS 0369<br />

THE<br />

PATH<br />

PATH ANALYSIS FOR hEW PRCDLCT PLARNING 0029<br />

CRITICAL<br />

RISK-TAKINC IN CRITICAL PATE ANALYSIS CI27<br />

AVANCES I CRITICAL PATH METHODS 0579<br />

PATIENTS<br />

Oh-LIkE 288<br />

PATIENTS<br />

DRIVING RECORD OF NEURCPSYCFIATRIC PATIENTS 0681<br />

PAITERNS<br />

MAttE CF SVIB PRIMARY AND REJECT PATTERNS 0484<br />

PREDICTIVE<br />

PAIIERNS CF CRCANIZATION CHANGE C?I?<br />

PAY<br />

IT CAN PAY OFF 0298<br />

OPTIMIZATI[-<br />

BYPRODUCT INFORMATION CAN PY THE WAY FOR COMPUTER SYSTEMS C474<br />

0825<br />

1156<br />

C422<br />

C471<br />

C034<br />

PERFORMANCE<br />

WORKER PREFERENCES AMONG TIME-OFF BENEFITS AND PAY 0786<br />

MAKE TECHNICAL PAPERS PAY OFF 1171<br />

PAYMENT<br />

FCR PHYSICIANS SERVICES UNDER MEDICARE 0292<br />

PAYMENT<br />

CF TLITICN PAYMENT AND IVCLVEMENT ON BENEFIT FROM<br />

EFFECTS<br />

PROGRAM 0528<br />

MANACEMENT-CEVELCFMENT<br />

PAYMENTS<br />

DEMAND FOR GENERAL ASSISIANCE PAYPENTSo C027<br />

THE<br />

WELFARE PAYMENTS ANO WORK INCENTIVE -SCME DETERMINANTS L209<br />

RATES ASSISTANCE PAYMENTS I209<br />

PEACE<br />

CF PEACE CORPS SELECIIC BOARDS 0529<br />

RELIABILITY<br />

PEACE-CORPS<br />

TEST PEACE-CORPS 0684<br />

TRAININC<br />

PEAK<br />

SELECTION FER PEAK EFFICIENCY.' Og3I<br />

FURNITURE<br />

PECAGCCICAL<br />

USE CF SIMLLATICk AS PEDAGOGICAL DEVICE 0299<br />

THE<br />

PENSION<br />

CF PENSIEN PLANS CN MOBILITY AND HIRING CLCER WORKERS C040<br />

EFFECTS<br />

PEOPLE<br />

PEOPLE Ih EEF.' C260<br />

THE<br />

HOW CORPORATIONS REGARD PEUFLE WITH EMOTIONAL PRCBLEMSo 053<br />

WHEN COMPANIES FIRE PEOPLE. 0495<br />

HOW TO MANACE CREATIVE PEOPLE C659<br />

PERCEIVED<br />

VALUE EF JOB TYPE COMPANY SIZE LOCATIEN C531<br />

PERCEIVED<br />

PERCEFTIGNS<br />

ATTITUDES IN MANAGEMENT--VI. PERCEPTIONS OF THE IMPORTANCE OF<br />

JOB<br />

PERSONALITY TRAITS AS A FUNCTION OF LINE VERSUS STAFF TYPE<br />

CERTAIN<br />

0166<br />

JOB<br />

PERCEPTIONS OF THE POWER OF DEPARTMENT CHAIRMEN BY PROFESSORS 0618<br />

PERFORMANCE<br />

SELECTION, PERFCRMANCE EVALUATION COil<br />

TRAIING<br />

PERFORMANCE EVALLATICN MEASLREMENT C025<br />

APPRAISEE PARTICIPATION IN PERFORMANCE INTERVIEWS C042<br />

PERFORMANCE, ACHIEVEMENT 0052<br />

SELECTION PERFORMANCE RECRUITMENI C055<br />

PERFORMANCE ANE THE TIREE ELSINESSMAN. B065<br />

PERFORMANCE FATIGUE G065<br />

SUPERVISORS RESFCkSIBILITY PERFORPANCE EMPLCYEE ABILITY C088<br />

EVALLATICN FERFCRMANC MCTIVATION NORALE PSYCHOLOGIST 0100<br />

SPLIT RCLES IN PERFORMANCE APPRAISAL 0117<br />

THE ANALYSIS CF JOB PERFORMANCE BY SCALING TECHNIQLES 0122<br />

PERT--ITS PROMISES AND PERFORMANCE 0132<br />

PRCELEM SITLATIENS IN PERFCPMANCE CCLNSELING C195<br />

APPRAISALS PERSENALITY PERFCRMANCE AN0 PERSONS 0237<br />

PERFORMANCE, APPRAISAL, EVALLATICN 0242<br />

THE PERFORMANCE RATINC SPECIRUM.' 0251<br />

EFFECTS CF CECLP COHESIVENESS Oh CRCANIZATION PERFORMANCE 0255<br />

THEORY AND PRACTICE CF PERFORMANCE AFPRAISAL 0274<br />

MOTIVATION--KEY TC SLCCESSFLL PERFORMANCE COUNSELING 0332<br />

TREND- TOTAL APPROACE IC MEASLRING PLRCHASE PERFERMANCEo C342<br />

INCLSTRIAL MAhACEMENT AND ITS EFFECT CN PERFORMANCE 0364<br />

PERFORMANCE EVALLATICN 0407<br />

PERFORMANCE MEASLREMENT FOR CLERICAL OPERATIONS C463<br />

SGCIALIZATIC CF MANAGERS EXPECTAIIONS ON PERFORMANCE 0533<br />

PERFORMANCE APPRAISAL C585<br />

SOME MOTIVATIONAL EETERMINAhTS DF J£B PERFORMANCE.' 0611<br />

TAT CORRELATES CF EXECUTIVE PERFORMANCE 0645

(cnhnued)<br />

PERFORMANCE<br />

IhSPECTCR PERFORMANCE hITh TRAINING ANC VISLAL AIO 0783<br />

IMPRCVIhC<br />

PERFORMANCE 0793<br />

DETERMINATION CF PERFORMANCE FOR NONREPETITIVE ACTIVITIES 0812<br />

PERSCNALITY PERFCRPANCE 0843<br />

EMPLOYMENT ACT CEJECTIVES AbE CUR PRICE-COST PERFORMANCE cg33<br />

A FORWARD SIEP IN PERFORMANCE EVALUATIOn. 0939<br />

EFFECT GF SIMULAIEC SOCIAL FEEDBACK GN INDIVIDUAL PERF¢RMANCE<br />

MANAGERIAL CLIMATEt WORK GRELPS ORGANIZATIONAL PERFORMANCE 0986<br />

PERFORMANCE APPRAISAL 0995<br />

PROFIT-ShARING PERFORMANCE STANDARDS 1044<br />

JOB PERFORMANCE EF GLCER PERSONS 1115<br />

PERFORMANCE REPORT STAFFING EVALUATION SLPERVISCR 1165<br />

A SYSTEM FOR BLCCET FORECASTING ANt OPERATING PERFORMANCE 1184<br />

PERFCRMANCE-AFFRAISA<br />

PERFCRMANCE-APPRAISAL EVALUATION 0903<br />

ORGANIZATICNAL<br />

PERFCRMANCE-EVALLATI<br />

EVALUATION TEST MANACERIAL PERSONNEL INTERVIEW APTITUDE<br />

RATING<br />

PERFORMANCE-EVALLAT[CN 0082<br />

PERFCRMANCE-STAhCARC<br />

PERFCRMANCE-STANEARES ACCOLNTINC 0124<br />

BUOGETt<br />

PERIODIC<br />

OPERATIONS AUDIT" MANAGEMENT TOOL 0351<br />

PERIODIC<br />

PERIPHERALS<br />

PERIPHERALS FOP EFFICIENCY AND SAVINGS C138<br />

BATCHING<br />

PERMISSIVE<br />

ANALCCIES TEST A NOTE CN PERMISSIVE RETESTING 0530<br />

MILLER<br />

PERSONAL<br />

PERSONAL TOLCH TO RECRUITING ENGINEERING TALENT 0095<br />

AGEING<br />

PERSONAL EFFECTIVENESS OF PkYSICIANS IN A FEDERAL ORGANIZATION<br />

PERSONAL INTERVIEW VERSUS NAIL PANEL SLRVEY. 0503<br />

ThE LOW PRESTICE CF PERSONAL SELLINC C515<br />

ARI AOECUATE PERSGNAL INCENTIVE A NEk APPROACH C613<br />

COMPREHENSIVE PERSONAL HEALTh CARE SERVICES 0955<br />

PRECICTICN CF SALES FROM PERSONAL BACKCRCLNO DATA I186<br />

PERSCNALIIY<br />

PERSCNALITY GROUP 0109<br />

DfiCISION-MAKING,<br />

ATTITUCES IN MANAGEMENT--VI PERCEPIIONS CF THE IMPORTANCE CF<br />

JOB<br />

PERSONALITY TRAILS AS A FUNCTION OF LINE ERSLS STAFF TYPE<br />

CBRIAIN<br />

JOB<br />

APPRAISALS PERSCNALITY PERFORMANCE AND PERSONS.'<br />

PERSONALITY AIIITLES DISCIPLINE<br />

UNIVERSITY TRANSFER RELATION TC PERSONALITY CHARACTERISTICS<br />

PERSONALITY<br />

PERSENALITY PERFORMANCE<br />

SELF-PERCEIVED PERSONALITY TRAITS JOB ATTITLDES<br />

PERSChALIZATICh<br />

PLLLS<br />

PERSENALIZATI£N<br />

PERSONNEL<br />

SEECTION RECRUITING PERSONNEL JOBINORITY-GRCUP<br />

TESTS<br />

CULTURALLY-EEPRIVEE<br />

HO EDP IS IMPROVING THE PERSONNEL FLNCTIN<br />

EVALLATICN TEST MANAGERIAL PERSONNEL INTERVIEE APTITUCE<br />

RATING<br />

PERFORMANCE-EVALUATION<br />

RCLE INCENTIVE A]TITUOES PERSONNEL<br />

SOCIAL RESPONSIBILITIES EF ThE PERSONNEL INTERVIEkER.<br />

CURRENT TRENES RELATING TO ACADEMIC PERSONNEL POLICIES<br />

ANC PERSONNEL ABSTRACTS A GLIDE TO RECENT<br />

MANAGEMENT<br />

£OMPLTER 8SINESS OTHER LITERATURE<br />

PEBATIONS-RESEARCh<br />

BASIC FALLACY IN PERSONNEL TESIING<br />

THE PERSONNEL PRCFESSIONALS--HHO NEEDS TEEN<br />

0964<br />

C488<br />

0166<br />

C237<br />

C338<br />

0501<br />

0549<br />

0843<br />

C954<br />

C620<br />

C001<br />

C017<br />

C082<br />

C090<br />

0092<br />

C097<br />

0107<br />

0155<br />

34<br />

(conhnued)<br />

PERSONNEL<br />

CFECP PERSONNEL 0209<br />

SELECTION<br />

ThE CHALLENCE CF TCOAYS PERSONNEL ACPIhISTRATICM C212<br />

SELECTING CLERICAL PERSONNEL C243<br />

CHANGING NATLRE CF PERSONNEL 0275<br />

EOP PERSONNEL SFCLLD IMPROVE COMMLNICAIICk TCC C280<br />

RESIRICTING CROUP TRAVEL BY KEY PERSONNEL 0301<br />

CATA AUTGMATIOh ANC THE PERSONNEL MANAGER C317<br />

GUICANCE PERSONNEL AN ThE CELLECE WOMAN C358<br />

EVALUATION TECHNICIANS PERSONNEL 0364<br />

ELECTRONIC CTA PROCESSING AND IFE PERSONNEL FUNCTION C365<br />

PERSONNEL DEVELOFMENT THRCLCF VERT 0366<br />

ABSENCE DAFAVIER CF PERSONNEL Ik CRCANIZATICNS 0383<br />

INTERVIEWINC PERSONNEL, COMMUNICAIION,kIERPERSGNAL-RELATIOKS<br />

SHORTAGES CF CCLNSELING PERSONNEL C394<br />

TRAINING ACCCUNTINC PERSChNEL FOR EOP SYSTEMS.' 0399<br />

PERSENNEL JOB C409<br />

PERSONNEL OFFICES TUR TC CCMPLTERS 0409<br />

SUPERVISORY PERShNEt ANALYSIS 0417<br />

TRAINING PPCGRAP PERSCNNEL ORCANIZAIIEN ANALYSIS C433<br />

SUPERVISCRt FERSChNEL MECICAL, JCB CGkTROLLEC, ANALYSIS C434<br />

RECRUITING, PERSChNEI COUNSELORS C435<br />

PERSCNEL, MAKINC, JCES 0436<br />

SELECTEO PRGCRAM PERSONNEL, JCB-EVALLATICNNALYSIS<br />

SUPERVISORS,<br />

0437<br />

PERSChNEL £CCLMEhTATION AEMINISTRATGRS 0439<br />

PERSCkNEL RECRLITMEN7 C456<br />

PLANNIG PERSCNNEL INFCRMAIICN, DATA-PROCESSING C460<br />

PERSCNNEL, INFCRMATICN, ANALYSIS C487<br />

PERSONNEL 049<br />

TRAINING, SATISFACTICN PERSChNEL EOUCAION C55<br />

PRCCRAF PERSONNEL CRCNIZATICN CCLNSELINC 054<br />

AUTCMTIC CATA PROCESSING CF PERSONNEL CATA 0562<br />

RBTRIEVAL PERSChhEL ORCAhIZATIL• INFCRMATION• CONTROLLED 0562<br />

PRCCRAV PERSCNNEL EDLCATICNAL 0569<br />

ThE STUDENT PERSONNEL PRCCRAV--ON ThE ThRBSHCLD 0569<br />

RECRUITER• PERSONNEL 0596<br />

RECRLITVENT FERSCNNEL JOB EELCATION 0612<br />

RECRLITINC PLAh PERSONNEL MANPOEER JCB INNCVATICNhALYSIS<br />

PERSCNhEL, CONTROL C633<br />

PRESENTING EMPLOYMENT OFFERS TO PROFESSICNAL PERSONNEL. 0633<br />

TE PERSONNEL STAFF WHAT IS A REASONABLE SIZE 0639<br />

PRCCRAV PLAhNINC PERSONEL ANALYSIS C648<br />

TESTt SELECTICN PSYChOLCGICAL PERSONNEL OECISIONNALYZING 0649<br />

SIMbLATIC CF PSYCEOLCGICAL CECISICNS IN PERSONNEL SELECTION 0649<br />

PERSCNNEL EVALLATE 0659<br />

SATISFACTICN PERSGNNEL QUESTIONNAIRE 0874<br />

TRAINING PERSCNNEL EDUCATION C676<br />

TRAININC RECRLIT PROGRAMMER PERSCNNEL, HANOICAPPEC 0697<br />

TRAINING SELECT PERSONNEL INFCRMATICN EOUCATIOh 0898<br />

PERSCNNEL IhFCRMATICN CONTROL CTGO<br />

TRAIhING RECRLIIING• PERSONNEL 0705<br />

PRCCRAM PERSONNEL 0708<br />

C390<br />

0632

(conhnue)<br />

PERSONNEL<br />

CF SATISFACTION Ih MIDDLE-MANAGEMENT PERSONNEL C724<br />

DETERMINANTS<br />

SATISFACTION, PERSCNNEL JOE, QbESIIONNAIRE 0724<br />

SELECTION, PPCCRAMMIhG, PLANKING, PERSONNEL, JOE C728<br />

TRAIING, SELECTINC PRGCRAM, PERSONNEL, MANPGWERVALLATIGN<br />

PRCCRAM, PLANNINC, PERSONNEL, MAKINC C772<br />

PEW SEVEN FIRMS EEbCATE TFEIR IN-OFFICE FERSGNNEL CT74<br />

TRAINING SLPERVISCRY PROCRAMS PERSONNEL MANPOWER EUCATE Q774<br />

PERSCNEL ACMIhISTRATICk C781<br />

PERSChNEL EVALLATIDN 0815<br />

PERSENEL, CRCAIZATICN, ANALYSIS C831<br />

PRGCRAM, PLA, PERSCNMEL, CCNTRCL 0850<br />

SELECTINC, RLLES, PERSCNNEL, ATA-PRECESSING C858<br />

MARKETINC ECLCAIICk ANt PERSONNEL AS RESEARCH AREAS C862<br />

PERSChNEL, JCB EVALUATING, EUCATICN 0862<br />

PERSCNNEL REFCRTS--A CBS SPECIAL C913<br />

JCB C$CRIPTICkS CLICELIES FCR PERSCNEL MANAGEMENT 0929<br />

TRAIRING PRCGRAM, PERSOkkEL EVALbATIhC CCNTRCL C973<br />

PRCCRAMS PERSCNhEL, CRGANIZATIC EDUCATIONAL,DMINISIRATICN 09B3<br />

PRCCRAM PERSCNNEL INFORMATIQN 0989<br />

PERSONNEL 1063<br />

CAREER-EVELEFMEhT PERSONNEL TbRCVER 1068<br />

PERSONNEL SELECTION<br />

PERSCNNEL CEVELCFMENTS ON IFE t FEDERAL LEVEL II04<br />

PERSCNNEL--A<br />

IMPACT Gh PERSCNNEL--A CASE STUDY CI58<br />

AbTCMATIChS<br />

PERSONNEL-MODEL<br />

PERSCNNEL-MCCEL GE3<br />

SICCFASIIC<br />

PERSONS<br />

PERSCNALITY PERFCRMANCE AND PERSONS C237<br />

APPRAISALS<br />

JOB PERFORMANCE CF OLDER PERSONS I115<br />

PERSPECTIVE<br />

PERSPECTIVE 0762<br />

NEW<br />

NEEEED- NEW FERSPECTIVE CN FEALTF SERVICES 0799<br />

PERSPECTIVE CN PLELIC RELATIONS C975<br />

PERSbASIDk<br />

PSYChCLCCY CF SUCCESSFLL PERSbASIN 0691<br />

TEE<br />

TEE GENTLE ARI CF EXECbTIVE PERSLASICN C864<br />

PERT<br />

MEDICIE EDLCATIONAL, CCMPLTERIZAIION 0112<br />

PERT,<br />

PERT, PLANIC-TECFNICbE 0127<br />

USING PERT IN MARKETING RESEARCP C340<br />

PERT/LCS- LIFE-CYCL TECPNICLE C591<br />

PLANkING PERI, INFORMATION 0?35<br />

PRCGRAM, PLAN PERT, EVALAlICN CCNTRCL C806<br />

THIR CEhRATILh PERT/LEE 0806<br />

PERT/COST RESCLRCE ALLOCATION PRCCECLRE 0882<br />

THE PURCFASIhC FLNCTICh ANN PERT NEIWCRK ANALYSIS 1075<br />

PEPPY PERT PRCCRAM<br />

PERT--ITS<br />

PREMISES A£ PERFCRMAhCE C132<br />

PERT--ITS<br />

PHENGMENA<br />

LSES CF TFECR¥ IN THE SIMULATION CF RBAN PEkCMENA 039?<br />

TEE<br />

PENCMENCLCCICAL<br />

DECISION KING- FHENCMENCLCCICAL APPRCACF<br />

USINESS<br />

PHILIPPIkES<br />

SCFCCLS IN TEE PFILIPPINES<br />

CMMUNITY<br />

PMILOSCPHY<br />

CF RESEARCH FOR INCLSIRY<br />

PFILCSCRY<br />

i083<br />

1010<br />

C183<br />

0875<br />

PROGRAM, PLA&, PERSONNEL, CONTROL<br />

PLAN, MAKINC CChTROL ANALYSIS<br />

IPRCVEC INCEkIIE PLAN FOR SLPERVISGRS<br />

PLAN-MAKING<br />

FORECAST, PRECICTICh<br />

PLAh-MAKIhC<br />

PRCGRAM FLANNEC<br />

PtANNED<br />

PFChE<br />

ORDERS WITFCLT ERRCRS 0932<br />

PHCNE<br />

PFYSICAL<br />

CISTRIELTION FCRCCTTEh FRONTIER C700<br />

PHYSICAL<br />

PHYSICIANS<br />

FOR PFYSICIAS SERVICES bNCER MEDICARE 0292<br />

PAYMENT<br />

PERSONAL EFFECTIVENESS OF PEYSICIANS IN FEDERAL ORGANIZATION<br />

FCSPITAL PFYSICIAS 1050<br />

PITFALLS<br />

IN PLANNING AN ECP INSTALLATION<br />

PITFALLS<br />

PLACEMENT<br />

PLACEMENT C030<br />

ECISICN-MAKINC,<br />

AGEE PLACEMENT LACR C040<br />

HANDICAPPED, PLACEMENT MINORITIES C092<br />

PLACEMENT, RECRLITMEhT 0096<br />

RETRIEVAL, RECRLIT PLACEMENT C261<br />

SELECTICN AC PLACEMENT 0359<br />

PLACEMENT 0495<br />

AGEC EMPLCYMENT FLACEMENT<br />

RECRLITINC FLACEMENT 0813<br />

PLA<br />

CUARTERLY FLAN REVIEW C023<br />

TME<br />

CHARACTERISTICS CF PARTICIPANTS IN AN EMFLOYEE SLGGESTIGN PLAN<br />

A RESLLTS-CRIEhTEC DEVELOPMENT PLAN 0302<br />

SIMPLE INCENTIVE PLAN FER YOUR FACTCRY FOREMAN C408<br />

PRCCRAM, PLAN, EALUATE CONTROL 0408<br />

RULES, PLAN IkFCRMATICN, CONTROL 00<br />

PLAk FCRECASTS 0551<br />

RULES PLAh JC EVALbATIC 0568<br />

RULES PLA CCTRCL 0576<br />

PRCGRAM FLA, MAKING, INFCPMATICN CCCLMENTATICN C600<br />

FLAN FOR Ak LkWAhlED REWARE 0600<br />

RECRUITING PLAN PERSCNEL MANPCNER JCB, INNCVATICN,NALYSIS<br />

FLA CCkTRCL CE37<br />

SELECTEC PLAN C642<br />

PRCJECT TCTAL- MASTER PLAN TC CLT CCSIS C88<br />

PRCCRAM PLAN 0668<br />

PSYCECLCCY PRCCRAM, PLAN 0704<br />

SATISFACTICN PLAN JCBS INCEX ANALYZED 0725<br />

PRCCRAM, PLAN, JCO EVALbATE C731<br />

PLAN, MANPCWER JCB, CONTROLLING C760<br />

PRCCRAM, PLAh IFCRMATICN ADMINISTRATION C797<br />

NEW SBA MCRTCACE PLAN ELPS SMALLER 8ANS 0797<br />

PRCCRAM PLA, PERI, EVALLATICN, CONIRCL 0806<br />

PLAN, ACMIISIRATICN 0808<br />

SELECTICk PRZCRAMMER, PLAN, ORGANIZATION, EVALbAIINC 0809<br />

PLAN EVALbATING CCNTRQL SIANEARDS<br />

PLAN, CRCANIZATICk IhNOVATE, INFORMATION C834<br />

PLAN ORCAIZATICN IkFORMAIION, CCNTROL ANALYSES 0840<br />

0488<br />

C034<br />

C632<br />

C850<br />

C859<br />

{023<br />

C430

(continued)<br />

PLANNED<br />

PCR, FLhEC C6T<br />

FS¥CFLCCICL,<br />

TRA|k[kC SElECTInG, PRCCRAPS, PLhkkEL JC, IFCRPA[CN C56I<br />

FLAEC, ECLCTES C627<br />

PRCCRA, FLANNEL, IFCRATIEN C655<br />

PLANNEC, CRCaNIZhTICN, AKINC, INFCRNATILN CECISIEN CC3<br />

FLANNEO J C714<br />

PLANEC, INNCVAICN C?Tg<br />

PLANNER<br />

PLANER EENERAL LANNIC AN TEE GIIY 0026<br />

TPE<br />

LER, CREANIZTION AEIEISTRTES C54&<br />

PRCCRAy, PLANNER C§97<br />

PLANNERS<br />

FCRECSTS C748<br />

PLANNFRS,<br />

TEST, PREERAPS, FLANNERS CTTB<br />

PLANNING<br />

CCC7<br />

PLANINC<br />

FLAINC, PCLICY C015<br />

PATTERN FER FLANI\G C022<br />

TEE PLANER, CENERAL FLANIEC ANN TEE CITY C026<br />

CRITICAL pTF NLYIS FCR Ek FRLCLCT FLANNINC C029<br />

ANALYZIN PLCEN ARIANCE FER PRCFII PLANNINC AN CCNIRCL CC47<br />

STRATECY PLNIC C092<br />

EVALLATE RESERCF, FLANNINC C054<br />

TEE ICNC-RANCE PLanNING AIRIX CCIB<br />

VIEW LF CERPCRIE FLANNINC ILCAY COB?<br />

IMFERMATICN RETRIEVAL FLAKING 8UCCETING SLPERVISIEN<br />

KWIC<br />

C107<br />

REAEILITATIEN-PERSCNEL<br />

ATEATEC INFCRMTICN SYSTEP IN LANINC CCNIRCL COANO CI12<br />

TEE PRESICENT AKC CCRFORTE FLAKINC 0114<br />

CCEREINATINC STRATEGIC AKC [PRTICNAL PLANKING C174<br />

ECCNCMIC FLNIC FCR SWALL REAS lEE PLANNING FRCCESS C184<br />

ECCKEMIC PLANKINC FCR SMLL RFAS ThE PLANNING PRCCESS C184<br />

ThE LSE LF ACCCLNTINC PRICES [h FLANINC Ct88<br />

SYSTEMS PLANINC 0220<br />

LAINC I TE MCERN CCRPCRATIN C258<br />

PRCCRAP, PLA&NINC 0269<br />

LCNC-RANCE PLANINC AND ICE NNCEWENTS RCLE IN ECP C277<br />

PLANNING FCR M#NCE:NT PY CEJECTIVES C279<br />

BRICGING TF[ CAP Ih LENG-RANCE PLANNIKC C349<br />

SYSTEMS APPLACE TC CITY FLANNINC C375<br />

PRCCRAMS, FL#NINC, CP[RATICS-RESEARCP, ADWINISTRATIE 04061<br />

RETRIEVE, PLNINC, INFCRTICN, FNCICAFPED, CCCMENT,ONTRCL<br />

PLANKING PERSENEL, IMFERATICK BATA-PRCCESSING C460<br />

FLANNINC, FCRECSTINC, CECISICN, CCNTRCL, ANALYSIS C464:<br />

PR[CRAM, PLANNINC, INFORATIE ANALYSIS c46g<br />

PLANNNb INFORTIGN, ANALYSINC C473<br />

PLANINC, CRCNIZATICN, IFERATIEN, EVALLATE CSI<br />

PLANNINC KIC, FORECAST, EECISICN C548<br />

PROEIT PLANNINC LS1NG ECRECS SCFEELLES C58<br />

SELECT|NC FLANINC MAKINC 0555<br />

PLANKING CLNTRCL ANALYSE C579<br />

PLANING, CCTRCL C591<br />

0425<br />

PLANNING (cont,nued)<br />

PRCGRAM CF RESEARCF IN BLSINESS PLANNING C597<br />

CRCNIAIICNAL, KING, INFCRATICN, ELLCATICN C61<br />

PLANNING,<br />

CUESIICNNAIRES<br />

APT PRCCRAM FCR ALTOMATIEN PLANNING ANC TECPNCLCGY.' 0622<br />

PRCCRAM, LANK[NC, IKFCRTICN C622<br />

SELECTICN PRLCRPPINC, FLNNINC CPIlMAL, CCCE 0623<br />

RECREIT, FLANNINC, MNPLER, EUCATIEh C628<br />

FSYCFLCY-ENCINERINC, FLANINC ECLCATICN, CCNTRCL c62g<br />

NFCWER PLANNIKC C632<br />

SALES PLANNINC ANC CCNTREL LSINC ABSCRSING MARKCV CFAINS C63T<br />

PRCCRAM, FLANINC, PERSONNEL, ANALYSIS 0648<br />

PLNKINC, IN[EX, CENTRAL C652<br />

PLAKINC, OECISICN C682<br />

PRCGRAS, FLhK[NG, CENTRCLLING, ANLYSS C686<br />

PLANINC, CPTIAL C694<br />

SELECTEE, FLY,NINE, NALYSES C707<br />

SELECTICN, PRCCRAPPINC, FLANIC, PERSCNNEL, Jr8 C728<br />

SELECTINC RLLES, PLNNIKC C732<br />

INFCRMATIEN CCNC[PTS IN NETCRK FLANNINC C735<br />

PLANNINC, FERT, INFORPATICN C735<br />

PLANING, EVLLATICN 071<br />

MAKACEPENT LqIKESS LANKINC C?l<br />

PRCCRAMS, FLNNIKC, CCNTRCL C747<br />

CCRPCRATE FLANINC AT CRCSSRCAS<br />

PRCCRA, PLANINC. CCNTREL 755<br />

SELECTINC, FRCCRM, FLANINC, ANALYTICAL 0766<br />

APPRCACFES TC LCC-RANCE PLANINC PER SMALL BLSINESS C766<br />

PRCCRAM, PLNINC, PERSONEL MAKINC C772<br />

PLANNING, INCVATIE, ANALYSIS 0780<br />

CCNCEPIUAL WCCFL FCR TPE NLYSIS CF PLANNING EFAVICR C780<br />

FLANNINC CCCbNENT, CCNTRCL 0821<br />

SELECTIKC, PLANKING, [NFCRMIIOK, CCNTRCL 0822<br />

PRCCRAM, PLhKINC, ORCANIZAIICN 0829<br />

PLAIKG, AEMINISTRATIVE 0830<br />

ACCREGRATE FLANINC FCR PRCELCTICN 0835<br />

PLANNING, ANALYZES 0835<br />

PLAKNIKC, CRCANIZATICN, CCKTRCL, ANALYSIS, R-+-C 084<br />

PbTT[NC ACTICN INIC FLAKNINC C859<br />

TIE-SFARINC CCWPLTER IN BUSINESS PLAKKIKC AND BLEGETING C8?E<br />

CCRPCRATE TX PRCBLEMS ANC ESTATE PLANNING 0901<br />

FLANNINC PRLCTICN STRATECY C976<br />

RbLES PRCCRM, PLNING. CRCANIATICN COMTRCL, R-÷-O 0985<br />

PLANNINC N CCNTRCL CF RCSERCP ANC EELOPMET ACTIVITIES<br />

LZNG-RANCE FCRECSTINC ANE PLANNINC ICFNIGLE 1008<br />

CCFLTER ASSISIEE MENL PLANNING 1009<br />

PCLICIES PLABNINC 1062<br />

PLABNINC FCR REL-TIE 8LINESS SYSIES 1062<br />

SCFEEULES ELNNINC SLPERISIEN I088<br />

CCNSIDERATIZNS IN LCNC RANGE PLANNINC 1118<br />

pLAhNINC<br />

TAX PLNNINC ECR ALTFCRS 1136<br />

0985<br />

1133

PLANNING (conhnued)<br />

PITFALLS IK PLAIhG Ah EDP INSTALLATIC I194<br />

PLAKIKG--A<br />

FAKFCWER FLANNINC--A KEY TO SLRVIVAL 0903<br />

FANACERIAL<br />

PLANING-PRCCRAMMINC<br />

PLAKINC-FRCCRAMMING-BLECETIkG, EVALbAIIG,NALYSIS C727<br />

PRECRAM,<br />

PLANNINC-PRCCRAMMING-BbDGETING 0?2?<br />

PLANIhG-TECFhICLE<br />

C029<br />

ELANINC-IECEhICLE<br />

PERI ELANINC-IECENICUE C127<br />

PLANS<br />

CF PENSION PLANS EN MOBILITY AND HIRING CLCER WORKERS<br />

EFFECTS<br />

PSYCFOLCCICAL, FLANS, EOLCAIICN C189<br />

PLANS, EVALLATES C380<br />

PLANS, AKALYSIS C40<br />

PLANS, INFCRPATICN, IKCEXEG, CCCLMENTS, CCNTRCLS C536<br />

WFY CCPPANIES SPONSOR FELLChSFIP PLAKS C626<br />

TRENES IN AbCITIkC MANAGEMENT PLANS AND OPERATIONS C716<br />

PLANS, EVALUATION, ANALYSIS 0716<br />

PLAS, CRCANIZATICN<br />

PLANS, LRCAhIZATICN<br />

PLANT<br />

TESTINC FLANT CCNTRCL MATERIALS SUB-PROFESSIONAL<br />

TRAINING<br />

RULE, RECRLITIhC, FLANT, JOE<br />

APPLICATIEN CF NONLINEAR OPTIMIZATION TC PLANT LCCAIICN SIZE<br />

FLANT, CCNTRCL<br />

PLANTS<br />

PLANTS, JOB-ANALYST c, ACMINISTRAlIVE C538<br />

TESTED,<br />

RECRUIT, PRCCRAMS, PLANTS 0587<br />

PLAY-PRODUCTS<br />

PLAY-PREEUCTS PASKCO ABILITIES-INCCRPCRATEG HANDICAPPED<br />

WCRKSHCFS<br />

PLAYING<br />

PLAYIhC AE ROLE CCFLICT--A CASE STLOY<br />

RILE<br />

POLICIES<br />

TRENES RELATING TC ACADEMIC PERSCkNEL POLICIES<br />

CURRENT<br />

POLICIES ICWARC EDUCATIONAL LEAVE AND CELRSE SUBSIDIZATION<br />

POLICIES FLAUNTED<br />

POLICY<br />

POLICY<br />

ELANNINC,<br />

PRGMCTICN, FELIC?, bNIVERSITIES<br />

REPLACEMENT FELICY EASEL CN EQUIPMENT AGE<br />

SOCIAL PCLICY ARE SOCIAL ACIIC FOR TFE I70<br />

EVELOPMENT CF RELOCATION ALLOWANCES AS MANPOWER POLICY<br />

STRUCTURE POLICY STYLE STRATEGIES CF ORGANIZATIONAL CCNTRCL<br />

POLICY COMMUNICATION<br />

CCCC MAKACERS CCNT MAKE FCLICY EECISICNE<br />

THE STRLCTLRE CF FLBLIC OPINIC CN EELIC ISSUES<br />

LCNG-TERM UNEMPLOYMENT ANE FLBLIC POLICY<br />

EEIERMININC CPTILM POLICY TFROLCH TATISTICAL ANALYSIS<br />

FCLICY FOR USINC RESEARCF RESULTS<br />

POLITICS<br />

TO CRACK ECWN CN COMPANY POLITICS<br />

CW<br />

RSYCFOLECY OFFICE POLITICS SIMULATIEN 8L£GET<br />

PELYCRAP<br />

RETAILERS USE CF THE FCL¥CRAFF<br />

APPRAISIC<br />

PDPLLTIDN<br />

IN TEE METFCDCLOGY CF URBAN FCPLLATIEN CISTRIELTIChS<br />

POINTS<br />

PCVERIY<br />

FCCC<br />

POVERTY,<br />

CCO<br />

1137<br />

C356<br />

c097<br />

1045<br />

1062<br />

OCt5<br />

CCg7<br />

0289<br />

C335<br />

0589<br />

C738<br />

C764<br />

C79t<br />

0852<br />

0894<br />

1023<br />

1182<br />

C126<br />

loll<br />

1048<br />

1055<br />

C056<br />

SCCIAL SCIEKCE ANC ThE ELIP[NATICN CF POVERTY<br />

PCWER<br />

EChER TE SEE OURSELVES<br />

TFE<br />

ELECTRONIC FEWER CRAG<br />

WASTED eRAIK POWER<br />

PERCEPTIONS CF TEE POWER CF CEPARTWENT CFAIRMEN 8Y PROFESSORS<br />

ECF- POWER IN SEARC LF PANACEMENT<br />

WAKTEC-EXECLTIVE TIME POWER<br />

PRACTICAL<br />

S PRACTICAL MANAGEMENT- FRAGMATIC APPRCACP<br />

SCIENTIFIC<br />

PRACTICAL LOCK AT CN-L[E TIME SFARINC<br />

PRACTICAL PRLCCLRE FUR MEEIA SELECTIC<br />

PRACTICE<br />

AND PRACTICE CF PERFORMANCE AFPRAISAL<br />

TFECRY<br />

£F 8EFAVICRAL SCIEKCES TC TEE PRACTICE CF<br />

APFLICATICN<br />

ENCINEERINC<br />

PRACMTIC<br />

S FRACTICAL MANAGEMENT- A FRAGMATIC AFPREACP<br />

SCIENTIFIC<br />

c7911 PRECICTINC<br />

TFE COSTS CF CCPFLTER PRCCRAFS<br />

PRECICTIKC<br />

COCO PREEICTINC CRCAIZATICN EFFECTIVENESS WIIP LEACERSFIF THEORY<br />

IPRECICTIGN<br />

PLAN-MAKIC FCRECAST, PREDICTION<br />

c47°<br />

C550 TEE PRECICTIEk CF LEARNIKC RATES FCR PANLAL CPERATIChS<br />

C623<br />

C814<br />

57<br />

PREDICTION CF CREATIVITY FREM BIOGRAPHICAL INFORMATION<br />

CLINICAL PSYCFCMETR[C WCRK-SAPPLE APPRCACFES TC FRECICTICk<br />

FREEICTIC CF SALES FROM PERSONAL BACKGROUND DATA<br />

PREDICTIONS<br />

FORECAST , PRECICTIEKS<br />

PROJECTIONS,<br />

PREDICTIVE<br />

VALUE CF SVIB PRIMARY AN REJECT PATTERNS<br />

PREEICTIVE<br />

PREDICTORS<br />

STLCY CP SOME FSYCECLOCICAL VCCATICNAL INTEREST AKC<br />

A<br />

MENTAL-ABILITY-VRIABLLS AS PREDICTORS CF SUCCESS<br />

The INVIOLATE, ELT INVALID EMPLOYMENT PRbOICTCRS<br />

PREFERENCE<br />

PAIRED CCMPARISCNS IN PREFERENCE AALYS[S<br />

SYSTEMATIC<br />

METECOS CF EST[MTIN£ CSLMER PREFERENCE D[STRI8LTICh<br />

PREFERENCES<br />

PREFERENCES AMCNG TIME-OFF 8ENEFIIS AND PA<br />

hCRKER<br />

HEREDITARY INFLLEKCES UN CCATICNAL PREFERENCES<br />

PREFERENCES AMCNC INFORMATION SCLRCES UNLER UNCERTAINTY<br />

PREJLCICE<br />

PREJLCICE<br />

PREPARINC<br />

FOR CCMFLTERS<br />

PREPARING<br />

PRESENTATION<br />

CF PRESEkTATIC<br />

STAkCARGS<br />

RESEARCF UTILIZATIEN PRESENTTICN<br />

PRESEhTATICKS<br />

SZMINARS TURN PAPERS ITC PRESEkTATICNS<br />

SPEAKERS<br />

PRESS<br />

YCL SFCLLE KNEW ABCLT TFE PRESS CONFERENCES<br />

WHAT<br />

PRESTIGE<br />

LEW PRESIICE £F PERSEkAL SELLINC<br />

TEE<br />

EN ERESTICE AhC LOYALTY EF LNIVERSITY FACULTY<br />

PREVENTION<br />

EEVFLCFMEkT AND ACCIDENT PREVENIICN<br />

ATTITUDE<br />

PRICE-COST<br />

ACT CJECTIVZS At CLR PRICE-COST PERFORMANCE<br />

EMPLOYMENT<br />

PRICES<br />

LSE CF ACCCLTINC PRICES IN FLAhNINC<br />

TEE<br />

WAGES ANC PRICES BY FCRLLA<br />

PRICES<br />

C967<br />

C021<br />

C070<br />

C098<br />

C618<br />

0878<br />

C981<br />

C577<br />

C957<br />

C977<br />

C274<br />

INDUSTRIAL<br />

LEE3<br />

C577<br />

C455<br />

027<br />

CC23<br />

C602<br />

C673<br />

C684<br />

1186<br />

C275<br />

C484<br />

0722<br />

172<br />

Cg47<br />

C968<br />

C786<br />

0S61<br />

1065<br />

C198<br />

IC90<br />

C396<br />

1171<br />

1080<br />

C515<br />

C958<br />

C316<br />

0933<br />

C188<br />

0905

(conhnued)<br />

PR(CES<br />

CF SICCK PRICES<br />

CLUSIERING<br />

PRICINC<br />

PROBLEMS CF PRICING ANt RESCURCE ALLOCATION IN A HCSPITAL<br />

SOME<br />

JOB-ANALYSIS EVALtATICN PRICINC DECISIONS 1129<br />

PRICE<br />

PRIOE C571<br />

JC8<br />

PRINCIPLES<br />

PRINCIFLES AFPLIEE TC hOSPITAL EMPLOYMENT PREBLEMS<br />

CASEWORK<br />

SEVEN GENERAL CUICINC PRINCIPLES DF CATA PROCESSING 0687<br />

MODERN COMPUTER TECHNCLOCY AND MANACERIAL PRINCIPLES C863<br />

INVENTORY CF GENERALLY ACCEFTEC ACCOUNTING PRINCIPLES. C904<br />

PRINT<br />

SEMINAR IN PRINT 0922<br />

TIME-SHARIhC<br />

PRINTED<br />

PRINTED WORD- ITS WHATS hAPPENING II35<br />

ThE<br />

PRINTER<br />

PRCFILE- hIGh SPEED LINE PRINTER 1144<br />

TECHNOLOGY<br />

PRINTING<br />

DO YCLR EW PRINTING C702<br />

WHY<br />

PRINTCLT<br />

Ch FILM -FRGM BIT I0 MICRC-IMAGE 0207<br />

PRINTOUT<br />

PRIORITY<br />

PRIORITY PREBLEM AND CCMPUTER TIME SEARING 0880<br />

THE<br />

PRIVACY<br />

NOTE ON TEE EFFECT EF PRIVACY IN TAKINC TYPINC TESTS 052;<br />

A<br />

PRIVACY AND NAIIDNAL DATA BANK 1120<br />

PRIVATE<br />

RESPCNSIEILITY FOR PLBLIC MANAGEMENT 0666<br />

PRIVATE<br />

CO PRIVATE EIA PROCESSING SCHCGLS NEED REGULATION 069E<br />

PROBABILITIES<br />

WITh INCOMPLETE KNEWLEDGE CF PROBABILITIES 015<br />

DECISIONS<br />

PROBABILITY<br />

MEASLRES FOR ESTIMATED DATA 0171<br />

PROBABILITY<br />

AN EXPERIMENT IN PROBABILIT? ESTIMATION<br />

RANKING PRCCELRE$ SUBJECllVE PROBABILITY DISIRIELIIONS i00<br />

SOCIAL CEOICE- PROEABILIIY APPROACH 102<br />

PRCAELISTIC<br />

PROBABLISTIC APPROACh TO INDUSTRIAL MEDIA SELECTION 1199<br />

A<br />

PROBLEM<br />

TG PINPOINT FRCBLEM AREAS IN WORK DISTRIBUTICNo C009<br />

HEW<br />

AUTHORITY AS PROBLEM Ih OVERLAYS COl2<br />

PRCELEM SITLATICNS IN PERFORMANCE CCLNSELING C195<br />

THE CONTINUING EEUCAIION DRCF-CLT, AN INCREASING PROBLEM 0204<br />

ThE NUMBER ENE PROBLEM C320<br />

TODAYS YGbNC ACLLTS--A GR0¼1G BUSINESS PROBLEM C387<br />

PROBLEM SOLVING BY COMPUTER LOGIC 0729<br />

ThE PRICRITY PRCELEM AND COMPUTER TIME SHARING 088<br />

ANAGEMENT Y PRCELEM COMPLhICATION 1021<br />

NON-COMPUTER METHOD FR RESELVING TRAVELLING SALESMAN PROBLEM<br />

THE PROBLEM ZF ACING ORGANIZATIONS<br />

VISUAL DISPLAY SYSTEMS MANAGEMENT PROBLEM SOLVING 1093<br />

PRDBLEM-SCLVINC<br />

LEADERSHIP STYLES IN PROBLEM-SOLVING CENFERENCE-' 0907<br />

MANACERIAL<br />

PROBLM-$CLVINC I017<br />

CREATIVE PRCBLEM-CLVING 1094<br />

PROBLEMS<br />

DF PROBLEMS CONFRONTIhC MANAGERS. C031<br />

TYPES<br />

PROBLEMS IN CONVERSION 0139<br />

SOME PROBLEMS CF PRICING AND RESOURCE ALLOCATION IN HOSPITAL 0165<br />

C165<br />

lC57<br />

PRODUCT<br />

TIME-SFARINC SOME PRCBLEMS POTENTIALIIIES AND IMPLICATION 0217<br />

HOW CORPORATIONS REGARD PECPLE ITH EMOTIONAL PROBLEMS 0353<br />

AN APPROACh TC SOME SIRUCTLRE LINEAR PROGRAMMING PROBLEMS C418<br />

PRCELEMS IN FICINC CALIFIE EMPLOYEES C456<br />

A METHOD FOR SOLVING CISCRETE OPTIMIZATION PROBLEMS C81<br />

SCLUTIO OF SPECIAL LINEAR-FRDCRAMMING PROBLEMS 0583<br />

CASEWORK PRINCIPLES APPLIED TO hOSPITAL EMPLOYMENT PROBLEMS C641<br />

PROBLEMS CF AhACING INDLSTRIAL RESEARCE 0694<br />

PROBLEMS CF MERICAN SOCIETY 075<br />

STATUS PROBLEMS CF TEE SALESMEN C763<br />

MANACERS MUST PASTER SOCIAL PROBLEMS C772<br />

CORPORATE TAX PROBLEMS AO ESTATE PLANNING 0901<br />

PROBLEMS CF CATFERINC OCCUPATIONAL DATA BY hAIL IC77<br />

PROCEDURE<br />

CF MULTIPLE-ASSESSMENT PROCEDURE C082<br />

VALIDATION<br />

LEVEL CF ASPIRATIE AS A TRAINIkC PRCCEDLRE C532<br />

PERTICCST RESOURCE ALLOCATIE PRCCECLRE 0882<br />

A PRACTICAL PROCEDURE FCR MEDIA SELECTIEN C977<br />

PRCCEEbRES<br />

CLASSIFICATION PRCCECLRES IN AALYZING CUSTOMER<br />

BAYESIAN<br />

CHARACTERISTICS C507<br />

RANKING PRCCECLRES SUBJECTIVE PRCBABILITY DISTRIELIICNS 1006<br />

COSIING CUT FILES AND FILINC PROCEDURES II00<br />

PROCESS<br />

PLAhNIhC FOR SMALL AREAS ThE PLANKING PROCESS Cl8<br />

ECONOMIC<br />

MORE EFFECTIVE MRKETING RESEARCh USING ADMINISIRATIVE PROCESS<br />

MOCELINC EE INDUSTRIAL BUYING PROCESS C946<br />

PROCESSES<br />

CF SECUETIAL CECISICN PROCESSES 0625<br />

ELEMENTS<br />

SELECTIVE PRECESSES lh WORE CF MCLIb 1195<br />

PROCESSING<br />

DATA PRCCESSINC IN ThE INTERNAL REVENUE SERVICE OIl1<br />

AUTCMATIC<br />

MANAGEMENT BY EXCEPTION THRCUGE INFORMATION PROCESSING 0200<br />

CLINICAL INFORMATION PROCESSING C244<br />

CAPAEILITIES GF REMOTE DATA PROCESSING PART C311<br />

ELECTRONIC DATA PRCESSIC AND ThE PERSONNEL FUNCTION 0365<br />

INSURANCE FOR CATA PROCESSING C371<br />

CERTIFICATE IN DATA PROCESSING EXAMINATION 0560<br />

AUTOMATIC DATA PRCCESSINC CF PERSONNEL DATA C562<br />

NEk AFPRDACFES TC BUSINESS DTA PROCESSING C581<br />

STANDARDS Ih DATA PRCCESSINC 0595<br />

ThE RESEARCh INSTITUTION AND DATA PROCESSING C658<br />

SEVER GENERAL GLICINC PRINCIPLES CF DATA PROCESSINC 0687<br />

00 PRIVATE DATA PRCCESSINC SCHOOLS hEEE REGULATION 0698<br />

CCCLMENT YCLR DATA PRCCESSIkC SYSTEM C?75<br />

URBAN DATA FRCCES$1NC 0798<br />

PROCESSOR-<br />

PROCESSOR- FRIEND OR FOE II24<br />

INFLRMAIICN<br />

PROCUREMENT-<br />

IN AUTCMATE PROCUREMENT- VISUAL DATA-PROCESSING C378<br />

NEXT<br />

PRCOUCT<br />

PATh ANALYSIS FOR hEW PRODLCT PLANNING 0029<br />

CRITICAL<br />

ORGANIZING FOR PRODUCT INNOVATION C11]<br />

CAN INDUSTRIAL PRODUCT PLBLICITY BE MEASURED C516<br />

CHART FOR EVALUATING PRODUCT RESEARCH AND DEVELOPMENT PROJECTS<br />

CMFLTER ¥CEL FER NEW PRODLCT DEMAND. 0669<br />

C511<br />

C578

PRODUCT (conhnued)<br />

CPM FOR hEN FRCLCT IhTRCECTIOhS C74<br />

BEHAVIORAL SCIENCE OFFERS FRESh INSICHIS ON hEN PRCCLCT C91]<br />

PRODLCIION<br />

CF PRCCRAMMING PRCCLCTICN C44<br />

ECONOMICS<br />

LINEAR PRCGRAMMINC FCR PROCLCTICN ALLCCATION C734<br />

SIMLLATIC FOR PRCCUCTIGh 082<br />

ACCPEGRAIE PLAhhIhC FCR PREUCTICh DB3<br />

OPTIMAL PRC£LCTICh SCFEDLLIhC AbE EMPLOYMENT SMCCTFIG I0C4<br />

PRCELCTIVITY<br />

VERSbS SKILL FACTORS IN bORK GROUP PRODUCTIVITY 0193<br />

ATTITUDE<br />

EFFECTS EN PRCCLCTIVITY CF {ROMPING INdiVIDUAL INCENIIVES C33]<br />

EFFECTS CF MUSIC CM EMPLOYEE ATTITL£E ARC PRCbCIIVITY C49;<br />

PROBbCTS<br />

PRCCLCIS IN REVIE C769<br />

TELETYPE<br />

PROFESSION<br />

EMERGENCE CF PREFESSICN 0580<br />

TEE<br />

PRCFESSICNAL<br />

MEASUREMENT OF PROFESSIONAL RECRbITING EFFCRI C045<br />

EFFECTIVE<br />

BYPASSING PRCFESSICNAL PRCCRAPMERS 0431<br />

PRESENI[NG EPLCYMENT OFFERS TO PROFESSIONAL PERSONNEL C633<br />

USIhC ThE SERVICES OF PROFESSIONAL SOCIETIES 0813<br />

bNIVERSIIY CCCPERATICN IN PROFESSIONAL TRAIIhG FOR<br />

STATE<br />

ThE CASE CF TEXAS Ii61<br />

PUBLIC-SERVICE---<br />

PRCFESSICNALISP<br />

N PROFITS 0256<br />

PRGFESSICNALISM<br />

PRCFESSIChALIZATICN<br />

IGAR PRCFESSICNALIZTICN GF TRAINING DIRECTORS 0607<br />

STEPS<br />

PROFESSICNALS--WhC<br />

PERSONNEL PRCFESSICNALS--WHC REEDS ThEM 0155<br />

TEE<br />

PRCFESSORS<br />

CF TEE POWER CF EPARTMENT CHAIRMEN BY PRCFESSGRS<br />

PERCEPTICNS<br />

PROFILE<br />

SON CF EC, ANE ThE REACTIEN PRCFILE<br />

Eq<br />

TEChNGLCCY PROFILE hICF SPEE LINE PRINTER<br />

PROFIT<br />

8LRCEN VARIANCE FOR PROFIT PLANNING AND CChTRCL<br />

ANALYZING<br />

EFFECTIVE ISCIFLIhE A POSITIVE PRCFI1 TCCL<br />

PROFIT 9LAhNINC USING FORECAST SCFEDLES<br />

PATFWAY TC PRCFIT, TEE MANACEMENT INFORMATION SYSTEM<br />

PRCFIT-ShRIC<br />

PERFORMANCE STANDARDS<br />

PROFIT-ShARING<br />

PRCFITABILITY<br />

EITER PROFITABILITY EASLRES<br />

DEVELOPING<br />

PROFITS<br />

E PROFITS<br />

PROFESSIONALISM<br />

MAXIMIZINC COMPANY PROFITS FRCM TRAININCPROCRAMS<br />

PRCCRAM, EVLLATIC<br />

EVALLAT|Ch EF READING CEVELGFMENT PRCGRAM FCR SCIENTISTS<br />

PRCCRAM FLAKINC<br />

A FReSh SLANT IN ThE INOLCTIEN PRCCRAM<br />

IMPLEMEhTIhC Ah OPERATIONS RESEARC PROGRAM<br />

A LCZK AT ThE SIICENI LOAN PROGRAM<br />

STATUS CF ThE SOCIAL SECURITY PRCCRAM IN THE MID-SIXTIES<br />

TBE MANAGEMENT CE MOTIVATION, A COMPANY-WIDE PROGRAM<br />

PRCCRAN PLAN, EVALUATE, CENTRE1<br />

TRAINING PROGRAM, EVALUATION<br />

PRCCRAM, FLANNEL<br />

TRAININC, TEST, FRZGRAM<br />

TRAINING, PRCGRAM, PERSONNEL, ORGANIZATION, ANALYSIS<br />

C618<br />

C038<br />

I144<br />

C047<br />

C210<br />

0548<br />

0833<br />

I044<br />

0373<br />

C256<br />

C324<br />

C132<br />

0191<br />

0269<br />

C273<br />

0309<br />

C362<br />

C382<br />

0385<br />

C408<br />

0416<br />

C430<br />

C431<br />

0433<br />

ROGRAM<br />

SELECTEG, PPOCRAM, PERSCNNEL JGB-EVALbATIO,ALYSIS<br />

SUPERVISCRS<br />

PROCRAM, JCS, CCTROLLING, ANALYSIS 0440<br />

PRCGRAM CCLMENTATICN CChlRCL 0449<br />

PROGRAM, CCCbMENTATIEN, COOING, ALYSIS C455<br />

TRAINING, PRCCRAM 0457<br />

TRAININC, PRCCRAM 0462<br />

PRCCRAM CCNTRCL C463<br />

PSYCFOLUCICAL, PRCCRAM, PLANNED 046?<br />

PUITING IN A MANAGEMENT DEVELOPMENT PRCGRAM TAT WORKS 046?<br />

PRCCRA, FLAN[kC INFORMATICN NALYSIS G469<br />

PRCCRAM CCTRCL 0475<br />

TESTS, PRCGRAM, DECISION 0476<br />

BRANCHING PRCCRAM TEXT LECTLRE AS INSIRUCTICNAL MEDIA 0494<br />

PRGCRAM, CCNTRCLS ANALYSIS 0494<br />

PRCCRAM CPTIMAL EYES D507<br />

PRCCRAM ICEX C516<br />

GF TUITION PAYMENT AND INVOLVEMENT CN BENEFII FROM A<br />

EFFECTS<br />

PRCCRAR C526<br />

ANAGEPENT-EEVELCPMET<br />

PRCCRAM, ORCANIZEE, EUCATICN, AbINISIRATIVE 0542<br />

PRGCRAM PERSCNNEL ORCNIZATICN COLNSELING 0554<br />

PROCRAP, OPTIMUM, JOES, CChTRL 0559<br />

PRCCRP, CCE, ANALYES C5E6<br />

PRGRAMe ANALYSIS 0567<br />

PRCCRAM, PERSONNEL, EEUCATICNAL C569<br />

PRCCRAM, JCS, INFORMATION 0582<br />

A COMPUTER PRCCRA FOR T¥E STUDY ANALYSIS D588<br />

PRCCRAM, ANalYSIS 8588<br />

PRCCRAM, MNFCWER, JOE 0589<br />

FRGAM, CRCANIZAIN, INFORMATIOn, AOMIISTEREC 0595<br />

A PRCGRA CF RESEARCh IN BbSINESS PLANNING 0597<br />

PRCCRAMe PLANNER csg7<br />

PRCCRAM, FLAN, MKINC IhECRMAT[CN, COCLMENTATICN 600<br />

TRAINING PRCCRM, CCNTRCLS D6CI<br />

PRCCRAM JOE, {ATA-PRCCESSINC 0603<br />

FRCCRAM, NSLYSIS 0615<br />

APT PRCCRAM FOR ALIENATION pLAnNING AND TEChNCLCCY C622<br />

PRCCRAM, PLANINC, INFORMATION 0622<br />

PROGRAM, AALYTICAL 0624<br />

PRCCRAM, PLANNIC, PERSONNEL, ANALYSIS C648<br />

SELECTEE, PROGRAM, INFORMATICh FORECAST, ANALYSIS,ECRESSICN 0654<br />

PRCGRAM PLANNEC INFCRMATICN G685<br />

TRAININC PRCCRAM, MANPOWER, CGNTRCL, AALYSIS 0663<br />

PRCCRAM, PLAN C668<br />

SELECTEE PRCCRAN JCS, AkkLYSIS C611<br />

PSYCFCLCCY PRZCRAM PLAh C704<br />

PROCRAM, PERSCNNEL 708<br />

TRAINIG PRECRAP, EbCATICNAL C7G9<br />

PRCCRAM PLANNINC-PRCCRAMMINC-BbCCETING EVALLATINCNALYSIS 0727<br />

TRAIING SELECTING, PRGRAM PERSONNEL, MANPOWERVALUATION C730<br />

PRCCRAM, PLA JC8 EVALLAIE 0731<br />

PROGRAM, MAKING 0733<br />

TRAINING PRCCRAP, EVALUATEE C750<br />

CPAS ROLE IN ACCCLTING FCR ANTI-POVERTY PRCGRAM CRANTS D752<br />

0437

(conhnued)<br />

PROGRAM<br />

ORCANIZATIONS, COLNSEL, CENTREL, ADMINISTRATIVE<br />

PRCCRAM,<br />

PROCRAM, PLANNINC, CONTROL<br />

SELECTIhC, PROCRAM, FLANNIhC, AkALYTICAL<br />

PRCCRAM, ANALYSIS, ACINISIEREC<br />

PROGRAM, PLANNIkC, PERSONNEL, MAKING<br />

IRAINING, SELECTEE, FRCGRAP, EVALLAIE CCNTRCL<br />

PRCCRAM, PLA, IKFGRMATIEN, AOMINISIRATIE<br />

PRCGRAM, FLAP, PERT, EVALUATICN CONTROL<br />

PRCCRAM, EATA-PRCCESSING, CONTROL, ANAL?EIS<br />

PRGCRAM, PLANNINC, ORCANIZATICN<br />

PROCRAM, FLA, PERSCNNEL, CENTREL<br />

PRCCRAM, MAKINC<br />

TRAINING PROGRAM, PERSONNEL, EVALUATING, CONTREL<br />

RLLES, PRCCRAH, PLANNING, CRCAhIZATIEN, CONTROL,<br />

PRGCRAM, PERSChEL INFORMAIICN<br />

PEPPY PERT PROGRAM<br />

CONTROL OF CLLTLRAL BIAS IN 1ESTINC- AN ACTION PRCCRAM<br />

PRCGRAM-EVALUATIEN<br />

PRCGRAM-EVALLATIC<br />

PRCCRA-IhSIRLCTEC<br />

TEST PSYCFCLOGY, PROCRAM-INSTRUCTEC<br />

TRAINING,<br />

PRCGRAM-PLANNINC<br />

CECISION-MAKING, PRCGRAM-PLANING<br />

OOCLMENTING,<br />

PRCGRAM-PLANNINC, INTUITIEN, OR<br />

FRCCRAMME<br />

TEE OPERATIONAL RESEARCF PROGRAMME FOR R A<br />

CHGCSINC<br />

PROGRAMEE<br />

REPORTS C PPCGRAMMED ISTRLCTICN<br />

BANK<br />

TRAIING, TEST, PREGRAMMEE, [ATA-PRCCESSIG, ADMINISIEREE<br />

STLY OF CCNVETICNAL A PRCGRAMMEC IhSTRUCTICN<br />

PROCRAMMEC CRCAhIZATICNAL CECISIENS CCNTRCL ACMINISTRATIVE<br />

IRAININC, PRCCRAPMED<br />

TEST, SELECTINC, PROGRAMME<br />

RULE, PRCRAMEE, EPTIMAL, ECISICN<br />

TRAIING PROGRAMMED<br />

FROGRAMMEC, INNZVATIZh, EEUCATIONAL<br />

TRAINING PRCCRAMMED<br />

PRCRAMME, INFORMATION<br />

PROGRAMME-EEUCATIEN<br />

PRCCRAMME-EUCATICN<br />

PROGRAMMER<br />

PRECRAMMER CEMPLTER<br />

RECRUITING,<br />

SATISFACTION PRCCRAMMER JCBS EVALLAIE ANALYSES AMIhISTERE<br />

TRAINING, RECRLIT, PROGRAMMER, PERSCNNEL HANDICAPPEC<br />

TESTING, PRCCRAER, INOEXINC, OCCLMENT, CONTROL, C£CES<br />

SELECTION PRCCRAMMER, PLAN, ORGAkIZATICN, EVALLATINC<br />

PROGRAMMERS<br />

PRCCRAMERS, CEMPLTERIZATICN<br />

TRAINING,<br />

PRCCRAMMERS, CCMPLTER-PRCCRAMMINL<br />

BYPASSIC PROFESSIONAL PRCCRAMMERS<br />

FELP WANIE, 5C,{CC PROGRAMMERS<br />

VOCATIONAL INTERESTS CF CCMPLTER PROGRAMMERS<br />

A hEW SOURCE CF PROGRAMMERS TEE ISLALLY FANOICAFPEO<br />

TEST, PRCCRAMERS, ANALYSTS<br />

PROGRAMMERS, ZELPENI, AALYSIS<br />

ME,CRAMMERS, CRCAhlZATION, INFORMATION, CCUMENTATION,NALYSTS<br />

PROGRAMMERS, NALYIIC<br />

0752<br />

0755<br />

C766<br />

C771<br />

0772<br />

C783<br />

C797<br />

C806<br />

C824<br />

0829<br />

C850<br />

C880<br />

0973<br />

C985<br />

C989<br />

I083<br />

1163<br />

C128<br />

C524<br />

0145<br />

C2gl<br />

0809<br />

0219<br />

C518<br />

0524<br />

C534<br />

C607<br />

0664<br />

689<br />

C76<br />

C753<br />

C770<br />

0856<br />

C31<br />

C209<br />

C636<br />

0697<br />

C758<br />

0809<br />

CCC3<br />

C069'<br />

C431<br />

C603<br />

0636<br />

C697<br />

C729<br />

0775<br />

0776<br />

C90<br />

0<br />

PROGRAMS<br />

PRCGRAMMIC<br />

PRCCRAMMING CC6g<br />

ON-LINE<br />

TRAIhING PRECRAFMINC, CATA-PRLCESSIC, EDP CIC4<br />

CFPCRTtNITY CCSTINC AFPL[CATICh CF MATFEMATICAL PROGRAMMING C234<br />

PRCCRAMINC TEE COMPACTS C341<br />

PRCCRAMMIC C384<br />

AN APPRCACE TC SOME STRLCTLREC LINEAR PRCGRAMMIkG PROBLEMS 0418<br />

ECChCMICS CF PRECRAMING PCCLCTICh C449<br />

SELECTICh, FRCCRAPFINC, [NFCRMATICh, EVALLATES 0558<br />

PROGRAPMINC, ECLCATIChAL C580<br />

EVALUATICh CF LINEAR PRCCRAMMIhG AN bLTIPLE REGRESSICk FOR<br />

AN<br />

RAkPCWER RECLIREPENTS 0586<br />

ESTIMATING<br />

PROGRAMMIkG, MAhFCWER, IhFCRMATICE, EVALbATICN ANALYSIS C586<br />

PRCCRAMMINC, JOE, INFCRMATIZk, REGREcSICN C593<br />

PRCCRAMMIhG, IkFCRMATIO, EVALUAIICN, CCEING 059<br />

SELECTIE, PRCCRAMMIhG, PLANKING, CPTIAL, COCE C623<br />

PRCCRAPMIkC, EFTIMAL, OFCISIC C825<br />

THE CONVERCENCE TECHNIQUE FLR PRbGRARMIhu RESEARCH EFFORTS 0648<br />

ESTIMATIhC TEE PRCCRAPMIhC LCA C728<br />

SELECTION, PRCCRAPMIC, PLANINC, PERSONNEL, JC8 C728<br />

TESTED, RLLE, PRCGRAMMINC C734<br />

LINEAR PRECRAMPINC FER PRCBLCTIC ALLOCATION C734<br />

ASSESSING PRCCRARMIqG PRCGRE¢S C755<br />

PROGRAMMING, MEBICAL, EVALIATIOK C810<br />

SPECIALIZATION ANE PROGRAMMING 0819<br />

PRCGRAMMINC, CONTROL, ANALYI-PRCGRAMMER C819<br />

PRCCRAMINC, CFTIMIZINC CB?O<br />

WEAl IS SYSTEMS PRCGRAMMING 1053<br />

ACCCLNTIC ANC EEVELCPMEI PRGCRAVING IC60<br />

PRCCRARINC 1201<br />

PROCRAMMIC-<br />

CF AlES FER MAhACERS CF CCMPLTER PROGRAMMING-' C469<br />

OEVELOPMENT<br />

PRCCRAMS<br />

OF UNIVERSITY SPCNSCREE EXECLTIVE EEVELCPPEET PRCGRAMS COg4<br />

COST<br />

LEGAL PRCTECTIC CF CCMPLTER PRCCRAPS C143<br />

EFFECTIVE TRAIkIC PGGRAMS FOR CELLEGE CRACLATES 0268<br />

MAXIMIZINC COMPANY PROFITS FRCF TRAININC PRGCRAPS C24<br />

CEVELOPINC FAIR EMPLEYMENT PREGRAMS CLIOELIkES C388<br />

DEVELOPING FAIR EMPLCYMENT PRCGRA¥S C389<br />

PRCCRAMS FLANIhG, £PERATICKS-RESEARC, ADMINISTRATIVE C4C6<br />

TRAININC, FRCCRAMS C413<br />

SIMbLATIOS AC TRAINING PRCCRAMSo' C413<br />

TRAINING, PRCCRAPS, EZUCATICN AALYSIS C426<br />

PRCCRAMS, CCEES G446<br />

PRECICTIkC TEE CESTS CF CEPFLTER PROGRAMS C455<br />

PARTICIPATION IN CbTSIDE MANAGEMENT CEVELOPPEhT PRCCRAMS C554<br />

TRAINING, SELECTING, PROGRAMS, PLAhhEO, JOB, INFORMATION 0561<br />

TRAINING, TESIEE, SELECTION, PSYCHOLOGISTS, PRCGRAS,CLNSELING<br />

RECRLIT, PRCCRAMS PLANTS 0587<br />

PRCCRAMS PLAhINC EVALUATINC MOELS RATIhCS C592<br />

TRAINING PRCCRAMS J08 FORECAST bNSKILLEC WORKERS C606<br />

SELECTICh, PRCCRAMS, JOB G614<br />

PROCRAMS, IkFORMAIIG, CATAoPRCCESSING, CCCE 0851<br />

PRCCRAMS, FLANIhC, CONTROLLING, AkALYSIS C686<br />

PRCCRAMS, CChTRLL C740<br />

C563

(conhnued)<br />

PROGRAMS<br />

PLAnNInG, CONTROL C747<br />

PROCRAMS,<br />

TRAINING SUPERVISORY POZRAMS PERSONNEL ANECWER ECLCAIE C774<br />

TEST, PRCCRAMS, FLAhhERS C778<br />

KEEPING PRCCRAMS Ch TARGETv AN INTECRATEC APPROACM 0850<br />

PRCCRAMS, PLANhEE, IhEORMATICN, CLESIICNNAIRE 0851<br />

EC ZERO CEFECTS PRCGRAMS REALLY MCTIATE WORKERS C874<br />

HEURISTIC PRCCRAMS FOR £ECISICh MAKING eBBS<br />

PRCCRAMS, PERSONNEL, ORGANIZATION, EOLCATIONALCMINISIRATICN 098<br />

TRAIhINC FRECRAMS, MANPOWER, VALLATICh, AhALYSES,DIhISTRATICh<br />

WORK STLPY PROGRAMS lh CCLLECES ANC LNIERSITIES 1018<br />

HIVES- TEE BIG VCTIVATORS IN INCENTIVE TRAVEL PRCCRAS 1041<br />

PROJECT<br />

CF PROJECT hEIWORKS C130<br />

ECCMPCSITICN<br />

PCk TC SET LP<br />

TCTAL- PASTER FLAN TG CLT CCSIS 0668<br />

PROJECT<br />

FEASIARIIEACER IKIERESI ANC CCPPIITEhT C802;<br />

PROJECT<br />

hEY PRLJECI NNCEENT 0897<br />

bhCERSTAhEIC PROJECT AUTECRITY<br />

PROJECTIONS<br />

FLRECSTS, PREEICTICNS 0275<br />

PROJECTIONS,<br />

PRCJECT[VE<br />

CF PROJECTIVE IECFNIGLES IC THE ASSESSENI CF<br />

CCNTRIBLTICNS<br />

MAhACEMENT-FCTENTIAL C720<br />

PROJECTS<br />

FOR EVLLATING PROCLCI RESEARCh ANE CEVELCPPENT PRCJECIS<br />

CFART<br />

CAPITAL BCCETINC CF INTERRELATEC PRCJECIS 087<br />

PRCMOTING<br />

PRCMCTIhC, SUPERVISORS C15<br />

TRAIhINC<br />

SUPERVISOR, PRCMCTINC, MOTIVATION 035]<br />

PROMOTION, POLICY, UNIVERSITIES C09<br />

CAREER-CEELCFEhT, PRORCTIC CONFLICT C102<br />

PROMOTION TC TEE ECUCATIChAL MARKET<br />

USIhC VICECTPE FOR PROVCIICN<br />

PUBLIC RELATIONS IS ONE PART CF PROCTICh 094<br />

EXPERIMENTAL LESIONS IN MEASLRING PROMOTION EFFECTIVEKESS C94<br />

PLANhlNC PROMOTION STRATECY<br />

pROMOTIONal<br />

PROMOTIONAL LACDER COB<br />

TEE<br />

MCCEL CF AEAFTIVE CONTROL CF PROMOTIONal SPEhCIhG 04BC<br />

PROMOTIONS<br />

PRCCTICKS CIIS<br />

SUPERVISION,<br />

SATISFACTIOn, SALARY, PROMOTIONS CIS]<br />

SUPERVISION, SELECTION, PROMOTIONS C213<br />

VOCATIONAL INTERESIS AND ACCICENT PRONENESS C?IS<br />

PRCPCATICN<br />

PROPAChICh CE BLLLOZER REIEW ARTICLE C21<br />

TEE<br />

PRCPCSALS-RESEARCF<br />

R-+-C 011<br />

PRCFCSALS-RESEARCF,<br />

PROTECTION<br />

PROTECTION CP CCMPLTER PROGRAMS C143<br />

LECAL<br />

PSYCFE<br />

PROBE PROSPECTS PSYCHE 1081<br />

CASES<br />

PSYCFCCYBERhETICS<br />

ANC TE CRCAhIZAIICN<br />

PSYCCCYBERNETICS<br />

PSYCECLGICAL<br />

PLANS, ELCATICN C189<br />

PSYCFCLCCICL,<br />

PSYCFGLCCICAL, CRCANIZE C420<br />

PSYCFCLCGICAL, PRCCRM, 9LAhEC C467<br />

C84<br />

C578i<br />

6]<br />

SUPERVISORS SELECTION PSYCFCLCGICAL CRGANIZATICh MECICAL<br />

SUPERVISOR, SATISFACTION PS¥CFCLGCICAL, ORGAhIZATICKL JCB<br />

TEST, PSYCCLCCICAL, JOBS, [ECISI£h<br />

TEST, SELECTION, PSYCELCGICAI, PERSChNEL DECISICh,hAIYZING<br />

SIMLLATICh [F PSYCHOLOGICAL CECISIGS IN PERSChhEL SELECTION<br />

TEST, PSYCFCLCCICAL, ADIhISIEREC<br />

SELECTION PSYCFCLCCICAL MLLTIPLE-RECRESSION AhAL¥ZEC CEhTAL<br />

STUDY CF SOME PSYCFCLOCICAL, VOCATIONAL ITEREST AE<br />

A<br />

AS PRECICTCRS CF SLCCESS<br />

FENTAL-ABILITY-VRIABLES<br />

TESIS, PSYCFCLCCICAL, JOE<br />

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TWO AUTHORITIES PLT ESYCFCLCCICAL TESTINC Oh TEE ECLCH<br />

CPAhGE RSYCCLCCICL GCELS<br />

PSYCFCLGCIST<br />

PERFCRAhCE, MCTIVATICN, MORALE, PSYCHOLOGIST<br />

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PSYCFCLCCISIS<br />

INCUSTRIAL PSYCHOLOGISTS JOB<br />

THE<br />

TRAINING, TESTEC, SELECTICk, PSYCFCLCGISIS, PROGRAS,EUhSELIhG<br />

PSYCFCLCCISIS, CRCANIZATIChAL MAKIhC-JEB<br />

PSYCHOLOGISTS, INFORMATION, EVALLATICNS, CODING, ANALYSES<br />

SUPERVISICN, PSYCELLCCISTS, JEB<br />

TEST, PSYCFCLCCISIS<br />

PSYCFCLCCY<br />

TEST, PSYCCLCGY, PRCCRAM-INSTRUCTEC<br />

TRAIhINC,<br />

IFE PSYCEL[CY CF SUCCESSFUL PERSUASION<br />

PSYCFOLCCY, FRECRAM, PLAN<br />

PSYCFOLCCY CFFICE POLITICS SIMULATION BLGET<br />

PSYCFCLOGY-ENCINEERI<br />

FLANNIhC, ECLCAIICN, CCIRCL<br />

PSYCFCLCCY-EGINEERINC,<br />

PSYCHOMETRIC<br />

MESbREPEhT PSYCFCMETRIC RESEARCF EEVELCPVENT<br />

WORK<br />

CLINICAL PSYCFCETRIC WORK-SAMPLE APPRCACFES IC ERECICIICh<br />

PLBLIC<br />

PUBLIC ADMIhISTRAIICN<br />

IhFCRMAIICN-REIRIEVAL<br />

PLBLIC CCPMLNITY RELATIONS<br />

PRIVATE RESPONSIBILITY FOR PLBLIC MANAGEMENT<br />

TEE SIRUCTLRE CF PUBLIC CPINIOh CN FCLICY ISSUES<br />

RESPONSE STYLE INFLUENCE IN ELBLIC OPINION SLRVEYS<br />

PLBLIC RELATIONS- TE TAIL TEAT WAGS TEE COC<br />

LChC-TER LNEFFLCYFEhT ANC PLBLIC PELICY<br />

ACCCLNTIhC FOR PLBLIC HEALTF NLRSING ASSOCIATIONS<br />

PUBLIC ELATIChS IS CE PAR1 OF PRCPCTIC<br />

PERSPECTIVE CN PLELIC RELATIENS<br />

PUBLIC EMPLOYMENT IN SAVANhAF GEORGIA<br />

PUBLIC-ASSISTaNCE<br />

PLBLIC-ASSISTAKCE<br />

PLBLIC-OPINICh<br />

PbBLIC-CPIIZN<br />

PLBLIC-RELIIENS<br />

MOVIES TRAINING<br />

PLBLIC-RELATICNS,<br />

PLBLIC-RELTICNS, ATIITLLES<br />

PUBLIC-SERVICE---<br />

LNIVERSIIY CECPERATICh Ih PRCFESSIONAL TRAINING FOR<br />

STATE<br />

PUBLIC-SERVICE--- THE CASE CF TEXAS<br />

PUBLICATICK<br />

AN WFY- TC START COMPANY PLBLICATICh<br />

PEW<br />

PUBLICITY<br />

CPECKLIST CF PLBLICITY IEEAS<br />

A<br />

CAK INCUSTRIAL PRC[UCI PLBLICIT BE MBASLREO<br />

PUBLICITY<br />

C488<br />

0557<br />

C594<br />

0669<br />

0649<br />

C718<br />

0722<br />

C722<br />

C763<br />

0796<br />

0845<br />

1019<br />

1152<br />

0100<br />

C032<br />

C563<br />

0611<br />

0720<br />

0721<br />

0854<br />

0524<br />

C691<br />

C704<br />

lOll<br />

0629<br />

C485<br />

0684<br />

C084<br />

0424<br />

C666<br />

C852<br />

0855<br />

0873<br />

0894<br />

0927<br />

C944<br />

0975<br />

1103<br />

C027<br />

1049<br />

C095<br />

014<br />

1161<br />

C627<br />

C424<br />

C56

PUBLISHED<br />

PUBLISHED<br />

5ELECT|ON INTERVIEWS AN EVALLATIGk CF PLSLISHED RESEARCH C03O<br />

A LCGK AT PLELISFEE INTERIM REPORTS C128<br />

PUCHEE<br />

MOHAWK FAKE PLNCHEO CARES OBSOLETE. G475<br />

WILL<br />

OPTICAL PUNChEC-CARDS 1097<br />

PURCHASE<br />

A TOTAL APPROACH TC HEASURINC PURCHASE PERFORMANCE. 0342<br />

TRENE-<br />

PURCHASES<br />

FCRR SPEEDS CNE-SHOI PbRCHASES G900<br />

COMBINATION<br />

PRCHASING<br />

SLASHES PLRChASIhC CESTS AT SINGER C325<br />

EATA-PHGNE<br />

EVELOPMEkT GF SBOROINATES IN PRChASIkC MANAGEMENT 052[<br />

hOW TO ANALYZE PLRCHASINE EXPENEITLRES C55<br />

EIRECT CBSERVATICk OF PURCHASING BEhAVIER 0945<br />

THE PURCHASING FLNCTION AND P6RT NETWORK ANALYSIS. 1075<br />

QUALIFICATIEN<br />

CLALIFICATIEN RECLIREMENIS A FUNCTIEkAL APPRCACH C612<br />

OBVELOPINE<br />

QUALIFICATIONS<br />

HCLMES ANE THE CASE OF IHE KISSING QLALIFICAIIOkS 0902<br />

SHERLOCK<br />

TESTING, SELECTION, RECRbITMENT EVALUATION, QUALIFICATIENS 0902<br />

QUALIFIED<br />

Ik FIkCING {LALIFIEC EMPLOYEES 0456<br />

PROBLEMS<br />

QUALITY<br />

FACTCR IN TOTAL QbALII¥ CGkTRCL.' 0199<br />

HUMAN<br />

QUALITY CENTROL AWE ASSURANCE IN RECORDS CONVERSION 0287<br />

YHE MANAGERS $1AKE IN QUALITY CCNTRCL 0849<br />

QUANTIFICATICN<br />

CF SUBJECTIVAL EEIERMINEC ATA C592<br />

QUANTIFICATIEN<br />

QUANTITAIIVE<br />

BREAK-EEN ANALYSIS 0077<br />

QUANTITATIVE<br />

QUANTITATIVE EEIERMINATICk CF MANPOWER REQUIREMENTS C730<br />

SOME QUANTITATIVE AIDS TE MERCHANOISE MANAGEMENT 0991<br />

QUESIICN<br />

EFFECT GF {UEBTIE ORDER ON RESPCNSES 0510<br />

THE<br />

QUESIICNAIRE<br />

CUESTICNNAIRE HEASLREMENT SLREYS<br />

INTERVIEW<br />

0453<br />

ECLCATICk QLESTIONNAIRE SOCIAL-CLASS 04861<br />

SATISFACTION<br />

INTERVIEW CUESIICNNAIRE 0512<br />

JOB EEUCATICN ANALYSIS QUESTIChNAIRE 0517<br />

TEST, SbPERVISCRS, ADMINISTERED, QUESTIONNAIRE C525<br />

• UPERVISORS, SATISFACTION* JCB ADMINISTERED, bESTICkNAIRE 0666<br />

SATISFAETICN PERSENAEL, CUESTIOhkAIRE C674<br />

SATISFACTIGN PERSONNEL, JCB QUESTIONNAIRE C72<br />

TESIEO SATISFACTICN, JOBt ANALYZEDt QbESTIOhNAIRE 0726<br />

QUESTIChkAIRE TYPESCRIPT 0759<br />

SATISFACTICk, JCE, QUESTIONNAIRE 084<br />

TESI SATISFACIICN, J£B, QUESTIONNAIRE 0?85<br />

QUESTIONNAIRE, RESPONSE-RATE C79;<br />

UESTIONNAIRE EFFICIENCY-CCIRCLLEC REOLCTIG OF NEW RESPONSE<br />

OUCATICN ACMIkISIEREE QbESTIOkkAIRE MAIL 0801<br />

SELEETEC INFORMATION, QUESTIONNAIRE 0803<br />

PRCGRAMS= PLAY,BE, INFORPATIEN, CLESIIONNAIRE 0851<br />

INFCRMATION ANALYSIS, AGWINISTRATIENe QLESTIONNAIRE 0853<br />

TESTS SELECT LESTICNNAIRE 0855<br />

QUESTIONNAIRE, SLRVEY-TECHNICUE 0945<br />

QUESTIONNAIRE APPEARANCE AWE RESPONSE RATES IN MAIL SURVEY 1172<br />

QUESTIONNAIRES<br />

EFFECTIVENESS OF SELF AEMINISTEREO ¢LESIIONNAIRE.. 0453<br />

THE<br />

080;<br />

RE EDUCATE<br />

CRCANIZAT[CNAL MAKING INFORMATION, EDUCATION C87<br />

PLAkNING<br />

GUESTIOkNAIRES<br />

JOBS, CONTRCL CCCINC QLESIICkNAIRES 0702<br />

QUESTICNS<br />

ART OF ASKINC CUESTICNSo' 0390<br />

IHE<br />

HUMAN RELATICNS LABORATORY 1RAINING- THREE QUESTIONS 0414<br />

SENSITIVITY TRAINING, SOME CRITICAL QUESTIONS.' 0570<br />

EIFFERENCFS TO QLESTIONS Ch SEXLAL STAhEAR Ah<br />

RESPCNSE<br />

CCMPARISON 0803<br />

INTERVIEW-QUESIICNIAIRE<br />

QUEUING<br />

CUEblkG C679<br />

INTRCDUCING<br />

QUIET<br />

RECEPTECN AREA IS COMFORTABLE, QUIET, EFFICIENT 0374<br />

REOESIGNEE<br />

QUIZ<br />

EXECLTIVE WIE QLIZ. 1130<br />

THE<br />

R<br />

62<br />

TAKING SCE CLESSWCRR OUT CF R INVESIMENTS C05<br />

HARNESSING ThE ANC ChSTER C062<br />

INFCRMATICk REIRIEVAL KWIC INDEXES CPERATIONS-RESEARCF R D C106<br />

CHCCSING ThE CPERATICNAL RESEARCh PROGRAMME FCR B.I R 0809<br />

IGLS FOR R÷C EVALLAIION 1022<br />

S.RoC COMMITTEE Oh STATISTICAL TRAINING 1033<br />

PRESERVING INDIVIDUALISM Zk IHE R+E TEAM.' i046<br />

RG RESEARCh EECSTRATICN [064<br />

MAKING ThE BEST LSE OF R*B PAkFCWER' 1142<br />

ACIAL<br />

hECRCES 1087<br />

RACIAL<br />

MINCRITY BLACK RACIAL bREAk 1157<br />

RACIAL DIFFERENCES Ik JOB SEARCh WACES.' II64<br />

ACIC-TV<br />

IN RAEIO-TV COMMLNICATICN EGLIPMENT MANLFACTURIkG<br />

CCCLPATICNS<br />

RANDOM<br />

WITh RANDOM ARRIVALS AWE LINEAR LOSS FUNCTIONS 0129<br />

SCHEDULING<br />

RANDOMIZE<br />

TO ThE FILE-- RANGOMIZE OR INDEX 0478<br />

ENTRY<br />

RANKIkC<br />

PRCCECbRES SUBJECTIVE PROBABILITY OlSTRIBLIIONS 1006<br />

RANKING<br />

RATE<br />

AENIklSTRAIICk AND JCB RATE RANGES 0136<br />

WAGE<br />

HOW TO RATE YOLR ENPLOYEES- SEVEN SYS1EMS MOST FIRMS USE 1099<br />

NONWHITE UNEMPLOYMENT RATE 1117<br />

RATES<br />

PREOICTICN CF LEARNING RATES FR MANUAL OPERATICkS.' 0602<br />

THE<br />

EFFECT CF PRIOR TELEPHONE AFPOINTMEkT Oh CQMPLETICk RATES 1C95<br />

QUESTIONNAIRE APPEARANCE AWE RESPONSE RAIES IN MAIL SLRVEY 1172<br />

RATES ASSISTANCE PAYMENTS 1209<br />

RATING<br />

EVALbAIICN C035<br />

RATINGt<br />

TESTING, RATINC, SCALES, EMETION C038<br />

EVALLATICk TEST MANACERIAL PERSONNEL ITERVIER APTITUCE<br />

RATING<br />

C082<br />

PEREORMANCE-EVALLATICN<br />

VALICITY OF AREAS ANO METHECS F RATING JOB SATISFACTIEN 0119<br />

THE PERFORMANCE RATING SPECIRUN. 0251<br />

EVALUAIION GF ALIERNATIVE RATING GEVICES FOR CEhSbMER RESEARCH<br />

RATINGS<br />

EIFFICULTY, EMPLOYEE AIIIIUOE SUPERVISORY RATINGS EFFECT C120<br />

JOB<br />

PRCGRAMS PLANIkC EVALUATIC MOCELS RATINGS<br />

RATICkAL<br />

ASIS FCR NORMAL IN WERK MEASLREMEhT<br />

RATIONAL<br />

RE-COLGATE<br />

kEEE TC TRAIN ANO RE-EELCATE.<br />

THE<br />

I127<br />

C619<br />

C592<br />

0688<br />

C979

REACTION<br />

REACTICN<br />

SON CF E AN ThE REACTION PRCFILE C038<br />

EQ<br />

REACTIONS<br />

REACTIONS AND THE NATURE OF MAN 0665<br />

HUMAN<br />

READ<br />

@COKS EVERY EXECUTIVE SPCLLD hAVE READ 0354<br />

27<br />

READINESS<br />

FOR MANAGEMENT CEELOPPENT- AN EXPLORATORY NOTE 1152<br />

REAEINESS<br />

REAOINC<br />

CF A READING DEVELOPMENT PROGRAM FOR SCIENTISTS C191<br />

EVALUATION<br />

REAL-TIME<br />

REAL-TIME SYSTEMS hER CUSTOmeR SERVICE CRERATIONS' 0839<br />

ON-LINE<br />

REAL-TIME DIRECT ACCESS 1059<br />

PLANNING FOR REAL-TIME BLSINESS SYSIEMS 1062<br />

REALITY<br />

IN TEE WCRLC CF REALIIY<br />

THEORY<br />

REALIZATION-<br />

CONCERT CF REALIZATION- USEFUL DEVICE 0869<br />

THE<br />

RECEPTION<br />

RECEPTION AREA IS CPFCRTABIE, QUIET, EFFICIENT C374<br />

REDESIGNED<br />

RECIPROCAIICN<br />

TEE RELATICNSFIR BEIWEEN MAN AND ORGANIZATION CI00<br />

RBCIRRCCATICN<br />

RECIPROCITIES<br />

RECIPROCITIES MULTIRLIER--AN EMPIRICAL EVALLATIEN'<br />

ThE<br />

RECORE<br />

BETIER RECORD KEEPING, PART 0305<br />

OPERATIC<br />

ORIVINO RECERD OF NEURDPSYCEIATRIC PATIENTS<br />

MEDICARE- TEE REECRD AND CCNSEQUENCES 105(<br />

RECORC-KEEPINC<br />

MEASUREMENT, EOP C423<br />

RECCRC-KEERINC<br />

RECORCNG<br />

RECORDING EFFECT CN ACCLRCY CF RESPONSE IN SURVEYS C759<br />

TAPE<br />

RECORDS<br />

CONTRCL AhC ASSURANCE IN RECORDS CONVERSION 0287<br />

QUALITY<br />

VENDER RECORDS KEEP FACTS CN FILE 0827<br />

RECORDS INDEX<br />

MANACINC RECORDS WITh MICROFILM I084<br />

RECRUIT<br />

SELECT, MOTIVATE, EMPLOYEES 0123<br />

RECRUIT,<br />

INTERVIEW EMFLCYMEkT APPLICANT RECRUIT 0t63<br />

RECRUIT C170<br />

TESTS RECRUIT 0243<br />

RETRIEVAL RECRLIT, PLACEMENT O261<br />

RECRUIT, PRCCRAMS PLANTS C587<br />

RECRLITe PLNINC, MANPOWER, EDUCATION C626<br />

TRAININC RECRLIT, PRCGRAMNER PERSONNEL, HANDICAPPED 0697<br />

RECRLIT, JOE C974<br />

RECRLIT MCNEY I134<br />

RECRUITER<br />

RECRUITER, HIRINC 0211<br />

SELECT,<br />

RECRLITER ORGANIZATIONS, JEB 0572<br />

RECRUIE._R, PERSONNEL CSgE<br />

RECRUITERS<br />

CCLNSELINC 0252<br />

RECRUITERS,<br />

ARE RECRUITERS LISTENING<br />

A RECRUITERS GLIDE TC SUCCESSFUL FAILURE.' 0572<br />

RECRUITING<br />

SELECTICA RECRUITINC, PERSCNNEL, JOB,INORITY-CRCUP<br />

TESTS,<br />

CULTURALLY-DEPRIVED C001<br />

EFFECTIVE MEASUREMENT CF PROFESSIONAL RECRUITING EFFORT<br />

ACCING A PERSONal TOLCP TC RECRUITING ENCINEERINC TALENT<br />

RECRUITING, PRCGRAMMER CDMFLTER 20<br />

THE CTPER FAtE CF RCRUIIIC C21]<br />

REGIONAL<br />

TRAININC RECRUITING 0267<br />

TEE OVERSELL IN STAFF RECRUITING C330<br />

SELECTION, RECRLITINC C355<br />

RECRUITING 0363<br />

RECRUITING, PERSONNEL, CCLNSELCRS 0435<br />

EMPLCYEE REFERRALS, PRIME TCCI FOR RECRUITING WORKERS.' 0435<br />

CCLLEGE GRAELATE CHARACTERISTICS RECRUITING DECISICNS 0537<br />

RULE, RECRUITINC, PLANT, JCe C550<br />

COLLEGE RECRLITINC COMBAT SILDEhT DISENCHANTMENT 0587<br />

RECRUITING, PLAN, PERSONEEL, MANPCWER, JCB, INNCVATICN,NALYSIS<br />

RECRLITINC, ECSFITAL C61<br />

TRAINING, RECRLITING, PERSONNEL 0705<br />

RECRUITING, CRCNIZAIICN C798<br />

RECRCITINC PLACEMENT 081<br />

RECRUITING--TEE<br />

FORGOTTEN FLNAMENTALS 0168<br />

RECRUITINC--TFE<br />

RECRUITMENT<br />

EVLLATE, REPCRIS, RECRUIIMENI, CATA-PRCCESSING C017<br />

INFORMATION,<br />

SELECTICh, RECRLIIMENT, SURVEY-ANALYSIS C033<br />

SELECTICN RECRLITPENT, TRAINING C053<br />

SELECTICN PERFORMANCE RECRUITMENT 0055<br />

SELECTIDN RCRUITMENT 0057<br />

RLACEMENT, RECRITMkNT COg6<br />

RECRbITMEI CRIENIATICN 02?3<br />

RECRUITMENT SELECTION 0303<br />

RECRUITMENT<br />

PERSONNEL, RECRLITMENT 0456<br />

SELECTION, RECRLITMENT C552<br />

RECRUITMENT PERSONNEL JOE EDUCATION 0612<br />

SELECTION, RECRUITMENT, MULTIPLE-REGRESSIONOB, 0677<br />

SUPERVISORY,<br />

TRAINING<br />

RECRU[TM[NT SELECTION 0816<br />

THE OVERSELL--A MAJOR PITFALL IN COLLEGE RECRUITMENT 0865<br />

SELECTIEN RECRLITMENT 0895<br />

TESTINC, SELECTION, RECRLITMENTe EVALLATICN EUALIFICATICNS 0902<br />

ADMINISTRATORS RECRUITMENT 1L6I<br />

RECRUITMENT<br />

REDEFINE<br />

AND STAFF TODAY, WE NEE TC REEEFINE THEIR ROLES.' IOg8<br />

LINE<br />

REDES[CNEC<br />

RECEPTION AREA IS COMFORTABLE, QGIET EFFICIENT 0374<br />

REDESIGNED<br />

REDUCE<br />

TO REELCE OFFICE COSIS 0582<br />

HCW<br />

RESEARCH EEVELCPMET OF ANALYTICAL SYSTEMS TO REDUCE COSTS C624<br />

REDUCTION<br />

SYSIEPS AND COST RECLCTION' 0041<br />

SYCCESIICN<br />

QUESTIONNAIRE EFF[CIEhCY-CCNTRCLLEC REDCCT[C CF NCM RESPONSE 080t<br />

COST RECUCTICN ECONOMICAL i119<br />

REFERRALS<br />

REFERRALS, PRIME TCCL FCR RECRUITING WORKERS 0435<br />

EMPLOYEE<br />

REFCRPLLATICN<br />

EERZBERC TEECRY- A CRITIQLE AND REFCRMULATIDko' 0785<br />

TEE<br />

REFUNEING<br />

DECISION A SRECIAL CASE IN CARITAL BUECETING 1002<br />

REFLNDINC<br />

REFUSALS<br />

CF REFUS£S I SURVEYS.' 1106<br />

SOURCES<br />

RECIONAL<br />

CF CCMPLEX BEHAVIORAL MODELS TO REGIONAL AND<br />

ARRLICAIICNS<br />

ORGANIZATIONal-ANALYSIS<br />

O62<br />

C359<br />

II62<br />

0628

(continued)<br />

REGIONAL<br />

GRANTS ENCDURAGE REGIGNAL CENTERS, TOTAL SYSTEMS II83<br />

FEDERAL<br />

REGRESSION<br />

CONTROL Y REGRESSION ANALYSIS 0323<br />

COST<br />

MULTIPLE REGRESSION ANALYSIS flF COSI BEHAVIOR 0423<br />

TESTS, ANALYSIS, REGRESSION C451<br />

TEST, ANALYZECo RECRESSIDN C530<br />

EVALbATIDk CF LINEAR PROGRAMMING AND MULTIPLE REGRESSION FOR<br />

AN<br />

MANPOWER REQUIREMENTS 0586<br />

ESTIMATING<br />

PROGRAMMING, JCB INFORMATIEN REGRESSION 0593<br />

INTERCORRELATION AND THE UTILITY OF MULTIPLE REGRESSION 0621<br />

EVALUATIkGt COhIRCL, ANALYSIS REGRESSICh C621<br />

TESIS ANALYSES RECRESSIOh MANAGERIAL EFFECTIVENESS CE]8<br />

FORECASTING MOOEL EXPENEkTIAL SMOOTHING MLTPL REGRESSIEN 0654<br />

LTIPLE LINEAR RECRESSICN ANALYSIS FOR WDRK MEASUREPEhT 0661<br />

REGULATION<br />

PRIVATE EATA PRCCESIkC SCHOOLS EEE REGULATION 0698<br />

DO<br />

REHABILITATIEk<br />

ThE CEVELCEkT O A REHABILITATION IhFORPAIICN SYSTEM CIOB<br />

CN<br />

A COMPREHENSIVE IECK AT MACkETIC TAPE REHABILITATION C202<br />

HANDICAPPED, ECUCAIIC, REHABILITATION C335<br />

REHABILIIATICk-PERSE<br />

INFCRMAIIZ RETRIEVAL FLAhhINC BLEGETING SLPERVISIGK<br />

KWIC<br />

REHABILITATION-PERSOnNEL OIO?<br />

AEJECT<br />

VALLE CF SVIB PRIMARY AhC REJECT PATIERhS 0484<br />

PREEICTIVE<br />

RELATICNS<br />

RELATIONS LABORATORY TRAIhlkG- THREE GUESTICkS C414<br />

HUMAN<br />

PUBLIC COPMUkITY RELATIONS O424<br />

INTERNAL CONTROL RELATIONS Ih ACMINISTRATIVE HIERARCHIES 0534<br />

PUBLIC RELATIChS IS ChE PART £F PRCMTIC C94<br />

PERSPECTIVE CN PLBLIC RELATIONS 0975<br />

CLEARING TFE AIR IN HLMAk RELATICNS IO00<br />

HUMAN RELATIONS AbE THE ANACEMENT AALYSI I029<br />

RELATIONS-<br />

RELATIONS- THE TAIL TAT WAGS THE DOG 0873<br />

PUBLIC<br />

RELATIENSPIP<br />

TFE RELATICNSIP BETWEEN MAN AN CRGANIZATIOh OIBO<br />

RECIPROCATION<br />

AMCNG SUPERVISORS IhTEGRATICN, SATISFACTIONt AN<br />

RELATIONSHIP<br />

C64<br />

TEChhOLCGICAL-CFhCE<br />

RELATIONSHIP CF CENTRALIZATICN TO OTHER STRbCTbAL PROPERTIES 0736<br />

RELATIONSHIP BETWEEN FAMILY BACKGRCLNDS AND WORK VALUES 0784<br />

RELATIONSHIPS<br />

FCR IEAMWORK lh SFIFI RELATIONSHIPS 0319<br />

MANAGEMENT<br />

RELATIONSHIPS AMONG LEACERSFIP DIMENSIONS AND COGNITIVE STYLE<br />

RELIABILITY<br />

RELIABILITY C287<br />

CLERICAL<br />

RELIABILITY, A£CLRACY C290<br />

RELIABILIT F PEACE CORPS SELECTION BEARDS 0529<br />

INTERRATER RELIABILITY I SITUATIONAL TESTS C682<br />

CONGLOMERATE REPCRTIhG AhC EATA RELIABILITY C756<br />

RELOCATION<br />

CF RELCCATIOh ALLOWANCES AS MANPOWER POLICY G589<br />

BEVELOPPEhT<br />

REMOTE<br />

CAPABILITIES CF REMOTE CATA-PRCCESSIhG PART 0262<br />

ThE<br />

CAPABILITIES OF REMOTE EATA PROCESSING PART 3 0311<br />

REMOTE I£USIRIAL TRAINIhC VIA CCMPLIER-ASSISTEE ISIRbCTION C60<br />

RE#CTE-TERMIhAL<br />

REMOTE-TERMINAL TELEPHONE, OATA-PHCNE 0201<br />

E£P<br />

RENEWAL<br />

AbE LREAN REhEWALo 0398<br />

ENTREPRENEURS<br />

052<br />

RESEARCH<br />

REDRGANIZATICh<br />

hOW- RECRCAhIZATICN AT ThE TOP C544<br />

NEECED<br />

REPERTORY-CRIB<br />

APPLICATIDN CF ThE REPERTORY-GRIE TECHNIQUE 0845<br />

THE<br />

REPETITIVE<br />

SELECTICh FCR REPETITIVE kCRKo C008<br />

BE|TER<br />

REPLACEMENT<br />

REPLACEMENT PCL[CY EASEC Ck ECLIFENT AGE 0289<br />

A<br />

MEASLRIhC ACQUISITION RFPLACEEhT CCST lI40<br />

REPCRT--Ah<br />

ANNUAL REPCRT--Ah OBJECTIVE APPRAISAL C067<br />

THE<br />

REPCRTINC<br />

EFFECTIVE IhTERAL MAkACEMEkT REPCRTIC SYSTEo C40<br />

AN<br />

CCkCLCHERATE REPCRTIhC AhC ETA RELIABILITY C756<br />

STATLS IkEEX REPCRTIhC 1147<br />

REPCR]S<br />

EVLLATE, REPCRTS, RECRITWENT, CATA-PBCCESSIkC C017<br />

IhFCRMATIC,<br />

A LOCK AT PLELISFEC IhTERI REPORTSo 028<br />

BhK REPCRTS Ch PRCGRAMPE INSTRLCTICN C219<br />

BREAKIhG ThE REPCRTS EARRIER°' C263<br />

REPCRTS C396<br />

CUf1INC Ckh Ch REPORTS C473<br />

REPCRTS TPAT CCHkICTEo C575<br />

OCCLMENTATICh REFCRTS gRITIhC C672<br />

REPORTS--A<br />

REFCRTS--A CBS SPECIAL C913<br />

PERSChNEL<br />

RECUIREMEhTS<br />

EVALLATIC CF LINEAR PRCCRAMMIkG AND MLLTIPLE RECRESSIC FOR<br />

AN<br />

ESTIMATINC AhPCWER REUIREMEkTS 0586<br />

OEVELOPIC CLALIFICATION RECLIREPENIS FUkCIICkAL APPRCACh 0612<br />

QUAkTITATIVE ETERMIhATICN CF APCWER RECLIREMEhTS C730<br />

ETERMIhATIE EF ANFCER RECLIREMEhIS Ih VARIABLE ACTIVITIES<br />

SOCIAL SECLRIIY KC FVILY INCOME RECbIREMETS C935<br />

SKILL RECLIREMEhIS FOR CCMPLTER MANLFACILRIhG C989<br />

RESEARCH<br />

IklERIEWS AN EVALLATIC EF PLELISFED RESEARCh CCSO<br />

SELECTICk<br />

CEMMLNIIY LEBERSFIP--IRECIIChS CF RESEARCH C046<br />

EVALLATE RESEARCF PLAhklkC C054<br />

ThE MUDDLE lh PRKETIkC RESEARCh CC66<br />

SEVEN WAYS TC INHIBIT CREATIVE RESERCho CC76<br />

MCEEL FOR RESEARCH Ih CCPFRATIVE AhACEMEhT C080<br />

RESEARCh LTILIZTICN AND O[EMIhATICh CIG6<br />

RESEARCh IhTC MESERC C3CO<br />

RBSERC lhTC RESEARCh C3CO<br />

IMPLEMEhTIC Ah CPERAIIOS RESEARCF PRCCRA C309<br />

USlhG pERT lh RKETIhG RESEARCh C340<br />

EVALLAIICh CF ALTERNATIVE RATINE CEVlCES FOR CChSLMER RESEARCH<br />

ThE FOTEhTIAL EF BLSIhESS-CMINC METFCCS IN RESEARCh C421<br />

ALLOCATION CHARACTERISTICS OLTCCME CF RESEARCh EEVELEPMEkT<br />

ECChCMIC EVALLTIEh CF RESEARCH AC DEVELOPMENT C466<br />

WCRK MEASLREPEhI PSYCEOMETRIC RESEARCh DEVELOPMENT C485<br />

OEL-BUILEIkC I MARKETIC RESEARCh C506<br />

MORE EFFECTIVE ARKEIING RESEARCh LSINC ADMINISTRATIVE PRCCESS<br />

OERATIChS RESEARCh C577<br />

CHART FOR EVLLAIIhG PROCLCI RESEARC Ah EVELCPMEI PRCJECIS<br />

A PROGRAM CF RESEARCh IN BUSINESS PLAEh[RG.' C597<br />

0760<br />

C419<br />

C422<br />

C511<br />

0578

RESEARCH (continued)<br />

RESEARCH CEVELOFMEhT OF AhALYTICAL SYSIEMS TC RECLCE CCSTS<br />

FROCRESS CF CRAELATE RESEARCH IN INCLSTRIAL ENGIhEERIhG<br />

THE CONVERGEhCE IECHNICUE FCR PRCGRAPMIhC RESEARCH EFFCRTS<br />

THE RESEARCH ISIIILTION ANE CATA PRCCESSING<br />

PROBLEMS CF MAACING INDbSTRIAL RESEARCH<br />

THE SCVIET ECLCTICNAI ANC RESEARCH REVCLLTIC<br />

CPERATICKS RESEARCH AS A TCCI FCR CECISICN-MAKIC<br />

CHCCSINC THE CPERATICNAL RESEARCH PRCGRAFME FCR<br />

CHCCSINC THE LEVEL OF SIChIFICARCE I CCFLNICATICR RESEARCH<br />

MARKETING E[bCATICK ARC PERSCRNEL AS RESEARCH AREAS<br />

PFILCSCPFY CF RESEARCH FCR IRCLSTRY<br />

HEW SOCIAL SCIENCE RESEARCH CAN HELP MAhAGERENT<br />

PLANING ANE CCTRCL GF RESEARCH AN EVELOPMENT ACIIVITIES<br />

CPERATIChS RESEARCH FCR TFE CCOLNTANT<br />

TEAMWORK PARTICIPATIVE PANACEPEhT RESEARCH<br />

R÷ RESEARCH £EMCRSTRATICR<br />

THE RCLE CF IFE LKIVERSITY I BUSINESS RESEARCH<br />

RESEARCH LTILIZIICN PRESETATICR<br />

PCLICY FCR ESINC RESEARCH RESLLTS<br />

TRES I AhPCWER MAnAGEMEnT RESEARCH<br />

RESEARCH-<br />

CF RESEARCH- PCSSIBLE AIOS<br />

CCNTROL<br />

FEEIA RESEARCH- PRCCRESS REPCR1<br />

RESEARCH-LIILIZAIICN<br />

LEARkING TRA[IC, RESEARCH-LTILIZATICR<br />

DLCATICN,<br />

RESCbRCE<br />

PRCELEMS CF PRICING ARE RESCLRCE ALLCCATION IN HCSPITAL<br />

SOME<br />

PERT/CCST RESCLRCE ALLCCATICh PRCCECLRE CEE2<br />

RESGURCES<br />

ARE WASTIhC CLR FKAGEMEhT RESCLRCES C436<br />

WE<br />

CCALS AC CRCANIZATIC CF CECISICN-FAKIC FCR THE ALLCCATI<br />

WELFARE<br />

RESCLRCES 0918<br />

WATER<br />

THE CCPPLTER Ak THE MANACEFENT CF CERFCRATE RESCLRCES 1039<br />

PUMA RESCLRCES FEASLREMENT MAYRCI E REPRINIEE 1109<br />

ACCELNTIhG FCR HLAN RESCbRCES MAYNET BE REPRIKTEB 1140<br />

RESPChCERTS<br />

RESFCNEENTS WHC FKE CCNFSE SURVEY INFCRPATICN C499<br />

EETECTINC<br />

RESPChEIRG<br />

SLJECTS RESPCNCIC TC AK INCLSTRIAL EPlkTEk SLRVE<br />

ANCYFCUS<br />

RESPCSE<br />

ENVIRChEhTAL CHARACTERISTICS ANB WCRKER RESPENSE<br />

ALIEkATICN<br />

TAME RECCREIG EFFECT CN ACCLRAC¥ CF RESFGNSE I StRVEYS<br />

OUESIICAIRE EFFICIENCY-CCTRCLLE REOLCTICN OF KCR RESPCNSE<br />

CIFFERERCES TC CbESIICS Eh SEXLAL STAkEAR AN<br />

RESPENSE<br />

CCFFRISC<br />

INTERVIEW-CLESIIChAIRE<br />

CCRRECTIC FCR RESPOhSE SETS IN CPINICN TTITLCE SLRVEYS<br />

RESPCNSE STYLE IFLUECE IR PLIC CRITTER SLRVEYS<br />

CUESIICRAIRE AFFEARAhCE ANE RESPChSE RATES lh MAIL SLRVEY<br />

RESPCSE-RTE<br />

RESPCNSE-RATE<br />

CUESTIChAIRE,<br />

RESPCSES<br />

EFFECT CF CLESTICN CRCER CN RESPChSES<br />

THE<br />

IkCIVIEbAL RESPCSES AkC SCCIAL CESIRAILITY<br />

RESPChSIBILITIES<br />

RESPChSIBILITIES CF IE PERSCNEL INTERVIEWER<br />

SOCIAL<br />

RESPENSIILITIES STRLCTLRE-CRCAKIZATIC<br />

RESPCSIEILITY<br />

CVER-CRGAIZTIC<br />

RESRCNSIBILITY<br />

C624<br />

0629<br />

0648<br />

064<br />

C695<br />

0794<br />

C809<br />

084[<br />

0862<br />

C875<br />

C934<br />

C985<br />

1028<br />

106<br />

IC64<br />

113<br />

I171<br />

1182<br />

0652<br />

0S66<br />

C020<br />

C165<br />

CE?5<br />

C725<br />

0759<br />

C801<br />

C8C3<br />

0E54<br />

0855<br />

1172<br />

C792<br />

C50<br />

C65<br />

COg2<br />

C4I<br />

CC24<br />

REVIEW<br />

SUPERVISERS, RESPCS[E[LITY, PERFCRMANCE EMPLCYEE AE[LITY C088<br />

THE MANACERS RESFCkSIILIT IN EPFLCYEE EEVELCPRENT C310<br />

RESFCRSIEILITY ALTEORITY C428<br />

PRIVATE RESRCRSIBILITY FCR FLBLIC PAhAGEFENT C666<br />

THE STAFF RESEChSIBILITY CF THE HIS ANALYST 1007<br />

RESTRICTIhC<br />

CRCLF TRAVEL EY KEY PERSCNREL C301<br />

RESIRICTINC<br />

RESTRICTIZK<br />

Ak CLTPCCEC EPPLCYMENT RESTRIClIC CC96<br />

GE,<br />

RESULTS<br />

ANE AEvERTISIRC SETTINC CEJECTIVES THAT GET RESULIS<br />

PARKETIRG<br />

PCLICY FCR ESIhC RESEARCH RESLLIS 1182<br />

RESULTS-CRIETEC<br />

LEVELCPMET PLAN C3C2<br />

RESULTS-ERIEhTE<br />

RETESTINC<br />

AALCCIES TEST, NCTE CN PERMISSIVE RETESIINC 0530<br />

MILLER<br />

RETIREMENT<br />

IhCCFE CCALS C221<br />

RETIREMEhT<br />

AGE IN AMERICAN SCCIETY, NOTES CN HEALTH, RETIREMENT, ARC THE<br />

CLC<br />

CF HEATH.' 1042<br />

ANTICIPATIC<br />

RETRIEVAL<br />

C103<br />

RETRIEVAL<br />

INFCRMATIC RETRIEVAL KWIC ICEXES CPERATIONS-RESEARCF R 0 0106<br />

INFCRFATIC RETRIEVAL FLAkIkG ELCCETIkG SLFERVISIOk<br />

KWIC<br />

0107<br />

REHAEILITATICh-FERSGRNEL<br />

CISSEMIRATIC CIFFUSIEN INNCVATICN RETRIEVAL INCEXIG CI08<br />

IFCRMATICh-SYSIE, RETRIEVal C110<br />

CATA-PRCCESSIRC, RETRIEVAL 0115<br />

IFCRPATIC REIRIEVAL C46<br />

RETRIEVAL, IhFLRFATIC-SYSTEPS, CATA C172<br />

RETRIEVAL, STCRACE-DATA 0208<br />

RETRIEVAL, RECRLIT PLACEMEI C261<br />

RETRIEVAL 0263<br />

RETRIEVAL 0345<br />

RETRIEVAL, ECCLFEkT, EAT-PRCCESSIRC C370<br />

RETRIEVAL, FLAhX, BCCKEIhEIhC C305<br />

RETRIEVAL CCMLICATIEN C448<br />

CESIGN CF LARCE SCALE INFCRMATICR RETRIEVAL SYSTEM 0465<br />

RETRIEVAL, EERSCNEL ORCANIZATICN, INFCRMAIION CCTRCLLED 0562<br />

RETRIEVAL, ECLCIICN, ACMIRISTRATIVE CSB<br />

RETRIEVal, JCES, IRFCRMATIC 0827<br />

REIRIEVAL 0836<br />

CCLFENTATICk RETRIEVAL C886<br />

CMPLTER TERMINCLCCY RETRIEVAL LIBRARY 1053<br />

AUTEPATEC IFCRFATIOh RETRIEVAL lOgl<br />

RETRIEVE<br />

FLhhIhC, IkFCRMAIIC FAhEICAFPFr, DCCLPEhT,ONTRCL<br />

RETRIEVE,<br />

RETRIEVIC<br />

IFCRMATIC 0135<br />

RETRIEVIRC,<br />

REVERLE<br />

EATA FRECESSINC Ik THE INTERNAL REVENLE SERVICE C11I<br />

AETEFATIC<br />

CN FTCFIhC REVEhLE WITH EXFENSE C230<br />

REVIEW<br />

CUARTERLY PLh REVIEW CC23<br />

TPE<br />

THE FRCPACATICN CF BLLLDCZERS REVIEW ARTICLE C215<br />

APPRAISAL REVIEW C271<br />

REUSE APPRAISALS- CRITICAt REVIEW C312<br />

TELETYPE PRCELCTS IN REVIEW C?E9<br />

CC74<br />

C425

REVIE(cont,nued)<br />

EXPCSLRE TZ INFORMATION A CRITICAL REVIEW C79E<br />

SELECTIVE<br />

REWARC<br />

FER Ah LhWANIEO BEWARE 0600<br />

PLAN<br />

BEWARES<br />

BENARS CCREINATIEN AChG COMMITTEE MEMBERS<br />

ADMINISTRATIVE<br />

RHYTHM<br />

SAMPLIhC- STOP WAICFES BEWARE 1074<br />

RHYTMM<br />

RIGHTS<br />

CIVIL RIEBTS REVOLUTION ANO THE BUSI&ESSMAN 0225<br />

TE<br />

RISK<br />

CCRBELAIES CF RIEK TAKING C190<br />

SDME<br />

CCST VALLEy RISK, GDALS 0279<br />

RISK AND BUSINESS CEDISICN ¢144<br />

TFE CO-CO WORLD CF THE RISK PANACER C814<br />

RISK-TAKING<br />

IN CRITICAL FAIF ANALYSIS C127<br />

RISK-TAKINC<br />

RISKS<br />

TEST YCLR CREDIT RISKS 0842<br />

SCREEN<br />

ROLE<br />

INCENTIVE AITITUES PERSONNEL 0090<br />

ROLE<br />

SIYLE FIEARCFIDAL INFLLENCE AND SLPERVISCRY RELE<br />

EAERSFIP<br />

OlOl<br />

CBLICATICNS<br />

SUPERVISCR EVALLATICN RCLE FUNCTION 0105<br />

AFFIRMATION CF IFE FREMAh ROLE C105<br />

TESTING, ROLE, FLNCTICN 0156<br />

RCLE FUNCTICN LEADERSHIP-STYLE, TRAINING C173<br />

NCRK-ASSICNMEhT, RCLE FNCION C176<br />

ROLE ABILITIES 0205<br />

LNG-RANCE PLAINC ND TOP MANACEMEkIS PDLE IN EP. C277<br />

THE ACCLNTAhTS ROLE IN MANAGEMENT INFORMATION SYSIEMS 0294<br />

ROLE PLAYING AND ROLE CChFLICT--A CASE SIUDY 0356<br />

ROLE PLAYINC ANE BDLE CCNFLICT--A CASE $1LDY C356<br />

ROLE OF TPE TECFhlCIN IN IhEUSIRIAL ENGINEERING 0470<br />

TB ROLE OF TFE SBCCNSCICUS IN EXECLTIVE DECISICN-MAKING C653<br />

CPAS RCLE IN ACCCLNTING FOR ANTI-PCVERIY PRCGRAM GRANIS 0752<br />

MANAGEMENTS POLE IN DEVELOPING AN INFORMATION SYSTEM.' 0836<br />

MANAGEMENTS ROLE IN ICREFILM 0846<br />

RCE F VEREAL CCEMUNICAIICE IN TEAMWCRK 0951<br />

TEE ROLE CF IFE NIVERSITY IN BUSINESS RESEARCH 143<br />

ROtE-PLAY<br />

BLYER MUST BE IRAINEC 1082<br />

ROLE-PLAY<br />

ROtE-PROFESSIONAL<br />

ROLE-PRCFESSIDhAL C06B<br />

PERATICNS-RESEARCF,<br />

ROLES<br />

STRAINS AND KEY ROLES.' C09<br />

ORGANIZAT|DhAL<br />

SPLIT ROLES IN PERFORMANCE AFPRAISAL 0117<br />

NEW ROLES FC8 TFE CAMPUS AN TE CORPORATION 0426<br />

ROLES 1051<br />

LINE AND STAFF TE[AYWE NEE TC REDEFINE TFEIR RCLES 1098<br />

RPER<br />

ROPER CEhTER ALTOMATEC ARCHIVE. C856<br />

RHE<br />

RCIINE<br />

TC USE RCLTiNE CCA$IC& TO BUILD £OMMUNIYY GCCCWILL.' C430<br />

HOW<br />

RULE<br />

JOB 059<br />

RULE<br />

RLE RECRUIIINC, PLANT, JC8 C550<br />

RLE PRCCRAPPEE, OPTIMAL EECISICN 0689<br />

TESTED RULE PPCCRAMMING C734<br />

RLLE, CCANIZATIChAL, MAKING, JOB, OECISICh,DDIFICATICN<br />

TRAINING,<br />

0736<br />

C013<br />

66<br />

SAMPLES<br />

RULE-BREAKERS<br />

8LE-BREAKER$. G239<br />

MANACEMENTS<br />

RULE-ENFORCEMEnT<br />

8ULE-ENFERCEMEkT, SLPERISIEh<br />

EVALbATICN<br />

RULES<br />

PLAN, IhFCRMAIICN CChTRCL<br />

RULES<br />

TESI RLES 0564<br />

RJLES PLAN, JOE, EVALUAIICN C568<br />

RULES PLAh CCNIRCL 0576<br />

RULES OPTIMALITY C583<br />

RULES MEEICARE, EDUCATION, ADMINISTRATION C712<br />

TESTED, RLLES C73<br />

SELECTINC, RLLES PLAhNINC C732<br />

RLLES CECISICN ANALYST<br />

RULES INFCRMATIC 0805<br />

RULES, MAKIC, CECISIEN 0811<br />

SELECTING, RLLES PERSCNNEL, DATA-PRCCESSING 0858<br />

RULES PRDCRAM FLANhING CRCANI/ATICN CONTRCL R-÷-C CB5<br />

RULES--MOW<br />

TFE RLLES--PCW CC MANACERS IFFER C38<br />

ENFORCING<br />

RURAL<br />

RLRAL<br />

ORBA<br />

RURAL TC LREAN TRANSITION 1128<br />

SABBATICAL<br />

LEAVES- MOST CCMPANIES VCTE -O 0283<br />

SABBATICAL<br />

SAFEGUARDINC TAPE-STEREO DAIA-'<br />

SALARIED<br />

BLUE CELLAR WERKERS E¥ SALARIED C]29<br />

SFCLLD<br />

FUhC MERIT INCREASES FCR SALARIED EMPLCYEES' llSl<br />

SALARIES<br />

ANNUAL REPORT CN ECP SALARIES C347<br />

8Th<br />

WERK CCNDIIIChS SALARIES 1013<br />

SALARY<br />

TRENDS I kACE AWE SALARY AEIhlS?RATIC CCIO<br />

OMINOUS<br />

SALARY, ICCME 0136<br />

SATISFACTIOn= SALARY, PRCMDIIONS CI57<br />

INCENTIVES, MDTIVATICN, SALARY C161<br />

SALARY INCOME C284<br />

STAFF AITRADIINE METIVATINC RETAIKIG CCSI-CF-LIVIhG SALARY 1148<br />

SAtE<br />

EFFECTIVENESS ANE SALES SLPERVISIEN CO0<br />

MARKETING<br />

TFE FORCZTIE FIELD SALES MANAGER.' C151<br />

KBBP SALES MEETIC DRIVE ALIVE ALL YEAR 0328<br />

SALES FLANNIhC ANE CONTROL LSING ABSERBIG MARKEV CFAINS C637<br />

CFCICE SALES MESSAGE EFFECT ON CLSTCMER-SALESMA INTERADTIZN<br />

HOW TO MAKE DEALERS AND SALES PEN FEEL IMPORTANT C733<br />

NEW SALES MACEMENT TOOL ROAM C750<br />

FACTOR ANALYSIS CF SALES SECTION EATTERY C895<br />

PRECICTICN EF SALES FROM PERSONAL BACKGRCLND DATA 1186<br />

SALESMAN<br />

YEARS LAIER DN THE SVIB LIFE INSURANCE SALESMAN SCALE C520<br />

TEN<br />

NCN-CDMPLIER METF£C FER RESCLVINC TRAVELLING SALESMAN PRCBLEM<br />

SALESMEN<br />

PPCELEMS EF TFE SALFSMEN C763<br />

SIATLS<br />

SAMPLE<br />

SAMPLE EF SCAITEREE CRCLPo C505<br />

A<br />

SAMPLES<br />

SAMPLES, AND CRITERIA 1210<br />

SICNS,<br />

0683<br />

1057

SAMPLING<br />

SAMPL[KG<br />

LSE OF STATISTICAL SAMPLING 8Y INTERNAL ALBITERS C036<br />

ThE<br />

SAMPLINC MEASbREMEKT C505<br />

SAMFLINC WITh APPLICATIONS TC lIME STAKCARC ESTIMATION<br />

ACTIVITY<br />

C593<br />

SAMPLING-<br />

SAMPLINC- STOP HATCHES BEWARE 1074<br />

RhYThM<br />

SATISFACTION<br />

EVALLATE, LRBAh<br />

SATISFACTION,<br />

SATISFACTION, JOE-ANALYSES, MOTIVATION C083<br />

SATISFACTION COg<br />

SATISFACTION Oil;<br />

VALIOITY CF AREAS ANC METFCCS CF RATING JOB SATISFACIICK C11<br />

SATISFACTIC MORALE EFFECTIVENESS C120<br />

ASSICNMEhTS, SAIISFACTICh 0131<br />

SATISFACTION, SALARY, PROMOTIONS C157<br />

OTIVATICN, AIIIILCES, SATISFACTICh C212<br />

SATISFACTION C255<br />

SATISFACTION, CISSATIFACTICh O272<br />

SATISFACTION, CRCAhIZATICNS, JOE<br />

TEST, SATISFACTION, JOB 0e2<br />

TESI, SELECTEE SATISFACTION, JOB, ANALYSIS C483<br />

SATISFACTION ECLCATIC CLESIIOKhAIRE SOCIAL-CLASS C486<br />

TEST, SATISFACTIOn, JCB-EVALLATIVE<br />

TRAIhIKC SATISFCIICk, PERSONNEL, ECLCAIIOk GEL5<br />

SbPERVISCRY, SAIISFACTIOh, CRGAhIZAIICNAL EVALLAIE 0521<br />

JOB SATISFACTION 0557<br />

SRERVISCR, SAT|SFACTION, PSYCHOLOGICAL, ORGANIZATIONAL, JOB C557<br />

SATISFACTIEh, JOB C571<br />

SATISFACTIOn, CRCANIZATIChS C618<br />

TESTINC, SATISFACTION, LL]]PLE-REGRESSIC, JCB, ANALYSES<br />

JO SATISFACTION AhO ThE CESIRE FOR CHANGE C635<br />

SATISFACTICh PRECRAPMER JOBS EVALLATEC ANALYSES ACIhISTEREO<br />

WEICPTIhC CCPFhENTS CF JCE SATISFACTICh'<br />

SATISFACTION, JOB, EVALUATION C64<br />

AMChC SLPERISCRS IhIECRAII(K, SATISFACIICh AhC<br />

RELATIOnShIP<br />

C6<br />

TECFhOLCCICAL-CANCE<br />

SUPERVISORS, SATISFACTICN, JCB ACMIhISTEREC QUESTIONNAIRE<br />

SATISFACTION, PERSONNEL, CLESTIChNAIRE C67<br />

LIMITATIONS CF TE TC-FACICR hYPOThESIS CF JC8 SATISFACTIG C680<br />

SAIISFACIIC JOB EMPIRICAL 1FECRETICAL<br />

CETERMIKATS CF SATISFACTICh IN MIOOLE-MANAGBMENT PERSONNEL C2<br />

SAIISFACTICN, PERSONNEL, JOB, LESTIONNAIRE C2<br />

SATISFACTIEN, PLAN, JOBS, Ih£EX ANALYZEC C725<br />

TESTE, SATISFACIIEN, JOB, AKALYZEC, bESTIChNAIRE C726<br />

SATISFACTICK, JOE C743<br />

SATISFACTIEN JC, QLESTChAIRE 0784<br />

TEST, SATISFACTIOn, JOB, CLESTIChhAIRE C785<br />

SAIISFACTICh JEE 0786<br />

SATISFACTIOn, CONTROl<br />

EFECT CF CHANGES IN JOB SATISFACTION Oh EMPLCYEE TLRCER<br />

SATISFACIICNS<br />

OF NEEC SAT{SFACTICNS IN MILITARY BUSINESS PIERARCEIES C674<br />

STUCY<br />

SAT£SFIERS<br />

CHARACTERISTICS AS SATISFIERS ANC CISSATIFIERS C083<br />

JOB<br />

SCALE<br />

EVALUATION AT XEREX, SINCLE SCALE REPLACES FELR C437<br />

JCB<br />

SCIENCE<br />

CESICN CF LARCE SCALE INFORMATION RETRIEVAL SYSTEM C65<br />

TEN YEARS LATER CN ThE S%I8 LIFE INSURANCE SALESMAN SCALE 0520<br />

SCALES<br />

RATING, SCALES, EMCIIC C038<br />

TESTINC,<br />

SCALING<br />

ANALYSIS CF JOB PERFORMANCE BY SCALING TECHICLES C122<br />

ThE<br />

;CANNERS<br />

ThE OPTICAL SCAKERS 0821<br />

SCANNING<br />

CAhERSkAY<br />

TC bhSICP ThE ECP INPIT BEITLEECK lOg7<br />

SCANNERS-<br />

CANNING<br />

ThE OPTICAL SCANNERS 0821<br />

SCAKINC<br />

I00, CPTICAL SCAhNIhC FORM, CIVE LECISLAIGRS EDUCATIONAL<br />

DIGIIEK<br />

IC27<br />

BASE<br />

SCANNINC ThE kCRLC OF CCR IiC7<br />

SCATTEREC<br />

CF SCAITEREC CRCLR 0505<br />

SAMPLE<br />

SChEOLLE<br />

EXPEDIIIhC PLTS CELIERIES £N SCPECLLE Cg40<br />

6CVAhCE<br />

CCSTS BLCCETS SCEECULE 117<br />

SCHECLLES<br />

PLAhhIC LSIKC FORECAST SCFECLLES CSQB<br />

PROFIT<br />

SCFECULES FLAhhlhC SLPERISICN i083<br />

SCFECLLIhG<br />

WITh RANDOM ARRIVALS ANC LINEAR LOSS FUNCTIONS.' C12g<br />

SCFEOULINC<br />

CRITICAL-PATh SCEEEULING C130<br />

CCMPLTER SECIIChIhC AKO CLAS SChECLLIhC C286<br />

AN EMPIRICAL SIIY OF SCFECLLING DECISION BEHAVIOR 0689<br />

SCPECULING CCMFLTER OPERATIONS-2 0820<br />

CPTIMAL PRCCLCTICh SCFEDLLIhC AKC EMFLCYMENT SYCOTHIhC TOO4<br />

SCFECULINC MEEIIhCS APPOINTMENTS 1012<br />

SCHOLARSHIPS<br />

AhC FELLOWSHIP CRAhTS I180<br />

SChOLARShIPS<br />

SCHCLASIIC<br />

CETERPIKAKTS CF SCHOLASTIC ACHIEVEMENT AN APPRAISAL 1208<br />

THE<br />

SCHOOL<br />

VILLACE FROM SCFCCL TO TEN-ACRE CAMPLS 0180<br />

LITERACY<br />

ThE CCMPLTER AhC ThE SCHOOL CF TCPCRRCW G876<br />

ThE OTHER EMPLOYEES [h ThE SCHOOL, hCN-IEAChER BARGAIhlNG' C983<br />

EMPLOYINC ThE FIEF SCHOOL CRCPCbT 1185<br />

SChOOLhOUSE<br />

IS KhCCKIhC AT ThE SCFCCLPCLSE DCCR' C377<br />

TECFKOLCCY<br />

SCHOOLS<br />

SCHOOLS IN ThE PHILIPPINES C183<br />

COMMUNITY<br />

C PRIVATE AIA FROCESSIG SChCOLS EEC REGLLAIIC 0698<br />

EDUCATIONAL TECHNOLOGY [K hIC SCHOOLS STATbS REPORT C753<br />

CATA-PRCCESSIkC SChCCLS I071<br />

EXPECTATIONS AC CROFCLTS lh SCHOOLS OF hURSINC fig7<br />

SCIENCE<br />

BEHAVIORAL SCIENCE AbE SIMLLATICh COO?<br />

MATING<br />

NCTES Oh ESTIMATINC AO OTHER SCIENCE FICTION CTOB<br />

WPAI MERCFAklS CAK LEARN FROM SCIEKCE C751<br />

SCIENCE OFFERS FRESh INSICFIS ON NEW FRCCLCT ACCEFTAhCE<br />

EEHAVICRAL<br />

0911<br />

hOW SOCIAL SCIENCE RESEARCh CAN PELF MANAGEMENT cg34<br />

SCCIAL SCIENCE AhC ThE ELIMINATION £F PCERTY C967<br />

CASE CF BEHAVIOR SCIENCE 12CO<br />

;CIEhCE--ITS<br />

SCIEhCE--IIS IMPACT ON PANACEMENT THIhKINC COST<br />

MAhACEMENT<br />

SCIENCES<br />

CF EEFAVIERAL SCIENCES TC ThE PRACTICE CF INOCSTRIAI<br />

APPLICATION<br />

ENCINEERIkC C663<br />

COPING EF AGE IN ThE S1]CIAL SCIENCES 1016

SCIENTIFIC<br />

SCIENTIFIC<br />

Ah MCEERK FORMS CF SCIENTIFIC TEAMCRK C05g<br />

TRADITIONAL<br />

THE SCIEKTIFIC CEMPLEX--PRCCEED ITF CALTIOK 0116<br />

SCIEKTIFIC VS PRACTICAL MANAGEMENT- FRAGMATIC APPRCACF C577<br />

SCIENTIST<br />

TRCUBLESDME IRANSITIC FROM SCIENTIST TC AAGER C213<br />

TEE<br />

BEFAVIDRAL SCIENTIST CADDIE CCVERSAIIC WIIH CERIS ARGYRIS C676<br />

SCIEhTISIS<br />

SCIENTISTS CREERS CID;<br />

STAEILIZIC<br />

EVALLATIC CF READING DEVELOPMENT PRCCRAM FOR SCIENTISTS 019]<br />

PAhC[RS AnD MAACEEnT SCIEhIISIS, TWO CLLTLRES C993<br />

SCORES<br />

CITInC SCORES FOR CISCRIMIATIC GF UnECLAL GRDUPS 0519<br />

CPTIbM<br />

SCREE<br />

TEST ¥C CRECIT RISS 084<br />

SCREEN<br />

SERC<br />

IES TEE EXECLIIE SEARCP FIRM 596<br />

MAhACEMEKT<br />

EEP- PDWER Ik SEARCH CF MAhACEMEhT 0B78<br />

RACIal EIFFERECES lh JDE SEARCF WADES 1164<br />

SEARCFIC<br />

lh TEE COST CF SEARCHING FDR CLERICAL WORKERS I110<br />

DIFFERENCES<br />

SECChC<br />

LOCK AT ANACEMEKT CLALS AND CONTROLS 0379<br />

SECOKC<br />

PARTICIPATIVE MAnACEMhT, TIME FOR SECEND LOOK 066?<br />

KEY TCA SECChE REVOLLTICK, lEE CCMFLTEP AS BLCEY C990<br />

SECRETARY<br />

EXECLTIVE SECRETARY 1139<br />

TEE<br />

SECTICnIC<br />

SECTIChlnC AnD CLAS SCFEOLLIhC 0286<br />

CCMFLTER<br />

SECbRITY<br />

CF TEE SCCIAL SECLRIT PRCCRAM In THE MIE-SIXII[S C382<br />

STILS<br />

SCCIAL SECLRITY AhC FAMILY IhCCME RECUIREMEETS C935<br />

SELECT<br />

SELECT, METIVAT[, EMPLOYEES C123<br />

RECRLIT,<br />

SELECT. RECRLITER, FIRIC 0211<br />

TRAIhInG SELECT, PERSChhEL, INFORMATIOn. ECLCATICn C658<br />

STATISTICS. MEASLREMEhT, TESIIhC, SELECT C841<br />

TESTS, SELECT, CLESTICEAIRE 0B55<br />

SELECTEr<br />

SELECTED. PRCCRAM, PERSGnNEL, JCB-EVALLAIIO,ALYSIS<br />

SUPERVISORS,<br />

TEST, SELECTEE SATISFACTIOn, JOB. ANALYSIS<br />

TESTS, SELECTEE, InFORMATIE, EVALUATIONS<br />

SELECTEE ECLCAIICh. ANALYSIS<br />

SELECTED INFORMATIOn, CCCEE<br />

SELECTED IEEX, EVALCATIC<br />

SELECTEE PLAn<br />

SELECTEE FRCCRAM, IFORYATICN, FORECAST, AnALYSIS,EGRESSIOh<br />

SELECTEE PRCCRAM, JCBS, ANALYSIS<br />

SELECTEE JE, ANALYSIS<br />

SELECTED PLAhIhC, NALYSES<br />

TRAIIC. SELECTEE, PRCCAM, EVALLATE CCTRCL<br />

STLDY CF SELECTED OPIhIC MEASLREPEhl TECEnICLES<br />

TESI-RETES3, SELECTED<br />

SELECTEC, IFCRMATID. CLESIICnAIRE<br />

SELECTEE. A£IISIRATIVE<br />

CAGES I TEE COSTS CF IREAIMET CF SELECTE ILLNESSES<br />

SELECTINC<br />

CLERICAL PERSONNEL<br />

SELECTIhC<br />

SELECTIVE, IFCRMATID, EVALLATICK, DECISIOn. ANALYZE<br />

C437<br />

C483<br />

0491<br />

CSCI<br />

C523<br />

C578<br />

C642<br />

0654<br />

C671<br />

C678<br />

0707<br />

C7B3<br />

C78g<br />

C78g<br />

C803<br />

C.69<br />

0243<br />

c41g<br />

68<br />

SELECTION<br />

SELECTIhC JCB 0442<br />

SELECTING, PLAhnlNC, MAKIC 0555<br />

TRAIhINC SELECIIhC ROCRAMS. PLAhnEC, JOB, INFCRMATICN C561<br />

TEST, SELECTIhC, PROCRAMFEE 0664<br />

TRAIIG. SELECIIhC, PRCCRAM, PERSCncL, MAnPOWER.VALCAIION, C30<br />

SELECTInC, RLLES, PLAhNIhC G?2<br />

SELECTInC PRCCRAM, FLAhInC, ANALYTICAL C766<br />

SELECTIhC, PLAhnIhC, INFORMATION, CONTROL 0822<br />

SELECTIVE, RLLES, PERSONNEL, DATA-PROCESSING C858<br />

SELECIIOn<br />

SELECTIOn, RECRLIIIC, PERSOnnEL. JOBINCRITY-GRCUP<br />

TESTS,<br />

CULICRALLY-CEPRIVE COD1<br />

BETTER SELECIICh FOR REPETIIIE WORK COOB<br />

TRAInINGe SELECTIEn, PERFORMANCE, EALLAIION<br />

SELECTIC ITERIEWS AN EVALLATIC CF PLBLISHED RESEARCH COCO<br />

SELECTIOn, RECRLITEnT, SLREY-AnAL¥SIS C033<br />

SELECTICn, RECRLITMET, TRAIINC C053<br />

SELECTIOn PERFORMANCE RECRLITMEKT C055<br />

TEE ACTLARIAL-CLInICAL CCnTRCVERSY lh MANAGERIAL SELECTION C055<br />

SELECTIOn, RECRLITMET<br />

TRAIINC SELECTIC C64<br />

SELECTIDh, VALIDITY<br />

SELECTIOn. CFTIISE, ANALYSIS C160<br />

SELECTION, EALLATINC, CRAPFELOCY 0168<br />

SELECTIOn. JCB-AnALYSIS, ELECTROhICS-TECFNICIAN,ERFCRMANCE-JB<br />

SELECTION DF EEF PERSONNEL og<br />

SPERVISICh, SELECTIOn, PROMOTIONS 0213<br />

RECRLITMEnl SELECTIOn C303<br />

SELECTION, RECRLITINC C355<br />

SELECTIDh AbE EIACEET 0359<br />

SELECTIC 0368<br />

SELECTIC IFCRMATIGh EVALLATIDN SLREY C466<br />

SUPERVISCRS SEtECTID PSYCECLCGICAL CRGAIZATIC MEEICAL C488<br />

SELECTIC EVALLATE D529<br />

RELIABILITY CF PEACE CCRPS ELECTIC BEARDS 0529<br />

SELECTIOn JCE-SEEKIWC 0537<br />

SELECTION, RECRLITPET 0552<br />

SELECTICn. PRCCRAMMIhC, IhFCRMAIICN EVALLATES 0558<br />

TRAIInC, TESTEC SELECTIOn, PSYCCLDDISIS PROGRASEbNSELInG 0563<br />

SELECT[Oh, ERCCRAMS. JCB<br />

SELECTICh, ERCCRAPMIhC, PLAhnINC OPTIMAL CODE 0623<br />

TEST, SELECTION. PSYCPCLCCICAL, PERSChNEL DECISICnnALYZING 0649<br />

SIMLLATICh CF PSYCFDLCCICAL ECISICS I PERSONNEL SELECTIOn 0649<br />

CLLSTER AKALSIS In IESI MARKET SELELTIC 0650<br />

TEST, SELECTIOn, ANALYSIS C650<br />

SELECTICn RECREITMEnT MLLTIPLE-REGRES$IOnOB<br />

SUPERVISDRY,<br />

TRAINING<br />

SELECTICn RSYCFDLCGICAL MLLIIPLE-RECRESSION AnAlYZED DENIAL C722<br />

SELECTIC PRCCRAMMIhC, FLAhhINC PERSONNEL, JGB C728<br />

SELECTICh, FRCCRAMMER, PLAn, ORGANIZATIOn, EVALUATInC<br />

RECRUITMENT SELECTION C816<br />

TESTINC, SELECTIEn, INTELLECTUAL, AEILIT LEAERSFIP DRIVE<br />

SELECTIEh, EVALLATIO 0867<br />

SELECTIC RECRLITMET 0895<br />

C192

ELECTION (conhnued)<br />

¥ESIING, SELECTICN* RECRLITMENI, EVALLATICM QUALIFICATICNS 0902<br />

CCCINm SELECTICN, EVALUAIlCN C913<br />

FURNITLRE SELECTION FCR FEAR EFFICIENCY 0931<br />

CONSUMER CCNFbSICN IN THE SELECIIEN DF SLPERMARKET 0952<br />

A PRACTICAL FRCCE£LRE FCR MEDIA SELECTICN CST?<br />

SITE SELECIICh FLR NEW BANK EbILCINCS C988<br />

THE STRATEGY SELECTICN CFART 0997<br />

PERSONNEL SELECTION [072<br />

EMPLOYEE SELECTION ll08<br />

SELECTION 1142<br />

A PROBABLISTIC APPROACH TC INDUSTRIAL MEDIA SELECTION 1199<br />

SELECIIVE<br />

EXFCSLRE TO INFORMATION CRITICAL REVIEW C796<br />

SBLECTIVE<br />

SELECTIVE, PSYCFGLCGICAL INFORMATION C796<br />

SELECTIVE, INFCRFATICN CCCLMENTS, CEDE C837<br />

SELECTIVE PROCESSES IN WCR£ CF MOLTF Li95<br />

SELF<br />

SELF CONCEPT C021<br />

ATITUES<br />

THE EFFECTIVEMESS OF SELF A£PINISTEREO LESTICNAIRES 0453<br />

SELF CTFER SEMANTIC CONCEPTS RELATED TC CFCICE CF VOCATION C97I<br />

SELF-CONCEPT<br />

0692<br />

SELF-CONCEPT<br />

SELFCCNCEPT CFCICES 1205<br />

SELF-ESEEM<br />

VARIABLE IN VOCATIONAL COICE 05C2<br />

SELF-ESTEEM<br />

SEtF-FERCEIVEE<br />

PERSONALITY IRAITS JOB ATTITLDES 0954<br />

SELF-PEROEIVEC<br />

SELL<br />

THE -FERC LRCE- ELPED ACENIS SELL C704<br />

hOW<br />

SELLING<br />

lOW PRESTIGE CF PERSCNAL SELLINC 0515<br />

THE<br />

SELLING TEE ACCCLNTING SERVICES C773<br />

SEmaNTIC<br />

DIFFERENTIAL SUPERS VCCATICNAL ADJUSTMENT THECRY C498<br />

SEMANTIC<br />

TPE SEMANTIC DIFFERENTIAL A INFERMATIEN SOLRCE 0861<br />

NEASbREMEhT CF CCRFORATE IMAGES BY TFE SEMANTIC DIFFERENTEAL 0953<br />

SfiL CTFER SEMANTIC CCNCEPTS RELATED TC CFOICE DF VCCAT[CN 0971<br />

SEMINAR<br />

CENFERENCES SEMINAR C257<br />

SYMPESIUM,<br />

TERES NO BLINESS LIKE SEMINAR BUSINESS C767<br />

TINE-SHARINC SEMINAR IN FRIll 0922<br />

SEMINARS<br />

SEMINARS TURN PAPERS IhlC PRESENTATICNS 1191<br />

SPEAKERS<br />

SENSE<br />

1FAT MAKE SENSED C672<br />

SENTENCES<br />

SENSITIVITY<br />

FCRCE SENSITIVITY TC EMPLOYKENT BY AGE AND SEX.' 0153<br />

tABOR<br />

SBhSITIVITY TRAINING• SOME CRITICAL CUESTIONS CS?O<br />

USE OF SENSITIVII ANALYSIS IN CAPITAL ELGETINC 0838<br />

SENSITIVITY TRAINING 1167<br />

SENSITIVITY-TRAININC<br />

1200<br />

SENSITIVITY-TRAINING<br />

SENYECES<br />

TFAT MAKE SENSE C672<br />

SENTENCES<br />

SEQUENTIAL<br />

EF SELENTIAt OECISIDN PRCCESSESo C625<br />

ELEMENTS<br />

SERVICE<br />

DATA PPOCESSINC IN TFE INTERNAL REVEhLE SERVICE CII1<br />

ATEMATIC<br />

ORGANIZING CCMPLTER SERVICE TC SLFPLY EMPLOYEE MCTIVATIDh 029<br />

ORGANIZATION EVALLATIhG SERVICE C47<br />

WAT OP SERVICE bREAUS OFFER TFE FoA C647<br />

69<br />

SIM1JLATED<br />

CN-LINE REAL-TIRE SYSTEMS FCR CLSTOMER SERVICE CFERAIICNS 0839<br />

SERVICE I159<br />

SERVICES<br />

FRESENT IFCRMATICN SERVICES SERVE TFE ENGIkEER COE5<br />

C<br />

COMMLNITY FEALTF SERVICES C186<br />

PAYMENT FCR FFYSICIANS SERVICES LNDER MEDICARE 0292<br />

SELLING TFE ACCCLNIINC SERVICES C?73<br />

NEEDED- &Ek FERSFECTIVE CN FELTF SERVICES C799<br />

USING THE SERVICES OF PRCFESSICNAL SCCIETIES 0813<br />

CRGANIZINC STAFFINC CPERATING INFCRMAIION SERVICES FbCTICN<br />

COMPREHENSIVE PERSCNAL HEALTF CARE SERVICES 0955<br />

SET<br />

TO SET LF FRCJECT CRGANIZAIICN CE60<br />

FEW<br />

SETS<br />

FCR RESFCNSE SETS IN CPINICN TTITLDE SLRVEYS C854<br />

CCRRECTINC<br />

SETTINC<br />

ANE AEVERTISINC SETTING EEJECTIVES THAT GET RESULTS<br />

MARKETING<br />

DISCIPLINE IN TFE INDLSTRIAL SEITINC C162<br />

VALIDITY CF TEE JCE-CENCEPT INTERVIEW IN AN INDUSTRIAL SETTING<br />

GOAL SEITINC S MEANS CF INCREASINC MCIIVATICN C972<br />

SEVEN<br />

WAYS IC INFIIT CREATIVE RESEARCF CC76<br />

SEVEN<br />

SEVEN CENERL CLICINC PRINCIFIES CF DATA PRCCESSINC 0687<br />

HOW SEVEN FIRMS EEbCTE TFEIR IN-CFFICE FERSCNNEL°' C774<br />

SEVEN IkFIEITCRS TC MANACEMENT INFCRMAIICN SYSTEM 1073<br />

HEW TG RATE YCLR EMPLOYEES- EVE SYSTEMS MCST FIRMS LSE I09<br />

SEX<br />

FCRCE SENSITIVITY TC EMPLCYMET BY AGE AND SEX C153<br />

LAECR<br />

SEXbAL<br />

CIFFEREEES TC CLESTICNS C SEXLAL STANDARD AN<br />

RESPCNSE<br />

INTERVIEW-CLESIICNNAIRE CLMPARISL C8C3<br />

SFARINC<br />

PRICRITY PRCELEV AND CCPPLTER TIME SFARING CE88<br />

TEE<br />

PPACTICAL LCCR AT CN-LINE TIME SFRINC CS57<br />

SFELVES<br />

SFELVES FLRNITERE INDEXES ECOKS 1037<br />

FIXTbRES<br />

SIFTS<br />

SFIFTS IN NEGRC EMPLCYPENT C924<br />

GCCLPATICNAL<br />

SFCFING<br />

CF INCOME LPCN SHCPFING AITITLCES 0326<br />

EFFECTS<br />

SFCRI<br />

WORKERS AND LNCEREMPLCMET C82<br />

SFCRI<br />

SHCRTAGE<br />

MANAGEMENT CAN SCLVE TFE DCCRMAh SFCRTAGE IC43<br />

FCW<br />

SPCRTACE-<br />

CAN LIVE Wily TEE -LABOR SFCRTACE- 0884<br />

BUSINESS<br />

SPCRTACES<br />

CF CCLNSELIkC FERSCNNEL<br />

SHCRIACES<br />

SHCRTCLTS<br />

SHCRTCbT TC STRCNCER MNAGEENI<br />

SIX<br />

SICNALS<br />

ANALYSIS CF MCICAL SICNALS<br />

CDMPLTER<br />

SIGNIFICANCE<br />

TEE LEVEL OF SICNIEICAhCE I CCMUNICATICN RESEARC<br />

CFCCSINC<br />

SICNS<br />

NOW A FEW NERDS ABOLT SIENS<br />

AND<br />

SIGNS, SMPLES, AND CRITERIA<br />

SIMPLEX<br />

CONVEX SIMPLEX METHCE<br />

TEE<br />

SIMULATE<br />

CCMPLTER TC SIMLLATE A CCMFLTER<br />

DSINC<br />

SIMbLATED<br />

CF SIMLLAIED SCCIAL FEEDBACK CN INOIVIDLAL FERFCRMANCE<br />

EFFECT<br />

C825<br />

CC74<br />

C721<br />

C394<br />

C360<br />

C245<br />

CB41<br />

C768<br />

120<br />

10C5<br />

02C3

SIMULATION<br />

SIRbLATICN<br />

8EPAVIERAL SCIENCE ANE SIMULATION CCCi<br />

MATING<br />

ThE LSE CF SIMLLAIIOh AS FEEACCCICAL EEVICE 02<br />

SIPLLATICh C33<br />

ThE LSES CF TFECRY IN TPE SIMbLATION GF LRBAN PHENOMENA 0397<br />

SIMLLATICh CF PSYCPCLCGICAL EECISICNS IN PERSONNEL SELECTION C649:<br />

ESSENTIALS CF CCPFLTER SIMLLATICh C817'<br />

SIMLLATICN FOR PRODUCTION 0822<br />

PSYCFCLCCY EFFICE FOLITICS SIMbLATICN BLCGET 1011<br />

THE AEPLICATIEh CF OPTIMLM SEEKING IECFNICUES CF SIMLtATICh I085<br />

SIMLLATICN BASIC CONCEPTS CF CCMFUTER ORIENTEC<br />

SIMLLAIICh CF MANACEMENT CECISICN BEPAVICR FENDS AhC INCOME<br />

SIMbLATICNS<br />

AbE 1RAINING PRCCRAMS<br />

SIMLLATICNS<br />

SITE<br />

SELECTION FCR NEW BANK 8LILCIhCS<br />

SITE<br />

SIYUATIONAL<br />

RELIAEILIIY IN SIltAIIONAI TESTS<br />

IIERRAIER<br />

SIIbAIIOhS<br />

SIILAIICK$ IN PERFORMANCE CCLNSELING<br />

PROCTER<br />

SIZE<br />

VALLE CF JOB TYPE, CCMPANY SIZE) LOCATION<br />

PERCEIVEC<br />

AFPLICATICN CF NONLINEAR OPTIMIZATION IE PLAhl LOCATION SIZE<br />

THE PERSONNEL STAFF WPA7 IS REASCNABLE SIZE<br />

EFFECTS F INCLSIRY SIZE CIVISICh OF LABOR CN ACMINISTRATICN<br />

SKILL<br />

VERSbS SKILL FATCRS IN WORK GRCLP PROBLCTIVITY<br />

A}IITUE<br />

SKILL RECUIREMENIS FOR CEMPLIER MANLFACILRINC<br />

SKILL-ELEMENT<br />

APPROACH TC JOB IRAIKIkG LNOER LNCERIAIhTY<br />

SKILL-ELEMEhl<br />

SKILLS<br />

FR 1FE SEMETIME INTERVIEWER<br />

SKILLS<br />

WERKER SKILLS Ih CLRRENT CEFENSE EMPLCYMEKT<br />

SKIbLS-<br />

-hEW WAYS TE TEACP hEW SKILLS-<br />

AUOIO-VIS&ALS<br />

SLICES<br />

SLICES EFF5CTIVELY<br />

USIhC<br />

SMOCTFING<br />

MOTEL EXFENEKTIAL SMEOTPINC MLTPL RECRESSICN<br />

FCRECASIINC<br />

OPTIMAL PRCLCTICN SCPECLINC Ah£ EMPLOYMENT SMCCTFIhC<br />

SOCIAL<br />

RESPCNSIBILITIES CF TEE PERSONNEL INTERVIEWER<br />

SOCIAL<br />

SOME SCCIAL IMPLICATIONS CF ALTERATION<br />

SCCIAL IhSLRAhCE lh IRE LNEERCRAELAIE CLRRICILbM<br />

SOCIAL PELIC¥ ANE SOCIAL ACIIK FOR IHE I970<br />

SECIAL PELICY AKE SOCIAL ACTION FOR TPE I?C<br />

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(continued)<br />

STUDY<br />

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EVALUATIC CF TETAL SLRVEY<br />

STLCYIG EXPERT INFORMANTS EY SLRVEY METHODS<br />

EMPLCYMENT LNEMPLEYMENT STAIISIICS MAIL LRVEY<br />

{UESTIGNAIRE AFPEARANCE ANE RESPENSE RAIES I MAZL SLRVEY<br />

SLRVEY<br />

SURVEY-AMALYSIS<br />

RECRLIIMEhT, SLRVEY-ANALYSIS<br />

SELECTICN<br />

SbRVEY-TEChhICLE<br />

SLRVEY-TEChNICLE<br />

{ESTICNAIRE,<br />

SURVEYS<br />

{bESTICNhAIRE MEASUREMENI SURVEYS<br />

INTERVIEW<br />

SRVEYS<br />

USI&C TLRhCVER EATA TC IMPCRVE WAGE SLRVEYS'<br />

TAPE RECCRCING EFFECT CN ACCURACY CF RESPONSE IN SURVEYS<br />

TEE AVANCE LEITER I MAIL SLRVES<br />

CCRRECIIhG FCR RESPONSE SEIS IN OPINIGN ATTITLDE SLRVEYS<br />

RESPENSE STYLE IFLUECE IN PLeLIC EPIKICN SLRVEYS'<br />

MANACEMENI SIREYS AO CENSLLTANT MANAGEMENT<br />

SURVEYS TELEFhCNE<br />

SCURCES CF REFUSALS IN SURVEYS<br />

SVIB<br />

VALLE CF SVIB PRIMARY AN[ REJECT PAITERS<br />

PREEICTIVE<br />

ISCRIMINANT-ANALYSE OF S FCR FEMALES I CLRRICLLA<br />

TEN YEARS LATER C TE SVI@ LIFE INSURANCE SALESMAN SCALE<br />

SYMPQSIUM<br />

CEhFERENCES, SEMINAR<br />

SYMFESILM,<br />

SYMPCSILM CCNVERIICN MkETICS<br />

SYNERCISIIC<br />

ITEMS / SYERCISTIC EFFECT<br />

IEEATICNAL<br />

SYNTHETIC<br />

SYNIEEIIC METAL,S ALYSIS<br />

TOWAR<br />

C035<br />

CiCI<br />

0120<br />

C197<br />

0417<br />

C527<br />

0677<br />

C738<br />

C774<br />

I038<br />

0229<br />

C402<br />

0466<br />

0503<br />

0508<br />

0510<br />

0512<br />

C545<br />

Cb5<br />

C7C7<br />

CTE8<br />

0851<br />

IC77<br />

1172<br />

1190<br />

CO<br />

C945<br />

053<br />

C5C3<br />

C55<br />

C759<br />

CTg2<br />

0854<br />

C855<br />

C969<br />

1095<br />

1106<br />

C484<br />

C520<br />

C25T<br />

C767<br />

C176<br />

C615<br />

73<br />

SYSTEMS<br />

SYSTEM<br />

hE EEVELEFIEhT OF REhAEILIIAIICN IhFORMATICN SYSTEM CI08<br />

CN<br />

ESSENTIAL TELL IN ICTAL SYSIEM 0206<br />

TCTAL NPCRMATC SYSTEM 0249<br />

LOCIC CFARTINC TPE TCTAL SYSTEM 0266<br />

NEW IECFNICLES FCR A MANACEMENT SYSIEP C28I<br />

NCISE IN The INFERMATIN SYSTEM 0290<br />

ELECIRCNIC ACCCLNTINC SYSTEM C]48<br />

CENERAL PbRFCSE EISPLAY YSIEP C372<br />

AN EFFECTIVE INTERNAL MANAGEMENT REFCRTING SYSTEMo C40h<br />

hEW AN ACENCY STLCIES ITS CCMMbhlCATICNS SYSTEM C417<br />

SYSTEMI3EC, ECCLMENTATIOh, CECES, ANALYZES 0432<br />

ThE TEXTgO SYSTEM 0432<br />

-TALK- SYSIE ESES EXECLTIVE PAPERWERK C439<br />

The FACILITIES AFPROACF TC SYSTEM CCEVERSIN C447<br />

FOW TO EASE INTC MANAGEMENT INFCRPATICh SYSTEM 0460<br />

CESICN CF LARGE SCALE INFCRMATICN RETRIEVAL SYSTEM C465<br />

APPLYING EMPIRICAL METEQLS TE CCMPLIER-ASEC SYSTEM CESIGN C487<br />

INFLUENCE CF A CHANGE IN SYSTEM CRITERIA OFERFORMANCE 0489<br />

SYSTEM 3E0 CCINC TECFNICLES C758<br />

DOCUMENT YELP EAT PRCCESSINC SYSTEM 775<br />

RCA MCVES WEST ShIF$ INSTRLCTICNAL SYSTEM EAST 0818<br />

PATHWAY TE FRCFIT TEE MAhACEMEhT IhFCRMATION YSTEM 0833<br />

MANACEMENTS PCLE IN CEVELCPIG AN IFORMATICN SYSTEM 0836<br />

[FE VICECFILE SYSIEM 099<br />

TEE MANACERS CLIEE TE SYSTEM ANALYSIS I00<br />

The IECRMATICN SYSTEM ALOFT 1052<br />

SEVE INFIITGRS TC MANAGEMENT INFCRMATION SYSTEM 1073<br />

ThE [NEUSTRIAL-RELATI[NS SYSTEM IN THE FCSPITAL INEUSTRY I132<br />

SYSTEM OIACRAM CF The FLNCTICNS OF MANAGER 1153<br />

SYSTEM FCR BLCCET FCRECASTIN AND CPERATING PERFCRACE° 1184<br />

CCMPUTER SYSIEM FOR COhTRCLLIhC ITERVIEWER CCSTS llPO<br />

SYSTEMATIC<br />

FAIREO CCMPARISEkS IN PREFERENCE ANALYSIS 0947<br />

SYSTEMATIC<br />

SYSTEMS<br />

THCGGPTS Ck INTERNAL CCNTRCL SYSTEMS OF TEE FIRM C016<br />

SOME<br />

SYSTEMS APPRCACP TC INCUSIRIAL MARKETING COMMLKICATICNS C028<br />

SYGCESTICh SYSTEMS AhC CCST RELCTICh C041<br />

SYSTEMS AFPRCACE TC MANPCWER MANAGEMENT C055<br />

USER RIENTEE CCMPbTER SYSTEMS C084<br />

SYSTEMS AFPRCACh TC ORCAIZATICN ANO MANAGEMENT COgl<br />

AUTCMATE IhFORMATIO SYSTEMS IN PLANING CONTRCL CNMANO 0112<br />

hEW TC CRCANIZE LNFORMATICh SYSTEMS ell5<br />

ECISION TAELES TECENICLE FCR ECCLMENTING CCNTRCL SVSTEMS 0145<br />

TheORY CF LEST-EFFECTIVENESS FCR MILITARY SYSTEMS ANALYSIS 0160<br />

SYSTEMS PLANINC 0220<br />

The CCCLNTAhTS PEte IN MAN,CEMENT IFCRMATION SYSTEMS 0294<br />

ICEATICNAL ITEMS The SYSTEMS CCNCEPT C339<br />

SYSTEMS APPRCACF TC CITY PtANNING 0375<br />

EVER ICCC SYSTEMS PE EVALLAE CC8AL C384<br />

TRAININC ACCELNFINC PERSENEI FCR ECP SYSTEMS°' c3gg<br />

A VIEWPCIhT IN SYSTEMS CESIC 0411<br />

¥PR[UCT INFCRMATION CAN PA The RAY F£R CCMPLTER SYSTEMS C474<br />

MICE SPEEC MICRCEILM SYSTEMS 0539

SYSTEMS (cont,nue)<br />

TFE LIMITS CF SYSTEMS ANALYES C541<br />

THE LANCLACE CF IhFCRMATIC SYSTEMS C558<br />

THE LANGLAGE LF INFORMATION YSTEMS 0599<br />

RESEARCF CEVELCEMET OF AALYTICAL SYSIEMS TO RECLCE CESTS C624<br />

TFE WORLC EF SYSTEMS CEST<br />

TEE SYSTEMS CONCEPT In MAnAGEMEnT C662<br />

bSE EF OFF lh SYSTEMS INSTALLATIZS C686<br />

A SLRVEY CF EATA CCLLECTIC SYSTEMS C7C7<br />

SYSTEMS CCCLMEhTATIDno C776<br />

IkCLSTRIAL EhCInE£RIhC An SZCIC-TECEICAL SYSTEMS C793<br />

ON-LtNE REAL-TIME SYSTEMS F[ CLSTOMER SERVICE OPERATIONS.' 0839<br />

CAn WE IIECRAIE SYSIEMS WIIFOLI ITEGRAIING MAnAGEMEnT C891<br />

ATA ANC InFCRMAII£N MANACEMENT SYSTEMS I015<br />

WFAT IS SYSTEMS PROGRAMMING.' 1053<br />

AESOP GENERAL APFRCACF TC MAhAGFMEnT INFCRMATIC SY$1EMS 1059<br />

FLAhNING FOR REAL-TIME BLSIhESS SYSTEMS 1062<br />

VlSLAL EISPLY SYSTEMS MANAGEMENT PROBLEM SOLVING 1093<br />

HEW TO RATE YELR EMPLOYEES- SEVEn SYSTEMS MCST FIRMS LSE IG99<br />

POSITIVE LCCK A1 MNAGEMEnT InFCRMATIEn SYSTEMS.' 1133<br />

MCCELS SYSTEMS EXPERIMENTS lt56<br />

FEDERAL GRATS ENCOURAGE RECICNAL EnTERS TOTAL YSIEMS 1183<br />

SYSTEMS-<br />

TCC MLC TOE SCCn' 1122<br />

SYSTEMS-<br />

SYSTEMS-AALYSI<br />

1151<br />

SYSTEMS-ANALYSt<br />

SYSTEMS-APPRCAEE<br />

|FGRMATIEn-SYSTEM EAIA-PRCESSIG 1039<br />

SYStEMS-AEPRCACF<br />

SYSTEMS-APPROACh 1122<br />

T-GRCLP<br />

MAKInC JCBe EVALLTEe DECISICne T-GRELE C570<br />

TRAInlNG<br />

REFLECTIONS C T-GRCLP EXFERIEhCE 1167<br />

IABLES<br />

{ECISICh STRLCIbRE TABLES C039<br />

USING<br />

OECISIO TAELES C049<br />

OECISIC TABLES TECFkICUE FOR CCCLEnTING CGhTRCL SYSTEMS 0145<br />

TALEhI<br />

PERSONAL TOLCF TC RECRbITIG EnCINEERIG TALENT C095<br />

AGEING<br />

TFE SUCCESSFLL TRAINING CF MANAGEMENT TALENT C169<br />

ASSESSING MAhACERIAL TALENI C609<br />

TAPE<br />

CCMPREFESIVE LOOK AT MAGNETIC TAPE REHABILITATIC 0202<br />

A<br />

TAPE RECCRCInG EFFECT ON ACCLRACY CF RESFONSE In SLRVEYS 0759<br />

TAEE-SIOREC<br />

TAPE-SIORE EAIA-' 0567<br />

SAFEGUARDING<br />

TASK<br />

TASK IS TC CCOREINATE INFORAIIC 1193<br />

MAJCR<br />

TASKS<br />

EF BEFAIOR TAXONOMY FOR £ESCRIBINC FLMA TASKS<br />

EEVELOPMENI<br />

AN IM)REVED BASIS TO ESTIMATE CChlRCL R-+-G TASKS C740<br />

TAT<br />

CORRELATES CF EXECUTIVE PERFORMANCE C645<br />

TAT<br />

TAXChEM¥<br />

CE BEHAVIOR TAXONOMY FOR EESCRIBInC FLMAh TASKS<br />

CEVELOPMENT<br />

IEACF<br />

-hEW WAYS IC TEACF EW SKILLS- CT?O<br />

AUCIO-VISLALS<br />

TEACHER<br />

EEACSTARIeTEACHER INTEREST AnC CCMMITTMEhT 0802<br />

PROJECT<br />

TEAChinG<br />

CF ACCCLING IEACHInC VIA IELEVIBIOh 0229<br />

SLREY<br />

C634<br />

03<br />

74<br />

CPERATICkS-RESERCk IRAInInC TEACFINC EOLCATICn<br />

MOTIVATIOn, IFE IEACFINC MACFINE ANC LEARninG<br />

EVALLATE, EEUCAIE, TEACHING, SUPERVISCR<br />

EAM<br />

CF ELILCING kINNIhG TEAM COIl<br />

FbNCAMEhTALS<br />

TEAM AT TE TCF CI44<br />

PRESERVING InCVICLALISM Ch TEE R+C IEAM 1046<br />

TEAMS-<br />

UNITS, TEAMS- OR GC CRCLPS-' C546<br />

WORK<br />

TEAMWORK<br />

nE PCCERh FCRMS CF SCIENTIFIC TEAMWORK c05g<br />

TRACITIChAL<br />

DECISIOn-MAKInG, TEAM¼CRK CCMMLnICATICk C074<br />

TEAMWORK C3<br />

MAN,CEMENT FOR TEAMWORK Ih SFIFT RELATIONSHIPS. 0319<br />

TEAMWORK CCMFLTERIZATIC IhFCRVAIICh-SYSIEM C369<br />

ROLE CF VEREAL COMMUnICATIOn I tEAMWORK CgSl<br />

TEAMWORK PARIICIFATIE MANAGEMENT RESEARC 1046<br />

TECFICAL<br />

AnE TECHNICAL CCMEEtEhCE C690<br />

AEMXISIRATICN<br />

FAKE TECFnICL PAPERS PAY OFF llTl<br />

TECFnICIAn<br />

OF TEE TECEICIA lh InCbSTRIAI EkGIEERINC C470<br />

ROLE<br />

TECFnlCIAnS<br />

TBCFnICIAnS PERSEnEL C364<br />

EVALLAIICn<br />

TECFkICUE<br />

IBCFnICLE CC79<br />

GLIEELIES<br />

CECISICn TABLES tECEN[CLE FOR COCLMENIING CEnTRCL SYSTEMS C145<br />

NEW BIhCInG TECFICUE SAVES SPACE TIME ANC MOkEY 0395<br />

PERT/LEE- LIFE-CYCLE IECnlELE C59I<br />

TE CONVERCEnCE TZCHNIQUE FER PROGRAMMING RESEARCF EFFORTS CE48<br />

TFE AFPLICAIICn CF THE REPERTCRY-GRIE TEChNIQLE CE45<br />

LONG-RAnGE FCRECASIING AE PLAIC IECHICLE 1008<br />

SIMLLATIC BASIC CONCEPTS CF COMPLTER ORIENIE TECHhIQbE.'<br />

TECENICUES<br />

ANALYSIS CF JEB PERFORManCE BY SCALING TECHhILES C122<br />

THE<br />

hEW EC CEMFLIERS AFFECT ACCELTInG AnE ALCITInG IECFnICUES C276<br />

nEW IECFnICLES FOR A MANAGeMEnT YSIEM C281<br />

INTRODUCING BIAS INTEnTIOnAlLY ITC SURVEY TECHnIQLES C512<br />

FCRECASIINC IkCFnICUES C57<br />

MAACEMEnT TRInlnC IECEnICLES CSE1<br />

CF PROJECTIVE TECFIQLES TC TE ASSESSMENT CF<br />

CGNTRIBbTIEnS<br />

C720<br />

MAnCEMET-PCTEI|AL<br />

SYSlE 36 CEliaC 1ECFNILE$ C5B<br />

A STUDY CF SELECTE CPIIZn MEASLREMEI tECFNIQLES C789<br />

CIRECT InVESTMEht AC CORPORATE ACJLSTMET TECHnICLES CEEO<br />

ACAPIINC METhCES-MEASLREMEI TEChNICLES C973<br />

TECFnIQU£S FOR SSIGnMEkT CF FACILITIES TC LOCATIONS 1056<br />

ThE APLICATIEh EF OPTIMLM SEEKING TECEIGUES CF BIMLLATICn 1085<br />

TFE EMCYCLCPEEIA CF STAGING TECFIQLES 1166<br />

TECHCLCGICAL-CEnCE<br />

AMChG SLPERISERS InIECRATIZN, SATISFACtIC AE<br />

RELATIOnSFIP<br />

TECHNOLOGY<br />

TBCEnOLCCICL-ChACE C644<br />

TEChELCGY<br />

AFEAE I IFERMATIZ TECFCLCCY C172<br />

WhAT$<br />

TECHNOLOGY $E TEE IEIVIELAL C194<br />

TECFnCLECY AC MS,POWER LTILIZATIOn IN EISIR[BbTICn AGENCIES C236<br />

TECFnOLCCY IS KhECKInC AT TEE SCHCCLCLSE DCCR' C3T?<br />

APT PRZGRAM FOR ALTOMATIEN PLAnnING ANC TEChnOLOGY 0622<br />

C299<br />

C314<br />

C336<br />

1156

TECHNOLOGY (conhnued)<br />

EDbCATIEhAL 1ECEhCLDCY I FICF SCFCCLS STATLS REPORT CT53<br />

MCCERh CEMELTER TECHNOLOGY AhO MAhACERIAI PRIhCIFLES 0863<br />

TECFhOLCGY LTILIZATICN IhNCVATION 1024<br />

TECFCLCCY PCILE EIGF SFEEO LINE PRINTER lI4<br />

ITILIZATIC TECFNCLOCY TRANSFER 1182<br />

TECPhOLCCY TRANSFER 1191<br />

TECHNOLOGY-<br />

PACE CF TECFh£LOCY- ITS IMPACT CN eLSINESS OP C29<br />

TEE<br />

TECHNCLCGY-BASEC<br />

FOR TECFNCLCGY-eASEC BLSINESS C8<br />

STRATEGIES<br />

TECHNCLOCY-TRAhSFER<br />

NASA TECENELOGY-TRAkSFER C465<br />

OCLMENTS<br />

TEENAGERS<br />

FIT TEE TEEhALERS 0133<br />

WFAT<br />

TEENAGERS<br />

TELEPHONE<br />

REMETE-TEPIhAL TELEPECNE LATA-PFEE 0201<br />

ECPe<br />

SREYS TELEFFCNE 105<br />

EECT CE PRICK TELEPFDkE ACITET Ch C£PLETIE BATES L095<br />

TELEPHONE USE- KEEP TE LIKES OPEN 123<br />

TELETYPE<br />

PRCELCTS IN REV1E 0769<br />

TELETYPE<br />

TELEVISICN<br />

CF ACCLLNIIkG TEACPINC VIA TELEVISION 0229<br />

SLRVEY<br />

TENSION<br />

PAkCEPENT EF TESICN IN ORCAKIZATICN C18<br />

ThE<br />

TERMINAL<br />

EECISIO-PAKIhC TERMINAL 1093<br />

TIME-SHARING<br />

TERMINELCCY<br />

TERminOLOGY RETRIEVAL LIBRARY 1C53<br />

CCMFLTER<br />

TEST<br />

EVALTIEN TEST MNACERIL PERSONNEL INTERVIEW APTITLCE<br />

RATING<br />

PERFCRMAhCE-EVLLTIEN C082<br />

KATICNAL TYPING lEST NORMS C24<br />

TEST EVALUATES C38T<br />

TEST, CRCANIZAIICNAL MAKIkC, INFCRMATICNAL EDLCATIEN,ECISIEk 0421<br />

TRAINIG TEST PROGRAM C31<br />

TEST ETFCE C44<br />

AN EMPIRICAL TEST CF TEE ERZBER TC-FACTGR TPECRY C482<br />

TESTe SATISFACTICN JOB C482<br />

TEST SELECIEC TISFACTICk JCBt ANALYSIS C48<br />

EMPIRICAL TEST CF THE HERZBERG T&G-FACTCR THEORY C483<br />

TEST SATISFACTIEN, JEB-EVALLATIVE C498<br />

TEST MAKIC 0502<br />

TESI IhFCRMATICN C508<br />

TRAINIkC TEST FRCGRAMYEE, EATA-PRCCESSIhG AMINISIEREO C518<br />

IESl OPIIMLM CECISION-AKINC UTILITIES 0519<br />

TEST, JOE C22<br />

TRAINING, TEST, FYCFCLOCY PRCCRAM-ISTRbCTEC C524<br />

TEST SLPERISLRS AOMINISIERECw CLESTIENNAIRE C525<br />

MILLER ALCCIES IESI, A kCTE C PERMISSIVE RETESlING 0530<br />

TEST, AALYZEE RECRESSIC C530<br />

TRAINIhC, TEST CCEE C532<br />

IESI, RLLES C564<br />

TEST, PSYCFELCCICAL JES, EECISIEk C594<br />

TES MAKINC, EVLLATE 06C9<br />

TEST, ANALYSIS<br />

TEST JC CCNIRCL<br />

C321<br />

C6IO<br />

C67<br />

TESTS<br />

TESTe SELECTIE, PSYCCLCGICAL PERSCNNEL DECISIO,hALYZIG 0649<br />

TESTe SELECTIEN, ANALYSIS C650<br />

CLUSTER AALYSIS I T£SI MARKET SELECTIC C650<br />

WH[CP TEST STATISTIC -A SCRAMBLE BECK APPROACh- C664<br />

TEST SELECTIhC, PRCCRAMMEE C664<br />

TEST, JC8 ANALYZE CE67<br />

TEST CRGAhlZE FCRECASTING ANALYSIS C670<br />

TRAIN[C TEST PEACE-CCRPS C684<br />

TEST PSYCFCLCCICAL ADMIh[STEREC C718<br />

TEST PRCCRAMMERS ANALYSIS C729<br />

TEST ANALYSIS C739<br />

TEST PRECRAMS PLANNERS C778<br />

TEST SATISFACTICN, JCB CLESTIChhAIRE C785<br />

SCREEN TEST CLR CREEIT RISKS C842<br />

IESI OPTIMAL, INFCRMATIEh CChTRCL ANALYSIS 0842<br />

TEST, PSYCFCtCCISIS C854<br />

TEST AAL¥SIS 0968<br />

TEST-RETEST<br />

SELECIEC C789<br />

TEST-RETESI<br />

TESTEC<br />

PLANTS, J[B-NALYSIS, AOFIISIRAIIVE 0538<br />

TESTEE,<br />

TRAIkIkC TESTEE SELECTICN, PSYCFCLCGISIS PROCRAMS,CLNSELING<br />

TESTEE, EELCAIIEN £619<br />

TESTEC, RLLES C713<br />

TESTED SATISFACTICN JCE ANALYZEO, GUESTTCNNAIRE C726<br />

TESTEC, LLE, PCCRAINC CT34<br />

TESTIC<br />

RATIkC SCALES EMOTION C038<br />

TESTING,<br />

BASIC FALLACY IN PERSONNEL TESTING 0154<br />

TESTIC, ROLE, FLhCTICN C156<br />

TESTING, bNCER L8CR CCTRACTS AhC LAW C387<br />

TESTING, EVLLATEE C422<br />

TRAINING TESTING PLANT CCkTREL MATERIALS SUB-PRCFESSIEkAL 0470<br />

TESTINC CRCNIZTION JCE C533<br />

TESTTNC, JCE EVLLAIIGhS, AALYZEO 0590<br />

SOME CURRENT LECAL ASPECIS CF EMPlOYMEnT TESTING 0594<br />

TESTING, SATISFACTION, LLTIPLE-REGRESSICh, JOB, ANALYSES C635<br />

TESTING ATTITLLE C675<br />

TESIING PRCCRPER IhDEXINC, ECCLPEhT CChTRCL, CCEES C758<br />

STATISTICS, MEASLREMEkT, TESTING, SELECT C841<br />

TESTING PSYCECLCCICAL STATIIICS FACTCR-ANALYSIS C845<br />

TESTING, SELECTIOn, ITELLECTLAL ABILITY, LfiAOERSblE, ORIE 0666<br />

TESlING, SELECTION, RECRLITEhl, EVLLATIEN CUALIFICATIENS 0902<br />

IWC UTECRITIES FLT FSYCFCLCCICAL TESTING OK TEE CCLCF 1019<br />

GRA AREAS Ih ELACK AO WFITE TESTING I03<br />

TESTIC-<br />

CF CLLTLRAL elAS IN TESTINC- A ACTION FRCCRA 1163<br />

CChTROL<br />

TESTS<br />

SELECTICN RECRLITIKC PERSCEL JQBIhCRIT¥-CRLP<br />

TESTS<br />

CULTLRALLY-CEFRIEC COOl<br />

TESTS<br />

TESTS, RECRLIT C243<br />

TESIS AALYSIS REGRESSIC C451<br />

TESTS PRCCRAP EECISIE C476<br />

TESTS SELECTELw INFLRMATICh EVALLATICS 491<br />

0563<br />

C008

(continued)<br />

TESTS<br />

hCTE EK THE EFFECT CF PRIVACY IN TAKING TYPING TESTS<br />

A<br />

TESTS ANALYSES RECRESSION MANAGERIAL EFFECTIVEKESS<br />

ITERRATER RELIAEILITY lh SITLATICNAL TESTS<br />

TESTS, EVALLATCRS<br />

CAN CCMPLTERS WRIIE CELLECE AMISSICS IESTS<br />

TESIS, PSYCECLCCICAL, JOE<br />

TESTS, SELECT, CLESTIENhAIRE<br />

TESTS<br />

BEWARE CF TEE MLCE EMPHASIS EN IESTE<br />

LOGICAL ALLIANCE- TESTS AC INTERIEhE<br />

TEXT<br />

PRCCRM, TEXT LECTURE AS INSTRUCTIONAL MECIA<br />

BRANCHINC<br />

TEXTgC<br />

TEXT90 SYSTEM.<br />

THE<br />

THEORY<br />

TRAEITICNAL CRGAKIZATIC TEEORY CCKFLICI WITH THEORY<br />

DOES<br />

CES TRAITICNAL CRGAKIZTIC THEORY CONFLICT WITH TEECRY<br />

THEORY CF COST-EFFECTIVEnESS FOR MILITARY SYSTEMS AALYSIS<br />

THE EMERCECE CF MANAGEMENT IHEORY Z, PART ChE<br />

THECRY ANE PRACTICE CF PERFERMACE AFPRAISAL<br />

THE SES CF TEECRY I TEE SIMbLAIIC F LREAN PHENOMENA<br />

FROM BOCKKEEPIC TC ECISION TEECRY<br />

TPECRY IN THE WCPLC CF REALITY<br />

AN EMPIRICAL TEST CF THE FERBER TWO-FACTOR THEORY<br />

EMPIRICAL TEST CF 1HE HERZBERG TWO-FACTOR TFECRY<br />

SEMANTIC OIFFEREhTIAL SLPERS VOCATIONAL AJOSTMET THEORY<br />

PRECICTIG CRCANIZATICN EFFECTIVBhEES WIIH LEADERSHIP THEORY<br />

DECISION TEECRY AKE FIRANCIAL MAAGEEI.'<br />

ATTITUCE TCWARC MANACEMEhT THEORY AS FACTOR IK MAhAGERS<br />

bSIG DECISICh THEORY IN VALL ANALYSIS SIUIES<br />

THECRY-<br />

ERZEERC TFELRY- CRIIICE ANG REFLRMGLATICN<br />

THE<br />

ThERAPLTIC<br />

CRCAIZATIC CCOLCT IN THERAPLTIC MILIEAb<br />

COMVLICATIE<br />

THIRIG<br />

SCIENCE--ITS IMPACT Ch MNAGEMENT THINKING<br />

MANaGEMEnT<br />

TFIRC<br />

1HIR CEERAIICN<br />

THE<br />

TIRO GENERATION PERT/LEE<br />

THCOGETS<br />

TFCUCFTS CN ITERNAL CCTRCL SSTEMS OF THE FIR<br />

SOME<br />

TIME<br />

THE EAIIEE ACAINST TIME<br />

WIINC<br />

UFLICATCRS SAVE CCMFLTER TIME<br />

MEg BINDING IECFNIQUE SAVES SPACE TIME AND MONEY<br />

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C638 TIME-SARINC SEMINAR IK ERII<br />

C682 TIME-SPINC EECISION-MAKINC TERMINAL<br />

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C274 EMPtCYEE REFERRALS, PRIME 1EEL FEB RECRLITIKG WORKERS<br />

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0464 NEW SALES MANACEPEKT TOOL REAM<br />

C476 EPERATICKS RESEARCh AE A TCCL FEB CECISICK-MAKINC<br />

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C051 EVALLAIIE EF IETAL SLRVEY<br />

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TRAIINC, STAFF-OEVELOPMET<br />

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C922<br />

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TRAINING, ERCCRAPMINC, CAIA-PRCCESSING, EOP C104<br />

TRAINING, PRCMCTIC, SLPERISCRS C151<br />

TRAININC, ECbCATICN, MINCRITY-GRCLP C153<br />

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LEAEERSFIP IRAIhlhC IN AFRICA CI81<br />

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TRAINING, SLEERISCRS C210<br />

TRAIINC MANAGERS TO MAKE CECISIChS TEE IN-BASKET METhCD C21<br />

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TRAININC, SLERVISIOh, CLERICAL 0227<br />

IRAIhlhC, [hhCVATIVE-OEPAVICR, ECUCATICh C231<br />

TRAINING, ECISICh-VAKINC C232<br />

TRAINING, RECRLITIhG C267<br />

TRAINING, EVLLT[G, CRIE1TIC C268<br />

EFFECTIVE TRAIkIhC PRCCRAMS FOR CLLLEGE CRAELATES 2E8<br />

CPERATIChS-RESEARCFs TRAINING, TEACHING, ECCATIEh 029<br />

TRAIhINC SLFERSER<br />

MAXIMIZING CCMFhY RRCFIIS FROM TRAINING PRCGRAM C324<br />

TRAINZNC C6<br />

TRAIIhG CChFICEhCE EFFICIENCY C360<br />

TRAINING C366<br />

TRAIIhC, ELCAIICN<br />

LEAERSFIP TRAINING, BACK TE TE CLASSRCCM C86<br />

TRAIIhC ACCCLTIhC RERSZhEL FCR EE SYSIEMS C99<br />

TRAIhINC, EECATILNAL, CATA-FRCCESSIhG C402<br />

TRAINIhC PROGRAMS C13<br />

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TRAINING, CRCANIZATIChS C14<br />

TRAINIhC PRCCRA EVALbTICh C16<br />

TRAIkIkG PRCCRAMS, UCATICh ANALYSIS<br />

TRAIhIhC TESle ERCGRAM C1<br />

TRAIkINGe PRCCRAM, PERSGNNFL CRCANIZATICN ANALYSIS<br />

TRAINIhG PRCCRAM C57<br />

TRAINIhC PRCCRAM C462<br />

TRAIhINC TESTING PLANT CCkTRCL MATERIALS SUB-PRFESSIChAL C470<br />

TRAINING, CChTRCLLERS C48g<br />

TRAIhINC SATISFACTICN PERCNNEL, ECLCATION C515<br />

TRAININGe TEST, PRCGRAMMEO £ATA-PRCCESSINGt ADMIhISTERC C518<br />

CCMFLTER-ASSISIEE INSTRCIIZ Ih IhCLSIRIAL TRAINING C518<br />

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TRAINING, TEST, FSYCPCLCCY, PROGRAM-INSIRCTEE<br />

CI79<br />

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77<br />

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TRAINING, INFCRMATIOk C545<br />

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SENSITIVITY IRAINIhG, SOME CRIIICAL CUESIIONS C570<br />

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TRAINIhG PRCCRAM, CChTRCLS 0601<br />

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TRAININC PRCCRAPMED C607<br />

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TRAIhINC EELCAIIChAL CE57<br />

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TRAIhIkC TEST PEACE-CERES C684<br />

TRAIhINC, RECRLII, PRCGRAPMER, EERSChEL, HAhCICAFPEC C697<br />

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TRAIhINC, CCCIhC, FILING, CLERICAL 0923<br />

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TRAINNEESHIP<br />

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PERSCNALITY TRAITS S FUNCTION OF LINE VERSLS SIAFF TYPE<br />

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C166<br />

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SELF-PERCEIVED PERSDNLITY TRAITS JOE ATTITLDES 0954<br />

TRANSFER<br />

IRANSFER RELATIC TC FERCNALITY CHARACTERISTICS C501<br />

LNIVERSITY<br />

bTILIZATICN TECHNCLOCY TRANSFER 1182<br />

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TRANSLATION<br />

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TRAVEL<br />

CRCLF TRAVEL BY KEY PERSONNEL C30I<br />

RSTRICTIhC<br />

WIVES- THE BIC MOTIVATORS IN INCENTIVE TRAVEL PRCGRARS 104I<br />

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TREATMENT<br />

AIDS TC CLINICAL TREATMENT EVALLATIDN<br />

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CANGES IN TEE COSTS CF TREATMENT CF SELECTED ILLNESSES 1069<br />

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TREND-<br />

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TRENDS IN WADE AND SALARY A£MINISTRATIEN C010<br />

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TRENDS IN ALITINC MANAGENENI PLANS AND RERATICNS C716<br />

JCBLEES TRENDS IN 20 LARCE METRCFCLIIAN AREAS liT?<br />

TRENDS IN MANPOWER MNAGDMET RESEARCH 1189<br />

TRUISmS-<br />

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CF TLITICN PAYMENT ND INVOLVEMENT OH BENEFII FROM A<br />

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CAREER-EVELCPMEhT PERSONNEL TURNQVER 1068<br />

EEFECT CF CHANGES IN JOB SAIISFACTICN CN EMPLOYEE TURNOVER<br />

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EMPIRICAL TESI CF THE EERZBER TW[-FACIOR THEORY C482<br />

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PERCEIVED VALUE CF JOB TYPE CCMPANY SIZE. LOCATION 0531<br />

TYPESCRIPT<br />

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TYPING TEST NDRPS C254<br />

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MANPOWER CLERICAL TYPING AUTO-TYPING 0620<br />

TYPING RDER-FERMS CPCO<br />

CLERICAL FILING TYPINC DICTATING 1091<br />

TYPLCGIES<br />

THE STUDY CF CCNSLMER TYPCLDGIES. 1121<br />

N<br />

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REFERENCS AMCNC INORMATIEN SCLRCES UNEER UNCERTAINTY IDA5<br />

UNDREMPLCYMENT<br />

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1057<br />

78<br />

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UNEMPLOYED LhCEREVPLOYMENT EMPLCYVENT 1188<br />

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SOCIAL<br />

LNERCRALATES<br />

CCMMITTEE RECCMMENDS CCMPUTINC FOR UNCERGRAUATES C709<br />

PRESIDENTS<br />

UNCERSTANCINC<br />

FRCJECT ALTECRITY cg80<br />

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EVALUATION, EFFICIENTLY, CLERICAL-TASKS C098<br />

UNCERUTILIZIICN,<br />

UNEMFLCYAELES<br />

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UNEMPLOYMENT<br />

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LREAN HRC-CCRE LNEMFLEYEC 1113<br />

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UNEMPLOYED LN{EREMPLDYMENT EMPLOYMENT 1188<br />

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LNEMFLOYPEN1 C133<br />

UhSKILLEC-WCRK,<br />

UNEMPLOYMENT AND THE LNEPPLCYABLES C175<br />

UNEMFLEYMENT C185<br />

MINERITIES, LNEMFLCYMENT, CLERICAL C233<br />

CATA-PRCCESSINC LNEMPLCYMENT C297<br />

MANFCWER LNERPLCYflENT C58<br />

LEND-TERM LhEMFLCYMENT AND FLBLIC POLICY 0894<br />

UNEMPLOYMENT IN 15 METRCFCLITAN AREAS 1040<br />

EMPLOYMENT LhEMFLCYMENT STATISIICS PAIL SLRVEY 1077<br />

NONWHITE GNEMPLCYMENT RATE 1117<br />

UEQbAL<br />

CLTTIkC SCCRES FOR EISCRIINAIIEN OF LNECLAL CROUPS 051g<br />

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TPE ROLE CF TEE LNIVERSIIY I BLSINESS RESEARCH 1143<br />

LhIVERSITY COOPERATION IN PROFESSIONAL TRAINING FOR<br />

STATE<br />

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PUBLIC-SERVICE---<br />

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THE USES EF THEORY IN THE SIMLLAIICN CF LRBAN PHENOMENA C397

(conhnued)<br />

URBAN<br />

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TEE LSE CF ACCCLNTINC PRICES IN FLAhhlhG 0188<br />

EXPAhCEC USE CE IFE EXIT INTERVIEW C272i<br />

TFE LSE CF SIMLLATIOh AS FECACLCICAL C%ICE C2SS<br />

WhAT ONE SLRVEY SPEWS ABOUT CCMPLTER USE<br />

FCW TC USE RCLTIhE CCCASIC TC IILD COMMUNITY CCCCWILL CA30<br />

TEE EFFICIEhl LSE LF AN IMPERFECT FORECAST 0490<br />

USE CF SIAhCARC EIRECT COSTING C551<br />

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TEE LSE CF MCCELS IN MARKETING TIMING DECISIONS ¢811<br />

USE CF SENSITIVITY ANALYSIS IN CAPIIAL BLDGETINC C838<br />

TEE USE CF CELLRS TO IMPROVE CPERATINC EFFICIENCY C23<br />

TE LSE CF SLBCRCIATE PARTICIPATIC IN EECISICN-MAKIhC OgBT<br />

ARFRAISIhC RETAILERS USE CF TEE PCLYCRAPF I08<br />

HOW TO RATE YCLR EMPLLYEES- SEVEN SSTEMS MOST FIRMS LSE<br />

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TEE LSE CF CRCER STATISTICS lh ESTIMATION I154<br />

EW TD USE MIXEE MEDIA lh EFIBI3S I169<br />

USER<br />

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USIhC DECISION STRUCTURE TABLES C039<br />

USING COMPUTER TC SIMULATE A CCMPLTER 0203<br />

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MRE EFFECTIVE MARKETING RESEARCE LSINC CMINISTRAIIE PROCESS<br />

PROFIT PLAhhlhC LSING FORECSI SChEdULES C548<br />

USIhC TLRhCER EATA TC IMMERSE WAGE SLREYS C552<br />

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SALES FLANhlhC AhC CONTROL USING ABSORBING MARKCV CFAIS CE37<br />

USIhC FCLSE ORGANS TE REACF SPECIALIZE£ MARKET C701<br />

USING SLICES EFFECTIVELY C715<br />

USIhC VIDEOTAPE FOR PROMOTION CO0<br />

USINC TEE SERVICES OF PROFESSIONAL SOCIETIES<br />

USING CECSICh TFEERY IN VtLE ANALYSIS SILCIES IC89<br />

POLICY FOR bSIC RESEARCF RESULTS II82<br />

UTILITIES<br />

INFCRMATIC UTILITIES CIC3<br />

TFE<br />

TES1 DPTILM CECIION-AKIhC LTILITIES 0519<br />

UTILITY<br />

AhC TFE LTIIITY CF MULTIPLE RECRESSIC C621<br />

ITERCEBRELAIICh<br />

O5I<br />

79<br />

A UTILITY FLhCTICh OEIEO FRGM SLRVIVAL GAME<br />

VOCATION<br />

UTILIZATION<br />

LTILZATIEN AND CISSEMIhATICN CI06<br />

RESEARCF<br />

TECPhOLOCY hC MANPOWER IIIIIZATION IN £1STRBTION AGENCIES<br />

TECFhCLCCY LTILIZATICh IhCATIOh I024<br />

RESEARCF LTILIZAIICN PRESETTIOh I171<br />

LTILIZATIC TEChCLOCY TRANSFER II82<br />

UTILIZATIC-RESEARCF<br />

R-*-£ UIILIZATICN-RESEARCF C3OO<br />

EVALLATICh,<br />

VALIEATIC<br />

VALI[ATICh CF INIERVIE-TYPE CAIA<br />

TPE<br />

VALICAIICh CF MLLTIPLE-ASSESSMENI PROCEOURE COB2<br />

VALICITY<br />

OF AREAS ANC PETFCC CF RATING JOB SATISFACTION 0119<br />

VALICITY<br />

SELECTION, VALIEITY<br />

VALICITY CF TFE JOE-CONCEPT INTERVIEW Ih AN INDUSTRIAl SETTING<br />

VALLATION<br />

SELECTIhG, PRCCRAM, PERSChhEL PAhPCERVALLATION, C730<br />

TRAIh[hGt<br />

VALLE<br />

VALUE, RISK, GOALS 0279<br />

COST,<br />

VALLE AhALYSS hEW TDCL FCR CCST CCTGL C381<br />

VALLE ANALYSIS<br />

PRECICTIVE VALLE CF SVIB PRIMARY AC REJECT PATTERNS C484<br />

PERCEIVEC VALUE CF JOB TYPE CLMPAhY SIZE LOCATION C531<br />

USING ECISICh IFECRY IN VALLE ANALYSIS SIUCIES 1089<br />

TE SUCCESS STZRY CF VALLE AhALYSIS VALLE EGIhEERIC 1119<br />

TFE SLCCESS STCR LF ALLE ALYSIS VALLE EhGIEERINC 1119<br />

VALLES<br />

AhC BEFAICR Ih ECLeCtIC EVELCPMT G167<br />

VALLES<br />

RELATIONSFIF BETWEEN FAMILY EACKCRCLhDS AN WORK VALLES. C784<br />

VARIAELE<br />

ARIABLE IM OCIICNAL CFCICE C5C2<br />

SELF-ESTEEM<br />

CETERMIMATICh CF MANPOWER RECIREMEhlS I VARIABLE ACTIVITIES<br />

VARIABLES<br />

CF MCCERATR VARIABLES Q3B<br />

CEVELDPMEhT<br />

VARIABLE<br />

BLRCEh VARIABLE FOR PROFIT PLAShinG AC CChIROL CC47<br />

AALYZIC<br />

EFFECTIVENESS CF IRA£ITICNAL STAhOARC COST VARIAhCE MCEL 0826<br />

VECCR<br />

RECCRCS KEEP FACTS C FILE C827<br />

VENEER<br />

VENTURE<br />

VENTURE MAhACEMEhT lh LARGE COMPANY C?lO<br />

hEW<br />

VERBAL<br />

OF VERBAL CCMMUhICATIC IN TEAMWORKo 0951<br />

ROLE<br />

VERT<br />

CEVELCFMENI THRCLCF VERT C366<br />

PERSONNEL<br />

VICECFILE<br />

VICECFILE SYSIEM 0899<br />

TEE<br />

VIDEOTAPE<br />

VICECTAPE FOR FRCMCTICh<br />

LSIhC<br />

BLACKBOARCS VILECTAPE FORTE 1176<br />

VISUAL<br />

[h AUTOMATE[ PRCCLREMEhT- VISUAL CATA-PROCESSIG C378<br />

NEXT<br />

[MPRCVIhC INSPECTOR PERFORMANCE W[TF TRAINING AhC VISbAL AID C783<br />

VISLAL OISPLY SYSIEMS MANAGEMENT PRCBLEM SCLVIC 1093<br />

VISUALLY<br />

SOURCE CF FRCGRAMMEgS<br />

hEW<br />

VCCABLLARY<br />

CONTROL IN AUTOMATIC INDEXING C086<br />

VOCABULARY<br />

VCCAIIEh<br />

CIFER SEMANTIC CChCEFTS RELATED TC CFOICE CF VOCATION C971<br />

SELF<br />

0721<br />

C760

VOGATIONAL<br />

VOCATIONAL<br />

CF VCCATIENAL INTERESTS AT TWO LEVELS CF MARAbEPEhT C121<br />

ANALYSIS<br />

SEMANTIC CIFFERE&TIAL SLPERS VCCAIIONAL ACJbSIMENT THEORY 0498<br />

SBLF-ESTEEW VARIABLE IN VOCATIONAL CFCICE 0502<br />

VOCATIONAL INTERESTS EF CCMFLTER PRCCRAPMERS C636<br />

VOCATIONAL INTERESTS AND ACCICENT PRONENESS C719<br />

SIUOY CF SCPE PSYCHOLOGICAL, VCCATICNAL INIEREST ANC<br />

A<br />

AS PRECICTCRS EF SLCCESS C722<br />

MENIAL-ABILIIY-VAWIALES<br />

HERECITARY INFLLENCES ON VOCATIONAL PREFERENCES C961<br />

MINNESOTA VCCATICNAL INTEREST INVENTORY 0961<br />

IMPLICATIONS OF 1WO VIEWS CF VOCATILNAL GblDANCE 1205<br />

IPE RECISION IC INVE$I IN VCCATICNAL ECLCATICN AN ANALYSIS 1206<br />

VELNIARY<br />

CF VELLNTARy WELFARE AGENCIES C019<br />

MANAGEMENT<br />

V£LLMTARY BLECEI ]132<br />

WAGE<br />

TRENDS I kACE AD SALARY ADMINISTRAIIO C010<br />

OMINOUS<br />

WAGE ADMINISTRATION AND JOB RATE RANGES 0136<br />

USING TbRNGVER DATA TC IPPERVE WAGE SLREYS C52<br />

DISCRIMINATIE CCCLPATICNAL WAGE DIFFERENCES 1111<br />

LEARNING CURVE WAGE INCENTIVES 1203<br />

WAGES<br />

AND FRICES BY FQRMLLA C905<br />

WAGES<br />

RACIAL EIFFEREhCES IN JC SERCP WACE 1164<br />

WASTER<br />

BRAIN tOWER.' C08<br />

WA$IEC<br />

WASCING<br />

ARE WASTING CLR MANAGEMENT RESOURCES C436<br />

WE<br />

WATCHES<br />

SAMPLIhC- STOP WATCPES BEWARE 1074<br />

RbYTH<br />

WATER<br />

GCALS ANE CRGAN[ZATICN CF DECISIEN-MAKING FER TPE ALL,C918<br />

WELFARE<br />

WATER RESCbRCES<br />

WEIHIING<br />

CCMPCNENTS OF JCB SATISFACTICN 0643:<br />

WEICHTINC<br />

WELFARE<br />

CF VCLLNTARY WELFARE AGENCIES C09<br />

MANAGEMENT<br />

WELFAREe LREAh-RENEWAL 0215<br />

ORALS AND CRGANIZATIEN CF DECISIEN-MAKING FOR THE WELFARE ALLICPt81<br />

RESLURDES<br />

WATER<br />

WELFARE PAYMENTS AND WORK IRCBNTIVE SOME DETERMINANTS 1209<br />

WHITE<br />

AREAS IN CLACK AND WHITE TESTING 1034<br />

GRAY<br />

WIDGEIS<br />

FCR WIDCETS. 099q<br />

A&YCNE<br />

WINLCSE<br />

WIN-LSE CCMFLEX.= 087<br />

THE<br />

WINE<br />

EXECLTIVE WIRE QbIZ 1130<br />

TFE<br />

CCLPATIENAL ¥CEILITY WITPIh TPE FIRM C590<br />

CSSEMIhATINC INFORMATION WITFI CEMPAhYo' 1149<br />

WIVES-<br />

TFE BIG MOTIVATORS I INCENTIVE IRAVEL PROGRAMS I01<br />

WIVES-<br />

WCPAN<br />

PERSONNEL AhO TFE COLLEGE WCMAN. 0358<br />

GUICANCE<br />

WCPEh<br />

WMEh STAY PCPE CCFPA&Y CGCTCRS ANALYSIS. 0434<br />

WMY<br />

WORD<br />

PRCCESSES I WED EF MCLTF.<br />

SELECTIVE<br />

WORE-<br />

PRINTER WCRC- ITS WHATS FAPPENING<br />

THE<br />

WORD-CF-MELTF<br />

WORO-OF-MCLTF AOERTISINC ¼CRKS<br />

W<br />

1195<br />

1135<br />

80<br />

WORKERS<br />

W£ROS<br />

£W A FEW kERBS ACLI SICKS C68<br />

Arid<br />

WORK<br />

SELECTICR FOR REPETIIIVE WORK C008<br />

BEIIER<br />

MOW TC FINFCINI FRCBLEM AREAS I WORK DISTRIBLTI£N COO9<br />

ATTITLCE VERSLS SKILL FACTORS I WORK GREUP PRCDLCIIITY C193<br />

CPERATICNS-RESEARCF AT WCRK C222<br />

NEW COPIERS OFFER -CLOSER FIT- TE kCRK C308<br />

MAINSPRINGS CF PCTIVATIO IN LNSKILLEC kCRK GRCLFS C3E7<br />

CCNTRCLLIC LAEDR COSTS IFRCLG WERK MEASLREMENT C440<br />

WCRK MEASUREMENT PSYCFCMETRIC RESEARCh EEVELCPMENT C485<br />

WORK VS NCNWDRK AMENC CCCLPATICALL¥ STRATIFIED CRCLF C486<br />

WCRK CSCO<br />

ACKCRCUND FACTORS Ih AIRLINE MECFANICS WCRK MOTIVATIONS C517<br />

kERR UNIIS, TEAMS- OR CC CRCLPS-' C56<br />

ANOTFER LEEK AT WORK MEASLREPENT C585<br />

PDS WCRK MESLREPENT C614<br />

WORK JOB EVALLAIICN AFPRAISAL CE34<br />

MULTIPLE LINEAR REGRESSION ANALYSIS FOR WORK MEASbREPENT C661<br />

RATIONAL EASIS FOR NORMAL IN ¼ERR MEASLREMEkT C68B<br />

DETERPIkANIS CF WERK ATTITLCES AMEND NECRCES C726<br />

RELATIONSHIP BETWEEN FAMILY EACKGRELNDS AND WORK VALLES C784<br />

CETERICRATIC DF WORK STANEARDS cgQI<br />

MANAGERIAL CLIMAIE WORK GR[LPS ORGANIZATIONAl PERFORMANCE 0986<br />

IS WORK MEASLREPENT EEAC C995<br />

WORK CCNCITICNS SALARIES 1013<br />

WORK STbCY FRCCRAS I CCLLEGES ANO LNIVERSIIIES I018<br />

WORK MEASbREPEhT TIMESTLCY IC74<br />

MCRE WORK CEES TC MICROFILM lit2<br />

WORK MEASUREENIS CEST ANALYSIS IMPROVED COSTING 1129<br />

WORK MEASLREET PYTFS ANC PANACEMEhl MISCCCEPTIZS 11E5<br />

WORK CCMFLTER -AND SE CAN YGL- ii73<br />

WELFARE PAYMENTS AND WORK ICE'TIVE SCE DETERMINANTS 12C9<br />

WERK-ASSIChMEI<br />

RCLE FLNCTIN C176<br />

WORK-ASSIGnMENT,<br />

WCRK-CRCP<br />

VERSLS INDIVIELAL CIFFERECES IN ATIITLCE C538<br />

WCRK-GRCLP<br />

WDRK-MEASLREMET-PRE<br />

AFPLICATICk CF FACTORIAL EXPERIMENTAIICN TC TFE<br />

Ah<br />

kCRK-MEASLREPENT-FROCESS C739<br />

WCRK-PLA&NING<br />

EVALUATICN-PERSCEL C[17<br />

WCRK-PLANNINC,<br />

WORK-SAMPLE<br />

PSYCEMETRIC kERR-SAMPLE APPRCACFES TC PREEICTION C6B4<br />

CLINICAL<br />

WCRK-SIUEY<br />

IN-SERVICE kCRK-STLDY C52B<br />

TRAINNEESFIF<br />

WORKER<br />

ENVIRENMENTAL CFARACTERISTICS AND WORKER RESPONSE C725<br />

ALIENATION<br />

TPE ANOMIE CF TFE -PAPER FACTCRY- WORKER C743<br />

WORKER SKILLS I CLRRENT CEFEhSE EMPLOYMENT C777<br />

WORKER PREFERENCES AENC TIME-OFF 8ENEFIIS AND PAY C786<br />

WORKERS<br />

CF PENSIEN PLANS EN MBILIIY AE HIRING DLER WORKERS<br />

EFFECTS<br />

SHLLLD CLUE CELLAR WORKERS E SALARIED C39<br />

EMPLOYEE REFERRALS, PRIME TECL FOR RECRLITING WORKERS C435<br />

TRAIkINC PRECRAMS JOE FORECAST LSKILLEC WORKERS C606<br />

DC ZERO DEFECTS FRCGRAMS REALLY MOTIVATE WORKERS 0874<br />

SPORT WERKERS AD LNCEREFPLCYMENT C982<br />

C00

(conh nued)<br />

WORKERS<br />

ATAIhPET OF kCRKERS 1G78<br />

EbCATIChAL<br />

C[FFERECES In TFE CCST CF SEARCFInC FOR CLERICAL WORKERS 1110<br />

WCRKPES<br />

ISLES IN WCRKES CCPPESATICn C771<br />

ACPInISTRAIIE<br />

WCRPES-CCMPEhSATIC<br />

CASCI CRKPEnS-CEPFEhSA?ICh<br />

PEICARE<br />

WCRKPEhS-CCPFESATIC 114!<br />

WORKS<br />

WCRC-CF-PCLIF CVERTISInC WCRKS.' C420<br />

FCW<br />

PUTTING In PAnACEPEhT [EVELCPPEnT FRCCRAM TAT CRKS C467<br />

W£RKSFOPS<br />

FtAY-PRZEUCIS FASCC AILIIIES-ICCRPCRATE<br />

WORKSHOPS<br />

WORKSHOPS CCKFEREnCES 1192<br />

WRITE<br />

CCMPLTERS RITE COLLEGE AMISSICKS TESTS 718<br />

CAW<br />

WRITER<br />

OAK YCL LEARn FROM TFE MAIL CREER WRITER C713<br />

WFAI<br />

1137<br />

81<br />

WRITIC<br />

REFCRTS WRITIC C672<br />

OCCLPEhTATICn<br />

XEROX<br />

EVALUATIOn AT XEROX, [NGLE SCALE REPLACES FCbR C437<br />

JC<br />

XEROX 1014<br />

YCLC<br />

YGbnC AELLT In TE ACE CF CCFLEXITY C293<br />

TFE<br />

SUPPER JCS FOR CLNC MEn C321<br />

TCCAYS YCUhC AELLTS--A GROWING BtSlnESS PROBLEM 0337<br />

FIVE YCLNC MEn TELL FAT IT LIKE TC BE EGRC In PAnAGEPET<br />

TPE YOUkG EXECETIVES 3t AT TPE CRUCIAL POINTS QF £ECISZO) 0893<br />

YCLC 1115<br />

THOSE RESTLESS VCLnG EXECLTIVES 134<br />

YCUTP<br />

LCEY TAF- TFE ELEST FR YCLTH 0879<br />

PAKACEMET<br />

ZERE<br />

ZERG CEFECTS FRCGRAPS REALLY PCTIVATE WORKERS 0874<br />

CC<br />

ZERO<br />

C883

AAKER, DAVIO A.<br />

E<br />

AANNESTAD<br />

JAC<br />

ABRAMS*<br />

CLARK C.<br />

ABT*<br />

o<br />

ADAMS,<br />

AOELBERG,<br />

LH<br />

AFFIITO,<br />

GERALD<br />

ALDAUM,<br />

PA<br />

ALBRECHT,<br />

ALBRODK ROBERT<br />

ALLEN, IRVING L.<br />

L.<br />

ALLEN,<br />

NORMAN C<br />

ALLHISER,<br />

DEAN<br />

AMER,<br />

ANDERSON,<br />

ANRSON, T. Ho<br />

ED<br />

ANDLER,<br />

Ro B.<br />

ANOREWS<br />

AN$OFF Ho IGOR<br />

APPEL, JAMES<br />

JOHAN<br />

ARNDT,<br />

ASH,<br />

ATK£NS, ROBERT Jo<br />

AULNBACH, BETTY<br />

DONALO<br />

AUSTER<br />

ROBERT<br />

AXERO0<br />

B°+N.<br />

BABE,<br />

So<br />

BACHRACK,<br />

MELANY<br />

BAEHR,<br />

JAMES<br />

BAER,<br />

W$<br />

BAGBYt<br />

CHARLES<br />

BAHNt<br />

R. E.<br />

BAILEY<br />

PETER<br />

BAItL,<br />

AoGo<br />

BAKER,<br />

CARL G.<br />

BAKER,<br />

BAKES,<br />

A.B<br />

BANGEL.<br />

BAPJ(DULL, CHARLES<br />

Go<br />

BARATT<br />

G<br />

BARRETT,<br />

BARRETT. GERALD V.<br />

BARETT, RICHARD<br />

G° A.<br />

BASSETT,<br />

GA<br />

BASGETTt<br />

8ATTEN Jo<br />

JO°<br />

BATTEN,<br />

ALBERT<br />

BATTERSBY,<br />

RA<br />

BAUER<br />

ROGER To<br />

BAUSE<br />

BECKHARO, R[CHARO<br />

H.<br />

BEDRS[AN,<br />

J. Lo<br />

BEE$LEY<br />

BEGD-DOVt A.<br />

BEHL[,<br />

BEKE<br />

F.<br />

BEISSE<br />

BEL£HER<br />

8ELAt .<br />

BELLUSH JEHEL.<br />

BELSON [LL[AH A.<br />

8ENRt ROBERT<br />

BENGE<br />

C<br />

8ENNET<br />

BENNETT JOHN<br />

BENSONt PURNELL<br />

BESTON GEORGE J.<br />

.t<br />

BERANEK<br />

CONRAD<br />

BERNSONt<br />

BERGER J.<br />

1199<br />

0019<br />

0619<br />

0613<br />

0151<br />

0212<br />

0896<br />

0693<br />

0082<br />

0667<br />

0699<br />

0178<br />

0521<br />

0963<br />

0526<br />

0089<br />

0184<br />

0866<br />

0597<br />

0292<br />

1195<br />

0807<br />

0669<br />

0706<br />

0564<br />

0450<br />

0852<br />

0421<br />

0801<br />

1186<br />

0572<br />

0063<br />

0272<br />

0213<br />

0793<br />

0652<br />

0668<br />

0583<br />

1029<br />

0351<br />

0915<br />

0120<br />

0721<br />

1034<br />

0196<br />

0902<br />

0163<br />

0938<br />

0271<br />

0126<br />

0579<br />

0007<br />

1009<br />

0699<br />

0121<br />

0186<br />

0892<br />

0211<br />

0627<br />

0616<br />

0010<br />

0222<br />

048].<br />

1090<br />

0398<br />

0759<br />

0469<br />

0251<br />

1059<br />

0418<br />

0666<br />

0623<br />

0490<br />

0929<br />

0526<br />

BERRWITT, GEORGE J<br />

D. E*<br />

8ERLEW.<br />

DE<br />

BERLEW,<br />

HARVEY<br />

BERMAN.<br />

DAVID R.<br />

BERRY,<br />

BETKE, RICHARD Lo<br />

8EUSCHEL RICHARO<br />

BEVANS MARTIN J.<br />

R°<br />

BEYR,<br />

HALCDLM A<br />

BIRD,<br />

BISHOP* JR° NILLAR<br />

8LAI, BORIS, JR<br />

BLOCK,<br />

R.<br />

BLOOD,HILTON<br />

ROBERT<br />

BLOOM<br />

SC<br />

BLUMENTHAL,<br />

P.<br />

BOCKLEYt<br />

WILLIAM P<br />

BOGGES$*<br />

BDNJEAN*<br />

ARL<br />

BORCH,<br />

BORCK,<br />

ALVIN<br />

BORENST[NE,<br />

W. S.<br />

BOUTELL*<br />

E<br />

BOUTUELL<br />

W<br />

BOREN,<br />

D° G.<br />

BOERS<br />

SAMUEL<br />

BOWLES<br />

WARREN J.<br />

BOWLES<br />

BORLIN OSWALD D.<br />

80YO HARPER No, J<br />

BRAEB, GEORGE J<br />

BRADBURN, NORMAN M<br />

BRAOY ROBNEY H<br />

CE<br />

BRANCH<br />

E P.<br />

BRANDEIS<br />

BRANDENBURG RICHA<br />

BRATTER HERBERT<br />

J.J.<br />

BREEN,<br />

CT<br />

BREHN,<br />

BRIGGS GEORGE E.<br />

BRIGGS JOHN<br />

8RIGGSG.E.<br />

ANDREW F.<br />

BRIMMER<br />

BROADSTDN JAMES A<br />

BROMAGE MARY C.<br />

BROOKER<br />

G.E.<br />

BRQOKS<br />

PS<br />

BROUWER<br />

DOUGLAS<br />

BROWN,<br />

BROWN, DS<br />

REX<br />

BROWN,<br />

ROBERT<br />

BROWNt<br />

BROWN, WARREN B°<br />

BRUHBAUGt PHILIP<br />

BRUMMET, R° LEE<br />

R.L.<br />

8RUNMETT,<br />

G.Ao<br />

8RUNNER<br />

BRYAN, JUDITH<br />

PC.<br />

BUCHANAN<br />

NORMAN<br />

8UCHBINDER<br />

Jo<br />

BUCKLEYt<br />

JR.. ALLST<br />

BUDGELL<br />

INDEX<br />

AUTHOR<br />

RT<br />

BUESCHEL<br />

BUFFA,E.S<br />

1178<br />

BUJKOVSKY, GUSTAV<br />

1201<br />

1135<br />

BURCH, WALLACE S.<br />

1122<br />

0533<br />

BURESHI N* A*<br />

0148<br />

BURNS, AF<br />

0325<br />

0416<br />

0663<br />

8URRILL. JOHN C°<br />

BUTTIGLIERI MATTH<br />

RO<br />

8UZZELL<br />

BYLINSKY, GENE<br />

0275<br />

C° A.<br />

CACERES*<br />

CALDERWOOD, J. H.<br />

1176<br />

1133<br />

0673<br />

0991<br />

CAMPAGNA, Jo F°<br />

CAMPAGNAt JSEPH F<br />

CANPBELL, DAVID P.<br />

0569<br />

CAMPBELL, JOHN P.<br />

1003<br />

CAMPBELL, S G.<br />

0725<br />

0726<br />

CAMPFIELD, WILblAM<br />

0037<br />

0058<br />

0210 CANNON WILLIAM M<br />

0842<br />

CARLSON,<br />

CARRESE* LOUIS M.<br />

0046<br />

0872<br />

1089 CAROLL STEPHEN J<br />

CARRON T. J.<br />

0384<br />

CARRUTHERS J.Ao<br />

0996<br />

CARTER ROBERT N<br />

0267<br />

0061<br />

CASS RT<br />

0527<br />

CASEL FRANK Ho<br />

1208<br />

0385 CASSIDY, CHARLES E<br />

CASHELL WC<br />

1002<br />

WL<br />

CATLIN<br />

0511 CATANEO, Eo R.<br />

0509<br />

0510<br />

CHALEKIAN, H. A.<br />

R.J.<br />

CHAMBERS,<br />

CHANPION O°J<br />

0749<br />

0087 CHAMPION, GEORGE<br />

0202 CHANEY FREO Bo<br />

CHEANEY, ES<br />

0422<br />

CHEN, MARTIN K°<br />

0597<br />

CHICKERING, DOROTH<br />

0757<br />

1051<br />

0027 CHURCHILL, NElL C.<br />

0689 CIRTIN ARNOLD<br />

CLARK, H° A°<br />

0691<br />

CLAUTICE, GEORGE H<br />

0951<br />

CLELAND, O°I.<br />

0880<br />

DAVIO I.<br />

CLELAND<br />

1203<br />

01<br />

CLELAND<br />

CLEVENGER, THEODOR<br />

0672<br />

OOlB<br />

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OPPORTUNITY SHOULD HIRING STANDARDS BE RELAXED$ )'<br />

EQLAL<br />

SEPT-OCT 1964<br />

PERSONNEL<br />

SELECTION, RECRUITING, PERSONNEL, JOB,<br />

TESTS,<br />

CLLTURALLY-CEPRIVEO<br />

MINORITY-GROUP,<br />

HAVE BEEN STRONG ARGUMENTS TO ELIMINATE TRAD[-'<br />

THERE<br />

EMPLOYMENT PRACTISES BECAUSE THEY HAVE BUILT IN CUL-'<br />

TIDNAL<br />

BIASES WHICH OPERATE TO THE DISADVANTAGE CF MINORITY<br />

TURAL<br />

THIS IS A SELF PERPETUATING PROBLEM SINCE THE CUL-'<br />

GROUPS<br />

DEPRIVED CANNOT GET THE JOBS THEY NEED TO RISE FROM<br />

TURALLY<br />

SECOND CLASS SIATUS<br />

A<br />

ARGUMENTS AGAINST TESIS ARE THEY ARE BASED CN<br />

THE<br />

CLASS BACKGROUND, 2 CULTURALLY DEPRIVED PEOPLE ARE<br />

MIDDLE<br />

BY THEIR IGNORANCE AND THEIR AITITUDES PSY-'<br />

HANDICAPPED<br />

TESTS ARE THE BEST PREDICTORS OF JOB SUCCESS WE<br />

CHCLOGICAL<br />

SINCE IHEY GIVE US FACTS THAT NEED TO BE CCNSIDERED<br />

HAVE<br />

OPINIONS IN EMPLOYMENT DECISIONS TWO OIFFICULTIES IN<br />

WITH<br />

TESTS ARE THEY HAVE EVOLVED OVER A HALF CENTURY<br />

ADJUSTING<br />

JOBS ARE SET IN THE FRAMEWORK OF THE PREDOMINANT GROUP<br />

AND<br />

SOCIETY EMPLOYERS CAN RE-EXAMINE JOB REQUIREMENTSt RE<br />

IN<br />

OTHER PHASES OF THE SELECTION PROCESS, AND INTENSIFY<br />

EXAMINE<br />

EFFORTS.<br />

RECRUITING<br />

HA<br />

SIMON<br />

IHE CONCEPT DF ORGANIZATIONAL GOALS<br />

ON<br />

SCIENCE QUARIERLY JUNE, 1964<br />

ADMINISTRATIVE<br />

DECISION-MAKING, ADMINISTRATION<br />

ORGANIZATION,<br />

PAPER PROPOSES A DEFINITION OF ORGANIZATIONAL GOAL<br />

THIS<br />

THE DILEMMA OF TREATING THE ORGANIZATION AS SOME-'<br />

RESOLVING<br />

MORE THAN A SYSTEM OF INIERACTING INDIVIDUALS WITH THE<br />

THING<br />

OF GOAL AS INDISPENSABLE TO ORGANIZATION THEORY THE<br />

CONCEPT<br />

OF AN ACTION IS SELDOM UNITARY, BUT CONSISTS OF WHOLE<br />

GOAL<br />

OF CONSTRAINTS THE ACTION MUST SATISFY IT IS CON-'<br />

SETS<br />

TO USE THE IERM ORGANIZATIONAL GOAL TO REFER TO<br />

VENIENT<br />

IMPOSED BY THE ORGANIZATIONAL ROLE THAT HAVE AN<br />

CONSTRAINTS<br />

RELATION WIIH THE PERSONAL MOTIVES OF THE PERSON<br />

INDIRECT<br />

THE ROLE. MORE NARRCWLY THE TERM FAY REFER TO CON-'<br />

F[LLING<br />

THAT DEFINE ROLES AT THE UPPER LEVELS OF ADMINIS-'<br />

STRAINTS<br />

TRATION<br />

ACTUAL ORGANIZATIONS THE OECISICN FAKING MECHANISM<br />

IN<br />

A LOOSELY COUPLED, PARTIALLY DECENTRALIZED STRUCTURE IN<br />

IS<br />

OIFFERENT CONSTRAINTS IMPINGE ON DECISIONS OF OFF<br />

WHICH<br />

ORGANIZATIONAL LOCATIONS THE CONCEPT OF GOAL CAN BE<br />

FERENT<br />

IN AN ENTIRELY OPERATIONAL MANNER<br />

INTRODUCED<br />

RC GRIMES AJ<br />

VERGIN<br />

MYTHS AND EDP<br />

MANAGEMENT<br />

MANAGEMENT REVIEW FALLt 1964<br />

CALIFORNIA<br />

PROGRAMMERS COMPUTERIZATION<br />

TRAINING,<br />

AUTHORS DISCUSS THE MANY MYTHS WHICH EXIST ABOUT<br />

THE<br />

AUTOMATION IN THE MINDS OF MANAGEMENT. THE MYTHS THAT<br />

OFFICE<br />

SPECIFIC YET UNIVERSAL OBJECTIVES AND RESULTS ALWAYS<br />

CERTAIN<br />

A COMPUTER INSTALLATION, THAT CEMPUTERS SHOULD MEET<br />

UNDERLY<br />

NEEDS WITHIN THE EXISTING ORGANIZATIO WITHOUT ANY<br />

IMMEDIATE<br />

IN THE ORGANIZATION OF THE FIRM, THAT COMPUTERS WILL<br />

CHANGE<br />

JOBS AND TRANSFER WORKERS, THAT PROGRAMMING IS<br />

REDUCE<br />

AND IHAI ERRORS ARE FREQUENT ARE DISCUSSED THESB<br />

LIMITED,<br />

ARE EXPOSED BY THE AUIHORS IN DETAIL BESIDES THESE<br />

MYTHS<br />

THE ARTICLE DISCUSSES DIFFERENCES OF OPINION COMMONLY<br />

MYTHS<br />

OPINIONS VARY AS TO COMPUTERS EFFECTS ON LABOR COSTS,<br />

HELD<br />

DEGREE OF IRAINING NECESSARY FOR PROGRAMMERS THE<br />

TTHE<br />

AND THE FUTURE USES OF COMPUTERS WITH THE RAPID<br />

BENEFITS<br />

IN COMPUTER TECHNOLOGY THESE MISCONCEPTIONS CAN BE<br />

INCREASE<br />

UP IN THE FUTURE MANAGEMENT MUST FORSAKE THE VIEWS<br />

CLEARED<br />

THE PAST AND ANALYZE THE EDP NEEDS AD ENVIRONMENTAL<br />

OF<br />

OF THE FIRM FOR BEST EDP RESULTS<br />

CONDITIONS<br />

WC<br />

DASWELL<br />

EFFECIIVENESS AND SALES SUPERVISION<br />

MARKETING<br />

MANAGEMENT REVIE FALL, 1964<br />

CALIFORNIA<br />

JOB-DESCRIPTION<br />

TREND TO FEWER BUT BIGGER CUSTOMERS, HENCE TO THE<br />

THE<br />

SALES FORCE, REQUIRES A NEW TYPE OF SALESMAN<br />

SELF-RELIANT<br />

MUST BE FREE TO MANEUVER, WELL INFORMED TO MAKE ON-THE<br />

HE<br />

DECISIONS, AND IN CLOSE CONTACT WITH THE HEADQUARTERS<br />

JOB<br />

STAFF<br />

SUPERVISIO IS NOT ADEQUATE FOR DEALING<br />

TRADITIONAL<br />

THIS NEW SALESMAN HE REGbIRES A NEW TYPE OF MANAGER<br />

WITH<br />

INSTEAD OF STRESSING CONTROL, CREATES OPPORTUNITY THIS<br />

WHO<br />

MANAGER SHOULD STRESS MANAGEMENT BY OBJECTIVES, JOB<br />

NEW<br />

PARTICIPATIOn, AND PERFORMANCE APPRAISALS<br />

ENLARGEMENT,<br />

CAN ACHIEVE THESE GOALS BY LEARNING FROM<br />

MANAGERS<br />

DEVELOPING BETTER MARKET MEASUREMENTS AND MORE<br />

ACADEMICIANS<br />

TERRITORY LAYOUTt AND BY REFINING IHE SALES PLANNING<br />

PRECISE<br />

CONTROL PROCESSES TO ALLOW THEIR SALESMEN TC WORK TO<br />

AND<br />

BEST OF IHEIR POTENTIAL<br />

THE<br />

J<br />

DIEBOLD<br />

THE STILL-SLEEPING GIANT<br />

AOP<br />

BUSINESS REVIEW SEPTEMBER-OCTOBER, [964<br />

HARVARD<br />

EDP COMPUTERIZATION COST-CONTROL<br />

INFORMATION-PROCESSING<br />

ARTICLE BEGINS WITH BRIEF HISTORY OF THE USE<br />

THIS<br />

AOP SYSTEMS ALTHOUGH THEIR USE IS ACCEPTED hOW, THIS<br />

OF<br />

HAMPERED BY THE FACT THAT THERE IS STILL NO PLACE FOR ADF<br />

IS<br />

OUR ORGANIZATION STRUCTURE ADP IS BEING USED FOR MACHINE<br />

IN<br />

AND COST-CONTROL BUT EXECUTIVES ARE NOT APPLYING<br />

ACCOUNTING<br />

TO MANAGEMENT FUNCTIONS THE AUTHOR CALLS FOR A BOLDER<br />

ADP<br />

INNOVATIVE APPROACH TO ADP IN IHE FUTURE WITH THE<br />

MORE<br />

OF PERFECTEO MAN-COMPUTER COMMUNICATIONS,<br />

DEVELOPMENT<br />

SYSTEMSt SELF-CORRECTING PROGRAMS AND SELF<br />

POLUMODULAR<br />

SYSTEMS, ADP WILL BE ABLE TO ENCOMPASS MORE AND<br />

ORGANIZING<br />

OF THE BUSINESS STRUCTURE MANAGEMENT MUST PREPARE<br />

MORE<br />

THIS NEW WORLD OF ADP. FIRST II MUST RECOGNIZE THAT A<br />

FOR<br />

EXISTS SECOND, A GENUINE BUSINESS-RESEARCH EFFORT<br />

PROBLEM<br />

BE MADE MANDATCRY THIRD, A PLACE FOR ADP MUST BE<br />

WILL<br />

WITHIN THE ORGANIZATION STRUCTURE SO THAT A NEW<br />

CREATED<br />

BUSINESS INFORMATION SYSTEM CAN EXIST<br />

TOTAL<br />

ABSTRACTS<br />

TRCE hM<br />

C006<br />

LIGHT ON IDENTIFYING THE ALCOHOLIC EMPLOYEE<br />

NEW<br />

PERSONNEL SEPI-CCT 1964<br />

IS A GROWING RECOGNITION OF THE H[GH COST OF AL-'<br />

THERE<br />

IN EMPLOYEES THIS ARTICLE IS ON A STUDY CONDUCTED<br />

COHDLISM<br />

A LARGE COMPANY THE IMMEDIATE SUPERVISORS OF 72 EMPLOY-'<br />

IN<br />

DIAGNOSED AS ALCOHOLICS WERE GIVEN 44 ON THE JOB SIGNS<br />

EES<br />

ALCOHOLISM AND ASKED TO SELECT THE FIRST FIVE SIGNS THE<br />

OF<br />

NOTICIhG HOW OFTE AND HOW SOON. THERE WERE 17<br />

RECALLED<br />

WHICH APPEARED MOST FREQUENTLY THESE ARE RANKEG IN A<br />

ITEMS<br />

A SECOND TABLE GIVES THE FREQUENCY OF THESE SIGNS<br />

TABLE<br />

TABLES ARE RANKED BY SUPERVISORS AND THE ALCOHOLICS<br />

BOTH<br />

EARLY INDICATIONS GO UNNOTICED BY THE BOSS PAR-'<br />

SOME<br />

IN HIGHER POSITIONS A STUDY OF MEDICAL RECORDS<br />

TICULARLY<br />

ALSO GIVE CLUES SINCE ILLNESSES OF ALCOHOLICS SEEM TO<br />

WILL<br />

CONCENTRATED I SPECIFIC AREAS<br />

BE<br />

BAUER RA BUZZELL RD<br />

0007<br />

BEHAVIORAL SCIENCE AND SIMULATIC<br />

MATING<br />

BUSINESS REVIEW<br />

HARVARD<br />

PLANNING<br />

AUTHORS ARGUE THAT DIFFERENT KINDS OF ANALYTICAL<br />

ThE<br />

AND METHODS CAN BE INTEGRATED TO PRODUCE MORE EF<br />

CONCEPIS<br />

RESULTS THAN IF USED SEPARATELY THEY PRESENT A<br />

CFECTIVE<br />

EXAMPLE OF HOW BEHAVIORAL SCIENCE CONCEPTS AND<br />

SIMPLIFIED<br />

SIMULATION CAN BE COMBINED TO ANALYZE PROBLEM IN<br />

COMPUTER<br />

STRATEGY. COMBINING QUALITATTVE WIH QUANTITA<br />

ADVERTISING<br />

INFORMATION GIVES A MORE COMPLETE PICTURE OF THE SIT-'<br />

TIVE<br />

THE SOCIAL SCIENCE TELLS WHAT TO MEASURE AND WHAT TC<br />

UATION<br />

IF WE GET CERTAIN MEASUREMENTS THE COMPUTER OEVEL-'<br />

EXPECT<br />

A MODEL OF THE REAL WORLD WITH WHICH IT WANTS TO DEAL<br />

OPS<br />

THEN FEEDS APPROPRIATE DATA INTO THIS MODEL<br />

AND<br />

THE EXAMPLE WHICH DEALS WITH A FIRMS PROB-'<br />

DISCUSSING<br />

IN MARKETING SEAT BELTS, THE AUTHORS EXAMINE SUCH<br />

LENS<br />

AS AUDIENCE AIIITUDES, EXPOSURE TO MESSAGE READERS<br />

POINTS<br />

TO SALES MATERIAL AND OTHER ASPECTS OF RESEARCHING<br />

REACTIONS<br />

PLANNING A SALES CAMPAIGN AND HOW BOTH THE SCIENCES<br />

AND<br />

COMPUTERS HELPED THEM IN THIS CHARTS ARE IN THE ARTICLE<br />

AND<br />

PRENTING TO<br />

CO08<br />

SELECTION FOR REPETITIVE WORK<br />

BETTER<br />

SEPTEMBER OCTOBER 19LJ<br />

PERSONNEL<br />

TESTS<br />

DEALING WIIH REPETITIVE JOBS THE EMPHASIS HAS BEEN<br />

IN<br />

JOB ENLARGEMENT AND ALLEVIATING BOREDOM. THE CONTENTION<br />

ON<br />

THIS ARTICLE IS IHAT SELECTION PROCEDURES SHOULD BE RE--'<br />

OF<br />

TO INSURE IHAT REPETITIVE JOBS ARE FILLED BY PEOPLE<br />

OESIGNED<br />

ADAPTED TO ThEM EMPIRICAL STUDIES NOTED I THIS<br />

BEST<br />

SUPPORT THE IDEA THAT SOME PEOPLE LIKE REPETITIVE<br />

ARTICLE<br />

PRESENT SELECTION METHODS ARE NOT DESIGNED TO FIND<br />

WORK<br />

PEOPLE PERSONALITY TRAITS TO LOOK FOR ARE BASEC ON<br />

THESE<br />

EVIDENCE BUT INCLUDE MIDDLE AGE OR DLDER INTROVER-'<br />

SCANTY<br />

PSYCHOLOGICALLY STABLE, PERSERVERING AND CALM THREE<br />

SICN<br />

DF TESTS WERE SUGGESTED AS WAYS TO IMPROVE SELECTION<br />

TYPES<br />

EMPLOYEES FOR REPETITIVE WORK GENERAL INTELLIGENCE<br />

CF<br />

MOTOR DEXTERIIY OR MECHANICAL APTITDDE<br />

PERSONALITY<br />

TESTS MAY BE THE GREATEST AID SINCE TOLERANCE<br />

PERSONALITY<br />

THESE JOBS SEEM TO BE BASICALLY A MATTER OF TEMPERMENT<br />

FOR<br />

FATORA WA<br />

CC09<br />

TO PINPOINT PROBLEM AREAS IN WORK DISTRIBUTION<br />

hOW<br />

SEPTEMBER-OCTOBER 1964<br />

PERSONNEL<br />

JOB-CESCRIPTIO<br />

SUPERVISORS,<br />

ACCOUNT OF HOW WORK DISTRIBUTION ANALYSIS WAS USFD<br />

AN<br />

IMPROVE THE OPERATING EFFICIENCY IN A UNIT OF GENERAL<br />

TO<br />

LARGE JET ENGINE DEPARTMENT A BREAKDEWN OF THE<br />

ELECTRICS<br />

OF THE DEPARTMENT IS SHOWN BY SUBJECT FUNCTION TASK<br />

WORK<br />

RANDOM SAMPLING WAS EMPLOYED TO GET DETAILEC IN-'<br />

ACIIVIIY<br />

ON TIME bTAL[ZAT[ON COMPARISONS WERE DRAWN FOR<br />

FORMATION<br />

DIFFERENT CATEGCRIES SUCH AS BUYER AND PURCHASING AGENT<br />

THE<br />

TASK AND ACIIVIIY ANALYSIS WAS BASED CN THE ACTUAL<br />

AND<br />

COMPARED WITH A SURVEY OF SUPERVISORS AS TO<br />

RESULTS<br />

THEY CONSIDERED THEIR MOST IMPORTANT DUTIES THE BE-'<br />

WHAT<br />

AND AFTER ORGANIZATION CHARTS OF THE PURCHASING DE-'<br />

FORE<br />

ARE INCLUDED AN AVERAGE WORK BAY WAS DRAWN UP FOR<br />

PARTMENT<br />

FINAL REPORT<br />

THE<br />

BELCHER DW<br />

CClO<br />

TRENDS IN WAGE AND SALARY ADMINISTRATION<br />

OMINOUS<br />

SEPTEMBER-OCTOBER 196<br />

PERSONNEL<br />

MOIIVAIION<br />

ACFIEVEMENT,<br />

ARTICLE DEALS WITH TRENDS IN WAYG AND SALARY AD<br />

THIS<br />

AND ISSUES A WARNING THAT THEY MAY BE DECREAS-'<br />

MINISTRATION<br />

THE IMPORTANCE OF THIS FUNCTION ONE SUCH TREND IS THE<br />

ING<br />

ACCEPTANCE OF THE HERZBERG THEORY CF MOTIVATION<br />

GROWING<br />

TREND OF DOWNGRADING PAY AS A MOTIVATOR IS A RESULT OF<br />

THIS<br />

BASING IT ON ACHIEVEMENT ANOTHER TREND IS THE EMPHASIS<br />

NOT<br />

TECHNIQUES RATHER THAN OBJECTIVES THE ASSUMPTIONS WAGE<br />

ON<br />

SALARY ADMINISTRATION HAVE BEEN BASED EN ARE NOT EX-'<br />

AND<br />

IT IS MORE REALISTIC TO BASE WAGE ON PREFERENCES AS<br />

PLICIT<br />

THE WEIGHT ATTACHED TO SENIORITY PERFORMANCE ETC.<br />

REGARDS<br />

ON ASSUMPTIONS. ANOTHE TREND IN THIS FIELD IS THE EM<br />

THAW<br />

CN OLD TECHNIQUES AND A LACK OF INNOVATION THESE<br />

PHASIS<br />

HAVE NOI ALL ORIGINATED WITH WAGE AND SALARY AOMIN<br />

TRENDS<br />

BUT THEIR PRACTICES REINF@RCE THEM<br />

ISFRATORS<br />

SILER JW<br />

0C11<br />

OF BLILDING A WINNING TEAM.'<br />

FUNDAMENTALS<br />

SEPTEMBER-OCTOBER 964<br />

PERSONNEL<br />

SELECTION, PERFORMANCE EVALUATION<br />

TRAINING<br />

ARTICLE DEALS WITH LESSONS FOR MANAGEMENT OF CON-'<br />

THIS<br />

BUSINESSES THAT ARE PO[NTEO OUT BY THE GREENBAY<br />

VENTIONAL<br />

COMEBACK IN THE FOOTBALL WORLD IT SHOULD BE REMEM-'<br />

PACKERS<br />

THAT THE PERSONNEL FUNCTION IS NOT DESIGNED TO MAKE<br />

BERED<br />

KEEP PEOPLE CONSISTENTLY HAPPY THE PROBLEM WAS ONE OF<br />

ANO<br />

ONLY MEN TO WORK WITH HE FIRST FUNDAMENTAL IS DR-'<br />

hAVING<br />

GANIZATION THE COACH WAS GIVE SOLE RESPONSIBILITY AND

AUTHORITY AND HE SET UP A SIMPLE STRUCTURE WITH<br />

ADEQUATE<br />

OF AUTHORITY CLEARLY CEFINED THE SECOND FUNDAMENTAL<br />

LINES<br />

PERFORMANCE EVALUATION THE THIRD FUNDAMENIAL WAS SEL-'<br />

WAS<br />

THE FOURTH FUNDAMENTAL WAS FILLING IMMEDIATE NEEDS<br />

ECIION<br />

FIFTH FUNDAMENTAL WAS TRAINING THE SECRET CF THEIR<br />

THE<br />

WAS A MULTI-PRONGED APPROACH WITH EACH FACET BEING<br />

SUCCESS<br />

WITH THOROUGHNESS<br />

IMPLEMENTED<br />

GOLEMBIESWKI RT<br />

0012<br />

AS A PROBLEM IN OVERLAYS<br />

AUTHORIIY<br />

SCIENCE QUARTERLY JUNE 1964<br />

ADMINISTRATIVE<br />

ADMINISTRATIVE<br />

ORGANIZATION-ANALYSIS,<br />

PAPER HAS A DUAL PURPOSE-- TO BUILD A CONCEPTUAL<br />

THIS<br />

TO AUTHORITATIVE RELATIONS IN ORGANIZATIONS IHAT<br />

APPROACH<br />

REASONABLE INTERPRETATION OF EXISTING RESEARCH AND<br />

PERMITS<br />

ENCOURAGE SIGNIFICANT FUTURE RESEARCH ITS FOCUS IS UPON<br />

TO<br />

CONCEPTS COMMON IN THE STUDY OF AUTHORITY WHICH ARE<br />

SEVERAL<br />

TREATED AS BEING MORE OR LESS MUTUALLY EXCLUSIVE BUT<br />

OFTEN<br />

MAY ALSO BE USEFULLY LONIDER[P AS INTERACTING OVERLAY<br />

WHICH<br />

AUTHORITATIVE RELATIONS -HbS N THS PAPER AUTHORITATIVE<br />

OF<br />

ARE CONCEIVED AS INTEGRATIVE OR AS HAVING TRADI-'<br />

RELATIONS<br />

FUNCTIONAL ANO BEHAVIORAL COMPONENT OVERLAYS IN THE<br />

TIONAL<br />

OF THE INTEGRATIVE CONCEPTUAL APPROACH ILLUS-'<br />

APPLICATION<br />

HERE THE CRUCIAL ISSUE IS THE INCREASE DF THE CON-'<br />

TTRATED<br />

OF THE SEVERAL OVERLAYS SO THAT THEY SUBSTANTIALLY<br />

TGRUENCE<br />

ONE ANOTHER THE RELEVANT LITERATURE IS SAMPLED<br />

REINFORCE<br />

TO ILLUSTRATE APPLIED TECHNIQUES AND TO SKETCH AN OR-'<br />

BOTH<br />

STRUCTURE FOR CONGRUENCE OF THE SEVERAL OVERLAYS<br />

GANIZATIOh<br />

ZANDER WOLFE D<br />

0013<br />

REWARDS +CGCRDINATION AMONG COMMITTEE<br />

ADMINISTRATIVE<br />

MEMBERS<br />

SCIENCE QUARTERLY JUNE,1964<br />

ADMINISTRATIVE<br />

ACHIEVEMENT<br />

OF COORDINATING COMMITTEES MAy DEVELOP CON-'<br />

MEMBERS<br />

AND EVEN CONFLICTING INTENTIONS--TO HELP THEIR<br />

TRASTING<br />

TO ACCOMPLISH THEIR INDIVIDUAL ASSIGNMENTS AND TO<br />

COLLEAGUES<br />

DN THE GROUP TASK<br />

WORK<br />

NUMBER OF COORDINATING COMMITTEES IN A LARGE BUSINESS<br />

A<br />

WERE GIVEN AN EXPERIMENTAL TASK DESIGNED TD SIMULATE<br />

FIRM<br />

CONCEPTUAL CHARACTERISTICS OF THEIR COMMITTEES THE EF-'<br />

THE<br />

OF THREE DIFFERENT EXPERIMENTAL CONDITIONS WERE EXAM-)<br />

FELTS<br />

EACH CONCEIVED AS LIKELY TO GENERATE ONE OR ANOTHER OF<br />

INEO<br />

THREE MOTIVES JUST DESCRIBED AND EACH REPRESENTING A<br />

THE<br />

EMPHASIS IN THE REWARD SYSTEM OF LARGE ORGAN-'<br />

FEASIBLE<br />

THE RESULTS REVEAL THAT THE POTENTIAL REWARDS FOR<br />

IZATION<br />

SUCCESS, GROUP SUCCESS, OR BOTH CREAIE QUITE<br />

INDIVIDUAL<br />

STYLES OF INTERPERSONAL RELATIONS AND VARIEC DE-'<br />

DIFFERENT<br />

OF EFFECTIVENESS IN COLLABORATION AMONG MEMBERS<br />

GREES<br />

ROSENGREN WR<br />

0014<br />

ORGANIZATION CONDUCT IN THERAPUTIC MILIEAU<br />

COMMUNICATION<br />

SCIENCE QUARTERLY JUNE 1964<br />

ADMINISTRATIVE<br />

HOSPITAL-ADMINISTRATION ATTITUDES CLIENTS<br />

DECISION-MAKING<br />

PAPER ATTEMPTS TO DESCRIBE THE HISTORICAL FORCES<br />

THIS<br />

RECENT INNOVATIONS IN HOSPITAL ADMINISTRATION TO SET<br />

SHAPING<br />

THE ORGANIZATIONAL FEATURES OF THE THERAPUTIC MILIEU<br />

FOR'H<br />

TO TRACE THE INTERPERSONAL CDNSEQUENCES OF THE OE-'<br />

AND<br />

ESTABLISHMENT WITHIN THE DEBUREAUCRATIZEO<br />

BUREAUCRATIZED<br />

IMPORTANT PROCESSES CF CHANGE SEEM TO TAKE PLACE<br />

MILIEU<br />

IMPORTANTLY AFFECT THE CONTENT AND FUNCTIONS OF CON-'<br />

WHICH<br />

CHANNELS, THE PROCESS OF DECISION MAKING WITH<br />

MUNICATION<br />

TO BOTH CLINICAL AND ACMINISTRATIVE MATTERS,<br />

RESPECT<br />

THAT STAFF HAVE TOWARD THEMSELVES AND TOWARD<br />

AIIITUDES<br />

THE STRATEGIES WHICH STAFF EMPLOY TO ARTICULATE<br />

PATIENTS,<br />

CONDUCT FOR THE CLIENTS AND THE MEANING OF THE<br />

APPROPRIATE<br />

FOR BOTH PATIENTS AND STAFF<br />

INISTITLTION<br />

THCMPSCN VA<br />

C015<br />

OBJECTIVES FOR DEVELOPMENT ADMINISTRATIDNo'<br />

ADMINISTRATIVE<br />

SCIENCE QUARTERLY JUNE, 1964<br />

ADMINISTRATIVE<br />

POLICY<br />

PLANNING,<br />

PRACTICES AND PRINCIPLES OF THE WEST<br />

ADMINISTRATIVE<br />

DERIVEO FROM PREOCCUPATION WITH CONTROL AND THEREEORE<br />

HAVE<br />

LITTLE VALUE FOR DEVELOPMENT ADMINISTRATION IN UNDER-'<br />

HAVE<br />

COUNTRIES WHERE ThE NEED IS FOR AN ADAPTIVE AD-'<br />

DEVELOPED<br />

ONE THAT CAN INCORPORATE CONSTAPT CHANGE.<br />

MINISTRATION,<br />

ADAPTIVE ADMINISTRATIVE PRINCIPLES CAN BE DERIVED<br />

HOWEVER,<br />

THE RESEARCHES AND THEORIES OF THE BEHAVIORAL SCIENCES)<br />

FROM<br />

THESE SHOULD BECOME THE ADMINISTRATIVE OBJECTIVES OF<br />

AND<br />

ADMINISIRATQRS<br />

DEVELOPMENT<br />

OF SUCH OBJECTIVES ARE THE FOLLOWING-- AN<br />

ILLUSTRATIVE<br />

ATMOSPHERE, THE DPERATIONALIZING AND SHARING OF<br />

INNOVATIVE<br />

THE COMBINING OF PLANNING AND ACTING) THE INCREASING<br />

GOALS,<br />

TOLERATION OF INTERDEPENDENCE AND THE AVOIDANCE OF<br />

OF<br />

THESE PROPOSITIONS ARE ILLUSTRATED BY THE<br />

BUREAUPATHOLOGY<br />

OF SOME CONCRETE ADMINISTRATIVE PROBLEMS, SUCH AS<br />

ANALYSIS<br />

CENTRALIZATION--DECENTRALIZATION ISSUE<br />

THE<br />

ZANNETOS ZS<br />

COX6<br />

THOUGHTS ON INTERNAL CONTROL SYSTEMS OF THE FIRM<br />

SOME<br />

ACCDUNTINC REVIEW OCTOBER, 196<br />

THE<br />

EVALUATING, MOTIVATION<br />

COMMUNICATION,<br />

ARTICLE INITIALLY EXAMINES THE IMPLICATIONS AND<br />

THIS<br />

OF TWO IMPORTANT DETERMINISTIC MODELS, THE<br />

SHORT-COMINGS<br />

THEORY OF THE FIRM AND TAYLORS MODEL CF RATIONAL-'<br />

CLASSICAL<br />

OF OPERATIONS UNDER THEIR ASSUMPTICNS, NEITHER ONE<br />

IZATION<br />

ANY INTERNAL CONTROL SYSTEMS BECAUSE THE<br />

NECESSITATES<br />

ARE UNCONSCIOUSLY INFLUENCED TO ALLOCATE THEIR<br />

INDIVIDUALS<br />

OPTIMALLY THEN AN ALTERNATIVE MODEL EMPHASIZING<br />

EFFORTS<br />

COORDINATION DF ACTIVITIES FOR THE ACCOMPLISHMENT<br />

CONSCIOLS<br />

COMMON OBJECIIVES IS PRESENTED THIS IS ONE MODEL WHERE<br />

OF<br />

NECESSITY OF CONSCIOUS COORDINATION AND CONTROL OF<br />

IHE<br />

ENTERS<br />

ACTIVITIES<br />

THESE EXAMINATIONS A CASE FOR ACCOUNTING CONTROL<br />

FROM<br />

DEVELOPED ON THE ASSUMPTION THAT IT CAN PERFORM THE TASK<br />

IS<br />

COMMUNICATING INFORMATION OF OBJECTIVES, PROVIOE A<br />

OF<br />

FOR MOTIVATING EFFICIENT BEHAVIOR ANO PROVIDE A<br />

STANDARD<br />

FOR EVALUATING PERFORMANCE<br />

MEANS<br />

BUESCHEL RT<br />

CO17<br />

EDP IS IMPROVING HE PERSONNEL FUNCTION.'<br />

HOW<br />

PERSONNEL SEPTEMBER-OCTOBER 1964<br />

9O<br />

EVALLATE) REPORTS, RECRUITMENT, DATA-PROCESSINC<br />

INFORMATION,<br />

ARTICLE BRIEFLY DISCLSSES THE USE OF ELECTRONIC<br />

THIS<br />

PROCESSING IN FOUR BROAD PERSONNEL AREAS RECORDS AND<br />

DATA<br />

WAGES AND SALARIES SKILLS INVENTORIES<br />

ADMINISTRATION<br />

IT ALSO DEALS WITH THE PLANNING AND DESIGN<br />

EMPLOYMENT<br />

TO APPLY EOP TO THE PERSONNEL FUNCTION.<br />

NECESSARY<br />

RECORDS ECP OFFERS MORE COMPLETE AND TIMELY INFOR-'<br />

IN<br />

FOR THE PREPARATION CF REPORTS ONE FILE CAN HAVE<br />

NATION<br />

USES WHICH REDUCES CLERICAL WORKLOAD APPRECIABLY<br />

MULTIPLE<br />

WAGE ADMINISTRATION EDP CAN SIMULATE FUTURE COSTS<br />

IN<br />

PRESENT COSTS WITH IHOSE OF THE INDUSTRY AND BE A<br />

COMPARE<br />

DEVICE FOR THE SALARY ADMINISTRATOR<br />

CONTROL<br />

IS USED IN SKILLS INVENTORIES TD SPEEDILY LOCATE<br />

EDP<br />

FIRMS RESOURCES OF TALENT AND MAXIMIZE ITS USE<br />

THE<br />

COMBAT THE HIGH COST OF RECRUITING TECHNICAL PER-'<br />

TD<br />

EDP ENABLES THE EMPLCYMENT OFFICE TC MAKE FAST DE-'<br />

SDNNEL<br />

EVALUATE PLACEMENTS KEEP INTERNAL CONTROL AND CUT<br />

CISIONS<br />

COSTS GOOD PLANNING IS BASIC TO EFFECTIVE USE<br />

CLERICAL<br />

BREOKER M<br />

DOI8<br />

TRADITIONAL ORGANIZATIEN THEORY CONFLICT WITH THEORY<br />

DOES<br />

SEPTEMBER OCTOBER Ig64<br />

PERSONNEL<br />

SUPERVISION<br />

AUTHOR MAINTAINS THAT WHILE ORGANIZATION THEORY IS<br />

THE<br />

FROM THEORY Y THEY ARE NOT IN OPPOSITION, RATHER<br />

DIFFERENT<br />

OPERATE IN DIFFERENT AREAS<br />

THEY<br />

PRINCIPLES OF ORGANIZATION ATTEMPT TO IDENTIFY<br />

THE<br />

GENERAL CONNECTIONS BETWEEN BUSINESS PURPOSE AND STRUC-'<br />

THE<br />

INTERACTION PAITERNS AND WORK ACTIVITIES PREDICT THE<br />

TURAL<br />

DF PARTICULAR CONNECTIONS .OEVELOP ORGANIZA-'<br />

CONSEQLENCES<br />

STRUCTURES AND WORK ACTIVITIES TO FULFILL PARTICULAR<br />

TIDNAL<br />

OBJECTIVES<br />

THESE PRINCIPLES HAVE BEEN CAREFULLY CONSIDERED<br />

AFTER<br />

PLANNED FOR THEN IHEORY Y MAY BE MOST EFFECTIVE IN<br />

AND<br />

THE EMPLOYEES<br />

MANAGING<br />

LIPPINCOTT AANNESTAD E<br />

OOIg<br />

OF VOLUNTARY WELFARE AGENCIES<br />

MANAGEMENT<br />

HARVARD BUSINESS REVIEW NOVEMBER-DECEMBER lg64<br />

ARTICLE DISCUSSES THE SEVEN MOST IMPORTANT DUES-'<br />

THE<br />

DIRECTORS AND POLICY MAKERS CAN ASK ABOUT THE OPERA-'<br />

TIONS<br />

OF A VOLUNTARY NONPROFIT ORGANIZATION FIVE OF THESE<br />

TIONS<br />

DEAL WITH MANAGEMENT STANDARDS SUCH AS AN EF<br />

QUESTIONS<br />

BOARD AND SIAFF RELATIONSHIP, WEtL-OEFIED NEEDS<br />

FECTIVE<br />

BY THE AGENCY ADAQUATE FINANCIAL SAFEGUAROS AND<br />

SERVED<br />

FOR FUNDRAISING AGENCYS RELATION TO TE WORK OF<br />

CONTROLS<br />

NATIONAL ORGANIZATION AND WHETHER THE AGENCY IS DOING A<br />

THE<br />

JOB OF WHAT IT IS SET bP TO DO THE OTHER TWO QUESTIONS<br />

GOD<br />

WIIH EXTERNAL FACTORS AND TRENDS THEY ASK HOW MANY<br />

DEAL<br />

AGENCIES ARE IRYING TC DO ALL OR PART OF THE SAME JOB,<br />

OTHER<br />

WHETHER THE AGENCY FUNCTIONS IN PROPER RELATIONSHIP TO<br />

AND<br />

AGENCIES WHEN THESE QUESTIONS ARE ANSWERED THE<br />

GOVERNMENTAL<br />

CAN, UNDER WISE MANAGEMENT) OEVOTE THEIR TIME TO<br />

AGENCIES<br />

THE NUMBER OF PEOPLE REQUIRING SOCIETIES CARE TO A<br />

REDUCING<br />

AND INCREASING THOSE WHO CAN LEAD INDEPENDENT LIVES<br />

MINIMUM<br />

A MAXIMUM APPENDIX<br />

TO<br />

GREINER) LE<br />

CO20<br />

IN ORGANIZATION DEVELOPMENT.'<br />

BREAKTHROUGH<br />

BUSINESS REVIEW NOV-DEC, 64<br />

HARVARD<br />

LEARNING, TRAINING, RESEARCH-UTILIZATION<br />

DUCATIDN,<br />

ARTICLE DESCRIBES HOW BEHAVIORAL SCIENCE CONCEPTS<br />

THIS<br />

TEAM LEARNING FORM A LINK BETWEEN INDIVIDUAL LEARNING AND<br />

OF<br />

ORGANIZATION DEVELOPMENT THIS LINK IS IMPORTANT BE-'<br />

TOTAL<br />

IT SUGGESTS SOME ANSWERS TO A LONG-STANDING PROBLEM<br />

CAUSE<br />

HOW TO TEST AND DEMONSTRATE THE LARGE-SCALE USE-'<br />

INDUSTRY<br />

OF HUMAN RELATIONS RESEARCH AND TEACHING<br />

FUINESS<br />

MANAGERIAL GRID WAS PREPARED AND THE AUTHORS DISCUSS<br />

A<br />

THIS GRID SHOULD WORK AND HOW IT ACTUALLY DID WORK IN<br />

HOW<br />

EXPERIMENT CHARTS ARE USED TO SIMPLIFY AND ORGANIZE THE<br />

AN<br />

AFTER STUDYING THE PROGRAM, THE AUTHORS CONCLUDE<br />

FINDINGS<br />

IT CAN BE SUCCESSFUL UNDER CERTAIN CONDITICNS WHICH<br />

THAT<br />

LISTED IN THE ARTICLE THUS WITH OUTSIDE ASSISTANCE,<br />

ARE<br />

NOW CAN TEACH MANAGERIAL AND TEAM EFFECTIVENESS<br />

MANAGERS<br />

ALSO APPEARS THAT THIS TYPE OF EDUCATIONAL STRATEGY CAN<br />

IT<br />

TO MAKE S[GNIEICENT CONTRIBUTIONS TO ORGANIZATIONAL<br />

HELP<br />

AS WELL<br />

EFFECTIVENESS<br />

BROUWER, PS<br />

C021<br />

POWER TO SEE OURSELVES<br />

THE<br />

BUSINESS REVIEW NOV-DEC, 64<br />

HARVARD<br />

SELF CONCEPT<br />

ATTITUDES<br />

AUTHOR DISCUSSES THE IMPORTANCE OF THE SELF-'<br />

THE<br />

IN MANAGER DEVELOPMENT IT IS IMPORTANT BECAUSE<br />

CONCEPT<br />

WE DO, SAY, OR PERCIEVE IS INFLUENCEC BY HOW WE<br />

EVERYTHING<br />

OURSELVES IF A COMPANY WATS TO CHANGE A MANAGERS GOALS<br />

SEE<br />

ATTITUDES IT IS ESSENTIAL THAT THE CHANGE BEGINS WITH A<br />

OR<br />

IN HIS SELF CONCEPT THE PROBLEMS WHICH ARISE AS A<br />

CHANGE<br />

OF CONFLICTS IN SELF-CONCEPTS ANO IN THE NATURAL<br />

RESULT<br />

TO CHANGE ARE DISCUSSED IN THE ARTICLE IT ALSO<br />

RESISTANCE<br />

THE STEPS REQUIRED TO REACH A CHANGE IN SELF--'<br />

INVESTIGATES<br />

THESE STEPS ARE A SELF-EXAMINATION WHICH WILL<br />

CONCEPT.<br />

SELF-EXPECTATIONS WHICH WHEN ANALYSED, WILL REVEAL<br />

REVEAL<br />

CHANGES IN EXPECTATIONS ARE NECESSARY THESE CHANGES<br />

WHERE<br />

IHEN BE DEVELOPED PRIMARILY THROUGH THE EXECUTIVES OWN<br />

MUST<br />

SELF-DIRECTION<br />

THE EXECUTIVE MUST FIRST SEE HIMSELF AS HE IS<br />

THUS,<br />

SECOND AS HE WOULD LIKE TC BE, AND THIRD, AS IT IS<br />

NOW,<br />

FOR HIM TO BE HE MUST THEN COORDINATE THE THREE.<br />

POSSIBLE<br />

LASS RT<br />

C022<br />

FOR PLANNING<br />

PATTERN<br />

SERVICES SEPTEMBER-OCTOBER 1964<br />

MANAGEMENT<br />

GOAL-SETTING<br />

ARTICLE SETS FORTH A SERIES OF STEPS TO BRING ALL<br />

THIS<br />

IMPORTANT ELEMENTS OF A BUSINESS TOGETHER IN A UNIFIED<br />

THE<br />

FOR PROFIT<br />

PATTERN<br />

IN GENERAL TERMS WHAT YOU WANT TO ACCOMPLISH<br />

DECIDE<br />

ASSIGN QUANTITIES TO THEM. 2. GET A CLEAR IDEA OF THE<br />

AND<br />

OF THE ORGANIZATION. DATA WILL POINT OUT AD<br />

CAPABILITIES

AND DEFICIENCIES OF THE FIRM PROECT WHAT WILL<br />

VANTAGES<br />

IN THE FLTURE IF NO EXCEPTIONAL ACTION IS TAKEN<br />

HAPPEN<br />

DEPARTMENT MANAGERS SHOULD WORK OUT SPECIFIC ATTAINABLE<br />

4<br />

FOR THEMSELVES WHICH ARE IN LINE WITH THE GENERAL DB-'<br />

GOALS<br />

OF STEP DEPARTMENT MANAGERS SHOULD DEVELOP<br />

JECTIVES<br />

MEANS TO ACCOMPLISH THE OBJECTIVES. STEPS 4 AND<br />

SPECIFIC<br />

REVIEWED AND REFINED. 6 SET UP A SYSTEM OF REPORTING<br />

ARE<br />

ANALYSING PERFORMANCE<br />

AND<br />

ARE TWO IABLES, ONE A SUMMARY OF TFE STEPS AND<br />

THERE<br />

PURPOSES OF EACH, THE OTHER A DEPARTMENTAL PLAN EXAMPLE<br />

THE<br />

RW<br />

SAUBER<br />

QUARTERLY PLAN REVIEW<br />

THE<br />

SERVICES NOVEMBER DECEMBER 1964<br />

MANAGEMENT<br />

FORECASTt PREDICTION<br />

PLAN-MAKING,<br />

AVOID THE INFLEXIBILITY OF ANNUAL PROFIT PLANS YET<br />

TO<br />

OVERBURDEN THE OPERATING DEPARTMENTS A QUARTERLY REVIEW<br />

NOT<br />

PROFITS SHOULD BE UNDERTAKEN<br />

OF<br />

SHORT CASES SHOW THE FALLACY OF ANNUAL INFLEXIBLE<br />

3<br />

AN EXHIBIT SHOWS THE PLANNING SCHEDULE CN A QUART-'<br />

PLANS<br />

BASIS REVIEW DOES NOT NECESSARILY MEAN CHANGE EXHI-'<br />

ERLY<br />

2 SHOWS THE ROLLING QUARTER CONCEPI IN WHICH A 3 MONTH<br />

BII<br />

IS ADDED TO HIS PLAN EACH QUARTER THE WORK OF<br />

FORECAST<br />

THESE PLANS BECOMES ROUTINE AND IS MORE EASILY AC-'<br />

MAKING<br />

THAN THE HUGE TASK GF ANNUAL BUDGETING IT PRO-'<br />

COMPLISHED<br />

MANAGERS WITH A CURRENT YARDSTICK TO MEASURE OPERA-'<br />

VIDES<br />

AND A BASIS FOR REVIEWING CAPITAL EXPENDITURES<br />

TIONS<br />

ARE A FEW OF THE ADVANTAGES GIVEN AND A LISTING<br />

THESE<br />

OTHERS ARE INCLUDED IN THE ARTICLE<br />

OF<br />

JB<br />

WEINERt<br />

NEW ART OF FREE-FORM MANAGEMENT<br />

THE<br />

REVIEW AND MODERN INDUSTRY DECEMBER 1964<br />

DUNS<br />

OVER-ORGANIZATICN<br />

RESPONSIBILITY<br />

LATEST TREND IN MANAGEMENT PRACTICES IS THAT OF<br />

THE<br />

FORM MANAGEMENT IT SHUNS RIGID CHAINS OF COMMAND<br />

FREE<br />

ORGANIZATION CHARTS AND EMPLOYS THE BEHAVIORAL SCIENCES<br />

AND<br />

ADAPTING HUMAN RESOURCES TO THE PRIMARY BUSINESS GOALS OF<br />

BY<br />

CORPORATION IN A RETURN TO THE EARLY DAYS OF AMERICAN<br />

THE<br />

MANAGEMENT.<br />

INC, INA AND OTHERS PRESENT THEIR ADAPTATION<br />

POLAROID<br />

FREE-FORM MANAGEMENT FROM THE CONGESTION OF OVER<br />

TO<br />

WHILE ORGANIZATION STRUCTURES AND CHARTS ARE<br />

ORGANIZATION<br />

DISREGARDED, MORE EMPHASIS IS PLACED ON INDIVIDUAL<br />

NOT<br />

AT THE MANAGERIAL LEVEL FEWER MEETINGS<br />

RESPONSIBILITY<br />

MORE REAL WORKING TIME AND A GREATER INTERCHANGE DF<br />

ALLOWING<br />

AMONG DIFFERENT DEPARTMENTS THE IDEA OF MAN HAVING<br />

IDEAS<br />

BOSS IS DISREGARDED BY SOME AS ARE OTHER CLASSICAL<br />

ONE<br />

IDEAS<br />

MANAGEMENT<br />

DD<br />

MCCCNKEY,<br />

MANAGERIAL SUCCESS<br />

JUDGING<br />

HORIZONS FALL 64<br />

BUSINESS<br />

EVALUATIGN MEASUREMENT<br />

PERFORMANCE<br />

AUTHOR REJECTS TRADITIONAL FORMS OF MEASURING THE<br />

THE<br />

OF MANAGERS IN FAVOR OF THE IMPROVED METHOD OF<br />

PERFORMANCE<br />

BY RESULTS IN WHICH REALISTIC GOALS, CONSISTENT<br />

MANAGEMENT<br />

THE COHPANYS LONG-RANGE GCALS, ARE DEFINED FOR THE<br />

WITH<br />

BY EXECUTIVES RESULTS CAN THEN BE MEASURED AGAINSI<br />

MANAGERS<br />

GOALS THE AUTHOR ALSO DISTINGUISHES BETWEEN<br />

SPECIFIC<br />

AND MULTIPLE LEVELS OF ACCOUNTABILITY AND WITH THE<br />

SINGLE<br />

OF A TWO PAGE CHART, DISCUSSES THE QUANTITATIVE AND<br />

HELP<br />

MEASURING OF MANAGEMENT POSITIONS IHUS= THE<br />

QUALITATIVE<br />

IS A PLEA FOR MANAGEMENT BY RESULTS AND MULTIPLE<br />

ARTICLE<br />

OF ACCOUNTABILITY IN ORDER TO PROVIDE TRULY EFFECTIVE<br />

LEVELS<br />

OF MANAGEMENT PERFORMANCE<br />

MEASURES<br />

M<br />

KAPLAN<br />

PLANNER, GENERAL PLANNING AND THE CITY<br />

THE<br />

ECONOMICSt AUGUST, 1964<br />

LAhC<br />

EVALUATE, URBAN<br />

SATISFACTION,<br />

PLANNERS HAVE MADE IMPORTANT CONTRIBUTICNS TO<br />

ALTHOUGH<br />

URBAN LIFE, SATISFACTION WITH PAST RESULTS IS NOT<br />

IMPROVING<br />

THE AUTHOR SUGGESTS SEVERAL DEPARTURES FROM CUR<br />

ENOUGH<br />

PLANNING PRACTICES HIS PLANS CALL FOR THE PLANNERS NOT<br />

RENT<br />

ABSIRACT A COMPLETE SET CF URBAN VALUES NOR TO EVALUATE<br />

TO<br />

THE CONSEQUENCES OF ALL ALIERNATIVES, BUT TO RESTRICT<br />

ALL<br />

ATTENTION TO FEWER ALTERNATIVE POLICIES THE AUTHOR<br />

HIS<br />

HOW HIS PLAN CALLS FOR A MUCH CLOSER RELATIONSHIP<br />

DISCUSSES<br />

PHYSICAL AND SOCIAL PLANNING WHICH THE AUTHOR<br />

BEIWEEN<br />

IS A VERY IMPORTANT RELATIONSHIP- A NUMBER OF<br />

BELIEVES<br />

WHICH CAN BE UTILIZED TO INTEGRATE SOCIAL<br />

APPROACHES<br />

PHYSICAL PLANNING ARE ALSO INVESTIGATED<br />

AND<br />

CT SAVINGt TR<br />

BREHM,<br />

DEMAND FOR GENERAL ASSISTANCE PAYMENTS<br />

THE<br />

AMERICAN ECONOMIC REVIEW DEC, 64 VOL LIV ND 6<br />

THE<br />

PUBLIC-ASSISTANCE<br />

AUTHOR BEGINS WITH A THEORETICAL DISCUSSION DF<br />

THE<br />

ON DECISIONS TO DEMAND PUBLIC ASSISTANCE, CON-'<br />

INFLUENCES<br />

GOVERNMENT ASSISTANCE PAYMENTS (GAP) A SPECIAL CASE<br />

SIDERING<br />

THE DEMAND FOR LEISURE<br />

OF<br />

FOR BOTH STATE AND FEDERAL PRCGRAMS ARE EXPLOREO<br />

DATA<br />

WELL AS AN ESTIMATING PROCEDURE<br />

AS<br />

RESULTS INDICATE THAT LEVEL OF GAP IS AN IMPORTANT<br />

THE<br />

IN EXPLAINING PERCENTAGE OF STATE POPULATION Oh GAP<br />

VARIABLE<br />

AS IS VARIANCE IN CONSUMERS WITH ZERO WAGE ALTERNA-'<br />

ROLLS<br />

TIVES<br />

THE DECISICh TO DEMAND GAP EEPENDS ON<br />

THEORETICALLY,<br />

INCOME, MINIMUM SOCIALLY-DESIRABLE INCOME, AND THE<br />

EARNED<br />

FACTOR APPLIED TO RELIEF PAY BY THE CONSUMER<br />

DISCOUNT<br />

AUTHOR DOES NOT IMPLY THAT THE GAP PROGRAM BE<br />

THE<br />

OR STOPPED, BUT INDICATES THAT GAP RECIPIENTS ARE<br />

SLOWED<br />

OIHER CONSUMERS IN REACTING TO ECONOMIC INCENTIVES<br />

LIKE<br />

FR<br />

MESSNER<br />

SYSTEMS APPROACH TO INDUSTRIAL MARKETING COMMUNICATIONS<br />

A<br />

OF MARKETING OCTOBER 1964<br />

JOURNAL<br />

EFFICIENCY<br />

MANAGEMENT OF INDUSTRIAL FIRMS ARE INCREASINGLY<br />

TOP<br />

FOR MORE INFORMATION ON THE EFFECTIVENESS OF ADVER-'<br />

ASKING<br />

TISING SO AS TO MAKE BETTER VALUE JUDGEMENTS° THIS GROWING<br />

91<br />

IS DUE TO MARKETING FUNCTION BECOMING MORE IMPO<br />

CONCERN<br />

TO INDUSTRIAL FIRMS 2 A LARGE PART OF THE MARKETING JOB<br />

TANT<br />

COMMUNICATIONS WEAKNESSES IN MARKETING COMMUNICATIONS<br />

IS<br />

PROFIT INHIBITORS A SYSTEMS APPROACH SHOULD CONSIST OF<br />

ARE<br />

LEASI THE FOLLOWING STAGES ESTABLISH THE COMPANY GOALS<br />

AT<br />

THEMARKET SITUATION AS TO WHAT IT IS THE BUYING<br />

PINPOINT<br />

PATTERN, IMPORTANT DECISIONS OF THESE INFLUENCES<br />

INFLUENCE<br />

COMPETITIVE EDGE lh PRODUCT, PACKAGE DISTRIBUTION,<br />

CREATING<br />

MERCHANDISING PROGRAM 4 DEFINE THE ROLE OF COMMUN<br />

SERVICE=<br />

SELECT COMMUNICAIION OBJECTIVES 6 ESTABLISH<br />

ICATIONS<br />

MARKS FOR MEASURING EFFECTIVENESS ? DEVELOP MESSAGE<br />

BENCH<br />

DEVELOP MEDIA AND MONEY STRATEGY 9 DEVELOP AUDI-'<br />

STRATEGY<br />

STRATEGY 10 PILOT-TEST CDMMUNICATIGNS I VIEW ENTIRE<br />

ENCE<br />

CYCLE 12 PROVE EFFICIENCY.<br />

COMMUNICATIONS<br />

WONG Y<br />

0029<br />

PATH ANALYSIS FOR hEW PRODUCT PLANNING<br />

CRITICAL<br />

OF MAKETING OCTOBER 1964<br />

JOURNAL<br />

PLANNING-TECHNIQUE<br />

PURPOSE OF THIS ARTICLE IS TO INTRODUCE THE GROUP<br />

THE<br />

TECHNIQUES CALLED CRITICAL PATH ANALYSIS CPA AND ITS<br />

OF<br />

TO NEW PRODUCT PLANNING THE PROCESS OF NEW<br />

APPLICATION<br />

PLANNING AS A FUNCTION OF MARKETING MANAGEMENT IS<br />

PRODUCT<br />

DESCRIBED THE CONCEPT OF CPA IS THAT RELATED JOBS OF<br />

FIRST<br />

PROJECT ARE LAID CU IN PATHS, ACCORDING TO THE ORDER IN<br />

A<br />

IHEY MUST BE PERFORMED THE TIME REQUIRED FOR EACH JOB<br />

WHICH<br />

DETERMINED, THEN THESE TIMES ARE SUMMED ALONG EACH PATH<br />

IS<br />

FIND THE LONGEST PATH WHICH GIVES PROJECT DURATION<br />

TO<br />

OF THE TYPES OF INFORMATION CPA PROVIDES IS GIVEN A<br />

LISIING<br />

NEW PRODUCT VENTURE IS PRESENTED TO SHOW THE<br />

HYPOTHETICAL<br />

RATIONALE AND CAPABILITIES PLANNING, SCHEDULING<br />

TECHNIQUES<br />

CONTROL ARE THE PHASES INVOLVED IN USING CPA EXTENSIONS<br />

AND<br />

CPA AND ITS VALUE IN A NEW PRODUCT VENTURE ARE ALSO DIS-'<br />

OF<br />

CUSSED<br />

MAYFIELD EC<br />

CO30<br />

INTERVIEWS AN EVALdATION OF PUBLISHED RESEARCH<br />

SELECTION<br />

PSYCHOLOGY AUTUYh, 1964<br />

PERSONNEL<br />

PLACEMENT<br />

DECISION-MAKING,<br />

THE LAST FEW YEARS, THE SELECTION INTERVIEW HAS BEEN<br />

IN<br />

TO A GREAT DEAL OF CRITICISM, MOST OF WHICH HAS<br />

SUBJECTED<br />

A GENERAL LACK OF EVIDENCE CONCERNING THE INTER-'<br />

STRESSED<br />

RELIABILITY AND VALIDITY THE AUTHOR, WHILE AGREEING<br />

VIEWS<br />

THE MOST PART WITH PRIOR CRITICISM= ATTEMPTS TO TAKE<br />

FOR<br />

FLRTHER STEPS FIRST HE EXPLAINS THE PRESENT LIMITED<br />

THREE<br />

IN TERMS OF A LACK OF COMPARABILITY BETWEEN<br />

KNOWLEOGE<br />

AND AN OVERDEPENDENCE ON RESEARCH RESULTS FROM OTHER<br />

STUDIES<br />

SECOND, NUMEROUS RESEARCH FINDINGS WHICH HAVE RE-'<br />

AREAS<br />

SUPPORT FROM PORE THAN ONE STUDY ARE SUMMARIZED AND<br />

CEIVEO<br />

THIRD, A STARTING POINT FOR BASIC RESEARCH ON THE<br />

DISCUSSED<br />

INTERVIEW WHICH MAY LEAD TO MORE PROFITABLE RE-'<br />

SELECTION<br />

IN THE FUTURE IS PRESENTED THE AUTHOR GIVES THE<br />

SEARCH<br />

OF THE OECISION MAKING PROCESS AS IT OPERATES<br />

INVESTIGATION<br />

THE INTERVIEW AS PROBABLE AND PROFITABLE SIARTING<br />

IN<br />

FIVE PAGES OF REFERENCES FOLLOW THE ARTICLE<br />

POINT<br />

MAIER, NRF HOFFMAN, LR<br />

0031<br />

OF PROBLEMS CCFRONTIhG MANAGERS<br />

TYPES<br />

PSYCHOLOGY AUTUMN, 1964<br />

PERSONNEL<br />

DECISION-MAKING<br />

EVALUATION,<br />

ARTICLE INVESTIGATES MAIERS PROPOSAL THAT MANAGE-'<br />

THIS<br />

PROBLEMS MAY BE CLASSIFIEC ACCORDING TO THE DEGREE TO<br />

PENT<br />

IHEIR SOLUTIONS REQUIRE TWO ESSENTIAL INGREDIENTS TO<br />

WHICH<br />

THEM EFFECTIVE. THESE INGREDIENTS ARE QUALITY, THE DE-'<br />

MAKE<br />

TO WHICH OBJECTIVE FACIS HAVE BEEN UTILIZED AND EVALU<br />

GREE<br />

AND ACCEPTANCE, THE DEGREE TO WHICH THE SUPPORT OF THE<br />

ATED,<br />

OF THE DECISION HAS BEEN MOBILIZED USING THESE<br />

EXECUTERS<br />

THE ALTHORS SUGGEST THREE CLASSIFICATIONS FOR<br />

INGREDIENTS<br />

PROBLEMS THE ARTICLE THEN DISCUSSES A STUDY IN<br />

MANAGEMENT<br />

MANAGERS WERE ASKED TC CLASSIFY THE PROBLEMS THEY<br />

WHICH<br />

IN THEIR JOBS INTO THE THREE SUGGESTED TYPES A<br />

PERCEIVE<br />

OF THE PROCEDURE, SUBJECTS, AND RESULTS OF THE<br />

DESCRIPTION<br />

ILLUSTRATE WITH TABLES, MAKES UP THE BULK OF THE<br />

STUDY<br />

A DISCUSSION OF THE RESULTS AND THEIR APPLICATION<br />

ARTICLE<br />

PARTICIPATIVE APPROACHES TO MANAGEMENT CONCLUDES THE<br />

TO<br />

ARTICLE<br />

MACINNEY, AC DUNNETTE,<br />

0032<br />

INDUSTRIAL PSYCHCLOGISTS JCB<br />

THE<br />

PSYCHOLOGY AUTUMN, 1964<br />

PERSONNEL<br />

JOB-DESCRIPTION<br />

ARTICLE PRESENTS THE RESULTS FROM THE SECTIONS OF<br />

THIS<br />

1961 SURVEY OF THE DIVISION 14, INDUSTRIAL<br />

UhNETTES<br />

MEMBERSHIP WHICH SOLICITED JOB DESCRIPTION<br />

PSYCHCLDGY<br />

THE RESULTS ARE SUMMARIZED IN TERMS OF FRE<br />

FORMATION<br />

WITH WHICH THE RESPONOENTS INDICATE THAT NINETEEN<br />

QUENCIES<br />

DESCRIPTIVE CATAGORIES MAKE UP AN IMPORTANT PART OF THE<br />

JOB<br />

A FACTOR ANALYSIS OF THE INTERCORRELATIONS AMONG THESE<br />

JOBS<br />

REVEALS FIVE FACTORS<br />

CATAGORIES<br />

GENERAL FACTOR, PSYCHOLOGICAL WORK IN INDUSTRY<br />

A<br />

PERSONNEL ADMINISTRATION<br />

2<br />

TEST RESEARCH<br />

3<br />

WORKING WITH PEOPLE<br />

4<br />

FACTOR LABELED VARIGUSLY ORGANIZATIONAL ANALYSIS<br />

A<br />

MORALE MEASUREMENT OR ADVISING MANAGEMENT<br />

OR<br />

CHARTS AND TABLES AID THE AUTHORS IN PRESENT<br />

NLPEROUS<br />

CLEAR PICTURE OF THE SAMPLE, THE RESULTS, AND A BRIEF<br />

INGA<br />

OF THE IMPLICATIONS OF THE STUDY<br />

DISCUSSION<br />

DEhTON JC<br />

CC33<br />

VALIDATION OF INTERVIEW-TYPE DATA<br />

THE<br />

PSYCHOLOGY AUTUMN,<br />

PERSONNEL<br />

RECRUITMENT, SURVEY-ANALYSIS<br />

SELECTION,<br />

ARTICLE DISCUSSES A STUDY WHICH HAD THE PURPOSE OF<br />

IHIS<br />

A DIFFERENT METHOD FOR ACCUIRING INTERVIEW<br />

INVESTIGATING<br />

AND TO ANALYZE THE VALIDITY OF THE RESPONSE<br />

INFORMATION<br />

THIS PROBLEM WAS DISCUSSED USING LARGE SALES OR-"<br />

CONTENT<br />

FOR ILLUSTRATION PURPOSES<br />

GANIZAIION<br />

AUTHOR DISCUSSES THE BACKGROUND RESEARCH FOR THE<br />

THE<br />

ALONG WITH THE METHODS ANO PROCEDURES USED IN HIS<br />

STUDY,<br />

THE RESULTS ARE GIVE AND FOLLOWED WITH A DISCUSSION<br />

STUDY

STATES THAT PREDICTION OF SUCCESS IN SELLING IS POS-'<br />

WHICH<br />

WITH WRITIEN INTERVIEWS. THUS IMPROVEMENT OF SALES<br />

SIDLE<br />

IS THEREBY POSSIBLE<br />

PERSONNEL<br />

LIST OF FOUR FACTORS OF RATING DATA WHICH INCLUDES<br />

A<br />

JOB PERFORMANCE, LEAOERSHIP BEHAVIOR, PROPER JOB<br />

INTELLIGENT<br />

AND RELATIONS WITH OTHERSt IS PRESENTED DEFINED<br />

ATTITUDEt<br />

DESCRIBED TWO TABLES ARE USED TO PRESENT FREQUENCY AND<br />

AND<br />

FIGURES<br />

VALIDIIY<br />

HARDIN E<br />

034<br />

OF PARTICIPANTS IN AN EMPLOYEE SUGGESTION<br />

CHARACTERISTICS<br />

PLAN<br />

PSYCHOLOGY AUTUMn I964<br />

PERSONNEL<br />

ATTITUDES<br />

SUPERVISORS,<br />

ARTICLE IS CONCERNED WITH THE PERSONAL-BACKGROUND,<br />

THE<br />

AND SIIUATIONAL FACTORS ASSOCIATED WITH OFF-'<br />

ATTITUDINAL<br />

PARTICIPATION OF WHITE COLLAR EMPLOYEES IN A NEW<br />

FERENTIAL<br />

PLAN OF A MEDIUM SIZEO CASUALTY INSURANCE COMPANY<br />

SUCGESTION<br />

THE UNITED STATES AFTER A BRIEF DISCUSSION CF PREVIOUS<br />

IN<br />

ALONG THE SAME LINES, THE AUTHOR GOES INTO THE PRO-'<br />

STUDIES<br />

OF HIS OWN SIUDIES HE THEN GIVES HIS FINDINGS USINC<br />

CECURES<br />

AND NUMEROUS FORMULAS TO PRESENT MUCH OF HIS IN<br />

TABLES<br />

FORMATION.<br />

RESULTS OF IHE STUOY FOUND NO SUPPORT FOR COMMON<br />

THE<br />

THAT SUGGESIORS ARE PRONE TO GRIPE ANO TO BE HURT BY<br />

NOTIONS<br />

OF SUGGESTIONS OR, BY CONTRAST TO BE COMPANY MEN<br />

REJECTION<br />

DID, HOWEVER, PROVIDE SOME SUPPORT FOR THE ASSERTIONS<br />

THEY<br />

MUCH MANAGEMENT LITERATURE THAT THE SUPERVISORS CAN<br />

OF<br />

AFFECT THE SUCCESS CF A SUGGESTION PLAN<br />

GREATLY<br />

RITTI RR<br />

0C35<br />

IN FACTOR-ANALYSIS OF A SUPERVISORY BEHAVIOR INVENTORY<br />

HALO<br />

PSYCHOLOGY AUTUMn, 1964<br />

PERSONNEL<br />

EVALUATION<br />

RATING<br />

ARTICLE DESCRIBED A FACTOR ANALYSIS OF SUPERVISORY<br />

THIS<br />

RATINGS USING A PROCEDURE OF STANDARDIZING BOTH BY<br />

BEHAVIOR<br />

AND BY SUBJECT, IN ORDER TO ELIMINATE A COMPONENT<br />

VARIABLE<br />

CORRELATION DUE IO DIFFERENCES IN SUBJECTIVE MEANS AND<br />

OF<br />

DEVIATION THIS PROCEDURE RESULTS IN A LARGE RE-'<br />

STANDARD<br />

IN THE RELATIVE SIZE OF THE FIRST PRINCIPLE COMPON-'<br />

DUCTION<br />

A SYSTEMATIC REDUCTION IN THE CORRELATIONS BETWEEN<br />

ENT,<br />

VECTORS OF IHE OBLIQUE FACTOR SOLUTION, AND IN A<br />

PRIMARY<br />

CLEARLY DEFINED SIMPLE STRUCTURE RESULTING FROM THE<br />

MORE<br />

ROTATIONS<br />

OBLIQUE<br />

AN INTRODUCTION CF VARIOUS RESEARCH PROJECTS,<br />

AFTER<br />

AND RESULTS, THE AUTHOR FILLS THE BULK OF THE<br />

METHODS,<br />

WITH COMPARISON OF THE RESULTS AND FACTORS TABLES<br />

ARTICLE<br />

USED TO SUMMARIZE THE INFORMATION<br />

ARE<br />

MCLAUGHLIN, WJ<br />

C036<br />

USE OF STATISTICAL SAMPLING BY INTERNAL AUDITORS<br />

THE<br />

INTERNAL AUDITOR FALL, 1964<br />

THE<br />

ACCOUNTING<br />

CERTAINTY IN AUDIT TESTS IS THE ULTIMATE GOAL<br />

ABSOLUTE<br />

IT IS NOT OFTEN PRACTICAL POSSIBLE SOLUTIONS<br />

UNFORTUNATELY,<br />

EVER-PRESENT RISK AND UNCERTAINTY ARE JUDGEMENT AND<br />

FOR<br />

SAMPLING, THE LATTER BEING FAR MORE RELIABLE IT<br />

STATISTICAL<br />

NOT WIDELY ACCEPTED, THOUGH IT OFFERS THE INTERNAL<br />

IS<br />

BETTER INFORMATION IN MORE ECONOMICAL UNITS IT DOES<br />

AUDITOR<br />

REPLACE THE AUOITOR OR HIS GOOD JUDGEMENT, BUT MAKES HIM<br />

NOT<br />

MORE VALUABLE TO HIS FIRM<br />

EVEN<br />

APPLICATION OF STATISTICAL SAMPLING IS PRESENTED FOR<br />

AN<br />

DATA PROCESSING, IN A COMBINATION OF TWO NEW<br />

MANAGERIAL<br />

FOR BUSINESS<br />

TOOLS<br />

RELUCTANCE OF AUDITORS TO EMPLOY THIS METHOD IS<br />

THE<br />

AND FOUND TO HAVE LITTLE BASIS BEYOND MISUNDER-'<br />

DISCUSSED<br />

EDUCATION, EXPERIMENTATION AND USEFUL APPLICA<br />

STANDING<br />

ARE SUGGESTED AS MEANS OF DISCLVING THIS AVERSION SO<br />

TIONS<br />

STATISTICAL SAMPLING WILL CEASE TO BE A PROBLEM AND<br />

THAT<br />

ITS RIGHTFUL PLACE AS VALUABLE SOLUTION<br />

TAKE<br />

BLLMENTHAL SC<br />

0037<br />

THE CHAIN OF COMMAND<br />

BREAKING<br />

AUTOMATION DECEMBER, 1964<br />

BUSINESS<br />

COMMUNICATION<br />

ARTICLE DESCRIBES THE RECENT TREND FROM TRADITIONAL<br />

THE<br />

APPLICATIONS INTO MORE ADVANCED BUSINESS SYSTEMS IN<br />

COMPUTER<br />

OF ITS DEVELOPING IMPACT ON LARGE BUSINESS ORGANIZA-'<br />

TERMS<br />

MANAGEMENT MUST LEARn THE MANAGEMENT OF COMPUTERS AS<br />

TICNS<br />

AS MEN AND ORGANIZATIONS SO THAT THE MEN AND COMPUTERS<br />

WELL<br />

COMPLEMENT EACH CTHER AND WORK EFFICIENTLY<br />

CAN<br />

WELLS WD<br />

0038<br />

SON OF EQ, AND TE REACTION PROFILE<br />

EQ<br />

OF MARKETING OCTOBER 1964<br />

JOURNAL<br />

RATING, SCALES EMCTION<br />

TESTING,<br />

AUTHOR CONDUCTED A SERIES OF EXPERIMENTS ON AD<br />

THE<br />

RATING SCALES SCALE TO MEASURE EMOTIONAL AP<br />

VERTISEENT<br />

WAS DEVELOPED THIS IS THE EMOTIONAL CUOTIENT WHICH IS<br />

PEAL<br />

IN A TABLE. THIS SCALE TELLS HOW MUCH THE RESPONDANT<br />

SHOWN<br />

ATTRACTED TO AN AO THE EX DEVELOPED SCALE, ALSO IN A<br />

IS<br />

SAYS SOMETHING ABOUT THE EANINGFULLNESS OF ThE ADS<br />

TABLE<br />

OTHER TABLES INCLUDE SUBSCALES REVEALED BY SCALO<br />

MESSAGE<br />

ANALYSIS, SCALE CLUSTERS, 26 SEMANTIC SCALES, REACTION<br />

GRAM<br />

SCALES THE AUTHOR DESCRIBES THE LOGIC BEHINO THE<br />

PROFILE<br />

OF THESE SCALES ANOTHER DIMENSION TAT CAN<br />

DEVELOPMENT<br />

BE PREDICTED IS WHETHER THE AD HAS VITALITY AND<br />

POSSIBLY<br />

HE INDICATES THAT RESULTS FROM RATING SCALES HAVE A<br />

LIFE.<br />

RELATIONSHIP TO THE RESULTS OBTAINED FROM AIDEO RE-'<br />

USEFUL<br />

CALL TESTING<br />

SCFMIDT DT KAVANAGH, TF<br />

0039<br />

OECISION STRUCTURE TABLES<br />

USING<br />

VOL lO NO FEBRUARY 1964<br />

DATAMATION,<br />

EFFICIENCY, ECONOMY<br />

DECISION-MAKING,<br />

TABLES PROVIDE A SIMPLE METHOD OF RECORDING<br />

STRUCTURE<br />

DECISIVELY AND UNAMBIGUOUSLY, ELIMINATING MANY CODING<br />

LOGIC<br />

PROGRAMFING EFFORTS. THEY ARE BEST APPLIED WHEN MANY<br />

AND<br />

INTERACTING DECISIONS ARE INVOLVED IN PROBLEM SO-'<br />

DETAILED<br />

AND SHIFT THE EMPHASIS FROM FLGW OF ACTIVITIES, AS<br />

LUTIONS<br />

FLOW CHARTING, TO DECISION LOGIC<br />

IN<br />

THE AUTHORS PROPOSE 6 GROUND RULES FOR WRITING DECISION<br />

92<br />

TABLES DEFINE SPECIFIC BCUNCARIES OBJECTIVES<br />

STRUCTURE<br />

LIMITS 2 ENUMERATE INDIVIDUAL ELEMENTARY DECISIONS<br />

AND<br />

NECESSARY OUTCOMES 4 DEVELOP VALUE STATES FOR EACH<br />

DEFINE<br />

OUTCOME 5. DEVELCP DECISION PARAMETERS AFFECTING<br />

ALLOWABLE<br />

DECISION B DEVELOP DECISION PARAMETER TESTS AN<br />

EACH<br />

THESE RULES ARE ILLUSTRAIED BY AN EXAMPLE FROM THE<br />

VALUES<br />

X-RAY DEPT ONE RUN THROUGH THESE STEPS DOES NOT MEAN<br />

GE<br />

OF THE JOB IF AT ALL POSSILLE, A FOCUS SHOULD BE<br />

COMPLETION<br />

ON THE GENERAL BECAUSE OF RELATED PRCBLEMS, ANO EN-'<br />

KEPT<br />

BECAUSE OF EFFICIENCY AND ECONOMY IN THE SOLUTION<br />

GINEERING<br />

SCANLAN, BK<br />

0040<br />

OF PENSION PLANS ON MOBILITY AND HIRING OLDER<br />

EFFECTS<br />

WORKERS<br />

JOURNAL JANUARY 965<br />

PERSONNEL<br />

PLACEMENT LABOR<br />

AGED<br />

WHAT EXTENT ARE PENSION PLANS ACTUALLY RESPONSIBLE<br />

TO<br />

REDUCING LABOR MOBILITY AND HINDERING THE FIRING OF<br />

FOR<br />

WORKERS. HAVE SUCH EFFECTS BEEN OVER-RATED. THERE IS<br />

OLDER<br />

EVIDENCE TO SUPPORT THE CLAIM THAT PENSION PLANS ARE<br />

LITTLE<br />

RESTRICTIVE IN TERMS OF REOUCING LABOR MOBILITY OR<br />

UNDULY<br />

THE HIRING OF OLDER WORKERS RATHER, IT WOUL SEEM<br />

HINDERING<br />

PENSION PLANS HAVE BECOME THE SCAPEGOAT FOR OTHER MORE<br />

THAT<br />

FACTORS ALSO ON THE SURFACE THEY OFFER AN EASY<br />

SIGNIFICANT<br />

OF PROBLEMS WHOSE SOLUTION IS MORE COMPLICATED<br />

EXPLANATION<br />

THE FACTS OF THE SITUATION AS PRESENTEG BECOME MORE<br />

AS<br />

RECOGNIZED, IT IS INCREASINGLY LIKELY THAT OTHER<br />

WIDELY<br />

FOR LACK OF MOBILITY AND THE IENDECY TO<br />

EXPLANATIONS<br />

REFRAIN FROM HIRING WORKERS OVER FORTY YEARS OF AGE WILL<br />

TO<br />

BE SOUGHT<br />

MCCLURE, JA<br />

DO41<br />

SYSTEMS AND COST REDUCTION<br />

SYGGESIION<br />

JOURNAL JANUARY, 1965<br />

PERSONNEL<br />

SUGGESTIONS<br />

MORALS,<br />

AND OPPONENTS OF SUGGESTION SYSTEMS OFFER<br />

PROPONENTS<br />

THEY CONSIDER CONCLUSIVE EVIDENCE IN SUPPORT OF THEIR<br />

WHAT<br />

THIS AUTHOR PRESENTS A GOOD CASE FOR HIS CONTENTION<br />

VIEWS<br />

LARGE ORGANIZATIONS CAN DERIVE MONETARY SAVINGS AND<br />

THAT<br />

GOODWILL FROM CAREFULLY PLANNEO MANAGEMENT<br />

EMPLOYEE<br />

AND WELL ADMINISTERED SUGGESTION AWARDS PROGRAMS<br />

SUPPORTED<br />

KIRK, B<br />

C042<br />

PARTICIPATION IN PERFORMANCE INTERVIEWS<br />

APPRAISEE<br />

JOURNAL JANUARY I965<br />

PERSONNEL<br />

EVALUATION, SUPERVISORS<br />

NONCIRECTIVE-TECHNIQUE,<br />

OF A SURVEY OF 294 ARA MANAGERS TO DETERMINE<br />

RESULTS<br />

AND TO WHAT EXTENT THEY HAD PARTICIPATED IN FORMAL<br />

WHETHER<br />

WITH THEIR SUPERVISORS INDICATE THE VALUE OF HIGF<br />

INTERVIEWS<br />

ON THE PART OF THE APPRAISEES AS AGAINSI LOW<br />

PARTICIPATION<br />

PARTICIPATION<br />

RESULTS SHOW THE VALUE CF HAVING APPRAISSEES<br />

THE<br />

IN THEIR PERFORMANCE APPRAISAL INTERVIEWS THIS<br />

PARTICIPATE<br />

INDICATES THAT APPRAISERS SHOULD ENCOURAGE EMPLOYEES<br />

FINDING<br />

EXPRESS THEMSELVES DURING THE APPRAISAL INTERVIEW<br />

TO<br />

CAN ENCOURAGE EMPLOYEES TO PARTICIPATE BY USING<br />

APPRAISING<br />

NONDIRECTIVE TECHNIQUES AS REFLECTED FEELING AND<br />

SUCH<br />

IDEAS FROM APPRAISEES THRU EXPLORATORY QUESTIONS<br />

ELICITING<br />

NEWPORT, MG<br />

C0<br />

LOOK AT MIDDLE MANAGEMENT DEVELOPMENT<br />

A<br />

JOURNAL JANUARY, I965<br />

PERSONNEL<br />

SUPERVISORS-TRAINING<br />

WITH US AND WITH INCREASING URGENCY, IS THE PRO-'<br />

EVER<br />

OF PROGRAMS FOR THE DEVELOPMENT OF MATERIAL FOR MIDDLE<br />

BLEM<br />

POSITIONS COMPETENT EXECUTIVES ARE SIILL IN<br />

MANAGEMENT<br />

SUPPLY<br />

SHORT<br />

FIRMS INCLUDED IN THE STUDY HAD PROGRAMS WHICH<br />

MANY<br />

SOME PROVISIONS FOR THE DEVELOPMENT OF INDIVIDUALS<br />

CONTAINED<br />

THE MIDDLE MANAGEMENT AREA. THESE WERE DESIGNEO TO EXTEND<br />

IN<br />

THINKING BEYONO THE CONFINES OF ONE FUNCTIONAL AREA<br />

THEIR<br />

DEVELOPING MANAGERIAL KNOWLEDGE ANO SKILLS SOME OVER<br />

BY<br />

WAS FOUND TO EXIST BETWEEN TYPES OF OUTSIDE MANAGE-'<br />

LAPPING<br />

DEVELOPMENT PROGRAMS THE OBJECTIVE OF DEVELOPMENT<br />

PENT<br />

IS TO PROVIDE ALL MIDDLE MANAGERS WITH A BREADTH<br />

ACTIVITIES<br />

MANAGERIAL VISION AND KNCWLEDGEo ENABLING TEEM TO PERFORM<br />

OF<br />

DUTIES MORE EFFECTIVELY, WHILE PROVIDING A POOL OF<br />

PRESENT<br />

PRGMOTABLE TALENT FOR THE FUTURE.<br />

SCFWARTZ M<br />

004<br />

RECIPROCITIES MULTIPLIER--AN EMPIRICAL EVALUATION<br />

THE<br />

SCIENCE QUARIERLY DECEMBER, 1964<br />

ADMINISTRATIVE<br />

RULE-ENFORCEMENTe SUPERVISION<br />

EVALUATION<br />

PRESENT RESEARCH TESTS THE CONCEPT OF STYLE OF RULE<br />

THE<br />

AS A FUNCTION OF THE RECIPROCITIES MULTIPLIER<br />

ENFORCEMENT<br />

BY ALVIN W GOULDNER THE ANALOGY IS DRAWN BETWEEN<br />

ADVANCED<br />

RECIPROCITIES MULTIPLIER AND PARTIAL REINFORCEMENT THE<br />

THE<br />

OF ENFORCEMENT OF BUREAUCRATIC RULES IS CONSIDERED TO<br />

LACK<br />

A REWARD FACTOR FOR CONFORMING BEHAVIOR BY SUBORDINATES<br />

BE<br />

SHOULD ACT TO ELICIT RECIPROCITY FROM SUBORDINATES. FOUR<br />

AND<br />

CONDITIONS WERE ESTABLISHED IN A LABORATORY<br />

EXPERIMENTAL<br />

RULE ENFORCEMENT PARTIAL ENFDRCEMENT<br />

EXPERIMENT--CONSTANT<br />

ENFORCEMENTt AND LAISSEZ-FAIRE GROUP EFFECTIVENESS WAS<br />

NO<br />

TO BE HIGHEST UNDER CONSTANT AND PARTIAL ENFORCEMENT.<br />

FOUND<br />

IS INTERPRETED AS A GREATER PROPENSITY TO RECIPROCATE<br />

THIS<br />

ACTIONS UNDER PARTIAL ENFORCEMENT AND, IN GENERAL<br />

SUPERIOR<br />

IO SUPPORT GOLLDNERS HYPOTHESIS<br />

SEEMS<br />

DUKES CW<br />

CC45<br />

MEASUREMENT OF A PROFESSIONAL RECRUITING EFFORT<br />

EFFECTIVE<br />

JOURNAL JANUARY, 1965<br />

PERSONNEL<br />

EVALUATION<br />

FEW YEARS AGO IT WOULD HAVE BEEN PHYSICALLY IMPOS-'<br />

A<br />

TO GATHER, RECORD ANO ANALYZE THE MASS DF DATA WHICH<br />

SIBLE<br />

SEEMS NECESSARY IF MANAGEMENT IS TO PROCURE THE BEST<br />

TODAY<br />

ENGINEERING SCIENTIFIC AND AOMINISTRATIVE PERSONNEL THE<br />

IN<br />

DATA PROCESSING SYSIEM DESCRIBED HERE FCR THE RECRUITING OF

PERSONNEL HANDLES A TREMENDOUS VCLUME OF IN-'<br />

PRCFESSIONAL<br />

AT A GREAT SAVING<br />

FORMATION<br />

ON APPLICANTS CARD INCLUDES DEGREE, SOURCE<br />

INFORMATION<br />

REFERRAL, INTERVIEWER, ACCEPTANCE OR REFUSAL OF OFFER,<br />

OF<br />

AND OEPARIMENT HIRING THIS ALSO ALLOWS A SUMMARY OF<br />

SALARY<br />

EFFECTIVENESS OF THE INTERVIEWERS AND OF AOVERTISEMENTS<br />

THE<br />

BONJEAN, CM DLSON, DM<br />

CC46<br />

LEADERSHIP--DIRECTIONS OF RESEARCH<br />

COMMUNITY<br />

SCIENCE QUARTERLY DECEMBER, 1964<br />

AOMINISIRATIVE<br />

DECISION-MAKING<br />

STUDY OF COMMUNITY POWER LEAOERSHIP DECISION MAKING<br />

THE<br />

BEEN RELATIVELY INTENSE DURING THE PAST DECADE INVEST-'<br />

HAS<br />

USUALLY CONDUCTED BY PCLITICAL SCIENTISTS OR<br />

IGATIONS,<br />

VARY IN METHOD AND CONTENT AND APPEAR AT FIRST<br />

SOCIOLOGISTS,<br />

TO LACK CCNTINUITY, COMPARABILITY, AND DIRECTION<br />

IMPRESSION<br />

REVIEW OF THE LITERATURE SEEKS TD NOTE EMERGING TRENDS<br />

THIS<br />

REGARD TO METHCP, IDENTIFICATION OF SALIENT LEADERSHIP<br />

WITH<br />

AD OTHER PHFNOMENA OF HEURISTIC VALUE IS A<br />

STRUCTURES<br />

AND CRITICISM OF EACH OF THE MAIN METHODS<br />

DESCRIPTION<br />

REPUTATIONAL, AND DECISIONAL-- A CONSTRUCTIVE<br />

POSITIONAL,<br />

SUMMARIZING THOSE FEATURES OF LEADERSHIP STRUCTURES<br />

TYPOLOGY<br />

HAVE ATTRACTED THE MOST ATTENTION IN PREVIOUS RESEARCh<br />

HHICH<br />

A OESCRIPTION OF THE TYPES OF PHENOMENA OF CONCERN IN<br />

AND<br />

ANALYSIS<br />

COMPARATIVE<br />

COPELAND, BR<br />

BOA?<br />

BURDEN VARIANCE FCR PROFIT PLANNING AND CONTROL<br />

ANALYZING<br />

SERVICES JAN FEB 1965<br />

MANAGEMENT<br />

EFFICIENCY<br />

BUDGET-PLANNING,<br />

THERE SHOULO BE ONE BEST ANALYSIS OF BUROEN<br />

LOGICALLY,<br />

FOR ANY GIVEN SET CF FACTS YET COST ACCOUNTING<br />

VARIANCE<br />

OFFER A VARIETY OF METHODS OF ANALYSIS THIS AUTHOR<br />

TEXTS<br />

EACh OF THESE METHODS AND ATTEMPTS, THROUGH A STUDY<br />

ANALYZES<br />

THEIR WEAKNESSES, TO DEVELOP A MORE VALID TECHNIQUE. HE<br />

OF<br />

AT A FOUR-PART ANALYSIS COVERING BUDGET, VOLUME,<br />

ARRIVES<br />

ANO VOLUME--EFFICIENCY VARIANCE, WITH ALLOWANCE<br />

EFFICIENCY,<br />

CALENDAR VARIATIONS<br />

FOR<br />

NEWMAN, MS<br />

0048<br />

ESSENCE OF BLOGETARY COTRCL<br />

THE<br />

MANAGEMENT SERVICES JAN FEB 1965<br />

MERE EXISTENCE OF BUDGET DOES NCT GUARANTEE ANY<br />

THE<br />

INTERNAL CONTROL THAW A COMPANY WOULD HAVE WITHOUT<br />

BEITER<br />

ESSENTIALLY, BUDGETARY CONTROL IS A SYSTEM FOR<br />

IT<br />

THE BUSINESS AND ITS PROBLEMS AI REGULAR,<br />

APPRAISING<br />

INTERVALS THE AUTHOR CITES TWO TESTS FOR A<br />

PREDETERMINED<br />

BUOGET, SENSITIVITY AND REACTION TIME, AND TWO<br />

GOOD<br />

FOR ATTAINING IT MANAGEMENT SUPPORT AND AN<br />

ESSENTIALS<br />

INFORMATION STRUCTURE<br />

ADEQUATE<br />

MORGAN, JI<br />

CC49<br />

TABLES<br />

DECISION<br />

SERVICES JAN FEB 1965<br />

MANAGEMENT<br />

DECISION-MAKING<br />

DEC[SICN TABLE, A CONCISE METHOD CF DISPLAYING<br />

THE<br />

FOR OR RESLLTS OF ALTERNATIVE ACTIONS, IS BEING WIDELY<br />

RULES<br />

IN PROGRAMING CCMPUTER CONTROL SYSTEMS ITS<br />

USED<br />

HOWEVER, ARE BY NO MEANS LIMITED TO ELECTRONIC<br />

APPLICATIONS,<br />

PROCESSING AS THIS ARTICLE POINTS OUT, THE DECISION<br />

DATA<br />

OFFERS A SIMPLE, PRECISE WAY OF EXPRESSING ALMOST ANY<br />

IABLE<br />

DR PROCEDURE FOR USE OF ANALYSISTS PROGRAMERS, AND<br />

SYSTEM<br />

PERSONNEL<br />

OPERATING<br />

JOYCE, CC<br />

COBO<br />

EVOLUTION AND REVOLUTION o'<br />

COP<br />

WATERHOUSE REVIEW WINTER, 1964<br />

PRICE<br />

COMPUTERIZATION<br />

MIGHT VIEW THIS PAST EVOLUTION IN COP AND THE CEV-'<br />

WE<br />

FORSEEN IN THE FLTURE AS A CONTINUING PROGRAM TO<br />

OELOPMENTS<br />

THE TWO MAJOR PROBLEMS ASSOCIATED WITH COMPUTERS,<br />

OVERCOME<br />

PROGRAMMING AND SCHEDULING IN ACCOMPLISHING THIS,<br />

NAMELY<br />

HAS BEEN TAKEN OF THE COMPUTERS INTERNAL<br />

ADVANTAGE<br />

POWERS BY PROGRAMMING THE COMPUTER TO ASSIST IN<br />

PROCESSING<br />

MANY OF ITS OWN SCHEDULING AND CONTROLLING<br />

PERFORMING<br />

THIS EXTENSION OF COMPUTER PROCESSING<br />

FUECTIONS<br />

THROLGH SOFTWARE DEVELOPMENTS MAKES IT POSSIBLE<br />

CAPABILITIES<br />

TAKE ADVANTAGE OF MORE POWERFUL HARDWARE FEATURES WHICH<br />

TO<br />

TURN MAKE POSSIBLE STILL FURTHER ADVANCES IN SOFTWARE<br />

IN<br />

DEVELOPMENTS TGETHER MADE POSSIBLE WHAT HAS BEEN<br />

THESE<br />

THE EDP REVOLUTICN<br />

CALLED<br />

lOAN JR AB<br />

CO51<br />

SCIENCE--ITS IMPACT ON MANAGEMENT THINKING<br />

MANAGEMENT<br />

WATERHOUSE REVIEW WINTER,<br />

PRICE<br />

STAFF-ADVICE<br />

DECISICN-MAKING,<br />

SCIENCE AND ITS PRACTITIONERS HAVE GIVEN<br />

MANAGEMENT<br />

INDICATION THAT THEY HAVE SOMETHING VALUABLE TO OFFER<br />

EVERY<br />

THE PRACTICE OF TOP MANAGEMENT WE HAVE SEEN HOW THEY CAN<br />

TO<br />

HOW MANAGEMENT THINKS ABOUT ITS PROBLEMS, HOW<br />

INFLUENCE<br />

OBTAINS AND USES STAFF ADVICE ON SPECIFIC ISSUES<br />

MANAGEMENT<br />

WHICH IT MUST DEAL EVEN HOW IT CAN CONTROL OR INFLUE-'<br />

WITH<br />

THE WAY IN WHICH MANAGEMENT DELEGATES PORTIONS OF ITS<br />

ENCE<br />

MAKING ROLE<br />

DECISID<br />

IS EVIDENT THAT AS EXPERIENCE WITH THE IDEAS, METH-'<br />

IT<br />

AND TECHNIQUES OF THE MANAGEMENT SCIEKDES INCREASES,<br />

DDOLOGY<br />

SCIENCE WILL CLAIM A BIGGER, FULLER ROLE IN THE<br />

MANAGEMENT<br />

OF MANAGEMENT IT SEEMS EQUALLY EVIDENT THAT IT<br />

PRACTICE<br />

BE ACCORDED THAT RCLE AS THEIR ACCCMPLISHMENTS ARE MORE<br />

WILL<br />

TC USE<br />

THEM<br />

HENDERSON, BD<br />

C052<br />

PLANNING<br />

STRATEGY<br />

HORIZONS WINTER, 1964<br />

BUSINESS<br />

ACHIEVEMENT<br />

PERFORMANCE,<br />

MANY CCMPANIES LABCR TD MAKE SMALL DIFFERENCES<br />

TCO<br />

PRODUCE SMALL DIFFERENCES IN PROFITABILITY<br />

PERFORMANCE<br />

FORTUNES REALLY DEPEND UPCN FEW BASIC DECISIONS,<br />

CORPORATE<br />

DECISIONS THAT MUST BE METHODICAL, ANALYTICAL, AND<br />

STRATEGY<br />

THE AUTHCR HAS SEVERAL SUGGESTIONS FOR THE ART<br />

OELIBERATE<br />

STRATEGY FORMULATION HE DISCUSSES THE CHANGING USINESS<br />

OF<br />

AND HOW THIS ENVIRONMENT NECESSITATES STRATEGY<br />

ENVIRONMENT<br />

AFTER DEFINING STRATEGY AS OUR GOALS IN TERMS OF<br />

PLANNING<br />

CHARACTER AND DIRECTION IN IHE PERIOD FIVE TO TEN<br />

CORPORATE<br />

AHEAD AND ThE METHODS USED IN ACHIEVEING THESE GOALS,<br />

YEARS<br />

AUTHOR GIVES A LIST OF THE MAJOR OBJECTIVES OF STRATEGY<br />

THE<br />

THIS LIST INCLUDES APPRAISING CORPORATE RE-'<br />

FORMULATION<br />

AND CONSTRLCTING, TRANSLATING, AND GAINING ACCEPT-'<br />

GOALS,<br />

OF THE GOALS AND SIRATEGY A COMSENSUS AMONG TOP MAN-'<br />

ANCE<br />

AS TO WHAT TD DO AND HOW TO DO IT IS ALSO NECESSARY.<br />

AGEMENT<br />

WILLIAMS, EGI<br />

0053<br />

SYSTEMS APPROACH TC MANPOWER MANAGEMENT.<br />

A<br />

HORIZONS WINTER, 1964<br />

BUSINESS<br />

RECRUITMENT, TRAINING<br />

SELECTICN,<br />

CONVENTIONAL SPECIALIZATION OF PERSONNEL EXECUTIVES<br />

ThE<br />

NO LONGER APPROPRIATE A BEITER APPROACH IS ONE THAT<br />

IS<br />

MANPOWER MANAGEMENT AS A TOTAL SYSTEM INTERACTING WITh<br />

VIEWS<br />

SYSTEMS OF WORK A TOTAL MANPOWER SYSTEM HAS AT LEAST<br />

OTHER<br />

SEPARATE SUBSYSTEMS--EMPLCYMENI, DEVEIDPMENT UNILI-'<br />

FIVE<br />

COMPENSATION, AND MAINTENANCE, ALL OF WHICH ARE<br />

ZATION,<br />

AND INTEGRATED<br />

INTERRELATED<br />

GABER, NH CHEANEY, ES<br />

C054<br />

SOME GUESSWORK OUT OF R D INVESTMENTS<br />

TAKING<br />

HORIZONS WINTER, 1964<br />

BUSINESS<br />

RESEARCH PLANNING<br />

EVALUATE,<br />

DECISION TD INVEST IN RESEARCH AND DEVELOPMENT<br />

ANY<br />

CONSIDER ITS RELATIONSHIP TO CORPORATE STRATEGY.<br />

SHOULD<br />

ALONE IS INSUFFICIENT FOR PLANNING SUCH A PROGRAM.<br />

INIUITION<br />

ARIICLE TELLS HOW TO USE TOOLS TO EVALUATE AND AD-'<br />

THIS<br />

A TECHNICAL INVESTMENT PROPOSITION THE PROCESSES<br />

MINISTER<br />

ESTABLISH OBJECTIVES, GENERATE PROPOSALS, YIELD DE-'<br />

THAT<br />

PLANS AND ESTIMATES ANC APPRAISE RISKS<br />

TAILED<br />

ARTICLE SHOWS HOW TO INTEGRATE THESE TOOLS INTO A<br />

THE<br />

ANALYSIS FRAMEWORK AND ILLUSIRATES THIS TECHNIQUE<br />

MEANINGFUL<br />

A PRACTICAL EXAMPLE A SERIES OF CHARTS AND TABLES ARE<br />

WITH<br />

IN THIS EXAMPLE<br />

USEO<br />

SCOTT, WE<br />

C055<br />

ACTUARIAL-CLINICAL CONTROVERSY IN MANAGERIAL SELECTION<br />

THE<br />

HORIZONS WINTER, 1964<br />

BUSINESS<br />

PERFORMANCE RECRUITMENT<br />

SELECTION<br />

SELECTION OF MANAGERIAL TALENT IS A PROBLEM OF<br />

THE<br />

CONCERN LITTLE IS KNOWN HOWEVER, ABOUT PER<br />

CONSIDERABLE<br />

AND ITS BEHAVIORAL CORRELATES. IT HAS BEEN SUG<br />

FORMANCE<br />

THAT MANAGEMENT USE THE CLINICAL APPROACFEEACTUARIAL<br />

GESTED<br />

EVEN IF POSSIBLE TO DEVELOP, WOULD NEVER BE AS EF-'<br />

METHODS,<br />

EVIDENCE, HOWEVER, INDICATES PROGRESS IN THE<br />

FECTIVE<br />

OF ACTUARIAL METHODS<br />

DEVELOPMENT<br />

AUTHOR DISCUSSES THE ACTUARIAL-CLINICAL DEBATE AND<br />

THE<br />

METHODS INVOLVED IN THE TWO APPROACHES. HE THEN GIVES<br />

THE<br />

ARGUMENT FOR THE CLINICAL APPROACH, CITING EVIDENCE FOR<br />

THE<br />

THIS METHOD THE ACTUARIAL PROGRESS IS GIVEN AND<br />

JUDGING<br />

THE ACTUARIAL PREDICTION METHODS WILL NOT BE<br />

ALIHOUGF<br />

OVERNIGHI FIRMS SHOULD BEGIN NOW TO THINK IN<br />

DEVELOPED<br />

F THIS PROCESS AND BEGIN TO INVESTIGATE AND STUDY<br />

TERMS<br />

METHODS AND TO TRY TC GAIN A BETTER UNDERSTANDING<br />

SELECTION<br />

MANAGERIAL PERFORMANCE<br />

OF<br />

SMITH vE<br />

0056<br />

IN THE MACHINE FOR SUPPER<br />

WHAT<br />

TOPICS WINTER 1964<br />

BUSINESS<br />

FOOD<br />

POVERTY,<br />

AUTHOR DISCUSSES TE POSSIBILITIES OF USING<br />

THE<br />

ANALYSIS DF HUMAN CLEFS IN ANSWER TO PROBLEMS OF<br />

COMPUTER<br />

FOOD ADMINISTRATION ALTHOUGH PERSONAL DIFFER-'<br />

LARGE-SCALE<br />

IN TASTE CAN NOT PRESENTLY BE PROVIOEO FOR PRECISELY<br />

ENCES<br />

COMPUTER CAN SHOW US POSSIBILITIES FOR ECONOMIZING EVEN<br />

THE<br />

PALATABILITY CCNSIDERATIONS ARE VERY IMPORTANT<br />

WHEN<br />

DIETS CAN BE OBTAINED FROM WHICH THE DIETITION<br />

LEAST-COST<br />

SOCIAl WORKERS, AND ECONOMISTS CAN ADVISE AND<br />

NUTRITIONIST,<br />

THOSE WHO COME TO THEM WITH PROBLEMS OF NUTRITION,<br />

AID<br />

FOOD COSTS, OR SIMILAR MATTERS<br />

POVERTY,<br />

EFFICIENCY, AND APPLICATION OF THE PLAN ARE<br />

COSTS,<br />

ALONG WITH SOME RATHER INTERESTING MENUS<br />

DISCUSSED<br />

COLLINS, OF MOORE, DG UNWALLA, D<br />

005?<br />

ENTERPRISING MAN AND THE BUSINESS EXECUTIVE<br />

THE<br />

TOPICS WINTER, 1964<br />

BUSINESS<br />

RECRUITMENT<br />

SELFC/ICN,<br />

MEN STRIKE OUT ON THEIR OWN OTHERS JOIN THE<br />

SOME<br />

OF ESTABLISHED ORGANIZATIONS THIS STUDY REVEALS<br />

HIERARCHY<br />

ESSENTIAL DIFFERENCES BETWEEN THEM AFTER GIVING THE<br />

CERTAIN<br />

AND METHODS USED IN IHE SIUDY, A STATISTICAL PROFILE<br />

SAMPLE<br />

SOME OF THE DIFFERENCES BETWEEN THESE TYPES OF MEN<br />

CITES<br />

TABLES ARE USED TO PRESENT THIS INFORMATION<br />

NUMEROUS<br />

OF ACTION PATTERNS ARE MADE TO EXPLAIN OTHER<br />

COMPARISONS<br />

DIFFERENCES<br />

SIGNIFICANT<br />

AUTHOR CONCLUDES THAT THE ESSENTIAL DIFFERENCE BE-'<br />

THE<br />

ThE ENTREPRENELR AND THE BUSINESS HIERARCH LIES IN<br />

TWEEN<br />

OF THEIR MODE OF APPROACH IO THE WORLB AROUND THEM. THE<br />

AREA<br />

FACTOR ABOLT THE ENTREPRENEURS IS THAT THEY FOUND AN<br />

UNIQUE<br />

FOR THEIR CREATIVITY BY MAKING OUT OF AN UNDIFFER-'<br />

OUTLET<br />

MASS OF CIRCUMSTANCE A CREATION UNIQUELY THEIR OWN,<br />

ENTIATED<br />

BLSINESS FIRM<br />

A<br />

BLEMENIHAL, SC<br />

DOBB<br />

THE CHAIN OF COMMAND<br />

BREAKING<br />

AUTOMATION DECEMBER,<br />

BUSINESS<br />

COMPUTERIZATION<br />

ARTICLE DESCRIBES THE TREND OF THE CHANGING AND<br />

THIS<br />

ROLE OF COMPUTERS IN LARGE COMMERCIAL ENTERPRISES<br />

EXPANDING<br />

PERCEPTABLE CHANGE IN ORGANIZATIONAL STRUCTURE IS AC<br />

A<br />

THE EVOLLTION PRCM TRADITIONAL COMPUTER<br />

COMPANYING<br />

INTO MORE ADVANCED BUSINESS SYSTEMS.<br />

APPLICATIONS<br />

THE PAST COMPUTERS PERFORMED MUNDANE FUNCTIONS SUCH<br />

IN<br />

PAYROLL, INVENTORY RECORDING, AND ACCOUNTS PAYABLE AND<br />

AS<br />

BUT NOW THERE IS AN INCREASING USE OF COMPUTER<br />

RECEIVABLE,<br />

IN COMMUNICATIONS MANUFACTURING CONTRDL SCHEDULING<br />

SYSTEMS<br />

RETAILING THESE NEW USES HAVE IMPLICATIONS TO CORPOR-'<br />

AND<br />

AS THEY GROW IN SIZE, PRODUCT LINES, EMPLOYEES AND<br />

ATICNS<br />

INVESTMENT SIGNIFICANT AMONG THE IMPLICATIONS ARE<br />

CAPITAL<br />

INADEQUACIES OF ACCUSTOMED MANAGEMENT METHODS THE DE-'<br />

THE

OF THE ROLE OF MIDDLE PANAGEMENT, AND THE NEED FOR MEN<br />

CLINE<br />

KNOWLEDGE AND UNDERSTANDING OF COMPUTERS SYSTEMS TO<br />

WITH<br />

EXECUTIVE POSITIONS<br />

NEW<br />

HAGSTROM, WO<br />

0059<br />

ANO MODERN FORMS OF SCIENTIFIC TEAMWORK<br />

TRADITIONAL<br />

SCIENCE QUARTERLY DECEMBER, I96<br />

ADMINISTRATIVE<br />

SUB-PROFESSIONALS<br />

FORMS OF SCIENTIFIC TEAMWORK CONSIST OF<br />

TRADITIONAL<br />

COLLABORATING PROFESSIONAL PEERS AND OF TEACHERS AND<br />

FREELY<br />

STUDENTS ECDNOMIC AND TECHNOLOGICAL CHANGES IN RE-'<br />

THEIR<br />

HAVE STIMULATED THE DEVELOPMENT OF NEW FORMS OF<br />

SEARCH<br />

INVOLVING GREATER DEPENDENCE OF SCIENTISTS ON<br />

TEAMWORK<br />

AUTHORITIES, GREATER CENTRALIZATION OF AUTHORITY IN<br />

EXTERNAL<br />

ORGANIZATIONS, AND A COMPLEX DIVISION OF LABOR<br />

RESEARCH<br />

PROFESSIONAL TECHNICIANS AND PROFESSIONALS FROM<br />

INVOLVING<br />

DISCIPLINES. THE DISTINCTIVE PROBLEM OF MODERN FORMS<br />

VARIOUS<br />

TEAMWORK CONCERNS THE SELECTION OF RESEARCH GOALS. A<br />

OF<br />

MODERN FORMS OF TEAMWORK HAVE TENCED TO DISPLACE<br />

ALTHOUGH<br />

FORMS IN SOME FIELDS, IT SEEMS UNLIKELY THAT<br />

TRADITIONAL<br />

FORMS WILL BE ABANDONED FOR MOST BASIC SCIENTI-'<br />

TRADITIONAL<br />

RESEARCH.<br />

FIC<br />

SILBERMAN CE<br />

C060<br />

REAL NEWS ABOUT AUTOMATION<br />

THE<br />

JANUARY I965<br />

FORTUNE<br />

INFORMAIION<br />

INNOVATION,<br />

FIRST ARTICLE IN A MAJOR FORTUNE SERIES EXPLORES<br />

THIS<br />

ACTUAL EFFECTS OF AUTOMATION, LOOKING CLOSELY AT A<br />

THE<br />

OF DIRE REPORTS ABOUT AUTOMATIONS DISPLACEMENT OF<br />

NUMBER<br />

AND FINDS THEM BASED MORE ON MYTH THAN ON FACT. THE<br />

LABOR<br />

IS NOT WHETHER INNOVATION CAUSES DISPLACEMENT OF<br />

QUESTIQN<br />

IT ALWAYS HAS. THE REAL QUESTION IS WHETHER TECH<br />

LABOR<br />

DISPLACEMENT IS OCCURING AT A SUBSTANTIALLY FASTER<br />

NOLDGICAL<br />

THAN IN THE PAST--AT A RATE SO FAST, IN FACT, AS TO<br />

RATE<br />

A CRISIS OF MASS UNEMPLOYMENT THE ANSWER, WHICH IS<br />

THREATEN<br />

GREATLY IN THIS ARTICLE, IS NO.<br />

ELABORATED<br />

ARE USED TO PRESENT INFORMATION IN THIS<br />

GRAPHS<br />

ELABORATION.<br />

BOWENt W<br />

0061<br />

IHEY DIDNI HAVE TO BURN IT DOWN AFTER ALL<br />

CHICAGO<br />

JANUARY, 1965<br />

FORTUNE<br />

URBAN-RENEWAL<br />

IS THE STORY OF THE REBIRTH OF CHICAGO CHICAGOS<br />

THIS<br />

RENEWAL BEGUN TWO YEARS BEFORE THE FEDERAL PROGRAM,<br />

URBAN<br />

REHOUSED A LARGE PORTION OF THE CITY SLUM DWELLERS.<br />

HAS<br />

ARE REBUILDING THE CERTER QF THE CITY WITH A<br />

BUSINESSMEN<br />

LEVEL OF ARCHITECTURAL TASTE. THE RAILROADS ARE PRO<br />

HIGH<br />

SUPERIOR CUNMUTER SERVICE. AND THE CITY ADMINISTRA-'<br />

rIDING<br />

IS GIVING FIRE AND POLICE PROTECTION, SANITARY SERVICES<br />

TIDN<br />

PUBLIC TRANSPORTATION, PARKING, AND TRAFFIC CON-'<br />

LIGHTING<br />

THAT ARE WORTHY OF EMULATION BY OTHER BIG CITIES<br />

TROL<br />

HAS ALSO BEEN LUCKY IN LEADERSHIP FOR MACHINE<br />

CHICAGO<br />

RICHARD DALEY HAS TURNED OUT TO BE A SURPRIS-'<br />

POLITICIAN,<br />

GOOD MAYOR. AN ARCHITECTURAL LEADER, CHICAGOS FINE<br />

INGLY<br />

BUILDINGS WILL HELP IT KEEP THIS POSITION A PORTFOLIO<br />

NEW<br />

DRAWINGS SHOWS EXAMPLES OF THE ARCHITECTURE<br />

OF<br />

KAY, H<br />

0062<br />

THE R. AND O, MDNSTER.'<br />

HARNESSING<br />

JANUARY 1965<br />

FORTUNE<br />

R-+-D<br />

MEN IN THE MAJOR RESEARCH AND DEVELOPMENT COMPANIES<br />

TOP<br />

COMPLAINING THAT MUCH OF THE MONEY SPENT ON RESEARCH AND<br />

ARE<br />

IS BEING WASTED THE AUTHOR DISCUSSES THIS<br />

DEVELOPMENT<br />

AND FINUo THAT A KEY PROBLEM IS FINDING EFFECTIVE<br />

PROBLEM<br />

THE RESEARCH DIRECTOR SHOULD HIMSELF BE A CAPABLE<br />

MANAGERS<br />

BUT HE MUST ALSO BE A GOOD BUSINESS EXECUTIVE,<br />

SCIENTIST,<br />

MINDEO ENOUGH TO CURTAIL RESEARCH THAT WDNT PAY OFF.<br />

TOUGH<br />

MUST ALSO COORDINATE THE WORK OF A LOT OF TEMPERMENTAL<br />

HE<br />

IBM S RESEARCH DIRECTOR HAS SAID THAT IT IS<br />

INDIVIDUALS.<br />

CONDUCTING AN ORCHESTRA FULL OF COMPOSERS. IF THE RE-'<br />

LIKE<br />

IS TO PAY OFF, IT HAS TO BE COORDINATED WITH OTHER<br />

SEARCH<br />

ACTIV|TIESt NOTABLY MARKETING FAILURE TO CONSULT<br />

COMPANY<br />

SALES STAFF CAN RESULT IN DISASTROUS RESULTS AS IT DID<br />

THE<br />

MONSANTO.<br />

FOR<br />

BAGBY, WS<br />

0063<br />

AND THE TRAINING QF THE CONTROLLERS STAFF<br />

ORGANIZATION<br />

EXECUTIVE FEBRUARY 1965<br />

FINANCIAL<br />

STAFF-DEVELOPMENT<br />

TRAINING<br />

CORPORATIONS CONTRIBUTIONS ARE WASTED UNLESS THE<br />

A<br />

ADOPTS A STRONG RESPONSIBILITY TO PLAN AND DIRECT<br />

CONTROLLER<br />

OWN DEVELOPMENT PROGRAM. THE AUTHOR MAKES USE OF A<br />

HIS<br />

CONTROLLERS DEPARTMENT TO ILLUSTRATE HIS PROGRAM<br />

SPECIMAN<br />

THE TRAINING AND DEVELOPMENT OF THE STAFF TWO CHARTS<br />

FOR<br />

PRESENTED IN THIS ILLUSTRATION TO SHOW THE STRUCTURE OF<br />

ARE<br />

CONTROLLERS DEPARTMENT AND THE LEVELS IN DEVELOPING THE<br />

THE<br />

STAFF.<br />

WEINER, JB<br />

¢066<br />

AHEAD IN MANAGEMENT.<br />

WHAT<br />

REVIEW AND MODERN INDUSTRY JANUARY, 1965<br />

DUNS<br />

SELECTION<br />

TRAINING<br />

ARTICLE PREVIEWS COMING CHANGES IN EMPHASIS AND<br />

THIS<br />

THAT INDUSTRY CAN EXPECT IN THE NEXT FEW YEARS MORE<br />

MARKETS<br />

THE AREAS MENTIONED TO HATCH CLOSELY ARE--THE<br />

SPECIFICALLY<br />

THE ROLE OF BUSINESS ABRDADt THE NEED FOR PEOPLE<br />

COMPUTER,<br />

ALL LEVELSw THE DANGER OF OVER-PRODUCTION AND THE PLACE<br />

ON<br />

THE CORPORATION ITSELF.<br />

OF<br />

FOR YEARS HAS CLAIMED IT NEEDED MORE PEOPLE<br />

MANAGEMENT<br />

LIBERAL ARTS TRAINING BUT HAS HIRED SPECIALISTS NOW<br />

WITH<br />

IS REACHING A POINT WHERE A REACTION IS<br />

SPECIALIZATION<br />

IN. A SHORTAGE OF TOP EXECUTIVES MAY OCCUR IN IHE<br />

SETTING<br />

DECADE AS MANAGEMENT MEN OF THE FUTURE MUST MAINTAIN<br />

NEXT<br />

CONTINUAL CONTACT WITH THE NONBUSINESS THOUGHT STREAM<br />

CLOSER<br />

THE DAY THE GREATEST DANGER OF ALL IN THE FUTURE IS THAT<br />

OF<br />

A FUTURE CORPORATIBN IS LIKELY TO FIND ITSELF CONFUSED<br />

MANY<br />

THE INDISCERNIBLE CHANGES IN THE DESIRES OF THE MARKET<br />

BY<br />

IT WILL BE DIFFICULT TO MAINTAIN GROWTH WITHOUT<br />

PLACE.<br />

BECOMING OVER-EXTENDED.<br />

94<br />

JOHNSON, HJ<br />

0065<br />

AND THE TIRED BUSINESSMAN.<br />

PERFORMANCE<br />

REVIEW AND MODERN INDUSTRY JANUARY, L965<br />

DUNS<br />

FATIGUE<br />

PERFORMANCE<br />

TOP AUTHORIIY LOOKS AT SOME OF ThE CAUSES AND EFFECTS<br />

A<br />

FATIGUE AND RELATES HIS FINDINGS TO THE BUSINESS MAN.<br />

OF<br />

OF IHE CHIEF FACTORS THAT COULD ACCOUNT FOR FATIGUE ARE<br />

SOME<br />

CONDITIONS, INADEQUATE SLEEP, POOR FOOD HABITS<br />

ENVIRONMENTAL<br />

DISTURBANCE AND PHYSICAL ILLNESS<br />

EMOTIONAL<br />

WHO ARE BORED WITH THEIR WORK ARE LIKELY TO<br />

EXECUTIVES<br />

FROM CHRONIC FATIGUE. READJUSTMENTS, FEAR OF FAILURE,<br />

SUFFER<br />

UNSEITLED BUSINESS PROBLEMS ARE APT TO PLAGUE THE<br />

AND<br />

ALSO<br />

EXECUTIVE<br />

SUGGESTIONS FOR SOLVING THE PROBLEM ARE GIVEN--<br />

SOME<br />

A BREATHER, EXERCISE, LOOKING ENERGETIC, USING YOUR<br />

TAKING<br />

OF HUMOR AND CHANGING YOUR DAILY ROUTINE STIMULANTS<br />

SENSE<br />

AS COFFEE, CANDY, LIQUOR, CIGAREITES AND PEP PILLS<br />

SUCH<br />

TRANSITORY OR EVEN ILLUSORY EFFECTS.<br />

OFFER<br />

MURRAY, TJ<br />

C066<br />

MUDOLE IN MARKETING RESEARCH<br />

THE<br />

REVIEW AND MODERN INDUSTRY JANUARY, 1965<br />

DUNS<br />

METHODOLOGY<br />

MANY COMPANIES HAVE DISCOVERED TO THEIR COST, THE<br />

AS<br />

OF SOME MARKETING RESEARCHERS LEAVE MUCH TO BE<br />

METHODS<br />

RESPONSIBILITY FOR SHORTCOMINGS lh MARKETING<br />

DESIRED<br />

IS SPREAD ACROSS THE FIELD FROM LARGE ESTABLISHED<br />

RESEARCH<br />

TO ONE OR TWO MAN OPERATIONS HOWEVER, MUCH OF THE<br />

COMPANIES<br />

CAN BE LAID SQUARELY AT THE DOOR DF THEIR CLIENTS<br />

BLAME<br />

CORPORATIONS ARE NOT PREPARED TO PAY ADEQUATELY FOR<br />

MOST<br />

THEREFORE, lh MOST CASES THE BUYER GETS EXACTLY<br />

RESEARCH<br />

HE DESERVES<br />

WHAT<br />

SHARES THE BLAME BY ESTABLISHING RIGIDLY<br />

MANAGEMENT<br />

DEADLINES ON LARGE PROJECTS, BY FAILING TO TAKE AN<br />

SHORT<br />

STAND ON IHE FINOINGS OERIVED FROM RESEARCH AND<br />

OBJECTIVE<br />

LEAPING TO CONCLUSIONS ON INSUFFICIENT RESEARCH VARIOUS<br />

FOR<br />

ARE OFFERED TO SAFEGUARD A COMPANY AGAINST<br />

SUGGESTIONS<br />

RESEARCHERS<br />

INADEQUATE<br />

FOX, MJ<br />

COAT<br />

ANNUAL REPORT--AN OBJECTIVE APPRAISAL.'<br />

THE<br />

EXECUTIVE, 3 38-6T, JANUARY, 1965<br />

FINANCIAL<br />

ANNLAL REPORTS HAVE BECOME INCREASINGLY MORE<br />

ALTHOUGH<br />

OVER THE LAST SEVERAL YEARS, THE AUTHOR WONDERS<br />

ATTRACTIVE<br />

THEY HAVE BECOME MORE EFFECTIVE<br />

IF<br />

PURPOSE OF AN ANNUAL REPORT IS TO GIVE MANAGEMENT<br />

THE<br />

OPPORTUNITY TO FURNISH THE OWNERS OF THE BUSINESS A<br />

AN<br />

RECORD OF WHAT IT IS DOING ON THEIR BEHALF.<br />

COMPREHENSIVE<br />

ACHIEVE THIS, YOU MUST FIRST DECIDE WHAT YOU WANT TO TELL<br />

TO<br />

READERS A SUITABLE OBJECTIVE OR THEME MUST THEN BE<br />

YOUR<br />

WHICH WILL BE ELABORATED IN THE REPORT<br />

DETERMINED<br />

NUMBER OF CHARTS AND ANALYSIS SHEETS ARE INCLUDED IN<br />

A<br />

ARTICLE TO AID IN THE EVALUATION OF ANNUAL REPORTS.<br />

THE<br />

AUTHOR CONCLUDES THAT UNLESS WE TAKE TFE LEADERSHIF<br />

THE<br />

RAISING THE STANDARDS OF ANNUAL REPORTING, ThE REGULATORY<br />

IN<br />

WILL TAKE THAT LEADERSHIP<br />

AGENCIES<br />

WHISLER, TL<br />

0068<br />

MANAGER AND IHE COMPUTER<br />

THE<br />

OF ACCObNTANCY i19.. 27-32 JANUARY 1965<br />

JOLRNAL<br />

ROLE-PROFESSIONAL<br />

OPERATIONS-RESEARCH,<br />

ADVENT OF THE COMPUTER HAS THREATENED THE BUSINESS<br />

THE<br />

WITH OBSOLESCENCE THE AUTHOR SUGGESTS THAT, IN<br />

EXECUTIVE<br />

ABSENCE OF FARSIGNTED PLANNING THE PROFESSIONAL AC<br />

THE<br />

IS SIMILARILY THREATENED<br />

CDUNTANT<br />

COMPUTERS, OPERATIONS RESEARCH AND ORGANI-'<br />

ELECTRONIC<br />

THEORY HAVE ALL RESULTED IN NEW TECHNOLOGIES AND<br />

ZAIIDNAL<br />

WAYS OF DOING THINGS IN MANAGEMENT PREDICTIONS FOR THE<br />

NEW<br />

POINT TO EVEk MDRE CHANGES, DISPLACEMENTS, AND<br />

FUTURE<br />

REPLACEMENTS THE POST-IMPACT OF THESE CHANGES HAS<br />

POSSIBLY<br />

REORGANIZE OR RESIST, THERE IS NO ROOM IN THE MIDDLE--'<br />

BEEN<br />

BESIDES THE TECHNOLOGICAL CHANGES, SOCIAL FAC<br />

OF-THE-ROAD<br />

ARE ALSO AT WORK SHAPING THE EXECUTIVE ROLE THE BELIEF<br />

TORS<br />

THE IMPORTANCE OF EDUCATION, THE MOBILITY AND RESTLESS-'<br />

IN<br />

OF OUR CITIZENS, AND THE BELIEF IN THE VALUE OF RE<br />

MESS<br />

AND SCIENCE ARE THE ACTIVE SOCIAL FACTORS<br />

SEARCH<br />

MUST CONSTANTLY BE AWARE OF CHANGE, AND UPDATE OUR<br />

WE<br />

TO AVOID OBSOLESCENCE IN THE FUTURE<br />

KNOWLEDGE<br />

SHCRTELL, AV<br />

BG69<br />

PROGRAMMING<br />

ON-LINE<br />

29-30, JANUARY, 1965<br />

DATAMATIONII<br />

COMPUTER-PROGRAMMING<br />

PROGRAMMERS,<br />

VENERABLE COMPUTER, WHIRLWIND It TEAMS UP WITH NEW<br />

A<br />

AND NEWER TECHNIQUES TO PROVIDE A REMEDY FOR AN<br />

EQUIPMENT<br />

HEADACHE, PROGRAMMING THE AUTHOR DISCUSSES THE EQUIP<br />

OLD<br />

CONFIGURATION AND PROGRAMMING PROCEDURE OF THIS<br />

MENT<br />

HE ALSO CITES SOME OF THE FEAIURES WFICH MIGHT<br />

COMPUTER<br />

INCLUDED IN FUIURE IMPROVEMENTS THESE FEATURES MAY WELL<br />

BE<br />

SELECTION OF INSTRUCTION REPER<br />

BE<br />

AVAILABLE COMPUTERS, INCORPORATION OF MACRO<br />

COMMERCIALLY<br />

FOR THE SELECTED COMPUTERS DR IMPLEMENTATION<br />

INSTRUCTIONS<br />

PROBLEM-ORIENTED LANGUAGES SUCH AS FORTRAN, JOVIAL, AND<br />

OF<br />

THUS, THE ON-LINE, REAL-TIME PROGRAMMING SYSTEH<br />

COBOL<br />

AS IF IT WILL CONTINUE TC YEILD IMPROVEMENTS IN<br />

LOOKS<br />

PRODUCTIVITY<br />

PRDGRAMMER<br />

MCFARLAND, RL<br />

DTO<br />

POWER GRAB<br />

ELECTRONIC<br />

AUTOMATION FEBRUARY, 1965<br />

BUSINESS<br />

COMPUTERIZATION<br />

OATA-PROCESSING,<br />

OF THE DATA PROCESSING ACTIVITIES CAN MEAN<br />

CONTROL<br />

OF THE FIRM AND THAT A COMPANY COULD BE STOLEN<br />

CONTROL<br />

TOP MANAGEMENT KNOWIkG ABOUT IT SUCH A STEAL COULD<br />

WITHOUT<br />

ACHIEVED THROUGH CLEVER USE OF THE CCMPANYS CENTRALIZED<br />

BE<br />

THE INPUT INFORMATION NEEDED FOR EFFECTIVE PRE-'<br />

COMPUTER<br />

ABOUT THE COMPANYS SHORT TERM FUTURE OPERATIONS<br />

DICTIONS<br />

BE BURIED AMONG OTHER TRADITIONAL INPUT INFORMATION<br />

COULD<br />

COULD BE EASILY OVERLOOKED BY TOP MANAGEMENT IT SHOULD<br />

AND<br />

BE CLEAR TOO, IHAT MANY MORE OVERT POWER STRUGGLES WILL

IN THE YEARS IMMEOIATELY AHEAD, AND THEY WILL CENTER<br />

OCCUR<br />

THE CONTROL AND USE CF COMPUTER FACILITIES<br />

ARCUND<br />

SINCLAIR, B<br />

CCTI<br />

DEAL FOR DIESEL DRAWINGS<br />

DAPPER<br />

AUTOMATION FEBRUARY, 1965<br />

BUSINESS<br />

INFORMATION-RETRIEVAL<br />

MICROFILM<br />

YEARS AGO, AN INVESTIGATION WAS STARTED BY<br />

THREE<br />

LIMITED, NOW PART OF MASSEY-FERGUSON, TC SEE WHAT<br />

PERKINS<br />

BE DONE TO INCREASE EFFICIENCY IN PRODUCING COPIES CF<br />

COULD<br />

AS THEY WERE REQUIRED AND TO REDUCE THE HIGH COST<br />

ORAWINGS<br />

PRINTS IT WAS ALSO NECESSARY TO TACKLE THE SERIOUS<br />

OF<br />

OF DOCUMENT ACCDMODATION AS THE GROWING LIBRARY WAS<br />

PROBLEM<br />

TAKING UP MORE THAN ITS FAIR SHARE CF SPACE<br />

ALREADY<br />

PROFITABLY LTILIZE THEIR LARGE CUANTITIES OF<br />

TD<br />

REQLIRED DOCUMENIS, THE DESIGN OEPARTMENT HAS<br />

FREQUENTLY<br />

A HIGHLY STREAMLINED MICROFILM STORAGE AND<br />

DEVELOPED<br />

SYSTEM<br />

RETRIEVAL<br />

FEIN, L<br />

CO?2<br />

MR PRESIDENT<br />

DEAR<br />

11 39-41, JANUARY= 1965<br />

DATAMATIONt<br />

COMPUTERIZATION<br />

AUIOMATION<br />

COMPUTER SPECIALIST EXAMINES SOME OF THE ASSUMPTIONS<br />

A<br />

IWO VIEW OF THE EFFECTS OF AUTOMATION, AND<br />

UNDERLYING<br />

THE NEED FOR MORE INFORMATION BEFORE EITHER IS<br />

SUGGESTS<br />

INTO ACTION. ONE VIEW IS THAT AUTOMATION IS BUT<br />

TRANSLATED<br />

FORM OF ADVANCING TECHNOLOGY AND HILL, AS IN THE<br />

ANOTHER<br />

BRING WITH IT A NET GAIN IN REQUIREMENTS OF HUMAN<br />

PAST,<br />

TO FULFILL AN EVER INCREASING DEMAND THE OTHER IS<br />

LABOR<br />

FLTURE DEMANDS WILL BE MET BY EMPLOYING LESS HUMAN<br />

THAT<br />

AND AN EVER INCREASING NUMBER OF COMPUTERS AND<br />

LABOR<br />

WE MUST HAVE AN ESTIMATE OF DEMAND FOR THE FUTURE,<br />

MACHINES<br />

STATEMENT OF THE SIZE, COMPOSITION, AND PRODUCTIVITY OF<br />

A<br />

LABOR FORCE, AND A PREDICTION BASED ON THESE TWO STATE<br />

THE<br />

IHAT GIVES THE NUMBER CF PERSONS IN THE LABOR FORCE<br />

MENTS<br />

THE FRACTION OF THE FUTURE MACHINE CAPACITY, THAT WILL<br />

AND<br />

UTILIZED TO MEET IHE ESTIMATED FUTURE DEMAND WIIH THIS<br />

BE<br />

WE CAN BEGIN TC TRANSLATE OUR VIEWS INTO<br />

INFORMATIDN<br />

ACTION<br />

KOCH, RJ<br />

CC73<br />

TO AVOID A SCAPEGOAT COMPUTER<br />

MANAGE<br />

OF DATA MANAGEMENT. 3 12-15, JANUARY 1965<br />

JOURNAL<br />

COMPUTERIZATION<br />

MOTIVATING,<br />

INTEGRATED COMPUTER SYSTEM COULD BE OIVIDED INTO TWO<br />

AN<br />

ASPECTS, AND ADMINISTRATIVE TECHNIQUES<br />

CATAGORIES**TECHNICAL<br />

CONCEPTS. MOST DATA PROCESSING EXECLTIVES ARE FAMILIAR<br />

AND<br />

THE TECHNICAL ASPECTS HOWEVER, EFFECTIVE USE OF THE<br />

WIIH<br />

ASPECTS IS GREATLY DEPENDENT ON THE ADMINISTRATIVE<br />

TECHNICAL<br />

AND CONCEPTS EMPLOYED WITHOUT THE COMPETENT USE<br />

TECHNIQUES<br />

THE ADMINISTRATIVE TECHNIQUES, A MEDIOCRE SYSTEM AND A<br />

OF<br />

COMPUIER WILL RESULT<br />

SCAPEGOAT<br />

AUTHOR DESCRIBES THE RECOMMENDED CONCEPTS AND AP-'<br />

IHE<br />

FOR ATIAINING A SUCCESSFUL COMPUTER INSTALLATION<br />

PRCACHES<br />

THE BASIC MANAGING FUNCTIONS CF PLANNING, ORGANIZING,<br />

UNDER<br />

AND CONTROLLING<br />

MOTIVATING,<br />

WELSH, SJ<br />

0074<br />

AND ADVERTISING SETTING OBJECTIVES THAT GET<br />

MARKETING<br />

RESULTS<br />

REVIEW DL 54 ND 4-12 JANUARYt 1965<br />

MANAGEMENT<br />

TEAMWORK, COMMUNICATION<br />

DECISION-MAKING,<br />

NECESSITY CF MARKETING OBJECTIVES IS ND LONGER<br />

THE<br />

BUT THE DETAIL PURPOSE AND ORIGINATION MAY BE.<br />

QUESTIONED,<br />

OBJECTIVES ARE MORE COMPLEX, AND MORE USEFUL THAN THE<br />

MEANS<br />

VAGUE RESULTS OBJECTIVES, SINCE THEY DEFINE MORE<br />

BROAD,<br />

THE INTENDED GOALS OF THE COMPANY AND HOW TO AT<br />

PRECISELY<br />

THEM THE COMBINATION CF MEANS AND RESULTS OBJECTIVES<br />

TAIN<br />

MANAGEMENT GENERALLY AND GIVE A CLEAR-CUT FRAMEWORK<br />

GUIDE<br />

DETERMINING SPECIFIC ACTIONS<br />

FOR<br />

AUTHOR ILLUSTRATES THIS LAST POINT WITH AN EXAMPLE<br />

THE<br />

COORDINATING COMPANY MARKETING, AND ADVERTISING OBJECT<br />

DF<br />

EMPHASIZING THAT GOALS SHOULD BE COMMUNICATED AND<br />

IVES<br />

AND PROVIDE A SOLID BASE FOR GOOD PLANNING ANO<br />

UNDERSTOOD<br />

TEAMWORK<br />

CRITERIA ARE ESTABLISHED--OBJECTIVES SHOULD BE<br />

FIVE<br />

LONG-TERM YET DYNAMICt ACCOMPANIED BY PLANS<br />

COMMUNICATED<br />

PROGRAMS SPECIFIC AND MEASURABLE, AND TAILOR-MADE<br />

AND<br />

DOYLE, LB<br />

DDT6<br />

WAYS TO INHIBIT CREATIVE RESEARCH<br />

SEVEN<br />

II 52-60 FEBRUARY 1965.<br />

DATAMATION<br />

LEADERSHIP-STYLE<br />

SUPERVISION<br />

AUTHOR DISCUSSES SEVEN FORMS DF PRESSURE APPLIED<br />

THE<br />

RESEARCHERS IN THE INTEREST OF ENCOURAGING GCOD WORK<br />

TO<br />

WHICH HAVE THE EFFECT OF FENCING IN CREATIVE POS<br />

BUT<br />

SIBILITIES<br />

TO THESE PRESSURES AS FORMS OF IMPERIALISMe<br />

REFERRING<br />

DOYLE DISCUSSES IHE FOLLOWING SEVEN IMPERIALISMS--<br />

MR<br />

MATHEMATICAL, PROFRAMMINGI HARDWARE,<br />

METHODOLOGICAL,<br />

PLANNING, AND ORGANIZATIONAL<br />

PUBLICATIONS,<br />

SLCMAI RS<br />

DE77<br />

BREAK-EVEN ANALYSIS<br />

QUANTIIATIVE<br />

PROCESSING MAGAZINE 8 .20-231 JANUARY, 1965.<br />

DATA<br />

CAST= ACCOUNTING, BUDGETING<br />

FORECASIING,<br />

AUTHOR OFFERS A QUANTITATIVE MODEL, ADAPTABLE TO<br />

THE<br />

ANALYSIS, TO THE MANAGEMENT OF FIRMS WHICH<br />

SENSITIVITY<br />

ACHIEVED THE PRELIMINARY STAGE OF STANDARD COST<br />

HAVE<br />

VARIANCE ANALYSIS AND REPORTING= AND FLEXIBLE<br />

ACCOUNTING,<br />

THIS APPROACH CAN BE USED BY LESS ACCOMPLISHED<br />

BUOGETING<br />

TO OBTAIN RATHER BROAD APPROXIMATIONS OF JUDGMENTAL<br />

FIRMS<br />

DECISIONS<br />

ANALYSIS IS DISCUSSED IN TERMS OF SALES<br />

BREAK-EVEN<br />

MATERIAL LABDR MANUFACTURING OVERHEAD,<br />

FORECASTINGI<br />

MARGIN GENERAL AND ADMINISTRATIVE COSTS, AND THE<br />

GROSS<br />

MARGIN.<br />

NET<br />

MURDICK, RG<br />

BOTB<br />

LONG-RANGE PLANNING MATRIX<br />

THE<br />

CALIFORNIA MANAGEMENT REVIEWI T. 35-42, WINTER, 965<br />

OF THE DIFFICULTY DF CONDUCTING LONG-RANGE PLAN<br />

PART<br />

MAY STEM FROM THE LACK OF A SUITABLE MATRIX TO TIE<br />

NING<br />

THE TREE DIMENSIONS OF A CORPORATE PLAN--<br />

TOGETHER<br />

PLANNING, PROOUCI PLANNINGI AND ELEMENTS-OF--'<br />

FUNCTIONAL<br />

PLANNING THE AUTHOR OISCUSSES HOW THESE THREE BASIC<br />

COST<br />

MUST BE INTEGRATED FOR HIGH-LEVEL CORPORATE PLAN<br />

ELEMENTS<br />

NING<br />

EXAMPLES ARE GIVEN IN THE ARTICLE OF SUCCESSFUL<br />

MANY<br />

AT LONG-RANGE PLANNING.BY SUCH COMPANIES AS GE<br />

ATTEMPTS<br />

TI AND THOMAS INDUSTRIES NUMEROUS TABLES ARE ALSO<br />

ATT<br />

TO ILLUSTRATE HOW THE THREE BASIC DIMENSIONS MAY BE<br />

GIVEN<br />

WITH DESIRED RESULTS A HYPOTHETICAL CASE TAKES<br />

INTEGRATED<br />

ON A STEP-BY-STEP PLANNING PROCESS WHICH CLOSELY<br />

US<br />

THAT OF AN ACTUAL LARGE ENGINEERING AND RESEARCH<br />

PARALLELS<br />

ORGANIZATION<br />

HALLI J D LEARYI V WILLIAMS, M<br />

CO79<br />

DECISION-MAKING GRID<br />

THE<br />

MANAGEMENT REVIEW 7 .43-54 WINTERy 1965<br />

CALIFORNIA<br />

TECHNIQUE<br />

GUIDELINES<br />

PARADOX OF 0ECISION MAKING IS THAT, DESPITE IHE<br />

THE<br />

THAT GROUPS GENERALLY TEND TO PROOUCE MORE ADEQUATE<br />

FACT<br />

THAN INDIVIDUALS WORKING ALONE, MOST EXECUTIVES<br />

DECISIONS<br />

AT A LOSS REGARDING THE EFFECTIVE EMPLOYMENT OF GROUPS<br />

ARE<br />

REACHING DECISIONS THIS IS BECAUSE EXECUTIVES INVOLVED<br />

IN<br />

GROUP DECISION MAKING HAVE TWO BASIC CONCERNS THE CON<br />

IN<br />

FOR DECISION ADEQUACY AND THE CONCERN FOR COMMITMENT<br />

CERN<br />

OTHERS TO THE DECISION<br />

OF<br />

AUTHORS USE A CONCEPTUAL MODEL CALLED THE DE<br />

THE<br />

GRID TO ANALYZE INDIVIDUAL STYLES OF DE<br />

CISION-MAKING<br />

BEHAVIOR IN A GROUP CONTEXT FROM THIS STUDY<br />

CISION-MAKING<br />

EYE-TO-EYE DECISICN MAKING STYLE IS FOUND TO BE THE MOST<br />

AN<br />

OF IHE VARIOUS STYLES DISCUSSED.<br />

EFFECTIVE<br />

FARMER, RN RICHMAN BM<br />

0080<br />

MODEL FOR RESEARCH IN COMPARATIVE MANAGEMENT<br />

A<br />

MANAGEMENT REVIEH 71 $5-68 WINTER, 1964<br />

CALIFORNIA<br />

EFFICIENT ATTITUDINAL<br />

EVALUATING,<br />

STUDIES OF MANAGEMENT HAVE SHOWN BUT LITTLE CON-'<br />

MOST<br />

FOR THE EXTERNAL ENVIRCNMENT IN WHICH THE FIRM MUST<br />

CERN<br />

THE AUTHORS PROPOSE A NEW CONCEPTUAL APPROACH<br />

OPERATE.<br />

SHOULD PROVE USEFUL IN THE ANALYSIS OF COMPARATIVE<br />

WHICH<br />

PROBLEMS. BY EVALUATING IHE EXTERNAL CONSTRAINTS<br />

MANACEMENT<br />

MANAGEMENT THE AUTHORS PROVIDE VALUABLE INSIGHT<br />

AFFECTING<br />

THE REASONS WHY VARIOUS COUNTRIES HAVE VARYING DEGREES<br />

INTO<br />

EFFICIENT INTERNAL MANAGEMENT IN PRODUCTIVE ENTERPRISES<br />

OF<br />

FACTORS WHICH ARE DISCUSSED ARE BASIC LITERACY<br />

EXTERNAL<br />

THE COUNTRY AIIITUDINAL VALUES USE OF SCIENTIFIC<br />

OF<br />

RATIONAL RISK TAKINGe POLITICAL AND LEGAL CON<br />

METHODSe<br />

AND ECONOMIC CONSTRAINTS USING THESE EXTERNAL<br />

STRAINTS<br />

THE AUTHORS CONSTRUCT A COMPARATIVE MANAGEMENT<br />

CONSTRAINTSl<br />

MATRIX<br />

DILLON, TF<br />

DO81<br />

SPINS OUT SAVINGS FOR SMALL OEPARTMENT.'<br />

EDP<br />

VOL 58-2 7Z-79eJANUARY 28e 1965.<br />

PURCHASING<br />

DATA-PROCESSING<br />

DATA PROCESSING HAS HELPED A SMALL<br />

ELECTRONIC<br />

DEPARTMENT CUT INVENTORIES FORIY-THREE PER CENT,<br />

PURCHASING<br />

CLERICAL COSTS, AND GET VITAL INFORMATION FOR BUYERS<br />

REDUCE<br />

OTHER DEPARTMENTS<br />

AND<br />

SYSTEM HAS NOT ONLY CUT INVENTORYI BUT IT ALSO<br />

THIS<br />

ALL PURCHASES AUTOMATICALLY, PAYS INVOICES WITHOUT<br />

WRITES<br />

A DISCOUNT CALCULATES ECONOMIC ORDER QUANTITIES ANC<br />

MISSING<br />

ORDER POINTS. IT ALSO SPINS OFF A GREAT DEAL OF<br />

CONTROLS<br />

INFORMATION FOR OTHER DEPARTMENTS IHAN PURCHASING<br />

USEFUL<br />

ALBRECHT PA GLASER, EM MARKSe J<br />

0082<br />

OF A MULTIPLE-ASSESSMENT PROCEDURE<br />

VALIDATION<br />

OF APPLIED PSYCHOLOGY VOL 48-6..351-360 DEC<br />

JOURNAL<br />

EVALUATION TEST MANAGERIAL PERSONNE INTERVIEW<br />

RATING<br />

PERFORMANCE-EVALUATION<br />

APTITUDE<br />

MULTIPLE-ASSESSMENT PROCEDURE--PERSONAL F[STORY FDRM<br />

A<br />

INTERVIEW, 2 OBJECTIVE INTELLECTUAL APTITUDE TESTS<br />

INTENSIVE<br />

SENTENCE-COMPLETION TEST, AND A HUMAN RELATIONS PROBLEMS<br />

A<br />

USED TO PREDICT THE PERFORMANCE DF 31 INDUSTRIAL<br />

TEST--WAS<br />

ALL HAVING A SIMILAR JOB ASSIGNMENT. PREOICTIDNS<br />

MANAGERS<br />

MADE ON THE BASIS OF A GLOBAL, NONACTUARIAt ANALYSIS OF<br />

WERE<br />

OBJECTIVE AND SUBJECTIVE DATA 4 SETS OF CRITERION<br />

THESE<br />

WERE OBTAINED ON VARIABLES--3 DIFFERENT SETS OF<br />

JUDGEMENTS<br />

AND SET OF RATINGS A MULTITRAIT-MULIIMETHOO MA<br />

RANKINGS<br />

WAS USED IN THE ANALYSIS OF THE INTERCORRELATIONS. 9<br />

TRIX<br />

THE 12 VALIOITY COEFFICIENTS INVOLVING RANKING-TYPE<br />

OF<br />

WERE SIASIICALLY SIGNIFICANT. OF THE 4 COEFFICIENTS<br />

CRITERIA<br />

RATING-TYPE CRITERIAt NONE WERE SIGNIFICANT.<br />

INVOLVING<br />

FRIEDLANDER, F<br />

D083<br />

CHARACTERISTICS AS SATISFIERS AND DISSATIFIERS<br />

JOB<br />

OF APPLIED PSYCHOLDGY VOL 48-6..388-392 DEC, 64.<br />

JOURNAL<br />

JOB-ANALYSES MOTIVATION<br />

SATISFACTION,<br />

IS OFTEN ASSUMED THAT JOB SATISFACTION AND DISSAT<br />

IT<br />

ARE DPPOSIIES, AND THAT DN IS THE MERE NEGATION<br />

ISFACTION<br />

THE OTHER. THIS ASSUMPTION CF CONVERTIBLE BIPOLARITY IS<br />

OF<br />

BY AOMINISIRATION CF 2 QUESTIONNAIRES TO 80 SS IN<br />

EXAMINED<br />

THE IMPORTANCE TO SATISFACTION AND IHE IMPORTANCE TO<br />

WHICH<br />

OF VARIOUS JOB CHARACTERISTICS ARE COMPARED.<br />

DISSATISFACTION<br />

ANO VARIANCE ANALYSES BOTH INDICATE THAT SAT<br />

CORRELATIONAL<br />

AND DISSATISFACTION ARE, FOR THE MOST PART, UN<br />

ISFACTION<br />

AND NOT COMPLEMENTARY FUNCTIONS= RATHER THAN NEGA<br />

RELATED<br />

RELATED POLES OF A SINGLE BIPOLAR CONTINUUM RESULTS<br />

TIVELY<br />

STUDIES AND THEORIES UTILIZIIG A SINGLE SATISFACTION<br />

OF<br />

CONTINUUM ARE THEN QUESTIONABLE. SUMMARY<br />

DISSATISFACTION<br />

OF RANKS OF SAIISFIERS AND DISSATISFIERS ARE DISCUSSED<br />

DATA<br />

REGARD TO CURRENT JOB MOIIVAIIDN THEORY.<br />

IN<br />

ISAACS, H<br />

COB4<br />

ORIENTED COMPUTER SYSTEMS<br />

USER<br />

PROCESSING MAGAZINE, T IA-IB, FEBRUARY 1965.<br />

DATA<br />

PUBLIC ADMINISTRATION<br />

INFORMATION-RETRIEVAL<br />

OF DIGITAL CCMPUTER SYSTEMS FALL INTO<br />

APPLICATIONS<br />

BASIC CATAGDRIES THE AUTHOR DISCUSSES THE THREE<br />

THREE<br />

WHICH ARE OFF LINE PRODUCTION PROCESSING= REIRIEVING

ON A SPECIAL REQUEST BASISt AND REAL TIME<br />

INFORMATION<br />

DN LINE SYSTEMS<br />

OR<br />

MAIN CHARACTERISTICS AND DEVELOPMENT CONSIDERATIONS<br />

THE<br />

DISCUSSED ALONG WITH RECENT DEVELOPMENTS IN TECHNOLOGY<br />

ARE<br />

RECENT DEVELOPMENTS PRESENTED ARE DATA COMMUNICATIONS=<br />

THE<br />

PROGRAMMING SYSTEMS ADVANCEMENTS IN IN<br />

USER-ORIENTED<br />

RETRIEVAL TECHNIQUES, AND TIME SHARING<br />

FORMATION<br />

SPECIFIC TIME-SHARING EXPERIMENT BEING CONDUCTED<br />

A<br />

THE SYSTEM DEVELOPMENT CORPORATION IS DESCRIBED WHICH<br />

AT<br />

THE TECHNICAL ADVANCES IN TIME-SHARING<br />

ILLUSTRATES<br />

AUTHOR ALSO DISCUSSES THE IMPLICATIONS OF DATA<br />

THE<br />

FOR PUBLIC ADMINISTRATION<br />

PROCESSING<br />

SAYER J<br />

0085<br />

PRESENT INFORMATION SERVICES SERVE THE ENGINEER.<br />

DO<br />

PROCESSING MAGAZINE 7 °24-25, FEBRUARYt I965<br />

DATA<br />

INFORMATION-RETRIEVAL<br />

ENGINEER IS AN INFORMATION BROCESSORw AND HE IS<br />

THE<br />

FACED WITH THE PROBLEM OF EFFECTIVELY AND EF<br />

CONSTANTLY<br />

ACQUIRING AND USING DATA AND INFORMATION.<br />

FICIENTLY<br />

AUTHOR CLAINS THAT WE ARE PRESENTLY UNABLE TO<br />

THE<br />

THE HELP THAT THE ENGINEER NEEDS THE PRIMARY REASON<br />

SUPPLY<br />

THE INEFFECTIVENESS OF OUR INFORMATION SERVICES IS THAT<br />

FOR<br />

SPECIFIC INFORMATION NEEDS OF ENGINEERS, SPECIALLY FROM<br />

THE<br />

OVERALL SYSTEMS VIENPOINT ARE NEITHER WELL KNOWN NOR<br />

AN<br />

UNDERSTOOD.<br />

NELL<br />

THE UNDERLYING REASON NHY ENGINEERS NEEDS<br />

PROBABLY<br />

BEING SO POORLY SERVED IS THAT TOO NANY PEOPLE IN<br />

ARE<br />

INDUSTRY, EDUCATIONw AND IN THE TECHNICAL<br />

GOVERNMENT<br />

FAIL TO RECOGNIZE THE PROBLEM OR ARE NOT<br />

SOCIETIES,<br />

IN DOING MUCH TO SOLVE IT.<br />

INTERESTED<br />

SOME PROGRESS IS BEING NADEI IT IS NOT ENOUGH.<br />

WHILE<br />

THROUGH THE INTENSIVE AND EXTENSIVE COOPERATIVE EFFORTS<br />

ONLY<br />

THOSE INVOLVED CAN ANY SIGNIFICANT [MPREVEMENT DE MADE<br />

OF<br />

KREITHENt A<br />

0086<br />

CONTROL IN AUTOMATIC INDEXING.<br />

VOCABULARY<br />

PROCESSING MAGAZINE 7..60-6[ FEBRUARY [965<br />

DATA<br />

INFORMATION-RETRIEVAL<br />

[NDEXING<br />

ARE TWO BASIC APPROACHES TQ AUTOMATIC INDEXING--<br />

THERE<br />

BY ASSIGNMENT AND INDEXING BY EXTRACTION. THE<br />

INDEXING<br />

DISCUSSES THESE TWO WAYS OF INDEXING AND THE TWO<br />

AUTHOR<br />

OF VOCABULARY DEVELOPMENT RESULTING FROM ThEM<br />

WAYS<br />

EDITING PROCEDURES ARE ALSO PRESENTED.<br />

VARIOUS<br />

GOAL TO STRIVE FOR IS GRAPHIC ARTS QUALITY WHICH<br />

THE<br />

COPY GOOD ENOUGH TO MEET NORMAL PUBLISHING STANDARDS.<br />

IS<br />

REQUIREMENTS FOR REACHING THIS GOAL ARE DISCUSSED.<br />

FOUR<br />

ARE WIDE DR EASILY MODIFIED CHARACTER SELECTIONw<br />

THEY<br />

CHARACTER DEFIN[TIONw COLUMN JUSTIFICATION WITH<br />

SHARP<br />

HYPHENATION, AND PROPORTIONAL CHARACTER SPACING<br />

PROPER<br />

BRANCH, CE<br />

0087<br />

VIEM OF CORPORATE PLANNING TODAY<br />

A<br />

MANAGEMENT REVIEW 7..89-94t HINTER, I964<br />

CALIFORNIA<br />

DECISION-MAKING<br />

PLANNING HAS EXPANDED AS AN ORGANIZED STAFF<br />

CORPORATE<br />

IN BUSINESS BUT LITTLE IS KNOWN CONCERNING EITHER<br />

ACTIVITY<br />

OPERATING CHARACTERISTICS OR ITS PRACTITIONERS AS A<br />

ITS<br />

RESULTS OF A RECENT SAMPLE SURVEY PRESENTED<br />

GROUP.<br />

ARTICLE REPRESENT THE BEST INFORMATION NOW AVAILABLE<br />

THIS<br />

NUMBER AND TYPES OF ORGANIZATIONS WHICH USE<br />

THE<br />

PLANNING THE EXECUTIVES INVOLVED AND THEIR<br />

CORPORATE<br />

BACKGROUND ARE THE TOPICS COVERED IN THE<br />

EDUCATIONAL<br />

SURVEY.<br />

AUTHOR SUMMARIZES THAT A SIGNIFICANT NUMBER OF<br />

THE<br />

COMPANIES HAVE ESTABLISHEO STAFF UNITS FOR PLAN<br />

AMERICAN<br />

THESE UNITS ARE SMALL AND WITH MODERATE BUDGETS EN<br />

NING.<br />

IN BOTH OVER-ALL AND FUNCTIONAL PLANNING THE PLANNING<br />

GAGE<br />

USUALLY HAVE AN EXTENSIVE FORMAL EDUCATION IN<br />

EXECUTIVES<br />

FIELDS<br />

VARIOUS<br />

STATEMENTS ARE ILLUSTRATED BY SOME OF THE SEVEN<br />

THESE<br />

FOUND IN THE ARTICLE<br />

TABLES<br />

KAMMAN AB<br />

0088<br />

FD THE INDIVIDUAL<br />

AGE<br />

JOURNAL, VOL 64-2 65-67 FEBRUARY 196§.<br />

PERSONNEL<br />

RESPONSIBILITY PERFORMANCE, EMPLOYEEe ABILITY<br />

SUPERVISORSw<br />

KAMMAN IN GENERAL TERMS PLACES THE BURDEN OF THE<br />

MR<br />

OF THE COUNTRY ON MANAGEMENT HISTORY, HE SAYS, HAS<br />

FUTURE<br />

THAT DECADENCE BEGINS WITH THE DECLINE OF THE<br />

SHDNN<br />

FOLLOMED BY COLLAPSE OF THE NATION SO THAT<br />

INDIVIDUAL,<br />

NOW HAS A DOUBLE FUNCTION. IT MUST PROFITABLY<br />

MANAGEMENT<br />

THE COMPANY AND RAISE THE INDIVIDUAL OUT OF<br />

OPERATE<br />

SUPERVISORS MUST HELP EACH EMPLOYEE TO<br />

COMPLACENCY<br />

THE CONSEQUENCES OF CONFORMITY. THE PROBLEM OF<br />

COMPREHEND<br />

RESPONSIBILITY HAS A SPECIFIC FOCAL POINT IN<br />

INDIVIDUAL<br />

EVERY WAGE EARNER HAS THE<br />

INDUSTRY--COMPETENCE.<br />

TD SEE THAT HIS WORK MEASURES UP TO HIS<br />

RESPONSIBILITY<br />

ABILITY IN A SOCIETY OF FREE MEN, COMPETENCE IS<br />

INDIVIDUAL<br />

ELEMENTARY DUTY. IT IS UP TO MANAGEMENT TO INSIST THAT<br />

AN<br />

MEN ATTA[N THEIR HIGHEST STANDARDS OF PERFORMANCE.<br />

FREE<br />

ANOLER! ED<br />

0089<br />

PROMOTIONAL LADDER.<br />

THE<br />

JOURNAL VOL 44-2° 68-7I, EEBRUARYt 1965<br />

PERSONNEL<br />

EVALUATION<br />

PERSONS REACH A POINT BEYOND WHICH THEY BECOME<br />

MANY<br />

AND LACK THE PERSPECTIVE TO DO THE JOB IT IS<br />

INEFFECTIVE<br />

FOR THE WELL-BEING OF THE INDIVIDUAL AND THE<br />

NECESSARY<br />

TO ASSURE THAT PERSONS ARE NOT PROMOTED BEYOND THE<br />

COMPANY<br />

AT WHICH THEY CAN PERFORM EFFECTIVELY<br />

POINT<br />

HIGHER THE POSITION THE FEWER PEOPLE WHO CAN<br />

THE<br />

DO THE JOB. THE NAN WHO APPLIES LOWER LEVEL<br />

COMPETENTLY<br />

TO A HIGHER LEVEL JOB W[LL NEGLECT THE TRUE<br />

THINKING<br />

OF HIS POSITION.<br />

FUNCTION<br />

HARRIS1P<br />

0090<br />

IN COMPULSORY ARBITRATION.<br />

ATTITUDES<br />

JOURNAL VDL 64- 7-TSt FEBRUARY, 1965<br />

PERSONNEL<br />

INCENTIVE ATTITUDES PERSONNEL<br />

ROLE<br />

QUESTION OF THE DESIRABILITY OF GOVERNMENT<br />

THE<br />

IN LABOR-MANAGEMENT DISPUTES IS REVIEWED HERE<br />

INTERVENTION<br />

96<br />

IN THE WAKE OF THE CASE OF COMPULSORY ARBITRATION<br />

FOLLOWING<br />

THE HISTORICAL RAILROAD DISPUTE<br />

IN<br />

AUTHORS POINT OF VIEW IS THAT THE GOVERNMENT IS<br />

THE<br />

TOO FAR AFIELD IN THEIR ROLE IN SOCIETY BY SUPPORTING<br />

GOING<br />

ARBITRATION THE INFERENCE IS GIVEN THAT ITS<br />

COMPULSORY<br />

ARE NOT FULLY AWARE OF THE RESTRICTION OF FREEDOH<br />

PROPONENTS<br />

FOR THOSE AFFECTED<br />

INVOLVED<br />

BARGAINING IS NOT AN END IN ITSELF FOR ONE<br />

COMPULSORY<br />

IT WILL TEND TO INHIBIT THE INCENTIVE TO BARGAIN IN<br />

REASON<br />

FOR ANOTHER! IS THE TENDENCY FOR BOTH SIDES TO<br />

EARNEST<br />

A LARGE LIST OF DEMANDS AND FURTHER THE NATURE OF<br />

SUBMIT<br />

SETTLEMENT NAY BE UNAPPEALING TO BOTH SIDES OTHER<br />

THE<br />

ARE ALSO POINTED UP AND THE RAILROAD DISPUTE<br />

DISADVANTAGES<br />

USED AS AN EXAMPLED<br />

IS<br />

EHRLE, RA<br />

cog[<br />

SYSTEMS APPROACH TO ORGANIZATION AND MANAGEMEkT<br />

A<br />

JOURNAL VDL 4-2 76-77t FEBRUARY lg65<br />

PERSONNEL<br />

DECISION-MAKING<br />

DECISION-MAKING TIME IS ESSENTIAL TODAY IF<br />

REOUCING<br />

IS TO KEEP AHEAD OF THE RAPID ORGANIZATIONAL<br />

MANAGEMENT<br />

CAUSED BY THE USE OF CCMPUTERS. MANAGEMENT MUST<br />

CHANGES<br />

TO MORE SOPHISTOCATED APPROACHES TO DECISION MAKING<br />

RESORT<br />

SUCH AS MATHEMATICAL PROGRAMMING AND THE<br />

PROCESSES,<br />

USE OF COMPUTERS<br />

EXTENSIVE<br />

ESTABLISHHENT OF INTEGRATED ORGANIZATIONAL<br />

THE<br />

REQUIRES PANAGENENT TD PAY MORE ATTENTION TO<br />

STRUCTURES<br />

AND PRDCESSe WNILE HAVING LESS REACTION TIME IN<br />

STRUCTURE<br />

TO MAKE DECISIONS. THE PROGRAMMING OF MIDCLE<br />

WHICH<br />

TASKS WILL RESULT IN A REORGANIZATION OF MIDDLE<br />

MANAGEMENT<br />

LEVELS CONSEQUETLY THE NUMBER OF INTERMEDIATE<br />

MANAGEMENT<br />

LEVELS WILL SHRINK AND SO WILL THEIR RELATIVE<br />

MANAGEMENT<br />

INFLUENCE.<br />

LOBAN, LN<br />

DOg2<br />

RESPONSIBILITIES OF THE PERSONNEL INTERVIEWER.<br />

SOCIAL<br />

JOURNAL VOL 64-3 124-I27 MARCHt Ig65.<br />

PERSONNEL<br />

PLACEMENT MINORITIES<br />

HANDICAPPED<br />

PERSONNEL MAN RUNS INTO DIFFICULTY FACING THE<br />

THE<br />

PRESSURES TO PROVIDE JOBS FOR MEMBERS OF GROUPS WITH<br />

SOCIAL<br />

SOCIAL NEEDS SUCH AS MINORITY RACES AND RELIGIONS, T<br />

UNMET<br />

OR MENTALLY HANDICAPPED THE OLDER WORKER AND<br />

PHYSICALLY<br />

WHILE AT THE SAME TIME HE MUST MAINTAIN INDUSTRY<br />

OTHERS.<br />

NEED TO HIRE PEOPLE Dk THEIR MERITS. THIS SITUATION<br />

VITAL<br />

FOR A DEGREE OF SOCIAL UNDERSTANDING ACQUIRABLE ONLY<br />

CALLS<br />

PERSONAL INVOLVEMENT.<br />

BY<br />

THE EXTENT THAT THE PERSONNEL MAN SELECTS APPLICANTS<br />

TO<br />

THEIR MERITS RATHER THAN ARBITRARILY REJECTING THEIR<br />

ON<br />

HE PROTECTS HIS ABILITY TO CHCOSE AGAINST THE DEMANDS<br />

CLASS,<br />

A SOCIETY PUSHING FOR UNPET NEEDS AND AT ThE SAME TIME<br />

OF<br />

A BETTER PROFESSIONAL SERVICE FOR HIS ORGANIZATICN<br />

PROVIDES<br />

FOGEN JH<br />

B93<br />

APATHY OF UNION MEMBERS<br />

SURFACE<br />

JOURNAL VDL 66-3. [47-151 MARCH, [965<br />

PERSONNEL<br />

SATISFACTION<br />

IS THE PURPOSE OF THIS ARTICLE TO SUGGEST THAT THIS<br />

IT<br />

DISINTEREST OF UNION MEMBERS MAY, IN REALITY BE<br />

APPARENT<br />

CONSERVATIVEw STABLE ELEMENTS THAT FORM THE BASE OF A<br />

THE<br />

BUSINESSLIKE UNION IT IS ADMITTED THAT A GREAT DEAL<br />

STRDNG<br />

MEMBER APATHY DOES EXIST<br />

OF<br />

APATHY COULD BE CAUSED BY THE FEELING THAT THE<br />

SURFACE<br />

IS PLANT-ORIENTED RATHER THAN MEETING ORIENTED, BY THE<br />

UNION<br />

OF REASONABLY GOOD LABOR RELATIONS BY CBNTENTMENT<br />

EXISTANCE<br />

CURRENT ECONOMIC CONDITIONS AND BY SATISFACTION WITH<br />

WITH<br />

BUSINESS TYPE OF UNIONISM<br />

THE<br />

DANGERS OF NO APATHY WOULD BE A DECREASE IN<br />

THE<br />

TYPE UNIONISM GREATER INVOLVEMENT IN POLITICS AND<br />

BUSINESS<br />

INTEREST IN MANAGEMENT ACTIVITIES.9<br />

INCREASING<br />

SHERIFF DR<br />

0094<br />

OF UNIVERSITY SPONSORED EXECUTIVE OEVELOPMENT PROGRAMS<br />

COST<br />

JOURNAL VDL 44-3. I64-[66 MARCHe 1965<br />

PERSONNEL<br />

TRAINING<br />

EDUCATION<br />

COST OF UNIVERSITY-SPONSORED EXECUTIVE DEVELOPMENT<br />

THE<br />

IS USUALLY A SECONDARY CONSIDERATICN BUT COMPANIES<br />

PROGRAMS<br />

KNOW BEFORE SENDING THEIR MANAGERS TO SUCH COURSES,<br />

SflGULD<br />

WHAT THE TOTAL COST WILL BE.<br />

EXACTLY<br />

ARE THREE TABLES GIVING A BREAKDOWN CN<br />

THERE<br />

TABLE PROVIDES COST PER WEEK ANALYSIS BASED<br />

INFORMATION<br />

WHETHER ROOM AND BOARD IS INCLUDED OR EXCLUDED. TABLE<br />

ON<br />

A COST VERSUS MAXIMUM NUMBER OF REGISTRANTS AND TABLE<br />

GIVES<br />

SHOWS COST VERSUS LENGTH OF INDIVIDUAL SESSIOh ANALYSIS<br />

3<br />

INOICATE THAT ROOM AND BOARD CONSTITUTES FIFTY<br />

FINDINGS<br />

OF FEE, SCHOOLS O0 NOT VIEW THESE PROGRAMS AS<br />

PERCENT<br />

TO RAISE REVENUE AND THAT THE SMALLER THE MAXIMUM<br />

ATTEMPTS<br />

OF REGISTRANTS, THE HIGHER THE PER WEEK PROGRAM COST.<br />

NUMBER<br />

HOLLON WR<br />

OGg5<br />

A PERSONAL TOUCH TO RECRUITING ENGINEERING TALENT.<br />

ADOING<br />

JOURNAL VDL 64-3 .[42-143, MARCH, 1965.<br />

PERSONNEL<br />

MOVIES, TRAINING<br />

PUBLIC-RELATIONS<br />

ORDER TO IMPRESS COLLEGE STUDENTS UNOER<br />

IN<br />

FOR EMPLOYMENT WITH THE GLAMOUR AND CAREER<br />

CONSIDERATION<br />

OF ENGINEERING POSITIONS WITH THE COMPANY A LARGE<br />

POTENTIAL<br />

SERVICE FIRM DEVISED A COLORFUL, PROFESSIONALLY<br />

OIL-WELL<br />

MOTION PICTURE SHOWING THE WORK BEING DONE IN THE<br />

PRODUCED<br />

THE FILM WAS A SUCCESS AND PROVED VALUABLE FOR OTHER<br />

FIELD<br />

BESIDES RECRUITMENT.<br />

USES<br />

OF THE OTHER USES ARE AS A TOOL FOR SALESMEN<br />

SOME<br />

NEW BUSINESS, INDOCTRINATION AND TRAINING OF<br />

SOLICITING<br />

AND CREATING A FAVORABLE IMPRESSION ON BUSINESS<br />

EMPLOYEES<br />

CIVIC GROUPS IN THE AREA. WITH THE FILMe THE COMPANY IS<br />

AND<br />

IN OPERATION AND THE PROSPECT GETS A VISUAL<br />

SHOWN<br />

OF ITS SIZE AND CPERATIONS THAT COULC BE OBTAINEC<br />

IMPRESSION<br />

NO OTHER WAY.<br />

IN<br />

FLEUTER DL<br />

0096<br />

AN OUTMODED EMPLOYMENT RESTRICTION.'<br />

AGE<br />

JOURNAL 44-3. I31-136t MARCH 1965.<br />

PERSONNEL<br />

RECRUITMENT<br />

PLACEMENT,<br />

PLIGHT OF THE OVER-FORTY JOB APPLICANT CRIES LOUDLY<br />

THE

CORRECTION GENERAL EMPLOYMENT PRACTICE FDR A NUMBER OF<br />

FOR<br />

REJECTS THE MAN OVER FORTY EVEN THOUGH HE MAY NOT HAVE<br />

YEARS<br />

THE HALF-WAY IN NUMBER OF WORKING YEARS BEFORE<br />

REACHED<br />

SOME REASONS FOR THIS PRACTICE EVOLVED OUT OF<br />

RETIREMENT<br />

HIRING PRACTICES AnD BECAUSE OF HABIT hAVE NOT BEEN<br />

PREVIOUS<br />

FOR EXAMPLE, PHYSICAL EFFORT, FOR MOST JOBS IS NE<br />

ABANDONED<br />

A STUMBLING BLOCK, COST OF FRINGE BENEFITS UPON<br />

LONGER<br />

SHOULD NOT PROHIBIT HIRING, AND TENURE OF A<br />

EXAMINATION<br />

EMPLOYEE HAS SHOWn TO BE OF SHORT DURATION.<br />

YOUNG<br />

ADVANTAGES TO HIRING THIS AGE GROUP ARE EXPERIENCE,<br />

THE<br />

RESPONSIBILIIY, INCREASED SOCIAL INTELLIGENCE, AND<br />

GREATER<br />

TRAINING TIME AND EXPENSE THE AUTHOR SUGGESTS IT<br />

REDUCED<br />

TIME THAT MANAGEMENT RE-EXAMINED THEIR HIRING POLICIES.<br />

IS<br />

CW<br />

SChMINKE,<br />

TRENDS RELATING TO ACADEMIC PERSONNEL POLICIES<br />

CURRENT<br />

JOURNAL VCL 11-3. L35-139, MARCH, I965<br />

PERSONNEL<br />

POLICY, UNIVERSITIES<br />

PROMOTION,<br />

PRIMARY PURPOSE OF THIS STUDY WAS TO INVESTIAGE<br />

THE<br />

RANGE OF EXISTING POLICIES AND PRACTICES IN THE<br />

THE<br />

AREAS OF ACADEMIC PERSONNEL ADMINISTRATION--<br />

OLLOWING<br />

APPOINTMENT, USE OF ACADEMIC TITLES, STATUS OF<br />

INITIAL<br />

AND ANCILLIARY PERSONNEL, PROMOTION ANG<br />

ADMINISTRATIVE<br />

AND DURATION OF NON-TENURE APPOINTMENTS<br />

TENURE,<br />

AREA IS EXPLORED AND THE FINDINGS ARE LISTED FROM<br />

EACH<br />

FINDINGS CERTAIN IMPLICATIONS ARE DRAWN SOME OF THESE<br />

THESE<br />

A VACUUM OF LONG RANGE PLANNING OF UNIVERSITIES FOR<br />

ARE--<br />

PROCUREMENT OF OUTSTANDING FACULTY PAITERNS RELATIVE TO<br />

THE<br />

USE OF ACADEMIC TITLES ARE PECULIAR TO EACH INSTITUTION,<br />

THE<br />

GULF BETWEEN FACULTY AND STAFF IS GROWING WIDER AND FOR<br />

IHE<br />

LNIVERSITIES PRINTED PROCEEDURES RELATIVE TO TENURE ANG<br />

HOSI<br />

ARE EXPLICIT<br />

PROMOTION<br />

J<br />

HALPERIN,<br />

BRAIN POWER<br />

WASTED<br />

JOURNAL VCL 11-3 140-141<br />

PERSONNEL<br />

EVALUATIOn, EFFICIENTLY, CLERICAL-TASKS<br />

UNDERUTILIZATION<br />

YEAR HIGH PRICED EXECUTIVES ARE PERFORMING TASKS<br />

EACH<br />

SUITABLE FOR CLERICAL ¼0RKERS, AND REPRESENT A COSTLY<br />

MORE<br />

OF BRAIN POWER, AND FRUSTRATE THE WORKER WHO NEEDS ThE<br />

WASIE<br />

TO EXPLOIT HIS OWN CREATIVITY. INDUSTRY CANNOT<br />

OPPORTUNITY<br />

TO PAMPER INDIVIDUALS YET THE WASTE OF BRAIN POWER<br />

AFFORD<br />

SO EVIDENT THAT OUR SENSE OF VALUES MUST BE REEVALUATED<br />

IS<br />

COMPLAINTS ARE THE ASSIGNMENT OF TEDIOUS DETAIL TO<br />

SOME<br />

HIGH SALARIED OFFICIAL WHEN IT COULD BE DONE MORE<br />

A<br />

BY LOWER SALARIED PERSONNEL, NEWCOMERS ARE<br />

EFFICIENTLY<br />

IN TO O0 A JOB FOR WHICH THEY ARE NOT TRAINED WHILE<br />

BROUGHT<br />

EMPLOYEES ARE NOT GIVEN THE CHANCE LACK OF<br />

EXPERIENCED<br />

FOR ADVANCEMENT WITHIN THE ORGANIZATION AND<br />

OPPORTUNITIES<br />

PROMISES FOR THE FUTURE CAUSING THE EMPLOYEE TO FEEL<br />

UNKEPT<br />

CHEATED.<br />

RUBINGTON,<br />

STRAINS AND KEY ROLES.'<br />

ORGANIZATIONAL<br />

SCIENCE QUARTERLY VOL 9-4 350-369,MAR,<br />

ADMINISTRATIVE<br />

CONFLICT<br />

PAPERy IN DEALING WITH STAFF PROBLEMS IN AN UN<br />

THIS<br />

HELP ORGANIZATION, CASTS SOME DOUBT ON THE IDEAL<br />

USUAL<br />

OF THE RESULTS OF DEBUREAUCRATIZATIGN IN ADDITIOn<br />

STATEMENT<br />

MAKES THREE GENERAL POINTS FIRST, MAKING A HELP DRGAN-'<br />

IT<br />

LESS BUREAUCRATIC HAS UNINTENDED CONSEQLENCES<br />

IZATION<br />

CONTRADICTIONS BETWEEN TREATMENT CULTURE AND<br />

SECOND,<br />

STRUCTURE DO NOT DISAPPEAR WHEN THERE IS LESS<br />

BUREAUCRATIC<br />

AND THIRD, KEY ROLES EMERGE AS MECHANISMS<br />

BUREAUCRATIZATION<br />

COPING WITH THE PROBLEMS RESULTING FROM A SIMPLE<br />

FOR<br />

STRUCTURE.<br />

BUREAUCRATIC<br />

MAJOR INTERACTIONAL CONSEQUENCE, HOWEVER, IS THAT<br />

A<br />

KEY ROLES, WHICH COPE WITH ORGANIZATIONAL STRAINS,<br />

THESE<br />

CONFLICT RAIHER THAN CONSENSUS AMONG COLLEAGUES.<br />

REVOKE<br />

H<br />

LEVINSON,<br />

THE RELATIONSHIP BETWEEN MAN AND ORGANIZATION<br />

RECIPROCATION<br />

SCIENCE {UARTERLY VOL 9-4,370-390,MAR, 65.<br />

ADMINISTRATIVE<br />

PERFORMANCE, MOTIVATION, MORALEt PSYCHOLOGIST<br />

EVALUATION,<br />

CONCEPT OF RECIPROCATION, WHICH FOCUSES ATTENTION<br />

THE<br />

THE RELATIONSHIP BETWEEN A MAN AND ThE ORGANIZATION IN<br />

ON<br />

HE WORKS, OFFERS THE POSSIBILITY OF INTEGRATING A WIDE<br />

WHICH<br />

OF DATA AND CONCEPTS FROM INDUSTRIAL PSYCHOLOGY<br />

RANGE<br />

AND CLINICAL PSYCHOLOGY IT EXPLAINS THE PSYCHO-'<br />

SOCIOLOGY,<br />

MEANING OF THE ORGANIZATION TO THE MAN AND VICE<br />

LOGICAL<br />

AN AREA SO FAR ALMOST UNTOUCHED BY SPYCHCLOGICAL<br />

VERSA,<br />

IN INOUSTRY IT THEREFORE PROVIOES THE BASIS<br />

INVESTIGATION<br />

BEITER PSYCHOLOGICAL UNDERSTANDING OF MORALE AND<br />

FOR<br />

STUDIES, OF LEADERSHIP AND TRAINING PROBLEMSt OF<br />

MOTIVATION<br />

EVALUATION AND PERSONNEL SELECTION, AND OF RESEARCH ON<br />

JOB<br />

PERFORMANCE II ALSO OFFERS THE CLINICAL PSYCHOLQGIST<br />

ROLE<br />

POSSIBILITY OF ACCESS TO A WIDE RANGE OF DATA, WHICH,<br />

THE<br />

WITHOUT A DYNAMIC BASE AND UNRELATED TO THE<br />

HERETOFORE<br />

OF THE INDIVIDUAL HAD LITTLE RELEVANCE FOR HIM<br />

PSYCHOLOGY<br />

LW<br />

WAGER,<br />

STYLE, HIERARCHICAL INFLUENCE, AND SUPERVISORY<br />

LEADERSHIP<br />

OBLIGATIONS<br />

RCLE<br />

ADMINISTRATIVE SCIENCE QUARTERLY VOL 9-4 .391-420,MAR<br />

OF A SUPERVISORY LEADERSHIP STYLE HAS<br />

EFFECTIVENESS<br />

CLAIMED CONTINGENT UPON THE SUPERVISOR POTENTIAL<br />

BEEN<br />

IN THE HIERARCHICAL SYSTEM BUT EMPIRICAL ANG<br />

INFLUENCE<br />

SPECIFICATION OF THESE CLAIMS ARE NOTABLY LACKIN<br />

THEORETICAL<br />

THE PRECISE NATURE OF THE LINKAGE BETWEEN THE STYLE OF<br />

AND<br />

AND HIERARCHICAL INFLUENCE VARIABLES REMAINS TO<br />

LEADERSHIP<br />

ESTABLISHED THE RESULTS OF THIS STUDY SHUW THE<br />

BE<br />

STYLE OF LEADERSHIP TO BE A MORE POWERFUL<br />

SUPPORTIVE<br />

THAN HIERARCHICAL INFLUENCE IN CONTRIBUTING TO THE<br />

VARIABLE<br />

OF SUPERVISORY ROLE OBLIGATIONS THOUGH, IN<br />

FULFILLMENT<br />

HIERARCHICAL INFLUENCE FACILITATES ThE RELATIONSHIP<br />

GENERAL,<br />

THIS STYLE OF LEADERSHIP TO EIGHT AREAS OF ROLE<br />

OF<br />

THE MAGNITUDE AND PERVASIVENESS OF THIS EFFECT<br />

OBLIGATIONS,<br />

INFLLENCE VARIES MARKEDLY TWO GENERAL HYPOTHESIS ARE<br />

OF<br />

TO ACCOUNT FOR THE CIFFERENTIAL EFFECTS THE PAPER<br />

OFFERED<br />

WITH A SET OF RESEARCH SUGGESTIONS<br />

CONCLUDES<br />

97<br />

GLASER,BG<br />

0102<br />

SCIENTISTS CAREERS<br />

STABILIZING<br />

ADMINISTRATION VOL 28-i 3-6,JANUARY-FEBRUARY1965<br />

PERSONNEL<br />

PROMOTION CONFLICT<br />

CAREER-DEVELOPMENT,<br />

FROM A RECENT STUDY OF THE ORGANIZATIONAL<br />

FINDINGS<br />

OF SCIENTISTS ARE DISCUSSED FROM THE VIEWPOINT OF<br />

CAREERS<br />

ADMINISTRATORS CAN STABILIZE THESE CAREERS THE GENERAL<br />

HOW<br />

BEHIND THESE FINDINGS IS THAT ADMINISTRATORS<br />

IMPLICATION<br />

TAKE A CAREER PERSPECTIVE IN THE EMPLOYMENT OF<br />

SHOULD<br />

THIS MEANS KEEPING IN MIND THAT SCIENTISTS ARE<br />

SCIENTISTS.<br />

MOVING THROUGH BROAD CAREER STAGES AND THAT AT<br />

CONTINUALLY<br />

STAGE THE ORGANIZATION LOOKS QUITE DIFFERENT TO THEM<br />

EACH<br />

SCIENTISTS ADVANCED THROUGH THREE BROAC CAREER<br />

THE<br />

JUNIOR INVESTIGATOR, SENIOR INVESTIGATOR AND SENIOR<br />

STAGES,<br />

WITH TYPICALLY DIFFERENT CAREER<br />

SUPERVISOR-INVESTIGATOR<br />

AT EACH STAGE ADVANCEMENT WAS BASED ON<br />

CONCERNS<br />

RECOGNITION AND ON MEETING THE DEMANDS OF rHEIM<br />

PROFESSIONAL<br />

SYSTEM.<br />

PROMOTION<br />

STUDY ALSO POINTED OUT THAT SOME SCIENTISTS ARE IN<br />

ThE<br />

BETWEEN BASIC RESEARCH AND APPLIED RESEARCH IF<br />

CONFLICT<br />

CONFLICT IS NOT RESOLVED, IT IT MAY DAMAGE HIS CAREER.<br />

THIS<br />

SPRAGbE, RE.<br />

OI03<br />

INFORMATION UTILITIES.'<br />

IHE<br />

AUTOMATION VOL I2-3..42-47, MARCHt 1965<br />

BUSINESS<br />

RETRIEVAL<br />

TERM INFORMATION UTILITY IS DERIVED FROM THE PUBLIC<br />

IHE<br />

WHICH SUPPLIES A SERVICE TO SUBSCRIBERS FOR A SIR-'<br />

UTILITY<br />

CHARGE BASED ON USAGE THE UTILITY SUPPLIES THE SERVICE<br />

VICE<br />

IHE SUBSCRIBERS OWN NATURAL LOCATION AND IN A FORM WHICH<br />

AT<br />

NORMALLY UTILIZES HE WOULD PAY FOR THIS SERVICE ON A PER<br />

HE<br />

BASIS<br />

TRANSACTION<br />

EXISTING SPECIFIC INFORMATION UTILITY SYSTEMS ARE<br />

SDME<br />

BY AIRLINES WHICH PROVIDE TRAVEL AGENTS AND<br />

USED<br />

OR HOTEL ORGANIZATIONS WITH A COMPLETE<br />

TRANSPORTATION<br />

SERVICE. THE FIRST GENERAL INFORMATION UTILITY<br />

RESERVATION<br />

NOW GOING INTO OPERATION BY KEYDATA CORPORATION<br />

IS<br />

OWNERS AND OPERATORS OF FUTURE UTILITIES<br />

POSSIBLE<br />

COMMERCIAL BANKS, INDUSTRY GROUPS, PRIVATE<br />

INCLUDE<br />

AND THE GOVERNMENT<br />

PROPRIETORS<br />

PRIDMORE, HD<br />

0104<br />

FOR NATIONWIDE DP<br />

ORGANIZING<br />

IT. 26-30, MARCH, 1965<br />

DATAMATION<br />

PROGRAMMING, DATA-PROCESSINGt EDP<br />

TRAINING<br />

ARTICLE IS AN INTRODUCTION TO FIVE ARTICLES ON<br />

THIS<br />

IN AUSTRALIA WHICH ARE FOUND IN THIS ISSUE OF<br />

COMPUTING<br />

DATAMATION<br />

AUTHOR INTRODUCES THE COUNTRY AND THE GOVERNMEN<br />

THE<br />

LEADS INTO PREPARATIONS THAT RESULTED IN A SIX-CITY<br />

AND<br />

OF MACHINES BY THE BUREAU OF CENSUS AND STATISTICS<br />

LINKAGE<br />

APPROACH TO APPLICATIONS PROGRAMMINGt SYSTEM<br />

THE<br />

AND STANDARDS, THE MANPOWER SITUATION TRAIN-'<br />

OPERATIONS<br />

SCHEMES AND COURSES OFFERED AND RESEARCH IMPLICA-'<br />

ING<br />

ARE AMONG THE TOPICS DISCUSSED<br />

TIONS<br />

HARRIS, P<br />

CI05<br />

OF THE FOREMAN ROLE<br />

AFFIRMATION<br />

TOPICS 13..42-50, WINTER, lq65<br />

BUSINESS<br />

EVALUATION, ROLE, FUNCTION<br />

SUPERVISOR,<br />

EVALUATION OF THE FOREMAN S CONTRIBUTION OT<br />

ANY<br />

HAS TO INCLUDE TWO FACTORS--PERSONAL ABILITY,<br />

ORGANIZATION<br />

THE ENVIROkMENT IN WHICH HE OPERATES. THE ENVIRONMENT<br />

AND<br />

BEEN CHANGING AND THIS PAPER DISCUSSES THE SEVERAL<br />

HAS<br />

AND THEIR IMPACT ON SUPERVISION<br />

FORCES<br />

CHANGING TECHNOLOGY UNIONS, AND THE MAN-IN--'<br />

STAFFS,<br />

MIDDLE APPROACH ARE ALL AFFECTING THE ROLE OF THE<br />

THE<br />

FOREMAN<br />

IN THE AREA SUGGESTED BY THE AUTHOR<br />

IMPROVEMENTS<br />

GIVING THE SUPERVISOR A GREATER ROLE IN INDUSIRIAL<br />

INCLUDE<br />

ACTIVITY OF THE FIRM, APPLY THE CNCEPT OF DE<br />

RELATIONS<br />

TO HIS LEVEL, ENCOURAGE HIM TO EXPERIMENT IN<br />

CENTRALIZATION<br />

HIS RESPONSIBILITIES KEEP OPEN LINES OF COM-'<br />

EXECUTING<br />

FOR HIM, GIVE HIM SOME STATUS SYMBOLS AND<br />

MUNICATION<br />

PROMOTIONS BEYOND FIRST-LINE SYPERVISION.<br />

ENCOURAGE<br />

DUMAS NS<br />

0106<br />

UTILIZATION AND DISSEMINATION<br />

RESEARCH<br />

REHABILITATION RESEARCH INSTITOIE, UNIVERSITY OF<br />

REGIONAL<br />

GAINESVILLE, TO68, 132 PAGES.<br />

FLORIDA,<br />

RETRIEVAL KWIC INOEXES OPERATIONS-RESEARCH R G<br />

INFORMATION<br />

IS LITTLE JUSTIFICATION FOR RESEARCH ACTIVITIES<br />

THERE<br />

SOME PLAN IS FORMULATED TO UTILIZE THEIR RESULTS.<br />

UNLESS<br />

A CONFERENCE COMPRISING REPRESENTATIVES OF<br />

CONSEQUENTLY,<br />

AGENCIES IN THE SOUTHEAST WAS HELD DURINC<br />

REHABILITATION<br />

1968 TO REVIEW WAYS AND MEANS TO DISSEMINATE, RETRIEVE<br />

JUNE<br />

UTILIZE RESEARCH AND DEMONSTRATION RESULTS THE TOPICS<br />

AND<br />

INCLUDED INFORMATION STORAGE AnD RETRIEVAL STATE<br />

DISCUSSED<br />

THE ART ACTIVITIES OF THE SOCIAL AND REHABILITATION<br />

OF<br />

R D APPLICATIONS AND OPERATIONS RESEARCH METHODS<br />

SERVICE<br />

GROUP SESSIONS WERE ALSO HELD TO GATHER THE SUGGESTIONS<br />

TWO<br />

PEOPLE WHO FACE THESE PREBLEMS EVERY DAY.<br />

OF<br />

DUMAS NS<br />

C107<br />

AND PERSONNEL ABSTRACTS A GUIDE TO RECENT<br />

MANAGEMENT<br />

COMPUTER, BUSINESS OTHER<br />

OPERATIONS-RESEARCH,<br />

LITERATURE<br />

OF FLORIDA REGIONAL REHABILITATION RESEARCH<br />

UNIVERSITY<br />

GAINESILLE 1968 110 PAGES<br />

INSTITUTE<br />

INFORMATION REIRIEVAL PLAkNING BUDGETING SUPERVISION<br />

KWIC<br />

REHABILITATION-PERSONNEL<br />

COMPILATION OF ARTICLES FROM OVER 75 JOURNALS IN<br />

A<br />

BUSINESS RELATED AREASt THIS PUBLICATION PROVIDES A<br />

MANY<br />

COMPREHENSIVE 5,000 ENTRIES INDEX PRODUCED VIA<br />

VERY<br />

TECHNIQUES THE ARTICLES CITED WERE SELECTEC<br />

COMPUTERIZED<br />

BEING THE MOST PRACTICALt HOW-TO-DO-IT ESSAYS THAT<br />

AS<br />

FROM 1964 1967 INCLUSIVE. THE MAJOR AIM OF THIS<br />

APPEARED<br />

IS INCREASED TECHNOLOGY TRANSFER ANO UTILIZATIOn<br />

PUBLICATION<br />

KNOWLEDGES WITHIN AND AMONG DIVERSE PROFESSIONS<br />

OF<br />

DUMAS NS<br />

CI08<br />

THE DEVELOPMENT OF A REHABILITATION INFORMATION SYSTEM<br />

ON

OF REHABILITATION, PARCH-APRIL, 1969, 22-24<br />

JOURNAL<br />

DIFFUSION INNOVATION RETRIEVAL INDEXING<br />

DISSEMINATION<br />

FOUR BASIC QUESTIONS REGARDING REHABILITATION<br />

THE<br />

SYSTEMS ARE IS ONE NECESSARY FOR OUR<br />

INFORMATION<br />

2 WHY HAVE OTHERS NLT DEVELOPED ONE ALREADY,<br />

AGENCY,<br />

WHAT KIND OF DATA WOULD WE WANT IN THE SYSTEM AND<br />

3<br />

WOULD WE WANT TO RETRIEVE IT, AND 4 WHY HAVE PREVIOUS<br />

WHY<br />

ALWAYS SEEMED TO FAIL THESE QUESTIONS ARE<br />

SYSTEMS<br />

IN A NON-TECHNICAL MANNER FOR THE ADMINISTRATOR<br />

ANSWERED<br />

WOLLO LIKE TO IMPROVE THE EFFECTIVENESS AND EFFICIENCY<br />

WHO<br />

HIS AGENCY OR UNIT<br />

OF<br />

STAGNER, R<br />

0109<br />

TOP-LEVEL MANAGERIAL DISAGREEMENTS.'<br />

RESOLVING<br />

TOPICS 13. 15-22, WINIER, 1965<br />

BUSINESS<br />

PERSONALITY, GROUP<br />

DECISION-MAKING,<br />

AUTHOR EXPLORES THE PROCESS OF POLICY-FORMATION<br />

THE<br />

THE VICE PRESENDIAL LEVEL, WITH A PRIMARY FOCUS ON THE<br />

AT<br />

OF DIVERGENCIES CF OPINION AT THIS LEVEL<br />

RESOLUTION<br />

THREE OISTINCITIVELY DIFFERENT THEORETICAL AP-'<br />

THE<br />

TD THE PROBLEM FOUND IN PRIOR LITERATURE, ECONOMIC,<br />

PROACHES<br />

GROUP, AND SMALL GROUP, ARE OEFINEO<br />

PRESSURE<br />

DESCRIBED AS BEING INFLUENTIAL IN MAKING THE<br />

FACTORS<br />

AGREE AON A DECISION ARE DYNAMIC FACTORS, COGNITIVE<br />

VPS<br />

AND STRUCTURAL FACTORS PRESSURE IACTICS AND<br />

FACTORS,<br />

VARIABLES ALSO INFLUENCE THE OECISICN-MAKING<br />

PERSONALITY<br />

POLICIES<br />

TOWNSEND, LA<br />

C110<br />

IHROUGH THE AUTOMOBILE INDUSTRY<br />

GRCWTH<br />

EXECUTIVE, 33 11-16÷, MARCH, 1965.<br />

FINANCIAL<br />

RETRIEVAL<br />

INFORMATION-SYSTEM,<br />

AUTHOR CLAIMS THAT TIGHTER FINANCIAL CONTROL OVER<br />

THE<br />

YEAR S TOTAL OPERATIONS, MADE POSSIBLE BY INCREASEO<br />

THE<br />

USAGE AND EFFICIENCY, IS AMONG THE MAJOR FACTORS<br />

COMPUTER<br />

TO INCREASED NATIONAL BUSINESS GROWTH<br />

LEADING<br />

FIRST DISCUSSES THE INFORMATION REVOLUTION AND ITS<br />

HE<br />

ON THE GROWTH AND STABILITY OF THE AMERICAN ECONOMY<br />

EFFECT<br />

GENERAL<br />

IN<br />

INDIRECT RESULT OF THIS OVER-ALL ECONOMIC GROWTH<br />

THE<br />

RECENT YEARS HAS BEEN A MOUNTING NEED FOR AN INCREASED<br />

OVER<br />

OF MANAGEMENT AND FINANCIAL INFORMATION AS WELL AS A<br />

VOLUME<br />

NEED FOR GREATER ACCURACY AND DETAIL IN THE DATA<br />

PARALLEL<br />

NEED HAS RESULTED IN CUR PRESENT DAY COMPUTER SYSTEMS<br />

THIS<br />

THE GROWTH OF CERTAIN INDUSTRIES HAS ALSO HAD MUCH<br />

HOWEVER,<br />

DO WITH THE OEVELOPMENT OF COMPUTERIZED INFORMATION SYS-'<br />

TO<br />

AS AN EXAMPLE OF THISt THE AUTHOR DISCUSSES THE<br />

TEMS<br />

INDUSTRY IN GENERAL AND THEN EXPLORES SPECIAL<br />

AUTOMOTIVE<br />

OF INFORMATION SYSTEMS BY CHRYSLER<br />

USES<br />

TAYLOR, HD<br />

0111<br />

DATA PROCESSING IN THE INTERNAL REVENUE SERVICE<br />

AUTOMATIC<br />

JOURNAL OF ACCOLNTANCY, VOL II9-3 53-56, MARCH, 1965<br />

THE<br />

INTERNAL REVENUE SERVICE BEGAN USE OF ADP FOR IN-'<br />

THE<br />

TAX RETURNS IN 1962, AND EXPECTS TO HAVE IT IN OPERA-'<br />

COME<br />

THROUGHOUT IHE COUNTRY BY 1967. THIS DESCRIPTION OF<br />

TION<br />

THE SYSTEM OPERATES WAS DESIGNED TO HELP TAX PRACTI-'<br />

HOW<br />

INFORM AND ASSIST THEIR CLIENTS<br />

TICNERS<br />

HELP THE IRS, PRACTITIONERS ARE RECUESTED TO USE<br />

TO<br />

RETURN FORMS, INFORM THE PUBLIC OF REQUIREMENTS, AND<br />

SPECIAL<br />

MORE COMPLETE AND ACCURATE RETURNS RULES FOR NAME<br />

SECURE<br />

ARE GIVEN.<br />

CONIROL<br />

NEED FOR COMPLETE AND ACCURATE INFORMATION IS<br />

THE<br />

BY BOTH THE AUTHOR AND THE IRS MR TAYLOR PROVIDES<br />

STRESSED<br />

LIST OF POINTS DEALING WITH THIS PROBLEM WHICH ARE EM-'<br />

A<br />

BY THE GOVERNMENT<br />

÷HASIZED<br />

VAZSONYI, A<br />

0112<br />

INFORMATION SYSTEMS IN PLANNING, CONTROL COMMAND<br />

AUTOMATED<br />

SCIENCES, VOL II-4..B2-B41, FEBRUARY 1965<br />

MANAGEMENT<br />

MEDICINE, EDUCATIONAL, CCMPUTERIZATIDN<br />

PERT,<br />

AN INIROOLCTION EXPLAINING THE ROLE, NATURE,<br />

AFTER<br />

AND FUTURE OF INFORMATION SYSTEMS, THE AUTHOR<br />

STATUS<br />

A NUMBER OF POSSIBLE PROBLEMS TO BE SOLVED BY COM-'<br />

GIVES<br />

INCLUDING AREAS OF SCIENCE, EDUCATION, ORGANIZA-'<br />

PUTERS,<br />

THE MILITARY, AND MEDICINE ON-LIN-REAL-TIME IN-'<br />

TIDN,<br />

SYSTEMS ARE DISCUSSED AND EXAMPLES GIVEN<br />

FORMATION<br />

ARE AREAS WHERE MEN EXCEL AND AREAS WHERE<br />

THERE<br />

EXCELL--PARTICULARLY IN COMPUTATION METHODS<br />

COMPUTERS<br />

DECISION, PARTICLLARLY HEURISTIC PROBLEM SOLVING ARE<br />

OF<br />

EXPLAINED<br />

OTHERS, A COMPUTER IS VALUABLE FOR SOLUTION OF<br />

AMONG<br />

EQUATIONS, DESIGN, PARTIAL DIFFERENTIAL<br />

DIFFERENTIAL<br />

AND INTEGRAL EQUATION PROBLEMS FOR LARGE-SCALE<br />

EQLAIIOS<br />

PERT IS BECOMING AN IMPORTANT TECHNIQUE FOR<br />

PROBLEMS,<br />

PLANS AND ALTERNATES AN APPROACH TO AUTOMA-'<br />

DEVELOPING<br />

AND THE ATUHORS CONCLUSIONS ARE ALSO DISCUSSED<br />

TICN<br />

LORSCH, JW LAWRENCE, PR<br />

C113<br />

FOR PRODUCT INNOVATION<br />

ORGANIZING<br />

BUSINESS REVIEW 43 .I09-122, JAN-FEB, 1965.<br />

HARVARD<br />

TEAMWORK<br />

ARTICLE, WHICH IS A STUDY OF CONTRASTING PATTERNS<br />

THIS<br />

TEAMWORK IN TWO LEADING COMPANIES, THROWS NEW LIGHT ON<br />

OF<br />

PROBLEM OF ATTAINING COLLABORATION AND CODRCINGATION<br />

THE<br />

RESEARCH, SALES, AND PRODUCTION IN DEVELOPING NEW<br />

BETWEEN<br />

AND PROCESSES<br />

PRCDLCIS<br />

ESSENTIAL ORGANIZATIONAL INGREDIENTS OF SUCCESS<br />

TWO<br />

FOUND THESE ARE USING SPECIALISTS WHO ARE ORIENTED<br />

WERE<br />

THEIR INDIVIDUAL TASKS IN ORGANIZATIONAL STRUCTURES<br />

TOWARD<br />

TO TASK PERFORMANCE, AND EFFECTIVE MEANS OF<br />

CONDUCIVE<br />

WHICH PERMIT SPECIALISTS WITH DIVERSE KNOW-'<br />

COORDINATION<br />

AND ORIENTATIONS TO WORK TOGETHER<br />

LEDGE<br />

DEVICES CAN BE USED TO ACHIEVE THIS COORDINATION,<br />

TWO<br />

COORDINATING DEPARTMENTS OR CROSS-FUNCTIONAL GROUPS<br />

EIIHER<br />

METHODS CAN BE USED ALSO, AS LONG AS THEY DEVELOP<br />

OTHER<br />

DF COORDINATION WHICH PERMIT EFFECTIVE SPECIALIZATION<br />

MEANS<br />

EFFECTIVE CCOROINATION<br />

AND<br />

ARE INCLUDED IN THE ARTICLE<br />

CHARTS<br />

G114 MACE, ML<br />

98<br />

PRESIDENT AND CCRPORATE PLANNING<br />

THE<br />

BUSINESS REVIEW 43 49-62, JAN-FEB, 1965<br />

HARVARD<br />

AUTHOR DISCUSSES SOME OF THE MOST IMPORTANT AND<br />

THE<br />

STEPS INVOLVED IN THE ATTAINMENT OF EFFECTIVE<br />

PRACTICAL<br />

USEFUL CCRPCRAIE PLANNING<br />

AND<br />

CHIEF EXECLTIVE MUST BE ACTIVELY INVOLVED IN<br />

THE<br />

FUNCTIONS OF THE PLANNING--THAT OF EVALUATI&G<br />

TWO<br />

LINES, MARKETS, TRENDS, AND COMPETITIVE POSITIONS,<br />

PRODUCT<br />

THAT OF ESTABLISHING CORPORATE OBJECTIVES AFTER<br />

AND<br />

THESE FUNCTIONS, THE AUTHOR PRESENTS SOME OF<br />

DISCUSSING<br />

BASIC ELEMENTS IN CORPORATE PLANNING.<br />

THE<br />

PLANNERS PROBLEMS--INCULCATING AWARENESS AND<br />

TWO<br />

PLANS--ARE EXPLAINED<br />

UNPLANNED<br />

APPENDIX WHICH PRESENTS AN OUTLINE OF A FIVE-YEAR<br />

AN<br />

FOLLOWS THE ARTICLE<br />

FORECAST<br />

DEARDEN,<br />

0115<br />

TO ORGANIZE INFORMATION SYSTEMS<br />

HOk<br />

BUSINESS REVIEW 4) 65-73, MARCH-APRIL, i965.<br />

HARVARD<br />

RETRIEVAL<br />

DATA-PROCESSING,<br />

AUTHOR DISCUSSES AN APPROACH TC PROPERLY<br />

THE<br />

INFORMATION SYSTEMS WHICH WILL HELP MANAGE-'<br />

INTEGRATED<br />

TAKE ADVANTAGE OF FUTURE DEVELOPMENTS IN DATA--'<br />

MENT<br />

EQUIPMENT AND TECHNIQUES<br />

PROCESSING<br />

IT WILL NEVER BE PGSSIBLE TO HAVE A PERFECT-'<br />

ALTHOUGH<br />

INTEGRATED DATA-PROCESSING SYSTEM, AN EFFECTIVE MANAGE-'<br />

LY<br />

INFORMATION SYSTEM IS POSSIBLE IF IT IS HANDLED<br />

MENT<br />

CORRECTLY.<br />

AUTHOR DISCUSSES THE CHARACTERISTICS AO CLAS-'<br />

THE<br />

OF HORIZONTAL, VERTICAL, MARKETING, RESEARCH<br />

SIFICAIION<br />

DEVELOPMENT, STRATEGIC PLANNING, AND EXECUTIVE INFORMA<br />

AND<br />

SYSTEMS<br />

TICN<br />

ORGANIZATION STRUCTURE, BASED UPON THE VERTICAL AND<br />

AN<br />

CLASSIFICATIONS DESCRIBED, IS PROPOSED AND<br />

HORIZONTAL<br />

IN DETAIL<br />

EXPLAINED<br />

ORGANIZATION CHART FOR SYSTEMS AND DATA PROCESSING<br />

AN<br />

THIS STRUCTURE IS INCLUDED<br />

IN<br />

MAHAR, JF CODDINGION, DC<br />

C116<br />

SCIENTIFIC COMPLEX--PROCEED WITH CAUTION<br />

THE<br />

BUSINESS REVIEW, 43 140-155, JAN-FEB, 1965<br />

HARVARD<br />

R-÷-D<br />

PRCPOSALS-RESEARCH,<br />

COMMUNITIES ARE TRYING TO ATTRACT PRIVATE ANC<br />

MANY<br />

RESEARCH-BASED FACILITIES TO FORM SCIENTIFIC<br />

GOVERNMENT<br />

THIS ARTICLE SETS FORTH CONDITIONS, REQUIRE-'<br />

COMPLEXES<br />

AND GUIDES FOR COMMUNITY LEADERS TD CONSIDER IN<br />

PENIS,<br />

BASIC POLICY DECISIONS<br />

MAKING<br />

COMPLEXES ALL HAVE ONE OR MORE OF THE<br />

SCIENTIFIC<br />

ELEMENTS--INDUSTRY, UNIVERSITIES, AND GOVERNMENT<br />

THREE<br />

THE ARTICLE IS PRIMARILY CONCERNED WITH<br />

LABORAICRIES<br />

COMPLEX WITH ALL THREE ELEMENTS AND THE INDUSTRY--'<br />

THE<br />

COMPLEX SINCE THESE TWO ARE SUBJECT TO A<br />

UNIVERSITY<br />

DEGREE OF COMMUNITY PLANNING<br />

GREATER<br />

FINANCING, SPACE, AND RESEARCH CONTRACTS<br />

PERSONNEL,<br />

AMONG THE REQLIRED CONDITIONS SOME PIIFALLS TO AVOID<br />

ARE<br />

EXCESSIVE FRAGMENTATION, UNREALISTIC APPRAISALS, AND<br />

ARE<br />

COMPETITION<br />

UNDERESTIMATING<br />

GUIDELINES FOR ESTABLISHING A SCIENTIFIC COMPLEX<br />

NINE<br />

PRESENTED<br />

ARE<br />

MEYER, HH KAY, E FRENCH, JR, JR<br />

0117<br />

ROLES IN PERFORMANCE APPRAISAL.'<br />

SPLIT<br />

BUSINESS REVIEW, 43 123-129, JAN-FEB, 1965<br />

HARVARD<br />

EVALLATION-PERSONNEL<br />

WORK-PLANNING,<br />

ARTICLE DISCUSSES A SERIES OF UNIQUE IN-COMPANY<br />

THE<br />

CONDUCTED BY THE GENERAL ELECTRIC COMPANY SHOW-'<br />

STUDIES<br />

THAT A NEW SYSIEP OF WORK PLANNING ANC REVIEW WILL<br />

ING<br />

MANAGERS PERFORMANCE ON THE JOB BETTER THAN<br />

IMPROVE<br />

TRADITIONAL APPRAISAL METHODS HAVE DONE<br />

THE<br />

AUTHORS DISCUSS THE TRADITIONAL METHOD AND ITS<br />

THE<br />

IN BOTH RAIING PERFORMANCE AND PROVIDING<br />

PROBLEMS<br />

TO ACHIEVE GOALS THE NEW WR÷R PLAN IS SO<br />

INCENTIVE<br />

AS TO ECOURAGE ACHIEVEMENT FOR IT PERMITS<br />

CONSTRUCTED<br />

EMPLOYEE TO TAKE AN ACTIVE PART IN SETTING GOALS<br />

THE<br />

IN REVIEWING HIS PROGRESS IOWARD REACHING THE GOALS<br />

AND<br />

EMPHASIS IN THE NEW PLAN IS ON MUTUAL GOAL<br />

THE<br />

AND PROBLEM SOLVING WP÷R DISCUSSIONS ARE HELD<br />

PLANNING<br />

IN WHICH THE MANAGER AND HIS SUBORDINATE<br />

FREQUENTLY<br />

WITH SPECIFICS, NOT THE BROAD GENERALITIES FOUND<br />

WORK<br />

TRADITIONAL PERFORMANCE APPRAISALS<br />

IN<br />

SALEH, SO.<br />

0118<br />

STUDY OF ATTITUDE CHANGE IN THE PRERETIREPENT PERIOD<br />

A<br />

OF APPLIED PSYCHOLOGY, VOL 4B-5 .310-)12 OCT, 1964<br />

JOURNAL<br />

SATISFACTION<br />

SEPARATE SETS OF FACTORS APPEAR IN THE PREREIIREES<br />

TWO<br />

AIIITUDE WHEN IHEY REFER TC THEIR PAST EXPERIENCES IN<br />

JOB<br />

AGE (30-55) JOB RELATED FACTORS PROVIDE SATISFACTION<br />

MIDDLE<br />

CONTEXT RELATED FACTORS DETERMINE DISSATISFACTION WHEN<br />

AND<br />

OF SATISFACTION WERE EXAMINED IN IHE PRE-RETIREPENT<br />

SOURCES<br />

THE DOPINANI EMPHASIS WAS ON THE CONTEXT-RELATED<br />

PERIOD,<br />

THIS CHANGE OF ATTITUDE WAS EXPLAINED IN VIEW OF<br />

FACTORS<br />

JOB STRUCTURE<br />

THE<br />

MORE ATTAINABLE SOURCES ON THE JOB, THE CON-'<br />

CHOOSING<br />

RELATED IN CASE OF PRERETIREMENT, IS PORE SATISFYING<br />

TEXT<br />

CHOOSING THE ONES WHICH BECOME MORE DIFFICULT TO AT-'<br />

THAN<br />

THE JOB-RELATED FACTORS<br />

TAIN,<br />

TABULATIONS ARE SUPPLIED BY THE AUTHOR TO SUP-'<br />

SEVERAL<br />

HIS VIEWPOInt<br />

PORT<br />

LOCKE, EA SMITH, PC ET AL<br />

CI19<br />

OF AREAS AND METHODS OF RATING JOB SATISFACTION<br />

VALIDITY<br />

OF APPLIED PSYCHOLOGY, VOL 48-5 .313-319, OCT, 1964<br />

JOURNAL<br />

PROMOTIONS<br />

SUPERVISION,<br />

AUTHORS DESCRIBE THEIR TUDY TO DETERMINE THE CON-'<br />

THE<br />

AND DISCRIPINANT VALIDITY OF 4 RATING METHODS AND<br />

VERGENT<br />

CF JOB SATISFACTION A RATING METHOD EMPLOYING A<br />

AREAS<br />

OF 6 FACES RANGING FROM A SCOWL TO A SMILE AND A<br />

SERIES<br />

GRAPHIC RATING METHOD WERE BEST ACDORDINC TO A CRI-'<br />

DIRECT<br />

TERIA OF CONVERGENT AND DISCRIMINANT VALIDITY

AREAS ADECUATELY SATISFIED BOTH CRITERIA, BUT THE<br />

ALL<br />

PROMOTIONS, AND SUPERVISION AREAS SHOWED SOMEWHAT<br />

PAYt<br />

DISCRIMINANT VALIDIIY THAN THE WORK AND PEOPLE<br />

GREATER<br />

THE GREATER APPROPRIATENESS OF THE CONVERGENT AND<br />

AREAS<br />

CRITERIA, AS CCPPAREO TO OTHER POSSIBLE CRI-'<br />

OISCRIM[NANT<br />

FOR DEMONSTRATING THE VALIDITY OF AREAS AND MEASURES<br />

TERIA,<br />

JOB SATISFACTION IS DISCUSSED<br />

OF<br />

NUMBER OF GRAPHS AND TABLES INDICATE VALIOITES AND<br />

A<br />

FOUND THROUGH IHIS STUOY<br />

CORRELATIONS<br />

SVETLIK, B PRIEN BARRETT, G<br />

C120<br />

DIFFICULTY, EMPLOYEE ATIITbDE SUPERVISORY RATINGS<br />

JOB<br />

EFFECTIVENESS<br />

OF APPLIED PSYCHOLOGY, VCL 48-5 320-324, OCT, 1964<br />

JOURNAL<br />

MORALE EFFECTIVENESS<br />

SATISFACTION<br />

CORRELATION TECHNIQUE, A STUDY WAS MADE OF RE-'<br />

USING<br />

BETWEEN DIFFICULTY ATTITUDE AND RATING AS JOB<br />

LATIONSHIPS<br />

INCREASED, JOB ATTITUDES WERE SIGNIFICANTLY MORE<br />

DIFFICULTY<br />

TOWARD JOB, MANAGEMENT, COMMUNICATION, AND ACVAN-'<br />

POSITIVE<br />

OPPORTUNITY PARTIAL CORRELATIONS SHOWED THAT RELA-'<br />

CEMENT<br />

BETWEEN JOB SATISFACTION AND DIFFICULTY INCREASED<br />

TIONSHIP<br />

EFFECTS OF GENERAL MORALE WERE ELIMINATED.<br />

AS<br />

RATINGS OF EMPLOYEE EFFECTIVENESS WERE<br />

SUPERVISORY<br />

RATED (NEGATIVELY) TO EMPLOYEE SALARY AND JOB<br />

SIGNIFICANTLY<br />

EMPLOYEE ATTITUDE DIMENSIONS INDICATE INCREASING<br />

TENURE<br />

OF JOB CONTENT AND INCREASED CONTENT WITH PEOPLE<br />

COMPLEXITY<br />

A PART OF THE JOB, ARE PESITIVELY RELATED TO AN EMPLOYEES<br />

AS<br />

TOWARO HIS JOB.<br />

ATTITUOE<br />

BECROSIAN,<br />

0121<br />

OF VOCATIONAL INTERESTS AT TWO LEVELS OF MANAGEMENT<br />

ANALYSIS<br />

OF APPLIED PSYCHOLOGY, VOL 48-5 325-329, OCT [964<br />

JOURNAL<br />

AUTHOR STUDIED DIFFERENCES IN THE VOCATIONAL IN-'<br />

THE<br />

OF TOP AND MIDDLE MANAGEMENT PERSONNEL OF A LARGE,<br />

TEREST<br />

INDUSTRIAL CORPORATION EACH SUBJECT WAS OLASSEC<br />

MULTI-PLANT<br />

TO LEVEL, FIELD, AND ROLE(LINE OR STAFF)<br />

ACCORDING<br />

MANAGEMENT MEN WERE FOUND TO HAVE A HIGHER SOCIO-'<br />

TOP<br />

LEVEL CF VOCATIONAL INTEREST THAN MIDDLE MANAGERS<br />

ECONOMIC<br />

OF INTEREST PATTERNING WAS NOT RELATED TO WORK ROLE<br />

CLARIIY<br />

EXCEPT IN ONE CASE, WAS IT RELATED TO MANAGERIAL LEVEL<br />

NOR,<br />

WORK NO DIFFERENCES WERE FOUND IN THE OECISIVENESS WITH<br />

CF<br />

TOP AND MIDDLE LEVEL SUBJECTS RESPONDED TG INTEREST--'<br />

WHICH<br />

ITEMS<br />

TEST<br />

SCHULTZt DG SIEGEL, AT<br />

0122<br />

ANALYSIS OF JOB PERFORMANCE BY SCALING TECHNIQUES<br />

THE<br />

OF APPLIED PSYCHOLGGY, VOL 48-5 329-335, OCT, 1964<br />

JOURNAL<br />

SUPERVISION<br />

AUTHORS EXPLORED THE APPLICATION OF MULTIDIMEN-'<br />

THE<br />

SCALING METHODS TO THE ANALYSIS OF JOB PERFORMANCE<br />

SIONAL<br />

NAVAL AVIATION ELECTRONICS TECHNICIANS DES[G-'<br />

EXPERIENCED<br />

18 TASKS AS CONSTITUTING THAT JOB AT THE ENTRY LEVEL.<br />

NATED<br />

BETWEEN ALL PAIRS OF THESE TASKS WERE JUDGE£ THE<br />

SIMILARITY<br />

SCALED SIMILARITY ESTIMATES WERE ANALYSED BY<br />

RESULTING<br />

MULTIDIMENSIONAL SCALING TECHNIQUES<br />

STANDARD<br />

WORK PERFORMED BY THESE TECHNICIANS AT JOB ENTRY<br />

THE<br />

PERCEIVED BY SUPERVISORS AS INVOLVING FOUR BASIC DI-'<br />

WERE<br />

IT APPEARS TO BE FEASIBLE AND FRUITFUL TO APPLY<br />

MENSIDNS<br />

SCALING TECHNIQUES TO THE ANALYSIS OF JOB<br />

MULTIDIMENSIONAL<br />

PERFORMANCE.<br />

WISHART, PB<br />

0123<br />

TOP BUSINESS MANAGERS<br />

WANTED--200,O00<br />

REVIEW, VGL 54-3 4-1t MARCH 1965<br />

MANAGEMENT<br />

SELECT, MOTIVATE, EMPLOYEES<br />

RECRUIT,<br />

ECONOMIC GROWTH WILL CREATE IMPORTANT JOBS<br />

CONTINUED<br />

TOP BUSINESS MANAGERS QUALITY, RATHER THAN QUANTITY, IS<br />

FOR<br />

GREATEST CONCERN TECHNOLOGICAL CHANGE REQUIRES MANAGERS<br />

OF<br />

A BROAD EDUCATION AND EXPERIENCE TO EXCERCISE LEADER<br />

WIIH<br />

OF SCIENTISTS AND ENGINEERS TOP MANAGERS MUST ALSO BE<br />

SHIP<br />

TO ORGANIZE OR MOTIVATE EMPLOYEES WITH RISING EX-'<br />

EDUCATED<br />

AND TO SATISFY CUSIOMER DEMANDS.<br />

PECTATIONS,<br />

KEY TO BUSINESS SUCCESS IN THE EXCITING AND<br />

THE<br />

FUTURE IS AN ADEQUATE SUPPLY OF INTELLIGENT, IMA-'<br />

HAZARDOUS<br />

SOCIALLY CDNSCIOUS AND MORALLY COURAGEOUS BUSI-'<br />

GINATIVE,<br />

MANAGERS<br />

NESS<br />

OF MANAGEMENI MEN IS CRITICIZED AND SOME<br />

EDUCATION<br />

PROPOSED SO THAT THIS INVALUABLE HUMAN RESOURCE<br />

SOLUTIONS<br />

BE EQUAL TO ITS TASK<br />

WILL<br />

DAVIES MBT<br />

CI2<br />

AND INTERNAL CONTROL<br />

COMMUNICATIONS<br />

INTERNAL AUDITOR FALL, 1964<br />

OHE<br />

PERFORMANCE-STANDARDS, ACCOUNTING<br />

BUDGET,<br />

AUDITING IS A CHANNEL OF COMMUNICATIONS AND A<br />

INTERNAL<br />

OF KEEPING OTHER CHANNELS OPEN ESSENTIALLY, INTERNAL<br />

MEANS<br />

IMPLIES THE FORMULATION OF SOUND OPERATING POLICIES<br />

CONTROL<br />

THE ASSURANCE THAT THESE POLICIES ARE PROPERLY PUT INTO<br />

AND<br />

AND FOLLOWED ACCOUNTING IS A PART OF THIS CONTROL<br />

EFFECT<br />

IS SUPPLEMENTED BY OTHER PARTS OF THE ORGANIZATION. OB<br />

BUT<br />

MUST BE FOLLOWED BY PLANS FOR ACHIEVEMENT, ORGAN[-'<br />

JECTIVES<br />

OF RESPONSIBILITIES, STANDARDS OF PERFORMANCE AND<br />

ZATION<br />

OF RESULTS COMMUNICATIONS, A DIFFICULT PROBLEM<br />

APPRAISAL<br />

ANY GROUP, IS INEXTRICABLY RELATED TO INTERNAL CONTROL<br />

FOR<br />

IS VITAL TO THE REALIZATION OF THE GOALS OF CREATIVE<br />

AND<br />

CONTROL.<br />

EXECUTIVE<br />

BUCHANAN PC<br />

0125<br />

CAN WE GAIN THEIR COMMITMENT<br />

HOW<br />

VOL 42-I 2[-26, JAN-FEB, I965<br />

PERSONNEL<br />

ACCEPTANCE COMMUNICATION<br />

GRCUP<br />

THIS ARTICLE THE FINDINGS OF RECENT RESEARCH IN THE<br />

IN<br />

OF BEHAVIOURAL SCIENCE ON COMMUNICATIONS PROCESSES ARE<br />

FIELD<br />

FROM THE ASPECT OF THE INTENTIONS OF THE SENDER,<br />

DISCUSSED<br />

ROLE OF THE RECEIVER, AND THE RELATIONSHIP BETWEEN THE<br />

THE<br />

EACH OF THESE THREE POSITIONS IS EXAMINED.<br />

TWO<br />

INDICATE THAT UNDER COMPETITION, GROUP<br />

FINDINGS<br />

MORE CONFORMITY FROM ITS MEMBERS, AND THIS TAKES THE<br />

DEMANDS<br />

OF TOLERATING FEWER NEGATIVE COMMENTS ABOUT ONES OWN<br />

FORM<br />

AND FEWER POSITIVE COMMENTS ABOUT THE COMPETING GROUP<br />

GROUP<br />

ALSO EACH GROUP ACCENTUATES THE STRENGIHS OF ITS OWN<br />

AND THE WEAKNESSES OF THE OTHER. IN AOCITION,<br />

POSITION<br />

EXCHANGED BETWEEN REPRESENTATIVES OF COMPETING<br />

COMMENTS<br />

TEND TO BECOME EXAGGERATED AND OVERLY HOSTILE<br />

GROUPS<br />

IN PART EXPLAINS WHY MANAGEMENT FINDS IT<br />

THIS<br />

TO GET COMMITTMENT FROM EMPLOYEES HE SUGGESTS THE<br />

DIFFICULT<br />

SET UP SUBORDINATE GOALS-GOALS DESIRED BY BOTH GROUPS<br />

GROUPS<br />

WHICH CANNOT BE ATTAINED WITHOUT HELP FROM EACH OTHER<br />

BUT<br />

BATTEN, JD SWAB, JL<br />

0[26<br />

TO CRACK DOWN CN COMPANY POLITICS<br />

HOW<br />

VDL 42-I 8-16 JAN-FEB, 196Bo<br />

PERSONNEL<br />

ARE FEW ORGANIZATIONS WHERE POLITICKING DOES NOT<br />

THERE<br />

MEN ENGAGE IN COMPANY PELITICS BECAUSE THEY BELIEVE<br />

EXIST<br />

CAN BEST ACHIEVE WHAT THEY WANT IN A OEVIOUS, [N£IRECT<br />

THEY<br />

NO ONE WILL ENGAGE IN THIS ACTIVITY IF THEY FEEL THEY<br />

WAY<br />

NOT BE ABLE TO GAIN ANY THING FROM IT THE DETERMINING<br />

WILL<br />

IS THE ATTITUDE OF ThE LEADER OF THE GROUP THE<br />

FACTOR<br />

VHO REACIS NEGATIVELY TC POLITICKING WILL BE ABLE TO<br />

LEADER<br />

SUCH ACTIVITY TO A MINIMUM<br />

KEEP<br />

ANY ORGANIZATION SOME SHREWD MANIPULATORS WILL<br />

IN<br />

SOME OF THE COMMON EXPERTS LIKE THE YES MAN, THE<br />

DEVELOP<br />

THE SHIRITAIL CLINGER AND OTHERS ARE DESCRIBED<br />

CLIMBER<br />

SUCCESS IN COMBATING THIS ACTIVITY THE MANAGER MUST<br />

FOR<br />

THAT ITS EXTENT IS CONTROLLED BY HIM, DEMDNSIRATE<br />

RECOGNIZE<br />

POLITICS WILL NOT BRING BENEFITS, IDENTIFY POLITICAL<br />

THAT<br />

QUICKLY AND DEAL WITH THEM FIRMLY, AND CREATE<br />

SITUATIONS<br />

NECESSARY ADMINISTRATIVE PROCEEDURES WITHIN THE ORGAN-'<br />

THE<br />

TO INSURE THAT PEOPLE WILL KNOW WHAT IS EXPECTED<br />

IZATION<br />

JEWELL, WS<br />

0[27<br />

IN CRITICAL PATH ANALYSIS<br />

RISK-TAKING<br />

SCIENCE, VOL II-3 4BB-43 JANUARY, 965<br />

MANAGEMENT<br />

PLANNING-TECHNIQUE<br />

PERT,<br />

MOST PERT SCHEDULING PROBLEMS, UNCERTAINTIES IN JOB<br />

IN<br />

ARE HANDLED BY A WAIT-AND-SEE FORMULATION WHICH<br />

DURATION<br />

THE SAMPLES OF DURATION ARE KNOWN AT SCHEDULING<br />

ASSUMES<br />

AITENTION HAS BEEN DEVOTED TO DISTRIBUTION OF MINIMAL<br />

MUCH<br />

TIME UNDER THESE ASSUMPTIONS<br />

PROJECT<br />

PAPER PROPOSES A HERE-AND-NOW FORMULATION IN WHICH<br />

THIS<br />

MANAGER TAKES A RISK BY FIXING PROJECT EVENT TIMES BE-'<br />

THE<br />

DURATIONS ARE KNOWN BASED ON THE ALLOTTED TIME INTER<br />

FORE<br />

ANO ACTUAL DURATION OF THE JOB, AOOITICNAL EFFORT MAY BE<br />

VAL<br />

TO STAY ON SCHEDULE<br />

NECESSARY<br />

GENERAL ASSUMPTIONS, IT IS SHOWN THAT MINIMIZING<br />

USING<br />

AVERAGE TOTAL AEDITIONAL EFFORT NEEDED TO STAY ON SCHE-'<br />

THE<br />

WILL RESULT IN COST-TIME SCHEDULING PROBLEMS OF THE<br />

DULE<br />

TYPE<br />

+-M<br />

TAYLOR, RG<br />

C128<br />

LOOK AT PUBLISHED INTERIM REPORTS<br />

A<br />

ACCOUNTING REVIEW, VOL XL-I 89-97 JANUARY, 1965<br />

THE<br />

PROGRAM-EVALUATION<br />

TAYLOR FEELS THAT THE INTERIM REPORT IS A FORGOTTEN<br />

MR<br />

AND WRONGLY SO HE BEGINS HIS STUDY OF THIS STATE<br />

REPORT<br />

WITH A HISTURY AND DISCUSSION OF THE EVOLUTION OF IT<br />

MENT<br />

PRACTICE IS SURVEYED WITH A RESULTING INDICA-'<br />

PRESENT-DAY<br />

OF RATHER EXTENSIVE USE AND CONSTANT CHANGE<br />

OION<br />

INTERIM REPORT IS USEFUL TO BOTH ISSUER AND RE-'<br />

THE<br />

AND PARTICULARLY TC THE FINANCIAL ANALYST, IN AOE<br />

CIPIENTt<br />

ANO PROPER EVALUATION DURING THE YEAR AND EFFECTIVE<br />

QUATE<br />

THESE REPORTS ALSO CREATE PROBLEMS--SEASONALITY<br />

PLANNING<br />

ESPECIALLY INTERIM INCOME MEASUREMENT<br />

AND<br />

UNIQUE PROPOSAL BY DR O. GREEN FOR CHANCES IN IN<br />

A<br />

REPORTING IS BRIEFLY SUMMARIZED.<br />

TERIM<br />

INTO INTERIM INCOME MEASUREMENT IS RECOMMENDED<br />

RESEARCH<br />

THE ACADEMIC ACCOUNTANT CAREFUL CONSIDERATION OF THE<br />

FOR<br />

INTERIM REPORTS BY INDUSTRIAL ACCOUNTANTS IS SUG<br />

PUBLISHED<br />

INCLUSION OF THIS REPORT IN THE AUOIT FOR FORM AND<br />

GESTED<br />

IS PROPOSED FOR THE PROFESSIONAL ACCOUNTANT<br />

CONTENTS<br />

FIFE O<br />

0129<br />

WITH RANDOM ARRIVALS AND LINEAR LOSS FUNCTIONS<br />

SCHEDULING<br />

SCIENCE VOL I-3 429-437 JANUARY, 1965<br />

MANAGEMENT<br />

CASELOAD-MANAGEMENT<br />

CLIENT,<br />

PROBLEM UNDER CONSIDERATION INVOLVES SCHEDULING CF<br />

THE<br />

PROCESSING OF AN INITIAL QUEUE OF JOBS AND SUBSEQUENT<br />

THE<br />

ARRIVALS ON A SINGLE PROCESSOR EACH JOB TO BE<br />

POISSON<br />

INCURS A LOSS WHICH INCREASES LINEARLY WITH ITS<br />

PRESENT<br />

TIME THE SCHEDULING ALGORITHM IS SOUGHT WHICH MIN-'<br />

WAITING<br />

THE AVERAGE RATE OF EXPECTED LOSS OVER INFINITE TIME<br />

IMIZES<br />

IS SHOWN THAT IF STATISTICAL EQUILIBRIUM EXISTS FOR<br />

IT<br />

TOTAL LOSS OF AN INDIVIDUAL ARRIVAL, THE OPTIMAL SCHE-'<br />

THE<br />

MINIMIZES THE EXPECTED TOTAL LOSS OF A SINGLE ARRIVAL,<br />

DULE<br />

IS GIVEN BY THE SCHEDULING RULE WHICH APPLIES WHEN THERE<br />

AND<br />

NO ADDITIONAL ARRIVALS<br />

ARE<br />

PARIKHt SC JEWELL WS<br />

0130<br />

CF PROJECT NETWORKS<br />

DECEMPOSITION<br />

SCIENCE, VOL II-3 444-459e JANUARYt I965.<br />

MANAGEMENT<br />

SCHEDULING<br />

CRITICAL-PATH<br />

ARTICLE CONSIDERS CRITICAL-PATH NETWORKS USED FOR<br />

THE<br />

AND SCHEDULING PROJECTS OF WELL-OEFINED SEQUENCES<br />

PLANNING<br />

INDIVIOUAL ACTIVITIES THE NETWORK FOR A MAN-ACTIVITY<br />

OF<br />

IS DIFFICLLT TO PREPARE AS SINGLE UNIT AND STORE<br />

PROJECT<br />

THE HIGH SPEED MEMORY OF A DIGITAL COMPUTER IF A NUN<br />

IN<br />

OF PROJECTS ARE WEAKLY INTER-RELATED BY COMMON ACIIVI-'<br />

BER<br />

EFFICIENT SCHEDULING CF ALL THE PROJECTS BECOMES QUITE<br />

TIES,<br />

DIFFICULT<br />

PAPER PRESENTS A METHOD TO TEAR OR DECOMPOSE A<br />

THIS<br />

NETWORK INTO SEVERAL SUBNETWORKS SCHEDULE THESE AN<br />

PROJECT<br />

MERGE THEM A COMPUTATIONAL ALGORITHM IS FIRST GIVEN<br />

THEN<br />

TIME-ONLY NETWORKS THEN TWO FORMULATIONS FOR COST-TIME<br />

FOR<br />

OF PROJECT SUBJETWORKS<br />

NETWORK<br />

CHARTS DIAGRAMS, GRAPHS AND EQUATION SCHEDULES<br />

FLOW<br />

EXPLANATION ANO UNDERSTANDING<br />

AID<br />

KING, WR<br />

OIJI<br />

STOCHASTIC PERSONNEL-MODEL<br />

A<br />

RESEARCH, VOL 13-I 67-81, JANUARY-FEBRUARY 1965<br />

OPERATIONS<br />

SATISFACTION<br />

ASSIGNMENTS,<br />

PERSONNEL ASSIGNMENT DECISIONS INVOLVE A PERFDRMANCE

OF JOB SUCCESS USING TAX RESULTS, ETC AND B THE<br />

PREDICTION<br />

OF OPTIMAL ALLOCATIONS OF INDIVIDUALS TO JOBS<br />

DETERMINATION<br />

MODEL IS DEVELOPED THAT INTEGRATES THESE TWO PHASES AND<br />

A<br />

THE THEORETICAL DIFFICULTIES INTRODUCED BY THEIR<br />

OBVIATES<br />

APPLICATION ONE FORM OF THE MODEL REQUIRES<br />

INDEPENDENT<br />

MEASUREMENTS IHAT ARE BEYOND THE SCOPE OF CURRENT<br />

VALUE<br />

MAKING IT NECESSARY TO PRESENT INFORMATION CON-'<br />

TECHNIQUESt<br />

THAT MAY REDUCE THE LEVEL OF THE REQUIRED VALUE<br />

DITIONS<br />

REQUIREMENTS<br />

SCODERBECKt PP<br />

0132<br />

PROMISES AND PERFORMANCE<br />

PERT--ITS<br />

BUSINESS REVIEW, VOL XVII, NO I. 25-32, JANUARY, 65<br />

MICHIGAN<br />

EVALUATION<br />

PROGRAM,<br />

IS THE PROGRAM EVALUATION AND REVIEW TECHNIQUE,<br />

PERT<br />

OF THE MORE USEFUL, BETIER KNOWN, AND WIDELY ACCEPTED<br />

ONE<br />

PLANNING AND CONTROL TOOLS THE AUTHOR PROVIDES A SHORT<br />

NEW<br />

OF PERT, MOST USED IN RESEARCH AND DEVELOPMENT, AND<br />

HISTORY<br />

BASICALLY, PERT IS CONCERNED WITH FORMULATION<br />

CONSIRUCTION<br />

A SEQUENTIAL NETWORK CONSISIING OF THE TOTALITY OF<br />

OF<br />

REQUIRED FOR IMPLEMENTING THE FINAL OBJECTIVES<br />

ACTIVITIES<br />

NEIWORK IS A FLOW DIAGRAM CONSISTING DF THE ACTIVITIES<br />

THIS<br />

EVENTS WHICH MUST BE ACCOMPLISHED TD REACH THE PRGGRAM<br />

AND<br />

SHOWING SEQUENCES OF ACCOMPLISHMENT, INTERDE-'<br />

OBJECTIVES,<br />

AND INTERRELATIONSHIPS IT SERVES AS A DEVICE FOR<br />

PENDENCIES<br />

COMMUNICATION AND CONTROL, AND IS PARTICULARLY USEFUL<br />

BOTH<br />

PLANNING.<br />

IN<br />

TIME ESTIMATES ARE USUALLY NECESSARY THE AUTHOR<br />

THREE<br />

ANO ILLUSTRATES THESE, AS WELL AS A CRITICAL PATH<br />

EXPLAINS<br />

SLACK DETERMINATION SIMULATION IS POSSIBLE THRU PERT,<br />

AND<br />

THE MEIHOD DOES HAVE PROBLEMS AND LIMITATIONS<br />

ALIHOUGH<br />

SILBERMAN, CE<br />

D133<br />

HIT THE TEENAGERS<br />

WHAT<br />

71 130-133÷, APRIL, 1965<br />

FORTUNE<br />

UNEMPLOYMENT<br />

UNSKILLED-WORK,<br />

THIRD ARTICLE IN A SERIES DN TECHNOLOGY AND THE<br />

THIS<br />

MARKET DISCUSSES THE PROBLEM OF TEENAGE UNEMPLOYMENT<br />

LABOR<br />

AUTHOR DISCUSSES THE OFFICIAL EXPLANATIONS OF<br />

ThE<br />

THE PROBLEM CAME ABOUT AND WHAT IT PORTENDS SECRETARY<br />

HOW<br />

LABOR WILLARD WIRTZ SUGGESTS THAT TECHNOLOGICAL CHANGE<br />

OF<br />

CHIEFLY RESPONSIBLE EXPLANATIONS OF THIS NATURE ARE<br />

IS<br />

INADEQUATE BY SILBERMAN WHO FINDS THAT A CAREFUL<br />

CALLED<br />

OF JOB STATISTICS DOES NOT BEAR II OUT<br />

ANALYSIS<br />

DEMAND FOR UNSKILLED BLUE-COLLAR WORKERS HAS<br />

THE<br />

RISING RECENTLY AND THE JOBS THAT MACHINES O0 ELIM-'<br />

BEEN<br />

ARE MOSTLY THE DEAD-END SORT--PINSETTERS AND MES-'<br />

INATE<br />

BOYS, ETC THUS, THE REAL PROBLEM IS THAT TEENAGE<br />

SENGER<br />

SEEKERS HAVE BEEN ENTERING THE LABOR MARKET AT A HIGH-'<br />

JOB<br />

RATE THAN EVER BEFORE, MARRIED WOMEN ARE SEEKING JOBS<br />

ER<br />

UNPRECEDENTED NUMBERS, AND THE ECONOMY HAS FAILED TO<br />

IN<br />

AT A PACE SUFFICIENT TC ABSORB ALL WOULD-BE WORKERS<br />

GROW<br />

GOETZ BE<br />

0134<br />

MANAGERIAL OBSOLESCENCE<br />

AVOIDING<br />

MANAGEMENT REVIEW 7o.91-96, SPRING, 1965<br />

CALIFORNIA<br />

EVALUATE, DECISION-MAKING<br />

INFORMATION-SYSTEM,<br />

ARTICLE, BY A NOTED MANAGEMENT SCHOLAR<br />

THIS<br />

SELECTED PUBLICATIONS ON SUBJECTS OF VITAL<br />

EVALUATES<br />

TO ALL EXECUTIVES IN IHEIR EFFORTS TO KEEP UP<br />

INTEREST<br />

TODAY EXPLOSIVE CULTURE WIDE CHANGES.<br />

WITH<br />

DISCUSSES AND GIVES REFERENCES ON THE FIVE SIATE-'<br />

HE<br />

LISTED HERE.<br />

NEWTS<br />

MANAGERS ARE DOING BETTER AND CAN OD BETTER<br />

FIRST,<br />

IN ADVANCING IECHNOLOGY.<br />

STILL<br />

ERA.<br />

SECOND, MANAGERIAL DECISION MAKING IS ENTERING A NEW<br />

MANAGERIAL INFORMATION SYSTEMS NEED MDOERN-'<br />

THIRD,<br />

IZATION.<br />

THE BEHAVIORAL SCIENCES ARE APPROACHING A<br />

FOURTH,<br />

REVISION OF HUMAN RELATIONS AND MOTIVATION.<br />

BASIC<br />

THE SOCIAL RESPONSIBILITIES OF MANAGEMENT<br />

FIFTH,<br />

PRESSING FOR RECOGNITION.<br />

ARE<br />

HIRSCH, WZ<br />

0135<br />

OF NEW KNOWLEDGE FOR ECONOMIC GROWTH<br />

IRANSFORMATIDN<br />

MANAGEMENT REVIEW T B5-90, SPRING, 1965<br />

CALIFORNIA<br />

INFORMATION<br />

RETRIEVING,<br />

KNOWLEDGE TRANSFORMATION IS LIKELY TO<br />

ORGANIZED<br />

A MAJOR BRANCH OF INOUSIRY THE AUTHOR BELIEVES<br />

BECOME<br />

THE REWARDS TO COMPANIES IN TERMS DF INCREASED<br />

THAT<br />

AND TO THE NATION IN TERMS OF BETTER LIVING AND<br />

PROFITS<br />

EMPLOYMENT CAN BE LARGE<br />

FULLER<br />

HAS A GREAT RESPONSIBILITY IN THE<br />

GOVERNMENT<br />

OF NEW KNOWLEDGE THIS STEMS FROM ThE<br />

UTILIZATION<br />

ROLE OF GOVERNMENT IN KNOWLEDGE CREATION AND<br />

DOMINANT<br />

THE GOVERNMENT MUST FINANCE SOME OF THE LARGER<br />

FROM<br />

SUCH AS DEFENCE AND SPACE RESEARCH<br />

PROJECTS<br />

INDUSTRY ALSO HAS A RESPONSIBILITY, THAT<br />

PRIVATE<br />

RETRIEVING INFORMATION AND APPLYING IT<br />

OF<br />

FOR A SUFFICIENT KNOWLEDGE TRANSFORMATION<br />

THUS,<br />

WE MUST HAVE A JOINT EFFORT BY GOVERNMENT,<br />

PRDGRAM,<br />

AND UNIVERSITIES IO PORK COOPERATIVELY ON<br />

INDUSTRY,<br />

PROJECT<br />

THE<br />

FOGEL W<br />

0136<br />

ADMINISTRATIGN AND JOB RATE RANGES<br />

WAGE<br />

MANAGEMENT REVIEW 7 77-84, SPRING, Ig65<br />

CALIFORNIA<br />

INCOME<br />

SALARY,<br />

NOT WIDELY RECOGNIZED, WAGE RATE RANGES<br />

ALTHOUGH<br />

ACTUAL LEVELS AND RATES OF CHANGE OF EARNINGS<br />

ESTABLISH<br />

MOST EMPLOYEES THEREFORE, IHE AUTHOR FEELS THAT<br />

FOR<br />

SHOULD UNDERSTAND THE INTENDED AND UNINTENDED<br />

MANAGERS<br />

OF THESE RANGES<br />

CONSEQUENCES<br />

AUTHOR DISCUSSES THE LABOR MARKET WHICH DOES<br />

THE<br />

FOR SOME WAGE DIFFERENTIAL, ALTHOUGH ThIS IS<br />

PRESSURE<br />

NOT SUFFICIENT TO REQUIRE RANGES WHICH CORRESPOND<br />

USLALLY<br />

THE FULL RANGE OF WORKER QUALITY THIS RATIONALE WILL<br />

TO<br />

THAT ADEQUAIE QUANTITIES AND QUALITIES DF LABOR WILL<br />

ENSURE<br />

AVAILABLE AT ALL TIMES<br />

BE<br />

INTERNAL INFLUENCE OF PERFORMANCE ON RANGES AND<br />

THE<br />

100<br />

CONSEQUENCES ARE CONSIDERED CULTURAL EXPECTATIONS<br />

ITS<br />

THE INFLUENCE OF THESE ANTICIPATED RANGES IS ALSO<br />

AND<br />

PRESENTED<br />

PROBLEM OF WHICH ONE OR COMBINATION OF THESE<br />

THE<br />

TO USE IS ONE PECULIAR TO EACH FIRM<br />

RATIONALES<br />

SCHEER, WE<br />

0137<br />

ALWAYS INVENT A MILKING MACHINE BUT WE STILL NEED A COW<br />

CAN<br />

OF DATA MANAGEMENT 3 42-47, MARCH, 1965<br />

JOURNAL<br />

COP, DATA-PROCESSING<br />

COYPUTERIZATION,<br />

SOMEWHAT DIFFERENT APPROACH TO DATA PROCESSING<br />

A<br />

PRESENTED BY THE AUTHOR, A PERSONNEL MAN, WHO DIS-'<br />

IS<br />

MANY PERCEPTIVE OBSERVATIONS CONCERNING THE HUMAN<br />

CUSSES<br />

SOCIAL PROBLEMS OF AUTOMATION<br />

AND<br />

OISCUSSES HOW THEY PUT THE COMPUTER PROGRAM<br />

HE<br />

EFFECT WITHOUT IGNORING THE PEOPLE. THE BENEFITS<br />

INTO<br />

PROBLEMS INVOLVED BY HAVING MACHINE ORIENTED EM-'<br />

AND<br />

ARE PRESENTED ALONG WITH TEN SUGGESTIONS FOR<br />

PLCYEES<br />

BENEFIT OF PLANS THINKIkG OF EMBARKING ON COMPUTER<br />

THE<br />

OF ACTION OR WHO WANT TO COMPARE THEIR ALREADY<br />

COURSE<br />

COMPUTER PROGRAMS<br />

EXISTING<br />

FELLY, JE<br />

0138<br />

PERIPHERALS FOR EFFICIENCY AND SAVINGS.<br />

BATCHING<br />

OF DATA MANAGEMENT 20-24, MARCH 1965.<br />

JOURNAL<br />

EDP, DATA-PROCESSING<br />

FORECASTING,<br />

AUTHOR DISCUSSES HCW THE CONCEPT CF BATCHING<br />

THE<br />

DATA PROCESSING EQUIPMENT FOR GREATER<br />

PERIPHERAL<br />

AND FLEXIBILITY HAS PRODUCED SUBSTANTIAL<br />

EFFICIENCY<br />

IN THE MARTIN CGMPANY INVENTORY CONTROL SYSTEM<br />

SAVINGS<br />

NEW IVENIORY CONTROL SYSTEM NOT ONLY HAS<br />

THIS<br />

PROCESSING COSTS, PROVIDED FASTER UPDATING OF<br />

REDUCEO<br />

IMPROVED FORECASTING TECHNIQUES, AND PROVIDED<br />

RECORDS,<br />

ACCESS TO VIIAL INVENTORY DATA, BUT IT HAS ALSO<br />

FASTER<br />

THE APPLICATION OF VARIOUS MANAGEMENT CONTROLS<br />

PERYITTED<br />

KIRKWO00, MC<br />

C139<br />

IN CONVERSION<br />

PROBLEMS<br />

OF DATA MANAGEMENT 14-16, MARCH,<br />

JOURNAL<br />

AUTOMATION<br />

EDP,<br />

AUTHOR DISCUSSES SCME OF THE CONSIDERATIONS DF<br />

THE<br />

OR CONVERTING OF AUTOMATED EGUIPMENT HE<br />

INSTALLING<br />

THAT THE SELECTION OF EQUIPMENT AND THE<br />

ASSUMES<br />

HAVE ALREADY BEEN DEFINED, THUS LIMITING<br />

APPLICATIONS<br />

DISCUSSION TO USE, PERSONNEL, AND ADMINISTRATION<br />

HIS<br />

PROBLEMS<br />

INSTALLATION PLAN, THE USE CF PART-TIME EMPLOYEES<br />

AN<br />

CONVERSION, USE DF PROGRESS REPORTS, A&D A PROGRAM<br />

FOR<br />

INFORM EMPLOYEES OF JUST HOW THEIR JOB WILL EE<br />

TO<br />

BY THE COMPUTER, ARE SOME OF THE SOLUTIONS<br />

AFFECTED<br />

BY THE AUTHDR<br />

OFFERED<br />

MAGNIS, NE<br />

C140<br />

AND IHE EDP INSTALLATION<br />

MANAGEMENT<br />

PROCESSING MAGAZINE 7 48-51, MARCH, 1965.<br />

DATA<br />

DOCUMENTATION<br />

INFORMATION-SYSTEM,<br />

SHOULD RECOGNIZE THE GREATEST COMPUTER<br />

MANAGEMENT<br />

IS IN THE DEVELOPMENT CF MANAGEMENT CONTROL<br />

CONTRIBUTION<br />

THE AUTHOR DISCUSSES HOW MANAGEMENT CAN MAKE A<br />

SYSTEMS<br />

IN THIS DIRECTION<br />

START<br />

AREAS IN THE INFORMATION AUTOMATION EFFORT<br />

THREE<br />

CONSIDERATION THEY ARE ORGANIZATION, PERSONNEL,<br />

REQUIRE<br />

ADMINISTRATION ALSO DESERVING OF CONSIDERATION<br />

AND<br />

SYSTEMS DESIGN, THE NEED TO DEVELOP CONTROLS,<br />

ARE<br />

IHE REWRITING OF COMPUTER PROGRAMS, .NO<br />

DOCUMENTATION,<br />

SPECIFIC PROBLEMS WHICH ARE DISCUSSED BY THE AUTHOR.<br />

OTHER<br />

KAUDRY, HJ<br />

01I<br />

ANALYST AND IHE NEED FOR Ak INTEGRATED APPROACH<br />

THE<br />

PROCESSING MAGAZINE 7 44-45, MARCH,<br />

DATA<br />

DATA-PROCESSING<br />

EDP,<br />

AUTHOR DISCUSSES THE DIFFICULTIES IN DEFINING<br />

THE<br />

ELECTRONIC DATA PROCESSING ANALYST. HE ALSO PRESENTS<br />

AN<br />

CASE STUDY WHICH ILLUSTRATES THE PROBLEMS WHICH POORLY<br />

A<br />

ANALYST CAN CREATE FROM THE EVIDENCE IN THE<br />

QUALIFIED<br />

STUDY, THE AUTHOR CONCLUDES THAT TO DERIVE OPTIMUM<br />

CASE<br />

FROM COMPUTER EQUIPMENT, AN INTEGRATED APPROACH<br />

BENEFIT<br />

NECESSARY<br />

IS<br />

MCMbRRAY, RN<br />

CI2<br />

COMMUNICATIONS FOR CHIEF EXECUTIVES<br />

CLEAR<br />

BUSINESS REVIEW 43. 131-147, MARCH-APRIL, 1965<br />

HARVARD<br />

INFORMATION-SYSTEM<br />

OFTEN RECIEVE FAULTY INCOMPLETE, OR<br />

PRESIDENTS<br />

INFORMATION, SAYS THE AUTHOR WHO OFFERS AN ESCAPE<br />

SLANTED<br />

THIS PREDICAMENT IN PRESENTING HIS SOLUTION, THE<br />

FROM<br />

EXAMINES THE BARRIERS TC COMMUNICATION UPWARD, THE<br />

AUTHOR<br />

OF ERROR IN DOWNWARD COMMUNICATIONt THE MAJOR<br />

SOURCES<br />

NEEDED TO IMPROVE THE PRESIDENT S ABILITY TO SEE<br />

REMEDIES<br />

A WHOLE, THE REORGANIZATION STEPS NEEDED TO IMPROVE THE<br />

AS<br />

FUNCTION OF THE ORGANIZATION, AND THE PERSONAL<br />

OVER-ALL<br />

WHICH MUST BE OVERCOME IF THE PRESIDENT IS TO<br />

CONFLICTS<br />

CLEAR, COMPREHENSIVE, AND VALID CHANNELS OF<br />

ESTABLISH<br />

WITH HIS PEOPLE AT ALL LEVELS.<br />

COMMUNICATION<br />

INCLUDED IN THE ARTICLE PRESENT SOURCES OF<br />

TABLES<br />

COMMON IN MERIT RATING PROGRAMS, MANIFESTATIONS OF<br />

ERROR<br />

WEAKNESS, AND THE BEEHIVE ORGANIZATICN CHART<br />

MANAGEMENT<br />

AUTHOR TELLS HOW A EFFECTIVE INFORMATION SYSTEM<br />

THE<br />

EVOLVE IF THE PRESIDENT HAS THE COURAGE TO USE IT<br />

CAN<br />

WESSEL, MR<br />

C143<br />

PROTECTION OF COMPUTER PROGRAMS<br />

LEGAL<br />

BUSINESS REVIEW 43 g7-I06 MARCH-APRIL, lg65<br />

HARVARD<br />

AUTHOR DISCUSSES THE SPECIFIC PROCEDURES ANO<br />

THE<br />

THAT MANAGEMENT SHCULD SUPPORT TO PROTECT ITS<br />

MEASURES<br />

IN COMPUTER PROGRAMS<br />

INVESTMENT<br />

ARTICLE FOCUSES CN THE KINDS OF RIGHTS IN SUCH<br />

THE<br />

THAT NEED TO BE PROTECTED, SIX GOOD TESTS OF<br />

PROGRAMS<br />

A PROGRAM QUALIFIES AS A TRADE SECRET AND WHAT A<br />

WHETHER<br />

CAN O0 TO ASSURE THAT PROGRAMS MEET THOSE TESTS,<br />

COMPANY<br />

THE USEFULNESS OF EMPLOYEE RESTRICTIVE AGREEMENTS,<br />

AND<br />

PATENT AND COPYRIGHT PROTECTION, AND ACTION BY INDUSTRY

ASSOCIATIONS<br />

SIX TESTS WHICH ARE FURTHER EXPLAINED IN THE<br />

THE<br />

ARE--IS THE PROGRAM REALLY SECRET, IS IT REALLY<br />

ARTICLE<br />

WAS IT DEVELOPED AND OWNED BY THE COMPANY WAS<br />

VALUABLE,<br />

DIFFICULT TO DEVELOP, HAS IT BEEN COPIED AND IS IT<br />

IT<br />

TD PROTECT THE PROGRAM.<br />

FAIR<br />

DANIEL, DR<br />

DIG4<br />

AT THE TOP.<br />

TEAM<br />

HARVARD BUSINESS REVIEW 43 .74-82t NARCH-APRIL I965<br />

COMBINED FORCES OF TECHNOLDGYt PRODUCT PRO<br />

THE<br />

AND INTERNATIONALIZATION POINT TO A CHANGE IN<br />

LIFERATION<br />

MANAGEMENT THE PLURAL CHIEF EXECUTIVE<br />

TOP<br />

AUTHOR POINTS OUT HOW THIS NEW CONCEPT MAGNIFIES<br />

THE<br />

CAPACITIES OF THE TOP OFFICE TO DEAL WIIH THE FULL<br />

THE<br />

OF ITS RESPONSIBILITIES HE AGREES WITH PETER DRUCKER<br />

RANGE<br />

THE IDEA OF A CNE-MAN CHIEF IS NOT ESSENTIAL, IN FACT,<br />

THAT<br />

IS OFTEN THE CAUSE OF THE DIFFICULTIES IN THE CHIEF<br />

IT<br />

JOB<br />

EXECUTIVE<br />

ELEMENTS OF A TEAM PLAN ARE PRESENTED AND THE<br />

THE<br />

AND DISADVANTAGES OF SUCH A PLAN ARE DISCUSSED<br />

ADVANTAGES<br />

DISCUSSED ARE THE EFFECTIVENESS OF THE TEAM<br />

ADVANTAGES<br />

MANAGING LARGE CORPORATIONS CHARACTERIZED BY A WORLD<br />

IN<br />

SCOPE OR A PROPENSITY TO CONSUME CAPIIAL, THE MULTI-'<br />

WIDE<br />

OF TIME RESOURCES PROVISION FOR SUCCESSION, AND THE<br />

PLYING<br />

OF ISOLATION AT TEE TOP LEVEL OF MANAGEMENT<br />

RELIEVING<br />

IWEDE, FL<br />

0145<br />

TABLES A TECHNIQUE FOR DOCUMENTING CONTROL SYSTEMS<br />

DECISION<br />

ARTHUR YOUNG JOURNAL FOL 12-3..ii-15, JANUARY I965.<br />

THE<br />

OECISIDN-PAKING PROGRAM-PLANNING<br />

DOCUMENTING,<br />

ARTICLE DISCUSSES BRIEFLY THE MERITS OF FLOW CHART<br />

THIS<br />

IN GREATER DETAIL THE DEFICIENCIES WITHIN THEM IT<br />

AND<br />

OUT THAT THE MOST SERIOUS DEFICIENCY IS THE<br />

POINTS<br />

OF CHARTING OPERATIONS INVOLVING SEVERAL<br />

DIFFICLLTY<br />

PROCEEDLRES. THREE METHODS ARE DISCUSSED AS WAYS<br />

ALTERNATIVE<br />

SOLVE THIS PROBLEM AND AMONG THESE IS THE USE OF<br />

TO<br />

TABLES.<br />

DECISION<br />

TABLES PRESENT COMPLEX DECISION LOGIC IN A<br />

DECISION<br />

MANNER WHICH IS EASY TO VISUALIZE AND FOLLOW THERE<br />

TABULAR<br />

THREE TYPES OF TABLES AND DISCUSSION IS CONFINED TO THE<br />

ARE<br />

ENTRY TABLE TWO CHARTS ILLUSTRATE THE USAGE OF THIS<br />

LIMITED<br />

THE AUIHOR CONTENDS THAT THE TABLES ARE A MEANS OF<br />

THEORY<br />

FLOWCHARTS BY PRESENTING IN A CONCISE MANNER<br />

SUPPLEMENTING<br />

INFORMATION THAT DOES NOT LEND ITSELF TO THE NARRATIVE<br />

ANY<br />

TECHNIQLE<br />

CATLIN, WL<br />

C146<br />

REIRIEVAt<br />

INFORMATION<br />

ARTHUR YOUNG JOURNAL VOL 12-3 16-22, JANUARY, I965o<br />

THE<br />

ARTICLE EXAMINES THE OPERATIONS OF A CENTER WHOSE<br />

THIS<br />

IS TD RECDRD INFORMATION FOR VARIOUS AGENCIES OR<br />

PJRPOSE<br />

OFFICES BY USING DATA PROCESSING METHODS. TFE<br />

GOVERNMENT<br />

OPERATIONS OF THIS GROUP NOW CONSIST OF TFE DEVELOP<br />

BASIC<br />

OF MAGNETIC TAPE RECORDS OF TEXT MATERIAL AND THE<br />

NEWT<br />

OF SELECTIVE TEXT AS REQUESTED BY AN AGENCY VIA<br />

RETRIEVAL<br />

COMPUTER<br />

THE<br />

SERVICE OFFERED INCLUDES PAPER TAPE RELOROS FOR<br />

THE<br />

WORD, CORRECTION OF ERRORS AND COMPILATION OF A<br />

EACH<br />

VOCABULARY AMONG OTHER PROBLEMS WHICH THE GROUP IS<br />

COMPUTER<br />

ON IS THE DEVELOPMENT CF A THESAURUS OF SYNONYMS FOR<br />

WORKING<br />

IN KEYWDRKING SEARCH REQUESTS° THE PRESENT TREND IN<br />

EASE<br />

PROCESSING TECHNOLOGY IS TOWARD LOWER COST MASS STORAGE<br />

DATA<br />

THE PROCEEDURE USED BY THIS FIRM IS ILLUSTRATED BY<br />

DEVICES<br />

TEXT AND VOCABULARY LISIS.<br />

SAMPLE<br />

WEINER, JB<br />

C147<br />

MEN IN THE MIDDLE<br />

MANAGEMENTS<br />

REVIEW VOL 85-6 38-39j APR[L 1965<br />

DUNS<br />

PROBLEM POINTED UP IN THIS ARTICLE IS THE<br />

THE<br />

IN VIEWPOINT BETWEEN TOP AND MIDDLE MANAGEMENT<br />

DISCREPANCY<br />

PROFIT AND INDIVIDUAL REWARD TOO OFTEN MIDDLE<br />

REGARDING<br />

HAVE FELT THEY HAD TO OPTIMIZE SHORT-TERM PROFITS<br />

MANAGERS<br />

LOSE THEIR POSITION OFTEN THEIR STRATEGY WAS IN DIRECT<br />

OR<br />

TO THE COMPANY LONG RANGE GOALS NOW HOWEVER, THE<br />

CONFLICT<br />

MANAGER MUST FORGEI ABOUT THE CURRENT YEAR AND ACT<br />

DIVISION<br />

LONGER-TERM INTEREST--SOMETIMES EVEN TO THE DETRIMENT CF<br />

IN<br />

OWN OPERATIONS SHORT-TERM PERFORMANCE MUCE OF THE<br />

HIS<br />

OF THIS SITUATION CAN BE TRACED TO DECENTRALIZ-'<br />

COMPLEXITY<br />

ALSO, EVERYTHING IN A DIVISION MANAGERS EXPERIENCE<br />

ATION<br />

HIM TO CONTINLE WORKING FOR SHORT-TERM DIVISIONAL AND<br />

TELLS<br />

REWARDS<br />

PERSONAL<br />

NUMBER OF DIFFERENT EXECLTIVES EXPRESS THEIR FEELINGS<br />

A<br />

THIS SUBJECT SOME EXAMPLES OF SOLUTIONS AS TRIED BY<br />

ON<br />

COMPANIES ARE PRESENTED<br />

DIFFERENT<br />

BERLEW, DE HALL, DT<br />

0148<br />

MANAGEMENT OF TENSION IN ORGANIZATION<br />

THE<br />

INDUSTRIAL MANAGEMENT REVIEW VDL 6-I 31-39 FALL 196<br />

RESULTS OF THIS STUDY INDICATED THAT CONTRACT<br />

THE<br />

OR THE DISCREPANCY BETWEEN COMPANY EXPECT<br />

DISEQUILIBRIUM<br />

AND INDIVIDUAL CONTRIBUTIONS TENDS TO DECREASE OVER<br />

ATICNS<br />

THE RESULTS WERE USED AS EVIDENCE FOR THE PRESENCE OF<br />

TIME<br />

FORCES IN ORGANIZATIONS<br />

HOMEOSIATIC<br />

WAS CONCLUDED THAT THESE FORCES TOWARD EQUILIBRIUM<br />

IT<br />

ORGANIZATION INTEGRATION OR SOLIDARITY BUT THAT<br />

FACILITATE<br />

MODERATE AMOUNT OF TENSION IS OPTIMAL FOR THE GRATIFI-'<br />

A<br />

OF EMPLOYEES HIGHER hEEDS<br />

CATION<br />

PROCESS OF SETTING COMPANY EXPECTATIONS WAS<br />

THE<br />

AND THE CONCLUSION DRAWN THAT COLLABORATIVE GOAL--<br />

EXAMINED,<br />

WILL CONTRIBUTE MORE TOWARD MEETING CONDITIONS<br />

SEITING<br />

FOR LONG-RANGE SURVIVAL THAN UNILATERAL GOALL<br />

NECESSARY<br />

BY IHE ORGANIZATION.<br />

SET<br />

DITZ G<br />

0149<br />

INTERNAL-EXTERNAL DICHOTOMY IN BUSINESS ORGANIZATIONS<br />

THE<br />

MANAGEMENT REVIEW VOL 6-1 .51-57 FALL, 1964<br />

INDUSTRIAL<br />

SOCIAL-SYSTEMS<br />

101<br />

PAPER IS BASED ON A RE-EXAMINATION OF CERTAIN DATA<br />

THIS<br />

ORIGINALLY IN A SERIES OF DISCRETE STUDIES FOR<br />

COLLATED<br />

BLSINESS ORGANIZATIONS EXTERNAL OPERATIONS WERE<br />

IHREE<br />

AS THOSE ACTIVITIES IN WHICH THE EMPLOYEES PRIMARY<br />

DEFINED<br />

REQUIRES DIRECTLY RELATING HIMSELF TO OTHER PEOPLE<br />

TASK<br />

HIS COMPANY ALL OTHER BUSINESS OPERATIONS OR<br />

OUTSICE<br />

ARE REFERRED TO AS INTERNAL<br />

FUNCTIONS<br />

INTERNAL-EXTERNAL POLARITY RESULTS FROM VARIENCES<br />

THE<br />

SOCIAL SYSTEMS RATHER THAN BUSINESS OBJECTIVES. THE<br />

IN<br />

SYSTEM IS DETERMINATE IN SD FAR AS ITS MEMBERS CAN<br />

INTERNAL<br />

EXPECTED TO ACT OUT PRESCRIBED ROLES IT IS ASSOCIATED<br />

BE<br />

TERMS SUCH AS ASCRIBED STATUS BUREAUCRACY AND ORGAN<br />

WITH<br />

MAN<br />

IZATION<br />

SYSTEMS ARE INDETERMINATE AND OPENt CANNOT BE<br />

EXTERNAL<br />

DEFINED IN AN ORGANIZATION CHART AND ARE LESS<br />

RELIABLY<br />

TO PLANNING HOWEVER STRUCTURAL DIFFERENTIATION<br />

AMENABLE<br />

NOT EXCLUDE A COMMON PCLICY.<br />

OES<br />

RICO, L<br />

0150<br />

CONFLICT<br />

ORGANIZATIONAL<br />

MANAGEMENT REVIEW VOL 6-1 67-79, FALLt 1964<br />

INDUSTRIAL<br />

PAPER IS DIRECTED AT A RE-EVALUATION OF CONFLICT<br />

THIS<br />

IT PERTAINS TO HUMAN BEHAVIOR IN ECONOMIC ORGANIZATIONS<br />

AS<br />

THESIS IS THAT IF THE HARMONY AND HAPPINESS ORGANI-'<br />

THE<br />

ASSUMPTION IS DROPPED TRADITIONAL ORGANIZATIONAL<br />

ZATIONAL<br />

MUST BE REINTERPRETED AND REVISED. THE CONCEPTS OF<br />

THEORY<br />

HIERARCHYt UNITY OF COMMAND, AND UNIVERSALITY OF<br />

AUTHORITY,<br />

ARE CHALLENGED AND FOUND WANTING THIS DISCUSSIO<br />

MANAGEMENT<br />

THAT A MANAGEMENT SYSTEM IS CONTINGENT [R DEPENDENT<br />

ASSERTS<br />

THE INTERNAL AND EXTERNAL VARIABLES IN ORGANIZATIONAL<br />

UPON<br />

ENVIRONMENT<br />

CONCLUSIONS SUPPORT HIS HYPOTHESES AND HE<br />

HIS<br />

REEVALUATING PRESENT MANAGEMENT STYLE AND<br />

RECOMMENDS<br />

FOR ADJUSTMENTS TO CHANGE SINCE HARMONY AND<br />

PLANNING<br />

NEED NOT BE POSITIVE INDICATORS THE CONCEPT OF<br />

STABILITY<br />

HEALIH MUST BE ALTERED. THE PAITERN OF<br />

ORGANIZATIONAL<br />

OIVERSITY AND ITS MANAGERIAL CONSEQUENCES IS<br />

ORGANIZATIONAL<br />

EMERGENT SYSTEM WHICH WILL RESULT IN NEW THEORIES<br />

AN<br />

ADAMS, V<br />

0151<br />

FORGOTTEN FIELD SALES MANAGER<br />

THE<br />

REVIEW VOL 85-3 45-4 MARCH, 1965.<br />

DUNS<br />

PRDHOTING, SUPERVISORS<br />

TRAINING<br />

ATTITUDE TOWARD THE FIELD SALES MANAGER TODAY IS<br />

THE<br />

IT IS REALIZED THAT THE BEST SALESMAN IS NOT<br />

CHANGING<br />

THE BEST SALES MANAGER RATHER THE IMPORTANCE IS<br />

ALWAYS<br />

PLACED ON A MANAGER SKILLED IN SALES TRAINING FIRMS<br />

BEING<br />

UNDERTAKING WHOLE TRAINING PROGRAMS FOR MANAGERS TO<br />

ARE<br />

THEM TO TRAIN THE SALESMEN WHO WILL WORK UNDER THEM<br />

ENABLE<br />

OF THE TECHNIQUES USED ARE SENSITIVIIY TRAINING AND<br />

TWO<br />

LEARNING<br />

PROGRAMMED<br />

THE FUTURE MANAGERS WILL CONTINUE TO BE SELECTED<br />

IN<br />

THE SALES RANKS, BUT MORE CARE WILL BE EXERCISED IN<br />

FROM<br />

NEW WAYS OF REWARDING TOP SALESMEN WHO SHOULD<br />

PROMOTION<br />

BE MANAGERS WILL BE DEVISED THE TREND TOWARD MANAGER<br />

NEVER<br />

IS JUST BEGINNING THE BIGGEST OBSTACLE IS THE<br />

TRAINING<br />

OF CAPABLE TRAINERS<br />

SHORTAGE<br />

ROBERTS E8<br />

0152<br />

DIRECTIONS IN INDUSTRIAL DYNAMICS<br />

NEW<br />

MANAGEMENT REVIEW VDL 6-I 2-12e FALL 1964.<br />

INDUSTRIAL<br />

FEEDBACK<br />

ARTICLE REVIEWS THE BASES FOR AND GROWTH OF<br />

THIS<br />

DYNAMICS AND AITEMPIS TO ASSESS ITS FUTURE<br />

INDUSTRIAL<br />

DYNAMICS IS THE STUDY OF TOP MANAGEMENT PROBLEMS<br />

INDUSTRIAL<br />

A FEEDBACK CONTROL SYSIEMS POINT OF VIEW<br />

FROM<br />

PRINCIPAL CHANGES HAVE BEGUN TO COME ABOUT IN<br />

THREE<br />

DYNAMICS. TWO ARE IN THE AREA OF RESEARCH ONE<br />

INDUSTRIAL<br />

BROADLY TD THE NATURE OF APPLICATION" THE MAJOR<br />

RELATES<br />

IS NOW BEING DIRECTED AT PROBLEMS OF DYNAMIC<br />

EFFORT<br />

CR ECONOMIC CHANGES THAT APPEAR<br />

TRANSIENTS--ORGANIZATIONAL<br />

BE NONREPETITIVE ANOTHER TOPIC UNDER DISCUSSION IS THE<br />

TO<br />

RECOGNITION OF THE INFLUENCE OF INTANGIBLE FACTORS<br />

GREATER<br />

TOP MANAGEMENT POLICY<br />

ON<br />

DIRECTION IN THE USE AND APPLICATION OF INDUSTRIAL<br />

NEW<br />

INCLUDE TEACHING PROGRAMS, AND INCREASED FLOW OF<br />

DYNAMICS<br />

RESULTING IN GREATER AWARENESS* NEW CONSULTING<br />

PUBLICATIONS<br />

HAVE BEEN CREATED TO MEET THE INCUSTRYS NEED<br />

ORGANIZATIONS<br />

INTEREST OVERSEAS IS GROWING<br />

AND<br />

TELLA A<br />

0153<br />

FORCE SENSITIVITY TO EMPLOYMENT 8Y AGE AND SEX<br />

LABOR<br />

RELATIONS VOL 4-2 69-83, FEBRUARY 1965<br />

INDUSTRIAL<br />

EDUCATION MINORITY-GROUP<br />

TRAINING,<br />

ARTICLE BUILDS ON AN EARLIER STUDY WHICH ATTEMPTED<br />

THIS<br />

EXPLAIN ANNUAL FLUCTUATIONS IN MALE AND FEMALE LABOR<br />

TO<br />

PARTICIPATION RATES IN THE POSTWAR PERIOD ON THE BASIS<br />

FORCE<br />

CHANGING JOB OPPORTUNITIES AS REFLECTED IN TFE BEHAVIOR<br />

DF<br />

EMPLOYMENT RELATIVE TO TEH WORKING AGE POPULATION<br />

OF<br />

ANALYSIS SUGGESTS THAT AS DEMAND EXPANDS IN THE<br />

THE<br />

AHEAD THERE MAY BE LARGE INCREASES IN CERTAIN<br />

YEARS<br />

OF THE LABOR FORCE EMPLOYMENT NAY HAVE TO EXPAN<br />

CAIEGORIES<br />

RAPIDLY IF UNEMPLOYMENT IS TO BE SIGNIFICANTLY REDUCED<br />

MORE<br />

ON THE RESULTS THE AUTHOR SUGGESTS THAT MORE<br />

BASED<br />

SHOULD BE GIVEN TC A VARIETY OF SPECIAL TRAINING<br />

ATTENTION<br />

EDLCATION PROGRAMS DESIGNED TO MEET THE NEEDS OF<br />

AND<br />

GROUPS OF WORKERS IN THE POPULATION<br />

PARTICULAR<br />

KIRCHNER WK<br />

0t54<br />

BASIC FALLACY IN PERSONNEL TESTING<br />

A<br />

VOL 62-1. 50-52, JAN-FEB 1965.<br />

PERSONNEL<br />

VALIDITY<br />

SELECTICNt<br />

WIDE USAGE OF TESTING BY PERSONNEL DEPARTMENTS AND<br />

THE<br />

COMPLETE RELIANCE ON THE RESULTS LEADS THE AUTHOR TO<br />

THEIR<br />

HOW MUCH THE PERSONNEL DIRECTOR KNOWS ABOUT THE<br />

WONDER<br />

AND INTERPRETATION OF THE PERSONALITY TESTS<br />

VALIDITY<br />

BASIC FALLCY HE POINTS OUT IS THAT MANY PERSONNEL<br />

A<br />

TEST ONLY THE GOOD PERFORMERS AND DO NET GET A TRUE<br />

MEW<br />

BY NOT TESTING A REPRESENTATIVE GROUP IT IS ENTIRELY<br />

SAMPLE<br />

POSSIBLE THAT POOR PERFORMERS SCORE THE SAME AS GOOD

HE SHOWS THAT TEST DATA ARE MEANINGFUL IN<br />

PERFORMERS.<br />

ONLY IF THEY CAN BE SHOWN TO DIFFERENTIATE BETWEEN<br />

SELECTION<br />

RANKED BY SOME CRI[ERION OF JOB PERFORMANCEt<br />

INDIVIDUALS<br />

ANY TESTS WILL DIFFERENTIATE BETWEEN WIDELY DIVERSE<br />

BECAUSE<br />

GROUPS* THE TEST HAS TO SEPARATE THE COMPETENT<br />

OCCUPATIONAL<br />

FROM THE RELATIVELY INCOMPETENT WITHIN THE PARTICULAR<br />

PEOPLE<br />

GROUP CONCERNED, OR IT IS NOT A VALID TEST.<br />

OCCUPATIONAL<br />

PETRIE, OJ<br />

0155<br />

PERSONNEL PROFESSIONALS--WHO NEEDS THEM°'<br />

THE<br />

VOL 42-1 66-70t JAN-FEB, 1965.<br />

PERSONNEL<br />

EDUCATION<br />

TRAINING,<br />

CONCERN OF THE PERSONNEL MAN WITH HIS PROFESSIONAL<br />

THE<br />

IS MORE OF A HINDERANCE TO HIM THAN A HELP. THEY<br />

STATUS<br />

THEIR GROWTH WITHIN THEIR FUNCTION AND ALSO PRECLUDE<br />

STYMIE<br />

POSSIBILITY OF BEING CONSIDERED FOR TOP MANAGEMENT<br />

ANY<br />

THE REASON THIS POSSIBILITY IS NEVER<br />

RESPONSIBILITIES.<br />

IS HE DOES NOT KkOW ENOUGH ABOUT THE REST OF THE<br />

CONSIDERED<br />

BECAUSE HE HAS BEEN CONCENTRATING ALL HIS EFFORTS<br />

BUSINESS<br />

BECOMING A PROFESSIONAL PERSONNEL MAN<br />

ON<br />

TRAINING OF A PERSONNEL MAN IS PARTLY TO BLAME. THE<br />

THE<br />

OFTEN ASKEO FOR INCLUDE AN ADVANCED DEGREE.<br />

QUALIFICATIONS<br />

THE STUDIES ARE APT TO BE TOO LIMITING IN THEIR SCOPE<br />

BUT<br />

SHOULD HAVE AS BROAD AN EDUCATION AS POSSIBLE AND SHOULD<br />

HE<br />

TO SEEK WORK IN OTHER AREAS OF BUSINESS BEFORE GOING<br />

TRY<br />

THE PERSONNEL DEPARTMENT<br />

INTO<br />

WALLIS, RH<br />

0156<br />

BETTER USE OF THE NON-CONFORMIST<br />

MAKING<br />

ADMINISTRATION VOL 28-1. 6-14, JAN-FEB, 1965o<br />

PERSONNEL<br />

ROLE FUNCTION<br />

TESTING,<br />

THEORY ADVANCED HERE IS THAT THE PERSONNEL PAN CAN<br />

THE<br />

PERSONALITY AND SITUATIONAL VARIABLES TO PLACE AND<br />

UTILIZE<br />

PEOPLE BETTER. HE BEGINS BY COMMENTING EXTENSIVELY ON<br />

USE<br />

BOOKS BY WHYTE GROSS AND PACKARD WHICH DENOUNCE THE<br />

THE<br />

ON CONFORMITY HE THEN DEFINES AND USES AS EXAMPLES<br />

EMPHASIS<br />

ASPECTS OF CONFORMITY HE STATES THAT STATUS IS AN<br />

SEVERAL<br />

FACTOR IN COMBATING CONFORMITY IN THAT IT BOLSTERS<br />

IHPDRTANT<br />

AND PROMOTES ACCEPTANCE IN THE GROUP IN THE FACE<br />

SELF-ESTEEM<br />

DEVIATIONS FROM GROUP NORMS.<br />

OF<br />

FEW OF THE BASIC POINIS MADE INCLUDE--NEITHER<br />

A<br />

DR NON-CONFORMITY IS BAD, PER SEe SITUATIONAL<br />

CONFRMITY<br />

ARE AS IMPORTANT AS PERSONALITY AND THE<br />

DETERMINANTS<br />

THING IS TO MAKE THE BEST USE OF THE INFORMATION<br />

IMPORTANT<br />

ABOUT A PERSON THROUGH TESTING<br />

GLEANED<br />

SCHONERe B HARRELL, TW<br />

0157<br />

QUESTIONABLE DUAL LADDER.'<br />

THE<br />

VOL 42-1 53-STe JAN-FEB 1965<br />

PERSONNEL<br />

SALARYt PROMOTIONS<br />

SATISFACTIONe<br />

STUDY WAS INITIATED TO DETERMINE WHETHER THERE IS<br />

THIS<br />

SIGNIFICANT DIFFERENCE IN MORALE BETWEEN TECHNICAL AND<br />

ANY<br />

PERSONNELt AND WHETHER THE DUAL LADDER IS<br />

MANAGERIAL<br />

IN GIVING EQUAL RECOGNITION TO BOTH GROUPS THE<br />

SUCCESSFUL<br />

WAS DESIGNED TO MEASURE FOUR DIMENSIONS OF<br />

QUESTIONNAIRE<br />

AS WELL AS ATTITUDES TOWARD THE DUAL LADDER AND<br />

MORALEe<br />

MANAGEMENTS RECOGNITION OF THE INDIVIDUALS CONTRI<br />

HIGHER<br />

OT THE ORGANIZATION<br />

BUTION<br />

THE MOST PARTt THE RESPONSES OF THE TWO GROUPS WERE<br />

FOR<br />

STATISTICALLY SIGNIFICANT HOWEVER, SIGNIFICANT<br />

NOT<br />

SHOWED ON TWO ATTITUDE QUESTIONS--THE TECHNICAL<br />

DIFFERENCE<br />

WERE MORE STRONGLY CONVINCED THEY WERE NOT PAID AS<br />

PERSONNEL<br />

AS MANAGERIAL PERSONNELe AND A SIGNIFICANT MINORITY OF<br />

WELL<br />

PERSONNEL WERE DISSATISFIED WITH BEING ON THE<br />

TECHNICAL<br />

LADDER. ThE STUDY SHOWED THAT THE DUAL LADDER<br />

TECHNICAL<br />

TO PROVIDE EQUAL PRESTIGE AND COMPENSATION.<br />

FAILED<br />

LIPSTREUe 0 REEDe KA<br />

0138<br />

IMPACT DN PERSOkNEL--A CASE STUDY<br />

AUTOMATIONS<br />

VOL 42-Io.40-49, JAN-FEB, 1965.<br />

PERSONNEL<br />

DECISION-MAKING<br />

EVALUATIONe<br />

STUDY OF ONE COMPANYS CHANGE TO AUTOMATION COVERED<br />

THIS<br />

ONE YEAR PERIOD BEFORE THE CHANGE AND A ONE YEAR PERIOD<br />

A<br />

THE CHANGE. IT WAS CARRIED OUT BY MEANS OF CONTINUOUS<br />

AFTER<br />

OBSERVATIONS AND THREE ATTITUDE SURVEYS SOME OF<br />

IN-PLANT<br />

ASSUMPTIONS ARE PRESENTED AND THE CONCLUSIONS DISCUSSED<br />

THE<br />

FINDINGS INDICATED THAT THE NEW PLANT WOULD ATTRACT<br />

THE<br />

AND BETTER QUALIFIED PERSONNEL, BUT THAT TURN-OVER RATE<br />

MORE<br />

ALSO THEY ALSO SHOWED THAT WHILE AUTOMATION<br />

INCREASED<br />

SKILL LEVELS, IT INCREASED THE NEED FOR DECISION<br />

REDUCED<br />

AILITY ALUNG WITH THIS THEY FOUND THAT NEH METHODS<br />

MAKING<br />

JOB EVALUATION IN PRICING MACHINE-TENDING JOBS IS NEEDED,<br />

OF<br />

THAT OPPORTUNITIES FOR PROMOTION ARE REDUCED<br />

AND<br />

FINDINGS ARE ONLY HIGHLIGHTS FROM THE STUDY, BUT<br />

THESE<br />

1S POSSIBLE THAT THEY ARE APPLICABLE IN OTHER CASES<br />

IT<br />

FISHBURNt PC<br />

0159<br />

WITH INCOMPLETE KNOWLEDGE OF PROBABILITIES<br />

DECISIONS<br />

RESEARCH, VOl 13-2.o217-237, MARCH-APRIL, I965.<br />

OPERATIONS<br />

SUBJECTIVE<br />

PAPER DISCUSSES THE APPLICATION OF PERSONALISTIC<br />

THIS<br />

THEORY IN A TYPICAL SETTING OF DECISION MAKING<br />

DECISION<br />

UNCERTAINTY. THE CRITERION FOR CHOICE OF STRATEGY IS<br />

UNDER<br />

OF EXPECTED UTILITY. IN THIS SETTING IT IS<br />

MAXIMIZATION<br />

DIFFICULT TO OBTAIN VERY PRECISE MEASUREMENTS OF THE<br />

OFTEN<br />

MAKER S PROBABILITIES ON THE STATES OF NATURE.<br />

DECISION<br />

AUTHOR PAYS PARTICULAR ATTENTION TO SEVERAL IMPRE<br />

THE<br />

MEASURES OF PROBABILITY, INCLUDING SETS QF INEQUALITIES<br />

CISE<br />

BOUNDSv AND SEE HOW THIS INFORMATION MAY BE USED TO DE<br />

AND<br />

AN ORDERING OR PARTIAL ORDERING OF THE EXPECTED U-'<br />

TERMINE<br />

OF ALTERNATIVES.<br />

TILITIES<br />

PAPER CONCLUDES WITH PRACTICAL EXPLANATION OF OB<br />

THE<br />

THE MEASURES OF PROBABILITY PRESENTED HEREIN.<br />

TAINING<br />

FOX, PD<br />

0160<br />

THEORY OF COST-EFFECTIVENESS FOR MILITARY SYSTEMS ANALYSIS<br />

A<br />

RESEARCH, VOL 15-2..I91-20Lt NARCH-APRILt 1965<br />

OPERATIONS<br />

QPTIMISEt ANALYSIS<br />

SELECTIONt<br />

PAPER PRESENTS A THEORETICAL BASIS FOR COST-EF-'<br />

THIS<br />

ANALYSIS. IT IS ARGUED THAT FREQUENTLYv A RANGE<br />

FECTIVENESS<br />

EFFECTIVENESS OR COST LEVELS NAY BE ACCEPTABLE TO WHOEVER<br />

OF<br />

DECIDE WHICHt IF ANYt MILITARY SYSTEM SHOULD BE AC<br />

MUST<br />

102<br />

THE ANALYSTS FUNCTION IS TO PRESENT A SCFEOULE OF<br />

QUIRED*<br />

NOT TC OPTIMISE IN RECOMMENDING SELECTION OF A<br />

ALTERNATIVES,<br />

METHOD<br />

PARTICULAR<br />

FORMULATION OF THE SCHEDULE IS DISCUSSED WHERE COST<br />

THE<br />

EFFECTIVENESS ASSOCIATED WITH EACH ALTERNATIVE ARE SEEN<br />

AND<br />

RANDOM VARIABLES<br />

AS<br />

PAPER CONCLUDES WIIH SOME GENERAL OBSERVATIONS RE<br />

THE<br />

TO MILITARY SYSTEM SELECTION<br />

LATING<br />

STULL, RA<br />

OIAI<br />

MEANING OF MONEY.'<br />

THE<br />

JOURNAL VOL 44-4. 187-I88, APRIL 1965<br />

PERSONNEL<br />

MOTIVATION, SALARY<br />

INCENTIVES,<br />

PECPLE SHOULD LEARN THE MEANING OF MONEY--<br />

PERSONNEL<br />

JUST AS A MEDIUM OF EXCHANGE, BUT IN ITS PSYCHOLOGICAL<br />

NOI<br />

AS A SYMBOL OF OTHER THINGS THE EMPLOYEE WANTS.<br />

ASPECT<br />

WANT THEIR COMPENSATION TO REFLECT THEIR<br />

EMPLOYEES<br />

THEY ARE INTERESTED IN FAIR PLAY BASED ON<br />

RESPONSIBILITIES.<br />

MERIT.<br />

RESEARCH HAS BEEN SCARCE IN THE AREA 0 FMONEY<br />

ALTHOUGH<br />

THE RESULIS OF A FEW OD STAND OUT. THESE ARE THAI<br />

MATTERSe<br />

PLANS WORK BECAUSE MEETING THE QUDIA KEEPS THE<br />

INCENTIVE<br />

AWAY SETTING A QUOTA HAKES A GAME OF WORK, AND<br />

FOREMAN<br />

AT A BRISK PACE IS LESS TIRING 2 TRADITIONAL<br />

PRODUCING<br />

ARE NOT AS IMPORTANT TO ENGINEERSe ACCOUNTANTSe<br />

MOTIVATORS<br />

SCIENTISTS 3. YOUNG MANAGERS ARE MORE INTERESIEO IN<br />

AND<br />

CASH THAN IN OPTIONS ANO OTHER PLANS THESE FINDINGS<br />

REAOY<br />

ALL IMPORTANT FROP THE VIEW POINT OF THE PERSONNEL MAN<br />

ARE<br />

MAIERe MRF<br />

OIAZ<br />

IN THE INDUSTRIAL SETTING<br />

DISCIPLINE<br />

JOURNAL VUL 44-4 189-192 APRIL I965<br />

PERSONNEL<br />

SUPERVISORS<br />

DISCIPLINE IN INDUSTRY IS NECESSARY IS<br />

THAT<br />

BUI IIS ADMINISTRATION MAY OFTEN BE ATTENDED<br />

INDISPUTABLE<br />

UNDESIRABLE SIDE EFFECTS WHAT THESE SIDE EFFECTS ARE<br />

BY<br />

HOW THEY CAN BE OVERCOME IS THE THEME OF THIS PAPER<br />

AND<br />

FIRST SUCH EFFECT IS THAT IT MAY FRUSTRATE THE<br />

THIS<br />

CAUSING SUCH BEHAVIOR AS HOSTILITY, REGRESSION,<br />

INDIVIDLAL<br />

FIXATION ANOTHER EFFECT IS THAT THE PERSON MAY MAKE<br />

AND<br />

WORNG ASSOCIATION ANOTHER NEGATIVE ASPECT OF DISCIPLINE<br />

THE<br />

ITS NONCONSTRUCTIVE APPROACH TO BEHAVIORe IN THAT PEOPLE<br />

IS<br />

TAUGHT WHAT NOT TO DOe AND IS DETRIMENTAL TO CONSTRUC-'<br />

ARE<br />

THINKING<br />

TIVE<br />

AUTHOR FINDS THAT THE SUPERVISORS WHO ARE MOST<br />

THE<br />

ARE THE ONES WHO ARE THE MOST CONSIDERATE OF<br />

EFFECTIVE<br />

BUT THESE ARE THEVERY ONES WHO ARE LEAST INCLINED<br />

PEOPLE<br />

CARRY OUT THE DISCIPLINARY ACTION THAT IS ESIABLISHED AT<br />

TO<br />

TOP<br />

THE<br />

BASSETT, GA<br />

0163<br />

AND CANDIDATE<br />

MANAGER<br />

VOL 2-2 8-16t MARCH-APRIL 1965.<br />

PERSONNEL<br />

EMPLOYMENT APPLICANT RECRUIT<br />

INTERVIEW<br />

AUTHOR DEFINES INTERVIEWING AS KNOWING WHAT YOUR<br />

THIS<br />

POINT OF VIEW IS AND BEING ABLE TD FIND OUT WITH SOME<br />

OWN<br />

WHAT THE OTHER PARIY POINT OF VIEW SEEMS TO BE.<br />

ACCURACY<br />

INTERVIEWER MAY BE ABLE TO ASCERTAIN A CANDIDATES ABILITY<br />

AN<br />

A CERTAIN ASPECT OF THE JOB BY DIRECT QUESTIONING, BUT HE<br />

IN<br />

NOT BE ABLE TO DETERMINE HOW MUCH VALUE THE CANDIDATE<br />

MAY<br />

ON THAT ASPECT THEREFOREt THE EMPLOYMENT INTERVIEW<br />

PLACES<br />

STILL BE BASED UPON A PERSONAL RELATIONSHIP OF SOME<br />

MUST<br />

WHERE BASIC UNDERSTANDING AND COMPATIBILITY IS ASSURED<br />

KIND<br />

WITH ALL THE TECHhIQUES AVAILABLE THERE ARE PLENTY<br />

EVEN<br />

OBSTACLES BETWEEN INTERVIEWER AND APPLICANT TO VIEW A BIT<br />

OF<br />

WHAT IS IMPORTANT THEN IS A BROAD APPRECIATION OF BOTF<br />

HAZY<br />

OWN AND THE OTHER FELLOWS POINT OF VIEW. THE IDEA THAT<br />

YOUR<br />

ARE BAD SHOULD BE UNACCEPTABLE ANOTHER OBSTACLE<br />

DIFFERENCES<br />

A CLEAR VIEW IS THE LIMITATION OF PERSPECTIVE AND<br />

TO<br />

LEARNING TO KNOW PEOPLE IS A FULLY EXPLORATORY<br />

EXPERIENCE<br />

ACTIVITY<br />

LESLYt P<br />

0164<br />

MANAGEMENT AND THE HUMAN FACTOR.'<br />

EFFECTIVE<br />

OF MARKETING 27. I-4, APRILe I965.<br />

JOURNAL<br />

ATTITLDES<br />

PUBLIC-RELATIONSe<br />

AUTHOR CLAIMS THAT THE MAJOR PROBLEMS FACING<br />

THE<br />

TODAY ARE MOSTLY INTANGIBLE IPMEASURABLEe AND<br />

BUSINESS<br />

SUBJECT TO FACTUAL ANALYSIS THESE PROBLEMS ARE IN THE<br />

NOT<br />

OF MEN, WORKER ATTITUDES CUSTOMER AND DEALER<br />

WINDS<br />

INVESTOR ATTITUDES, AND PUBLIC REACTIONS TO<br />

REACTIONSt<br />

COMPANYt ITS POLICIESe ADVERTISING, AND PRODUCTS<br />

THE<br />

APPEARS TO BE A GREAT NEED FOR THE REALIZATION<br />

THERE<br />

THE PRACTICAL-PINGED MAN MUST ALWAYS PARE A SPECIAL<br />

THAT<br />

TO SEEK OUT THE FACTS THAT CANNOT BE MEASURED<br />

EFFORT<br />

NEEDED IS AN AWARENESS OF WHAT THE INTANGIBLES ARE<br />

ALSO<br />

THEIR NATURE AND OF THEIR IMPORTANCE IN DETERMINING THE<br />

AND<br />

OF ANY POLICY, PROGRAM, OR ACTION FINALLYt THERE<br />

RESULTS<br />

A NEED TO KNOW HOW TO DIRECT IHE COURSE OF ATTITUOES<br />

IS<br />

PERSUADEr INFLbENCEt INFCRM PROSELYTIZEr OR AT LEAST<br />

TO<br />

THE PEOPLE WITH WHOM WE DEAL<br />

RECONCILE<br />

WEISBROO, BA<br />

0165<br />

PROBLEMS OF PRICING AND RESOURCE ALLOCATIEN IN A<br />

SOME<br />

HOSPITAL<br />

JOURNAL OF BUSINESS 38 18-28, JANUARY, I965.<br />

ARTICLE IS AN ANALYSIS OF TWO ASPECTS OF THE<br />

THIS<br />

INDUSTRY--THE STRUCTURE OF ROOM PRICES AND THE<br />

HOSPITAL<br />

OF DEMAND.<br />

INSTABILITY<br />

ROOM PRICES, THE AUTHOR DISCUSSES SOME<br />

CONCERNING<br />

OF DISTORIIONS OF REOM-RATE SIRUCTURES RESULTING9<br />

EFFECTS<br />

THE INFLUENCE OF BLUE CROSS PLANS THAT ARE DEVELOPED<br />

FROM<br />

CONJUNCTION WITH HOSPITALS. TABLES ARE INCLUDED WHICH<br />

IN<br />

OCCUPANCY RATES BY TYPE OF ROOM AND OPERATING COSTS<br />

GIVE<br />

TYPES OF ROOM<br />

BY<br />

THE SECIION ON THE INSTABILITY DF DEMANDe THE AUTHOR<br />

IN<br />

THAT ALTHOUGH THE DEMAND FOR SERVICES OF A SINGLE<br />

CLAIMS<br />

MAY BE UNSIABLE THROUGH TIME, THE HOSPITALS SHOULD<br />

HOSPITAL<br />

ADVANTAGE OF THE GREATER STABILITY OF INDUSTRY DEHANO<br />

TAKE<br />

THE AREA NOT BEING SEIZED IN ITS EFFORTS TO REDUCE COSTS.<br />

IN

0166<br />

FOR REDUCING THE INSTABILITY ARE ALSO CCNSIDERED<br />

METHODS<br />

GIVE OCCUPANCY RATES<br />

TABLES<br />

LW HENRY, MM<br />

PORTERt<br />

ATTITUDES IN MANAGEMENT--VI PERCEPTIONS OF THE IMPOR-'<br />

JOB<br />

OF CERTAIN PERSONALITY TRAITS AS A FUNCTION OF LINE<br />

TANCE<br />

STAFF TYPE OF JOB<br />

VERSUS<br />

JOURNAL OF APPLIED PSYCHOLOGY, VOL 48-5 .305-3L0, OCT, 1966.<br />

A QUESTIONAIRE STUDY OVER 1800 MANAGERIAL RESPONO-'<br />

IN<br />

RANK-ORDERED 5 OTHER-DIRECTED OR ORGANIZATION MAN<br />

ENTS<br />

TRAITS AND INNER-DIRECTED TRAITS IN TERMS OF<br />

SONALITY<br />

IMPORTANCE FOR JOB SUCCESS. RESPONSES WERE TABULATED<br />

THEIR<br />

3 TYPES OF MANAGERIAL POSITIONS--LINE, COMBINED LINE--'<br />

BY<br />

AND STAFF.<br />

STAFF<br />

SHOW THAT STAFF MANAGERS PLACED RELATIVELY MORE<br />

RESULTS<br />

ON THE OTHER-DIRECTED TRAITS AND LESS EMPHASIS ON<br />

EMPHASIS<br />

INNER-DIRECTED TRAITS THAN DID LINE MANAGERS MANAGERS<br />

THE<br />

COMBINED LINE-SIAFF JOBS WERE INTERMEOIATE BETWEEN THE<br />

IN<br />

TWO GROUPS IN THEIR RESPONSES<br />

OTHER<br />

OF THE AUTHORS ARE SUPPORTED BY TABLES<br />

CONCLUSIONS<br />

THE RESPCNSES OF MAkAGERS SURVEYED<br />

TABULATING<br />

H.<br />

KUNKEL<br />

AND BEHAVIOR IN ECONOMIC OEVELGPMENT.<br />

VALLES<br />

DEVELOPMENT AND CULTURAL CHANGE VOL 13 NO 3<br />

ECONOMIC<br />

65 PP 257-277<br />

APRIL<br />

ATTITUDES<br />

ARTICLE ANALYZES AND EMPHASIZES THE RCLE OF THE<br />

THIS<br />

IN ECONOMIC PROGRESS AND SOCIAL CHANGE IN THE<br />

INOIVIOUAL<br />

THIS WAS IGNORED THE TWO IMPORTANT QUESTIONS ARE<br />

PAST<br />

ARE THE DETERMINANTS OF HUMAN BEHAVIOR WHAT IS THE<br />

WHAT<br />

BETWEEN THE IN£IVIDUAL AND THE SOCIETAL CON<br />

RELATIONSHIP<br />

PSYCHODYANMICS AND BEHAVIORAL APPROACHES ARE THE TWO<br />

TEXT<br />

MODELS USED TODAY IF BEHAVIOR IS TO BE CHANGED THE<br />

MAJOR<br />

OF THE INTERNAL STATE MUSI BE CHANGED FIRST.<br />

CHARACTERISTICS<br />

MEANINGS AND APPLICATIONS OF VALUES, ATTITUOESr<br />

THE<br />

ARE TREATED. EXAMPLES OF BEHAVIORAL ANALYSIS ARE<br />

PERSONALITY<br />

VALUES AND ECONOMIC DEVELDPMENTr VALUES AND CHANGES<br />

INDIAN<br />

THE PERUVIAN ANDES THE ARGENTINE VALUE ORIENTATION AND<br />

IN<br />

DEVELOPMENT MC CLELLANDS PRINCIPLE OF N--ACHEIVE<br />

ECONOMIC<br />

IS ILLUSTRATED. THE BEHAVIORAL PREREQUISITES OF ECONO<br />

MENT<br />

DEVELOPMENT INCLUDE SAVING OF MONEYe INVESTMENT OF SAV<br />

MIC<br />

R[SK--TAK[NG, AND ECONOMIC INNOVATION<br />

INGSr<br />

G.<br />

HEMINGr<br />

DOES HANDWRITING REVEAL<br />

WHAT<br />

VOL 58-3 SEPTEMBER 1965 2<br />

BANKING<br />

EVALUATING GRAPHOLOGY<br />

SELECTION<br />

INTERESTING ARTICLE POINTS OUT THAT THE SCIENTIFIC<br />

THIS<br />

OF HANDWRITING CAN BE A USEFUL TOOL IN DETECTING FOR<br />

STLDY<br />

DOCUMENTS AND A VALUABLE AID IN BANK CREDIT AND PERSON-'<br />

GED<br />

DEPARTMENTS ANALYSIS OF THE SLANT AND PRESSURE OF<br />

NEt<br />

STROKE FORMATION LETTER SPACING, AND CHARACTER<br />

WRITING,<br />

GIVE CLUES TO A PERSONS PERSONALITY.<br />

SIROKES<br />

GRAPHOANALYSIS PRINCIPLES ARE BEING APPLIED IN<br />

THESE<br />

SELECTION HANDWRITING TESTS CAN BE ADMINISTERED<br />

EMPLOYEE<br />

SATISFACTORILY THAN MANY OTHER TYPES OF TESTS<br />

MORE<br />

DETECTION IS ANOTHER FIELD IN WHICH GRAPHDAN-'<br />

FORGERY<br />

IS BECOMING POPULAR TELL--TALE EVIDENCES ENABLE THE<br />

ALYSIS<br />

TO JUDGE THE AUTHENTICITY OF SIGNATURES. ANALYS[S OF<br />

EXPERT<br />

HELPS APPRAISE CREDIT RISKS BY EVALUATING A<br />

HANDWRITING<br />

CHARACTER. GRAPHOANALYSIS WHICH HAS LONG BEEN THE<br />

PERSONS<br />

OF SKEPTICS HAS FINALLY GAINED RECOGNITICN AS AN<br />

VICTIM<br />

INDICATOR<br />

AUIHENIIC<br />

P B JR.<br />

OLNEYr<br />

SUCCESSFUL TRAINING OF MANAGEMENT TALENT<br />

THE<br />

VOL 58-3 SEPTEMBER 1965<br />

BANKING<br />

SUPERVISOR<br />

COLNSELING<br />

OLNEY TALKS ABOUT THE INCREASES IN BANKING SERVICES<br />

MR<br />

ON BANK MANAGEMENT PROGRAMS OF MANAGEMENT DEVELOP<br />

EFFECTS<br />

FOR EXISTING MANAGERS AS WELL AS FOR NEW TRAINEES ARE<br />

PENT<br />

OEFINEABLE GUIDEPOSTS HELP IDENTIFY GOOD MANAG<br />

APPEARING<br />

POTENTIAL A RESOURCEFUL, PERSUASIVE MAN WITH PROFES-'<br />

MENT<br />

KNOWLEDGE IS WHAT MANAGEMENT WANIS.<br />

SIONAL<br />

FAILURES COME WHEN ORGANIZATIONAL AND INDIVIDUAL<br />

MOST<br />

AND OBJECTIVES ARE SEGREGATED GOOD TECHNIQUES CAN BE<br />

NEEDS<br />

IN MANY WAYS THE MANAGER NEEDS BASIC INFORMATION<br />

TAUGHT<br />

COMMUNICATION WITH OTHER MANAGERS MANAGEMENT CHARAC-'<br />

AND<br />

CAN BE DEVELOPED IHROUGH COUNSELING UNDERSTUOIESr<br />

TERISTICS<br />

AND POSITION ROTATION. A DEVELOPMENT PROGRAM WILL<br />

COURSES,<br />

CAPABLE MANAGEMENT EVEN WHEN KEY EXECUTIVES SERVICES<br />

ASSURE<br />

SUDDENLY LOST<br />

ARE<br />

S<br />

FREEDGCCD,<br />

CHURNING MARKET FOR EXECUTIVES<br />

THE<br />

VOL72-3 SEPTEMBER 1965<br />

FORTUNE<br />

RECRUIT<br />

ARTICLE EMPHASIZES THAT CAPABLE EXECUTIVES HAVE<br />

THIS<br />

BEEN IN GREATER DEMAND THAN TODAY MANAGEMENT--RICH<br />

NEVER<br />

HAVE GONE OUTSIDE THEIR RANKS TO RECRUIT SEASONED<br />

FIRMS<br />

EXECUTIVE--RECRUITING FIRMS HAVE GROWN IN NUMBER<br />

EXECUTIVES<br />

DOZENS TO HUNDREDS SALARIES MATCH THE MUSHROOMING<br />

FROM<br />

FOR MANAGEMENT TALENT AND THE SUPPLY IS SCARCE. THE<br />

DEMAND<br />

HIMSELF, USUALLY STABLEr HAS BECOME MORE UNSEITLED<br />

EXECUTIVE<br />

HE BECOMES CONSCIOUS OF NEW OPPORTUNITIES SINCE ONE<br />

AS<br />

DECISION CAN CHANGE HUNDREDS DF EXECUTIVE JOBSr TODAY<br />

POLICY<br />

EXECUTIVE HAS ABANDONED LOYALTY TO HIS CORPORATION AND<br />

THE<br />

BECOME LOYAL TO HIS PROFESSION INSTEAD. CH[EFLYr HE WILL<br />

HAS<br />

A NEW JOB FOR IIS CHALLENGEr BUT SALARY OPTIONS AND<br />

TAKE<br />

BENEFITS SWEETEN THE OFFER IT SEEMS TRUE THAT A NEW<br />

FRINGE<br />

OF PROFESSIONAL SELF--CONFIDENCE AND SECURITY IS MOVINE<br />

AURA<br />

THE EXECUTIVE SUITE REPLACING THE USUAL RISK AND<br />

INTO<br />

INSECURITY<br />

F.<br />

ROETHLISBERGER,<br />

FOREMAN--MASTER AND VICTIM OF DOUBLE TALK<br />

THE<br />

BUSINESS REVIEW VOL 43-5 SEPTEMBER-OCTOBERr I965 I5<br />

HARVARD<br />

SUPERVISE<br />

REPUBLISHED ARTICLE IS CONCERNED WITH THE FDREMANS<br />

THIS<br />

HE HAS BECOPE A VICTIM OF TECHNOLOGY WITH FORCES<br />

DILEMMA.<br />

103<br />

ON ALL SIDES OF HIM CAUSING INSECURITY THE MODERN<br />

PUSHING<br />

NEEDS MORE KNOWLEDGEr BUT IN RETURN HE RECEIVES LESS<br />

FOREMAN<br />

HE HAS BECOME MANAGEMENTS PUPPET<br />

AUTHORITY<br />

SCOPE OF INTERACTIONS WITH PEOPLE CAUSE THE MOST<br />

THE<br />

FOR FOREMEN HE MUST RELATE HIMSELF SUCCESSFULLY<br />

PROBLEMS<br />

HIS SUPERIDRSr DEPARTMENT HEADS SUBORDINATES STAFF<br />

WITH<br />

AND HIS WDRKERS. HE MUST BE LOYAL TO MANAGEMENT<br />

SPECIALISTS,<br />

BEING DISLOYAL TO WORKERS. HE IS PLACED BETWEEN THE<br />

WITHOUT<br />

SOCIAL PROCESSES OF THE ORGANIZATION AND THE INFORMAL<br />

FORMAL<br />

PROCESSES OF HUMAN ACTIVITY.<br />

SOCIAL<br />

RIGIDITIES OF N;USTRYS SOCIAL STRUCTIRE ARE THE<br />

THESE<br />

OF NEW MANAGEMENT WHOSE GOAL IS TO IMPROVE SOCIAL<br />

CONCERN<br />

IN INDUSTRY AND BREAK DOWN RIGID BARRIERS IN<br />

COMMUNICATIONS<br />

TO ACHIEVE A NEW SOCIAL ORGANIZATION IN BUSINESS. THIS<br />

ORDER<br />

BE A PARIIAL ANSWER TO THE PROBLEMS OF THE FOREMAN<br />

SHOULD<br />

DIEBOLO J<br />

El?2<br />

AHEAD IN INFORMATION TECHNOLOGY<br />

WHATS<br />

BUSINESS REVIEW V0L 43-5 SEPTEMBER-OCTOBER I965 7<br />

HARVARD<br />

INFORMATION-SYSTEMS DATA<br />

REIRIEVALr<br />

DISCUSSES AN INFORMATION REVOLUTION WHICH WILL<br />

DIEBOLD<br />

AFFECT MANAGEMENT PRACTICES COMPUTERS HAVE PUT BUS<br />

VASTLY<br />

ON THE THRESHCLO OF THIS REVOLUTION MARKETS FOR<br />

INESS<br />

SYSTEMS HAVE SKYROCKETED AND EXPENDITURES WILL<br />

INFORMATION<br />

ALONG WITH PERFORMANCE IMPROVEMENT.<br />

INCREASE<br />

WILL BE MORE VERSATILE, WILL REFLECT EVENTS AS<br />

SYSTEMS<br />

OCCUR WILL BE LESS COSTLY, WILLPROVIOE INSTANTANEOUS<br />

THEY<br />

TO MANAGERIAL DATA WILL HAVE NEW STORAGE AND PRO<br />

ACCESS<br />

CAPABILITIESr WILL EMPHASIZE DATA RETRIEVAL AND<br />

CESSING<br />

MAKE GREAT IMPROVEMENTS IN MAN--MACHINE COMMUNICATIONS<br />

WILL<br />

POINTS WILL FORM THE BASIS OF THE INFORMATION<br />

THESE<br />

INFORMATION IEGHNOLOGY DEVELOPMENTS WILL ERAS<br />

REVOLUTION.<br />

CHANGE BOTH WHAT A COMPANY DOES AND HOW IT IS DOWEr<br />

TIDALLY<br />

THE TASK FOR IHE MANAGEMENT TEAM IS TO APPLY NEW INFOR<br />

AND<br />

DEVELOPMENTS TO ITS COMPANY EFFECTIVELY.<br />

MATION<br />

GRAPHS<br />

FIEDLERr F<br />

0173<br />

THE JOB TO FIT THE MANAGER<br />

ENGINEER<br />

8USINESS REVIEW VOL 43-5 SEPTEMBER-OCTOBER lg65<br />

HARVARD<br />

FbNCTION LEADERSHIP-STYLEr TRAINING<br />

ROLE<br />

ARTICLE STATES THAT IN ORDER TO KEEP A GOOD MAN<br />

THIS<br />

STAFF FIRMS SHOULD TRY TO MAKE JOBS FIT A MANAGERS<br />

AGEMENT<br />

STYLE, INSTEAD OF DEMANDING THAT HE FIT HIS STYLE<br />

LEADERSHIP<br />

IHE JOB THE LEADER OPERATES EITHER BY TELLING PEOPLE<br />

TO<br />

TO DO OR BY INVOLVING THEM IN PLANNING THE TASK.<br />

WHAT<br />

SUGGESTED METHOD FOR DETERMINING THE TYPE OF LEADER<br />

A<br />

STYLE CALLED FOR IN DIFFERENT SITUATIONS IS TO MEASURE<br />

SHIP<br />

CRITICAL DIMENSIONS OF LEADER--MEMBER RELATIONS TASK<br />

THE<br />

AND POSITION POWER BY FITTING THE JOB TO THE MAN<br />

STRUCTURE,<br />

THIS WAY THE COSTLY TASK OF RETRAINING CAN BE ELIMINAIED<br />

IN<br />

METHOD CAN BE HELPFUL TO BUSINESSES NOW TRYING TO<br />

THIS<br />

AN INCREASINGLY LARGE NUMBER OF INTELLIGENTr WELL--<br />

AIIRACI<br />

MEN IT IS CLEAR THAT MANAGEMENT CAN CHANGE THE<br />

TRAINED<br />

OF A LEAOERSHIP SITUATION MORE EASILY THAT IT<br />

FAVORABLENESS<br />

TRANSFER LEADERS FROM ONE JOB TO ANOTHER.<br />

CAN<br />

GRAPHS<br />

ANOERSON T. H.<br />

0174<br />

STRATEGIC AND OPERATIONAL PLANNING<br />

COORDINATING<br />

HORIZONS VCL 8 NO SUMMER 965 7PAGES<br />

BUSINESS<br />

COMMUNICATION<br />

PLANNING INVOLVING DECISIONS CONCERNING<br />

STRATEGIC<br />

IECHNOLOGICAL BASE, MANAGERIAL SKILLS AND GROWTH<br />

FIRMS<br />

MUST BE PERFORMEC IN CLOSE RELATIONSHIP WITH OP<br />

PROCESSES,<br />

SOMETIMES CALLED FUNCTIONALr PLANNING. BROAD<br />

ERAT[ONAL,<br />

EXIST BETWEEN THE TWO BUT THE PROBLEMS CREATED<br />

DIFFERENCES<br />

BE RESOLVED AND THE EFFORTS OF THE PLANNING UNITS CAN<br />

CAN<br />

BLENDED<br />

BE<br />

ARTICLE INCLUDES A REVIEW OF THE eASIC ASPECTS AND<br />

THIS<br />

DIFFERENCES BETWEEN THE TWO TYPES OF PLANNINGr AN<br />

IMPORTANT<br />

OF THE MAJCR PROBLEMS OF COORDINATED MANAGEMENT<br />

ANALYSIS<br />

CREATED BY THE DIFFERENCES AND SUGGESTIONS OF AP<br />

PLANNING<br />

FOR ACHEIVING EFFECTIVE WORKING RELATICNSHIPS BE<br />

PROACHES<br />

THE TWO PLANNING ACTIVITIES<br />

TWEEN<br />

THE GENERALLY ACCEPTED METHODS FOR IMPROVING COM<br />

IF<br />

AMONG SPECIALIZED UNITS WITHIN MANAGEMENT SIRUC<br />

MUNICATIDN<br />

ARE EMPLOYED, IHE COMPETITION AND CONFLICTS BETWEEN THE<br />

TURE<br />

PLANNING GROUPS CAN BE MORE EASILY HELD TO MINIMAL LEVEL<br />

TWO<br />

FOX W M<br />

0175<br />

ANO THE UNEMPLCYABLES<br />

UNEMPLOYMENT<br />

HORIZDNS VOL 8 NO 2 SUMMER 965 L4 PAGES<br />

BUSINESS<br />

EDUCAIION<br />

TRAINING<br />

DATA DO NOT SUPPORT EITHER COMPLACENCY OR DES<br />

CURRENT<br />

IN AN APPRAISAL OF THE UNEMPLOYMENT PROBLEM. THE<br />

PERATION<br />

IS REALLY A COMPLEX OF INDIVIDUAL PROBLEMS THAT CAN<br />

PROBLEM<br />

SHOULD BE DEALT WITH IN THE FRAMEWORK OF OUR EXISTING<br />

AND<br />

AND ECONOMIC WAY EF LIFE.<br />

INSTITUTIONS<br />

ARTICLE EXPLAINS UNEMPLOYMENT STATISTICS AND<br />

THIS<br />

INCLUDING IECHNOLOGICAL UNEMPLDYMENT THE TWISTING OF<br />

TRENDS<br />

OF THE LABOR FORCE AND PREDICTIONS OF TOMORROWS<br />

DEMAND<br />

OF DEMAND. II FURTHER DESCRIBES TODAYS UNEMPLOYABLES<br />

PAIIERN<br />

SUMMARIZES PRESENT METHODS OF DEALING WITH THESE PEOPLE<br />

AND<br />

TERMS OF PROMISING METHODS SUCH AS EDUCATION AND TRAIN<br />

IN<br />

AND POOR METHODSm SUCH AS FEATHERBEDDINGr SHORTENING<br />

ING<br />

WORKWEEK, SEVERANCE PAY AND RELOCATION THE ADEQUACY OF<br />

THE<br />

AGENCIES DEALING WITH UNEMPLOYMENT IS DISCUSSED<br />

EXISTING<br />

IS FELT THAT INDUSTRY HAS THE SKILLSt MOTIVATIDN<br />

IT<br />

MANY OF THE FACILITIES FOR CARRYING OUT AN EFFECTIVE<br />

AND<br />

OF ACCOMMODATION FOR ITS DISPLACED WORKERS.<br />

PROGRAM<br />

MEE, J. F<br />

C176<br />

ITEMS / SYNERGISTIC EFFECT.'<br />

IDEATIONAL<br />

HORIZONSe VOL 8 NO 2 SUMMER, 1965, 3 PAGES<br />

BUSINESS<br />

ROLE FUNCTION<br />

WORK-ASSIGNMENT<br />

SCIENTISTS AND ORGANIZATIONAL PLANNERS HAVE<br />

BEHAVIORAL<br />

THE CONCEPT OF SYNERGY USEFUL IN EXPLAINING THE IMPACT<br />

FOUND<br />

AN ORGANIZATIONAL SYSTEM ON HUMAN BEHAVIOR A SYNERGY<br />

OF<br />

BY THE UNITED ACTIONS OF ELEMENTS PROOUCING A GREATER<br />

OCCURS<br />

THAN THE EFFECT OF THE ELEMENTS WORKING INOEPENDENTLY<br />

EFFECT

UNITED EFFORTS OF A GROUP WITH AN OBJECTIVE INSTEAD<br />

THE<br />

A WORK ASSIGNMENT CAN RESULT IN A SYNERGISTIC EFFECT FOR<br />

OF<br />

PRODUCTIVITY AND ACHIEVEMENT<br />

GREATER<br />

THIS IYPE OF SYSTEM, ALL MEMBERS OF THE GROUP ARE<br />

WITH<br />

TOWARD THE OBJECTIVE CR TOTAL RESULTS POSSIBLE IN-'<br />

ORIENTED<br />

OF PRESCRIBED ROUTINES OF WORK, ALL ENJOY THE SELF--<br />

SIEAD<br />

OF A ROLE ASSIGNMENT INSTEAD OF FDLLDWINC AUTHORITA-'<br />

ESTEEM<br />

WORK PROCEDURES AND A CONSIRAINING JOB DESCRIPTION,<br />

TIVE<br />

IS PERMITTED TO WORK AT THE HIGHEST AND BEST USE OF HIS<br />

EACH<br />

SKILLS, AND VALUE SYSTEM<br />

KNOWLEDGE,<br />

TMOMPSGN WM KEMPER, L<br />

ClTT<br />

MEASURES FOR ESTIMATED DATA<br />

PROBABILITY<br />

ACCOUNTING REVIEW, VOL 40, NO 3, JULY, 1965, 5 PAGES<br />

THE<br />

SUBJECTIVE<br />

DECISION-MAKING,<br />

PROVIDES A GENERAL FRAMEWORK FOR CONVERTING<br />

ARTICLE<br />

ESTIMATED DATA INTO THAT OF MORE SIGNIFICANCE AD<br />

SUBJECTIVE<br />

COMBINING INDIVIDUAL ESIIMATES INTO A MORE MEANINGFUL<br />

FOR<br />

IN UTILIZING IHIS APPROACH, MANAGEMENT WCULD BE AOD-'<br />

TOTAL<br />

A NEW DIMENSION TO THE DATA UTILIZED IN DECISION MAKING.<br />

ING<br />

BASIS FOR THE FRAMEWORK IS THE CONVERSION OF SUB-'<br />

THE<br />

ESTIMATES INTO PROBABILITY DISTRIBUTICNS--SUBJECTIVE<br />

JECTIVE<br />

OCCURRING EITHER IN YOUR EXPECTED VALUE OR IN YOUR<br />

ESTIMATES<br />

OF VARIABILITY OF THE ESTIMATE FOR THE PURPOSE OF<br />

MEASURE<br />

DATA, THREE THEORMS WERE PRESENTED AND USED IN AN<br />

COMBINING<br />

EXAMPLE<br />

ALLEN, L A<br />

0[78<br />

C179<br />

0180<br />

WHO FAIL THEIR COMPANIES<br />

LEADERS<br />

HORIZONS, VOL 8 NO 2 SUMMER 1965, PAGES<br />

BUSINESS<br />

LEADERSHIP-STYLE<br />

WELL--KNOWN COMPANIES ARE FACING LEADERSHIP<br />

SEVERAL<br />

AND THE PRINCIPALS ARE TOO DEEPLY INVOLVED TO UNDER-'<br />

CRISES<br />

WHAT IS HAPPENING<br />

STAND<br />

DEVELOP IN THREE STAGES, AND EACH STAGE<br />

ORGANIZATIONS<br />

A DIFFERENT SIYLE OF LEADERSHIP SIRDNG NATURAL<br />

DEMANDS<br />

HAVE THE ¢LALITIES FOR BUILDING THE ORGANIZATION,<br />

LEADERS<br />

OFTEN THEY CANNOT CHANGE THEIR STYLE TO ACCOMMODATE THE<br />

BUT<br />

COMPANY DURING THE TRANSITION STAGE, THE ORGANIZA-'<br />

GROWING<br />

HAS OUTGROWN THE LEAOERSHIP OF SOME STRONG INDIVIDUALS<br />

TICN<br />

THE TOP INTUITIVE LEADERSHIP BECOMES INADEQUATE BECAUSE<br />

AT<br />

THE INABILITY OF THE LEADER TO 00 AND BE EVERYTHING FOR<br />

OF<br />

GROUP HE LEADS<br />

THE<br />

MATURE COMPANY REQUIRES MATURE LEADERSHIP AS FOUND<br />

A<br />

MANAGEMENT LEADER WHO HAS LEARNED TC OISCIPLINE HIS<br />

THE<br />

LEADERSHIP STYLE AND TO CONCENTRATE UPON THE PER-'<br />

NATURAL<br />

OF WORK THAT WILL ENABLE HIM TO GET MOST EFFECTIVE<br />

FORMANCE<br />

THROUGH AND WITH OTHERS<br />

RESULTS<br />

EDUCATION IN SINGAPORE, 1950-61<br />

AOLLT<br />

EDUCATION DIGEST VOL 28 NO 4 APRIL-JUNE 64 PP<br />

FOREIGN<br />

TRAINING<br />

DIGEST DISCUSSES THE ACTIVITIES AND ACHIEVEMENTS<br />

THIS<br />

THE ADULT EDbCATICN PROGRAMS BEGINNING WITH THE FORMATION<br />

IN<br />

THE SINGAPORE COUNCIL FOR ADULT EDUCATICN IN [950 THE<br />

OF<br />

AIM WAS TC CONDUCT EVENING CLASSES FOR YOUTHS AND<br />

FIRST<br />

IN THE ENGLISH AND CHINESE LANGUAGES CLASSES WERE<br />

ADLLTS<br />

IN GOVERNMENT AND GOVERNMENT--AIDED SCHOOLS IN 195[,<br />

HELD<br />

WERE CONDUCTED IN ENGLISH, CHINESE, MALAY ANO TAMIL<br />

CLASSES<br />

WERE ALSO ORGANIZED AT HIGHER LEVELS THAN THE<br />

CLASSES<br />

SCHOOL LEVEL 1952 MANY COURSES WERE OFFERED IN<br />

PRIMARY<br />

TRAINING, ECONOMICS, FILM APPRECIATION, LABOR PROB-'<br />

SPEECH<br />

IRADE UNIEN[SM, SOCIAL PSYCHOLOGY, MUSIC APPRECIATION,<br />

LENS,<br />

CULTURE, AND MANY OTHERS. ADULT EDUCATION TEACHERS<br />

CHINESE<br />

TO BE TRAINED AND QUALIFIED ADULT EDUCATION WORK IN-'<br />

HAO<br />

A GREAT DEAL IN 1957 NEW CHANGES WERE INTRODUCED BY<br />

CREASED<br />

NEW POLITICAL PARTY IN I959 MALAY WAS MADE THE NATIONAL<br />

THE<br />

BY 1960 CLASSES IN ENGLISH, CHINESE, AND TAMIL<br />

LANGUAGE<br />

STATIC, BUT ENROLLMENT IN MALAY DROPPED STEEPLY<br />

REMAINED<br />

VILLAGE FROM A JCHCCL TO A TEN-ACRE CAMPUS<br />

LITERACY<br />

EDUCATION DIGEST VDL 28 NO JANUARY-MARCH 64, PP<br />

FOREIGN<br />

EDUCAIIONAL<br />

TRAINING,<br />

DIGEST DESCRIBES LITERACY ACHIEVEMENT IN INDIA AS<br />

THIS<br />

RESULT OF THE INITIATIVE CF A 72-YEAR OLD AMERICAN WOMAN,<br />

A<br />

MELTHY FISHER WHO STARTED A SMALL LITERACY CLASS AT<br />

MRS<br />

IN ALLAHABAD, INDIA, IN 1953 THE LITERACY HOUSE<br />

VERANDA<br />

TO LUCKNOW IN 1958 AND IT INCLUDES OFFICES, CLASSROOMS<br />

MOVED<br />

LIBRARY, AN OUTDOOR TEEATER, A WORKSHOP, A CAFETERIA,<br />

A<br />

HOSTELS, AND STAFF EUARTERS<br />

STbDENI<br />

MAIN PROGRAM IS FOR TRAINING OF TEACHERS WHO GO OUT<br />

THE<br />

TEACH THEIR ILLITERATE CITIZENS THESE MERCHANTS OF LIT-'<br />

TO<br />

COME FROM DIFFERENT WALKS DF LIFE STRESS IS DN<br />

ERACY<br />

LITERACY AND NOT MERELY ON ABILITY TO READ IM-'<br />

FUNCTIONAL<br />

OF AGRICULTURE HEALTH, CIVIL RIGHTS AND RESPON-'<br />

PROVEMENT<br />

ARE TAUGHT A SPECIAL KIT SUPPLIED BY CARE IS<br />

SIBILITIES<br />

GRANTS COME FROM FORD FOUNDATION AND OTHER EDUCATIONAL<br />

USED<br />

THE LITERACY HOUSE ALSO CONDUCTS 16 EXPERI-'<br />

ORGANIZATIONS<br />

ADULT SCHOOLS AND WORKSHOPS FOR RESEARCHERS<br />

MENTAL<br />

NYLEN, O STOUT, J A<br />

0181<br />

TRAINING IN AFRICA<br />

LEAOERSHIP<br />

LEADERSHIP VOL 14 NO MAY, 1965 PAGES<br />

ADLLT<br />

EDUCATION<br />

ARTICLE DISCUSSES THE SCOPE OF TRAINING GIVEN TO<br />

THIS<br />

IN GHANA, NIGERIA, UGANDA, TANGANYIKA AND KENYA<br />

LEADERS<br />

LEADERSHIP LABORATORIES, WORKSHCPS IN STAFF DEVEL-'<br />

THROUGH<br />

AND HUMAN RELATIDNS BEGUN IN 960 PARTICIPANTS IN<br />

DPMENT<br />

WORKSHOPS COME FROM GOVERNMENT, BUSINESS, EDUCATION, AND<br />

IHE<br />

SERVICE AFRICA NEEDS TRAINED LEADERShiP TO BIND<br />

COMMUNITY<br />

TECHNOLOGICAL DEVELOPMENT, NATURAL RESOURCES, AND<br />

TOGETHER<br />

TO PRODUCE DESIRABLE ECONOMIC AND SOCIAL DEVELOPMENTS<br />

LABOR<br />

LEADER MUSI BE TRAINED TO COPE WITH PROBLEMS OF<br />

THE<br />

TRADITIONAL VALUES AND SYSTEMS OF WORK AND IRADE<br />

BLENDING<br />

PRESENT REQUIREMENTS WITHOUT OISRUPTING THE SOCIETY HE<br />

WITH<br />

USE HIMSELF AND HIS PERSONAL RESOURCES AND MUST BE ABLE<br />

MUST<br />

WORK IN HARMONY WIIH OTHERS /HE CONIENT AND METHOD USED<br />

TO<br />

THE TRAINING INVOLVE PSYCHOLOGY, SOCIOLOGY, AND ANTHRO<br />

IN<br />

THE PROGRAM DOES NOT TELL PARTICIPANT WFAT TO CO BUT<br />

POLOGY<br />

104<br />

HELPS AND ENCOURAGES HIM TO ANALYZE HIS OWN PROBLEMS OF<br />

IT<br />

AN EFFECTIVE GROUP AND DEFIING PRACTICAL GOALS<br />

BUILDING<br />

HUNSARER, H C<br />

C182<br />

EDUCATION IN TURKEY<br />

ADLLT<br />

ADULT LEADERSHIP VCL 13 NO 9 MARCH 65 PP 281-282,<br />

ARTICLE ANALYZES THE GROWTH OF ADULT EDUCATION IN<br />

THIS<br />

SINCE THE ESTABLISHMENT OF THE REPUDLIC IN 1923 FOR<br />

TURKEY<br />

YEARS FOLLOWING THE ADOPTION OF THE NEW ALPHABET IN<br />

SIX<br />

CLASSES WERE MADE COMPULSORY FOR PERSCNS UP TO AGE<br />

1928,<br />

ATTACK ON ILLITERACY WAS REINFORCE IN I940 ILLITERACY<br />

THE<br />

DROPPED FROM 93 PERCENT IN 1920 TO 60 PERCENT IN 1960<br />

RATE<br />

AMONG FEMALES IS GREATER THAN AMONG MALES THE<br />

ILLITERACY<br />

OF 1960 SHCWED THAT MORE THAN 75 PERCENT OF FEMALES<br />

CENSUS<br />

46 PERCENT LF MALES WERE ILLITERATE THERE WAS AN IN-'<br />

AND<br />

DF PERCENT IN THE ILLITERACY RATE BETWEEN 1955<br />

CREASE<br />

1960 BECAUSE THE EOUCATION SYSTEM COULD NOT CATCH UP<br />

ANC<br />

INCREASE IN POPULATION<br />

WITH<br />

ARTICLE MAKES USE GF STUDY DONE BY DR EASTMDNC AND<br />

THE<br />

AND COMPARES LITERACY BY AGE GROUPS BETWEEN 1955<br />

ANALYZES<br />

1960 THE 25 PROVINCES IN EASTERN TURKEY WERE THE LEAST<br />

AND<br />

IT USES FIGURES TE COMPARE GENERAL EDUCATION LEV-'<br />

LITERATE<br />

AND EXPENDITLRES IN TURKEY AND UNITED STATES OF AMERICA<br />

ELS<br />

GILLETT, A N<br />

C183<br />

SCHOOLS IN THE PHILIPPINES<br />

COMMUNITY<br />

OF THE OXFORD LNIVERSITY INSTITUTE OF ECONOMICS AND<br />

BULLETIN<br />

VOL 26 NC AUGUST 64, PP 213-216<br />

STATISTICS,<br />

EDUCATION<br />

ECONOMICS<br />

ARTICLE ILLUSTRATES kITH MANY EXAMPLES HOW THE<br />

THIS<br />

SYSTEM IN THE PHILIPPINES HAS TURNED TO 8E VERY ECC-'<br />

SCHCDL<br />

TO THE CUMMLNITY ALL THE VILLAGE SCHOOLS FORMED INTO<br />

NOMIC<br />

SCHOOLS IN 1950 FOUR PRINCIPLES ARE USED BY EACh<br />

COMMUNITY<br />

THE SCHUOL DRAWS ON THE COMMUNIIY TO IMPROVE ITS<br />

SCHOOL<br />

IT CONDUCTS A SURVEY OF ThE NEEbS OF THE VILLAGE<br />

TEACHING<br />

SUCH FIELDS AS FARMING, hEALTH, HOME INDUSTRIES, RECREA-'<br />

IN<br />

IT ASSISTS THE COMMUNITY BY ENGAGING IN PRACTICAL AC-'<br />

TION<br />

TO MEET NEEDS AND IT BASES ITS CURRICULU ON THOSE<br />

TIVITIES<br />

IN ORDER TO FELP DIMINISH THE LACK CF PROTEINS, THE<br />

NEEDS<br />

STARTED REARING CF FAST-GROWING FISh, TILAPIA, AND<br />

SCFCOL<br />

PERSLADED VILLAGERS TO BEGIN FISH-FARMING THE<br />

SUCCESSFULLY<br />

HELP FARMERS TO KFEP THEIR PIGS UNDER CONTROL THE<br />

CHILDREN<br />

LEARN CITIZENSHIP FASIER BY DOING THIS SYSTEM<br />

CHILDREN<br />

WORK VERY WELL IN MANY DEVELOPING NATIONS<br />

WOLLD<br />

ANDREWS, R B<br />

CI8<br />

PLANNING FOR SMALL AREAS THE PLANNING PROCESS<br />

ECONOMIC<br />

ECONOMICS, VOL 39 NO AUGUST 63, PP 253-264<br />

LAND<br />

RURAL<br />

URBAN,<br />

ARTICLE DESCRIBES VARIOUS PHASES AND STEPS IN ECO-'<br />

THE<br />

PLANNING DF THE METROPOLITAN COUNTY, URBAN AND RURAL<br />

NOMIC<br />

THAT MIGHT COMPOSE THE PLANNING AREAS CF STATE<br />

COLNTIES<br />

CHARACTERISIICS OF ECDNEMIC OPTIMUM ARE ADJUSTMENT OR<br />

THE<br />

AND PERSONAL ECONOMIC WELFARE THE ATTAINMENT OF<br />

ADAPTATION<br />

LAIIER REQUIRES ECONOMIC BALANCE WITHI A AREA<br />

THE<br />

PROCESS CF ECOKOMIC PLANNING IS CIVIDEC INTO IN-'<br />

THE<br />

DEVELOPMENT, RESOURCE DEVELOPMENT, AND [NSTITU-'<br />

DUSTRIAL<br />

DEVELOPMENT INDUSTRIAL DEVELOPMENT PLANNING SHOULD<br />

TIONAL<br />

BASED ON A PRIERITY SYSTEM SUCH AS EXISTING ECONOMY DUN-'<br />

BE<br />

MATURE OGRE, SELECTED SUB-DOMINANTS, NEW INDUSTRY-FIRM<br />

INANT<br />

TO PRESENT INDUSTRY TYPES, AND DEVELOPMENT OF NEW<br />

ADDITIONS<br />

TYPES RESOURCE DEVELOPMENT INVOLVES LCCAL PHYSICAL<br />

INDUSTRY<br />

HUMAN RESOURCES, AND PHYSICAL ENVIRONMENT IN<br />

RESOURCES,<br />

DEVELOPMENT INVOLVES PROPERTY TAX ASSESSMENT<br />

STITGTICNAL<br />

LOCAL GOVERNMENT REORGANIZATION, STANDARDS CF PUB-'<br />

SYSTEMS,<br />

EDUCATION AND RESEARCH PROBLEMS CHART INCLUDED<br />

LIC<br />

EDITORIAL COMMIITEE<br />

0185<br />

IN THE LABCR MARKET<br />

EXPANSION<br />

RESERVE BLLLETIN, VEL 51-9, SEPTEMBER 1965 14 PP<br />

FEDERAL<br />

UNEMPLOYMENT<br />

ANALYSIS CF THE LABOR MARKET EMPHASIZES THAT<br />

THIS<br />

IN EMPLOYMENT IN 1965 HAVE BEEN THE LARGEST SINCE<br />

INCREASES<br />

EXPANSION BEGAN IN 1961 AND HAVE EXCEEDED THE GROWTH DF<br />

THE<br />

LABOR FORCE RESULTING IN THE LOWEST UNEMPLOYMENT RATE<br />

THE<br />

OCTOBER, 1957 WORKER SHORTAGES EXIST IN SOME SKILLS<br />

SINCE<br />

EMPLOYMENT GAINS ARE LARGER ABSOLUTELY AND HAVE<br />

THESE<br />

MAINTAINED LONGER THAN THEY WERE IN EARLIER POSTWAR<br />

BEEN<br />

EXPANSIONS THE WORKWEEK HAS BEEN LENGTHENED BY<br />

BUSINESS<br />

INDUSIRIES AS PRCOUCTION SCHEDULES INCREASE<br />

MANUFACIURING<br />

ACCELERATED GROWTH IN YOUNGER AGE BRACKETS AND SUMMER<br />

THE<br />

OPPORTUNITIES EXPANDED YOUTH EMPLOYMENT<br />

JOB<br />

IS DOWN TD 4 PERCENT OF THE TOTAL FORCE,<br />

UNEMPLOYMENT<br />

YOLTH AND NON-WHITE WORKERS STILL SHOW HIGH RATES<br />

BUT<br />

CONIINUING HIGH RATE DF PRODUCTIVITY GROWTE IS FURTHER<br />

THE<br />

BY STABLE LABOR COSTS HOWEVER, COLLECTIVE BAR-'<br />

STIMULATED<br />

DURING THIS EXPANSION HAS RESULTED IN COST DIFFER-'<br />

GAINING<br />

NEW BENEFITS, AND LONGER CONTRACIS CRAPHS<br />

ENCES,<br />

BEESLEY, L<br />

C186<br />

HEALTH SERVICES<br />

COMMUNITY<br />

INSURANCE NEWS, VDL 66 NC 5 SEPTEMBER, 1965 PAGES<br />

BESTS<br />

DISCLSSES NEED FOR COMPREHENSIVE COMMUNITY<br />

ARTICLE<br />

SERVICES AND CONSEQUENT FORMATION DF TEE NATIONAL<br />

HEALTH<br />

ON COMMUNITY HEALTH SERVICES, WHICH HAS THE GOAL<br />

COMMISSION<br />

DEFINING WHAT HAS TO BE CONE AND THE MOST EFFECTIVE MEANS<br />

OF<br />

ACCOMPLISHING IT<br />

OF<br />

HAVE ORGANIZED SIX TASK FORCES ENVIRONMENTAL<br />

THEY<br />

ORGANIZATION OF COMMUNITY HEALTH SERVICES, FINANCINC<br />

HEALTH,<br />

COMMUNITY HEALTH SERVICES, HEALTH MANPOWER, COMPREHENSIVE<br />

OF<br />

HEALTH SERVICE, AND HEALTH SERVICE FACILITIES THE<br />

PERSONAL<br />

ALSO SEEKS TO DEVELOP A BETTER UNDERSTANDING OF<br />

COMMISSION<br />

DYNAMICS OF CCMMUNITY BEHAVIOR AND TO GAIN THE ADVICE<br />

THE<br />

COUNSEL OF THE WIDEST POSSIBLE CROSS SECTION OF THE<br />

AND<br />

COMMUNITY AND PROFESSIONAL OPINION<br />

AMERICAN<br />

THLLIN, W B<br />

C187<br />

MOTIVATION--PLUS CR MINUS<br />

EXECUTIVE<br />

EXECUTIVE, VOL 33 NO 9, SEPTEMBER 1955, PAGES<br />

FINANCIAL<br />

MOTIVATION GOAL-PLANNING

DEFIRES MOTIVATIOR AS A STIMULUS THAT URGES AN<br />

ARTICLE<br />

TO TAKE SOME ACTION TOWARD AN OBJECTIVE FOCUSSED<br />

INDIVIOGAL<br />

HIS FIELD MOTIVATION CAR EITHER BE PLUS, MINUS, OR<br />

IN<br />

WITH THE ABSENCE OF A MINUS BEING MERELY NEUTRAL<br />

NELTRAL<br />

PRLBLEM THEN IS TO PROMOTE THE PLUS AND NOT MERELY<br />

THE<br />

THE MINUS MOTIVATION<br />

PREVENT<br />

MLST BE CENTERED AROUND THE JOB ITSELF AND<br />

MOTIVATION<br />

ON JOB SURROLNDINGS TO BE A PLUS AND THE TECHNIQUE TO BE<br />

NOT<br />

IS SELF-INCENTIVE EMPLOYEES WILL DEVELOP SELF-INCEN-'<br />

USED<br />

THROUGH PARTICIPATION IN GOAL-PLANN[NG ACTIVITIES THE<br />

T[VE<br />

PLUS COMES FROM THE JOB ITSELF, THE BIG MINUS COMES FROM<br />

BIG<br />

AROUND THE JOB<br />

CONDITIONS<br />

÷APANEK, G F BURESHI, M A<br />

OIBB<br />

USE OF ACCOURTING PRICES IN PLANNING<br />

THE<br />

SCIENCE, TECHNOLOGY, AND DEVELOPMENT, VCL 8, 1962, IT PAGES<br />

PAPER DISCUSSES THE OPERATIONAL USE ARD SIGNIEI-'<br />

THIS<br />

CF ACCOUNTING PRICES, ILLUSTRATING WITH EXAMPLES FROM<br />

CANCE<br />

THE ACCOLNTING PRICES ARE USED IN ECONOMIC CALCU-'<br />

PAKISTAR<br />

WHERE MARKET PRICES ARE INAPPROPRIATE TO EXPRESS<br />

LATIONS<br />

AND SOCIAL VALUES THE PRICES AIM AT ELIMINATING<br />

ECCNOMIC<br />

DIFFICULTY ARISIRG FROM THE WIDESPREAD DIFFERENCES BE-'<br />

THE<br />

MARKET PRICES OF FACTORS OF PRODUCTION AND THEIR MAR-'<br />

TWEEN<br />

PRODUCTIVITY IN THE DEVELOPING ECONOMIES<br />

GINAL<br />

SYSTEM IS LIFFICULT TC EXPLAIN, JUSTIFY, CALCULATE,<br />

THE<br />

IMPLEMENT THE LSERS SHOULD CONSIDER EFFECT OF INTEREST<br />

AND<br />

ON THE SLPPLY AND GERARD OF CAPITAL, SOCIAL TIME ERE-'<br />

RATES<br />

AND MARGINAL PRODUCTIVITy OF LABOR THE PURCHASING<br />

FERENCE,<br />

PARITY THEORY, FOREIGN EXCHANGE, COMPARISCN OF NAT-'<br />

POWER<br />

ARD INTERNATIONAL WAGES, AND PROFITABILITY OF EXPORTS<br />

IONAL<br />

IMPORTS SHOULD BE NOTED THE GOVERRMENT COULD USE DIRECT<br />

AND<br />

INDIRECT CONTROLS AND INSTRUCTIONS TO IMPLEMENT THE<br />

AND<br />

EFFECTS OF TFE METHOD ARE REALIZED IN TEE LONG RUN<br />

SCHEME<br />

PESHKIN, A<br />

C189<br />

OF EDLCATICNAL INVESTMENT<br />

DILEMMAS<br />

REVIEW CF EDUCATION, VOL I0 NO 3, 1964<br />

INTERNATIONAL<br />

355 357<br />

PP<br />

PLANS, EDUCATION<br />

PSYCHDLOGICALr<br />

ARTICLE EMPHASIZES THAT EDUCATION COMPETES WITH<br />

THIS<br />

OEVELOPMENT SECTORS FCR ATTENTION AND SCARCE CAPITAL<br />

OTHER<br />

THE DEVELOPING COUNTRIES THE CITIZEN, PRIEST, POLITICIAN<br />

IN<br />

SCIENTIST, ECONOMIST, AND EDUCATOR DEMAND EDUCA-'<br />

POLITICAL<br />

MORE THAN ANY OTHER IRSTITCTIGR IN THE SOCIETY<br />

TION<br />

TRADITIONAL SYSTEM OF LITERAL AND URBAN PHENOMENON<br />

THE<br />

WITH THE REFORMERS PLANS FOR TECHNICAL, AGRICUL-'<br />

CORFLICTS<br />

AND RURAL DEVELOPMENT EDUCATION IS IDENTICAL WITH<br />

TURAL,<br />

IN THE DEVELOPING AREAS OF AFRICA AND SIA THERE<br />

ELITEDOM<br />

ALSO DEMAND FOR MORE AND MORE GENERAL EDUCATION THAT<br />

IS<br />

BENIFIT THE PUBLIC DEMANDS ALSO CALL FOR CHANGES IN<br />

COULD<br />

SPIRIT OF THE SCHOOL AND IN THE INTRODUCTION OF PARTI-'<br />

THE<br />

COURSES, WHILE ANOTHER IS EMOTIONAL AND PSYCHOLOGICAL<br />

CULAR<br />

CHARACTER PRIDE IN BUILDING NEW UNIVERSITIES<br />

IN<br />

WILLIAMS, L K<br />

OlgO<br />

CCRRELATES DF RISK TAKING<br />

SOME<br />

PSYCHOLOGY, VCL I8 NO 3, AUTUMN 1965, I3 PAGES<br />

PERSONNEL<br />

DECISILN-MAKING<br />

WITH DECISION-MAKIRG PROCESSES HAS CREATED NEEE<br />

CONCERN<br />

IDENTIFY INDIVIDLAL ORIENTATIONS TOWARD DECISION MAKING<br />

TO<br />

THE ASSbMPTIOR OF RISK THE FIVE STUDIES REPORTED<br />

INCLUDING<br />

ARE A SERIES OF ATTEMPTS I0 RELATE A MEASURE OF RISK--'<br />

HERE<br />

PROPENSITY, THE JOB PREEERENCE INVENTORY, TO VARIOUS<br />

TAKING<br />

AND BEHAVIORS WITHIN AN INDUSTRIAL ENVIRONMENT<br />

ATTIILDES<br />

JOB PREFERENCE INVENTORY CONSISTS OF EIGHT PAIRS OF<br />

THE<br />

CONCERNING ALTERNATIVES OF JOB PREFERENCE SCORING<br />

ITEMS<br />

ASSIGNMENT CF A WEIGHT OF FOR EACH RISK ALTERNA-'<br />

INVOLVES<br />

CHOSEN AND 0 FOR EACH RON-RISK ALTERNATIVE<br />

TIVE<br />

WAS FOUNO THAT HIGH RISK TAKERS ARE MORE LIKELY TO<br />

IT<br />

FOR AND OBTAIN JOB OPPORTUNITIES WHICH THEY THINK WILL<br />

LOCK<br />

MORE SATISFYING LOW RISK TAKERS WERE MORE CONCERNED WITH<br />

BE<br />

EXTRINSIC CHARACTERISTICS OF THE WORK, AND FIGH RISK<br />

THE<br />

WITH THE INTRINSIC CHARACTERISTICS USE OF TH,S MEA<br />

TAKERS<br />

ALLOWS CONSIDERATION OF IRDIVIDUALS AND ORGANIZATIONAL<br />

SURE<br />

IN THE SAME VARIABLE LANGUAGE TABLE<br />

EVENTS<br />

JONES, O H CARRON,<br />

CI91<br />

OF A READING DEVELOPMENT PROGRAM FOR SCIENTISTS<br />

EVALUATION<br />

PSYCHOLOGY, VOL 18 NO 3, AUTUMN IgBS, 14 PAGES<br />

PERSONNEL<br />

TRAINING<br />

STUDY CONCERNS LONG-TERM EVALUATION OF A PROGRAM<br />

THIS<br />

IMPROVE THE REAOING SKILLS OF 114 SCIENTISTS AND ENGIN-'<br />

TO<br />

IN AN INDUSTRIAL RESEARCH LABORATORY, STRESSING THE<br />

EERS<br />

OF REAOING GAINS AND EFFECTIVENESS OF MACHINE VS<br />

PERMANENCE<br />

METHODS OF TRAINING<br />

NONMACHINE<br />

FOR 2 OF THE SUBJECTS WAS ACHIEVED ITH THE<br />

TRAINING<br />

OF MECHANICAL EQUIPMENT THE OTHERS WERE TRAINED BY A<br />

AID<br />

METHOD EQUATED FORMS OF THE DIAGNOSTIC READ-'<br />

BOOK-CENTERED<br />

TESTS WERE USED AS A CRITERIA OF SUCCESS.<br />

ING<br />

PARTICIPANTS GAINED SIGNIFICANTLY IN RATE, COMPRE-'<br />

ALL<br />

AND INDEX BY THE END LF THE PROGRAM FOLLOW-UP,<br />

HERSICN,<br />

MONTHS LATER, SHOWED THE SUPERIORITY OF BOOK-CEN-'<br />

EIGHTEEN<br />

TRAINING<br />

TERED<br />

TABLES<br />

SIEGEL, A PFEIFFER, M. G<br />

0192<br />

CONGRUENCE IN CRITERION DEVELOPMENT<br />

FACTORIAL<br />

PSYCHOLOGY, VCL 18 NC 3, AUTUMN 1965, 11 PAGES<br />

PERSONNEL<br />

JOB-ANALYSIS, ELECTRONICS-TECHNICIAN<br />

SELECTION,<br />

PERFORMANCE-JOB<br />

STUDY WAS DESIGNEC TC DETERMINE THE DIMENSIONS OF<br />

THIS<br />

JOB CONSTELLATION OF THE JOURNEYMAN AVIATION ELECTRONICS<br />

THE<br />

AS PERCEIVED BY THEM, COMPARE THIS JOB STRUCTURE<br />

TECHNICIAN<br />

THAT OF THE SUPERVISORY PERCEPTIONS OF THE JCURNEYMANS<br />

TO<br />

ANO INVESTIGATE THE UTILITY OF THE METHOD EMPLOYED A<br />

JOB,<br />

FOR ESTABLISHING PERCEPIUAL HOMOGENEITY OR HETERO-'<br />

METHOD<br />

HAS IMPORTANT IMPLICATIONS FCR JOB ANALYSIS, TRAINING<br />

GENITY<br />

AND SELECTION STUDIES<br />

PROGRAMS,<br />

STUDY WAS DONE BY DEVELOPING A LIST CF TASKS PER-'<br />

ThE<br />

BY JOURNEYMEN, SUBMIITING THE LIST TO JOURNEYMEN TO<br />

FORMED<br />

ESTIMATES OF SIMILARITY, AND FACTOR ANALYSIS OF THE<br />

OBTAIN<br />

DATA THESE FACTORS WERE THEN COMPARED TO THOSE<br />

RESULTANT<br />

IN A PREVIGUS STUDY OF SUPERVISORY PERSONNEL<br />

ISOLATED<br />

PERCEPTLAL DIMENSIONS OF THE JOB AS VIEWED BY<br />

THE<br />

SEEM CONGRUENT WITH THOSE OBTAINED FROM SUPER<br />

JOURNEYMEN<br />

THE METHOD HAS POTENTIAL FOR ESTABLISHING PERCEPTUAL<br />

VOSCRS<br />

AND MEANINGFULNESS CF JOB PERFORMANCE CRITERIA<br />

GERBRALITY<br />

FLEISHMAN, A<br />

C193<br />

VERSUS SKILL FACTORS IN WORK GROUP PRODUCTIVITY<br />

ATTITUDE<br />

PSYCHOLEGY, VOL IB NC 3, AUTUMN 1965, I PAGES<br />

PERSONNEL<br />

WORK GROLP SITLATION INVCLVING PERIODIC WORK CHANGES<br />

A<br />

IRTO THE PRODUCTION PROCESS OFFERS AR OPPORTUNITY TO<br />

BUILT<br />

MANY BASIC CUESTIGNS CF HUMAN BEHAVIOR IN THE INDUST-'<br />

STUDY<br />

ENVIRONMENT SINCE RECURRENT CHANGE IN WORK PATTERNS<br />

RIAL<br />

EXPERIMENTAL DESIGNS NOT FEASIBLE IN ROUTINE, STABLE,<br />

ALLOWS<br />

OPERATIONS THIS ARTICLE DESCRIBES RESEARCH DONE<br />

PRODUCTION<br />

A DRESS MANUFACTLRING COMPANY<br />

IN<br />

EACH STYLE CHANGE TFERE IS A RESULTANT CROP IN PRO-'<br />

AT<br />

WITH A LOSS IN INCOME TO WGRKERS PAID ON A PIECE<br />

DUCTTON,<br />

AND PROFIT FOR MANAGEMENT THIS SIUDY INVOLVES THE<br />

RATE,<br />

OF WHETHER THE DROFARD RECOVERY IS DUE TO ATrITUDE<br />

QUESTION<br />

OR TG SKILL LEARNING FACTORS.<br />

FACTORS<br />

PROVIDED BY THE STUDY IS IN FAVOR OF AN ATTI<br />

EVIDENCE<br />

INTERPRETATION RATHER THAN A SKILL RELEARNING ONE SINCE<br />

TUOE<br />

IS ALREADY VERY HIGH AND THERE IS A HIGH TRANSFER EF<br />

SKILL<br />

FROM ONE STYLE TO ANOTHER FURTHER STUDY DN MECHANISMS<br />

FECT<br />

GOAL SETTING AND PARTICIPATION IS PLANNED GRAPHS<br />

OF<br />

THOMAS, 0 P<br />

0194<br />

AND THE INDIVIDUAL<br />

TECHNOLOGY<br />

VOL Q2 NO 5, SEPTEMBER-UCTOBER 1965, PAGES<br />

PERSONNEL,<br />

EDCCATIOII<br />

TRAINING,<br />

IS CONVINCED THAT THE INDIVIDUALS HORIZONS CAN<br />

THOMAS<br />

BROADENED BY ThE NEW TECHRCLUGY IF WE CAN CAPITALIZE ON<br />

BE<br />

ABILITY TO PERCEIVE CHANGE AND MOLD HIS ENVIRONMENT,<br />

HIS<br />

THAN BE MOLDED BY IT INSTEAD OF PLANNING HOW WE CAN<br />

RATHER<br />

THE TECHNOLOGICAL FUTURE, WE SHOULD PLAN WAYS TO<br />

COMBAT<br />

AND DEVELOP IT EDUCATIGN IS THE GRAVEST PROBLEM, AND<br />

CREATE<br />

IS AN IRRITART<br />

AUIOMATION<br />

REQLIRES APPLIED IMAGINATION, ANO THEREFDRE<br />

PROGRESS<br />

BE ACHIEVED WITHOUT PEOPLE BUSINESS HAS SHIFTED<br />

CANNOT<br />

TO THE MARKETING CONCEPT, THUS CREATING A DEMAND FOR<br />

PHASIS<br />

TO DEVELCP NEW KNOWLEDGE AND USE IT HOWEVER,<br />

INDIVIDLALS<br />

PACE OF TECHNOLOGICAL PROGRESS HAS CREATED EDUCATIONAL<br />

THE<br />

OBSOLESCENCE<br />

MUST ASSUME RESPONSIBILITIES IN PRODUCING<br />

MANAGEMENT<br />

INDIVIDUAL WHO, IHROUGH EOUCATION TRAINING, AND CEVEL-'<br />

THE<br />

CAN REACH THE LEVEL OF COMPETENCE NEEDED<br />

DPMENT,<br />

MICHAEL, M<br />

0195<br />

SITUATIONS IN PERFORMANCE COUNSELING<br />

PROBLEM<br />

VOL 2 NL 5, SEPTEMBER-OCTOBER 1965, PAGES<br />

PERSONNEL,<br />

TREND TOWARD RESULTS-ORIENTED APPRAISALS HAS GIVEN<br />

THE<br />

EMPHASIS 10 THE MANAGERS COUNSELING SKILLS THIS<br />

ADDED<br />

GIVES SUGGESTIONS ON HOW TO HANOLE SOME TYPICAl COUN-'<br />

TICLE<br />

PROBLEMS<br />

SELING<br />

PREREQUISITE FOR EVERY SESSION IS A CAREFUL REVIEW OF<br />

A<br />

EMPLOYEES PERSONAL RECORD THE SESSION ITSELF SHOULD BE<br />

THE<br />

IN A RELAXED ENVIRONMENT THE BOSS SHOULD STRIVE, USING<br />

HELD<br />

QUESTIONING, TC GAIN THE EMPLOYEES MAXIMUM<br />

NONEIRECTIVE<br />

FEATURES OF THE DISCUSSION SHOULD BE SUMMAR-'<br />

PARTICIPATION<br />

AT THE END<br />

IZED<br />

TWO COUNSELING SESSIONS WILL FOLLOW THE SAME COURSE<br />

NO<br />

SOME BASIC SIMILARITIES EXIST MICHAEL LISTS 0 COMMON<br />

BUT<br />

INVOLVING EMPLOYEE ATTITUDES AND ACTIONS THAT MAY<br />

SITUATIONS<br />

SUCH AS ACCEPTANCE OR NON-ACCEPTANCE F AN EVALUATION<br />

OCCUR<br />

FOR PROMOTION OR FINANCIAL REWARD COMPLETE AG-'<br />

EAGERNESS<br />

WITH SUSPICIOUS READINESS, SHIFI OF BLAME TO OTHERS,<br />

REEMENT<br />

OF TEMPER, RESENTFUL OR PASSIVE ATTITUDES, ETC<br />

LOSS<br />

BASSETT, G A. HAWK, H<br />

0196<br />

AND DYSFLNCTION IN THE ORGANIZATION<br />

FUNCTION<br />

VOL 2 NC 5, SEPTEMBER-OCTOBER 1965 9 PAGES<br />

PERSONNEL,<br />

COUNSELING<br />

THE PREROGATIVES OF LINE AND STAFF WORK AT CROSS<br />

OFTEN,<br />

THE PROBLEM IS HOW TO MAKE THEM MESH AND THUS<br />

PURPOSES<br />

THE HEALTH CF THE ORGANIZATION THE TECHNIQUE OF<br />

PROMOTE<br />

ANALYSIS PROVIDES A MEANS FOR IDENTIFYING, AND<br />

FURCTIONAL<br />

CONTROLLING, THE HUMAR CONDITIONS THAT GEl IN THE WAY<br />

HENCE<br />

ORGARIZATIONAL EFFECTIVENESS<br />

OR<br />

OF FUNCTIORAL ANALYSIS CALLS FOR AN OBJEC-'<br />

APPLICATION<br />

OBSERVER WHOSE AIM IS TO DEFINE THE CONSEQUENCES DF THE<br />

TIVE<br />

OF ALL PARTIES TO IHE PROBLEM LOGICALLY, THE<br />

BEHAVIOR<br />

FOR APPLYING FUNCTIORAL ANALYSIS SHOULD BE VESTED<br />

AUTHORITY<br />

THE PERSONNEL DEPARTMENT THE GREATEST POTENTIAL CONTRI-'<br />

IN<br />

OF THE PERSORNEL DEPARTMENT LIES IN THE PROVISION CF<br />

BUTTON<br />

LINES OF COMMUNICATION ENABLING INFORMATION TC<br />

SUPPLEMENTARY<br />

IN ALL OIRECTIONS BY RE-ORIENTING ITSELF TO ORGANIZA-'<br />

FLOW<br />

OBJECTIVES, IT CAN COUNSEL MANAGERS AND EMPLOYEES HOW<br />

TIDNAL<br />

RECONCILE THEIR PERSONAL OBJECTIVES WITH ORGANIZATIONAL<br />

TO<br />

GOALS<br />

JENSEN, J<br />

C197<br />

TO GET STARTED CN SUPERVISORY TRAINING<br />

HOW<br />

PERSONNEL, VOL 2 NO 5, SEPTEMBER-OCTOBER 1965, 6 PAGES<br />

WAY A TRAINING PROGRAM IS INTRODUCED IS A VITAL<br />

THE<br />

IN ULTIMATE SUCCESS JERSEN GIVES SOME GUIDEPOSTS<br />

FACTOR<br />

TRAINERS SHOULD BEAR IN MIND<br />

THAT<br />

STRATEGY IN INTRODUCING AND RUNNING A SUPERVI-'<br />

CAREFUL<br />

TRAINING PROGRAM IS AS IMPORTANT AS ITS CORTENT THE<br />

SORY<br />

GROUP SHOULD BE ACTIVELY INVOLVED IR THE EARLY<br />

SUPERVISORY<br />

OF PROGRAM PLARNING ALL TRAINING MATERIAL SHOULD BE<br />

STAGES<br />

PRETESTED TO ASSURE ACCEPTANCE BY TRAINEES AT-'<br />

CAREFULLY<br />

AT TRAINING SESSIORS SHOULD BE VOLUNTARY A TRAIN-'<br />

TENDANCE<br />

PROGRAM SHOULD GROW AND DEVELOP ON THE BASIS OF SUCCESS,<br />

IG<br />

BEGIRNINGS BEING BEST TOP AND MIDDLE MARAGEMENT IN-'<br />

MODEST<br />

SHOULD BE MAINTAINED THROUGH REGULAR REPORTS EMPHA-'<br />

TEREST

THE RELATIONSHIP BETWEEN IRAINING, PROBLEM SOLVING,<br />

SIZING<br />

PROFIT MAKING.<br />

AND<br />

WORTMAN, M S JR. LOTHANS, F<br />

01g8<br />

EVIDENCE ON CONTRACT CLAUSES BANNING DISCRIMINATION.<br />

NEW<br />

VOL 42 NO 5, SEPTEMBER-OCTOBER I965, 5 PAGES<br />

PERSONNEL,<br />

PREJUDICE<br />

FINDINGS OF THIS SURVEY INDICATE THAT PROGRESS IS<br />

THE<br />

MADE IN MAKING NONDISCRIMINATION AN INTEGRAL PART OF<br />

BEING<br />

LABOR CONTRACT, AS COMPARED TO A PREVIOUS STUDY MADE OF<br />

THE<br />

PAUL MANUFACTURING FIRMS BY THE AUTHORS<br />

MINNEAPOlIS-ST<br />

RANDOM SAMPLE OF MANUFACTURING FIRMS IN IOWA WAS THE<br />

A<br />

OF THE STLDY THEIR UNION CONTRACTS WERE ANALYZED AS<br />

SUBJECT<br />

THE INCLUSION OF ANTIDISCRIMINATION CLAUSES AND COMPANY<br />

TO<br />

THE CLASSIFICATION OF THESE CLAUSES ACCORDING TO IN-'<br />

SIZE,<br />

UNION REPRESENTATION, AND GEOGRAPHICAL LOCATION, AND<br />

DUSIRY<br />

SPECIFIC TYPES OF BIAS THAT WERE BARRED BY THE CLAUSES.<br />

THE<br />

OF THE CONTRACTS HAD A CLAUSE SPECIFICALLY<br />

ONE-THIRD<br />

PREJUDICE IN HIRING AND PROMOTION BECAUSE OF<br />

PROHIBITING<br />

COLOR, CREED, POLITICAL AFFILIATION, NATIONAL ORIGIN,<br />

RACE,<br />

SEX IF MOST OF THESE BASES FOR NONDISCRIMINATION WERE<br />

OR<br />

THE CLAUSE WAS INCLUDED IN THE STUDY<br />

MENTIONED,<br />

TABLE.<br />

PAZER H PRIEST, D. A<br />

Olgg<br />

FACTOR IN IOTAL QUALIIY CONTROL<br />

HUMAN<br />

PERSONNEL JOURNAL, VOL 44 NO g, OCTOBER 1965, 3 PAGES<br />

TOTAL QUALITY CONTROL PROGRAM, CAPABLE OF ACHEIVING<br />

A<br />

GOAL OF MAXIMUM UTILIZATION OF RESOURCES, REQUIRES THE<br />

ITS<br />

EFFORTS OF THE ENTIRE MANAGEMENT TEAM IHE HUMAN<br />

INTEGRATED<br />

THE NECESSARY EMPHASIS ON INDIVIDUAL INTERACTION,<br />

FACTOR,<br />

FOR THE ABILITIES AND FACILITIES OF IHE PERSONNEL<br />

CALLS<br />

RECTOR<br />

LINE SELECTION THROUGH SYSTEM STARTUP, THE CON-'<br />

FROM<br />

INTERACTION BETWEEN THE GROUPS WHO COMPRISE THE<br />

TINOOUS<br />

ORGANIZATION SHOULO BE RELATED TO THE STEPS IN<br />

INDUSTRIAL<br />

DEVELOPMENT. THE SUCCESS OF THE QUALITY CONTROL<br />

PROGRAM<br />

DEPENDS ON THE CONTINUATION OF THIS TEAM SPIRIT<br />

PROJECT<br />

MUST BE USED TO CONTROL PROGRAM OEVELOPMENT AND<br />

MEETINGS<br />

AS A SCHEDULEO PART DF THE LINE OPERATION WITHOUI<br />

CONTINUED<br />

AND CONTROL OF THE HUMAN FACTOR, TOTAL QUALITY<br />

CONSIDERATION<br />

CANNOT SUCCEED<br />

CONTROL<br />

ZIESSOW, B W.<br />

0200<br />

BY EXCEPTION THROUGH INFORMATION PROCESSING<br />

MANAGEMENT<br />

PROCESSING VOL 7-10, OCTOBER 1965, 4 PAGES<br />

DATA<br />

INCREASE OF THE USE OF COMPUTERS AND THE RAPID<br />

THE<br />

IN COMPLTER TECHNOLOGY IS THE RESULT OF MANAGE<br />

ADVANCEMENT<br />

DEMAND FOR INFORMATION. HOWEVER, SOME FEEL THAT DATA<br />

MENTS<br />

SYSTEMS PROVIDE TOO MUCH 0ETAIL WHOSE COST IS<br />

PROCESSING<br />

A SOLUTION TO THIS PROBLEM IS MANAGEMENT BY<br />

UNJUSTIFIED<br />

A CONCEPT OF NOT PRINTING REPORTS DESCRIBING<br />

EXCEPTION,<br />

BUSINESS TRANSACTIONS. IT IS SOMETIMES DIFFICULT TO<br />

NORMAL<br />

SINCE MANAGEMENT FREQUENTLY WANTS THE WHOLE STORY<br />

ACHIEVE<br />

OF THE APPLICATIONS OF THE USE OF THE PRINCIPAL OF<br />

SOME<br />

BY EXCEPIION WHICH ARE PRODUCING REAL BENEFITS<br />

MANAGEMENT<br />

IN PRODUCTION SCHEDULING CONTROL, EFFICIENCY REPORTING,<br />

ARE<br />

CONTROL, INVENTORY CONTROL REPORTING, MACHINE DOWN<br />

QUALIIY<br />

REPORTING AND CRITICAL PATH METHOD ALL OF THESE AP<br />

TIME<br />

ALLOW THE COMPUTER TO MAKE THE DECISIONS THE JOB<br />

PLICATIONS<br />

TO UTILIZE THE INFORMATION POTENTIAL OF THE COMPUTER IN A<br />

IS<br />

TO GIVE MANAGEMENT THE GREATEST BENEFIT<br />

WAY<br />

DAVENPORT, W.<br />

0201<br />

TOUCH-TCNE<br />

PROCESSING, VOL 7-10, OCTOBER 1965, 3 PAGES<br />

DATA<br />

REMOTE-TERPINAL, TELEPHONE, DATA-PHONE<br />

EDP,<br />

TOUCH-TONE TELEPHONE IS FINDING EVER-INCREASING USE<br />

THE<br />

THE KEY INGREDIENT OF LOW-COST DATA COLLECTION AND MAN<br />

AS<br />

INFORMATION SYSTEMS. THE MAIN INGREDIENT OF THIS<br />

AGEPENT<br />

IS THE IOUCH TONE TELEPHONE. THE ONLY POWER NEEDED IS<br />

SYSIEM<br />

GENERATED BY THE TELEPHONE LINE.<br />

THAT<br />

EQUIPMENT CONSISTS OF A DATA SUBSET= COOE<br />

RECEIVING<br />

AND BUSINESS MACHINE WHICH MAY BE A COMPUTER, OR<br />

TRANSLATOR,<br />

THE FLEXIBILITY OF A TOUCH-TONE DATA GATH-'<br />

TELETYPE-WRITER<br />

SYSTEM MAKES IT EASILY ACAPTABLE TO APPLICATIONS OF<br />

ERING<br />

DEGREE OF COMPLEXITY AND SIZE ITS EASE OF USE PORTA<br />

ANY<br />

LOW COST, VERSATILITY, AND EASY INSIALLATION HAVE<br />

BILITY,<br />

THIS SYSTEM AN ECONOMIC BREAKTHROUGH IT CAN EASILY BE<br />

MADE<br />

INTO EXISTING SYSTEMS WITH LITTLE COST TRANSMITTERS<br />

TIED<br />

BE OPERAIED MANUALLY OR WITH PUNCHED CARD-DIALER CARDS<br />

CAN<br />

CONCEPT MAY SOON INITIATE A NATION-WIDE COMPLEX OF DATA<br />

THIS<br />

GATHERING<br />

BRANDEIS, P<br />

0202<br />

COMPREHENSIVE LOOK AT MAGNETIC TAPE REHABILITATION.<br />

A<br />

DATA PROCESSING, VOI 7-10, OCIOBER 1965, 5 PAGES<br />

TAPE REHABILITATION INCLUOES TECHNIQUES OF<br />

MAGNETIC<br />

CLEANING, RECERTIFICATION FORMAT CONVERSION, AND RE-'<br />

TAPE<br />

THE PURPOSE OF REHABILITATION IS TO INCREASE COMPUTER<br />

PAIR<br />

EFFICIENCY THROUGH ELIMINATION OF LOST TIME AND<br />

OPERATING<br />

DUE TO TAPE ERROR.<br />

DATA<br />

CLEANING TECHNIQUES ARE CONCERNEO ABOUT THE HEIGHT<br />

TAPE<br />

THE DIRT AND CLEAN BY SCRAPING THE TAPE SURFACE TAPE<br />

OF<br />

INVOLVES CHANGING THE NUMBER OF TAPE CHANNELS BY<br />

CONVERSION<br />

TAPE CONDITION CAN BE DETERMINED AND TAPE CAN BE<br />

TESTING<br />

FOR REPAIR OR REPLACEMENI TESTING IS PERFORMEO<br />

CLASSIFIED<br />

REAOING AND WRIIING ON THE TAPE.<br />

BY<br />

ORGANIZATION CAN DETERMINE REHABILITATION TIMES<br />

LIBRARY<br />

ROIATIONAL APPROACH CYCLES TAPES THROUGH REHABILITATION<br />

THE<br />

A YEAR. THE IMMEDIATE PLANNED USAGE METHOD REHABILI<br />

IWICE<br />

TAPES JUST PRIOR TO USE. THE EFFECT OF TAPE REHABIL-'<br />

TRIES<br />

IS NOT ONlY INCREASED EFFICIENCY BUT IS A COST<br />

TATION<br />

SAVINGS.<br />

TRIMBLE, G* R.<br />

0203<br />

A COMPUTER TO SIMULATE A COMPUTER.<br />

USING<br />

PROCESSINGt VOL 7-10, CCTCBER 1965, 6 PAGES<br />

DATA<br />

OF THE MORE EXOTIC APPLICATIONS OF DIGITAL COMPUTER<br />

ONE<br />

SIMULATING A COMPUTER ON AN ENTIRELY DIFFERENT COMPUTER<br />

IS<br />

IS VERY USEFLL DURING COMPUTER INSTALLATION REPLACE-'<br />

THIS<br />

TWO SIMULATION OBJECTIVES ARE THAT THE SIMULATOR MUST<br />

MENTS<br />

DUPLICATE FUNCTIONS OF THE MACHINE BEING SIMU-'<br />

ACCURATELY<br />

AND EVERY ADVANTAGE MUST BE TAKEN TC INCREASE SIMU-'<br />

LATED,<br />

SPEED<br />

LATION<br />

SECTION OF THE SIMULATED COMPUTER MUST BE REPRE<br />

EACH<br />

BY USING SPECIFIC REGISTERS OR SUBROUTINES THE MOST<br />

SEATED<br />

PROBLEM IS SIMULATION OF INPUT-OUTPUT FACILITIES<br />

DIFFICULT<br />

FOR DEBUGGING OPERATIONS REQUIRE AODITIONAL CON<br />

SIMULATORS<br />

INFORMATION.<br />

TROL<br />

MANY COMMON CHARACTERISTICS OF COMPUTERS CAN BE<br />

THE<br />

USING GENERALIZED SUBROUTINES. A SIMULATION GEM-'<br />

SIMULATED<br />

CAN BE USED TO PRODUCE SPECIFIC SUBROUTINES TO SIM-'<br />

ERAIOR<br />

SPECIFIC CHARACTERISTICS EMULATION IS A RECENT MEANS<br />

ULATE<br />

FACILITATING SIMULATION LSING COMPUIER HARDWARE FEATURES<br />

OF<br />

SAVOIE, L M.<br />

0204<br />

CONTINUING EDLCATION DROP-OUT, AN INCREASINC PROBLEM<br />

THE<br />

WATERHOUSE REVIEW, VDL 10-2, SUMMER 1965, 4 PAGES<br />

PRICE<br />

TRAINING<br />

UNEMPLOYMENT AND INADEQUATE EDUCATION IN BUST<br />

SEVERE<br />

CONTRIBUTE TO THE PROBLEM OF THE CONTINUING EOUCATION<br />

MESS<br />

OUT THE MAN WHO DOES NOT CONTINUE HIS EDUCATION OUR<br />

DROP<br />

HIS CAREER SAVOIES CONCEPT OF CONTINUING EDUCATION<br />

ING<br />

GRADUATE PROGRAMS, VOCATIONAL TRAINING, CORPORATE<br />

INCLUOES<br />

PROGRAMS, NIGHT SCHOOL, CORRESPONDENCE COURSES, AND<br />

TRAINING<br />

THESE OPPORTUNITIES FLOURISH TODAY MORE THAN EVER<br />

READING<br />

HUGE INCREASES IN BUSINESS RESOURCES HAVE BEEN DE-'<br />

BEFORE.<br />

TD EDUCATION<br />

VOTED<br />

IS A VITAL NECESSITY FIRST IT IS A MEANS OF<br />

EDUCATION<br />

AHEAD. SECOND WITH TODAYS TECHNOLOGICAL CHANGES<br />

GETTING<br />

GREAT DEAL OF EOUCATION IS NEEDED JUST TO STAY EVEN.<br />

A<br />

THERE IS A NEED FOR CONTINUING EOUCATICN APART FROM<br />

THIRD,<br />

REQUIREMENTS II RELATES TO INDIVIDUAL SELF-FULFILLMENT<br />

JOB<br />

TO CULTIVATING INTERESTS FOR A FULLER LIFE EDUCATION IS<br />

AND<br />

AS A WAY OF THINKING TO ENABLE US TO SOLVE PROBLEMS,<br />

NEEDED<br />

TECHNIQUES, AND APPROACH PROBLEMS WITH CREATIVITY<br />

LEARN<br />

JAQLES, ELLIOT<br />

C205<br />

MANY MANAGEMENT LEVELS<br />

TOO<br />

MANAGEMENT REVIEW, VOL 8, I, FALL 1965, 8 PAGES<br />

CALIFORNIA<br />

ABILITIES<br />

ROLE<br />

COMPANIES TODAY SUFFER FROM HAVING TOO MANY<br />

MANY<br />

IN THEIR MANAGERIAL LINES THE AUTHOR ARGUES THAT<br />

LEVELS<br />

NUMBER OF LEVELS THAT AN ORGANIZATION SHOULD HAVE CAN<br />

THE<br />

DECIDED ON PRINCIPLE SEVEN LEVELS IN ALL ARE SUFFICIENT<br />

BE<br />

MANAGE THE VERY LARGEST DF CORPORATIONS THESE SEVEN<br />

TO<br />

OF ORGANIZATION ARISE FROM THE FACT THAT THERE ARE<br />

LEVELS<br />

DISTINGUISHABLE LEVELS OF CAPACITY GROUPINGS AMONG THE<br />

SEVEN<br />

OF ANY LARGE POPULATION AFTER DISCUSSION OF THE<br />

MEMBERS<br />

ABILIIIES OF MANAGER, AND DEFINING THE MANAGERIAL<br />

DIFFERENT<br />

AND THE MANAGER-SUBORDINATE RELATIONSHIP JAQUES SHOWS<br />

ROLE<br />

EXISTENCE OF CERTAIN ORGANIZATIONS OF DIFFERENT MAGNI-'<br />

THE<br />

THESE COMPANIES ARE ORGANIZED WITHIN A RANGE OF TWO TC<br />

TUOE<br />

LEVELS, DEPENDING ON IHEIR SIZE AND SCALE OF OPERATION<br />

SEVEN<br />

MORE THAN THE NUMBER OF LEVELS REQUISITE FOR THE OR-'<br />

HAVING<br />

IMPAIRS IHE DEVELOPMENT OF EFFECTIVE MANAGERS,<br />

GANIZATION<br />

SOUND MANAGER-SLBORDINATE RELATIONSHIPS<br />

AND<br />

MENKHAUS, E J.<br />

0206<br />

TOOL IN A TOTAL SYSTEM<br />

ESSENTIAL<br />

AUTOMATION, VOL 12 NO 10, OCTOBER 1965, PAGES<br />

BUSINESS<br />

STORAGE-DATA, MICROFILM<br />

DOCUMENT<br />

ARTICLE DESCRIBES THE MICROFILM METHODS USED BY<br />

THIS<br />

C PENNY CO. CATALOG DIVISION AS PART OF A DESIGN FOR<br />

J.<br />

THE EFFICIENCY OF THEIR ELECTRONIC SYSTEM. BASIC<br />

ENLARGING<br />

METHODS ARE PLAYING VITAL, EVERYDAY ROLES IN THE<br />

MICROFILM<br />

BILLING AND CREDIT CONTROL OPERATIONS<br />

ORGANIZATIONS<br />

EVERY TYPE OF DOCUMENT THAT GOES THROUGH THE<br />

VIRTUALLY<br />

IS FILMED AI SOME STAGE OF THE PROCESSING CYCLE IN<br />

SYSTEM<br />

VARIOUS OPERATING REPORTS AND RESEARCh LISTINGS,<br />

ADDITION<br />

FROM ACTIVITY PROCESSED THROUGH THE COMPUTER, ARE<br />

COMPILED<br />

OUT AND MICROFILMED<br />

PRINTED<br />

MICROFILM SYSTEM HAS PROVEN TO BE A COMPACT, RAP<br />

THE<br />

ACCESSIBLE STORAGE MEDIA DAILY USE OF THE EXISTING<br />

IOLY<br />

HAS FOCUSED ATTENTION CN AREAS OF POTENTIAL<br />

INSTALLATION<br />

WHERE TIME CAN BE SAVED AND EFFICIENCY IMPROVED<br />

APPLICATION<br />

OF CATALOG CYCLE<br />

DIAGRAM<br />

LUSIIG, H. A<br />

C20T<br />

ON FILM FROM BIT TO MICRO-IMAGE<br />

PRINIOUT<br />

AUTOMATION, VOL 12 NO 0, OCTOBER 1965, 6 PAGES<br />

BUSINESS<br />

STORAGE-DATA, MICROFILM<br />

DOCUMENT,<br />

KODAK CO IS PIONEERING NEW WAYS OF USING<br />

EASTMAN<br />

AND ALONG WITH IT FILM READING AND PRINTING<br />

MICROFILM,<br />

FOR THE COMPANYS OWN INTERNAL BENEFITS AS WELL<br />

EQUIPMENT,<br />

TO SET AN EXAMPLE FOR OTHERS. THEIR WIDE-RANCING MANAGE-'<br />

AS<br />

INFORMATION SYSIEM UTILIZES SOPHISTICATED COMPUTER<br />

PENT<br />

LINKS IN MULTIPLE CONTROL AREAS.<br />

MICROFILM<br />

DATA PROCESSING PROVIDED A SOLUTION TO MOST<br />

ELECTRONIC<br />

THE GROWING AMOUNT OF PAPERWORK, BUT IT DID NOT PROVIDE A<br />

OF<br />

TO THE BASIC HANDLING PROBLEMS CREATED BY A RISING<br />

SOLUTION<br />

OF PAPER MICROFILM SEEMED TO PROVIDE THE ANSWER<br />

AMOUNT<br />

DIONT ELIMINATE THE NEED FOR SOME HARDCOPY PRINTOUT,<br />

THIS<br />

MAKING EXTRA COPIES FROM FILM PROVED TO BE FASTER AND<br />

BUT<br />

THAN COMPUTER PRINTOUT IHE AMOUNT OF PAPER REPAINEE<br />

CHEAPER<br />

PROBLEM UNTIL THEY INSTALLED THE S-C 4400 COMPUTER OOCU<br />

A<br />

RECORDER, CAPABLE OF TRANSFERRING DATA FROM MAGNETIC<br />

PENT<br />

TO A CATHODE RAY TUBE, AS AN OFF-LINE PRINTER TOGETHER<br />

TAPE<br />

A MAGNETIC TAPE UNIT, A FILM PROCESSOR, AND A READER<br />

WITH<br />

KORNBLbM, R. D.<br />

0208<br />

MACRO VIEW OF MICROFILM<br />

A<br />

AUTOMATION, VOL 12 NO TO, OCTOBER 19&5, PAGES<br />

BUSINESS<br />

STORAGE-OATA<br />

RETRIEVAL,<br />

ARTICLE IS A REPORT OF AN IN-DEPTH SURVEY OF EX-'<br />

THIS<br />

ON VARYING ASPECTS OF MICRO-IMAGE DATA SICRAGE ON FILM<br />

PERTS<br />

OATA PROCESSING AND FILM-INVOLVED ASSOCIATIONS,<br />

REPRESENTING<br />

OF DP EQUIPMENT, PRODUCERS OF FILM ORIENTED<br />

MANUFACTURERS

STORAGE HARDWARE AND SUPPLIES, AND EDP USERS WITH PRE-'<br />

DATA<br />

OR FUTURE FILM APPLICATIONS.<br />

SENT<br />

STRESS THAT MICRC-IMAGE, FILM-BASED, DATA<br />

RESULTS<br />

AND RETRIEVAL METHODS ARE ALREADY PERFORMING SOME<br />

STORAGE<br />

MICROFILM, MICROFICHE, APERTURE CARDS, AND OTHER MICRO-'<br />

OF<br />

WILL BEGIk IN CUANTITY MCST APPLICATIONS WILL BE AS<br />

FORMS<br />

TO COMPUTER DATA PROCESSING METHOCSt USUALLY OFF<br />

ADJUNCTS<br />

BIT WITH SOME FASCINAIING ON-LINE PROJECTS<br />

LINE,<br />

INDUSTRY OPINION SURVEY SHOWS UP MUCH VARIETY AS<br />

THIS<br />

THE WHERES, WHYS, AND WHIMS OF FILM-BASEO DATA HANDLING<br />

TO<br />

INDICAIING THAT OFFICE AUTOMATION WILL SEE IN<br />

PRDCEDLRES,<br />

MORE FILM-DRIENTED TECHNIQUES.<br />

CREASINGLY<br />

O SHIELDS, J B<br />

0209<br />

OF EDP PERSONNEL.'<br />

SELECTION<br />

JOURNAL, VGL 44 NE 9, OCTOBER 196fi PAGES<br />

PERSONNEL<br />

PROGRAMMER, COMPUTER<br />

RECRUITING,<br />

DATA PROCESSING REVOLUTION HAS BROUGHT NEW JOB<br />

THE<br />

PRESENTING PROBLEMS OF RECRUITING, SELECTING,<br />

CONCEPTS<br />

CCMPENSATING, AND MOTIVATING FOR THE PERSONNEL MAN<br />

TRAINING,<br />

OF THE HEAD MEN SHOULD REST WITH IHE EXECUTIVE<br />

SELECTION<br />

WILL BE HELD ACCCUNTABLE IF THE SYSTEM FAILS PEOPLE WHC<br />

WHO<br />

CAPABLE, WILLING, ALERT, ENERGETIC, AND IMAGINATIVE ARE<br />

ARE<br />

PEOPLE CHOSEN SHOULD HAVE THE ABILITY TO DETERMINE<br />

NEEOEO<br />

AND KEEP IHEM UNDER CONTROL THEY SHOULD BE ENTHUSI<br />

COSTS<br />

ABOUT CHANGE<br />

ASTIC<br />

SCREENING PEOPLE FOR ECP, TESTING CAN BE A SIGNIFI<br />

IN<br />

HELP, BUT IT IS MERELY ONE OF A NUMBER OF TOOLS TEST<br />

CANT<br />

IS NOT A SUBSTITUTE FOR DEPTH INTERVIEWS, REFERENCE<br />

ING<br />

CREDIT CHECKS, AND OTHER DEVICES<br />

CHECKS,<br />

IN SELECTING THE RATA PROCESSING EXECUTIVE, PLAN<br />

CARE<br />

AND BUDGET MAKER, AND MANAGER SUPERVISOR* AS WELL AS<br />

NER,<br />

ANALYST PROGRAMMER, COMPUTER DPERATOR AND TAPE<br />

SYSTEMS<br />

IS ESSENTIAL<br />

LIBRARIAN<br />

BOCKLEY, P W.<br />

C2IO<br />

DISCIPLINE A POSITIVE PROFIT TOOL.'<br />

EFFECTIVE<br />

JOURNAL VOL 44 NO 9 OCTOBER I965 PAGES<br />

PERSONNEL<br />

SUPERVISORS<br />

TRAINING<br />

ESTABLISHING OR REVITALIZING AN INDUSTRIAL DISCIP<br />

IN<br />

PROGRAM CONSIDERATION MUST BE GIVEN TO PRESENT DIS<br />

LINE<br />

PROCEDURE PAST PRACTICE, TYPES OF EMPLOYEES LINE<br />

CIPLINARY<br />

OPERATING PHILOSOPHY AND NEEDS<br />

MANAGEMENTS<br />

MUST BE WELL TRAINED TO ADMINISTER SUCH A<br />

SUPERVISORS<br />

IF IT IS NOT ADMINISTERED FAIRLY AND CONSISTENTLY<br />

PROGRAM<br />

ALL WORK AREAS IT WILL NET WORK IF EMPLOYEES DDNT UN<br />

IN<br />

IT, THEIR REACTION WILL BE NEGATIVE AND THE PROGRAM<br />

DERSTAND<br />

BE INEFFECTIVE TRAINING REQUIRES THOROUGH PLANNING IN<br />

WILL<br />

INTRODUCTION AND APPLICATION<br />

THE<br />

BASIC OBJECTIVE OF INDUSTRIAL DISCIPLINE SHOULD BE<br />

THE<br />

MAKE THE COMPANY STRONGER IT SHOULD BE VIEWED AS APOS-'<br />

TO<br />

PROFIT TGOL IHE PROGRAM SHOULD BE DESIGNED WITH A<br />

ITIVE<br />

TO ITS OVER-ALL EFFECT UPON THE ABILITY OF SUPERVISORS<br />

VIEW<br />

MEEI PRODUCTIDN OBJECTIVES. EFFECT UPON PRODUCTIVITY AND<br />

TO<br />

SHOULD BE MEASURED, AND IMPAT UPCN EMPLOYEE<br />

PROFITABILITY<br />

SHOULD BE ANTIC[PATEO<br />

GROUP<br />

BEHLING, O.<br />

C21I<br />

OTHER HALF OF RECRUITING<br />

THE<br />

JOURNAL, VEt 44 NC 9, OCTOBER Ig65, S PAGES<br />

PERSONNEL<br />

RECRUITER HIRING<br />

SELECT,<br />

IS A SECOND HALF OF RECRUITING, THE ACTUAL HIRINC<br />

THERE<br />

THE BEST QUALIFIED CANDIOATES. GIVEN THE COMPETITION FOR<br />

OF<br />

CANDIDATES THE PERSONNEL OIRECTCR SHOULD REALIZE<br />

QUALIFIED<br />

NECESSITY FOR ORGANIZED EFFORTS TO HIRE AS WELL AS SE-'<br />

THE<br />

EMPLOYEES HOWEVER, THERE IS A LACK OF MATERIAL AVAIL<br />

LECT<br />

TO RECRUITERS WISHING IO IMPROVE THEIR HIRING SKILLS<br />

ABLE<br />

FALLACIES TYPIFY THE APPROACH F MANY RECRUIT<br />

CERTAIN<br />

THEY MAY TAKE THE APPRCACH THAT NOTHING ThEY CAN CD<br />

ERS<br />

INFLUENCE THE CANDIDATE THE IOEA THAT THE DECISION TO<br />

WILL<br />

AN EMPLOYMENT OFFER IS BASED STRICTLY ON THE APPLI-'<br />

ACCEPT<br />

PERCEPTION OF THE JOB ITSELF IS ALSO FALSE THE AS-'<br />

CANTS<br />

THAT HIRING EFFORTS MAY BE LIMITED TO SPECIFIC<br />

SUMPTION<br />

OF THE SERIES OF CGNTACTS THAT MAKE UP THE RELA<br />

PORTIONS<br />

BETWEEN CANDIDATE ANd COMPANY IS ANOTHER FALLACY<br />

TIONSHIP<br />

OF TFE IMPORTANCE OF THE HIRING FUNCTION AND<br />

AWARENESS<br />

INFLUENCE OF THE RECRUITER ON ITS EFFECTIVENESS ARE<br />

THE<br />

ADDITIONAL HELPFCL TECHNIQUES ARE GIVEN<br />

IMPORTANT.<br />

ADELBERG, M<br />

02L2<br />

CHALLENGE OF TODAYS PERSONNEL ADMINISTRATION<br />

THE<br />

VDL 42 NO 5 SEPTEMBER-OCTOBER L965, 4 PAGES<br />

PERSONNEL,<br />

AITITbDES* SATISFACTION<br />

MOTIVATION,<br />

THE PERSONNEL MANAGER IS TO KEEP ABREAST OF THE<br />

IF<br />

HE MUST REDEFINE HIS RCLE AND REFOCUS HIS OBJECTIVES<br />

TIMES,<br />

TIE THEM IN MORE CLOSELY WITH CORPORATE GOALS. TOOAYS<br />

TO<br />

ENVIRONMENT DEMANDS THAT THE PERSONNEL MANAGER<br />

CORPORATE<br />

BETWEEN THE MICROSCOPE AND THE TELESCOPE IN LOOKING<br />

CHOOSE<br />

HIS JOB.<br />

AT<br />

FEELS THAT IF PERSONNEL MANAGERS ARE TO BE<br />

AOELBERG<br />

MEMBERS OF THE MANAGEMENT TEAM, THEY SHOULD<br />

CONTRIBLTING<br />

THINKING OF THE CDNPANYS WORKFORCE AS A COLLECTION OF<br />

STOP<br />

WHOSE SOCIAL BEHAVIOR, MOTIVATICN, ATTITUDES,<br />

INDIVIDLALS<br />

AND MENTAL HEALTH ARE OF CHIEF CCNCERN. RATHER<br />

OPINIONS<br />

SHOULD BE REGARDED MORE AS A PRIME INDUSTRIAL RE<br />

MANPOWER<br />

THAT MUST BE INTELLIGENTLY PLANNED AND CENTROLLED<br />

SOURCE<br />

THE PERSONNEL FUNCTION, THE MAJOR CHALLENGE IS THAT<br />

IN<br />

ALTERING AND ENLARGING PERSPECTIVE AND COMPETENCY<br />

OF<br />

BAILEY, R. E JENSEN, B<br />

B213<br />

TROUBLESOME TRANSITION FROM SCIENTIST TO MANAGER<br />

THE<br />

VDL 42 NO 5 SEPTEMBER-OCTOBER 1965, 7 PAGES<br />

PERSONNEL,<br />

SELECTION, PROMOTIONS<br />

SUPERVISION,<br />

AUTHORS BELIEVE THE TROUBLE WITH R AND D MANAGEMENT<br />

THE<br />

FRDM THE FACT THAT NEITHER THE TECHNICAL MANt NOR<br />

STEMS<br />

RESPONSIBLE FOR APPOINTING MANAGERS UNDERSTAND THE<br />

THOSE<br />

OF THE TRANSITION CONSEQUENTLY, THE WRONG MEN ARE<br />

STRESSES<br />

PROMOTED TO MANAGEMENT AND LEFT TO FLOUNDER IN A<br />

OFTEN<br />

OF DIFFICULTIES THEY HAVENT BEEN PREPARED FOR.<br />

MORASS<br />

FULL SIGNIFICANCE CF THE TRANSITION FROM SPECIALIST<br />

IHE<br />

SELOOM EVIDENT AT THE FIRST-LINE SUPERVISORY LEVEL WHERE<br />

IS<br />

107<br />

MAN IS STILL IMMERSED IN TECHNICAL OETAILS THE CRUCIAL<br />

THE<br />

IAKES PLACE AT THE SECOND LEVEL OF SUPERVISION AS<br />

CHANGE<br />

NUMBER OF PEOPLE UNDER THE MANAGERS DIRECTION INCREASES<br />

THE<br />

TIME MUST BE SPENT COORDINATING THEIR EFFORTS<br />

MORE<br />

SOME EXTENT, THE PROBLEM COULD BE REDUCED BY BETTER<br />

TO<br />

STEPS SHOULD BE TAKEN TO SEE THAT THE MANAGER IS<br />

SELECTION<br />

ADEQUATE INSTRUCTION IN HANDLING PURELY ADMINISTRATIVE<br />

GIVEN<br />

OF HIS JOB ABOVE ALL, HE SHOULD BE HELPED TO FIND<br />

ASPECTS<br />

IT MEANS FOR HIM TO BE A MANAGER<br />

WHAT<br />

ROBERTS, To S.<br />

0214<br />

MANAGERS IO MAKE DECISIONS THE IN-BASKET METHOD<br />

TRAINING<br />

VOL 42 NO S, SEPTEMBER-OCTOBER 1965, 9 PAGES<br />

PERSONNEL<br />

COMPANIES ARE FINOING THE IN-BASKET TECHNIQUE<br />

MANY<br />

MANY ADVANTAGES AS A MEANS OF DEVELOPING THE MAN-'<br />

POSSESSES<br />

DECISION-MAKING SKILLS.<br />

AGERS<br />

IN-BASKET METHOD IS A VARIANI OF THE CASE MEIHOD,<br />

THE<br />

THE BEST THE CASE METHOD HAS TO OFFER, BUT<br />

INCCRPORATING<br />

MORE FLEXIBILITY, MORE REALISM AND EASIER TRANSFER<br />

OFFERING<br />

THE BEHAVIOR LEARNED TO IHE JOB IN-BASKETS ARE USUALLY<br />

OF<br />

WITH MORE THAN ONE ASPECT OF A PARTICULAR MAN<br />

ASSOCIATED<br />

POSITIDN. TFE IN-BASKET PROVIDES ONLY SIGNIFICANT<br />

AGEMENT<br />

OF INFORMAIION &ITH FEW EXTRANEOUS ONES* AND IT IS DE-'<br />

BITS<br />

AROUND IYPICAL BUSINESS SITUATIONS.<br />

SIGNED<br />

PARTICIPANT SIARTS OUT BY WORKING THRDUGH THE CASE<br />

THE<br />

WITHIN A SPECIFIED TIME LIMIT HE APPLIES HIS NORMAL<br />

HIMSELF<br />

OF MAKING DECISIONS AND SOLVING PROBLEMS ON THE JOB<br />

MEIHODS<br />

ALL THE PARTICIPANTS MEET TD DISCUSS THE IN<br />

SUBSEQUENTLY,<br />

AND IT IS IN THIS PHASE THAT FRUE LEARNING OCCURS.<br />

BASKET,<br />

TRAINING SATISFACTORILY SIMULATES DECISION-MAKING.<br />

IN-BASKET<br />

SEGALL,<br />

O215<br />

PROPAGATION OF BULLDOZERS A REVIEW ARTELEo'<br />

THE<br />

JOURNAL OF BUSINESS VOL 8 NO 4, OCTOBER 1965, 6 PAGES<br />

THE<br />

URBAN-RENEWAL<br />

WELFARE<br />

MIGHT EXPECT THAT MANY ECONOMIC POLICIES ARE INEF<br />

WE<br />

OR ONLY MODERATELY EFFECTIVE OR EFFECTIVE BUT TOb<br />

FECTIVE<br />

RELATIVE TO BENEFITS WE SHOULD NOT EXPECT TO FINO<br />

COSTLY<br />

POLICIES WHOSE RESULTS ARE THE OPPOSITE OF THOSE IN-'<br />

ANY<br />

MARTIN ANDERSON, IN THE FEDERAL BULLDOZER, CHARGES<br />

TENDED<br />

THE URBAN-RENEWAL PROGRAM HAS THIS RESULT WHAT MAKES<br />

THAT<br />

FINDING SO SUGGESTIVE IS THAT IT OCCURS IN A<br />

ANDERSONS<br />

AREA WHERE PERVERSE RESULTS ARE LEAST<br />

IAL-WELFARE-POLICY<br />

TOLERABLE<br />

ARTICLE IS A REVIEW OF THE FEDERAL BULLDOZER, AN<br />

THIS<br />

BOOK BECAUSE EMPIRICAL EVALUATIONS OF ECONOMIC<br />

IMPORTANT<br />

ARE RARE THE MAIN FAULT OF THE BCOK IS THAT THE<br />

POLICIES<br />

DOES NOT ALWAYS OBSERVE THE LIMITATIONS IMPOSE ON<br />

AUTHOR<br />

BY THE DATA NEVERTHELESS THE BOOK IS WORTH REAOING<br />

HIM<br />

ROSENFELD, M SMITH, M<br />

0216<br />

EMERGENCE OF MANAGEMENT THEORY Z, PART ONE<br />

THE<br />

JOURNAL, VOL 44 NC 9, OCTOBER Ig&5 6 PAGES<br />

PERSONNEL<br />

ARTICLE SERVES AS A GENERAL INTRODUCTION AND DEF<br />

THIS<br />

OF PRESENT MANAGEMENT THEORIES AS EXPRESSED IN<br />

INITION<br />

THEORY X AND THEORY Y, AND INTRODUCES A NOOIFI<br />

MACGREGDRS<br />

TERMED THEORY Z<br />

CATION<br />

BASIC ASSUMPTION CENCERNINO HUMAN BEHAVIOR IN<br />

THE<br />

IS THAT THE WANTS AND NEEDS OF THE INDIVIDUAL ARE<br />

THEORY<br />

CONSISTENT WITH THE DEMANDS OF THE FIRM, THUS THE MAIN<br />

NOT<br />

OF MANAGEMENT BECOMES COERCIVE IN NATURE THE BASIC<br />

TASK<br />

ABOUT HUMAN BEHAVIOR IN THEORY Y IS THAT INDIV<br />

ASSUMPTION<br />

DESIRES ARE USUALLY CCNSISTENT WITH THOSE OF THE OR<br />

IDUAL<br />

THE BASIC FAULT WITH THESE THEORIES IS THEIR<br />

GANIZATION.<br />

ASSUMPTION OF A CERTAIN SET OF BEHAVIDRIAL CHARAC<br />

BLANKET<br />

COMMON TO ALL PEOPLE<br />

TERISTICS<br />

BASIS OF THEORY Z IS THE CONTENTION THAT MOST HU<br />

THE<br />

IN AN INDUSTRIAL FRAMEWORK EXIST IN ONE OR MORE OF FOUR<br />

MAWS<br />

STAGES THE PURITANICAL, POWER, GROUP, OR FREE<br />

BEHAVIOR<br />

STAGE<br />

CAMPBELL S G<br />

C217<br />

SOME PROBLEMS POTENTIALITIES, AND IMPLICATION<br />

TIME-SHARING<br />

PRDCESSING VOL 7-9 SEPTEMBER 1965, 4 PAGES<br />

DATA<br />

CAMPBELL DEFINES TIME-SHARING IN TERMS OF ITS OB-'<br />

DR.<br />

OF MULTIPLE USERS AVAILABILITY DF FULL POWER, USER<br />

JECTIVES<br />

AND COMMUNICATIONS THE PRIMARY OBJECTIVE IS THAT<br />

LOCATION,<br />

NUMBER OF USERS CAN USE TFE COMPUTER AT THE SAME TIME<br />

A<br />

HAVE BEEN GREATLY SUCCESSFUL IN ANALYZING<br />

COMPUTERS<br />

COMPLEX DATA STRUCTURES ON THE OTHER HAND LIITLE<br />

LARGEr<br />

HAS BEEN ACHIEVED IN SYNTHETIC OR CREATIVE APPLICA-'<br />

SUCCESS<br />

PROVIDING BEITER INF£RMATION AT THE RIGHT TIME MAY<br />

TICNS<br />

TO QUALITATIVE IMPROVEMENTS<br />

LEAD<br />

PROGRAMMING CHALLENGE OF TIME-SHARING IS TO PROVIDE<br />

THE<br />

AND MINIMIZE OVERHEAD DEVELOPMENTS OF NEW<br />

TRANSPARENCY<br />

LANGUAGES FCR SPECIFIC PROBLEMS SHOULD HELP TIME<br />

SPECIFIC<br />

SYSTEMS ABILITIES<br />

SHARING<br />

ECONOMICS OF TIME-SHARING STSTEMS IS TO ALLOW HAN<br />

THE<br />

OF PROBABLE LOADS EFFICIENTLY WITH OOSIS SHARED MAR<br />

DLING<br />

DEMANDS FOR TIME-SHARING APPLICATIONS IN ANALYSIS IS<br />

KIT<br />

BUT NEW DEMAND FOR DECISION-MAKING APPLICATIONS GROWS<br />

GREAT<br />

SANDERS, O H<br />

C218<br />

EXPERIENCES OF SMALL COMPANIES.<br />

EDP<br />

INSURANCE NEWS* VCL 66, 7 NOVEMBER 1965, 5 PAGES<br />

BESTS<br />

DATA-PROCESSING<br />

ELECTRONIC DATA-PROCESSING HAS BEEN BROUGHT<br />

SINCE<br />

REACH OF SMALLER ORGANIZATIONS, A RECENT STUDY WAS<br />

WITHIN<br />

TO ANALYZE THE EXPERIENCES OF SMALL BUSINESSES<br />

UNDERTAKEN<br />

THESE DEVELOPMENTS ONE OF THE CLASSIFICATIONS IN THE<br />

WIIH<br />

WAS FINANCE AND INSURANCE.<br />

SAMPLE<br />

ANNUAL VOLUMES DF PAPER WORK PROCESSED IN YEAR<br />

AVERAGE<br />

THE COMPUTER WAS USE WERE COMPARED TO THE AVERAGE<br />

BEFORE<br />

VOLUME FIGLRES AT THE TIME OF INTERVIEW SUCH VOLUME<br />

ANNLAL<br />

INCREASED IN SEVEN OF TEN SMALL INSURANCE COMPANIES. IF<br />

HAD<br />

ASSUMES THAT INCREASED VOLUME REPRESENTS ADDITIONAL<br />

ONE<br />

THEN THE LOWERING OF THE AVERAGE COST REPRESENTS A<br />

GAINS,<br />

DESIRABLE EXPERIENCE. ONE-HALF OF THE FIRMS WERE ABLE TO

THEIR AVERAGE COSTS. IN ADDITION TO THE REDUCTION OF<br />

REDUCE<br />

COST OBJECIIVE, OTHERS WERE GREATER ACCURACY, FASTER<br />

AVERAGE<br />

AND BETIER CUSTOMER SERVICE FEAR OF A REOUCTION<br />

REPORTS,<br />

AND SOCIAL NEED SATISFACTIONS PLAYED MAJOR ROLE<br />

SECURITY<br />

CREAIING RESISTANCE TO THE CHANGE TO COMPUTER METHODS<br />

IN<br />

JONES, L D<br />

0219<br />

REPORTS ON PROGRAMMED INSIRUCTION<br />

BANK<br />

VOL 58-2, AUGUST 1965 2 PAGES<br />

BANKING,<br />

TRAINING<br />

INSTRUCTION, A NEW TECHNIQUE IN LEARNING,<br />

PROGRAMMED<br />

BEEN IMPLEMENTED IN THE EMPLOYEE TRAINING AND ORIENTA-'<br />

HAS<br />

PROGRAM AT THE NATIONAL BANK OF WESTCHESTER ITS SUC-'<br />

TION<br />

DEPENDS ON SELF-INSIRUCTION, DECENTRALIZATION OF<br />

CESS<br />

UNIFORMITY OF CONIENT, SHORTER TRAINING PROGRAMS<br />

TRAINING,<br />

PILOT PROGRAM WITH SUMMER COLLEGE TRAIN-'<br />

WESTCHESTERS<br />

WAS AIMED AT TWO GOALS REDUCE THE LENGTH OF THE<br />

EES<br />

SCHEDULE AND MAINTAIN OR INCREASE THE GUALITY OF<br />

TRAINING<br />

A BRIEF CONCEPT OF PROGRAMMED INSTRUCTION WAS<br />

INSTRUCTION<br />

TO THE TRAINEES TO MOTIVATE THEM TO WANT TO LEARN.<br />

GIVEN<br />

ADMINISTERED AFTER EACH SEGMENT OF LEARNING SHOWED<br />

TESTS<br />

RESPONSES AND YIELDED HIGH SCORES THE SPEED OF LEARN-'<br />

GOOD<br />

CAN BE GEARED IO INDIVICUAL PACES AND CAPABILITIES<br />

ING<br />

ANO REVIEW LEARNING SERVE WELL IN TEACHING BANK<br />

REPITITIVE<br />

THE BANK STATES THAT EMPLOYEE MORALE IS HIGHER<br />

INFORMATION<br />

TURNOVER IS LOWER SINCE PROGRAMMED INSIRUCTION WAS IN-'<br />

AND<br />

EFFICIENCY AND MOTIVATION ALSO INCREASED NOTICABLY<br />

TROCUCED<br />

KUSHNER, A<br />

0220<br />

PLANNING<br />

SYSTEMS<br />

INSURANCE NEWS, VOL 66, 7, NOVEMBER 19&5, & PAGES<br />

BESTS<br />

DATA-PROCESSING<br />

MORE DATA-PROCESSING WORK HAS BEEN CONVERTED TO<br />

AS<br />

THE PROPER ROLE AND ORGANIZATIONAL LOCATION FOR<br />

COMPUTERS,<br />

PLANNING RESPONSIBILITIES HAS BECOME AN INCREAS-'<br />

SYSTEMS<br />

IMPORTANT PROBLEM THE CONTROVERSIES SYMPTOMATIC OF<br />

INGLY<br />

PROBLEM ARISE OVER THE ROLE OF THE SYSTEMS FUNCTION,<br />

THIS<br />

ROLE OF THE COMPUTER PROGRAMMING FUNCTION, AND OVER<br />

THE<br />

OPERATIONS A SUBSTANTIAL NUMBER OF THESE PROBLEMS<br />

COMPUTER<br />

BE SOLVED BY PROPER ORGANIZATION WITH CCMPETENT PEOPLE<br />

MAY<br />

AS PROGRAMMING IS CONCERNED, THE SOLUTION IS A SEP-'<br />

INSOFAR<br />

PROGRAMMING GROUP BUT ONE WHICH IS CLOSELY COORDINATED<br />

ARAIE<br />

THE SYSTEMS PLANNING GROUP<br />

W[TH<br />

RELATIONSHIP BETWEEN SYSTEMS PLANNING AND DATA--'<br />

THE<br />

OPERATIONS IS CRITICAL AND THE ULTIMATE GOAL IS<br />

PROCESSING<br />

DEVELOP A COOPERATIVE SPIRIT BETWEEN THE TWO THE CONDUCT<br />

TO<br />

A SPECIAL STUDY BY THE GROUPS HAS FOUR BASIC STEPS DE-'<br />

OF<br />

OF A PLAN, FACTFINDING, DEVELOPMENT OF A SOLUTION<br />

VELOPMENT<br />

DETAIL, AND INSTALLATION OF APPROVED PROCEDURES<br />

IN<br />

CLARK, H A<br />

0221<br />

INCOME GOALS<br />

RETIREMENT<br />

JOURNAL OF THE AMERICAN SOCIETY OF CHARTEREC LIFE<br />

THE<br />

UNDERWRITERS, VOL 19, 4 FALL 1965, 11 PAGES<br />

SOCIAL SECURITY ADMINISTRATION STUDY IN 1963 INOI-'<br />

A<br />

AN INCREASING USE OF THE OPTION OF RETIRING AT AGE 62<br />

CATES<br />

REDUCED BENEFITS ONE OF THE KEY ELEMENTS IN A SATIS-'<br />

WITH<br />

ADJUSTMENT TO RETIREMENT IS AN ADEQUATE RETIREMENT<br />

FACTORY<br />

TO WHAT EXTENT WILL SOCIAL SECURITY BENEFITS, PRI-'<br />

INCOME<br />

RETIREMENT INCOMES, AND PERSONAL SAVINGS PROVIDE THE<br />

VATE<br />

LEVEL OF INCOME<br />

NECESSARY<br />

INCREASES IN SOCIAL SECURIIY BENEFITS ARE<br />

PLANNED<br />

THE OPPORTUNITIES FOR INDIVIDUAL SAVINGS THROUGH<br />

CONSIDERED<br />

AND INSURANCE CONTRACT ARE EXPLORED. THE AUTHOR<br />

ANNUITY<br />

THAT FORTHER STUDY IS NECESSARY TO ESTABLISH<br />

CONCLUDES<br />

OVER-ALL RETIREMENT INCOME GOALS, THAT A LEVEL<br />

APPROPRIATE<br />

RETIREMENT INCOME SUBSTANTIALLY GREATER THAN PRESENTLY<br />

OF<br />

WILL BE NECESSARY, AND THAT GREATER EMPHASIS WILL BE<br />

ASSLMEO<br />

ON INDIVIDUAL FINANCIAL PLANNING FOR RETIREMENT.<br />

PLACED<br />

BELOA, 8 J.<br />

0222<br />

AT WORK<br />

OPERATIONS-RESEARCH<br />

ASSOCIATION OF ACCOUNTANTS BULLETIN, VOL 46, 12,<br />

NATIONAL<br />

AUGUST 1965, PAGES<br />

PRESENTATION OF THE OPERATIONS-RESEARCH APPRADCH<br />

THIS<br />

MANAGEMENT PROBLEMS STRESSES THE OPPORTUNITIES CREATED BY<br />

TO<br />

SCIENTIFIC METHODOLOGY AS OPPOSED TO THE LIMITATIONS<br />

ITS<br />

IN THE ACCOUNTING CONVENTIONS.<br />

INHERENT<br />

IS AIMED AT THE DEVELOPMENT OF<br />

OPERATIONS-RESEARCH<br />

SOLUTIONS OF COMPLEX MANAGEMENT PROBLEMS BY USING<br />

TIMUM<br />

EXAMPLES THE AUTHOR ILLUSTRATES THE OPERATIONS--'<br />

SPECIFIC<br />

APPROACH AND SOME OF ITS ACHIEVEMENTS<br />

RESEARCH<br />

EMPHASIZED IN THE ARTICLE WERE THE RESEARCH<br />

ESPECIALLY<br />

CONTROL FEATURES ONCE IHE PROBLEM IS IOENTIFIEO, THE<br />

AND<br />

SPECIFIED, AND PROBABLE RESULTS ESTIMATED, THE<br />

PROGRAM<br />

TECHNICIAN THEN ORGANIZES HIS PRODECURES TO PROVIDE A<br />

SEARCH<br />

CHECK ON HIMSELF AND THE VALIDITY OF THE OBJECTIVES<br />

CONSTANT<br />

OPERATIONS-RESEARCH SOLUTIONS TO RECURRING OPERATING<br />

MOST<br />

INCLUDE A CONTROL MECHANISM THAT IS SENSITIVE TO<br />

PROBLEMS<br />

CHANGES IN THE SYSTEM, THE ORGANIZATION, OR OBJECTIVES<br />

ANY<br />

ZUBAY, E A.<br />

0223<br />

STUDY OF OPERATIONS-RESEARCH IN INSURANCE<br />

FEASIBILITY<br />

THE JOURNAL OF RISK AND INSURANCE VOL 32, 3 SEPT. 1955. I0 P<br />

ARTICLE OUTLINES SOME OF THE OPERATIONS-RESEARCH<br />

THIS<br />

BEING APPLIED IN THE INSURANCE FIELD AND DISCUS-'<br />

IECHNIQUES<br />

SOME OF THE PROBLEMS WHICH THESE TECHNIQUES HAVE COME TO<br />

SES<br />

SOLVE<br />

IN ALL, OPERATIONS-RESEARCH IECHNIZUES ARE NOT USEC<br />

ALL<br />

EXTENSIVELY IN THE INSURANCE INDUSTRY AS IN OTHER INDUS-'<br />

AS<br />

WITHOUT EXCEPTION, HOWEVER, THOSE COMPANIES WHICH<br />

TRIES<br />

APPLIED THE TECHNIQUES WERE JUSTIFIEO IN TERMS OF<br />

HAVE<br />

EFFICIENCY AND ATTAINMENT OF COMPANY OBJECTIVES. THE<br />

CREASED<br />

FRUITFUL APPROACHES ARE MODELS AND SIMULATION, LINEAR<br />

MOST<br />

MONTE CARLO TECHNIQUES, AND CRITICal PATH<br />

PROGRAMMING<br />

ALTHOUGH THERE SEEMS TO BE GENERAL AGREEMENT<br />

SCHEDULING.<br />

STEPS SHOULD BE TAKEN TO FAMILIARIZE MANAGEMENT WITH<br />

THAT<br />

METHOOS THE TWO ACTUARIAL SOCIETIES<br />

OPERATIONS-RESEARCH<br />

108<br />

NOT DEVELOP AN EXAM OEVOTED SOLELY TO OPERATIONS-RE-'<br />

SHOULD<br />

IECHNIQUES HOWEVER, STOPS SHOULC BE TAKEN TO MAKE<br />

SEARCH<br />

METHODS WIDELY UNDERSIOOC IN THE INSURANCE INDUSTRY<br />

THESE<br />

MCFARLANO, O E<br />

C224<br />

HEALTH AND COMPANY EFFICIENCY<br />

ORGANIZATIONAL<br />

TOPICS, VOL 13 NO 3, SUMMER 1965, I3 PAGES<br />

BUSINESS<br />

BUSINESS ORGANIZATION IS HEALTHY TO IHE EXTENT THAT<br />

A<br />

CAN THRIVE IN A COMPETITIVE AND OFTEN HOSTILE ENVIRONMENT<br />

IT<br />

HEALIHY ORGANIZATION IS ACAPTIVE AND INNCVATIVE WITH A<br />

A<br />

TOLERANCE FOR INTERNAL AND ESTERNAL CRISES, AND IHE<br />

HICH<br />

TO FORGE AHEAD TO NEW LEVELS OF ACTIVITY<br />

ABILITY<br />

STRUCTURES EVCLVE THROUGH THREE STAGES<br />

ORGANIZATION<br />

EARLY PATTERN IS BUILT AROUND STRONG LEADERSHIP BY DOM-'<br />

THE<br />

EXECUTIVES THE SECOND STAGE IS MARKED BY THE EMER-'<br />

INANT<br />

OF BUREAUCRATIC STRUCTURES AND ASSOCIATED PATTERNS OF<br />

GENCE<br />

FINALLY, THE FIRM EVOLVES ORGANIZATIONAL<br />

AOMINISTRATION<br />

TO REMEDY THE DEFICIENCIES OF TRADITIONAL BUR-'<br />

ADAPTATIONS<br />

STRUCTURES AND EQUIP THE FIRM FOR FUTURE DEMANDS<br />

EAUCRATIC<br />

TREND IS TOWARD LOOSENING THE STRUCTURE THROUGH THE<br />

THE<br />

OF MORE FLUID AND INFORMAL ARRANGEMENTS AMONG THE<br />

CREATION<br />

POTENTIALLY LEADING TO SUCH RESULTS ARE PROJECT<br />

DEVICES<br />

TASK FORCES AND MANAGEMENT TEAM CONCEPTS, AND<br />

MANAGEMENT,<br />

RESULTS SCHOOL OF THOUGHT IN MANAGEMENT CHART<br />

THE<br />

MCKERSIE, R B<br />

0225<br />

CIVIL RIGHTS REVOLUTION ANC THE BUSINESSMAN<br />

THE<br />

TOPICS, VOL I3 NO , SUMMER 1965, 9 PACES<br />

BUSINESS<br />

CIVIL RIGHTS MOVEMENT HAS PASSED THROUGH THE SIAGES<br />

THE<br />

DEVELOPMENT OF A SOCIAL REVOLUTION WIIH UNPRECEDENTED<br />

OF<br />

LEAVING IHE BUSINESSMAN BEWILDERED BY THE CURRENT<br />

SPEED,<br />

RIGHTS SCENE.<br />

CIVIL<br />

ARTICLE GIVES A REVIEW OF THE MOVEMENT, ANO OIS-'<br />

THIS<br />

THE COURSE IT WILL TAKE IN THE FUTURE DIRECT ACTION<br />

CUSSES<br />

THE NORTH WILL NOT BE AS PROMINENT WITH MANY OF THEIR<br />

IN<br />

ACHIEVED CN PAPER, IN THE CIVIL RIGHTS BILL, THE<br />

OBJECTIVES<br />

COULD TURN TO REALIZING THESE GAINS THROUGH LITI-'<br />

MOVEMENT<br />

MOST OF THE ATTENTION IN THE FUTURE WILL BE TURNEC<br />

GAIION<br />

FILLING JOB OPPORTUNITIES CREATED BY DIRECT ACTION WIT<br />

TO<br />

NEGROES<br />

QUALIFIED<br />

SUBJECT OF NEGRO ENTREPRENEURSHIP SHOULD NOT BE<br />

IHE<br />

BUSINESS OWNERSHIP AND MANAGEMENT BY NEGROES<br />

OVERLOOKED<br />

BE STIMULAIED PROGRAMS AIMED AT LOCATINC AND UP-'<br />

SHOULD<br />

NEGRO TALENT ARE BEING INITIATED MORE BY BUSINESS<br />

GRADING<br />

GOVERNMENT AGENCIES THAN BY THE MOVEMENT ITSELF<br />

AND<br />

HENDERSON, J P.<br />

0226<br />

AS A SOLRCE OF INCOME IN THE LOGGING INOUSIRY<br />

GRATUITIES<br />

TOPICS, VOI 3 NO 3, SUMMER 955, IB PAGES<br />

BUSINESS<br />

TIPS<br />

A SMALL NUMBER OF HOTEL-MOTEL EMPLOYEES, INCOME<br />

FOR<br />

TIPS REPRESENTS AN IMPORTANT SOURCE OF REMUNERATION<br />

FROM<br />

FOR EACH OF THESE CLASSIFICATIONS, INCOME FROM GRATUI-'<br />

BUT<br />

IS THE MAJOR CONSIDERATION SO FAR AS EARNINGS IN THE<br />

TIES<br />

INDUSTRY ARE CONCERNED<br />

LODGING<br />

PATTERN OF INCOME FROM TIPS REFLECTS THE PATTERN OF<br />

THE<br />

INCOME RECEIVED FROM WAGES LOW WAGE AREAS ARE ALSO LOW<br />

THE<br />

AREAS, AND TIPS O0 NOT COMPENSATE FOR REGIONAL DIFFER<br />

TIP<br />

IN WAGES EPLOYEES WORKING IN SMALL ESTABLISHMENTS<br />

ENCES<br />

LESS IN TIPS THAN THOSE IN LARGE ESTABLISHMENTS.<br />

RECEIVE<br />

TIPS AS WELL AS WAGES SHOW A RESPONSE TO MARKET<br />

THUS<br />

AND ARE CLEARLY INFLUENCED BY THE SIZE OF THE ES-'<br />

FORCES<br />

VOLUME OF BUSINESS, COMPOSITION OF THE LABOR<br />

TABLISHMENT,<br />

UNIONIZATION, AND REGIONAL LEVELS OF ECONOMIC<br />

FORCE,<br />

ACTIVITY<br />

TABLES<br />

COCHRAN, R<br />

C22T<br />

EFFICIENT DISTRICT OFFICE<br />

AN<br />

INSURANCE NEWS VOL 66, 8. DECEMBER 965, 2 PAGES.<br />

BESTS<br />

SUPERVISION, CLERICAL<br />

TRAINING,<br />

ASSISIANT VICE PRESIDENT OF INTERSTATE LIFE<br />

COCHRAN,<br />

ACCIDENT, OUTLINES THE PRIMARY FUNCTIONS OF THE DISTRICT<br />

AND<br />

ANO STRESSES THE NEED FOR EFFICIENCY IN THE PROOUC-'<br />

OFFICE<br />

AND SERVICE OF THIS MULTIPLE LINE THE ADVENT OF THE<br />

TICN<br />

HAS HAD A PROFOUND EFFECT UPON OISIRICT OPERATIONS<br />

COMPUTER<br />

HAVE OTHER INPROVEMENTS AS A RESULT OF BETTER PROCEDURES,<br />

AS<br />

ATTENIION, AND BETTER SUPERVISION AND TRAINING<br />

INCREASED<br />

THE CLERICAL DIVISION OF THE DISTRICT OFFICE ANOTHER<br />

IN<br />

WHICH HAS SERVED TO INCREASE EFFICIENCY IS A CASHIERS<br />

AREA<br />

CONSTANT VIGILANCE IS REQUIRED IN ALL AREAS OF<br />

CONVENTION<br />

OFFICE OPERATION, FROM PERSONNEL TO PROCEDURES, TO<br />

OISIRICT<br />

EFFICIENCY. ALSO, MORE COMPANIES ARE GIVING<br />

MAINTAIN<br />

TO DIRECT MAILING OF PREMUIMS FROM POLICY HOLDER<br />

SIDERATIDN<br />

HOME OFFICE, ELIMINATING ANY ADDITIONAL HANOLING BY THE<br />

TO<br />

OFFICE.<br />

OISTRICI<br />

HIRSCH, P<br />

0228<br />

BILL BECOMES LAW<br />

BROOKS<br />

VOL II, I, NOVEMBER I965, 2 PAGES<br />

DAIAMATION,<br />

DATA-PROCESSING, EQUIPMENT<br />

EDP,<br />

BEFORE ADJOURNMENT, CONGRESS PASSED TFE BROOKS<br />

JUST<br />

HR 4845 ALONG WITH SOME OTHER LEGISLATIVE CHANGES<br />

BILL,<br />

IS LIKELY TO HAVE A PROFOUND EFFECT ON UNCLE SANS EDP<br />

IT<br />

NEEDS<br />

EQUIPMENT<br />

HR 4845 SETS UP AN ADMINISTRATOR IN THE GSA<br />

BASICALLY,<br />

PRIME JOB IS TO COORDINATE AND STANCAROIZE THE FUR-'<br />

WHOSE<br />

UTILIZATION, AND DISPOSAL OF ALL EDP EQUIPMENT OWNEO<br />

CHASE,<br />

LEASED BY THE FEDERAL GOVERNMENT THE BUREAU OF THE BUD-'<br />

OR<br />

HAS RESPONSIBILITY FOR FRAMING THE BASIC POLICIES UNDER<br />

GET<br />

IHE ADMINISTRATION OPERAIES. THE MONEY ThE USERS HAVE<br />

WHICH<br />

RECEIVING FROM CONGRESS TO BUY HARDWARE AND SOFTWARE<br />

BEEN<br />

NOW GO INTO A REVOLVING FUND wHICH WILL FINANCE<br />

WILL<br />

OPERATIONS AFTER DISCUSSING THE EFFECTS DF<br />

ADMINISTRATORS<br />

4BB, THE AUIHOR ANALYZES WHEN THEY WILL LIKELY COME<br />

HR<br />

ABOLT.<br />

JONES, H M PONTIUS, V E<br />

0229<br />

OF ACCOUNTING TEACHING VIA TELEVISION.'<br />

SURVEY<br />

THE ACCOUNTING REVIEW, VOL 40, 4, OCTOBER 1965, PAGES

VIA TELEVISION IS ONE METHDD OF COPING WITH<br />

INSTRUCTION<br />

EXPANDING NUMBER OF STUOENIS AND PRLVIDING UALITY IN-'<br />

THE<br />

TO THEM THIS REPORT IS BASED ON A RECENT SURVEY<br />

STRUCTION<br />

IS DESIGNED TO PROVIDE A GENERAL IMPRESSION OF THE IF-'<br />

AND<br />

OF TELEVISED INSTRUCTION AND A STARTING POINT<br />

FECTIVENESS<br />

THOSE WHO WISH TO INVESTIGATE FUR/HER IN THIS REGARD.<br />

FOR<br />

THE SURVEY IT WAS FOLND THAT THE GENERAL REACTION<br />

FROM<br />

TELEVISED INSTRUCTION IS FAVORABLE, THAT THE METHOD AP-'<br />

TO<br />

MOST APPLICABLE IN FIRST-YEAR COURSES, THE USE OF<br />

PEARS<br />

ASSISTANTS DURING TV LECTURES AND LABS IS ADEQUATE,<br />

TEACHING<br />

THAT SOME ADDITIONAL TYPES OF VISUAL AIOS, SUCH AS A<br />

AND<br />

ARE NECESSARY AND DESIRABLE THE OVERRIDING INFER-'<br />

VUGRAPH,<br />

FROM THE SURVEY IS THAT THE SUCCESS OF TELEVISION AS A<br />

ENCE<br />

MEDIUM FOR ACCOUNTING IS HIGHLY DEPENDENT UPON THE<br />

TEACHING<br />

AND CONSCIENTIOUS EFFORTS OF THOSE RESPONSIBLE<br />

ENTHUSIASM<br />

CONDUCTING THE PROGRAM PROPER PLANNING, INSTALLATIDN,<br />

FOR<br />

OPERATION OF TELEVISION INSTRUCTION IS ESSENTIAL.<br />

AND<br />

HYLTON, D<br />

C230<br />

MATCHING REVENLE WITH EXPENSE<br />

ON<br />

ACCGUNTING REVIEW, VOI 40, 4, OCTOBER 1965, PAGES<br />

THE<br />

COST-ACCOUNTING<br />

RECENT YEARS ACCOUNTANTS HAVE SEEN INCREASING<br />

IN<br />

DN MATCHING REVENUE WITH EXPENSE IT MAY BE SUGGEST-'<br />

PHASIS<br />

THAT THIS ACCOUNTING CONVENTICN BE DEFINED AS ASSIGNING<br />

ED<br />

EARNED AND EXPENSE INCURREO TO THE ACCOUNTING PER[DO<br />

REVENUE<br />

WHICH THESE EVENTS OCCUR THE ESSENCE OF THE CONVENTION<br />

IN<br />

REDUCING THE VALUE OF ASSETS IN ACCORD WITH THE FLOW OF<br />

IS<br />

TO WHICH THAT ASSET CONTRIBUTES<br />

REVENUE<br />

SHOWING HOW TO IMPLEMENT AND APPLY ThE CONVEN-'<br />

AFTER<br />

THE AUTHOR EXAMINES A FEW OF THE CURRENT PROCEDURES<br />

TIDN,<br />

HAVE RESULTED FROM THE MATCHING PROCESS SEVERAL CON-'<br />

WHICH<br />

CAN BE DRAWN FROM THE ANALYSIS THE ABSENCE OF<br />

CLUSIONS<br />

SHOULD NOT BE USED AS A JUSTIFICATION FOR CAPITAL-'<br />

REVENUE<br />

EXPENSES COSTS SHOUL BE WRITTEN OFF OVER THE PERIODS<br />

IZING<br />

EXPECTED CONTRIBCTION TO REVENUE THE DECISICN TO CAPI-'<br />

OF<br />

EXPENDITURES FOR AMORTIZATION IN FUTURE PERIODS<br />

TALIZE<br />

BE BASED ON THE PROBABILITY THAT SUCH COSTS WILL<br />

SHOULD<br />

ADDITIONAL REVENUE IN IHOSE PERIODS<br />

PRODUCE<br />

WATSON, T<br />

0231<br />

A MAJOR BUSINESS CHALLENGE<br />

CREATIVITY<br />

JOURNAL OF WORLD BUSINESS, VDL I, DEC 1965, PP<br />

COLUMBIA<br />

IhNOVATIVE-BEHAVICR, EDUCATION<br />

TRAINING,<br />

HIS ARTICLE MR WATSON, CHAIRMAN OF THE BOARD, IBM<br />

IN<br />

EMPHASIZES THE NEED TD REPLENISH AND REPLACE<br />

CORPORATION,<br />

OUR STOCK OF IDEAS, KNOWLEDGE, AND SKILLS IN<br />

CONTINUOUSLY<br />

CORPORATIONS TODAY CORPORATIONS ARE TAKING ON AN<br />

INDUSTRIAL<br />

IMPORTANT EDUCATIONAL FUNCTION. IN FACT, THE EX-'<br />

EXTREMELY<br />

BY PRIVATE INDUSTRY TODAY ON FORMAL EMPLOYEE TRAIN-'<br />

PENSES<br />

IS AT LEAST AS GREAT AS THAT BY ALL U S PRIVATE IN-'<br />

ING<br />

OF HIGHER LEARNING A DECADE AGO<br />

STITUTES<br />

TEND TO ENFORCE A PATTERN OF CONFORMITY<br />

INSTITUTIONS<br />

ABSORBS THE CREATIVE IMPULSES OF THEIR DEPENDENTS ANO<br />

THAT<br />

THE PROCESS CIRCLMSCRIBES ThE OPPORTUNITIES FUR ORGANIZ-'<br />

IN<br />

SELF-RENEWAL AT IBM EFFORTS TO ENCOURAGE INNOVATIVE<br />

ATIONAL<br />

HAVE BEEN CARRIED OUT LARGELY THROUGH INFORMAL ORGAN-'<br />

IDEAS<br />

THE CHALLENGE IS TO BUILD CREATIVITY ITD THE<br />

IZATION<br />

CHAIN OF COMMAND AND THAT WILL NOT BE EASY.<br />

ORGANIZED<br />

CARLSON,<br />

0232<br />

JOBS FOR OLD EXECUTIVES<br />

NEW<br />

JOURNAL OF WORLD BUSINESS, VDL I, DEC 1965, PP<br />

COLUMBIA<br />

DECISION-MAKING<br />

TRAINING,<br />

AND TECHNICIANS JUST DO NOT WEAR AS WELL AS<br />

EXECUTIVES<br />

USED TO WHAT TO DO WITH SPECIALISTS WHOSE KNOWLEDGE IS<br />

THEY<br />

OR THE MANAGER WORN OUT BY THE RIGORS CF DECISION<br />

OBSOLETE<br />

ARE QUESIIDNS FACING BUSINESSMEN TODAY SWEDISH<br />

MAKING<br />

ARGUES THAT WITH A LITTLE ORGANIZATIONAL INGENUITY<br />

AUTHORITY<br />

CAN BE GIVEN USEFUL OUTLETS FOR THEIR TALENTS<br />

MANY<br />

SUGGESTIONS BASED ON SWEDISH EXPERIENCE ARE TD<br />

SOME<br />

PROMOTION AND TRANSFER POLICIES ARC RESTRUCTURE COM-'<br />

REVAMP<br />

SO THAT INCOME IS BASED ON PRODUCTIVITY RATHER<br />

PENSATION<br />

SENIORITY AT PRESENt THE REMUNERATION SYSTEM USED IN<br />

THAN<br />

ALL SCANDANAVIAN FIRMS IS BASED ON THE A$SUMP-'<br />

PRACTICALLY<br />

THAT THE OLDER PEOPLE GET, THE MORE PRODUCTIVE THEY<br />

/ION<br />

AT LEASI UNTIL RETIREMENT ALSO, IF PEOPLE ARE TO<br />

BECOME<br />

TRANSFERRED TO NEW AND DIFFICULT TASKS IN THE MIDDLE OF<br />

BE<br />

CAREERS, THEY MUST BE PREPARED THIS MAY INVOLVE<br />

THEIR<br />

TRAINING PROGRAMS INSIDE OR OUTSIDE TFE COMPANY<br />

SPECIAL<br />

HOVNE. A<br />

0233<br />

SOCIAL IMPLICATIONS OF AUTOMATION<br />

SOME<br />

OF SCIENCE ON SOCIETY, VGL 15, ND i, ig65, 21 PAGES<br />

IMPACT<br />

UNEMPLOYMENT, CLERICAL<br />

MINORITIES,<br />

ARTICLE MAINTAINS THAT AUTOMATION HAS ALMOST<br />

THIS<br />

EVERY ECONOMIC ACTIVITY EXCEPT SUCH THAT INVOLVES<br />

REACHED<br />

WHAT THE MACHINE SHALL DO, AND THCSE IN WHICH PER-'<br />

DECIDING<br />

CONTACT OR MORAL DR AESTHETIC JUOGMENT ARE ESSENTIAL<br />

SONAL<br />

KEY TO THE LABOR AND SOCIAL IMPACT CF AUTOMATION AND<br />

THE<br />

TECHNICAL INCVATIDNS IS THE RATE OF SPEED AT WHICH<br />

OTHER<br />

ARE INTRODUCED. FIGURES FOR TREND IN EUROPE AND AMERICA<br />

THEY<br />

SHOWN THE ARTICLE GIVES 14 REASONS TO AUTOMATE, [NCLU-'<br />

ARE<br />

REDUCTION OF CLERICAL LABOR AND NON-LABOR COSTS. THERE<br />

DING<br />

IT REASONS FOR NOT ADOPTING A NEW TECHNIQUE, INCLUDING<br />

ARE<br />

ATTITUDES OF LABOR AND MANAGEMENT<br />

IGNORANCE,<br />

THREAT OF UNEMPLDYMENI IS ANOTHER MAJOR IMPACT<br />

THE<br />

IS MOST SERIOUS IN THE U. S WHERE THOSE MOST AFFECTED<br />

IHIS<br />

THE NEGROES AND OTHER LESS EDUCATED AND LESS SKILLED<br />

ARE<br />

THERE IS ALSO THE THREAT OF MODERN CASTES ESPECIA-'<br />

WORKERS<br />

LLY IN IHE U S.<br />

SAMbELS, M<br />

O23<br />

COSTING APPLICATION OF MATHEMATICAL PROGRAMMING<br />

OPPORTUNITY<br />

JOURNAL OF ACCOUNTING RESEARCH, VOL 3, 2, AUTUMN 1965, I0<br />

THIS PAPER THE AUTHOR ATTEMPTS TO DEVELOP A COSTING<br />

IN<br />

WHICH WOULD ASSIST A LARGE ORGANIZATION IN ARRIVING<br />

SYSTEM<br />

AN OPTIMAL SYSTEM. AN EXAMPLE IS USED TC INDICATE HOW THE<br />

AT<br />

OF TRANSFERING PRICING WHICH HAVE BEEN OEVELOPEB<br />

TECHNIQLES<br />

109<br />

THEGRETICAL VALUES ELSEWHERE MAy BE ADAPTED TO FIT INTO<br />

AT<br />

ACCOUNTING SYSTEM<br />

AN<br />

SYSTEM DEVELOPED IS BASED CN THE USE OF THE SHADOW<br />

THE<br />

WHICH ARE REFLECTED IN THE SOLUTION OF A MATHEMATICAL<br />

PRICES<br />

PROBLEM, AND THESE SHADOW PRICES ARE INCORPOR-'<br />

PROGRAMMING<br />

INTO A SYSTEM OF RESPONSIBILITY ACCOUNTING HOWEVER,<br />

ATED<br />

OF THE MOST IMPORTANT LIMITATIONS OF THIS SYSTEM IS THAT<br />

ONE<br />

PARTICULAR SET OF SHADOW PRICES MAY BE SHORT-LIVED IT IS<br />

A<br />

THAT THIS IS NOT A SEVERE LIMITATION SINCE UNDER<br />

BELIEVED<br />

TYPE OF pLAN, CAREFUL WATCH MUST BE KEPT TO ENSURE THAT<br />

ANY<br />

O0 NOT BECOME OUT OF DATE<br />

TARGETS<br />

OMEARA F.<br />

0235<br />

CHALLENGE OF OPERATIONS-RESEARCH<br />

THE<br />

MANAGEMENT REVIEW, VDL T, , SUMMER 1965, PP<br />

CALIFORNIA<br />

OF THE MOST IMPORTANT AND SIGNIFICANT SCIENTIFIC<br />

ONE<br />

TODAY IS THE DEVELOPMENT OF A SCIENCE FOR ORG-'<br />

OEVELOPMENIS<br />

AND CONTROLLING LARGE-SCALE HUMAN ENTERPRISE. OP-'<br />

ANIZING<br />

IS THE KERNEL FROM WHICH THIS SCIENCE IS<br />

ERATIONS-RESEARCH<br />

GROWING<br />

OPERATIONS-RESEARCH IDEAL OF COMPANY MANAGEMENI MUST<br />

AND<br />

A TWO-WAY INFORMATION SYSTEM WHICH OPERATES AUTOMATIC-'<br />

HAVE<br />

AND SUCCINCTLY IT MUST HAVE SPECIFIC AND CLEAR-CUT<br />

ALLY<br />

OF FUNCTIONAL RESPONSIBILITY. AND IT MUST HAVE A<br />

ASSIGNMENTS<br />

AND ACCDUNTING FEEDBACK LOOP GEARED TO THE ESSEN<br />

REPORTING<br />

THREAD OF PRODUCT PERFORMANCE HOWEVER ALL OF THESE<br />

TIAL<br />

WILL BE BUT LIP SERVICE TO AN IDEAL UNLESS THERE IS<br />

CONCEPTS<br />

CONCOMITANT DEDICATION, NOT TO BUSINESS AS USUAL, BUT TO<br />

A<br />

AS UNUSUAL.<br />

BUSINESS<br />

MALM, T<br />

023<br />

AND MANPOWER UTILIZATION IN OISTRIBUTION AGENCIES<br />

TECHNOLOGY<br />

CALIFORNIA MANAGEMENT REVIEW VOL 8, 2, WINTER Ig65, 12 PP.<br />

OF THE IMPORTANCE OF THE SAN FRANCISCO BAY AREA<br />

BECAUSE<br />

A DISTRIBUTION CENTER AND THE PROGRESSIVE PRACTICES OF<br />

AS<br />

MARKETING AGENCIES IN THAT AREA, THIS STUDY EXAMINES<br />

LEADING<br />

NATURE OF AUTOMATION AND THE TECHNOLOGICAL CHANGE IN<br />

THE<br />

DISTRIBUTION AGENCIES I THAT AREA AND THE IMPLICATIONS<br />

THE<br />

THESE CHANGES FOR BUSINESS EDUCATION AND TRAINING IN<br />

OF<br />

THIS REPORT SUMMARIZES FINDINGS CONCERNING SEV<br />

CALIFORNIA<br />

MAJOR TRENDS AFFECTING MANPOWER UIILIZATIDN EMPOLY-'<br />

ERAL<br />

PRODUCTIVITY, DEVELDPMENTS IN DISTRIBUTION INCLUDING<br />

MENT,<br />

HANDLING, SELF-SERVICE, AND ELECTRONIC DATA PRO-*<br />

MATERIALS<br />

THE IMPLICATIONS OF MODERN COMPUTERS AND INFORMA-'<br />

CESSING,<br />

PROCESSING FOR MANAGEMENT AND MANPOWER UTILIZATION IN<br />

TICN<br />

AND OTHER DISTRIBLTIVE ORGANIZATIONS, AND RECOM-'<br />

RETAILING<br />

FOR EDLCAIION AND TRAINING PROGRAMS IN INDUSTRY<br />

MENDATIONS<br />

GOVERNMENT<br />

AND<br />

FITZGERALD, H<br />

0237<br />

PERSONALITY, PERFORMANCE, AND PERSDNS<br />

APPRAISALS<br />

MANAGEMENT REVIEW, VOL B, 2, WINTER Ig65, PP.<br />

CALIFORNIA<br />

CONTRADICTORY TRENDS IN MANAGEMENT-LEADERSHIP ARE<br />

TWO<br />

IN AMERICAN BUSINESS SOCIETY TODAY ONE TREND IS<br />

OBSERVABLE<br />

GREATER BUREAUCRATIZATION AND CONTRASTED TO THIS IS<br />

TOWARD<br />

POLAR TENDENCY TDWARD DE-BUREAUCRATIZATION TODAYS AP-'<br />

THE<br />

SYSTEMS ARE PRAGMATIC EVIDENCE GF THIS CONFLICT<br />

PRAISAL<br />

PRINCIPLE HAS BEEN ESIABLISHED IN BUSINESS JOURNALS<br />

THE<br />

SEMINARS THAT EMPLOYEE APPRAISAL SHOULD NOT BE BASED ON<br />

AND<br />

TRAITS BUT ON JOB PERFORMANCE, ATTAINMENT OF<br />

PERSONALITY<br />

AND ACHIEVEMENT OF RESULTS TOWARD PLANNED GOALS<br />

OBJECTIVES,<br />

STUDIES OF LEADERSHIP AND MANAGEMENT HAVE EMPHASIZED<br />

RECENT<br />

SKILLS, FLEXIBILITY, AND PLURALITY OF LEADERS<br />

TEACHABLE<br />

THAN THE CHARISMATIC QUALITIES OF A FE. THE AUTHOR<br />

RATHER<br />

ANALYZES A COMPOSITE OF TYPICAL SYSTEMS BASED ON<br />

CAREFULLY<br />

OR NON-PERSONALITY FACTORS.<br />

PERFORMANCE<br />

SANDERS, B S<br />

O23B<br />

WOULD MEDICAREE COST<br />

WHAT<br />

JOURNAL OF RISK AND INSURANCE, VOL B2, , DEC. I765o 14<br />

THE<br />

HOSPITAL<br />

MEDICARE,<br />

AUTHOR PRESENTS A FEW OF THE BASIC LIMITATIONS OF<br />

THE<br />

MEDICARE BILL DESIGNED TO MEET THE HEALTH CARE NEEDS OF<br />

THE<br />

AGED THE PURPOSE OF THIS ARTICLE IS NCT TO CLARIFY THE<br />

OUR<br />

OF THE BILL DR TO POINT OUT ITS MANY DEFECTS, BUT<br />

PROPOSALS<br />

IS TO DISCUSS THE PROBABLE COST OF THIS HEALTH PROGRAM.<br />

IT<br />

PRECISE COST ESTIMATE IS ATTEMPTED BUT AN EFFORT IS MADE<br />

NO<br />

SHOW JUST HOW FAR OFF THE OFFICIAL ESTIMATES ARE FROM<br />

TO<br />

REALISITC COSTS<br />

MORE<br />

A CONSEQUENCE OF THE INFLATIONARY EFFECTS OF MEOI-'<br />

AS<br />

WHICH COULD SPREAD TO OTHER COST OF LIVING ITEMS, THE<br />

CARE,<br />

EARNER WILL NOT ONLY BE REQUIRED TG PAY FOR HOSPITAL<br />

WAGE<br />

OF THE AGED, BUT IN ADDITION WILL HAVE TO PAY MUCH<br />

CARE<br />

AMOUNTS FOR HIS OWN HOSPITAL CARE AND THAT OF HIS<br />

HIGHER<br />

THE INDIRECT COSTS DF MEDICARE COULD EQUAL OR EVEN<br />

FAMILY<br />

THE DIRECT COSTS WHICH THE AUTHORS HAVE CONSIDERED<br />

EXCEED<br />

WEINER,<br />

0239<br />

RULE-BREAKERS.'<br />

MANAGEMENTS<br />

REVIEW AND MODERN INDUSTRY VOL 87, I, JAN 1966, B PP<br />

DUNS<br />

ARE COMPANIES THAT DO MORE THAN SURV[VE IN THE<br />

THERE<br />

JUNGLE OF TODAY THEY FLOURISH IN IT DUNS REVIEW<br />

CORPORATE<br />

MBODYS INVESTORS SERVICE CONDUCTED A SURVEY TO FIND FIVE<br />

AND<br />

THAT WERE CUTPERFCRMING HEIR INDUSTRIES, RUNNING<br />

COMPANIES<br />

AHEAD OF THE AVERAGES, AND USING METHODS TO GET AHEAD<br />

WELL<br />

COULD BE EMULATED BY OTHER COMPANIES<br />

THAT<br />

FIVE COMPANIES WERE HEUBLEIN, INC WHICH PRODUCES<br />

IHE<br />

AND BOTTLED COCKTAILS, IOWA BEEF PACKERS, A MEAT<br />

VODKA<br />

WHOSE SUCCESS VERGES ON ThE INCREDIBLE, PERKIN-ELMER<br />

PACKER<br />

A PRODUCER OF SPECIALIZED ANALYTICAL INSTRUMENTS<br />

CORP<br />

SHOE AND TANNING CORM AND CONTINENTAL TELEPHONE<br />

WOLVERINE<br />

NOW THE NATIONS FOURTH LARGEST INDEPENDENT TELEPHONE<br />

CORP<br />

AND GROWING FAST BUT HOW DID THESE COMPANIES GO IT<br />

COMPANY<br />

THE KEY TO THEIR SUCCESS WAS IN KNOWING HOW TO<br />

BASICALLY,<br />

CORPORATE OPPORTUNITY AND HOW TO EXPLOIT IT. THEIR<br />

IDENTIFY<br />

OFTEN DIFFERED AND, THUS THE AUTHOR ANALYZES EACH<br />

METHODS<br />

COMPANY SEPARATELY IN ACTION.

TILLES<br />

0240<br />

FOR ALLOCATING FUNDS<br />

STRATEGIES<br />

BUSINESS REVIEWt JAN-FEB 1966e VOL 44-I* 9 PAGES<br />

HARVARD<br />

COSTS<br />

BUDGET,<br />

FUTURE OF A COMPANY DEPENDS DIRECTLY ON THE WAY IT<br />

THE<br />

ITS FUNDS. THE INTERNALLY ORIENTED, BIT-BY-BIT<br />

ALLOCATED<br />

TO BUDGETING IS NOT A VALID WAY OF THINKING ABOUT<br />

APPROACH<br />

COMMITMENTS CONVENTIONAL QUANTITATIVE<br />

BUSINESS-GENERATING<br />

OF EVALUATING ALTERNATIVE INVESIMENT PROPOSALS ARE<br />

METHODS<br />

NARROW IN SCOPE AND FAIL TD EMPLOY IMPCRIANI SUBJECTIVE<br />

TOO<br />

FORMULAS MbST BE EXAMINED TO ASSURE TPE VALIDITY<br />

CRITERIA.<br />

UNDERLYING ASSUMPTIONS.<br />

DF<br />

WAYS FOR ALLOCATING FUNDS ALLOW DECISION-MAKERS TO<br />

NEW<br />

THE COMPANY AS A WHOLE THESE PROGRAMS BEAR NO RE-'<br />

CONSIDER<br />

TO ORGANIZATIONAL STRUCTURES ONE NEW METHOD AL-'<br />

LATIONSHIP<br />

FUNDS AMONG A CDNPANYS PRODUCT PORTFOLIO WHICH IS<br />

LOCATES<br />

ACCORDING TO CASH FLDW RISK PRODUCT MATURITIES,<br />

EVALUATED<br />

PRODUCT RELATIONSHIPS GEOGRAPHIC AREAS ARE ALSO A MAJOR<br />

AND<br />

DIMENSION.<br />

ALLOCATION<br />

STRATEGIST MUST BE ABLE TO THINK ABOUT THE OVERALL<br />

THE<br />

WHEN ALLOCATING FUNOS<br />

COMPANY<br />

IRWIN H LANGHAM, F W JR.<br />

0241<br />

CHANGE SEEKERS<br />

THE<br />

BUSINESS REVIEWt VOL 44-I JAN-FEB 19661 I2 PAGES<br />

HARVARO<br />

MOTIVATION<br />

AUTHORS STATE THAT TOP EXECUTIVES MUST RECOGNIZE<br />

THE<br />

OF CHANGE AND PLAN TO CHANGE THEIR ORGANIZATIONS AC<br />

FORCES<br />

THEY EXAMINE TEN TOPICS IN CHANGE MANAGEMENT.<br />

CORDINGLY.<br />

OF CHANGE SHOULD BE UNDERSTOOD AND DEVELOPMENTS AP-'<br />

FORCES<br />

ONES ABILITY TO CHANGE MUST BE EXAMINED ESTAB<br />

PRECIATEO.<br />

A CLIMAIE FOR CHANGE IS NECESSARY WITH ACTION BACK<br />

LISHING<br />

UP WORDS. CHANGES INVOLVE PEOPLE SC MANAGEMENTS ROLE<br />

ING<br />

BE DEFINED IN ADDITION, A STRATEGY FOR MOTIVATION IS<br />

MUST<br />

IMPORTANT.<br />

FOR CHANGE MOST ENCOURAGE MAXIMUM USE OF HU<br />

ORGANIZING<br />

RESOURCES AND EFFORTS THERE MUST BE CENTERS OF ACTION<br />

MAN<br />

GENERATE ACTION THOROUGH PLANS MUST BE MADE WHICH RE-'<br />

TO<br />

CRITERIA FOR PLANNING THE PROJECT MUST THEN BE IM<br />

QUIRES<br />

MAXIMUM BENEFITS CAN BE REALIZED ONLY IF PEOPLE<br />

PLEMENTED<br />

EXCITED ABObT THE PROJECT RISKS AND CONFLICTS MUST BE<br />

ARE<br />

FOR SUCCESS MOST IMPORTANT, LEADERS FOR CHANGE<br />

MINIMIZED<br />

BE SOUGHT AND IRAINED ILLUSTRATIONS<br />

MUST<br />

LANDBERG M. C<br />

D242<br />

HIM KNOW HOW HES DOING<br />

LEI<br />

VOL SB-6t DECEMBER I965, 3 PAGES<br />

BANKINGt<br />

APPRAISAL EVALUATION<br />

PERFDRMANCE<br />

PERFORMANCE APPRAISAL SYSTEMS HAVE TWO OB<br />

MANAGEMENT<br />

FIRSTt IHEY ARE DESIGNED TO PROVIDE TOP MANAGEMENT<br />

JECTIVES.<br />

NECESSARY INFORMATION TO PLAN FOR FUTURE MANAGEMENT<br />

WITH<br />

SECONDLY, IHEY SHOULO GIVE THE OFFICER BEING APPRAI<br />

NEEDS.<br />

A MEASUREMENT AS TO HOW WELL HIS PERFORMANCE COMPARES TO<br />

SED<br />

DESIRED LEVEL OF ACCOMPLISHMENT. HOWEVER TOO OFTEN THIS<br />

THE<br />

OBJECTIVE IS NOT MET THERE IS NO COMMUNICATION ABOUI<br />

SECOND<br />

APPRAISAL MANAGEMENT IS RELUCTANT TO MAKE APPRAISALS<br />

THE<br />

IT FEARS BEING CRITICAL.<br />

BECAUSE<br />

APPRAISAL TRAINING PROGRAMSe MANAGEMENT CAN<br />

THROUGH<br />

TO EXPRESS ITSELF FREELY. AN UNDERSTANDING OF MOTIVA<br />

LEARN<br />

PSYCHOLOGY IS A NECESSITY PLANNED APPRAISAL INTERVIEWS<br />

lION<br />

INCLUDE SELF-EVALUATION BY THE OFFICER THE INTERVIEW<br />

MAY<br />

BE PATTERNED TOWARD ORIENTATION LISTENING REVIEW<br />

SHOULD<br />

DISCUSSING, AND ESTABLISHING GOALS. A PROCEDURE THAT<br />

ING<br />

SELF-EVALUAIION OF PERFORMANCE AND POTENTIAL IS<br />

REQUIRES<br />

TO CONDUCT THAN ONE WHICH CREATES DEFENSIVE ATTITUDES<br />

EASIER<br />

RUHNKE H 0<br />

0243<br />

CLERICAL PERSONNEL<br />

SELECTING<br />

VOL 58-5t NOVEMBER 1965 4 PAGES<br />

BANKINGt<br />

RECRUIT<br />

TESTSt<br />

BANKS SUCCESS OR FAILbRE DEPENDS ON THE QUALITY OF ITS<br />

A<br />

SUPERIOR PERSONNEL ARE NEEDED TD CARRY OUT ITS<br />

EMPLOYEES<br />

ACTIVIIIES, BUT BANKS ARE EXPERIENCINC A SCARCITY<br />

EXPANDING<br />

QUALIFIED PERSONREL LOW PAY IS A REASON FOR HIGH TURN<br />

OF<br />

RATES.<br />

OVER<br />

FILL ROUTINE POSITIONS BANKS RELY CN EMPLOYMENT<br />

TO<br />

AS A PRIMARY SOURCE OF EMPLOYEES HIGH SCHOOL BUS<br />

AGENCIES<br />

COURSE GRADUATES, AND RECOMMENDATIONS BY PRESENT EM<br />

INESS<br />

ARE OTHER SOURCES THE REFERRAL METHOD MUST BE USED<br />

PLOYEES<br />

CARE HOWEVER.<br />

WITH<br />

A BANK HAS RECRUITED APPLICANTS, SELECTION FOLLOWS.<br />

ONCE<br />

INCLUDE A PRELIMINARY INTERVIEW, APPLICATION<br />

PROCEDURES<br />

EMPLOYMENT IESTS* EMPLOYMENT INTERVIEWS AND PHYSICAL<br />

BLANKt<br />

EXAMINATIONS<br />

OF THESE METHODS HAVE BEEN SUCCESSFUL IN SCREENING<br />

MOST<br />

FOR BANK CLERICAL POSITIONS.<br />

APPLICANTS<br />

KLEINMUNTZ B<br />

0244<br />

INFORMATION PROCESSING<br />

CLINICAL<br />

VOL Ill I2 DECEMBER 1965 5 PAGES<br />

DATAMATION,<br />

DATA-PROCESSING DIAGNOSIS<br />

MEDICAL<br />

THE PRESENT DAY PHYSICIAN ARRIVES AT A DIAGNOSIS<br />

BEFORE<br />

LARGE AMOUNTS OF DATA MUST BE PROCESSED BECAUSE<br />

EXTREMELY<br />

SPEED WITH WHICH THESE DATA MUST BE CDDRDINATEO AND<br />

THE<br />

IS GREATt THE MEDICAL FIELD EMPLOYS HIGH SPEEO<br />

COMPILED<br />

TECHNIQUES. IN THIS ARTICLE SEVERAL TECH-'<br />

DAIA-PROCESSING<br />

ARE DESCRIBED BRIEFLY.<br />

NIQUES<br />

OF THE PROPOSED APPROACHES FOR MAKING DIAGNOSES BY<br />

ONE<br />

COMPUTERS USES AN ANALOG IN ORDER TO PROCESS AND<br />

ELECTRONIC<br />

ELECTROPHYSIOLOGICAL INPUT DATA TYPES OF DATA<br />

INTERPRET<br />

SUCH A PROCEDURE COULD PROCESS INCLUDE ELECTROCARDIO<br />

THAT<br />

REAOINGSo ELECTROENCEPHALOGRAPHSe BASAL METABOLISM<br />

GRAM<br />

AND OTHERS THAT YIELD IOENTIFIABLE ELECTRONIC SIGNS<br />

RATES<br />

REPORTS IN IHE RESEARCH LITERATURE HAVE PROPOSED<br />

SEVERAL<br />

SYSTEMS FOR THE PROCESSING OF PHYSIOLOGICAL<br />

DIAGNOSTIC<br />

SYMPTOMS, AND LABORATORY RESULTS. THROUGh HIS OWN<br />

SIGNS<br />

THE AUTHOR SHOWS THAT THE CLINICAL JUDGEMENT OF<br />

EXPERIENCES<br />

HUMAN DIAGNOSTICIAN CAN BE SIMULATED ON A COMPUTER.<br />

THE<br />

CACERES, C A<br />

0245<br />

ANALYSIS OF MEDICAL SIGNALS.<br />

COMPUTER<br />

110<br />

VOL II, 121 DECEMBER 1965, 4 PAGES<br />

DATAMATION<br />

EDP<br />

DIAGNOSIS<br />

OF SEVERAL FEASIBILITY AND PROTOTYPE PROJECTS<br />

RESULTS<br />

THE INSTRUMENTATION FIELO STATION HEART DISEASE CONTROL<br />

OF<br />

U PUBLIC HEALTH SERVICEr HAVE SHOWN THAT A<br />

PROGRAM,<br />

CAN BE OF TANGIBLE ASSISTANCE TO PHYSICIANS IN DI<br />

COMPUTER<br />

AND SCREENING FOR HEART DISEASE THE FIELD STATION<br />

AGNOSING<br />

SEI UP A PROCESSING SYSIEM TO DEVELOP A MODEL FOR A<br />

HAS<br />

ECONOMIC AND CLINICALLY USEFUL COMPUTER SYSTEM<br />

PRACTICAL,<br />

ELECTRO-MEDICAL SIGNAL ANALYSIS.<br />

OF<br />

AN EXPLANATION DF THE PROGRAMS OBJECTIVES,<br />

FOLLOWING<br />

AUTHOR DESCRIBES SOME OF IIS FUNCTIONS SUCH AS COMPUTER<br />

THE<br />

OF ELECTROCARDIOGRAMS, STATISTICAL ANALYSIS OF<br />

ANALYSIS<br />

DATA AND COMPUTER MONITORING OF DY<br />

ELECTROCARDIOGRAPHIC<br />

ELECTROCARDIOGRAMS ONE WAY TO INCREASE TFE UTILITY OF<br />

NOMIC<br />

COMPUTER IS TO MANE IT MORE ACCESSIBLE TO OUTLYING LO<br />

THE<br />

BY USING IELEPHDNES TO TRANSMIT DAIA ONE OF THE<br />

CATIONS<br />

SIGNIFICANT CONTRIBUTIONS OF A COMPUTER SYSTEM WILL BE<br />

MOST<br />

AID PROVIDED TO A COMMUNITY HEALTH SERVICE<br />

THE<br />

GREANIAS, E. C<br />

0246<br />

COMPUTER IN MEDICINE<br />

THE<br />

VOL II, 12, DECEMBER 1965, 4 PAGES<br />

DATAMATION,<br />

DATA-PROCESSINGt DIAGNOSIS, INFORMATION-SYSTEM<br />

MEOICAL<br />

ROLE OF THE COMPUTER IN MEDICINE IS EXPANDING AT AN<br />

THE<br />

RATE APPLICATIONS RANGE FROM CONVENTIONAL AC-'<br />

IMPRESSIVE<br />

TO INTEGRATED MANAGEMENT INFORMATION SYSTEMS THAT<br />

COUNTING<br />

ADMINISTRAIIVEt SERVICE AND SOME PATIENT CARE<br />

INCLUDE<br />

FUNCTIONS.<br />

IT CAN BE SEEN THAT CURRENT DATA-PROCESSING<br />

ALTHOUGH<br />

ARE ONLY INDIRECTLY CONNECTED WITH THE PATIENT<br />

PROCEDURES<br />

OTHER STUDIES ARE NOW UNDERWAY TD APPLY SPECIAL<br />

COUNTLESS<br />

SYSTEMS IN VIRTUALLY ALL PHASES OF PATIENT CARE<br />

MECHANIZED<br />

INTEREST HAS BEEN SHOWN IN DIRECT PATIENT MONI-'<br />

PARTICULAR<br />

MEDICAL RECORD MECHANIZATION ECT ANALYSIS AND<br />

TORING<br />

MODELING. THE MOST IMPORTANT JOINT CHALLENGE<br />

PHYSIOLOGICAL<br />

THE MEDICAL AND EDP PROFESSIONS TODAY IS THE WIOER AP<br />

TO<br />

OF INFORMATION RETRIEVAL AND LOGICAN ANALYSIS IN<br />

PLICATIDN<br />

TREATMENT OF PATIENTS IN THE FUTURE, IT MAY BE EXPECTEC<br />

THE<br />

MEDICAL INFORMATION SYSTEMS WILL SPREAD BEYOND THE IN-'<br />

THAT<br />

MEDICAL INSTITUTIONS TO REGIONAL HEALTH CENTERS.<br />

DIVIDUAL<br />

BOUTUELL, E 0<br />

0247<br />

THE COMPACTS<br />

COMPARING<br />

VOL 11, 12 DECEMBER 1965e 6 PAGES<br />

DATAMATION,<br />

COMPUTERS<br />

EVALUATION<br />

HIS DISCUSSION THE AUTHOR CONSIDERS THOSE PROGRAM-'<br />

IN<br />

CHARACTERISTICS WHICH ARE IMPOSED BY A SHORT WORD<br />

MING<br />

THEIR EFFECT ON USE AND IDENTIFIES A FEW OF THE NEW<br />

LENGTHt<br />

WHICH HAVE BEGUN TG APPEAR IN COMPUTERS OF THIS<br />

FEATURES<br />

CLASS<br />

PRINCIPAL CLASSIFYING FEATURES OF THE SHORT WORD<br />

THE<br />

COMPUTERS ARE THOSE WHICH DESCRIBE AVAILABLE AODRES<br />

LENGTH<br />

MODES MOST OF THE COMPUTERS PROVIDE AN INDIRECT AD<br />

SING<br />

CAPABILITY THE USE OF INDEX REGISTERS IN ADDRESS<br />

DRESSING<br />

AND IN COUNTING ITERATIONS HAS BECOME COMMON IN<br />

MODIFICATION<br />

COMPUTERS HOWEVER, THE NECESSITY FOR COST CONSCIOUS<br />

LARGE<br />

IN THE SHORT WORD LENGTH CLASS HAS RESULTED IN INDEX<br />

MESS<br />

BEING COMPLETELY ELIVINATED IN SOME INSTANCES. A<br />

REGISTERS<br />

OF NEW OR NOVEL FEATURES DISCERNABLE AMONG THE SHORT<br />

NUMBER<br />

LENGTH COMPUTERS ARE ARITHMETIC AND CPU FEATURES, MEM<br />

WORD<br />

FEATURES AND INPUT-OUTPUT FEATURES<br />

ORY<br />

FOLLMANN, J F<br />

0248<br />

AND DISABILITY INCOME INSURANCE<br />

MEDICARE<br />

INSURANCE NEWS LIFE EDITION VOL 66, 9 JAN I966 PP<br />

BESTS<br />

SOCIAL-SECURITY<br />

THE CHANGES MADE BY THE NEW SOCIAL SECURITY ACT<br />

AMONG<br />

OF 1965, SECTION 303 WAS AMENDED TO REPLACE THE<br />

AMENDMENTS<br />

TOTAL AND PERMANENT DISABILITY PROGRAM DI, WITH A<br />

EXISTING<br />

DISABILITY PROGRAM<br />

TEMPORARY<br />

PROBLEMS PRESENTED TO WRITERS OF DISABILITY INCOME<br />

THE<br />

AS A RESULT OF THE AMENDMENT WILL VARY FROM COM-'<br />

INSURANCE<br />

TO COMPANY ONE PROBLEM CAN RESULT FROM THE REVISED<br />

PANY<br />

OF DISABILITY ANOTHER IS THAT OF DUPLICATION OF<br />

DEFINITION<br />

AND SOCIAL SECURITY BENEFITS WHERE THIS RESULTS IN<br />

INSURANCE<br />

THE POTENTIAL AFFECT OF THIS NEW LEGISLATION<br />

OVERINSLRANCE<br />

THEIR CLAIMS EXPERIENCE IS ANOTHER PROBLEM TO COPE WITH<br />

ON<br />

THERE MAY BE A DELAY IN INSURANCE COMPANY CLAIMS PAY<br />

ALSO,<br />

PENDING DETERMINATION OF THE EXISTENCE AND AMOUNT OF<br />

MENIS<br />

BENEFITS FINALLY THE NEW LEGISLATION WILL TEND TO NAP-'<br />

DI<br />

THE MARKET FOR PROVATE INSURANCE IN THE FUTURE THE<br />

ROW<br />

GIVES SEVERAL APPROACHES TO SOLVE MANY OF THESE<br />

AUTHOR<br />

PROBLEMS<br />

SCOIT, D G<br />

0249<br />

INFORMATION SYSTEM.'<br />

TOIAL<br />

BESTS INSURANCE NEWS LIFE EDITION VOL 66t 9 JAN I966, 4<br />

A TOTAL INFORMATION SYSTEM MANAGEMENT IS PRESENTED<br />

BY<br />

THE POSSIBILITY OF APPLYING ELECTRONICS TO WHAT WERE<br />

WITH<br />

REGARDED AS MANAGERIAL TASKS THE FREEING OF MAMA-'<br />

FORMERLY<br />

TIME, THE MOST IMPORTANT FUNCTION OF THE TOTAL IN<br />

GERIAL<br />

SYSTEM, IS THE CHANGE THAT WILL BE THE MOST DIF<br />

FORMATION<br />

TO SELL. CONVINCING MANAGEMENT OF THE ADVANTAGES TO<br />

FICULT<br />

GAINED WILL REQUIRE SALESMANSHIP AND STRENGTH OF PURPOSE<br />

BE<br />

BENEFITS OF A TOTAL INFORMATION SYSTEM SEEM TO<br />

THE<br />

ORGANIZATIONAL QUESTIONS WITH REGARD TO TFE STRENGTH<br />

RAISE<br />

THE EXECUTIVEt AND THE GROWING IMPORTANCE OF THE ROLE<br />

OF<br />

BY THE VICE PRESIDENT IN CHARGE OF ELECTRONICS<br />

OCCUPIED<br />

WITH THIS TOTAL INFORMATION SYSTEM INSURANCE COM<br />

ALSO,<br />

HAVE THE ABILITY TD MEASURE COMPANY PROGRESS BY SIM<br />

PANIES<br />

THE FbTURE HISTORY OF THE COMPANY USING ASSUMPTIONS<br />

ULATING<br />

FROM CURRENI OPERATIONS AND THEN COMPARING THAT<br />

DERIVED<br />

WITH ONE MADE AT AN EARLIER DATE. THE SAME METHOD<br />

PROJECTION<br />

APPLICABLE TO THE BRANCH OFFICES OR GENERAL AGENCIES.<br />

IS<br />

MASSYo W F<br />

0250<br />

ANALYSIS OF AUDIENCE CHARACTERISTICS<br />

DISCRIMINANT<br />

OF ADVERTISING RESEARCHe VOL 5t It MARCH 1965, 8 PP<br />

JOURNAL

SIMILAR ARE THE AUDIENCES OF TWO DR MORE ACVERTIS-'<br />

HOW<br />

VEHICLES THIS ARTICLE ATTEMPTS TO SHOW HOW CONFUSION<br />

ING<br />

BASED ON MULTIPLE DISCRIMINANT ANALYSIS CAN PRO<br />

MAIRICES<br />

THE ANSWER.<br />

VIDE<br />

MATRIX ANALYSIS HAS TWO ADVANTAGES. FIRST, II<br />

CONFUSION<br />

A MULTIVARIATE SIATISTICAL TECHNIQUE THE INTERRELATION-'<br />

IS<br />

BETWEEN THE EXPLAkATORY VARIABLES ARE TAKEN INTO AC-'<br />

SHIPS<br />

STATISTICALLY, THE SAME AS IN MULTIPLE REGRESSION.<br />

COUNT<br />

THE RESULTS OF THE ANALYSIS ARE PRESENTED IN A<br />

SECONDLY,<br />

FORMAT THAT IS EASY TO INTERPRET AkD COMMUNICATE<br />

COMPACT<br />

MAIN PROBLEM WIIH THE CONFUSION MATRIX APPROACH IS THAT<br />

THE<br />

DOES NOT PROVIDE DIRECT INFORMATION AS TO THE DIMENSIONS<br />

IT<br />

WHICH DIFFERENTIATION OCCURS.<br />

ON<br />

BENGE,<br />

0251<br />

PERFORMANCE RATING SPECTRUM<br />

THE<br />

JOURNAL VCL 45, NO l, JAN L966, PAGE<br />

PERSONNEL<br />

JOB-ANALYSIS<br />

OBJECTIVES A RATING SYSTEM IS INTENDED TO ACCOM-'<br />

THE<br />

ARE TO DEIERMINE WHETHER A PAY INCREASE SHOULD BE<br />

PLISH<br />

TO LOCATE PROMOTABLE EMPLOYEES TO LOCATE INCOM-'<br />

GRANTED,<br />

FOR FURTHER ANALYSIS AND DISPOSITION, TC OEVELOP<br />

PETENTS<br />

FOR BETTER JOB PERFORMANCE, TC PROTECT THE COP-'<br />

EMPLOYEES<br />

AGAINST UNJUSTIFIED COMPLAINTS AS TO CISCRIMINATION<br />

MANY<br />

CIVIL RIGHTS LAWS, AND TO PAY AN INCENTIVE BONUS<br />

UNDER<br />

ON THE PERFORMANCE RATING THE AUTHOR PRESENTS A<br />

BASED<br />

POINT SPECTRUM OF RATING METHODS EACH COMPANY<br />

SEVEN<br />

DECIDE WHERE ALONG THIS SPECTRUM IT WILL PLACE ITS<br />

MUST<br />

SYSTEM THE SPECTRUM RANGES FROM BLANKET JUDGMENT<br />

RATING<br />

AS -HE IS A GOOD WORKER TO ANALYZED JUDGMENT BASED<br />

SUCH<br />

TH SPECIFIC lIENS SHOWN IN EACH JOB SPECIFICATION<br />

ON<br />

TO THE MENTAL, SKILL AND PHYSICAL REQUIREMENTS<br />

CONVERTED<br />

OF THE INCUMBENT. IN A FEW INSTANCES THESE CON-'<br />

DEMANDED<br />

ARE EXPRESSED AS MEASURABLE STANDARDS OF PERFOR-'<br />

VERSIONS<br />

SUCH AS QUANTITY, QUALITY, TIMEB AND END RESULT.<br />

MANCE<br />

SCOTT, F G<br />

C252<br />

IN EVOLUTION<br />

REVOLUTION<br />

JOURNAL VOL 45 NO I, JAN 1966 2 PAGES<br />

PERSONNEL<br />

COUNSELING<br />

RECRUITERS,<br />

AUTHOR IS THE PLACEMENT DIRECTOR CF THE HAMPTON<br />

THE<br />

HAMPTON, VIRGINIA, A PRIVATELY ENDOWED<br />

INSTITUTE,<br />

NEGRO COLLEGE INDUSTRY OID NOT OPEN ITS<br />

PREDOMINANTLY<br />

TO HAMPTON GRADUATES UhTIL 1960 SINCE THEN AN<br />

ARMS<br />

INFLUX OF CORPORATE RECRUITERS hAVE DESCENDED<br />

INCREASING<br />

THE CAMPUS CHALLENGING PROBLEMS RESULTED<br />

ON<br />

MOST INTERESTING, DEMANOING AND GRATIFYING ONES<br />

THE<br />

BEEN THOSE OF COMMUNICATION WITH INDUSTRY REPRESEN-'<br />

HAVE<br />

AND COUNSELING OF STUDENTS THE RESULTS TO DATE<br />

IATIVES<br />

BEEN GOOD AND THE RELATIONSHIP BETWEEN COMPANY PEPS<br />

HAVE<br />

FACULTY HAS DEVELOPED A INTEREST IN THE FUTURES OF<br />

ANO<br />

STLDENTS AND IN CAREERS THAT WOULD HOT OTHERWISE HAVE<br />

THE<br />

POSSIBLE THERE IS GROWING INTEREST AMGNG THE STU-'<br />

BEEN<br />

IN OPPORTLNITIES AVAILABLE AND THE HAMPTON SENIOR IS<br />

DENTS<br />

RECEPTIVE TO COUNSELING AS A RESULT OF THE OPPORIUNI-'<br />

MORE<br />

NOW AVAILABLE TO HIM SUMMER EMPLOYMENT FOR STUDENTS<br />

TIES<br />

FACULTY HAS INCREASED ALSO GIFTS OF EQUIP. TO SCHOOL<br />

AND<br />

KELLY, C M.<br />

0253<br />

MYIH OF THE -KEY COMMUNICATOR-<br />

THE<br />

JDURNAL VOL 45, hO I JAN 1966, 4 PAGES<br />

PERSONNEL<br />

SUPERVISOR<br />

ARTICLE PROVIDES A RECONCILIATION OF THE MANY<br />

ThE<br />

ROLES GIVEN TO THE SUPERVISOR IN AN ORGANI-'<br />

THEORETICAL<br />

THE SUPERVISOR OR FOREMAN IS A KEY MAN AND ALSO<br />

ZAIION<br />

FORGOITEN MAN THERE IS ALWAYS SOMEONE IN THE ORGANI-'<br />

A<br />

WHO IS SUPPOSED TO KNOW MORE THAN THE FOREMAN DOES<br />

ZAIION<br />

GENERALLY HAS MORE TO SAY ABOUT ALMOST EVERY MATTER THAT<br />

AND<br />

UP. IF THE FOREMAN IS NOT THE KEY COMMUNICATOR IT IS<br />

COMES<br />

MISTAKE TO REFER TO HIM AS SUCH<br />

A<br />

FOREMAN IS A MEMBER OF MANAGEMENT WHO OCCUPIES A<br />

THE<br />

WITH CERTAIN STRATEGIC CONSIDERATIONS, NONE OF<br />

POSITION<br />

IS STATIC AND EACH OF WHICH VARIES IN IMPORTANCE<br />

WHICH<br />

TO COMMUNICATION SUBJECT MATTER AND PURPOSE<br />

ACCORDING<br />

HAS DIRECT DAILY CONTACT WITH THE WORKERS AN AO-'<br />

HE<br />

IN HANDLING SOME COMMUNICATION PROBLEMS HE HAS A<br />

VANTAGE<br />

OF ABILITIES AND A ZONE OF COOPERAT[ONo HE CAN BE<br />

RANGE<br />

TO DEVOTE ONLY SO MUCH OF HIS ENERGY TO PLANNING<br />

EXPECTED<br />

CARRYING OUT NON-ROUTINE COMMUNICATION<br />

AND<br />

DROEGE, R C<br />

0254<br />

TYPING IESI NORMS<br />

NATIONAL<br />

JOURNAL VOL 45, NO I JAN 1966, 5 PAGES<br />

PERSONNEL<br />

EVALUATED<br />

CLERICAL,<br />

TESlS ARE AMONG THE MOST WIDELY USED OF<br />

TYPING<br />

TESIS TYPING SKILL QUALIFICATIONS ARE<br />

PSYCHOLOGICAL<br />

EVALUATED IN TERMS CF SPEED AND ACCURACY STUDY<br />

USUALLY<br />

SHOWED THAT SCORE DISTRIBUTIONS WERE DIFFERENT FOR<br />

RESULTS<br />

AND ELECTRIC IYPEWRITERS THEREFORE SEPARATE NORMS<br />

MANUAL<br />

MANLAL AND ELECIRIC TYPEWRITER OPERATORS WERE REQUIRED<br />

FOR<br />

IS LITTLE DIFFERENCE IN ACCURACY NORMS BUT SPEED<br />

THERE<br />

VARY CONSIDERABLY. GRAPHS TO SHOW THIS ARE PRESENTED<br />

NORMS<br />

WITH SEVERAL IABLES OF DATA<br />

ALONG<br />

HOUSE, W C<br />

0255<br />

OF GROUP COHESIVENESS ON ORGANIZATION PERFORMANCE<br />

EFFECTS<br />

JOURNAL, VDL 45, NO l, JAN 1966, 6 PAGES<br />

PERSONNEL<br />

SATISFACTION<br />

STUDIES POINT OUT A RELATIONSHIP BETWEEN<br />

NUMEROUS<br />

COHESIVENESS AND PRODUCTIVITY OR MORALE HIGHLY<br />

GROUP<br />

WORK GROUPS SHOWED EXCEPTIONAL PRODUCTIVITY<br />

COHESIVE<br />

THE TEAM FELT SECURE AhD HAD GENERALLY FAVORABLE<br />

WHEN<br />

TOWARD THE COMPANY<br />

ATTITUDES<br />

COHESIVE GROUP PROVIDES SATISFACTIONS FOR ITS<br />

A<br />

AND THUS HAS VALUE FOR ITS MEMBERS. THE CONSTANT<br />

MEMBERS<br />

OF POSITIVE AND NEGATIVE FORCES AFFECT SUC<br />

INTERACTION<br />

GROUP PERFORMANCE IF POSITIVE FORCES CAN BE<br />

CESSFUL<br />

TO THE EXTENT THAT THEY OUTWEIGH NEGATIVE<br />

STIMULATED<br />

A HIGH DEGREE OF GROUP COHESION CAN BE ACHIEVEO<br />

FORCES,<br />

POSITIVE AND NEGATIVE FORCES MENTICNED<br />

VARIOUS<br />

SHOW THAT GROUP COHESIVENESS DEPENDS ON<br />

STUDIES<br />

1II<br />

SATISFACTION AND THAT MEMBER SATISFACTION IN TURN IS<br />

MEMBER<br />

OR ENHANCED BY THE QUALITY OF LEADERSHIP WHICH IS<br />

HINDERED<br />

IN THE GROUP SUCCESSFL LEADERSHIP CHARACTERISTICS<br />

PRESENT<br />

DISCUSSED<br />

ARE<br />

TRIPP W H.<br />

0256<br />

AND PROFIIS<br />

PRCFESSIONALISM<br />

PERSONNEL JOURNAL, VOL 45, kO I, JAN 1966, PACES<br />

WARNING TO THE OVER-PROFESSIONALIZED INDIVIDUAL TO<br />

A<br />

HIS YEARNING FOR PROFESSIONAL RECIGNITION TO<br />

SUBORDINATE<br />

MAIN PURPOSE OF HIS OWN EMPLOYMENT, THAT IS TO CONTRI-'<br />

THE<br />

TO HIS COMPANYS PROFIT WHAT CHAN BE DONE TO IMPRESS<br />

BUTE<br />

THE PERSONNEL ADMINISIRATOR HIS RESPONSIBILITY TO BE A<br />

UPON<br />

CONSCIOUS BUSINESSMA FIRST AND A PROFESSIONAL<br />

PROFIT<br />

SECOND.<br />

GRIPP REVIEWS THE CLASSIC PERSONNEL FUNCTIONS OF<br />

MR.<br />

MERIT RATING, WAGE AND SALARY ADMINISTRATION,<br />

EMPLOYMENT<br />

TRAINING AND MANAGEMENT DEVELOPMENT, LABOR RE-'<br />

BENEFITS<br />

AND COMMLNICATIONS TD REVEAL AREAS OF PROFIT<br />

LATIONS,<br />

OPPORTLNITY<br />

QUALITY PEOPLE IS MOST IMPORTANT AND THE<br />

EMPLOYING<br />

STRONG PERSONNEL MAN MUST ALSO FIRE MEOIGCRE OR<br />

NEEDED<br />

EMPLOYEES SUGGESTIONS ARE PRESENTED IN EACH<br />

INCOMPETENT<br />

THE ABOVE MENTIONED PERSONNEL FUNCTIONS.<br />

OF<br />

LYNCH Eo M<br />

025T<br />

YOURE GOING TO RUN A MEETING<br />

SO<br />

JOURNAL, VDL 45, NO I, JAN 1966 3 PAGES<br />

PERSONNEL<br />

CONFERENCES, SEMINAR<br />

SYMPOSIUM,<br />

LYNCH PRESENTS HELPFUL SUGGESTIONS ON WHAT IO DO<br />

MRS<br />

DURING ANO AFTER YEUR MEETING<br />

BEFORE,<br />

BEFORE THE MEETING SUGGESTIONS ARE BRIEFLY TO<br />

HER<br />

A REASON FOR THE MEETING, PICK THE RIGHT AUDIENCE,<br />

INSURE<br />

LEADERS WITH KNOW-HOW TO LEAD LEADERS MUST UNDER<br />

CHCOSE<br />

THEIR SUBJECT MAITER, ADEQUATE MEETING FACILITIES,<br />

STAND<br />

AND ORGANIZE ANY SPECIAL EQUIPMENT NEEDED<br />

OBIAIN<br />

RUN A MEETING WEEL MAKE THE REGISTRATION AS EASY<br />

TO<br />

FAST AS POSSIBLE, MEANS OF IDENTIFICATION FOR ATTENDEES<br />

AND<br />

LET CHAIRMAN RUk THE MEETING GEAR THE MEETING<br />

PROMPTNESS,<br />

PARIICIPANTS, OEEP GROUPS SMALL, BE IN CONTROL OF MEETINC<br />

TO<br />

SCHEDULE BREAKS KEEP MEETINGS LIVELY AND ON SCHEDULE<br />

AND<br />

THE MEETING, REVIEW IT CRITICALLY AS SOON AS IT<br />

AFTER<br />

OVER, CONSIDER EVALUATIO FORM FOR PARTICIPANTS EXPRESS<br />

IS<br />

DELIVER PROMISED MATERIAL GEAR FUTURE<br />

APPRECIATIONe<br />

TO IMPROVEMENTS DISCOVERED HERE, AND AVOID OVER-'<br />

MEETINGS<br />

VOLUNTEER LEADERS<br />

WORKING<br />

GUNDERS, HENRY<br />

0258<br />

IN THE MODERN CORPCRATION<br />

PLANNING<br />

WATERHOUSE REVIEW, VOL 10-4, WINTER [965, 20 PAGES<br />

PRICE<br />

FORECASIING<br />

OPTIMIZING,<br />

GUNDERS STUDY SHOWS HCW AN ALLIANCE OF THE TECH<br />

MR.<br />

OF ACCOUNTING, MATHEMATICSt AND THE COMPUTER SCIENCES<br />

NIOUES<br />

GREATLY HELPING IN OPTIMIZING CORPORATE PROFITS OPERA-'<br />

IS<br />

RESEARCH TECHNIQUES PROVIDE A POWERFUL TOOL FOR INTE-'<br />

TICNS<br />

BUSINESS PROFIT PLANNING<br />

GRATED<br />

A SENSE, THE USE OF OPERATIONS RESEARCH METHODS IN<br />

IN<br />

INDUSTRIES COULO BE REGARDED AS AN INTERIM STEP,<br />

PROCESS<br />

TO ULTIMATE AUTOMATED PRODUCTION SCHEDULING THAT IS<br />

LEADING<br />

SELF-CORRECTING<br />

AUTHOR DESCRIBES THE AREAS IN WHICH THESE METHODS<br />

THE<br />

BE USED THEY INCLUDE STATISTICAL METHODS APPLIED TO<br />

WILL<br />

FORECASTING, INVENTORY PLANNING PROCEDURES, INTEGRATED<br />

SALES<br />

DISTRIBUTION, PRODUCTION PLANNING AND SHORT-TERM<br />

MARKETING,<br />

MACHINE PROOUCTION SCHEDULING<br />

INDIVIDUAL<br />

CONCEPTS DISCUSSED AND THE CASES ILLUSTRATED ARE<br />

THE<br />

AT STIMULATING INTEREST TO IMPEL PROFIT PLANNERS TO<br />

AIMED<br />

THESE METHODS IN HIS COMPANY. GRAPHS EXHIBITS<br />

APPLY<br />

DRAEGER, K W<br />

C259<br />

A COMPUTER SERVICE TO SUPPLY EMPLOYEE MOTIVATION<br />

ORGANIZING<br />

DATA PROCESSING, VDL 7-I1, kOVEMBER 1965, 5 PAGES<br />

THERE ARE NO ESTABLISHED METHODS DR ORGANIZINC<br />

ALTHOUGH<br />

CCMPUTER INSTALLATION, THERE ARE FACTORS THAT MANAGEMENT<br />

A<br />

CONSIDER THIS ARTICLE OEALS MAINLY WITH ESTABLISHING<br />

MUST<br />

AND CONTROL PRACTICES OVER THE DATA PROCESSING<br />

MEASUREMENT<br />

ORGANIZATIONS BUDGET AND PERFORMANCE<br />

SERVICE<br />

ALSO MUSI BE MEASUREMENT AND CONTROL OF MOTIVA-'<br />

THERE<br />

A LARGE COMPUTING CENTER CONSISTS OF AREAS IN MANAGE<br />

TICN<br />

SYSTEMS AND PROCEDURES ANALYSIS PROGRAMMING MACHINE<br />

MENT<br />

AND KEYPUNCH AND CLERICAL THE AUTHOR DISCUSSES<br />

OPERATIONS,<br />

ROLES AND OPERATIONS OF EACH OF THESE AREAS<br />

THE<br />

RELATIONSHIP IS MADE THAT BUDGETARY CONTROLS AND<br />

A<br />

MEASUREMENTS INDIRECTLY SUPPLY A BASIS FOR MO-'<br />

PERFORMANCE<br />

TO EXPEDITE THE TRANSITION FROM THESE CONTROLS AND<br />

TIVATION<br />

TO THE ACCOMPLISHMENT OF ORGANIZATIONAL GOALS,<br />

MEASUREMENTS<br />

COMMUNICATIONS ENVIRONMENT MUST ALLOW FREEDOM<br />

THE<br />

CATTANEO, E R<br />

0260<br />

PEOPLE IN EDP<br />

THE<br />

PROCESSING, VOL 7-11, NOVEMBER 1965, 4 PAGES<br />

DATA<br />

DATA-PROCESSING<br />

EDUCATING,<br />

CATTANEO SIATES THAT THE FUTURE FOR PEOPLE IN<br />

MR<br />

DATA PROCESSING IS BRIGHTER THAN EVER BEFORE THE<br />

ELECTRONIC<br />

IS NOW BECOMING A PROFESSIONAL BUT THE MAJOR<br />

SPECIALIST<br />

IS FOR INDUSIRIES TE FINO OP MEN AND TC KEEP THEM.<br />

PROBLEM<br />

MANUFACIDRERS COME UP WITH REVOLUTIONARY AUTO-'<br />

UNLESS<br />

PROGRAMMING TECHNIQUES TO FREE PROGRAMMERS FOR SYSTEMS<br />

MATIC<br />

THE INDUSTRY WILL BE IN A PROGRAMMER-ANALYST BIND. AN<br />

WORK,<br />

MANAGER MUSI BE A GOOD ADMINISTRATOR, PERSONNEL MANAGER,<br />

EDP<br />

INFORMATION PROCESSING EXPERT FAMILIAR WITh SYSTEMS<br />

AND<br />

PROGRAMMING ANO OPERATIONS<br />

ANALYSIS,<br />

EDP PERSONNEL TAKES A LONG TIME EDUCATING NEW<br />

MOLDING<br />

OR RE-EDUCATING MANAGERS IN EDP TECHNIQUES IS DIF<br />

PEOPLE<br />

PROCESS THE ANSWER MAY LIE IN MASS EDUCATION. FEW<br />

FICULT<br />

EDP PEOPLE ARE UNDERPAID, BUT MANY INEXPERIENCED PEOPLE<br />

GOOD<br />

OVERPAID THE SIATUS OF EDP WORKERS WILL BE INFLAIED FOR<br />

ARE<br />

LEAST ANOTHER GENERATION KEY PERSONNEL ARE ESSENTIAL BUT<br />

AT<br />

THESE PEOPLE IS OFTEN IMPOSSIBLE<br />

AC{UIRING

JACKSON T. W<br />

0261<br />

INEFFICIENT CAREER<br />

THE<br />

PROCESSING, VOL 7-11 NOVEMBER I965 4 PAGES<br />

DATA<br />

RECRLIT PLACEMENT<br />

RETRIEVAL,<br />

JACKSON SUGGESTS THAT TODAY, A TECHNICAL MANS RE<br />

MR.<br />

TO HIS EMPLOYER IS MUCH DIFFERENT THAN IT WAS A FEW<br />

LATION<br />

AGO. CAPABILITIES ARE NOW MEASURED MORE PRECISELY<br />

YEARS<br />

IS INCREASED STANDARDIZATION AND PERSONAL MOBILITY A<br />

THERE<br />

MAN MUST VISUALIZE HIS PROGRESS IN TERMS OF MORE THAN<br />

CAREER<br />

EMPLOYERe INDOSIRY, DR LOCATION<br />

ONE<br />

PROBLEM IS THAT NO EFFICIENT SYSTEM EXISTS TO COPE<br />

A<br />

PROBLEMS OF DISLOCATION OR RELOCATION. THE EMPLOYMENT<br />

WIIH<br />

HAS CHANGED GREATLY IN THE PAST YEARS THE EMPLOYERS<br />

PROCESS<br />

OF COMMUNICATING WITH THE APPLICANT ARE AS COMPLI-<br />

PROBLEMS<br />

AS THE APPLICANTS IN COMMUNICATING WITH HIM<br />

GATED<br />

GREATEST CHALLENGE IS THE NEED FOR A NATIONAL, HIGh<br />

THE<br />

PRECISE COMMUNICATIONS NETWORK TO ENABLE QUICK CAN-'<br />

SPEED,<br />

OF CAREER OPPORTUNITIES A LARGE MANPOWER NETWORK IS<br />

MASSING<br />

DESIREABLE FEATURE. EXPANDING THIS PERSONNEL SERVICE<br />

ANOTHER<br />

INCLUDE COMPUTERS AND INFORMATION RETRIEVAL SYSTEMS WOULD<br />

TO<br />

A LARGE, BUT NOT IMPOSSIBLE TASK<br />

BE<br />

CAMPAGNA Jo F<br />

0262<br />

CAPABILITIES OF REMOTE DATA-PROCESSING PART<br />

THE<br />

OF DATA MANAGEMENT VOL 4-I, JANUARY 1966 6 PAGES<br />

JOURNAL<br />

COMPUTERIZATION<br />

COP<br />

THIS, THE SECOND IN A THREE-PART SERIES, THE AUTHOR<br />

IN<br />

WITH THE SPECIAL CHARACTERISTICS REQUIREO IF REMOTE<br />

DEALS<br />

IS TO BE ACHIEVED ECONOMICALLY AND EFFECTIVELY.<br />

PROCESSING<br />

DEALING WITH TECHNICAL REQUIREMENTS, THE IERMS<br />

BEFORE<br />

CONCEPTS INVOLVED IN REMOTE PROCESSING ARE DEFINED THE<br />

AND<br />

BECOMES FAMILIAR WITH SUCH TERMS AS TIME-SHARING<br />

READER<br />

AND MULTIPROCESSING.<br />

MULTIPROGRAMMING<br />

DEFINING TERMS, THE CENTRAL FACILITY OF THE<br />

AFTER<br />

IS DISCUSSED DESCRIPTIONS AND REQUIREMENTS OF SYSTEM<br />

SYSTEM<br />

INCLUDING COMMUNICATION EQUIPMENT INPUT AND<br />

COMPONENTS<br />

PROCESSING, PERIPHERAL EQUIPMENT LARGE MEMORY SYS-'<br />

OUTPUT<br />

AND CENTRAL PROCESSING ARE PRESENTED IN ADDITION A<br />

TEMS<br />

EXECUTIVE SYSTEM PROVIDES THE WORKING SOFTWARE TO<br />

MASTER<br />

FLEXIBILIIY INTO THE OPERATION OF THE SYSTEMS<br />

IMPLIMENT<br />

COMPONENTS. THE CENTRAL FACILITY SHOULD HAVE VER<br />

HARDWARE<br />

CAPABILITIES TO ACCOMMODATE MANY REMOTE SIATIONS.<br />

SAIILE<br />

CHALEKIAN, H A.<br />

0263<br />

THE REPORTS BARRIER<br />

BREAKING<br />

OF DATA MANAGEMENT VOL 3-12 DECEMBER 965t 6 PAGES<br />

JOURNAL<br />

RETRIEVAL<br />

CHALEKIAN STATES THAT ONE OF THE MAJOR PROBLEMS<br />

MR°<br />

GROWING COMPUTER INSTALLATIONS IS THAT OF COPING WITH<br />

FACING<br />

HUGE NUMBER OF REQUESTS FOR INFORMATION RETRIEVAL RE<br />

THE<br />

IN EITHER A SCHEDULED OR ONE-SHOT BASIS<br />

PORTS<br />

PUBLISHING COMPANY HAS TAKEN A MAJOR STRIDE IN<br />

WESTERN<br />

AREA BY DEVELOPING A SINGLE NOVEL PROGRAM THAT GIVES<br />

THIS<br />

RANDOM-ACCESS FLEXIBILITY TO BATCH-PROCESSING<br />

TAPE-SPEED<br />

SYSIEMS II EXPLOITS THE POWERFUL SORTING SOFTWARE<br />

ORIENTED<br />

AND PROGRAMMING FLEXIBILITY CF THE UNIVAC III<br />

CAPABILITY<br />

DETAILED DESCRIPTION OF THE BASIC FEATURES AND CAPABILI<br />

A<br />

OF THE PROGRAM ARE DISCUSSED<br />

TIES<br />

PROGRAM IS FLEXIBLE ENOUGHI TO GENERATE A LARGE<br />

IHE<br />

OF REPORTS, BUT CAN BE REFINED AS NECESSARY IN A<br />

VARIETY<br />

OF WAYS. THE RESULT IS MAXIMUM FLEXIBILITY WITH NUN<br />

NUMBER<br />

COMPUTER TIME AND EXPENSE<br />

IRUM<br />

EVANS, M. K<br />

0264<br />

THE INFORMATION AVALANCHE<br />

CONTROLLING<br />

OF DATA MANAGEMENT VOL 3-I2, DECEMBER 1965 7 PAGES<br />

JOURNAL<br />

DECISION-MAKING<br />

LINE WITH A TREMENDOUSLY INCREASED ABILITY OF CON-'<br />

IN<br />

AND COMMUNICATIONS TC HANDLE INFORMATION, THERE HAS<br />

PUTERS<br />

AN EXPLOSION IN THE AMOUNT OF INFORMATION WHICH MAN<br />

BEEN<br />

MUST USE AND ABSORB IN DECISION MAKING THIS GROWIH<br />

AGENENT<br />

INFORMATION REQUIREMENTS HAS LEFT MANAGEMENT WORRIED ANO<br />

IN<br />

PERPLEXED<br />

FOUR BASIC CONSIDERATIONS WHICH MUST BE KEPT IN<br />

THE<br />

IN TACKLING IHE INFORMATION PROBLEM ARE THE SIZE AND<br />

MIND<br />

OF THE COMPANY, THE KEY DECISION AREAS OF THE<br />

COMPLEXITY<br />

THE ORGANIZATIONAL SIRUCTURE AND DELEGATION PRAC<br />

BUSINESS,<br />

AND THE RELATIONSHIP BETWEEN INFORMATION AND ACTION.<br />

TICES,<br />

OF THESE CONSIDERATIONS IS DISCUSSED<br />

EACH<br />

AUTHOR SUGGESTS FIVE KEY STEPS IN SETTING UP A GOOD<br />

THE<br />

SYSTEM SELECT A PROJECT LEADER, THINK THROUGH<br />

INFORMATION<br />

INFORMATION REQUIREMENTS ENLIST YOUR MANAGEMENT TEAM<br />

YOUR<br />

THE NEW SYSIEM AND REVIEW AND ADOPT THE PLAN<br />

DESIGN<br />

KUCH D C<br />

0265<br />

T-FORMATION<br />

THE<br />

VOL lt 5. MAY 1965 3P.<br />

DATAMATION<br />

DATA-PROCESSING<br />

ORGANIZATION-CHARTS,<br />

HISTORY OF ORGANIZATIONAL THEORY TO THE PRESENT<br />

THE<br />

HAS CONSISTED OF REPEATED ATTEMPTS TO UPDATE ThE<br />

TIME<br />

PYRAMID CHART WHICH DERIVES ITS STABILITY FROM ITS<br />

CLASSICAL<br />

BASE AND TRIANGULAR FORM HOWEVER BECAUSE OF ITS LACK<br />

BROAD<br />

FLEXIBILITY IT FAILS TO TAKE ACCOUNT OF THE FACT THAT<br />

OF<br />

DEPARTMENTS OF A CORPORATION, SUCH AS DATA-PROCESSING,<br />

SOME<br />

A POSITION ON THE CHART OUT OF ALL PROPORTION TO<br />

ACHIEVE<br />

REAL IMPORTANCE THE T-FORMATION IS NEW CONCEPT IN<br />

THEIR<br />

ORGANIZATION FOR DATA-PROCESSING AND IS A SUC-'<br />

MANAGEMENT<br />

TO THE CLASSICAL PYRAMID-SHAPED ORGANIZATION CHART<br />

CESSOR<br />

KOUDRY* Jo<br />

0266<br />

CHARTING THE TOTAL SYSTEM<br />

LOGIC<br />

PROCESSING MAGAZINE, VCL 8-[, JANUARY 1966 6 PAGES<br />

DATA<br />

FLOWCHART<br />

DOCUMENTATION,<br />

KOUDRY FEELS THAT SYSTEM DOCUMENTATION TECHNIQUES<br />

MR.<br />

AND USED IN MANUAL SYSTEM STUDIES DO NOT PROVIDE A<br />

DEVELOPED<br />

TO ENABLE AN ANALYST TC EFFECTIVELY DESIGN A COMPUTER<br />

BASE<br />

SYSTEM. ONCE THE ANALYST HAS DEFIED THE PRESENT SYS<br />

BASED<br />

IN TERMS OF BASIC COMPUTER LOGIC THE DEVELOPMENT OF THE<br />

TEN<br />

SYSTEM FROM THESE LOGICAL ELEMENTS IS GREATLY<br />

COMPUTER-BASED<br />

FACILITATED<br />

LOGIC-CHARTING TECHNIQUE INVOLVES DOCUMENTING THE<br />

THE<br />

112<br />

OF THE PRESENT SYSTEM IN TERMS OF PROCESSING<br />

PROCEDURES<br />

AND DECISION CONDITIONS ONCE THE PRESENT SYSTEM HAS<br />

STEPS<br />

DOCUMENTED, THE SAME METHOD SHOULD APPLY TO DESIGNING A<br />

BEEN<br />

SYSIEM PRE-CHARTING THE SYSTEM ALLOWS THE ANALYST TO<br />

NEW<br />

THE SYSTEM BEFORE ENTERING THE FIELD THE LOGIC-CHAR-'<br />

LEARN<br />

TECHNIQUE AUTOMATICALLY CALLS ATTENTION TO LOGIC ERRORS<br />

TING<br />

SYMBDLOGY USED IS THE SAME AS THAT USED FOR CRAW-'<br />

THE<br />

PROGRAM FLOW CHARTS WITH ADDITIONAL CONVENTIONS USED TO<br />

ING<br />

THE APPLICABILITY EXHIBITS<br />

OPTIMIZE<br />

SINGLETARY,<br />

0267<br />

JOB CORPS<br />

THE<br />

VOL 58-7 JANUARY 1966, 3 PAGES<br />

BANKING<br />

RECRUITING<br />

TRAINING,<br />

ARTICLE BY THE DIRECTOR OF THE JOB CORPS DISCUSSES<br />

THIS<br />

PURPOSE BEGINNING, AND SOURCE OF THE PROGRAM THE CORPS<br />

THE<br />

AUTHORIZED BY THE ECONOMIC OPPORTUNITY ACT OF 1966 AND<br />

WAS<br />

DESIGNED TO HELP YOUNG PEOPLE, AGES 16 IHROUGH 21 WHO ARE<br />

IS<br />

OF SCHOOL OR OUI OF WORK THREE TYPES GF CENTERS AOMIN-'<br />

OUT<br />

THE PROGRAM WITH CONSERVATION CENTERS PROVIDING WORK<br />

ISIER<br />

PARKS OR FORESTS AND TWO TYPES OF URBAN CENTERS ORIENTED<br />

IN<br />

VOCATIONAL TRAINING<br />

TOWARD<br />

HAVE ARISEN IN MANY AREAS FORMING A LARGEr<br />

PROBLEMS<br />

INTER-AGENCY OFFICE WAS A LARGE TASK PROBLEMS<br />

CO-OPERATIVE<br />

IN RECRUITING YOUNGSTERS FINDING A DEDICATED STAFF<br />

EXIST<br />

NOT EASY HOWEVER, AN OVERWHELMING NATIONAL INTEREST IS<br />

WAS<br />

GROWING TO ALEVIATE THESE PROBLEMS<br />

NOW<br />

THE PLBLIC SEEMS TO HAVE A ONE-SIDED VIEW OF<br />

HOWEVER,<br />

PROGRAM PEOPLE MUST UNDERSTAND THAT THERE WILL BE<br />

THE<br />

DROP-OUTS, FIGHTS, AND DISCIPLINARy PROBLEMS<br />

HOMESICKNESS,<br />

PROGRAMS SUCCESS LIES IN ITS JOB-PREPARATION ABILITIES<br />

THE<br />

HITSELBERGER E<br />

0268<br />

TRAINING PROGRAMS FOR COLLEGE GRADUATES.'<br />

EFFECTIVE<br />

VOL 58-7, JANUARY 1966 PAGBS<br />

BANKING,<br />

EVALUATING, ORIENTATION<br />

TRAINING,<br />

OF THE BIG PROBLEMS FACING BANKERS IS THAT OF MAN-'<br />

ONE<br />

SUCCESSION OBTAINING AND RETAINING CDLLEGE GRADS IS<br />

AGEMENT<br />

PROCESS BANKS MUST OBTAIN AS MUCH MANAGEMENT<br />

CCMPETITIVE<br />

AS POSSIBLE AS QUICKLY AS POSSIBLE<br />

POTENTIAL<br />

AND TRAINEE AIMS ARE VERY SIMILAR= AND TRAINING<br />

BANK<br />

ARE GEARED TO MEET THESE AIMS. PROGRAMS HAVE COME<br />

PROGRAMS<br />

WAY SINCE THEIR BIRTH IN THE 40S TODAY MEST PROGRAMS<br />

LOnG<br />

TRAINEES THROUGH THE MAJOR DEPARTMENTS CF THE BANK<br />

ROTATE<br />

PROCESS ADDS MANY SPECIALTIES TO A PANS CAPABILITIES<br />

THIS<br />

ADMINISTRATIVE PROTECTION<br />

PROVIDING<br />

EFFECTIVE TRAINING PROGRAM NEEDS ThE BACKING OF ABLE<br />

AN<br />

WHO CAN COMMUNICATE AND REVIEW PERFORMANCES WELL<br />

MANAGERS<br />

PROGRAM EFFECTIVENESS CAN BE DETERMINED BY EVAL-'<br />

TRAINING<br />

FIRST-JOB ACHIEVEMENTS THESE FIRST-JOB ASSIGNMENTS<br />

UATING<br />

BE IN AREAS WHERE TRAINEES ARE EITHER STRONG OR WEAK<br />

MAY<br />

REACTIONS TO THE PROGRAM FROM THE TRAINEE ARE ALSO<br />

FINALLY,<br />

IN OESIGNING EFFECTIVE METHODS<br />

IMPORTANT<br />

MCCUSKER OWEN F<br />

0269<br />

0270<br />

THE BATTLE AGAINST TIME<br />

WINNING<br />

JOURNAL VOL 44, NO 11, DEC 1965 PAGES<br />

PERSONNEL<br />

PLANNING<br />

PROGRAM,<br />

WIN THE BATTLE AGAINST TIME WAGED AT ALL LEVELS IN<br />

TO<br />

BUSINESS ORGANIZAIION THE AUTHOR PROPOSES THE DEVELOP<br />

THE<br />

AND USE OF A-TIME MAP<br />

MENT<br />

TIME MAP PLANNING PROCEDURE IS DESIGNED TO HELP<br />

THE<br />

A CONCEPT OF TIME YOUR OWN JOB FUNCTIONS AND OB-'<br />

DEVELOP<br />

ARE ANALYZED<br />

JECTIVES<br />

POTENTIAL BENEFITS OF UTILIZING THE TIME MAP ARE<br />

THE<br />

STRONGEST SELLING POINTS PLANNING FORCES YOU TO SEE<br />

ITS<br />

CLEARLY IDENTIFIED GOALS OBSTACLES TC BE OVERCOME TO<br />

MORE<br />

THESE GOALS, AND DEVELOPS A PRIORITY SENSE THAT HELPS<br />

REACH<br />

FIT WHAT YOU WANT TO O0 INTO THE TIHE AVAILABLE<br />

YOU<br />

GIVES YOb CONFIDENCE MAKES YOU MORE DEPENDABLE<br />

PLANNING<br />

EFFICIENT, AND PREPARES YOU FOR PROMOTION<br />

AND<br />

LIKE TO STOP LYING TC MY BOSS<br />

IWGULD<br />

JOURNAL, VOL. 44, NO l, DEC., I965 8 PAGES<br />

PERSONNEL<br />

ABSENTEEISM<br />

AUTHOR DECLARES THE SYSTEM WHEREBY COMPANIES ALLOW<br />

THE<br />

EMPLOYEE A FIXED NUMBER CF DAYS ABSENT FOR PERSONAL,<br />

AN<br />

SICKNESS WHICH MUST BE STATED AND DESCRIBED TO AN<br />

PHYSICAL<br />

SUPERVISOR AN UNWARRANTED INVASION OF PRIVACY.<br />

IMMEDIATE<br />

SUGGESTS COMPANIES ALLOW A GIVEN NUMBER OF DAYS PER YR<br />

SHE<br />

ABSENCE DUE TO ILLNESS CR GENUINE PERSONAL EMERGENCY,<br />

FOR<br />

FAMILY PROBLEMS EXCESS DAYS ARE TO BE DEDUCTED<br />

INCLUDING<br />

SALARIES NOTICE OF ABSENCE MUST BE GIVEN CURING FIRST<br />

FROM<br />

OF WORKING DAY, BUT NO FURTHER EXPLANATION NEED<br />

HALF-HOUR<br />

GIVEN<br />

BE<br />

ALSO PROPOSES THE ALLOWED ABSENCE TIME BE CUT IN<br />

SHE<br />

BUT NO QUESTIONS ASKED ABOUT REASONS FOR ABSENTEEISM.<br />

TWO,<br />

BELIEVES ABSENTEEISM WILLDECLINE AND THAT IMPORTANT<br />

SHE<br />

INTO CHARACTER OF EMPLOYEES WILL BE GAINED SUCH AS<br />

INSIGHTS<br />

PEOPLE ARE CONSISTENTLY ABSENT AT PEAK-LOAD TIMES AND<br />

WHICH<br />

IAKE PAINS TO TAKE CARE OF PERSONAL MATTERS AT OTHER<br />

WHICH<br />

TIMES<br />

BATTEN, D STOUDER, DALE H<br />

C271<br />

AND JOB EVALUATION.'<br />

COMPENSATION<br />

JOURNAL VOL 44, NO II, DEC 1965 4 PAGES<br />

PERSONNEL<br />

REVIEW<br />

APPRAISAL,<br />

EFFECTIVE COMPENSATION SYSTEM MUST PROVIDE A CON<br />

AN<br />

METHOD FOR ESTABLISHING THE RELATIVE WORTH OF EACH<br />

SISTENT<br />

PROVIDE A METHOD FOR RECOGNIZING THE EFFECT OF THE LAW<br />

JOB,<br />

SUPPLY AND DEMAND ON VARIOUS JOB CLASSIFICATIONS WITHOUT<br />

OF<br />

THE RELATIVE WORTH OF JOBS WITHIN THE ORGANIZA-'<br />

DISTORIING<br />

AND MUST PROVIDE FOR EXCEPTIONAL PAY FOR EXCEPTIONAL<br />

TION,<br />

PERFORMANCE.<br />

SEVEN STEP METHOD FOR ESTABLISHING A JOB EVALUATION<br />

A<br />

IS PRESENTEO BRIEFLY, PREPARE DETAILED JOB OESCRIP-'<br />

SVSTEM<br />

DETERMINE RELATIVE VALUE OF EACH JOB RANK JOBS<br />

TIDNS*<br />

SCAITERGRAN OR DETERMINE LINE OF BEST FIT USING<br />

PREPARE<br />

SQUARES FORMULA, ESTABLISH RATE RANGE FOR EACH JOB,<br />

LEAST<br />

DETERMINE WHICH JOBS VARY GREATLY FROM SALARY LINE, AND

COMPARE SALARY LEVELS WITH COMPARABLE COMPANIES IN AREA<br />

BAHN, CHARLES<br />

CP72<br />

USE OF THE EXIT INTERVIEW<br />

EXPANDED<br />

JOURNAL• VDL 44• NO Li, DEC., 1965• PAGES<br />

PERSONNEL<br />

DISSATISFACTI£N<br />

SATISFACTION,<br />

PROPERLY CONDUCTED EXIT INTERVIEW CAN PRODUCE VALU<br />

A<br />

INFORMATION FOR MANAGEMENT ON THE OPERATIONAL PROCED-'<br />

ABLE<br />

OF THE COMPANY AND THE EMPLOYEE ATIITUOES<br />

URES<br />

THE EXIT INTERVIEW AN EFFORT SHOULD BE MADE TO<br />

IN<br />

THE WIDEST RANGE OF SOURCES OF EMPLOYEE SATISFACTION<br />

COVER<br />

DISSATISFACTION THE EMPLOYEE SHOULD BE ENCOURAGE TO<br />

AND<br />

WHAT IS ON HIS MIND AND WHAT HE CONSIDERS MOST IMPOR-'<br />

TELL<br />

TANT<br />

INTERVIEW SHOULD BE SOMEWHAT STRUCTURED, CONDUCTED<br />

THE<br />

AN AMPLE AMOUNT OF TIMEr TAKE PLACE IN A PRIVATE OFFICE,<br />

IN<br />

BE CONDUCTEO BY SOMEONE SUFFICIENTLY HIGH IN THE<br />

AND<br />

TO ASSESS AND RECOGNIZE SIGNIFICANT INFORMA-'<br />

ORGANIZATION<br />

AND TO INITIATE CONSIDERATION OF REMEDIAL ACTION WHERE<br />

TION<br />

APPROPRIATE.<br />

OBIAINED IN AN EXIT INTERVIEW CAN BE VERY<br />

INFORMATION<br />

DESPITE ITS LIMITED VALIDITY<br />

USEFUL<br />

SAVITT, MORRIS A.<br />

C27)<br />

FRESH SLANT ON THE INDUCTION PROGRAM<br />

A<br />

JOURNAL, VGL 44, ND II DEC 1965, 3 PAGES<br />

PERSONNEL<br />

ORIENTATION<br />

RECRUITMENT<br />

SOUND INDbCTICN PROGRAM IS GENERALLY CONSIDERED TO<br />

A<br />

AN IMPORTANT ROLE IN REDUCING TURNOVER AND GRIEVANCES<br />

FLAY<br />

THE AUTHOR FEELS IT IS AS IMPORTANT TO GIVE SPECI-'<br />

HOWEVER,<br />

ATTENTION TO THE OLD-TIMERS IN THE IMMEDIATE WORK GROUP<br />

AL<br />

IT IS TO FOCUS ON THE NEW EMPLOYEE DURING THE ENTIRE<br />

AS<br />

PROCESS HIS WORK EXPERIENCE SUPPORTS THIS VIEW<br />

HIRING<br />

INDUCTION PROGRAM SHOULD TAKE INTE ACCOUNT THE<br />

THE<br />

OF THE NEW EMPLOYEE, THE INTERESTS OF THE EMPLOY-<br />

INTERESTS<br />

AND THE INIERESIS OF THE OLD-TIMERS IN THE IMMEDIATE<br />

ER,<br />

GROUP. EACH INIERESI IS VIEWED WITH RESPECT TO THEIR<br />

WORK<br />

IHE INABILITY TO ISOLATE AND DIRECTLY<br />

INTERRELATIONSHIPS,<br />

EACH INTEREST AND THE EFFECTS OF OBSERVER INIRU-<br />

MEASURE<br />

SION<br />

LYNCH, CHARLES H<br />

0274<br />

AND PRACTICE OF PERFORMANCE APPRAISAL<br />

THEORY<br />

JOURNAL, VOL 44, ND ii, DEC 1965, PAGES<br />

PERSONNEL<br />

MEASUREMENT<br />

JOB-DESCRIPTION<br />

APPRAISAL DR ACCOUNTABILITY MANAGEMENT, THE<br />

PERFORMANCE<br />

THE AUTHOR SUGGESTS FOR THE CONCEPTt HAS FOUR RELATED<br />

NAME<br />

IN WHICH A MANAGER DESCRIBES THE JOB TO BE HANDLED BY<br />

STEPS<br />

SUBORDINATE, DEVELOPS OBJECTIVES AND MEANS OF MEASURE-'<br />

HIS<br />

APPROPRIATE TO THE JOB, COMMUNICATES THE JOB DESCRIP-'<br />

MENT<br />

AND ITS OBJECIIVES TO IHE SUBORDINATE, AND MEASURES<br />

TION<br />

SUBORDINATES ACCOMPLISHMENTS AGAINST THE OBJECTIVES.<br />

THE<br />

AUTHOR DISCUSSES THE DIFFICULTIES WHICH MUST BE RE-'<br />

THE<br />

IN EACH OF THESE AREAS<br />

SOLVED<br />

BEUSCHEL, RICHARD T<br />

02?5<br />

NATURE OF PERSONNEL<br />

CHANGING<br />

JOURNAL, VDL 45, NO I, JAN., 1966, 2 PAGES<br />

PERSONNEL<br />

FORECASTS, PREOICTIONS<br />

PROJECTIONS,<br />

MUSI DO MORE FORWARD PLANNING AND STOP DEAL<br />

PERSONNEL<br />

WITH HISTORICAL DATA DATA PROCESSING CAN ASSIST PER-'<br />

ING<br />

MANAGEMENT IN THE TRANSITION REPORTS CAN BE CON<br />

SONNEL<br />

HANDLED ON THE COMPUTER<br />

VENIENTLY<br />

AND SIMULATIONS OF FUTURE TRENDS CAN BE<br />

PROJECTIONS<br />

ON COMPUTERS GREATER EMPHASIS SHOULD BE PLACED ON<br />

TESTEO<br />

STUDIES THERE IS NEED FOR RETRAINING PROGRAMS<br />

MOTIVATIONAL<br />

JOB EMPHASIS SHIFTS<br />

AS<br />

INDERSTANOING, AND PATIENCE ARE NEEDED IF<br />

IMAGINATION,<br />

BENEFIT IS TO BE DERIVED FROM USE OF EDP TO IMPROVE<br />

FULL<br />

FORWARD PLANNINF INFORMATION OF PERSONNEL MANY CHANGES<br />

THE<br />

TRADITIONAL WAYS CF OPERATING WILL BE INVOLVED FOR<br />

IN<br />

THE CONCEPT OF INTEGRATED INFORMATION FILES CAN<br />

EXAMPLE<br />

A PROFOUND EFFECT CN FUNCTIONAL DEPARTMENTS MANY DE-'<br />

HAVE<br />

CAN MAKE MULTIPLE USE DF THE SAME INFORMATION,<br />

PARTMENTS<br />

AND STORED IN ONLY ONE LOCATION. THE FEATURES OF<br />

RECORDED<br />

AND BENEFITS FROM A TOTAL EDP SYSTEM ARE BRIEFLY DISCUSSED<br />

SIMPSON, MAX<br />

C276<br />

DO COMPUTERS AFFECT ACCOUNTING AND AUDITING TECHNIQUES<br />

HOW<br />

FINANCIAL EXECUTIVE VOL 34, 2 FEB 1966 6P<br />

IMPACT OF IHE COMPUTER ON BUSINESS PRACTICES HAS<br />

THE<br />

SIGNIFICANT ESPECIALLY ON THE ACCOUNTANT AND AUDITOR,<br />

BEEN<br />

IHE TECHNIQUES UTILIZED IN THE ADMINISIRATION OF THEIR<br />

AND<br />

FUNCTIONS.<br />

ACCOUNIANI MUST ACCEPT THE CHALLENGES POSED BY HIS<br />

THE<br />

ENVIRONMENT BY ADAPTING TO A NEW PROFESSION RATHER<br />

CHANGING<br />

CONTINUE AN OLD ONE HE MUST PROVIDE MANAGEMENT WIIH<br />

THAN<br />

TIMELY RECOMMENDATIONS ON DAY-TO-DAY BUSINESS<br />

UNBIASED,<br />

AND FUTURE PREDICTIONS TO OPTIMIZE LONG-RANGE<br />

ACTIVITIES<br />

AND GOALS.<br />

PLANS<br />

THE AUDITOR WILL BE REQUIRED TO DEVELOP A<br />

SIMILARLY•<br />

THE COMPUTER- APPROACH TO HIS OBJECTIVES. IN THE<br />

-THROUGH<br />

AHEAD THE AUDITOR AND ACCOUNTANT HAVE AN UNPARALLED<br />

YEARS<br />

TO EXPLOIT THE UTILIZATION OF THE COMPUTER AS A<br />

OPPORTUNITY<br />

PRIME TOOL IN SERVICING MANAGEMENTS NEEDS<br />

OTOOLE EDWARD F.<br />

0277<br />

PLANNING AND TOP MANAGEMENTS ROLE IN EDP<br />

LONG-RANGE<br />

FINANCIAL EXECUTIVE VOL 34 2 FEB 1966 5P<br />

WITH EVERY PROJECT IN THE COMPANY• THE ULTIMATE RE-'<br />

AS<br />

FOR LONG-RANGE PLANNING RESTS WITH THE PRESI-'<br />

SPONSIB[LITY<br />

HOWEVER THE AUTHOR STRESSES THE IMPORTANCE OF TEAM<br />

DENT<br />

FOR PLANNING AND THE NEED FOR EXTENSIVE PARTICIPATION<br />

WORK<br />

DIVISIONAL PERSONNEL THE AUTHOR OUTLINES EIGHT FUNDA-'<br />

BY<br />

ELEMENTS THAT ARE INVOLVED IN THE DEVELOPMENT OF AN<br />

MENTAL<br />

113<br />

LONG-RANGE PLAN FOR ANY INDIVIDUAL COMPANY<br />

EFFECTIVE<br />

OF THE LONG-RANGE OPERATIONAL IMPLICATIONS<br />

BECAUSE<br />

OF ELECTRONIC DATA-PROCESSING POLICIES AND OBJECT<br />

PLANNING<br />

MUST BE EFFECTED AT THE HIGHEST LEVEL OF MANAGEMENT<br />

IVES<br />

BURGEONING USE OF EDP EQUIPMENT IN THE MODERN COMPANY<br />

THE<br />

THAT DRASTIC CHANGES IN THINKING BE EFFECTED AT ALL<br />

REQUIRES<br />

OF MANAGEMENI RELATIVE TO BOTH THE ORGANIZATION ANO<br />

LEVELS<br />

METHODS INVOLVED IN ROUTINE DECISION-MAKING ANO PAPER-<br />

THE<br />

PROCESSING THE PROBABLE EFFECT OF COMPUTERS ON ORGAN-'<br />

WORK<br />

ALIGNMENT CONTROL, AND CHANNELS AND LINES OF<br />

IZATIONAL<br />

ARE DISCUSSED• ALSO.<br />

COMMUNICATION<br />

CHURCHILL, NEIL C CYERT, RICHARD M<br />

0278<br />

EXPERIMENT IN MANAGEMENT AUDITING<br />

AN<br />

JOURNAL OF ACCOUNTANCY VOL I2/t 2 FEB., 1966 5P<br />

THE<br />

DECISION-ANALYSIS• GAMES-BUSINESS<br />

EDUCATION,<br />

BUSINESS GAMES CAN MAKE A CONTRIBUTION<br />

COMPUTER-BASED<br />

THE EDUCATION OF FUTURE ACCOUNTANTS AND MANAGERS IN THE<br />

TO<br />

AND PHILOSOPHY OF AUDITING THE AUTHORS ANALYSIS<br />

FUNCTION<br />

SHOWS THAT EDUCATION FER THE PROFESSION OF ACCOUNTING<br />

ALSO<br />

BE SEPARATED FROM EDUCATION FOR MANAGEMENT<br />

CANNOT<br />

GENERAL GAMES PROVIDE A DYNAMIC AND INTENSE SITUA<br />

THE<br />

WHERE PROBLEMS ARE FACED IN THE CONTEXT IN WHICH THEY<br />

TION<br />

ARISE, WHERE THE PRESSURE OF lIME AND LIMITED IN-'<br />

NATURALLY<br />

ARE REAL, WHERE THE DECISION IS TO SEARCH FURTHER<br />

FORMATION<br />

TO ABSTAIN A GAME GIVES A STUDENT A CHANCE TO EXPERIMENT<br />

OR<br />

HIS OWN IDEAS OF MANAGEMENT AND TO TRY HIS NEWLY AC-'<br />

WITH<br />

SKILLS IN A RELATIVELY COST-FREE ENVIRONMENT. FINAL<br />

QUIRED<br />

WHERE A GROUP SUCH AS THE BOARD OF DIRECTORS IS UTILIZEO<br />

LY<br />

GAME PROVIDES A CHANCE FOR EXPERIENCED AND KNOWLEDGEABLE<br />

THE<br />

FROM THE WORLD OF AFFAIRS TO CONTRIBUTE THEIR LEARNING<br />

MEN<br />

SKILLS TO THE EDUCATIONAL PROCESS BY EVALUATING MANA<br />

AND<br />

BEHAVIOR<br />

GERIAL<br />

SIMPKINS, JOHN<br />

0279<br />

FOR MANAGEMENT BY OBJECTIVES<br />

PLANNINC<br />

AND PROCEDURES JOURNAL VOL ITt NO JANUARY<br />

SYSTEMS<br />

66 6<br />

FEBRUARY<br />

VALUE, RISK GOALS<br />

COST<br />

ARTICLE DISCUSSES THE SIGNIFICANCE OF THE SYSTEM<br />

THIS<br />

EMPHASIZES STARTING WITH A LIMITED NUMBER OF OBJECTIVES<br />

AND<br />

SYSIEM AIMS AT MAXIMIZING UTILIZATION OF ALL MEMBERS OF<br />

THE<br />

MANAGEMENT TEAM SUCCESS OF THE PLAN IS BASED ON THE<br />

THE<br />

THAT PEOPLE ARE MORE RESPONSIVE TO THEIR OWN OBJEC<br />

BELIEF<br />

THAN TO DIRECTIVES FRCM THE TOP PLANNING IS A PRIME<br />

TIVES<br />

SUCH PLANNING SHOULD BE DONE BY MANAGERS AT ALL<br />

FEATURE<br />

LEVELS.<br />

NATURE OF OBJECTIVES INCLUDES IMPROVEMENTS IN PRO<br />

THE<br />

IMPROVEMENT IN QUALITY AND IMPROVEMENT IN SER-'<br />

DUCTIVITY<br />

OBJECTIVES RELATING TD IMPROVEMENTS CAN BE LOOKEO AT<br />

VICE<br />

COST-VALUE AND COSI-RISK POINTS OF VIEW EXPRESSION OF<br />

FROM<br />

RESULT EXPECTATION IN TERMS OF WHEN AND HOW MUCH IS VERY<br />

END<br />

AND ESSENTIAL A FORM USED SHOULD OBJECTIVES OF<br />

IMPORTANT<br />

CRITERIA FOR EVALUATION PERFORMANCE AND THE<br />

INDIVIDUALS<br />

AND FINAL EVALUATION<br />

INTERIM<br />

SHARLIP, ALFRED S.<br />

0280<br />

PERSONNEL SHOULD IMPROVE COMMUNICATION TOO.<br />

EDP<br />

AND PROCEDURE JOURNAL VOL 17, NO. JANUARY<br />

SYSTEMS<br />

66 2<br />

FEBRUARY<br />

OOCUMENIATION<br />

ARTICLE STRESSES THE IMPORTANCE OF COMMUNICATION<br />

THE<br />

THE SYSTEMS ANALYST AND THE PROGRAMMER THE MOST<br />

BETWEEN<br />

ASPECT DF MAN-TO-MAN COMMUNICATION AMONG EOP PER<br />

DIFFICULT<br />

IS THE DEVELOPMENT, DOCUMENTATION AND INTERPRETATION<br />

SONNEt<br />

SYSTEMS SPECIFICATIONS SYSTEMS SPECIFICATIONS ARE THE<br />

OF<br />

MEDIUM OF COMMUNICATION THE SUCCESS• EFFICIENCY AND<br />

PRIMARY<br />

OF SYSTEMS IMPLEMENTATION DEPENDS LARGELY ON THE<br />

ACCURACY<br />

OF THIS COMMUNICATION TOOL<br />

ADEQUACY<br />

SUFFICIENCY OF SPECIFICATIONS DEPENDS ON THE ANA-'<br />

THE<br />

KNOWLEDGE OF IHE APPLICATION ANO HIS ABILITY TO COM-'<br />

LYSTS<br />

THAT KNOWLEDGE EFFECTIVELY PRACTICAL EXPERIENCE IN<br />

MUNICATE<br />

OPERATIONS AND EAM PROJECT PLANNING IS ESSENTIAL. DIF-'<br />

AOP<br />

ALSO ARISES FROM SEPARATING SYSTEMS STAFFS FROM<br />

FICULTY<br />

STAFFS TO BETTER COMMUNICATIONS SENIOR SYSTEMS<br />

PROGRAMING<br />

SHOULD REVIEW SYSTEMS SPECIFICATIONS AND THERE<br />

ANALYSTS<br />

BE A MEETING OF ANALYST AND PROGRAMMER.<br />

SHOULO<br />

DYKEMAN, FRANK C<br />

0281<br />

TECHNIQUES FOR A MANAGEMENT SYSTEM<br />

NEW<br />

EXECUTIVE VOL 4, 3 MARCH 1966 5P<br />

FINANCIAL<br />

CONTROL<br />

DAIA-PROCESSING,<br />

ACCOUNTING REPORTS ARE STILL ESSENTIAL<br />

MANAGEMENT<br />

OF THE FORMAL INFORMATION SYSTEM AND BECAUSE OF<br />

INGREDIENTS<br />

IMPROVEMENTS THEY ARE PLAYING AN INCREASINGLY SIG<br />

RECENT<br />

ROLE IN MANAGEMENT DECISION-MAKING.<br />

NIFICANT<br />

BASIC OBJECTIVE OF ACCOUNTING IS THE FULFILLMENT OF<br />

THE<br />

IMPORTANT ECONOMIC FUNCTION- THE COMMUNICATING AT FINAN<br />

AN<br />

AND ECONOMIC FACTS TO A USER IN A FORM WHICH HAS TIME-'<br />

DIAL<br />

AND CONTAINS INFORMAIION WHICH WILL CONTRIBUTE TO THE<br />

LINESS<br />

OF THE RECIPIENT ELECTRONIC DATA-PROCESSING IS<br />

BENEFII<br />

POSSIBLE THE PREPARATION OF ACCOUNTING REPORTS SOON<br />

MAKING<br />

IHE EVENT OF EVENTS REPORTED TO ALLOW FOR TIMELY DE-'<br />

AFTER<br />

A NUMBER OF MATHEMATICAL TECHNIQUES ARE BE<br />

CISION-MAKING.<br />

PART OF THE MANAGEMENT INFORMATION SYSTEM THE<br />

COMING<br />

DESCRIBES THREE OF THESE TECHNIQUES- SIMULATION, IHE<br />

AUTHOR<br />

INVENTORY CONTREL MODEL AND DISCRIMINIANT AN<br />

STATISTICAL<br />

ALYSIS<br />

ZUCKER LEON W<br />

0282<br />

OF THE COMPUTER ON ACCOUNTIN FOR HOSPITALS.<br />

IMPACT<br />

NEW YORK CERTIFIED PUBLIC ACCOUNTANT VOL. 36 2. FEB.<br />

THE<br />

7P 1966<br />

DATA-PROCESSING<br />

MEDICAL•<br />

IS AN INIERESIING AND INFORMATIVE ACCOUNT OF WHAT<br />

HERE<br />

CDMPUTER HAS ACCOMPLISHED IN STREAMLINING A LARGE MEDICAL<br />

A<br />

COMPLEX ACCOUNTING SYSTEM, PROVIDING NEW DATA FOR<br />

CENTERS<br />

SPEEDING UP REPORTS AND GENERALLY ENLARGING<br />

MANAGEMENT<br />

HORIZONS THE ARTICLE DEMONSTRATES HOW HOSPITALS<br />

MANAGERIAL<br />

PROGRESSING, GRADUALLY• TOWARDS A TOTAL INFORMATION<br />

ARE<br />

THEIR GOAL BEING ONE RECORD FOR ALL USES.<br />

SYSIEM,

SYSTEM DEVELOPED ORIGINALLY HITH ELECTRONIC AC<br />

THE<br />

MACHINES -EAR- ONLY FOR PAYROLL AS TIME PROGRESSED<br />

COUNTING<br />

OF THE EAH EQUIFMENT WAS SOON EXTENDED AND THE<br />

UTILIZATION<br />

HAS EXPANDED TO INCLUDE AN ELECTRONIC CALCUL<br />

INSTALLATION<br />

DEVICE SEVERAL ADDITIONAL ACCOUNTING MACHINES WERE<br />

ATING<br />

AND HIGH-SPEED SORTERS AND COLLATORS WERE SUBSTITUTED<br />

ADDED,<br />

THE ORIGINAL EQUIPMENT. IN 1961l A PROGRAM WAS LAUNCHEO<br />

FOR<br />

CONSOLIDATE DATA-PROCESSING OPERATIONS WITH A SERVICE<br />

TO<br />

CORPORATION<br />

EDITORS<br />

0283<br />

LEAVES- HOST COMPANIES VOTE -NO.<br />

SABBATICAL<br />

MANAGEMENT VOL 29, 5 FEB I9663P.<br />

BUSINESS<br />

SEEMS TD BE THE PREVAILING ATTITUDE WHEN IT CONES<br />

-NO-<br />

SABBATICAL LEAVES- PAID VACATIONS FOR PERIODS OF THREE<br />

TD<br />

OR MORE- FOR EMPLOYEES AND EXECUTIVES. ONLY A HAND-'<br />

MONTHS<br />

OF COMPANIES MOST OF THEN IN STEEL OR STEEL-RELATED<br />

FUL<br />

PRESENTLY GRANT SABBATICALS TO SALARIED WHITE<br />

INDUSTRIES<br />

OR BLUE COLLAR PERSONNEL<br />

COLLAR<br />

TO A RECENTLY COMPLETED SURVEY ENCOMPASSING<br />

ACCORDINGLY<br />

100 LARGE COMPANIES AND SPONSORED BY THE -BUSINESS<br />

NEARLY<br />

RESEARCH STAFF• 46 PERCENT OF THE FIRMS EITHER<br />

MANAGEMENT-<br />

OR FAVOR SABBATICALS FOR EXECUTIVES THE MOST PREVA<br />

GRANT<br />

REASON AMONG THE FIRMS FOR GRANTING SABBATICALS IS TO<br />

LENT<br />

A PERSON AN OPPORTUNITY TO BROADEN HIS KNOWLEDGE AT<br />

GIVE<br />

LABOR LEVEL 94 PERCENT OF THE COMPANY EXECUIIVES AN-'<br />

THE<br />

EVENTUALLY HAVING TO GIVE SABBATICALS TO ORGANIZED<br />

TICIPATE<br />

IN ORDER TO SATISFY UNION DEMANDS.<br />

EMPLOYEES<br />

EDITORS<br />

0284<br />

COST OF MANAGEMENT STUDY<br />

THE<br />

MANAGEMENT VOL. 29, 5. FEB I966 lOP*<br />

BUSINESS<br />

INCONE<br />

SALARY<br />

SIXTEEN CONSECUTIVE PAGES IS NEVER-BEFORE-PUBLISHED<br />

ON<br />

ONE CAN USE TO DETERMINE WHETHER DR NOT HIS<br />

INFORMATION<br />

COMPENSATION PRACTICES ARE IN LINE ThIS IS THE<br />

EXECUTING<br />

ANNUAL COST OF MANAGEMENT STUDY. REPORT DATA THAT IS<br />

FIRST<br />

INCLUDES THE FOLLOWING- IS THE SALARY OF THE CHIEF<br />

PROVIDED<br />

APPROPRIATE ARE THE CHARACTERISIICS GF THE CHIEF<br />

EXECUTIVE<br />

SALARY IN LINE CHECK THE RANKING-BY-PAY OF THE<br />

EXECUTIVES<br />

MAJOR LINE EXECUTIVES CHECK THE RELATIONSHIP OF EX-'<br />

FOUR<br />

SALARIES TO THE TOP HANS ARE SALARIES FOR YOUR<br />

ECDTIVES<br />

IN DIVISIONS OR SUBSIDIARIES ACCURAIE HOW<br />

EXECUTIVES<br />

OR LACK OF THEM- AFFECT EXECUTIVE SALARIES. HOW<br />

BONUSES-<br />

COMPENSATION VARIES IN BONUS AND NON-BONUS PAYING<br />

TOTAL<br />

HOW STOCK OPTIONS FATTEN EXECUIIVE WALLETS<br />

FIRMS<br />

KILBRIDGE, MAURICE WESTER LEON<br />

0285<br />

ECONOMIC MODEL FOR THE DIVISION OF LABOR.<br />

AN<br />

MANAGEMENT SCIENCE VOL 12• 6. FEB 1966 I3P.<br />

DIVISION OF LABOR IN ASSEMBLY IS FACILITATED BY<br />

THE<br />

CONVEYOR LINE. WORKERS ARE STATIONED ALONG THE LINE ON<br />

IHE<br />

THE FRAME OF THE PRODUCT BEING ASSEMBLED MOVES THE<br />

WHICH<br />

JOB IS BROKEN INTO ELEMENTS OF WORK AND ASSIGNED IN<br />

TOTAL<br />

EQUAL SHARES TO THE WORKERS ON THE LINE EACH<br />

APPROXIMATELY<br />

ADDS HIS SHARE OF WORK AS THE PRODUCT PASSES HIM<br />

OPERATOR<br />

MEASURE DF THE DIVISION OF LABOR IS THE AMOUNT OF TIME<br />

THE<br />

PRODUCT SPENDS AT EACH OPERATORS WORK STATIGN THIS<br />

THE<br />

IS COMMONLY CALLED THE -CYCLE TIME- THE PROBLEM OF<br />

PERIOD<br />

EXTENT DF THE DIVISION OF LABOR IS TO DETERMINE<br />

ECONOMIC<br />

OPTIMUM CYCLE TIME, OR THAT WHICH YIELDS THE LOWEST UNIT<br />

THE<br />

LABOR COST OF ASSEMBLY. THREE RELEVANT VARIABLE COSTS<br />

DIRECT<br />

BY THE AUTHORS ARE THE IHBALANCE-OF-WORK COST* THE<br />

DISCUSSED<br />

OF NON-PRODUCTIVE WORK• AND THE LEARNING COST.<br />

COST<br />

FAULKNER, MARTIN<br />

0286<br />

SECTIONING AND CLASS SCHEDULING<br />

COMPUTER<br />

DATAMATION VOL II, 6. JUNE 1965 3P<br />

STATE UNIVERSITY NOW HAS A COMPUTER PROGRAM<br />

WASHINGTON<br />

OPERATION THAT HELPS SOLVE THE PERPLEXING PROBLEM DF<br />

IN<br />

A TIME SCHEDULE OF COURSE OFFERINGS WHILE OPTIMIZ<br />

BUILDING<br />

THE UTILIZATION OF AVAILABLE SPACE, TIME• AND INSTRUCT-'<br />

ING<br />

COMPUTER SECTIONING GIVES EACH STUDENT A CLASS SCHEDULE<br />

ORS<br />

WHICH SECTIONS OF HIS CHOSEN COURSE HE WILL ATTEND<br />

SHOWING<br />

AUTHOR OUTLINES THE BASIC PROGRAM STRUCTUREe TAKING<br />

THE<br />

ACCOUNT IHE TIME PROBLEM, PROCESSING, AND REPORTS.<br />

INTO<br />

THE GAINS DERIVED FROM SUCH A PROGRAM ARE THE COURSE<br />

AMDUNG<br />

REPORT AND THE BALANCING OF SECTIONS. DESIGN OF THE<br />

REQUEST<br />

AND DEVELOPMENT AND IESIING PROGRAMS REQUIRED AT<br />

SYSTEM<br />

24 MAN-MONTHS OF LABOR WHILE DEVELOPMENT COSTS AP<br />

LEAST<br />

50,000 DOLLARS THE COST FOR PROCESSING PER<br />

PROXIMATED<br />

LAST FALL AT WSU WAS ROUGHLY 50 CENTS<br />

STUDENT<br />

SCFNEIDEWDND, NORMAN<br />

028?<br />

CONTROL AND ASSURANCE IN RECORDS CONVERSION<br />

QUALITY<br />

VOL ll 6 JUNE 1965 4P<br />

DATAMAIION<br />

RELIABILITY<br />

CLERICAL<br />

ARTICLE PROVIDES AN ANALYSIS DF IHE PROBLEMS<br />

THIS<br />

IN SPECIFYING AND CHECKING THE ACCURACY CF LARGE FILE<br />

VOLVED<br />

WITH A METHOD OF CHOOSING AND APPLYING SUITABLE<br />

CONVERSIONS,<br />

THE AUIHOR PRESENTS A TECHNIQUE FOR ACHIEVING<br />

STANDARDS<br />

ACCURACY AT HINIMUH COST IN THE PROCEDURE A COM<br />

DESIRED<br />

HAS BEEN AVAILABLE TO ASSIST IN THE RECORDS CONVER-'<br />

PUIER<br />

THE QUALITY CONTROL PHASE OF THE CONVERSION PROGRAM<br />

SION<br />

STANDARD CONTROL CHARTS. QUALITY ASSURANCE IS PROVIDED<br />

USES<br />

THE USE OF ACCEPIANCE SAMPLING PLANS, WHICH ASSURE THE<br />

BY<br />

USER OF CONVERTED DATA THAT THE PERCENTAGE OF DE-'<br />

ULTIMATE<br />

ITEMS WILL NOT EXCEED A PRE-DETERMINED VALUE OVER A<br />

FECTIVE<br />

NUMBER OF BATCHES OF CONVERTED OUTPUT. CONTROL CHARIS<br />

LARGE<br />

ACCEPTANCE SAMPLING PROVIDE AN EFFECTIVE MEANS OF A<br />

AND<br />

QUALITY CONTROL QUALITY ASSURANCE IN CONVERSIONS<br />

CHIEVING<br />

LO0 PERCENT INSPECIION IS INFEASIBLE OR TOO COSTLY<br />

WHERE<br />

OTHER CASES CONTROL CHARTS CAN BE EMPLOYED TO CONTROL<br />

IN<br />

PROCESS AVERAGE<br />

THE<br />

PATRICK ROBERT L* ROCKWELL MARSHALL A<br />

0288<br />

ON-LINE.'<br />

PATIENTS<br />

VOL 11, 9 SEPT 1965<br />

DATAMATION<br />

MEDICAL HOSPITAL<br />

114<br />

AUTHORS GIVE A LOOK AT COMPUTER-ASSISTED MEDICAL<br />

THE<br />

AND FUTURE SYSTEM REQUIREMENTS AT THE SHOCK RE-'<br />

TREATMENT<br />

UNIT OF THE USC SCHOOL OF MEDICINE THE PRIMARY GOAL<br />

SEARCH<br />

THE UNIT IS TO IHPROVE THE MONITORING AND CARE OF THE<br />

OF<br />

ILL PATIENT. OTHER GOALS ARE TO GATHER ACCURATE<br />

CRITICALLY<br />

SERIES DATA FROM SEVERELY ILL PATIENTS FOR LATER OFF--'<br />

TIME<br />

FUNDAMENTAL RESEARCH TO AMPLIFY THE ABLILITIES OF<br />

LINE<br />

TRAINED MEDICAL PERSONNELt AND TO ACCOMPLISH THESE<br />

SPECIALLY<br />

AT AN INVESTMENT LEVEL THAT MEDIUM TO LARGE HOSPITALS<br />

AIMS<br />

AFFORD A DIGITAL COMPUTER INSTALLED IN 1964 REPRESENTS<br />

CAN<br />

ON-LINE SYSTEM IN THE MOST CRITICAL ENVIRONMENTS INVOLV-'<br />

AN<br />

LIFE AND DEATH. ALONG WITH FUTURE REQUIREMENTS, THE AU<br />

ING<br />

ARE ALREADY CONTEMPLATING THE USE OF THE COMPUTER IN<br />

THORS<br />

CONTROL CAPACITY.<br />

A<br />

PARSONS, JAMES A<br />

0289<br />

REPLACEMENT POLICY EASED ON EQUIPMENT AGE.<br />

A<br />

DATA PROCESSING VOL 8-2 FEBRUARY, I966 PAGES<br />

PARSONS INCLUDES MATHEMATICAL CALCULATIONS AND<br />

MR<br />

IN THIS DISCUSSION OF HIS REPLACEMENT POLICY BASED ON<br />

CHARTS<br />

EQUIPMENT AGE HE STATES THAT EQUIPMENT IS RE-'<br />

COMPUTING<br />

BECAUSE IF FAILS TO OPERATE OR IT HAS BECOME OBSOLETE<br />

PLACED<br />

LIGHT OF NEW CHEAPERt FASTER MODELS<br />

IN<br />

CAN BE REPLACED AFTER IT HAS FAILED OR BEFORE<br />

EQUIPMENT<br />

REPLACEMENTS ALLOW OPERATIONS TO GO ON WITHOUT IN-'<br />

PLANNED<br />

BUT* THERE MUST BE A GENERAL POLICY TO FOLLOW IN<br />

TERRUPTION<br />

REPLACEMENTS. ONE POLICY CALLS FOR GROUP REPLACEMENTS<br />

MAKING<br />

SPECIFIC TIME INTERVALS THE OTHER IS BASED CN EQUIPMENT<br />

AT<br />

BY USING PROBABILITY FUNCTIONS AND AVERAGE COST CALCU-'<br />

AGE.<br />

A POLICY RULE CAN BE FORMED<br />

LATIONS,<br />

POLICY CAN BE APPLIED TO REPLACING INDIVIDUAL<br />

THIS<br />

OR SEVERAL COMPONENT PARTS THE ARTICLE ENDS WITH AN<br />

ITEMS<br />

TO ILLUSIRATE USE OF THE CALCULATIONS FOR REPLACE-'<br />

EXAMPLE<br />

POLICY<br />

HENT<br />

ROIHERY BRIAN V<br />

D290<br />

IN THE INFORMATION SYSTEM<br />

NOISE<br />

PROCESSING VOL 8-2 FEBRUARY, 1966 PAGES<br />

DATA<br />

ACCURACY<br />

RELIABILITY,<br />

ROTERY SIATES THAT NO SYSTEM IS INVULNERABLE TO THE<br />

MR<br />

OF NOISE OR DISORDER USUALLY THE DISORDER HAS<br />

EFFECTS<br />

WITH THE SYSTEM SINCE ITS CONCEPTION, SINCE THE OLD<br />

OEEN<br />

THAT AN INFORMATION SYSTEM REPLACES ARE THE BREEDING<br />

SYSTEMS<br />

FOR DISORDER. AS THE SYSTEM GROWS, IHE NOISE MAY ALSO<br />

PLACES<br />

GROW<br />

PERFECT INFORMATION SYSTEM IS ONE IN WHICH ThE JOB<br />

THE<br />

RUN EXACTLY AS IT WAS CONCEIVED TO RUN NOISE DEVELOPS AS<br />

IS<br />

CHANGE, AND AS PROGRAMS ARE REVISED AS DATA<br />

REQLIREPENTS<br />

ARE FILLED WIIH DATA, HABITS BEGIN TO BE FORMED, AND<br />

FILES<br />

THE ORIGINAL JOB IS SC COVERED OVER WITH NOISE THAT IT<br />

SOON<br />

DIFFICULT TO FIND OR DEFINE<br />

IS<br />

DISPOSING OF OLD DAIA, ORDER CAN BE RESTORED FLEX-'<br />

BY<br />

AND SPEED ARE THE GREATEST WEAPONS AGAINST NOISE.<br />

IBILITY<br />

IT IS PEOPLE THEMSELVES WHO CAUSE, AND WHO CAN REH-'<br />

PERHAPS<br />

THE NOISE PROBLEM<br />

EDY<br />

FERGUSOh LAWRENCE L.<br />

0291<br />

MANAGEMENT OF MANAGERS CAREERS<br />

BETTER<br />

BUSINESS REVIEW VOL.44-2 MARCHeI66 I4 PAGES<br />

HARVARD<br />

INTUITIONI OR<br />

PRDGRAM-PLANNING<br />

MANAGEMENT IS POSSIBLE BECAUSE OF ADVANCES IN<br />

BEITER<br />

SCIENCES AND DATA PROCESSING, PRACTICAL SINCE IT IS<br />

SOCIAL<br />

BEING DONE BY SOME LEAOING COMPANIES, AND PROFITABLE<br />

ALREADY<br />

A RESULT OF CLOSER MATCHING OF MEN TO THEIR JOBS<br />

AS<br />

IS NOW POSSIBLE TO REPLACE INTUITION WITH SCIENTIFIC<br />

IT<br />

IN THE PERSONNEL AREA METHODS ARE NOW ABLE I0<br />

ANALYSIS<br />

COMMUNICATE= AND PREDICT IN AREAS WHERE INTUITION<br />

QUANTIFY,<br />

HIGH TURNOVERS HAVE BEEN ELIMINATEC<br />

FAILED<br />

SELECTION PROGRAMS MUST FIRST SECURE SUPPORI<br />

SCIENTIFIC<br />

TOP OFFICERS FOR LONG-RANGE PERSONNEL RESEARCH PROGRAMS<br />

OF<br />

SUPPORT IS OBTAINED, PREDICTIVE INFORPATIGN MUST BE<br />

ONCE<br />

A MANAGERS DUTIES MUST BE THOROUGHLY UNDERSTOOD,<br />

DEVELOPED,<br />

FOR INFORMATION STORAGE, ANALYSIS, AND UTILIZATION<br />

SYSTEMS<br />

BE OBTAINED, ANO MONITORING, RESEARCH, AND CORPORATE<br />

MUST<br />

PLANNING MUSI BE PROVIDED FOR<br />

MANPOWER<br />

ARTICLE SHOWS THAT THERE IS A CRITICAL NEED TO<br />

THIS<br />

AWAY FROM INTUITIVE PERSONNEL PRACTICES<br />

MOVE<br />

WEAPON IS THE USE DF HARDWARE CHECKING EVICES BUT<br />

ANDTHER<br />

APPEL, JAMES Z.<br />

0292<br />

FOR PHYSICIANS SERVICES UNDER MEDICARE<br />

PAYMENT<br />

INSURANCE NEWS- LIFE EDITION VOL 66, IT MARCH, 1966<br />

BESTS<br />

5P<br />

INSURANCE HAS HAD A STANDARDIZING EFFECT UPON<br />

HEALTH<br />

AND THE MOVEMENT IN THIS DIRECTION IS LIKELY TO AC-'<br />

FEES<br />

RAPIDLY WHEN THE MEDICAL INSURANCE PROGRAM UNDER<br />

CELERATE<br />

GOES INTO EFFECT JULY IN THIS ARTICLE THE PRES-'<br />

MEDICARE<br />

AT THE AMERICAN MEDICAL ASSOCIATION STRESSES IHE ROLE<br />

IDENT<br />

INSURANCE COMPANIES IN SETTING MEDICAL FEES<br />

OF<br />

IS LITTLE DOUBT THAT THE PLANNERS CF MEDICARE<br />

THERE<br />

THE MEDICAL INSURANCE PLAN TO OPERATE AS SERVICE, NOT<br />

WANT<br />

AN INDEMNITY PROGRAM TO ACCOMPLISH THIS PURPOSE IT WILL<br />

AS<br />

NECESSARY FOR CARRIERS TO DETERMINE -REASONABLE CHARGES-<br />

BE<br />

A REALISTIC BASIS TO DETERMINE WHAT CONSTITUTES A PEAS<br />

ON<br />

CHARGE IS AN ACUTE PROBLEM FACED BY FEDERAL OFFICIALS<br />

ONABLE<br />

TODAY<br />

YANKELOVICH, DANIEL<br />

0293<br />

YOUNG ADULT IN THE AGE OF COMPLEXITY<br />

THE<br />

INSURANCE NEWS- LIFE EDITION VOL<br />

BESTS<br />

5P<br />

INCENTIVE<br />

MOTIVATION<br />

COMMENTS OF MR. YANKELOVICH, WHO HEADS A LARGE IN-'<br />

THE<br />

SOCIAL SCIENCE RESEARCH FIRM, BRING INTO SHARP<br />

DEPENDENT<br />

SOME OF THE COMPLEXITIES THAT ARE INHERENT IN A SPEC-'<br />

FOOLS<br />

SEGMENT OF OUR POPULATION- THE YOUNG ADULTS A -CRISIS<br />

IAL<br />

PURPOSE- IS BREWING AMONG THE TOP 10 PERCENT OF THIS<br />

OF<br />

AGE GRDUPt FOR MANY OF WHOM -THE PROBLEM OF FINDING<br />

18-25<br />

MEANING AND PURPOSE THROUGH THE PURSUIT OF TRADITIONAL

REMAINS ACHINGLY UNRESOLVED<br />

GOALS<br />

HEART CF THE PROBLEM IS A COMBINATION OF THE IN-'<br />

THE<br />

DIMINISHED MOTIVATION AND THE ORGANIZATIONS<br />

DIVIDUALS<br />

COMPLEXITY IHE YOUNG ADULT HAS A NEED FOR FIDELITY,<br />

GREATER<br />

NEED TO BE FAITHFUL TO SOMETHING OUTSIDE OF HIMSELF-<br />

THE<br />

IDEA, AN ORGANIZATION, ANOTHER PERSON. THERE SEEMS TO BE<br />

AN<br />

COMPLEMENTARY RELATIONSHIP BETWEEN ECONOMIC INCENTIVE<br />

A<br />

THE DEMAND FOR MEANINGFUL WORK<br />

AND<br />

JOPLIN, H BRUCE<br />

0294<br />

ACCOUNTANTS ROLE IN MANAGEMENT INFORMATION SYSTEMS<br />

THE<br />

THE JDbRNAL OF ACCObNTANCY VOL 121, 3 MARCH, 1966 P<br />

THE TOTAL INFORMATION CONCEPT SPREADS, INTERNAL AC-'<br />

AS<br />

MUST EITHER EXPAND THEIR AREAS OF RESPONSIBILITY<br />

COUNTANIS<br />

SEE THEM CONTRACT THEY WILL BE FILLING A KEY POSITION<br />

OR<br />

THEY LEARN HOW TO APPREHEND ANO SATISTY THE INFORMATION<br />

IF<br />

OF OTHER DEPARTMENTS IN ADDITION TO IHEIR OWN<br />

NEEDS<br />

CERTAIN BROADENING OF VIEW POINT ON THE PART OF THE<br />

A<br />

WILL BE NECESSARY IF HE IS TC CDNTRIBbTE TO THE<br />

ACCOUNTANT<br />

INFORMATION SYSTEM. THUS, THE MULTI-DIMENSIONAL<br />

MANAGEMENT<br />

MUST BE RECORDED THE ACCOUNTANT WILL ALSO BE CON-'<br />

ACTIVITY<br />

WITH CONVERTING ESSENTIAL DATA INTC INFORMATION THE<br />

CERNED<br />

INVOLVED IN MANAGEMENT INFORMATION SYSTEMS MUST<br />

ACCOUNIANT<br />

CLOSELY IHE INTRODUCTION OF FINANCIAL OATA INTO TFE<br />

MONITOR<br />

AND THE PREPARATION AND DISSEMINATION OF FINANCIAL<br />

SYSTEM<br />

AS OUPIbT FROM THE SYSTEM WHILE MAKING DATA<br />

INFORMATION<br />

TO ALL DEPARTMENTS OF THE COMPANY, SECURITY CON-'<br />

AVAILABLE<br />

MUST BE ESTABLISHED TC PREVENT UNAUTHORIZED PERSONS<br />

TROLS<br />

OBTAINING ACCESS TO CONFIDENTIAL DATA<br />

FROM<br />

SINCLAIR, BERTRAM<br />

0295<br />

BEGINS AT IHE DATA SOURCE<br />

CONTROL<br />

AUTOMATION VOL 13, 3 MARCH, 1966 4P<br />

BUSINESS<br />

DATA-PROCESSING<br />

VITAL INFORMATION TO MANAGEMENT FAST ENOUGH<br />

GEITING<br />

OECISIONS CAN MAKE A SUBSTANTIAL DIFFENCE IN A<br />

AFFECT<br />

PROFIT MARGIN THIS PROBLEM HAS BEEN PARTIALLY<br />

COMPANYS<br />

BY THE USE OF COMPUTERS HOWEVER, ONE TRCUBLESOME<br />

SOLVED<br />

OF DATA-PROCESSING THAT REMAINS IN MANY FIRMS IS THAT<br />

ASPECT<br />

MOVING DATA FROM THE SOURCE INTO THE COMPUTER QUICKLY<br />

OF<br />

TO BE MEANINGFUL RHODIATOCE, ONE OF ITALYS MAIN<br />

ENCbGH<br />

OF SYNTHETIC FIBERS, USES DAIA COLLECTION DEVICES<br />

SUPPLIERS<br />

RECORD AND TRANSMIT PLANT INFORMATION FOR COMPUTER--'<br />

TO<br />

AND LATER USE IN PRODUCTION, AND INVENTORY, CON-'<br />

PROCESSING<br />

AND MARKETING ACTIVITIES THE DATA MOST NEEDED IN PRO-'<br />

TROL<br />

CONTROL AND RELATED ACTIVITIES IS IHE WEIGHT OF IIS<br />

DUCTIDN<br />

PRODUCTS<br />

FINISHED<br />

EHLERS, MARVIN W<br />

C296<br />

BLUNDER BUFFER.'<br />

MANAGEMENTS<br />

AUTOMATION VOL 13, B MARCH, 1966 4P<br />

BUSINESS<br />

COMPUTERIZATION<br />

DEGREES OF OISASTER CAN RESULT FROM PLOWING<br />

VARYING<br />

BUSINESS PROBLEM-SOLVING PROJECTS WITHOUT PROPER MUTUAL<br />

INTO<br />

OF THE REAL PROBLEMS TO BE SOLVED IT IS TE<br />

DEFINITIONS<br />

CONTENTION THAT AN EMBRYO OF OISASTER IS CREATED IN<br />

AUIHORS<br />

EARLIEST STAGES OF AN INFORMATION SYSTEM IMPLEMENTATION<br />

THE<br />

PROJECT<br />

RESPONSIBILITY FOR THIS SORRY STATE OF AFFAIRS IS<br />

THE<br />

BY THREE GROUPS- THE INITIATING DEPARTMENT OR THE<br />

SHARED<br />

FOR WHOM THE INFORMATION IS BEING INSTALLEOe THE<br />

GROUP<br />

AND PROCEDURAL GROUP COMPRISED OF SPECIALISTS, AND<br />

SYSTEMS<br />

MANAGEMENT, THE PLANNING AND CONTROL DEPARTMENT<br />

EXECUTIVE<br />

WORST BLUNDER OF ALL IS IHESE THREE GROUPS NOT INITIALLY<br />

THE<br />

ON THE PROBLEM TO BE SOLVED IN ADDITION THE GROUPS<br />

AGREEING<br />

NOT REALIZE THAT THEY HAVE NOT UNDERSTOOD EACH OTHERS<br />

DO<br />

DEFINITIONS<br />

MENKHALS, EDWARD<br />

C297<br />

PACE OF TECHNOLOGY- ITS IMPACT CN BUSINESS DP<br />

ThE<br />

AUTOMATION VOL [3, 3 MARCH, 1966 SP<br />

BUSINESS<br />

UNEMPLOYMENT<br />

DATA-PROCESSING,<br />

AUTOMATION- REPORTS AND COMMENTS ON THOSE<br />

-BLSINESS<br />

OF A CONTROVERSIAL REPORT, WHICH HAVE PARTICULAR<br />

PORTIONS<br />

FOR U BUSINESS DATA-PROCESSING OPERATIONS THE<br />

MEANING<br />

JUST ISSUED IS THAT FROM THE NATIONAL COMMISSION ON<br />

REPORT<br />

AUTOMATION AND ECONOMIC PROGRESS TFIS ARTICLE<br />

TECHNOLOGY,<br />

THOSE ELEMENTS ON THE FINDINGS AND PROPOSALS OF<br />

HIGFLIGHTS<br />

PROGRAMS FOR THE FUTURE WHICH WILL EMPLOY EDP<br />

EMPLOYMENT,<br />

A PRIME TOOL, AND FUTURE MAKE-UP OF THE OFFICE AND FACT-'<br />

AS<br />

LABOR FORCE<br />

ORY<br />

TO THE FIRST AREA, EMPLOYMENT, IS THE BASIC<br />

RELEVANT<br />

THAT TECHNOLOGY ELIMINATES JOBS, NOT WORK IN LINE WITF<br />

FACT<br />

COMMISSIONS VIEk THAT SCCIETY HAS THE RESPONSIBILITY TO<br />

THE<br />

ALTERNATE OPPORTUNITIES FOR DISPLACED WORKERS IS THE<br />

PROVIDE<br />

FOR A COMPbTERIZED NATIONWIDE SERVICE FOR MATCHING<br />

PROPOSAL<br />

TO JOBS THE COMMISSION FORESEES A MAJCR ROLE FOR TECH-'<br />

MEN<br />

IN GENERAL, AND THE COMPUTER IN PARTICULAR, IN THE<br />

NOLCGY<br />

OF OUR ENVIRONMENT, HEALTH NEEDS, AND EDUCATION.<br />

IMPROVING<br />

STLART, SENTER<br />

0298<br />

IT CAN PAY OFF<br />

OPTIMIZATION-<br />

AUTOMATION VCL 13, 3 MARCH, 1966 4P<br />

BUSINESS<br />

COSTS<br />

EDP,<br />

SYSTEMS IN BUSINESS ORGANIZATIONS USUALLY IN-'<br />

COMPUTER<br />

MANY PROGRAMS, EACH PERFORMING A SINGULAR MODULAR<br />

VDLVE<br />

ANY GIVEN COMPUTER PROGRAM CAN BE MOCIFIED TO RUN<br />

FUNCTION<br />

DO MORE WORK, AND THUS SAVE TIME/DOLLARS EFFORT<br />

FASTER,<br />

TOWARD REACHING THE SAME, OR AN EXPANDED, PROGRAM<br />

DIRECTED<br />

WITH ANY ONE OF IHESE HAPPY RESULTS IS CALLED<br />

OBJECTIVE<br />

OPTIMIZATION<br />

LOOK AT PRGGRAM OPTIMIZATION MAY YIELD<br />

MANAGEMENTS<br />

EDP OPERATING COSTS AND MORE TIMELY, USEFUL COMPUTER<br />

LOWER<br />

IT CAN LEAD TO CURRENT AND FUTURE SAVINCS IN CON-'<br />

OUTPUT<br />

TIME, INPUT AND OUTPUT PROCESSING TIME, LABOR COSTS,<br />

PUTER<br />

IMPROVED QUALITY OF FINAL DATA TO SAY NOTHING OF RE-'<br />

AND<br />

THE MANAGEMENT DOLLAR DRAIN INVOLVED IN PORING OVER<br />

LIEVING<br />

PILES OF PRINTOUTS GENERATED BY AN INEFFICIENT<br />

FOOT-THICK<br />

INCORRECTLY DESIGNED TO -GIVE THEM EVERYTHING THEY<br />

PROGRAM<br />

AND THEN SOME<br />

WANT<br />

115<br />

PORTER, JOHN C SASIENI, MAURICE W MARKS, ELI S<br />

0299<br />

RUSSELL<br />

ACKOFF,<br />

USE OF SIMULATION AS A PEDAGOGICAL CEVICE<br />

THE<br />

SCIENCE VOL 12, &. FEB 1966<br />

MANAGEMENT<br />

TRAINING, TEACHING, EDUCATION<br />

OPERATIONS-RESEARCH,<br />

GENERAL SIMULATOR OF PRGDUCTIDN-INVENTORY SYSTEMS WAS<br />

A<br />

AND USED IN THE CLASSROOM TO PRESENT THE STUDENT<br />

DEVELOPED<br />

SYMPTOMS AND DATA RATHER THAN WELL-FORMULATED PROBLEMS<br />

WITH<br />

WERE REQUIRED TO ANALYZE AND DIAGNOSE THE SITUA-'<br />

STbDENTS<br />

FORMULATE THE PROBLEM, CONSTRUCT APPROPRIATE MODELS,<br />

TION,<br />

RAW DATA, AND FIND A SOLUTION TO THE PROBLEM THEY<br />

ORGANIZE<br />

PERMITTED TO TEST AND EVALUATE THEIR SOLUTIONS EXPER-'<br />

WERE<br />

IN THIS WAY AN EFFORT WAS MADE TO PRCVIOE STUD-'<br />

IMENIALLY<br />

WIIH EXPERIENCE IN ALL PHASES OF OPERATIGNS-RESEARCH,<br />

ENTS<br />

MERELY WITH MATHEMATICAL EXERCISES IN CONSTRUCTING AND<br />

NOT<br />

MODELS THE SIMULATOR, WHICH WAS PROGRAMMED FOR A<br />

SOLVING<br />

PRESENTEO SITUATIONS OF INCREASING COMPLEXITY<br />

COMPUTER,<br />

DIRECTION FROM THE INSTRUCTOR<br />

UNDER<br />

MAY, WILLIAM F<br />

0300<br />

INTO RESEARCH<br />

RESEARCH<br />

BUSINESS REVIEW VOL 18, MARCH, 1966 6P<br />

MICHIGAN<br />

R-+-O, bTILIZATIDN-RESEARCH<br />

EVALUAT[ON,<br />

NOT TOO MANY CORPORATE MANAGERS SEEM TO BE DEAL-'<br />

TODAY<br />

AS SUCCESSFULLY AS THEY MIGHT WITH THE PROFIT-ASPECT OF<br />

ING<br />

MAJOR, RAPIDLY GROWING, HIGHLY IMPORTANT SEGMENT OF THE<br />

ONE<br />

STRUCTURE- RESEARCH AND DEVELOPMENT THIS ARTICLE<br />

CORPORATE<br />

INTO THE AREA OF R÷D, ITS PROFITABLE ORIENTATION AND<br />

PROBES<br />

EVALUATION<br />

AUTHOR SUGGESTS NUMEROUS WAYS BY WHICH MANAGEMENT<br />

THE<br />

DEVELOP IMPROVED R÷D PROCESSES AND EVALUATIONS AMONG<br />

CAN<br />

ARE THE IMPROVEMENT IN THE RELATIONSHIP BETWEEN MAN-'<br />

THESE<br />

AND SCIENTIST AND DEVELOPING BETTER RESEARCH LEADER-'<br />

AGER<br />

AVOIDING THE RUT THAT LEADS TO CONCENTRATION ONLY ON<br />

SHIP,<br />

EXISTING PRODUCTS, AND MORE EFFORT OIRECTIED TO<br />

IMPROVING<br />

THE VALUABLE INFORMATION CEVELOPEO IN CONNECTION WITH<br />

USING<br />

THAT FAIL TO HIT THE MARK- RESEARCH-REJECTS AN<br />

PROJECTS<br />

APPROACH TO THIS LATTER SUGGESTION MIGHT BE<br />

APPROPRIATE<br />

ESIABLISHMENT OF A NATIONAL RESEARCH IDEA BANK<br />

THE<br />

SANDS, SAUL S THOMPSON, G CLARK<br />

C301<br />

GROLP TRAVEL BY KEY PERSONNEL<br />

RESTRICTING<br />

THE CONFERENCE BOARD RECORD VOL 3, 3 MARCH, 1966 6P<br />

TWO-THIRDS OF THE 22? MANUFACTURING COMPANIES<br />

ABObT<br />

IN THIS MONTHS SURVEY OF BUSINESS OPINION AND<br />

PARTICIPATING<br />

IMPOSE SPECIFIC RESTRICTIONS ON GROUP TRAVEL BY<br />

EXPERIENCE<br />

PERSONNEL. SUCH RESTRICTIONS MOST COMMONLY APPLY TO AIR<br />

KEY<br />

ONLY OF THE COMPANIES THAT CITE THE LOW RISK OF AIR<br />

TRAVEL<br />

ABOUT HALF ARE IN THE AIRCRAFT INDUSTRY<br />

TRAVEL,<br />

SIXTH OF THE SURVEY PARTICIPANTS, ALSO RECOG-'<br />

ANOTHER<br />

HAZARDS IN GROUP TRAVEL, ASK THEIR EXECUIIVES TO USE<br />

NIZING<br />

JbDGEMENT IN ORDER TO KEEP SUCH TRAVEL AT A MINIMUM<br />

GOOD<br />

COMPANIES PLACE NO RESTRICTIONS ON GROUP TRAVEL ON THE<br />

SOME<br />

THAT GROUP TRAVEL AFFORDS CERTAIN BENEFITS, THERE IS<br />

GROUNDS<br />

NEED FOR IT, OR THAT IT AVOIDS INVCONVENIENCE<br />

LIITLE<br />

WILKERSON, C DAVID<br />

C302<br />

RESULTS-ORIENTED DEVELOPMENT PLAN<br />

A<br />

CONFERENCE BOARD RECORD VOL 3, 3 MARCH• 1966 6P<br />

THE<br />

GOAL-SEITING<br />

BY OBJECTIVES- AND -APPRAISAL BY RESULTS-<br />

-MANAGEMENT<br />

INCREASINGLY POPULAR TOPICS OF DISCUSSION AMONG MANAG-'<br />

ARE<br />

ONE OF THE COMPANIES THAT HAS GONE BEYOND THE DISCUS-'<br />

ERS<br />

STAGE IS THE KIMBERLY CLARK CORPORATION WHICH HAS AP-'<br />

SING<br />

THESE CONCEPTS BY AN UNUSUAL DEVELOPMENT PLAN, A<br />

PLIED<br />

BANK<br />

-DEVELOPMENT<br />

MANAGERIAL AND PROFESSIONAL EMPLOYEE IN THE FIRMS<br />

EVERY<br />

AND ENGINEERING DIVISION WITH -AVERAGE- OR BEITER<br />

RESEARCH<br />

PERFORMANCE HAS A -BANK ACCOUNT- TO USE FOR HIS OWN DE-'<br />

JOB<br />

WHICH CONSISTS OF MONEY AND PAID TIME-OFF IT IS<br />

VELOPMENT<br />

TO EACH INDIVIDUAL TO DECIDE WHETHER HE WISHES TO USE<br />

UP<br />

-BANK KIMBERLY CLARK FEELS THAT THIS PLAN IS UNIQUELY<br />

THE<br />

RESULTS-ORIENTED IN TERMS OF THE EMPLOYEES<br />

RESULTS-ORIENTEO-<br />

GOALS, THE RESEARCH AND ENGINEERING DIVISIONS SHORT AND<br />

OWN<br />

OBJECTIVES, AND THE COMPANYS OVER-ALL OBJECTIVES<br />

LONG-TERM<br />

LAPP, RALPH<br />

C303<br />

THE BRAINS ARE.'<br />

WHERE<br />

VOL 73, NO 3, MARCH, 1966, PAGES<br />

FORTUNE,<br />

SELECTION<br />

RECRUITMENT<br />

STATES RICHEST IN SCIENTISTS, SUCH AS CALIF AND<br />

THE<br />

Y HAVE BEEN EXPERIENCING A MARKEO -BRAIN GAIN- OTHERS<br />

N<br />

AS ILLINOIS AND WIS ARE SUFFERING A -BRAIN ORIAN-<br />

SUCH<br />

EOLCATE MORE PH D THAN THEY EMPLOY THEY ARE TAKING<br />

THEY<br />

TO COMBAI IHIS FOR IT IS ESTIMATED THAT EACH<br />

ACTION<br />

THEY LOSE REPRESENTS A TRACEABLE LOSS OF $50,000<br />

SCIENTIST<br />

MORE A YEAR TO THE LOCAL ECONOMY<br />

OR<br />

SCIENTISTS ECONOMIC IMPACT RESULTS FROM TODAYS<br />

THE<br />

EXPENDITURES ON RESEARCH AND DEVELOPMENT SPEAKING<br />

HUGE<br />

FEDERAL R AND D. CONTRACT AWARDS, SECRETARY OF DEFENSE<br />

OF<br />

HAS SAID, -WE SEEK THE BEST BRAINS, AWE WE GO<br />

MCNAMARA<br />

THEY ARE THE BEST BRAINS ARE APPARENTLY IN CALIF<br />

WHERE<br />

ON THE NATL SCIENCE FOUNDATIONS RESTER IT LEADS<br />

TODAY<br />

STATES ALMOST HALF OF THE U NOBEL PRIZE WINNERS<br />

ALL<br />

THERE, AS WELL AS 22 PERCENT OF THE MEMBERS OF THE<br />

ARE<br />

ACADEMY CF SCIENCES IN THE PAST<br />

NATL<br />

OF FEDERAL R AND D FUNDS WERE SPENT IN CALIF<br />

PERCENT<br />

WISE, T A<br />

C304<br />

OATAS MAGNIFICENT FLMBLE<br />

CONTROL<br />

VOL 73, NG 4, APRIL, 1966, 5 PAGES<br />

FORTUNE•<br />

COMPUTERS<br />

1963 AND 1964, CONTROL DATA CORP WAS RIDING HIGH<br />

IN<br />

A DARLING OF THE STOCK MARKET KNOWLEDGEABLE ANALYSTS<br />

AS<br />

IT A CHANCE OF OUTSMARTING MIGHTY B.M IN THE COM<br />

GAVE<br />

BLSINESS BCT NOW THE STOCK VALUE HAS DROPPED BY<br />

MUTER<br />

PROFITS ARE ELUSIVE, AND C D C. HAS LOST TWO MAJOR<br />

HALF,<br />

EXECUTIVES<br />

C D C STRATEGY WAS BUILT AROUND WINNING THE<br />

THE<br />

UNTAPPED SCIENTIFIC MARKET THE CHOSEN IN-'<br />

RELATIVELY

WAS MODEL 6600, THE WORLDS MOST POWERFUL COM-'<br />

STRUMENT<br />

BUT MANUFACTURING BUGS bEVELOPED, DELIVERIES<br />

PUTER<br />

LATE, CUSTOMERS FOR C C OTHER COMPUTERS DECIDED<br />

WERE<br />

RENT INSTEAD OF BOY<br />

TO<br />

A CHASTENED C D C IS DETERMINEDLY MODEST ABOUT<br />

TODAY<br />

PLANS NEXT YEAR IT WILL LAUCCH A NEW PRODIGY--<br />

FUTURE<br />

6BOO--WITH ADVANCED TIME-SHARING CAPABILITY AND IT IS<br />

THE<br />

AS HEAVILY IN RESEARCH ON SOFTWARE AS ON HARD-'<br />

INVESTING<br />

WARE<br />

PECK, DANIEL<br />

0305<br />

BETTER RECORD KEEPINC, PART<br />

OPERATION<br />

MANAGEMENT, VOL 27, NO 3, MARCH, Ig66,<br />

ADMINISTRATIVE<br />

PAGES<br />

7<br />

INDEXING<br />

IS THE FIRST OF TWO PARTS OF A COMPREHENSIVE<br />

ThIS<br />

DN EQUIPMENT AND SYSTEMS TO HELP YOU KEEP ACCURATE<br />

REPORT<br />

THIS PART DEALS WITH MANUAL PRODUCTS THE APRIL<br />

RECORDS<br />

WILL COVER MORE SOPhiSTICATED, AUTOMATIC EQUIPMENT<br />

ARTICLE<br />

SELECTIONS A COMPANY MAKES REGARDING ITS INDEX-'<br />

THE<br />

SYSTEM, MATERIALS AND EGUIPMENT ARE VERY IMPORTANT<br />

ING<br />

DRAWER FILE IS PROBABLY THE MOST BASIC FORM OF RECORD<br />

THE<br />

EQUIPMENT AND MANY TYPES ARE AVAILABLE TWO<br />

KEEPING<br />

PERENNIALLY POPULAR METHODS ThAT ARE ESPECIALLY<br />

OTHER<br />

ARE SHELF FILING AND MOBILE STORAGE INSTALLATIONS<br />

COMPACT<br />

SYSTEMS AND DEVICES ARE DISCUSSED AND PICTURED<br />

VARIOUS<br />

CABINEIS, SORTING DEVICES, FILE SHELVES,<br />

TRANSFER<br />

STUOLS, CHAIRS, GUIDES AND FOLDERS ARE SOME<br />

LADDERS,<br />

THE OTHER THINGS DISCUSSED<br />

OF<br />

ELLS, W<br />

0306<br />

THE COSTS SAVED BY AUTOMATION<br />

OIVIOTNG<br />

MANAGEMENT, VOL 2¥, NO I, JAN 1966,<br />

ADMINISTRATIVE<br />

PAGES<br />

CONFIDENCE<br />

SUPERVISION<br />

IS IMPROVINC PRODUCTIVITY AND CUTTING<br />

ALTOMATION<br />

WHERE PROPER PLANNING HAS SMOOTHEC OUT INITIAL<br />

COSTS<br />

BY MEANS OF QUESTIONS AND ANSWERS MR ELLS<br />

OBSTACLES<br />

SOME OF THE QUESTIONS POSED BY THE PROBLEM OF hOW<br />

ANSWERS<br />

BEST DIVIDE THE MONEY GAINED THROUGH THE COST-CUTTING<br />

TO<br />

BY AUTOMATION THE ARTICLE IS AN ATTEMPT TO<br />

PRODUCED<br />

TO SIMPLE LANGUAGE SOME DF THE ECONOMIC TRUISMS<br />

REDUCE<br />

AUTOMATION AND UNEMPLOYMENT<br />

DF<br />

CHART, HOW THE PRODUCTIVITY GAINS FROM ALTQMATION<br />

A<br />

BE DIVIDEDt INDICATES TWO PATHS A CCMPANY CAN TAKE<br />

SHOULD<br />

DISTRIBUTING THE GREATER MARGIN CF PROFIT CURRENTLY<br />

IN<br />

POSSIBLE BY AUTOMATION INNOVATIONS<br />

MADE<br />

KLEINSCHROD WALTER A<br />

C307<br />

NEW VIEW OF INNOVATION<br />

MANAGEMENTS<br />

MANAGEMENT, VDL 2T NO 3, MARCH 1966<br />

ADMINISTRATIVE<br />

PAGES<br />

COMPANIES TODAY ARE PURPOSEFULLY ENCOURAGING<br />

MANY<br />

KIND OF INVENTIVENESS AMONG THEIR MANAGEMENT PEOPLE<br />

A<br />

POSITIVE, ORGANIZED CREATIVE ACTIVITY IS INNOVATION<br />

THIS<br />

CAN MOTIVATE -PURPOSEFUL, ORGANIZED, RISK--'<br />

MANAGERS<br />

INNOVATION IF THEY ARE WILLING TO EXPERIMET<br />

TAKING-<br />

INTROSPECTIVE, ENCOURAGE SPONTANEITY, BE WILLING AND<br />

BE<br />

TO DEAL WITH CONFLICT, ANC FOSTER MUTUAL TRUST AND<br />

ABLE<br />

OPENNESS<br />

BASIC KINDS OF INNOVATION IN EVERY BUSINESS<br />

TWO<br />

INNOVATION IN PRODUCT OR SERVICE AND INNOVATION IN THE<br />

ARE<br />

SKILLS AND ACTIVITIES NEEOED TO SUPPLY THEM<br />

VARIOUS<br />

AND PERSPECTIVE ARE TWO VITAL INGREDIENTS<br />

MOTIVATION<br />

SETTING UP A SUCCESSFUL INNOVATION PROGRAM THERE<br />

FOR<br />

BE AN UNDERSTANDING THAT INNOVATION IS A TECHNIQUE<br />

MUST<br />

PURPOSEFUL CHANGEr NOT CHANGE ITSELF IT IS PURPOSE-'<br />

FOR<br />

INVENTING NEW WAYS TO PROFIT<br />

FULLY<br />

ANONYMOUS<br />

C308<br />

COPIERS OFFER -CLOSER FIT- TO WORK<br />

NEW<br />

MANAGEMENT, VOL 27, NO 3t MARCh, 1966,<br />

ADMINISTRATIVE<br />

PAGES<br />

OF COPIERS ARE MEETING THE NEED FOR<br />

MANUFACTURERS<br />

IN THE RANGE OF SELECTION AND VERSATILITY OF<br />

REFINEMENTS<br />

PRODUCTS AN IMPORTANT DEVELOPMENT TD BE AWARE OF<br />

THEIR<br />

THE COPIERIDLPLICATDR COMBINATIDN WHICH BRIDGES THE GAP<br />

IS<br />

BASIC COPYING AND BASIC DUPLICATING THE ARTICLE<br />

BETWEEN<br />

A BRIEF DESCRIPTION OF RECENT COPIER INNOVATIONS<br />

CONTAINS<br />

GENERAL, ThE COPIER MARKETPLACE OVER THE PAST<br />

-IN<br />

OF YEARS HAS SERVED bP THREE ADMINISTRATIVE BENEFITS<br />

COLPLE<br />

ARE FASTER MACHINES COPIES OF BETTER QUALITY, AND<br />

THEY<br />

COPY COSTS.-<br />

LOWER<br />

NEW COPIERS ARE TAILCRED INSTRUMENTS, DESIGNED<br />

-IHE<br />

MORE EFFECTIVELY SUIT THE RANGE GF APPLICATIONS FOR<br />

TO<br />

IHEY WERE DESIGNED ALL THIS WHILE GDO0 WILL MEAN<br />

WHICH<br />

FIGURING FCR THE ALERT ADMINISTRATIVE MANAGER, TO<br />

MORE<br />

SURE THE SLIT FITS WELL<br />

MAKE<br />

HERTZ DAVID B<br />

C309<br />

AN OPERATIONS RESEARCH PROGRAM<br />

IMPLEMENTING<br />

VOL 58-9 MARCH, 1966 PAGES<br />

BANKING<br />

SUCCESSFOL USE OF OPERATIONS RESEARCH TECHNIQUES<br />

THE<br />

ON AN UNDERSTANDING OF THE NEED FOR NEW TQOLDS, THE<br />

DEPENDS<br />

OF THESE TOOLS, THE DEVELOPMENT CF THE SKILLS<br />

DESIGNING<br />

TO USE THEM, THE INCORPORATION OF THESE PRDCEEURES<br />

NECESSARY<br />

EVERYDAY APPLICATIONS<br />

IN<br />

CASE UNDER SIUDY IS EXAMINED WHICH HAS USED THESE<br />

A<br />

POINTS IN USING OPERATIONS RESEARCH SUCCESS OF THESE<br />

FOUR<br />

DEMANDS COMMITMENT BY KEY EXECUTIVES THESE GUIDE-'<br />

PROGRAMS<br />

ARE STRESSED TAKE TIME TD DEVELOP A STUDY PLAN FIND<br />

LINES<br />

OPPORTUNITIES BY CONCENTRATING ON MAJOR COST FACTDRS,<br />

PROFIT<br />

THE OPERATIONS RESEARCH TEAM TO THE METHODS BEING<br />

ORIENT<br />

EMPHASIZE THAT NEW POLICIES ARE BEINC FORMED. SEE<br />

ADOPTED<br />

NEED FOR ORGANIZATIONAL AND PROCEDURAL CHANGES<br />

THE<br />

THESE STEPS ARE FOLLOWED, MANAGEMENT AND TECHNOLOGY<br />

IF<br />

WORK TDGETHER TC PRODUCE PROFITS<br />

CAN<br />

COBbRN, HAROLD B<br />

0310<br />

116<br />

MANAGERS RESPONSIBILITY IN EMPLCYEE DEVELOPMENT<br />

THE<br />

VOL 58-9 MARCH, 1966 PAGES<br />

BANKING<br />

COBURN STATES THAT EVERY SUPERVISOR, MANAGER, AND<br />

MR<br />

IS RESPONSIBLE FOR THE TRAINING AND INDIVIDUAL<br />

EXECUTIVE<br />

DF STAFF MEMBERS REPORTING TO HIM AS WELL AS FOR<br />

DEVELOPMENT<br />

OWN DEVELOPMENT HE DESCRIBES ThE KEY FACTORS OF THE<br />

HIS<br />

MANHATTANS PROGRAM OF PLANNED TRAINING ON A COMPANY-'<br />

CHASE<br />

INTEGRATED BASIS<br />

WIDE,<br />

APPROACH IS MADE TO THE TRAINING FUNCTION THAT IT<br />

AN<br />

EXPENSIVE YET RECUCES COSTS IN THE LONG RUN BY PROVIGING<br />

IS<br />

INDIVIDUAL PERFORMANCE THE CLIMATE IN WHICH A PERSON<br />

BETTER<br />

IS INCREASINGLY IMPORTANT LINE RELATIONSHIPS AND<br />

LEARNS<br />

MUST BE MAKE CLEAR THE CORE DF TRAINING TAKES<br />

POLICIES<br />

IN DAILY RELATIONSHIPS OF MANAGERS ANC THEIR PEOPLE<br />

PLACE<br />

TRAINING STAFF HELPS THE LINE IN TRAINING FUNCTIONS<br />

A<br />

IMPLEMENTING ACTIVITIES, DETERMINING NEEDS, CO-ORDINAT-'<br />

DF<br />

ALL ACTIVITIES, AND MEETING COMPANY DEMANDS BUT, THE<br />

ING<br />

AND STAFF MUST BE AWARE OF EACH OTHERS JOB<br />

LINE<br />

CAMPAGNA JOSEPH F<br />

C3II<br />

OF REMOTE DATA PROCESSING PART<br />

CAPABILITIES<br />

JOURNAL OF DATA MANAGEMENT VGL 4-3 MARCHI 1966 4 PAGES<br />

THIRD AND LAST PART OF THE SERIES ON THE CAPABIL<br />

THIS<br />

OF REMOTE DATA MANAGEMENT HAS ARRIVED AT THE POINT<br />

ITIES<br />

GIVEN THE PROGRAMS AND EQUIPMENT, WHAT DOES IT MEAN TO<br />

THAT<br />

MANAGER WHO WILL USE THE SYSTEM AND TO THE MANAGER WHO<br />

THE<br />

THE SYSTEM ITSELF<br />

MANAGES<br />

OF OPERATING A DP SYSTEM HAVE EVCLVED FROM ONE<br />

METHODS<br />

WHICH USERS OID ALL RUNNING TO ONE IN WHICH THE DP STAFF<br />

IN<br />

ALL USER PROGRAMS BUT NEW SCHEDULING IS NEEDED TO AVOI<br />

RAN<br />

TURN-AROUND TIMES<br />

LENGTHY<br />

CONFLICTS CAN BE ELIMINATED IN REMOTE DP<br />

SCHEDULING<br />

BY CORRECT EQUIPMENT CONFIGURATION IN ADDITION,<br />

SYSTEM<br />

SCHEMES ARE INCORPORATED INTO THE SYSTEM<br />

PRIORITY<br />

RELATIONSHIPS TO THE COMPUTER WILL<br />

ORGANIZATIDNAL<br />

LNDER A REMOTE DP SYSTEM AND ALTHOUGH THE BASIC OR<br />

CHANGE<br />

WILL NOT BE CHANGED, ThE DP DEPARTMENT WILL THE<br />

GANIZATION<br />

MANAGER MUST SEE TO IT THAT TOP MANAGEMENT IS GETTING TFE<br />

DP<br />

USE OUT OF THE COMPUTER SYSTEM<br />

BEST<br />

SHENKEL, WILLIAM<br />

S312<br />

APPRAISALS- A CRITICAL REVIEW<br />

RELSE<br />

APPRAISAL JOGRNAL VEL 34, APRIL, 1966 IP<br />

ThE<br />

URBAN-RENEWAL<br />

ORDER TO DEFINE REUSE APPRAISAL ANC ADMINISTRATIVE<br />

IN<br />

Thls PAPER BEGINS BY REVIEWINE THE OB-'<br />

RESPONSIBILITIES,<br />

AND CRITICISMS OF URBAN RENEWAL TFE RECDMMENCED<br />

JECIIVES<br />

APPRAISAL CONTRACT FOCUSES ON MARKET ANALYSIS- A STUDY<br />

RELSE<br />

PAST TRANSACTIONS IN RELATION TO CURRENT DEMAND, A STUDY<br />

OF<br />

PROPOSED LAND USES, A STLDY GF THE ECONOMIC FEASIBILITY<br />

OF<br />

THE PLAN, AND A STUDY OF COMPARABLE PROPERTIES ADCCRCING<br />

OF<br />

OPPORTUNITY COSTS -DEFINED AS THE SACRIFICE CF ALTERNA-'<br />

TO<br />

HERE, COMPARABLE PROPERTIES MAY BE JUGGED ACCORD-'<br />

TIVES-<br />

TO IHEIR INCGME POTENTIAL FINALLY, TF THE REUSE AP-'<br />

ING<br />

IS TO PERFORM MAXIMLM SERVICE, SURELY PE WOULD GIVE<br />

PRAISER<br />

DISPOSITION PLAN THE MOST CAREFUL REVIEW<br />

THE<br />

WARNOCK, M<br />

0313<br />

STRETCH OF THE IMAGINATION<br />

A<br />

JOURNAL, VCL 51 NO 3 MARCH, I966, 6 PAGES<br />

PERSONNEL<br />

ATTITUDE CREATIVITY INNOVATION<br />

MANAGERS<br />

RAPIDITY WITH WHICH CHANGE WILL OCCUR IN Tot<br />

THE<br />

DEMANDS THAT BUSINESS MANAGERS HAVE MINDS THAT ARE<br />

FUTURE<br />

FLEXIBLE AND ABLE TO ACHIEVE CONSTANT INNO-'<br />

YOUTHFUL,<br />

AND RENEWAL AT THE SAME TIME, THEY MUST KEEP<br />

VAIION<br />

PERSPECTIVE BY REFUSING TO RELINQGISH THOSE VALUES<br />

THEIR<br />

INTEGRITY AND PRINCIPLE THAT PROVIDE A FRAME OF RE<br />

OF<br />

FERENCE<br />

AUTHOR CITES FOUR EXERCISES TO HELP KEEP OUR<br />

THE<br />

IMAGINATIONS YOUNG AND SUPPLE, TC HELP ANY<br />

CREATIVE<br />

BE MORE READY FOR THE TASKS OF THE FUTURE<br />

BUSINESSMAN<br />

A REAL EFFORT TD FORCE CHANGES IN OUR HABIT PATTERNS<br />

MAKE<br />

A PURPOSEFUL EFFORT TO DEVELOP NEW SKILLS AND ABILI-'<br />

MAKE<br />

MEET PEOPLE OUTSIDE DbR USUAL CONTACTS TFERE IS<br />

TIES<br />

NO BETTER WAY TO ENCOUNTER NEW ATTITUDES ANO<br />

PROBABLY<br />

ADOPT AN INQUIRING ATTITUDE ABOUT ThE WAY IN<br />

OPINIONS.<br />

WE CONDUCT EVERY PHASE OF OUR OPERATIONS EXERCISES<br />

WHICH<br />

EXPERIENCE MATURITY EGUALS PREPARATION FOR THE FUTURE<br />

PLUS<br />

CARTER ROBERT N<br />

C31<br />

THE TEACHING MACHINE AND LEARNING<br />

MOTIVAIION,<br />

JOURNAL, VCL 45, NO 3, MARCH, I966, PAGES<br />

PERSONNEL<br />

PROGRAMMED-EDUCATION<br />

LEARNING ANC THE TEACHING MACHINE ARE COMING<br />

PROGRAMMED<br />

FIRE FROM EDUCATIONAL AND INDUSTRIAL CRITICS ONE<br />

UNDER<br />

THE PRIME FAULTS CF MACHINE TEACHING SEEMS TC BE THE<br />

OF<br />

THAT EXPOSURE EQLATES WITH LEARNING MORE<br />

ASSUMPTION<br />

TEACHING WILL BE ACCOMPLISHED IF PROGRAMMED<br />

EFFECTIVE<br />

IS SEEN AS MERELY AN AID TC THE HUMAN ELEMENT<br />

INSTRUCTION<br />

INSTRUCTION, NOT AS A REPLACEMENT<br />

OF<br />

RECOGNITION THAT THE ACHINE IS A TCDL TO BE USEC<br />

ThE<br />

AIDING THE INSTRUCTOR IN THE TEACHING PROCESS LEACS TO<br />

FOR<br />

RECOGNITION OF AN ADDITIONAL WEAKNESS ASSOCIATED WITH<br />

THE<br />

TEACHING--STUDENTS OR WORKERS MUST BE ACTIVELY<br />

MACHINE<br />

TO -TAKE- THE COURSE<br />

MOTIVATED<br />

IS A RECOGNIZED TRUISM THAT THEORETICALLY ANC<br />

IT<br />

A STRONG BOND EXISTS BETEEEN MOTIVATION,<br />

PRACTICALLY<br />

AND PROGRAMMED INSTRUCTION HOWEVER THE<br />

LEARNING<br />

SHOULD BE SUBORDINATED TO BOTH MOTIVATION AND<br />

MACHINE<br />

LEARNING<br />

GERSHENFELO, aALTER<br />

0315<br />

DEVELDPMENT TODAY<br />

MANAGEMENT<br />

JOURNAL, VCL 45, NO 3 MARCH 1966, PAGES<br />

PERSONNEL<br />

SUPERVISOR<br />

TRAINING,<br />

DEVELOPMENT IS COMING OF AGE WE HAVE<br />

MANAGEMENT<br />

AGREEMENT Oh GROUND RULES FOR MANAGEMENT DEVELOP-'<br />

GENERAL<br />

THESE INCLUDE--TOP-MANAGEMENT SUPPORT IS ESSENTIAL<br />

MENT<br />

FOR A SLCCESSFUL PROGRAM CLRRENT AUDIT ANC INVENTORY MUST

PRESENT PROGRAMS MUST BE INDIVIDUALLY TAILORED<br />

BE<br />

DEVELOPMENT IS A LINE FUNCTION A MAN MUST BE<br />

MANAGEMENT<br />

FOR TRAINING AND OEVELOPMENT TO TAKE PLACE<br />

MOTIVATED<br />

SUPERVISOR IS PART DF MANAGEMENT.<br />

THE<br />

IS BEING MADE IN HUMAN RELATIONS PHILO-'<br />

IMPROVEMENT<br />

AND IECHNIQbE WE WANT MANAGERS TO BE AWARE OF TREND,<br />

SOPHY<br />

AND PRINCIPAL SUBSTANIIVE RESULTS IN THE BE-'<br />

DIRECTION<br />

FIELDS ObR TECHNI{UES FOR UNDERSTANDING HUMAN<br />

HAVIORAL<br />

INCREASINGLY REQUIRE MORE DIRECT ACTIVITY BY THE<br />

RELATIONS<br />

AND LESS LECTURE ANO DISCUSSION WE PAVE<br />

PARTICIPANTS<br />

TO SUBSIIILIE OBSERVATIONS AND EXPERIMENTATION FOR<br />

LEARNED<br />

QUANTIFICATION AND THE COMPUTER ARE BECOMING<br />

INIbITION<br />

MANAGEMENT TOOLS<br />

BASIC<br />

OKRDNGLEY, W O.<br />

0316<br />

DEVELOPMENI ANO ACCIDENT PREVENTICN<br />

ATTITUDE<br />

JOURNAL= VCL 45= NO 3, MARCH, 1966 3 PAGES<br />

PERSONNEL<br />

FOR ACCIDENTS MAY MORE OFTEN BE DbE<br />

RESPONSIBILITY<br />

THE ATTITUDES OF WORKERS AND SUPERVISORS THAN TO<br />

TO<br />

FAILbRES. TO HELP CORRECT ATTITUDES, A WORK-'<br />

MECHANICAL<br />

TECHNIQUE HAS BEEN DEVELOPED, WHICH APPEARS TO HAVE<br />

SHOP<br />

REDUCE ACCIDENTS FOR ONE COMPANY THE WORKSHOPS<br />

HELPED<br />

OF FOUR PARTS, WHICH ARE DISCUSSED IN THE ARTI-'<br />

CONSISIED<br />

ACCIDENT EVALUATION, ROLE PLAYING,<br />

CLE--LOST-TIME<br />

ACCIDENTS, AND COMMUNICATIONS<br />

POTENTIAL<br />

IN EXERCISES AS THOSE DESCRIBED HOPE-'<br />

PARTICIPATION<br />

INCREASES A PERSONS AWARENESS OF THE IMPORTANCE OF<br />

FULLY<br />

PREVENTION THE SESSIONS HAD A HIGH DEGREE OF<br />

ACCIDENT<br />

AND DEMANDED ACTION THE FOUR SPECIFIC<br />

INVOLVEMENT<br />

PROVIDED THE DESIRED TRANSFER OF THEORY TO<br />

APPROACHES<br />

APPROACH. AS THE SESSIONS CONTINUEO, THERE WAS<br />

ON-THE-JOB<br />

NOTICEABLE TENDENCY ON THE PART OF THE PARTICIPANTS TO<br />

A<br />

SNAP JUDGMENTS AND TO DIFFERENTIATE FACTS FROM<br />

AVOID<br />

INFERENCES<br />

MCDONALD, CHARLES H<br />

C317<br />

AUTOMATION AND THE PERSONNEL MANAGER<br />

OAIA<br />

JOURNAL= VOL 45, NO 4, APRIL, 1966, 3 PAGES<br />

PERSONNEL<br />

EDP<br />

DATA PROCESSING AS APPLIED TO PERSONNEL<br />

ELECTRONIC<br />

HAS BEEN AND IS THE SUBJECT OF MUCH DIS<br />

MANAGEMENT<br />

IT IS THE BELIEF OF THIS AUTHOR THAT MANY<br />

CUSSION<br />

ARE NOT REALIZING FULL POTENTIAL FROM THEIR<br />

ORGANIZATIONS<br />

IN DATA AbTOMATICN AS FAR AS PERSONNEL FUNCTIONS<br />

INVESTMENT<br />

CONCERNED THIS ARTICLE SHOULD, THEREFORE, STIMULATE<br />

ARE<br />

AND REFLECTION ABOUT THE PLANNING AND OESIGN<br />

THOUGHT<br />

OF A SYSTEM IN ORDER TO OPTIMIZE THAT SYSTEMS<br />

PHASES<br />

CONIRIBLTION<br />

CHANGE IN MANAGEMENT PHILOSOPHY, TOGETHER WITH A<br />

A<br />

FEASIBILITY STUDY, IS NEEDED IO FIND THE PROPER<br />

CAREFUL<br />

FOR EDP IN THE PERSONNEL PROGRAM ANY PROPOSED<br />

-LACE<br />

ADAPTATION MUST PROMISE AN IMPROVEMENT OVER EXISTING<br />

EDP<br />

BY PROVIDING MORE INFORMATION FASTER AND IT MUST<br />

PROCEDURES<br />

MAKE A POSITIVE CONTRIBUTION TO PERSONNEL PRO<br />

ALSO<br />

THE CENTRAL FEATURE OF ANY AUTOMATED PERSONNEL<br />

CEOURES<br />

SYSTEM IS THE EMPLOYEE MASTER PERSONNEL RECORD<br />

INFORMATION<br />

WEALE, W BRUCE FERRELL, ODIES<br />

0318<br />

RECRUITERS LISTENING.<br />

ARE<br />

JOURNAL, VOL 45 NO. 4 APRIL, I966 6 PAGES<br />

PERSONNEL<br />

INTERVIEWING<br />

CONCLUSIONS REACHED FROM A STUDY OF THE ATTI<br />

THE<br />

AND INTERESTS OF SOME 500 BUSINESS STUDENTS AT<br />

TUDES<br />

FLORIDA STATE UNIVERSITY SCHOOL OF BUSINESS ARE AS<br />

THE<br />

FOLLOWS.<br />

NEED TO GIVE MORE ATTENTION TO THE KINDS OF<br />

RECRUITERS<br />

ASKED, THE FORMAT AND STRUCTURE CF THEIR INTER<br />

QUESTIONS<br />

AND THE IMAGE THEY PERSONALLY PROJECT OF THEIR COM-'<br />

VIEWS,<br />

STUDENTS NEED TO KNOW MORE THOROUGHLY THEIR OWN GOALS<br />

MANY<br />

ABILITIES AND THE CCMPANYS OPPORTUNITIES BEFORE THE<br />

AND<br />

STUDENTS MATCH TEIR ABILITIES TO THE JOB<br />

INTERVIEW<br />

BUT NEED GREATER GUIDANCE IN THIS PROCESS BY<br />

REQUIREMENTS<br />

RECRUITERS IF RECRUITERS WILL LISTEN MORE<br />

SYMPATHETIC<br />

AND STUDENTS WILL FEEL FREE TO ASK MORE<br />

PERCEPTUALLY<br />

QUESTIONS REGARDING THE JOB AND ITS CONDITIONS,<br />

PERSONAL<br />

BETTER MESHING OF COMPANY REGUIREMENTS AND APPLICANTS<br />

A<br />

WILL RESULT.<br />

QUALIFICATIONS<br />

FERRY, THOMAS H.<br />

0319<br />

FOR TEAMWORK IN SHIFT RELATIONSHIPS<br />

MANAGEMENT<br />

JOURNAL, VOL 45, NO 4 APRIL, 1966 3 PAGES<br />

PERSONNEL<br />

OF COMMUNICATION BETWEEN OPERATORS ON DIFFERENT<br />

LACK<br />

AND BETWEEN SHIFT MANAGERS CAN BE RESPONSIBLE FOR<br />

SHIFTS<br />

ABSENCE OF TEAMWORK NECESSARY IN SHIFT RELATIONSHIPS<br />

THE<br />

MAXIMUM EFFICIENCY AND PRODUCTION IN A MANUFACTURING<br />

FOR<br />

ORGANIZATIONAL CHANGES OESCRIBEO HERE RESULTED<br />

OPERATION<br />

IMPROVED TEAMWORK AND IMPROVED PRODUCTION. THE<br />

IN<br />

INVOLVED IS THE IoB.M. CORP IN ROCHESIER MINN<br />

COMPANY<br />

THERE DID NOT SEEM TO BE A CLEAR UNDERSTAND<br />

SINCE<br />

OF THE MUTUAL OBJECTIVES AND PECULIAR NEEDS OF EACH<br />

ING<br />

SHIFT SHIFT ROTATION OF THE PROJECT MANAGERS<br />

INDIVIDUAL<br />

INITIATED PROVIDING FOR TWO YEARS ON DAYS, THEN ONE<br />

WAS<br />

NIGHTS. NOW WHAT HAPPENEO ON ANY SHIFT WAS OF INTEREST<br />

ON<br />

ALL PROJECT MANAGER APPROVAL OF PROMOTIONS WAS<br />

TO<br />

AND THEIR COUNSEL SOUGHT ON OTHER IMPORTANT<br />

INITIATED<br />

THE PRIME INGREDIENIS TO THE BETTER UNDERSTAND<br />

MAITERS.<br />

WHICH RESULTED ARE PERSONAL INVOLVEMENT AND IMPROVED<br />

ING<br />

CONMUNICATIONS.<br />

THORNTON, BERKLEY Bo<br />

0320<br />

NUMBER ONE PROBLEM.<br />

THE<br />

JOURNAL VOL. 65 NO 4 APRIL, 1966, PAGE<br />

PERSONNEL<br />

COMMUNICATION<br />

MANAGERS NUMBER ONE PROBLEM TODAY CAN BE SUMMEO<br />

-A<br />

IN ONE WORD--COMMUNICATION IF ALL MANAGERS WOULD<br />

UP<br />

IN SUCH A WAY THAT THEY COULD UNDERSTAND AND<br />

COMMUNICATE<br />

UNDERSTOOD, MOST OF THE DIFFICULTIES BETWEEN MANAG<br />

BE<br />

AND THE EMPLOYEE COULD BE REDUCED TO A MINIMUM.-<br />

MENT<br />

FROM THE RESEARCH STUOY, AND PRACTICES AT FORT<br />

117<br />

VIRGINIA WHERE THE AUTHOR IS EMPLOYEE DEVELOP-'<br />

EUSTIS,<br />

OFFICER AT THE U S ARMY TRANSPORIATION CENTER,<br />

MENT<br />

FOLLOWING CONCLbSIONS HAVE BEEN REACHE£. WEN<br />

THE<br />

WE SHOULD USE SIMPLE LANGUAGE, NONTECHNICAL<br />

COMMUNICATING<br />

REPETITION, ILLUSTRATIONS ATTENTION GETTERS--DARE<br />

TERMS<br />

BE DIFFERENT--USE NOVEL PEADLINES OR TITLES, ETC IN<br />

TO<br />

ONE RULE OF THUMB THAT THEY TRY TO FOLLOW IN<br />

ADDITION<br />

POLICIES PROCEDURES AND PROGRAMS TO THE<br />

COMMUNICATING<br />

FORCE IS CONDENSATION OF VERBIAGE TO THE MAXIMUM<br />

WORK<br />

POSSIBLE IN MOST CASES THEY TRY TO TELL THE STORY<br />

EXTENT<br />

ONE PAGE OR LESS<br />

IN<br />

BURCH WALLACE S<br />

0321<br />

JOBS FOR YOUNG MEN.'<br />

SUMMER<br />

JOURNAL= VOL 45, NO 4, APRIL 1966, PAGE<br />

PERSONNEL<br />

TEENAGERS<br />

YOUNG MEN NOW DENIED JOBS COULD BE HIRED IF OUR<br />

MANY<br />

LAWS WERE BROUGHT UP TO DATE THE AUTHOR,<br />

OBSOLETE<br />

MANAGER OF THE WEYERHAEUSER COMPANY OF TACOMA,<br />

PERSONNEL<br />

CITES THAT BOTH FEDERAL AND SIAIE LAWS PROHIBIT<br />

WASHINGTON,<br />

MANUFACIURING CONCERNS FROM HIRING YOUNG MEN UNDER<br />

MANY<br />

THESE LAWS WERE PASSED TO DO AWAY WITH THE<br />

EIGHTEEN<br />

-SWEAT SHOPS- PREVALENT IN THE LATE I800S AND<br />

SO-CALLED<br />

IgCOS THERE IS NO COMPARISON BETWEEN WORKING<br />

EARLY<br />

THEN AND NOW<br />

CONDITIONS<br />

AUTHOR BELIEVES THAT MANY YOUNG MEN OF 16 AND 17<br />

THE<br />

HUSKY AND BETTER EQUIPPED TO DO HEAVY WORK THAN OLDER<br />

ARE<br />

THE MEDICAL PROFESSION WOULD HAVE TO SET STANDARDS<br />

MEN<br />

YOUNG MEN TO MEET<br />

FOR<br />

INABILITY OF THESE YOUNG MEN TO FIND JOBS CAN AND<br />

THE<br />

CONTRIBUTE TD OUR PRESENT DELINQUENCY SITUATION--<br />

DOES<br />

MUST HAVE AN OLTLET FOR THEIR ENERGY. THEY SHOULD BE<br />

THEY<br />

LEARNING TO WORK, AND LEARNING THE VALUE OF MONEY.<br />

OCCUPIED<br />

WIDENER, W ROBERT<br />

0322<br />

CONCEPTS OF RUNNING A BUSINESS<br />

NEW<br />

AUTOMATION VOL 13 APRIL I76 8P<br />

BUSINESS<br />

INFORMATION-SYSTEM<br />

COMPUTERIZAIION<br />

APPROXIMATELY 23,000 COMPUTERS NOW OPERATING IN THE<br />

OF<br />

COMMUNITY, MOST OF THE ACCOMPLISHMENTS HAVE BEEN OF<br />

BUSINESS<br />

TACTICAL NATURE AND, CONSEQUENTLY, TOP MANAGEMENT HAS<br />

A<br />

LITTLE DR NO BENEFIT FROM THEM HOWEVER, AS THE<br />

ENJOYED<br />

GENERATION- SYSTEMS ARE ORDERED AND INSTALLED, MAN-'<br />

-THIRD<br />

IS NOW TURNING MORE ATTENTION TO THE COMPUTER AS A<br />

AGEMENT<br />

TOOL- IN THE DAY-TO-DAY RUNNING OF TEE BUSINESS<br />

-STRATEGIC<br />

THIRD GENERATION PERIOD, CHARACTERIZED 8Y THE<br />

THE<br />

TOWARD THE PLANNING AND INSTALLING OF RELATIVELY<br />

SWING<br />

INFORMATION SYSTEMSt IS CLEARLY UNOERWAY THE COM<br />

-TOTAL-<br />

HARDWARE AND SOFTWARE CAPABILITIES PERMIT ALL MANAGE<br />

MUTER<br />

REPORTS TO BE GENERATED, EITHER ON A ROUTINE BASIS OR<br />

MENT<br />

DEMAND, AS A RESULT OF THE SPEED AND CONVENIENCE OF THE<br />

ON<br />

SYSTEMS, A NEW KIND OF MANAGEMENT ENVIRONMENT THE<br />

NEW<br />

OR CONTROL ROOM- WILL BE POSSIBLE THIS ROOM WILL<br />

-COMMAND<br />

ON LINE TO THE COMPUTER THROUGH REPORT INTERROGATION<br />

BE<br />

AND LARGE-SCREEN, GRAPHIC DISPLAYS<br />

CONSOLES<br />

COMISKEY= EUGENE F<br />

0323<br />

CONTROL BY REGRESSION ANALYSIS<br />

COST<br />

ACCOUNTING REVIEW VOL I 2 APRIL,<br />

THE<br />

PAPER PRESENTS AN APPLICATION OF MULTIPLE REGRES-'<br />

THIS<br />

ANALYSIS TO COST CONTROL THE CONTEXT OF THE APPLIOA-'<br />

SIDN<br />

IS THE CONSUMER FINANCE INDUSTRY WHERE EXTENSIVE<br />

TION<br />

FAKES EFFECTIVE COST CONTROL EXTREMELY<br />

DECENTRALIZATION<br />

THE COST BEHAVIOR MODEL EMPLOYEO IN THIS PAPER<br />

IMPORTANT<br />

DEVELOPED FROM THE RESULTS OF MULTIPLE REGRESSION ANAL<br />

IS<br />

OF COST AND OTHER OPERATING DATA OF BRANCH OFFICES OF<br />

YSIS<br />

MAJOR CONSUMER FINANCE CHAIN. A BASIC APPROACH TO ThE<br />

A<br />

OF DECENTRALIZED OPERATIONS IS THROUGH THE APPLI<br />

CONTROL<br />

OF THE PRINCIPLE OF -MANAGEMENT BY EXCEPTION.- IT<br />

CAIION<br />

BE EMPHASIZED THAT IFE DEVELOPMENT AND APPLICATION<br />

SHOULD<br />

THE MODEL EMBRACES ALL ELEMENTS OF THE CONVENTIONAL<br />

OF<br />

CYCLE THE MODEL IS DEVELOPED FROM HISTORICAL COST<br />

CONTROL<br />

OTHER OPERATING DATA ANO WILL USUALLY BE APPLICABLE OVER<br />

AND<br />

AS LONG AS THERE ARE NO SIGNIFICANT CHANGES IN OPER<br />

TIME<br />

POLICY OR OTHER FUNDAMENTAL CHANGES AFFECTING BRANCH<br />

ATING<br />

OPERATIONS<br />

SELLMAN, RICHARD A ZIOMEK, ROBERT P<br />

0324<br />

COMPANY PROFITS FROM TRAINING PROGRAMS<br />

MAXIMIZING<br />

EXECUTIVE VOL 34, 6 APRIL,<br />

FINANCIAL<br />

INITIAL SURGE AND RAPID IMPLEMENTATION OF HOSTS OF<br />

THE<br />

PROGRAMS OCCURRED DURING THE 1950S. BUT THE RESULTS<br />

TRAINING<br />

A SURVEY IN 1962 SHOW THAT ENIHUSIASM FOR EXECUTIVE DE<br />

OF<br />

PROGRAMS IS NOW GIVING WAY TO WIDESPREAD DISIL<br />

VELOPMENT<br />

IN THIS ARTICLE ARE TESTED IDEAS FOR PLANNING,<br />

LUSIONMENT<br />

AND FOLLOWING THROUGH A SUCCESSFUL PROGRAM.<br />

IMPLEMENTING=<br />

FIRST CHORE IS THE CONSTRUCTION OF PROCRAM OBJECT-<br />

THE<br />

AND ACCEPTANCE OF THE IDEA THAT MANAGEMENT TRAINING<br />

IVES<br />

AN IMPORTANT AND CONTINUING JOB THE NEXT JOB IS RE<br />

IS<br />

OF MANAGEMENT PROSPECTS MOST SOUGHT AFTER ANO<br />

CRUITING<br />

RECEIVING A HIGH SALARY, IS THE GRADUATE<br />

CONSEQbENTLY<br />

HOLDING AN MBA DEGREE FROM A BUSINESS SCHOOL THE<br />

STUDENT<br />

OF THE PROGRAM AND THE PROGRAM STRUCTURE ARE<br />

ADMINISIRATION<br />

CONSIDERATIONS THERE ARE SEVERAL SUPPLEMENTARY TRAIN<br />

ALSO<br />

TOOLS WHICH CAN BE EXPLOITED SUCH AS SEMINARS CLASSES,<br />

ING<br />

SCHEDULED READING PROGRAMS<br />

AND<br />

BERMAN, HARVEY<br />

0325<br />

SLASHES PURCHASING COSTS AT SINGER.'<br />

DATA-PHONE<br />

PURCHASING VOL 60, ? APRIL 7 1966 6P.<br />

BUYING, LITTLE PAPERWORK INVENTORIES AT ROCK<br />

FAST<br />

THESE ARE THE RESULTS OF THE BIG SWITCH TO DATA<br />

BOTTOM-<br />

THAT LINKS THE SINGER CCPPANYS NEW JERSYY PLANT WITH<br />

PHCNE<br />

KEY SUPPLIERS. TWO YEARS AFTER INSTALLING TFE SYSTEM,<br />

ITS<br />

PLANT IS STILL ROLLING BACK PURCHASING COSTS.<br />

THE<br />

THE DATA-PHONE SYSTEM USER DEPARTMENTS RECEIVE<br />

UNDER<br />

OF IBM CARDS COVERING MATERIALS UNDER THE PROGRAM<br />

DECKS<br />

A MATERIAL IS NEEDEO, THE USER DEPARTMENT FORWARDS AN<br />

WHEN

CARD FOR THE ITEM TO THE PLANTS GENERAL STORES DEPART-*<br />

IBM<br />

WHICH PROMPTLY TRANSMITS THE ORDER VIA DATA-PHONE TO<br />

MENT<br />

SUPPLIERt WHERE IT IS AUTOMATICALLY PICKED UP ON A RE-<br />

THE<br />

UNIT THE SUPPLIERS COMPUTER PROCESSES THE ORDER<br />

CEIVING<br />

ON THE CARD. THE ORDER IS THEN ASSEMBLED AND SHIPPEDt<br />

DATA<br />

ARRIVING AT SINGERS NEW JERSEY PLANT LESS THAN<br />

GENERALLY<br />

HOURS AFTER IT IS PLACED.<br />

26<br />

COLLAZZOt CHARLES J.<br />

0326<br />

OF INCOME UPON SHOPPING ATTITUDES.'<br />

EFFECTS<br />

OF RETAILING VOL 62t SPRING 1966. TPo<br />

JOURNAL<br />

ATTITUDES<br />

PAPER IS A STUDY ON THE BELIEFS, ATTITUDES, AND<br />

THIS<br />

OF VARIOUS GROUPS OF CONSUMERS, AND THEIR CAD-'<br />

FRUSTRATIONS<br />

THE STUDY ALSO TESTED THE MAJOR HYPOTHESIS THAT THERE<br />

SES.<br />

A RELATIONSHIP BETWEEN INCOME AND OTHER DEMOCRAPHIC<br />

IS<br />

SUCH AS EDUCATION AND INCOME.<br />

FACTORS<br />

SHOWS THAT THERE IS APPARENTLY A CAUSAL RE<br />

RESEARCH<br />

BETWEEN THE EFFECT OF EDUCATION AND OCCUPATION IN<br />

LATIONSHIP<br />

ATTITUDES. HOWEVER, THE RELATIONSHIP OF EDUCA<br />

DETERMINING<br />

TO INCOME IS LESS PRECISE. THE ATTITUDES AND FRUSTRA<br />

TION<br />

OCCUR SOMEWHAT MORE AT RANDOM THAN THEY DO IN THE<br />

TIONS<br />

OTHER CLASSIFICATIONS SYSTEMS. ALSO THE CAUSE-AND<br />

TWO<br />

RELATIONSHIP BETWEEN INCOME AND HOUSING STATUS IS NOT<br />

EFFECT<br />

STRONG AS THAT BETWEEN OCCUPATION AND INCOME. THE FIND<br />

AS<br />

OFFER EVIDENCE THAT AS MORE INCOME IS SPENT, SHOPPING<br />

INGS<br />

GROWS AND SHOPPING ATTITUDES ARE ALTERED SINCE<br />

EXPERIENCE<br />

BECOME MORE DISCRIMINATING AND MORE PARTICULAR IN<br />

CONSUMERS<br />

SHOPPING.<br />

THEIR<br />

NYE, WILLIAM A<br />

0327<br />

INSURANCE IN THE UNDERGRADUATE CURRICULUM<br />

SOCIAL<br />

JOURNAL OF RISK AND INSURANCE VOL. 33, MARCH, 1966 9P<br />

THE<br />

OASDI WORKMENS-COMPENSATION<br />

MEDICARE<br />

THIS ARTICLE THE AUTHOR ADDRESSES HIMSELF TO THE<br />

IN<br />

OF WHETHER OR NOT SOCIAL INSURANCE COURSES SHOULD<br />

QUESTION<br />

OFFERED IN THE UNOERGRADUATE CURRICULUM, AND HIS POSITION<br />

BE<br />

THAT OF THE AFFIRMATIVE CASE.<br />

IS<br />

ARE SIX MAJOR REASONS WHY NYE BELIEVES THAT<br />

THERE<br />

INSURANCE SHOULD BE STUDIEO IN COLLEGE. FIRST, THE<br />

SOCIAL<br />

IS GROWING IN SIGNIFICANCE IN THE U.S TODAY ALSO<br />

SUBJECT<br />

STUDY OF SOCIAL INSURANCE REVEALS IMPORTANT ECONOMIC<br />

IHE<br />

THAT NEED SOLUTIONS A KNOWLEDGE OF THE SUBJECT CAN<br />

PROBLEMS<br />

APPLIED FREQUENTLY IN OUR OWN LIVES THE STUDY WOULD GIVE<br />

BE<br />

A CHANCE TO USE WHAT THEY HAVE LEARNED. FINALLY<br />

STUDENTS<br />

INSURANCE IS AN IDEAL COURSE TO TEACH STUDENTS TO<br />

SOCIAL<br />

AND APPLY* TO THINK AND ARGUE LOGICALLY SUCH A<br />

REASON<br />

MIGHT CONSIST OF THE STUDY OF PUBLIC ASSISTANCEe OLD<br />

COURSE<br />

SURVIVORS, MEDICARE, WDRKMENS COMPENSATION, DISABILITY<br />

AGE*<br />

AND UMEMPLOYMENT COMPENSATION<br />

INSURANCE<br />

EDITORS<br />

0328<br />

SALES MEETING DRIVE ALIVE ALL YEAR.'<br />

KEEP<br />

MANAGEMENT VOL 29, 6. MARCH 1966 2P<br />

BUSINESS<br />

MOTIVATE<br />

RAZZLE-DAZZLE SALES MEETING MAY ENTHUSE A SALESMAN<br />

A<br />

END, BUT THAT ENTHUSIASM HAS A WAY OF GROWING COLD ONCE<br />

NO<br />

SALESMAN GETS BACK TO HIS TERRITORY YOU CAN KEEP SPIR<br />

THE<br />

HIGH BY FOLLOWING UP TO MAKE SURE THAT WHAT WAS PREACHED<br />

ITS<br />

THE MEETING IS PRACTICED IN THE FIELD. IN FACT IF YOU<br />

AT<br />

NOT FOLLOW UP, YOU MIGHT AS WELL WRITE OFF TPE SALES<br />

DO<br />

AS A JOB ONLY HALF DONE.<br />

MEETING<br />

ARE MANY WAYS TO IMPLEMENT SALES MEETING FOL-'<br />

THERE<br />

THROUGH HERE ARE DISCUSSED FIVE METHODS WITH AN EXAMP<br />

LOW<br />

TO ILLUSTRATE EACH- ACT CN MEETINGS STRENGTHSt REIN<br />

LE<br />

MEETING THEMES DOCUMENT THE MEETINGS, USE EXAMPLES OF<br />

FORCE<br />

LEARNED, AND USE CONTESTS<br />

LESSONS<br />

EDITORS<br />

0329<br />

BLUE COLLAR WORKERS BY SALARIED<br />

SHOULD<br />

BUSINESS MANAGEMENT VOL. 29 6 MARCH, I966 5P.<br />

PRESIDENT OF THIS LITTLE COMPANY KINETIC DISPER-*<br />

THE<br />

COMPANY LOCATED JUST OUTSIDE BUFFALO, NEW YORK, DID NOT<br />

SIGN<br />

HIS PRODUCTION AND MAINTENANCE WORKERS TO BE UNIONIZED.<br />

WANT<br />

WHEN THEY WERE HE TOOK THE UNUSUAL STEP OF OFFERING TO<br />

BUT<br />

THEM SALARIES INSTEAD DF HOURLY WAGES. THREE AND ONE<br />

PAY<br />

YEARS HAVE NOW PASSED GIVING HIM A CHANCE TO SEE HIS<br />

HALF<br />

PUT TO THE IEST. WOULD HE DO IT ALL OVER AGAIN IF HE<br />

IDEA<br />

THE CHANCE. WHAT ADVICE DOES HE HAVE FOR BIGGER COMPAN<br />

HAD<br />

CONTEMPLATING THE SAME THING. WHAT PROBLEMS WILL THEY<br />

IES<br />

IF THEY GO AHEAD HERE ARE HIS FRANKt DOWN-TO-EARTH<br />

FACE<br />

ANSWERS.<br />

KEW PRESIDENT OF THIS FIRM, HAS LABELED THE<br />

CHARLES<br />

PLAN AS A SUCCESS UNFORTUNATELY, IT HAS NDT RAKE HIS<br />

SALARY<br />

WORKERS FEEL A PART OF THE COMPANY IN THE SENSE<br />

PRODUCTION<br />

TO THE EXTENT HE WANTED.<br />

AND<br />

LUPTONt D. KEITH<br />

0330<br />

OVERSELL IN STAFF RECRUITING.'<br />

THE<br />

JOURNAL, VOL 45t NO 2 FEBRUARY 1966, 3 PAGES<br />

PERSONNEL<br />

-FOLKSY- IMAGE OF A COMPANY CREATED DURING PRO<br />

THE<br />

RECRUITMENT PROGRAMS MAY BE THE GREATEST SINGLE<br />

FESSIONAL<br />

FOR UNUSUAL STAFF TURNOVERe ESPECIALLY APDNG YOUNGER<br />

REASON<br />

THEY REACT TO THE OVERSELL IN RECRUITING AT A<br />

EMPLOYEES<br />

LOSS TO THEMSELVES AND THEIR EMPLOYERS.<br />

GREAT<br />

PLAN TO GET NEWCOMERS INTO THE LIFE-STREAM OF THE<br />

A<br />

IS SUGGESTED. A CCMPANY EMPLOYEE WHO KNOWS HIS<br />

COMMUNITY<br />

AND DEVOTES MUCH TIME AND EFFORT IN ITS BEHALF<br />

COMMUNITY<br />

ACQUAINT THE NEWCOMER WITH COMMUNITY ORGANIZATIONS,<br />

SHOULD<br />

THE NEWCOMER AND HIS FAMILY TO ASCERTAIN THEIR<br />

INTERVIEW<br />

ETC., ARRANGE FOR NEWCOMERS TO ATTEND ACTIVITIES<br />

INTERESTS,<br />

AN ORGANIZATION FOR SIX CONSECUTIVE MEETINGS.<br />

IN<br />

-THE NEWCOMER, THROUGH THE INTERESTED HELP OF HIS<br />

THUS<br />

IS MADE TO VIEW THINGS IN MUCH THE SAME WAY AS<br />

EMPLOYER,<br />

WELL ESTABLISHED RESIDENTS. HE QUICKLY FEELS AT HOME<br />

THE<br />

ACCEPTED WITH SUBSEQUENT BENEFIT TO HIMt HIS FAMILYt THE<br />

AND<br />

ANDe MOST IMPORTANTLY HIS EMPLOYER.-<br />

COMMUNITY<br />

JEHRING, J. J<br />

0331<br />

EFFECTS ON PRODUCTIVITY OF DRDPPING INDIVIDUAL INCENTIVES<br />

118<br />

JOURNAL, VOL. 45 NO 2, FEBRUARY 1966, 3 PAGES<br />

PERSONNEL<br />

MOTIVATION<br />

COMPANY DROPPED ITS INDIVIDUAL INCENTIVE PLAN FOR<br />

A<br />

GROUP OF TRANSCRIBERS AFTER ITS USE OVER AN EXTENDED<br />

A<br />

DID NOT SEEM TO IMPROVE PRODUCTIVITY. THIS STUDY<br />

PERIOD<br />

THE RESULT OF THE DISCONTINUANCE ON THE WORKERS<br />

EXAMINES<br />

ANALYSIS OF THE DATA INDICATES IHAT ALTHOUGH<br />

AN<br />

FELL OFF AFTER THE INDIVIDUAL INCENTIVE WAS<br />

PRODUCTIVITY<br />

THE OVER-ALL AMOUNT WAS INSIGNIFICANT. IN ALL<br />

WITHDRAWN,<br />

THE SAVINGS WHICH WERE BROUGHT ABOUT THROUGH<br />

PROBABILITY<br />

RECORD KEEPING AND FIGURING INDIVIDUAL BONUSES<br />

REDUCED<br />

FOR WHAT LITTLE PRODUCTION WAS LOST<br />

COMPENSATED<br />

THIS CASE THE WORK MEASUREMENT PLAN WAS CONTINUED<br />

IN<br />

IN ITSELF ACTED AS AN INCENTIVE THE TOTAL GROUP<br />

THIS<br />

COULD ADD INCREASED PRODUCTIVITY IN WAYS OTHER THAN<br />

PROGRAM<br />

INCREASING INDIVIDUAL OUIPUT IT MIGHT HAVE AN<br />

THROUGH<br />

IN TERMS OF BETTER COOPERATION WITHIN THE COMPANY<br />

EFFECT<br />

QUALITY OF WORK, SAVING OF SUPPLIES, ETC. TABLES<br />

BETTER<br />

FROHLICH W 0<br />

0332<br />

TO SUCCESSFUL PERFORMANCE COUNSELING.'<br />

MOTIVATION--KEY<br />

PERSONNEL JOURNAL VOL 45, NO 2, FEBRUARY, I966, 5 PAGES<br />

PERFORMANCE COUNSELING PROGRAM TO BE SUCCESSFUL,<br />

A<br />

INCREASE AND IMPROVE PRODUCTION TO DO THIS IT MUST<br />

MUST<br />

TANGIBLE EVIDENCE OF A COMPANYS INTEREST IN ITS<br />

PROVIDE<br />

AND USE MOTIVATIONAL CONCEPTS TO THE UTMOST.<br />

EMPLOYEES<br />

AUTHOR PROPOSES THAT MOTIVES ARE NEEDS AND THAT<br />

THE<br />

NEEDS ARE THE REASONS WE DO THE THINGS WE DO. NEEDS<br />

OUR<br />

BE SATISFIED IF WE ARE TO MOTIVATE PEOPLE THEY CAN<br />

MUST<br />

SATISFIED BY THE APPLICATION OF APPROPRIATE INCENTIVES.<br />

BE<br />

OF NET EFFECT FUIILITY EQUAL BILLING OF<br />

PROBLEMS<br />

LOSS IN TRANSLATION, AND THE COMPANY GIMMICK WERE<br />

TRIVIA<br />

AS CAUSES FOR DEMOTIVATION<br />

CITED<br />

BRIEF OUTLINE OF AN ACTUAL PROGRAM WHICH EMPHA<br />

A<br />

CAREER ORIENIATION AND THE MANAGEMENT BY OBJECTIVES<br />

SIZES<br />

BOTH OF WHICH HAVE A HIGHLY POSITIVE EFFECT<br />

APPROACH<br />

EMPLOYEE MOTIVATION, IS PROVIDED<br />

UPON<br />

MCCLINTOCKt FRANKLYN G<br />

D333<br />

MAN, THE JOB, AND THE MAN ON THE JOB.'<br />

IHE<br />

JOURNAL, VOL- 45 NO 2, FEBRUARY I966 6 PAGES<br />

PERSONNEL<br />

MOTIVATION<br />

WITH SUCH QUESTIONS AS HOW TO MCTIVATE PEOPLE<br />

FACED<br />

DO THEIR WORK AT THE TOP LIMIT OF THEIR ABILITY AND,<br />

TO<br />

IHE SAME TIME, HOW TO ACCOUNT TO MANAGEMENT FOR THE<br />

AT<br />

DOLLARS NEEOED TO BE SPENT, THE WAGE AND SALARY<br />

SALARY<br />

IS OFFERED A SOLUTION BASED £N A THEORETICAL<br />

ADMINISTRATOR<br />

CONCEPT.<br />

MIDPOINT<br />

ADMINISTRATION IS A METHOD TO SOLVE PROBLEMS<br />

SALARY<br />

FROM OR IN ANTICIPATION OF MOTIVATION PEOPLE.<br />

RESULTING<br />

IS AN ORDERLY APPROACH. SALARY ADMINISTRATION IS A<br />

IT<br />

IDOL WHICH CAN WORK TO MOTIVATE PEOPLE INDIVIDUALLY<br />

USEFUL<br />

JOINTLY<br />

AND<br />

SOLUTION IS EXPLAINED WITH DIFININTION, EXAMPLES,<br />

THE<br />

AND CHARTS.<br />

FIGURES,<br />

ODIORNE GEORGE S.<br />

0334<br />

SUPERSTITIONS IN BUSINESS ARE CREATED<br />

HOW<br />

JOURNAL, VDL 45, NO 2 FEBRUARY* TO66, 5 PAGES<br />

PERSONNEL<br />

COMMUNICATION<br />

COMMUNICATION GENERATES MISUNDERSTANDINGS<br />

FAULTY<br />

COMPOUNDED, BUILD UP INTO SUPERSTITIONS THIS IS<br />

WHICH,<br />

TRUE IN BUSINESS AS IT IS IN ALL OIHER PHASES OF LIFE<br />

AS<br />

HUMAN INTER-RELATIONSHIPS.<br />

INVOLVING<br />

GROW OUT OF A WHOLE SERIES OF INFLU-'<br />

SUPERSTITIONS<br />

IN THE COMMUNICATION SYSTEM OF THE FIRM SOME SOURCES<br />

ENCES<br />

MANAGEMENT SUPERSTITIONS ARE DISCUSSED--ALSO THE WAYS<br />

OF<br />

WHICH THEY CAN BE AVERTED<br />

IN<br />

BEST WAY TO PREVENT SUPERSTITIONS FROM FORMING<br />

-THE<br />

MANAGEMENT IS TO MANAGE BY ARRANGING SITUATIONS BY<br />

IN<br />

UP THE ENVIRONMENT IN A WAY THAT PERMITS THE SUB-'<br />

SETTING<br />

TO MEASURE HIS OWN PROGRESS AND GIVE HIMSELF A<br />

ORDINATE<br />

AT KEY POINTS ALONG THE WAY, THE MAIN<br />

SELF-APPRAISAL<br />

FOR SUPERSTITIONS IS ELIMINATED THINGS THE BOSS<br />

MECHANISM<br />

DO IN THIS RESPECT ARE DISCUSSED SILENT LANGUAGE<br />

MUST<br />

CREATES SUPERSTITIONS IS MENTIONED A CHART SHOWS<br />

WHICH<br />

AS A LEARNING CURVE EXPLANATION DF THIS ALSO<br />

DELEGATION<br />

COHEN, WILBUR<br />

0335<br />

POLICY AND SOCIAL ACTION FOR THE 1970 S<br />

SOCIAL<br />

BUSINESS REVIEW VOL [Bt 3. MAY, 1966 6P.<br />

MICHIGAN<br />

EDUCATION* REHABILITATION<br />

HANDICAPPED<br />

MOMENTUOUS MEASURES TO MEET PRESSING NATIONAL<br />

TRULY<br />

NEEDS AND TO RIGHT MANY WRONGS HAVE BEEN TAKEN<br />

COMMUNITY<br />

THE PAST FIVE YEARS HOWEVER, UNLIKE ALEXANDER, WE WILL<br />

OVER<br />

WEEP FOR LACK OF WORLDS TO CONQUER- FOR THE GREATEST<br />

NOT<br />

LIE AHEAD- IN OUR GREAT METROPOLITAN AREAS, OUR<br />

CHALLENGES<br />

AND URBAN POVERTY AREAS, RACIAL AND RELIGIOUS DIS<br />

RURAL<br />

OUR PRINCIPAL WATERWAYS ARE OPEN SEWERS, AND<br />

CRIMINATIONt<br />

ON. FORTUNATELY THIS NATION IS BLESSED WITH THE BRAINS,<br />

SO<br />

TALENT, AND THE WEALTH TO FIND SOLUTIONS TC THESE PROB<br />

THE<br />

IHIS ARTICLE DISCUSSES SOCIAL ACTIONS THAT MAY WELL BE<br />

LEMS.<br />

IN IHE NEXT DECADES IN THE AREAS OF POVERTY,<br />

FORTHCOMING<br />

EDUCATION, AND REHABILITATION OF THE HANDICAPPED.<br />

HEALTH<br />

GRUENBERGER FRED HILL, RICHARD H.<br />

0336<br />

CLOSE THE KNOWLEDGE GAP AT THE TOP.'<br />

LETS<br />

AUTOMATION VOL 13 5. MAY, 1966 3P-<br />

BUSINESS<br />

EDUCATE TEACH[NG SUPERVISOR<br />

EVALUATE,<br />

TOP OPERATING EXECLTIVES ARE IN THE MAIN A GROUP<br />

THE<br />

HAS GROWN INTO POWER AHEAD OF THE ELECTRONIC REVDLU-'<br />

THAT<br />

THUS TODAYS UPPER-ECHELON EXECUTIVE IS PROBABLY THE<br />

TION<br />

IN GREATEST NEED OF BASIC KNOWLEDGE OF ALL ASPECTS OF<br />

ONE<br />

FIELD AND BY AND LARBE HE IS NOT GETTING IT<br />

THE<br />

EDUCATE THE EXECUTIVES THERE SEEMS TO BE NO SUBSTI-*<br />

TO<br />

FOR LIVE PRESENTATION CAREFULLY PLANNED IN SEQUENCE<br />

TUTE<br />

WITH HANDS-ON EXPERIENCE MOST EXECUTIVES ARE AWARE<br />

COUPLED<br />

THE ROUTINE APPLICATIONS OF THE COMPUTER SUCH AS PAYROLL,<br />

OF<br />

MANY SUFFER FROM A LACK OF KNOWLEDGE OF WHAT COMPUTERS<br />

BUT<br />

DO FOR THEM IN THE AREA OF SIMULATION FOR EXAMPLE.<br />

CAN

ALLt AN EXECUTIVE NEEDS AN UNDERSTANDING OF COMPUTER<br />

ABOVE<br />

SO HE CAN BEST EVALUATE PRICES AND COSTS INVOLVED<br />

ECONOMICS<br />

THE COMPUTER SYSTEMS. THERE HAVE BEEN SOME AITEMPTS TO<br />

IN<br />

THE EXECUTIVES LOT FOR OVER 6 YEARS IBM HAS CON<br />

BETTER<br />

MONTHLY EXECUTIVE CONCEPTS COURSES JUDGING FROM THE<br />

DUCTED<br />

OF THE SIUOENTS, THEY ARE HIGHLY SUCCESSFUL<br />

REACTIONS<br />

YANKELOVICH, DANIEL<br />

0337<br />

YOUNG ADULTS--A GROWING BUSINESS PROBLEM<br />

TODAYS<br />

PERSONNEL VOL 43= NO 2t MARCH-APRIL, 1966 ii PAGES<br />

AFFLUENT SOCIETY HAS PRODUCED A NEW GENERATION<br />

OUR<br />

DOES NOT FIT THE TRADITIONAL MOLD OF NEEDS AND AM<br />

THAT<br />

AND SOME OF OUR MOST GIFTED YOUNG PEOPLE ARE NO<br />

BITIONS.<br />

PREPARED TO MAKE THE KIND OF PERSONAL COMMITMENT<br />

LONGER<br />

ORGANIZATIONS DEMAND AS IHE PRICE OF A SUCCESSFUL<br />

MOST<br />

CAREER<br />

AUTHOR DISCUSSES THREE CATEGORIES OF YOUTH--ONE<br />

THE<br />

WANTS WHAT OUR SOCIETY HAS TO GIVE AND THEY ARE<br />

GROUP<br />

ABOUT IHEIR CHANCES FOR SUCCESS A SECOND<br />

OPTIMISTIC<br />

IS MADE UP OF THE YOUNG PEOPLE WHO DESPERATELY WANT<br />

GROUP<br />

HIGHER STANDARD DF LIVINGt A BETTER EDUCATION, MORE<br />

A<br />

LEISURE AND DIGNITY BUT LACK ADE¢UATE MEANS<br />

OPPORTUNITY,<br />

PURSLE THESE GOALSg AND IHE THIRD GROUP CONSISTS OF<br />

TO<br />

MINORITY OF WELL-EDUCATED YOUNG ADULTS FROM AFFLUENT<br />

THE<br />

WHO ENJOY ALL THE BENEFITS OUR SOCIETY HAS TO OFFER<br />

FAMILIES<br />

YET WHO SHOW SIGNS OF QUESTIONING ITS TRADITIONAL<br />

AND<br />

THE LAST GROUP IS OF GREAIEST CONCERN HERE.<br />

GOALS<br />

FREMONT A JR. CUMMINGS L L.<br />

SHULL,<br />

THE RULES--HOW DO MANAGERS OIFFER.<br />

ENFORCING<br />

VOL 43, NO Z MARCH-APRIL, I966, ? PAGES<br />

PERSONNEL<br />

ATTITUDES DISCIPLINE<br />

PERSONALITY<br />

THE FACE DF ITt A RULE IS A RULE WITH CLEAR-CUT<br />

ON<br />

AND PENALTIES FOR INFRACTIONS IN PRACTICEr<br />

DEFINITIONS<br />

THERE ARE SEVERAL DIFFERENT ATIITUDES--AND<br />

HOWEVER,<br />

OF THEM--THAT DICTATE DECISIONS ABOUT DISCIPLINE<br />

SHADINGS<br />

AUTHORS DISCUSS RULES IN GENERAL AND APPROACHES<br />

THE<br />

ATTITUDES TOWARD DISCIPLINE SUCH AS PURE HUPANITARIAN<br />

AND<br />

JUDICIAL-CLINICAL LEGALISTIC<br />

CLINICAL-HUMANITARIANe<br />

ANO PURE LEGALISTIC.<br />

JUDICIAL<br />

IS ONLY RECENTLY THAT THE CONCEPT OF DISCIPLINE<br />

IT<br />

THE VARIOUS STYLES OF IMPLEMENTING IT HAVE BEEN TFE<br />

AND<br />

OF SYSTEMATIC STUDY. SOME PROPOSITIONS GUIDING<br />

SUBJECT<br />

RESEARCH ARE--THE LARGER THE SIZE OF A WORK GROUP<br />

ADDITIONAL<br />

GREATER THE PRDBABLIITY THAT THE SUPERIOR WILL UTILIZE<br />

THE<br />

LEGALISTIC DISCIPLINARY STYLE SUPERIORS SCORING HIGH Oh<br />

A<br />

VARIABLES SUCH AS AGGRESSION TEND TOWARD THE<br />

PERSONALITY<br />

END OF CONTINUUM SUPERIORS WILL UTILIZE SIYLES<br />

LEGALISTIC<br />

BY THEIR OWN SUPERIOR OTHER VARIABLES CONSTANT.<br />

APPROVED<br />

E W. JR<br />

MARTIN<br />

ITEMS THE SYSTEMS CONCEPT<br />

IDEATIONAL<br />

HORIZONS VOL 9 Do I SPRING I966 2 PAGES<br />

BUSINESS<br />

SIMULATION<br />

COMBINATION OF THE VIEWPOINT OF AN ORGANIZATION<br />

THE<br />

A SYSTEM, A MODEL-BUILOING APPROACH AWE POWERFUL COM-=<br />

AS<br />

PROOUCES A TECHINQUE CALLED SYSTEMS SIMULATION<br />

PUTERS<br />

SHOWS PROMISE FOR ANALYZING ANO DESIGNING COMPLEX<br />

WHICH<br />

SYSTEMS. PERFORMANCE OF THE SYSTEM AS A<br />

ORGANIZATIONAL<br />

CAN BE OBSERVED, AS WELL AS THE EFFECTS OF VARIOUS<br />

WHOLE<br />

IN ANY ONE OF THE PARTS.<br />

CHANGES<br />

HARDER, VIRGIL E. LINDELL, FRANK R<br />

0340<br />

PERT IN MARKETING RESEARCH<br />

USING<br />

HORIZONS VOL. 9 NO I SPRING, 1966 6 PAGES<br />

BUSINESS<br />

CAN SYSTEMATIC ORDER BE APPLIED IO THE RESEARCH<br />

HOW<br />

WHEN THE FEASIBILITY OF PRODUCING AND MARKETING<br />

METHODOLOGY<br />

NEW PRODUCT IS BEING DETERMINED THIS ARTICLE DESCRIBES<br />

A<br />

USE OF PERT FOR INTEGRATING THE VARIOUS TASK OBJECTIVES<br />

THE<br />

A NETWORK OR SYSTEM II PROVIDES A PICTORIAL NETWORK<br />

INTO<br />

THE METHOD AND A TOOL FOR EVALUATING THE STATUS OF A<br />

OF<br />

AT ANY TIME<br />

PROGRAM<br />

POTENTIAL AND THE MECHANICS OF PERT ARE DISCUSSED<br />

THE<br />

THE MOST BASIC AND ELEMENTARY PERT PRINCIPLES HAVE<br />

ONLY<br />

SET FORTH IN THIS ARTICLE THE PERT TECHNICUE HAS BEEN<br />

BEEN<br />

TO THE POINT WHERE COMPLEX SPECIALIZED -LANGUAGE-<br />

REFINED<br />

APPLICATION CAN BE USED LIKEWISE THE TECHNIQUE HAS<br />

OF<br />

THE SPRINGBOARD TO MORE COMPLEX SYSTEMS SUCH AS<br />

BEEN<br />

PATH ANALYSIS FIGURES<br />

CRITICAL<br />

WALKER CHARLES W<br />

0341<br />

THE COMPACTS.<br />

PROGRAMMING<br />

VOL 12, 4 APRIL, 966 4P<br />

DATAMATION<br />

COMPUTER<br />

RECENT TREND IN SMALL COMPUTER DISIGN FAS BEEN TO<br />

THE<br />

SECTORED MEMORIES AS A MEANS OF REDUCING WORD LENGTH AND<br />

USE<br />

COSI. THE AUTHOR DESCRIBES THE METHOD USED BY<br />

CONSEQUENTLY<br />

COMPANY TO SIMPLIFY PROGRAMMING WITH THIS TYPE OF MACH<br />

HIS<br />

INE<br />

SOFTWARE IN CONJUNCTION WITH AN ASSEMBLY<br />

DESECTORIZING<br />

PROVIDESt IN ADDITION TO THE ADVANTAGES OF SYMBOLIC<br />

PROGRAM<br />

TO OPERANDS, THE AUTOMATIC GENERATION OF ANY<br />

REFERENCE<br />

NECESSARY TO REACH THAT OPERAND IF THE OPERAND IS<br />

LINKAGE<br />

DIRECTLY ACCESSIBLE. DESECTORIZING IS APPLICABLE TO<br />

NOT<br />

MACHINES AS LONG AS IT IS NOT NECESSARY FOR THE AS<br />

MOST<br />

PROGRAM OR THE LOADER TO INSERI INSIRUCIIONS IN THE<br />

SEMBLY<br />

SIRING DURING ASSEMBLY DR LOADING THE COMPLETE DE<br />

CODE<br />

OPERATION IS OUTLINED BY IHE AUTHOR<br />

SECTORIZING<br />

POOLER, VICTOR H.<br />

0342<br />

A TOTAL APPROACH TO MEASURING PURCHASE PERFORMANCE<br />

TREND-<br />

VOL 60 10. MAY 19 1966. 8P<br />

PURCHASING<br />

EVALUATE<br />

NOTED PURCHASING EXECUTIVE HAS FASHIONED A -NEW LOOK-<br />

A<br />

TO GAUGING DEPARTMENTAL EFFECTIVENESS. THIS AP<br />

APPROACH<br />

IS TREND- TOTAL RECOGNITION OF ENVIRONMENTAL AND<br />

PROACH<br />

DEVELOPMENT.<br />

NUMERICAL<br />

RECOGNIZES THAT PURCHASING PERFORMANCE MUST BE<br />

TREND<br />

IN TERMS OF TOTAL IMPACT ON COMPANY OPERATIONS AND<br />

EVALUATED<br />

REFLECTS THE FACT THAT SOME ASPECTS OF PURCHASING DEFY<br />

ALSO<br />

119<br />

THE BEST STANDARD FOR A PURCHASING DEPARTMENT<br />

MEASUREMENT<br />

ITS OWN PAST PERFORMANCE WHERE YEAR TO YEAR VARIATIONS<br />

IS<br />

A SPECIFIC PURCHASING DEPARTMENTg AND A STUDY OF<br />

WITHIN<br />

WIL PROVIDE USEFUL INFORMATION INTERNAL AUDITIONt<br />

TRENDS<br />

MEASUREMENT OF JOB PERFORMANCE AGAINST PREDETERMINED<br />

A<br />

IS ANOTHER EVALUATION METHOD ALSD THE RETURN<br />

STANDARDSt<br />

CAPITAL METHOD IS A MORE SIGNIFIOANT MEASURE OF PURCHASE<br />

ON-<br />

THAN TH RETURN-ON-INVESTMENT WITH PURCHASING AS<br />

PERFORMANCE<br />

INDEPENDENT PROFIT CENTER SINCE IT EMPHASIZES PROFIT<br />

AN<br />

RATHER IHAN THE EXPENSE FIGURES.<br />

CONTRIBLTION<br />

JENKINS SUSAN ROTH RUSSELL S.<br />

C343<br />

FROM THE EYES OF DOCTORS AND HOSPITAL ADMINISTRATOR<br />

MEDICARE<br />

BESTS INSURANCE NEWS-LIFE EDITION VDL. 67 I. MAY 1966<br />

ARTICLE PROVIDES TWO EXTRACTS FROM A DISCUSSION ON<br />

THIS<br />

AND GROUP HEALTH INSURANCE. IT PRESENTS A BRIEF<br />

MEDICARE<br />

AT THE FEDERAL HEALTH INSURANCE PROGRAM FROM TWO VI<br />

LOOK<br />

INTERESTED PARTIES- PHYSICIANS AND HOSPITAL ADMINIS<br />

TALLY<br />

TRATORS<br />

THE ADMINISTRATORS VIEWPOINT, MEDICARE HAS GIVEN<br />

FROM<br />

TO A COURSE ALREADY SET BY HOSPITALS- A MORE PEAS<br />

IMPETUS<br />

PRICING OF THEIR SERVICES IHROUGH CDSI-BASEO CHARGES.<br />

ONABLE<br />

MEDICARE HAS BUILT IN STANDARDS OF QUALITY WHICH WILL<br />

AND<br />

THE LEVEL OF HOSPITAL CARE AND IN EXTENDED CARE FAG<br />

RAISE<br />

ILITIES<br />

DOCTOR SEES THE BASIC PROBLEM OF MEDICARE AS HAV<br />

THIS<br />

AN ADEQUATE NUMBER OF CONSCIENTIOUS WELL TRAINED BOG-'<br />

ING<br />

SOME OF THE PROBLEMS WHICH MAY INCREASE PHYSICIAN<br />

TOMS<br />

ARE THIRD PARTY DEFINITIONS OF FEES DEDUCT<br />

ESTRANGEMENTS<br />

AND COINSURANCE AND CERTIFICATION OF CHARTS.<br />

IBLES<br />

MESCON DR MICHAEL H.<br />

C34<br />

TD DO ABOUT THE GRAPEVINE.<br />

WHAT<br />

INSURANCE NEWS- LIFE EDIIION VOL. 6T 2 MAYt 1966 6P.<br />

BESTS<br />

COMMUNICATION<br />

HAS FOUND THAT THE TREMENDOUS GAP BETWEEN<br />

MANAGEMENT<br />

NEEDS AND MANAGEMENTS INTERPRETATION OF THESE NEEDS<br />

WORKER<br />

SET OFF AN ENDLESS CYCLE OF CONFLICT IN BUSINESS ANO<br />

HAS<br />

TODAY STRENGTHENING THE INFORMAL ORGANIZATIONS<br />

INDUSTRY<br />

THE IMPORTANCE THE SIGNIFICANCE OF THE GRAPEVINE<br />

INCREASING<br />

ADDING MUCH NOURISHMENT TO THE LABOR MOVEMENT<br />

AND<br />

WAY OF ELIMINATING THE GRAPEVINE THROUGH THE USE OF<br />

ONE<br />

MANAGEMENT INVOLVES ASCERTAINING WHAT PEOPLE WANT<br />

BEITER<br />

WORK THE AUTHOR LISTS S TOP FACTORS IN MOTIVATING<br />

FROM<br />

JOB SECURITY RECOGNITION BY PEERS AND EQUALS<br />

EMPLOYEES-<br />

WORK FRINGE BENEFITS AND THE OPPORTUNITY FOR<br />

INTERESTING<br />

MANAGEMENT SHOULD DO WHAT THEY CAN TO WEAKEN<br />

ADVANCEMENT.<br />

STRENGTH OF THE GRAPEVINE BY DEVELOPING THREE BASIC<br />

THE<br />

ABILITIES. THE MANAGER SHOULD BE ABLE TO<br />

COMMUNICATION<br />

TO WHAT OTHER PEOPLE DO AND OO NOT SAY AND ALSO TO<br />

LISTEN<br />

OTHER PEOPLE WANT TO SAY, BUT DO NDT KNOW HOW TD SAY<br />

WHAT<br />

IT<br />

SKINNER DR FRANK D.<br />

035<br />

GRAPHICS- WHERE ARE WE.<br />

COMPUIER<br />

VDL 12 B. MAY 1966<br />

DATAMATIDN<br />

RETRIEVAL<br />

TOWARD A BIG FUTURE FOR DISPLAYS AND GRAPHIC<br />

LOOKING<br />

DIVICES, THE AUTHOR DISCUSSES APPLICATIONS TECHNIQUES<br />

IIlO<br />

EXPERIMENTAL PROGRAMS DESIGNED TO IMPROVE USER-COMPUTER<br />

AND<br />

INTERCOMMUNICATIONS.<br />

AUTHOR ILLUSTRATES THE FLEXIBILITY INHERENT IN<br />

THE<br />

BY EXAMINING POTENTIAL APPLICATIONS IN THE AREAS OF<br />

DISPLAYS<br />

SERVICE WHERE RAPID ACCESS TO LARGE FILES OF<br />

CUSTOMER<br />

DATA IS REUIRED MANAGEMENT INFORMATION SYS<br />

ALPHANUMERIC<br />

INFORMATION RETRIEVAL PROGRAMMING, ENGINEERING DE-'<br />

TEMS<br />

AND FOR MAIHEMATICAL ANALYSIS. GRAPHICAL DISPLAY UNIIS<br />

SIGN<br />

POTENTIAL ECONOMICS IN THREE MAJOR WAYS- TIME SAVING<br />

OFFER<br />

SAVINGS AND A MORE THOROUGH JOB. SOME TECHNIQUES FOR<br />

DOLLAR<br />

AND PROGRAMMING GRAPHICAL EQUIPMENT CAN BE SHARED IN A<br />

USING<br />

OF APPLICATICNSt FOR EXAMPLE OPERATING SYSTEMS SUP<br />

VARIETY<br />

DATA PLOTTING POINTt LINEr AND ARC GENERATION<br />

PORIt<br />

ALPHANUMERIC PAGE FORMATTING LIGHT PEN SELEC<br />

PROJECTION<br />

PROGRAM DEBUGGING AND 2-D GRAPHIC PROCEDURES<br />

TION<br />

VANCE STANLEY C.<br />

0346<br />

EDUCATION FOR THE EXECUTIVE ELITE<br />

HIGHER<br />

MANAGEMENT REVIEW VOL 8 . SUMMER 966 lOP.<br />

CALIFORNIA<br />

TRAINING<br />

EDUCATION IS A PREREQUISITE FOR BUSINESS<br />

HIGHER<br />

NEW DATA SHOW A PREVALENCE OF CERTAIN SCHOOL<br />

DIRECTORATES.<br />

AN INCREASE IN GRADUATE DEGREES AND A DIFFERENCE IN<br />

TIES<br />

PATTERNS AMONG EXECUTIVES IN VARIOUS SECTORS OF<br />

EDUCATIONAL<br />

ECONOMY<br />

DUR<br />

THE SLRVEYS HIGHLIGHT THE INCREASING IMPORT<br />

ALIHOUGH<br />

OF COLLEGE TRAINING FOR INDUSTRIAL LEAOERSHIP THERE<br />

ANCE<br />

SOME OTHER INTERESTING OVERTONES, MOST SERIOUS IS THE<br />

ARE<br />

THAT IHERE IS A VERY POSITIVE RELATIONSHIP BE<br />

CONCLUSION<br />

POSSESSION OF AN IVY LEAGUE DEGREE AND ACCESS TO THE<br />

TWEEN<br />

ROOMS OF OUR LARGEST BUSINESS ENTERPRISES* ALSO IN<br />

BOARD<br />

NEXT GENERATION, A NONCCLLEGE GRADUATE WILL HAVE ONE<br />

THE<br />

IN ABOUT 56000 TO BECOME A TOP CORPORATION DIRECTOR.<br />

CHANCE<br />

IREND WORIH NOTING IS THE NEED TO SUPPLEMENT UNDER<br />

ANOTHER<br />

DEGREES IN LIBERAL ARTS WITH GRADUATE WORK IN<br />

GRADUATE<br />

ADMINISIRAIION.<br />

BUSINESS<br />

ANONYMOUS<br />

034?<br />

ANNUAL REPORT ON EDP SALARIES<br />

BTH<br />

AUTOMATION VQL 13, 6 JE 1966 8P.<br />

BUSINESS<br />

DATA-PROCESSING<br />

ENLARGED SURVEY BASE -MORE THAN Zg300 USER COMPANIES<br />

AN<br />

OVER 920D0 DATA-PROCESSING PERSONNEL- FURNISHES<br />

EMPLOYING<br />

DATA FOR THIS YEARS BA REPORT ON EDP SALARIES. WHILE<br />

THE<br />

DIFFERENCES EXIST, JUST AS IN OTHER DCCUPATIONS<br />

REGIONAL<br />

GENERAL TREND IS TOWARD HIGHER PAY A TREND ENCOURANGED<br />

THE<br />

THE EXTREME COUNTRY-WIDE SHORTAGE OF QUALIFIED COP PER<br />

BY<br />

SONNEL.<br />

VIEWING THE VARIOUS CHARTS AND COMPARISONSt ONE MUST<br />

IN<br />

THAT THE RATES REPRESENT A RANGE FROM THE SMALLEST<br />

REMEMBER<br />

INSTALLATIONS WITH MONTHLY RENTALS AS LOW AS l000 DOL<br />

OF

TO INSTALLATIONS WITH OVER 300,000 DLLLARS MONTHLY<br />

LARS<br />

IN A -HIGH PAY- AREA. OF THE 3,806 COMPUTERS LISTED<br />

RENTALS<br />

THE RETURNS, ABOUT 70 PERCENT BEAR THE IBM LABEL. INTE<br />

ON<br />

ENOUGH, ONLY SIX OF THE 2,324 FIRMS REPORTING<br />

ESTINGLY<br />

THAT THEY HAD -KEAL-TIME- SYSTEMS IN OPERATION<br />

INDICATED<br />

WAS NO SINGIFICANT SALARY DIFFERENCES REPORTED BY<br />

THERE<br />

COMPANIES IN COMPARISON WITH THE TOTAL SAMPLE.<br />

THESE<br />

ANONYMOUS<br />

0348<br />

ACCOUNTING SYSTEM<br />

ELECTRONIC<br />

AUTOMATION VOL. 13, & JUNE, I966<br />

BUSINESS<br />

CORPORATION HAS INTRODUCED AN ELECTRONIC<br />

BURROUGHS<br />

SYSTEM, THE E400, WHICH IS DESIGNED TO FIT IN<br />

ACCOUNTING<br />

PRICE-PERFORMANCE GAP BETWEEN ACCOUNTING MACHINES AND<br />

THE<br />

COMPUTERS<br />

SMALL<br />

E400 INCLUDES TWO BASIC UNITS- AN OPERATORS CONTROL<br />

THE<br />

WITH AN ALPHANUMERIC KEYBOARD, CONTROL KEYS, CON<br />

CONSOLE<br />

LIGHTS AND PRINTER IT ALSO HAS A SOLID STATE<br />

MUNICATIONS<br />

PROCESSOR WITH A MAGNETIC CORE MEMORY OF 2,400--'<br />

ELECTRONIC<br />

CAPACITY ALL ARITHMETIC FUNCTIONS ARE PERFORMED BY<br />

DIGIT<br />

PROCESSOR. INTERNAL COMMANDS ALSO INCLUDE TRANSFER AND<br />

THE<br />

OF DATA, PLUS CONDITIONAL AND UNCONDITIONAL BRANCHES<br />

SHIFT<br />

VARIOUS SIAIOS CHECKS THE PROCESSOR IS CONTROLLED BY<br />

FROM<br />

PROGRAM INSTRUCTIONS PROGRAMS ARE READ<br />

INTERNALLY-STORED<br />

BY MEANS OF PUNCHED CARDS, MAGNETIC LEDGERS OR KEYBOARD.<br />

IN<br />

FORMS OF ALL STANDARD SIZES AND EIGHTS CAN BE<br />

BUSINESS<br />

BY IHE PRINTING CARRIAGE A BASIC E400 SELLS FOR<br />

ACCDMODATED<br />

22,000 DOLLARS OR CAN BE LEASED FOR 550 PER MONTH<br />

ABOUT<br />

GRDDE, MURRAY T.<br />

0]49<br />

THE GAP IN LONG-RA&GE PLANNING.<br />

BRIDGING<br />

EXECUTIVE VOL 34, 6. JUNE, I966 3P<br />

FINANCIAL<br />

FORECASI<br />

MANAGEMENT HAS DEIERMINED WHAT EACH OPERATING<br />

ONCE<br />

CAN CONTRIBUTE REALISTICALLY TO OVER-ALL CORPORATE<br />

DIVISION<br />

IT MUSI ASSUME THE RESPONSIBILITY OF BRIDGING<br />

OBJECTIVES<br />

GAP. IN RECENT YEARS THE PATTERN OF LONG-RANGE PLANNING<br />

THE<br />

ASSUMED A DEDUCTIVE APPROACH, AMONG OTHERS. THIS AP-'<br />

HAS<br />

FOCUSES ON OBJECTIVES FIRST AND BY SUBTRACTING FORE<br />

PROACH<br />

RESULTS FROM SUCH OBJECTIVES, IT EXPOSES A GAP TO BE<br />

CASTED<br />

BY MANAGERIAL ACTION. BY MEANS OF TWO EXHIBITS, THE<br />

BRIDGED<br />

DEMONSTRATES IHAT -BRIDGING THE GAP- IN LONG-RANGE<br />

AUTHOR<br />

IS CLOSELY ASSOCIATED WITH THE DEDUCTIVE APPROACH<br />

PLANNING<br />

ILLUSTRATES THE TYPE OF ADJUSTMENTS THAT<br />

EXHIBIT<br />

BE MADE AI IHE CORPORATE LEVEL TO IDENTIFY THE GAP<br />

MIGHT<br />

THE SUM TOIAL OF DIVISIONAL PLANS AND CORPORATE<br />

BETWEEN<br />

EXHIBII IT SHOWS A CORPORATE LONG-RANGE PLAN<br />

OBJECTIVES.<br />

SERVES AS THE BASIS FOR COMPARING ACTUAL RESULTS<br />

WHICH<br />

PLAN IN ORDER TO DETERMINE THE AREAS IN NEED OF<br />

AGAIN$1<br />

OR STIMULATION<br />

ADJUSIMENT<br />

ANONYMOUS<br />

0350<br />

SAVE COMPUTER TIME<br />

DUPLICATORS<br />

AUTOMAIION VOL. 13, 7 JULY, 1966 3P<br />

BUSINESS<br />

DOCUMENIS<br />

ELECTRIC COMPANY HAS FOUND A REPROOUCTION<br />

WESTERN<br />

IHAT SAVES BOTH TIME AND MONEY THE COMPANY DEVELOPED<br />

METHOD<br />

ORDER PROCESSING SYSTEM THAT MAKES USE OF A DUPLICATOR<br />

AN<br />

AS THE ORIGINAL- OR FIRST COPY- FOR COMPUTER PRINT<br />

MASIER<br />

IHIS SYSTEM PROVIDES PAPER-WORK TO CONTROL 16 FUNCTIONS<br />

OUT<br />

WIIH PART SELECTION, ASSEMBLE, INSPECTION PACK-'<br />

CONNECIED<br />

AND EQUIPMENT SHIPPING.<br />

ING<br />

AN ORDER HAS BEEN ANALYZED AND KEY PUNCHED IT IS<br />

AFTER<br />

INTO A COMPUTER WHERE THE COMPUTER CORRELATES DATA FROM<br />

FED<br />

TAPE STORAGE FILES WITH THAT FED IN VIA THE PUNCHED<br />

MAGNETIC<br />

ALL IDENTIFYING NUMBERS, WORDS, AND SCHECULED COM-'<br />

CARDS<br />

DATES ARE AMONG THE PRINT-OUT WHICH ARE PRINTED ON<br />

PLETION<br />

DUPLICATING MASTER WHICH IS ACTUALLY THE TOP SHEET OF A<br />

A<br />

FORM THIS DUPLICATING MASTER, THEN IS USED TO<br />

FOUR-PART<br />

CONTROL DOCUMENTS<br />

REPRODUCE<br />

BARKDULL, CHARLES W<br />

0351<br />

OPERATIONS AUDIT- A MANAGEMENT TGOLo<br />

PERIODIC<br />

BUSINESS REVIEW VOL IB 4. JULY, 1966<br />

MICHIGAN<br />

OPERATIONS AUDIT IS NOT NEW BUT ITS EMPHASIS<br />

PERIODIC<br />

SHOULD BE DIFFERENT FROM THE PAST. OPERATIONS AUDIT<br />

TODAY<br />

SIMPLY A SYSIEMAIIC AND PERIOOIC REVIEW OF THE VARIOUS<br />

IS<br />

OF A BUSINESS BY SOMEONE OUTSIDE THE IMMEDIATE DE<br />

PHASES<br />

BEING REVIEWED TO OETERMINE THEIR INDIVIDUAL ANO<br />

PARTMENIS<br />

EFFECTIVENESS AND RECOMMENDING COURSES OF ACTION.<br />

COLLECTIVE<br />

ARE MANY REASONS WHY A REVIEW OF DEPARTMENTAL<br />

THERE<br />

IS NEEDED AS A COMPANY GROWS, IT NEEDS DIFFERENT<br />

OPERATIONS<br />

AND MANAGEMENT CONTROL CONCEPTS NEW PRODUCTS<br />

ORGANIZATIONAL<br />

SERVICES MAY REQUIRE A SHIFT IN MANAGEMENT EMPHASIS AND<br />

AND<br />

TECHNIQUES OF MANUFACTURING SELLING, AND DISTRIBUTION<br />

NEW<br />

GOVERNMENT CONIRACTS SETS UP AN ENTIRELY NEW SET<br />

OBTAINING<br />

CIRCUMSTANCES TO MOST INOUSTRIAL CONCERNS SHIFTS IN THE<br />

OF<br />

MAKE-UP MAY CREATE IHE NEED FOR DIFFERENT PRO<br />

POPULATION<br />

AND DIFFERENT MARKETING TECHNIQUES TECHNCLOGICAL<br />

DUCTS<br />

IN MANUFACIURING AND THE OFFICE REQUIRE DIFFERENT<br />

ADVANCES<br />

SYSTEMS, AND CONTROLS<br />

DRGANIZATION<br />

FEILD WAYNE<br />

0352<br />

FOR BUILDING A NURSING HOME<br />

CHECKPOINTS<br />

APPRAISAL JOURNAL VOL. 34, 3 JULY, 1966 7P.<br />

THE<br />

MECICARE<br />

THE PASSAGE OF MEDICARE,- WARNS NR BAINUM -THE<br />

-WITH<br />

HOMES PLACE IN THE COMMUNITY IS RAPIDLY CHANGING<br />

NURSING<br />

IS ESTIMATED THAT ONLY 6000 OF THE EXISTING 23,000 HOMES<br />

IT<br />

BE APPROVED TO PROVIDE SERVICES UNDER MEDICARE WHEN<br />

WILL<br />

PON TO APPRAISE A NURSING HOME, TE APPRAISER MOST<br />

CALLED<br />

MANY JUDGEMENTS IN ADDITION TO JUDGING THE BRICK AND<br />

MAKE<br />

HE WLtL ALSO CONSIDER OTHER MAITERS, INCLUDING MAN-'<br />

MORTAR,<br />

AND GOOD WILL<br />

AGEMENT<br />

PRIMARY CAUSE OF OBSOLESCENCE IN NURSING HOMES IS A<br />

THE<br />

IN ATTITUDE TOWARD THE CARE OF THE AGED AND CHRONIC<br />

CHANGE<br />

ILL FROM ONE WHICH WAS PASSIVE OR CUSTODIAL IN NATURE<br />

ALLY<br />

ONE WHICH IS TRULY ACTIVE AND REHABILITATIVE IN QUALITY<br />

TO<br />

OUTLINE FACTORS OF DESIGN AND CONSTRUCTION WHICH ARE<br />

THEY<br />

120<br />

RELATED TO OBJECTIVES DEFINED IN LIGHT OF PATIENT<br />

DIRECTLY<br />

COMMUNITY, AND NURSING HOME NEEDS. MR FIELD LISTS<br />

FAMILY,<br />

CHECK POINTS WHICH SHOULD EASE THE TASK OF DEVELOPING OR<br />

60<br />

THE MODERN NURSING HOME<br />

APPRIASING<br />

EDITORS<br />

0353<br />

CORPORATIONS REGARD PEOPLE WITH EMOTIONAL PROBLEMS<br />

HOW<br />

MANAGEMENT VOL 30, 4 JULY, 1966<br />

BUSINESS<br />

IMPACT, EMPLOYER ATTITUDES<br />

DISABILITY,<br />

YOU HIRE A JOB APPLICANT WHO WAS UNDERGOING<br />

WOULD<br />

CARE THIS SURVEY REPORTS HOW 155 EXECUTIVES<br />

PSYCHIATRIC<br />

HANDLE THIS AND RELATED PROBLEMS<br />

WOULD<br />

MAJORITY OF THE EXECLTIVES WOULD HIRE A QUALIFIED JOB<br />

A<br />

EVEN THOUGH HE WERE SEEING A PSYCHOLOGIST OR<br />

APPLICANT<br />

IN FACT, A MAJORITY WOULD HIRE SUCH AN APPL[<br />

PSYCHIATRIST<br />

EVEN THOUGH HE HAD PREVIOUSLY SUFFEREC FROM A MENTAL<br />

CANT<br />

SEVERE ENOUGH TO CAUSE HIM TO BE HOSPITALIZED. NOT A<br />

ILLNESS<br />

ONE OF THE EXECUTIVES WOULD FIRE A COMPETENT EMPLOYEE<br />

SINGLE<br />

THEY FOUND OUT HE WERE SEEING A PSYCHIATRIST OR PSYCHOL-'<br />

IF<br />

NEVERTHELESS AT LEAST 65 PERCENT OF THE EXECUTIVES<br />

OGIST<br />

NOT HESITATE TO ASK THE EMPLOYEE WHY HE FELT THE NEED<br />

WOULD<br />

SUCH CARE FINALLY, AN OVERWHELMING MAJORITY OF THE EX-'<br />

FOR<br />

BELIEVE PSYCHOLOGISTS AND PSYCHIATRISTS ARE USEFUL<br />

ECUTIVES<br />

SOCIETY YET, ONLY A MINORITY OF THE SURVEYEC FIRMS EM-'<br />

TO<br />

THEM ON EITHER A PART-IIME OR FULL-TIME BASIS THE MOSI<br />

PLOY<br />

REASON FOR THIS IS TAT THEY DO NOT FEEL THE NEED<br />

COMMON<br />

ANGNYMOLS<br />

0354<br />

BOOKS EVERY EXECLTIVE SHCULD HAVE READ<br />

27<br />

MANAGEMENT VOL 2g 7 APRILe I966. 3P<br />

BUSINESS<br />

EXECUTIVE FACES AN ALMCST HOPELESS TASK IN TRYING TC<br />

AN<br />

UP WITH THE FLOOD OF PUBLISHED BOOKS ON THE SUBJECT OF<br />

KEEP<br />

PICKING AND CHOOSING AMONG THEM IS A FORMIDABLE<br />

BUSINESS<br />

SO -BUSINESS MANAGEMENT- HAS TURNED TO AN EXPERIENCED<br />

TASK,<br />

AND PUBLISHER TO HELP ITS READERS. HE IS THEODORE<br />

EXECUTIVE<br />

DOLMATCH PRESIDENT OF THE PITMAN PUBLISHING CORPORATION<br />

B<br />

ITS TWO SUBSIDIARIES.<br />

AND<br />

PICKING A LIST OF BEOKS EVERY EXECUTIVE SHOULD HAVE<br />

IN<br />

MR DOLMATCH USED SEVERAL CRITERIA. HIS FIRST CRI-'<br />

REAO,<br />

WAS TO SELECT BOOKS IHAI HAVE HELPEC HIM TO HANCLE<br />

TERION<br />

JOB BETTER HE AUTOMATICALLY ELIMINATED BOOKS THAT<br />

HIS<br />

TO MAKE THEIR READERS BETTER EXECUTIVES THIRDLY,<br />

PROMISED<br />

DID NOT COHFINE HIS SELECTION EXCLUSIVELY TO SO-CALLED<br />

HE<br />

BOOKS IHE BOOKS ARE IN FOUR CATEGORIES- THE MAN-'<br />

BUSINESS<br />

AND THE WORLD AT LARGE, THE MANAGER AS A PROFESSIONAL,,<br />

AGER<br />

MANAGER AND HIS HUMAN RESOURCES, AND THE MANAGERS TOOLS<br />

THE<br />

TECHNIQUES<br />

ANC<br />

KNIGHT, GORDON<br />

0155<br />

FOR THE SOMETIME INTERVIEWER<br />

SKILLS<br />

JOURNAL, VOL 45, NO 5, MAY, 1966, PAGES<br />

PERSONNEL<br />

RECRUITING<br />

SELECTION,<br />

NEW OEVICE THE PERSONNEL SCREENING GUIDE, WAS<br />

A<br />

RECENTLY AT THE CHRYSLER INSTITUTE TO ACCELERATE<br />

DEVELOPED<br />

DEVELOPMENT OF EMPLOYMENT INTERVIEWING SKILLS IT IS<br />

THE<br />

FOR USE BY THOSE WHO HAVE TO INTERVIEW INFREQUENT-'<br />

DESIGNED<br />

THESE PEOPLE NEED SOMETHING EASY TC USE, REQUIRING<br />

LY<br />

INSTRUCTION TO HELP THEM AVOID THE COMMON INTERVIEW-'<br />

LITTLE<br />

PITFALLS ANC UPGRADE THEIR SELECTION OF NEW HIRES<br />

ING<br />

GUIDE IS A DISTILLATION OF THE ACCUMULATED KNOW-HOW<br />

THE<br />

SKILLED INTERVIEWERS TO ACCOMPLISH THESE OBJECTIVES<br />

OF<br />

PACKAGE- CONTAINS RATING FORMS, MEDICAL<br />

A-RECRUITING<br />

FORMS, REFERENCE CHECK SHEETS, AND ALL OTHER<br />

EXAMINATION<br />

TYPICALLY USED IN A PROFESSIONAL EMPLOYMENT FUNCTION<br />

FORMS<br />

HAS INSTRUCTIONS FOR USE. THE PERSONNEL SCREENING<br />

EACH<br />

IS ONE OF THE PRINCIPAL ITEMS IN THE -PACKAGE- IHE<br />

GUIDE<br />

PORTION OF THE GUIDE IS RELATED TO THE REVIEW OF THE<br />

MAIN<br />

PLUS INIERVIEWING TIPS, APPLICANT RATING, ANC<br />

APPLICATION,<br />

BEFORE AN OFFER IS MADE<br />

CONSIDERATIONS<br />

PESKIN, DEAN B<br />

0]56<br />

PLAYING AND ROLE CCNFLICT--A CASE STUDY<br />

ROLE<br />

JOURNAL, VOL 45, flO 5, AY, I966, LO PAGES<br />

PERSONNEL<br />

SUPERVISORS<br />

TRAINING<br />

GOAL OF THE MANAGEMENT DEVELOPMENT PROGRAM AT<br />

THE<br />

KANSAS CITY, MISSOURI, BLUE CROSS--BLUE SHIELD,<br />

THE<br />

TO PROVIDE SUPERVISORS WITH TRAINING EXPERIENCES<br />

WAS<br />

TO SIIMULATE INSPIRE, AROUSE AND CHALLENGE<br />

INTENDED<br />

THINKING BY OPERATING A HYPOTHETICAL COMPANY<br />

THEIR<br />

TECHNIQUES OF ROLE PLAYING GROUP DYNAMICS AND<br />

INVOLVING<br />

INSIRbCTION IIS SUCCESS WAS MEASURED BY THE<br />

PROGRAMMED<br />

TO WHICH SLPERVISORS SHOWED IMPROVEMENT ON THEIR<br />

EXTENT<br />

JOBS<br />

REGULAR<br />

ROGERS, ALFRED<br />

0357<br />

MODERN LOOK IN MOTIVATION<br />

THE<br />

JOURNAL VOL 45 NO 5, MAY, 1966, 4 PAGES<br />

PERSONNEL<br />

PROMOTING, MOTIVATION<br />

SUPERVISOR,<br />

ENGINEERS AND OTHER TECHNICAL PERSONNEL<br />

-SCIENTISTS<br />

SEEM TO POSSESS BUILT-IN MOTIVATIONS BUT, IT IS NOT<br />

MAY<br />

ENOUGH IN THE MODERN WORK SITUATION WHEN<br />

NECESSARILY<br />

MEN WITH IHE COLD-FACT MINDS ENTER THE WORLD OF IN-'<br />

THESE<br />

THEY HAVE PROBLEMS THEIR SUPERVISOR MUST LEARN<br />

TANGIBLES,<br />

APPLY THE PROPER MOTIVE FORCE TO CAUSE HIS PEOPLE TO<br />

TO<br />

MAXIMUM PRODUCTIVITY AND AT THE SAME TIME MAINTAIN<br />

ACHIEVE<br />

THE APPROACHES TO MOTIVATION, USED BY THE<br />

DISCIPLINE<br />

KNOWLEDGEABLE SOPERVISDR CAN BE CENTRASTED TO<br />

MODERN<br />

OF THE -FORCED-LABOR- TYPE<br />

THOSE<br />

-FORCED-LABOR- TYPE FINDS FAULT, IS A TALKER,<br />

THE<br />

HIS EMPLOYEES GUESSING, IGNORES EMPLOYEES PERSONAL<br />

KEEPS<br />

DEMANDS PROMPT OBEDIENCE, STIFLES INITIATIVE<br />

PROBLEMS,<br />

INSPIRATIONAL LEADER ENCOURAGES HIS EMPLOYEES, IS<br />

THE<br />

TO LISTEN KEEPS HIS EMPLOYEES INFORMED, IS<br />

WILLING<br />

IN PROMOTING LONG-RANGE LOYALTY OF EMPLOYEES,<br />

INTERESTED<br />

HE ENCOURAGES THEM TO DEVELOP THEIR ABILITIES<br />

AND<br />

STEINMANN, ANNE<br />

C358<br />

PERSONNEL AND THE COLLEGE WOMAN.<br />

GUIDANCE<br />

PERSONNEL JOURNAL, VDL 45, NO 5, MAY, 1966, 6 PAGES<br />

-THE GUIDANCE COUNSELOR HAS A JOB TO DO IN SHOWING

WOMEN THAT THEY DO NOT HAVE TO CHOOSE BETWEEN HOME<br />

YOUNG<br />

CAREER--IN FACT, THEY MUST HAVE BOTH TO ACHIEVE FUL-'<br />

AND<br />

OF THEIR OWN LIVES AND PROVIDE HEALTHY ENRICHMENT<br />

FILLMENT<br />

THE GROWTH OF THEIR FAMILIES. THE MEN IN THEIR LIVES<br />

IN<br />

NEED COUNSELING TOO<br />

WILL<br />

DOES NOT SEEM TO BE A CLEARCUT CONCEPT OF THE<br />

THERE<br />

OF WOMEN IN TODAYS SOCIETY, AND THE OATA FROM THE<br />

ROLE<br />

STUDY SUGGEST THERE IS REASON TO BELIEVE THAT<br />

RESEARCHERS<br />

CONCEPT OF ThE FEMININE ROLE AND HER CONCEPT OF<br />

WOMENS<br />

IOEAL WOMAN ARE NOT IN HARMONY<br />

MAWS<br />

STUDY OISCLSSEO IN THE ARTICLE WAS UNDERTAKEN TO<br />

THE<br />

WHETHER THERE IS A RELATIONSHIP AMONG THE CON-'<br />

DETERMINE<br />

OF THE FEMININE RULE OF 51 MIDDLE-CLASS GIRLS ATTEND-'<br />

CEPTS<br />

A SLBURBAN COLLEGE, ANO THEIR MOTHERS AND FATFERS<br />

ING<br />

OF THE ROLE<br />

CONCEPTS<br />

JONESI RAYMOND C<br />

CJSg<br />

AND PLACEMENT.'<br />

SELECTION<br />

JOURNAL, VOLo 45 NO 5, MAY, 1966, PAGES<br />

PERSONNEL<br />

RECRUITMENT<br />

IS LSUALLY REGARDED AS A NEGATIVE PROCESS,<br />

SELECTION<br />

A REJECTION OF APPLICANTS FOR A POSITION PLACEMENT IS<br />

OR<br />

POSITIVE PROCESS AND CONSISTS OF FILLING AVAILABLE<br />

A<br />

WITH QUALIFIED APPLICANTS IN ORDER TO IDENTIFY<br />

POSITIONS<br />

AND PLACEMENT PRACTICES AND DETERMINE EVIDENCE<br />

SELECTION<br />

THEIR EFFECTIVENESS, SELECTION AND PLACEMENT PROCEDURES<br />

OF<br />

INVESTIGATED IN A LARGE INDUSTRIAL CORPORATION, A<br />

WERE<br />

SERVICE ORGANIZATION, A SMALL PLASTICS<br />

NOI-FOR-PROFIT<br />

A GOVT DEFENSE PLANT AND A STATE EMPLOYMENT<br />

COMPANY<br />

AGENCY<br />

OF MANPOWER RECUIREPENTS, RECRGITMENT,<br />

FORECASTING<br />

INTERVIEW, TESTING AND EMPLOYEE TURNOVER ARE<br />

EMPLOYMENT<br />

STUDIED<br />

ANONYMOUS<br />

0360<br />

SHORTCUTS TO STRONGER MANAGEMENT<br />

SIX<br />

MANAGEMENT VOL 30, JUNE, 1966. 7P<br />

BUSINESS<br />

CONFIDENCE EFFICIENCY<br />

TRAINING<br />

THE LAST DECADE STEELCRAFT MANUFACTURING COMPANY OF<br />

IN<br />

OHIO, HAS TAKEN PAINS TD REMAIN FLEXIBLE AND<br />

CINCINNATI,<br />

IT HAS SOUGHT SHORTCUTS TO BETTER MANAGEMENT<br />

MANEUVERABLE-<br />

THIS ARTICLE ARE OUTLINED SIX TECHINQUES THAT HAVE HELPED<br />

IN<br />

FIRM PROSPER<br />

THIS<br />

FIRST SHORTCUT IS THE USE OF STAND-UP MEETINGS<br />

ThE<br />

DISCOURAGE LENGTHY CONVERSATIONS WITH A LOT OF REPET-<br />

WHICH<br />

AND CUT DOWN ON EXECUTIVE FRUSTRATION ANOTHER SHORT<br />

ITION<br />

IS TO HURL THE EMPLOYEES INTO SINK-OR-SWIM PROJECTS<br />

CUT<br />

NO SHORTCUT TO STRONGER MANAGEMENT IS MORE VALUABLE<br />

ALSO,<br />

INSTILLING IN YOUR PEOPLE THE COURAGE ANC CONFICENCE<br />

THAN<br />

TACKLE PROBLEMS ON THEIR OWN A FOURTH SHORTCUT IS TO GET<br />

TO<br />

OF AUTOMATED SYSTEMS IF THEY PROVE TOO EXPENSIVE<br />

RIO<br />

ALSO USES THE TECHNIQUE OF RESPUNDING TO SALES<br />

STEELCRAFT<br />

WITHIN 24 HOURS BY TELEPHONE FINALLYt SHORTCUT<br />

INCUIRIES<br />

6 STRESSES THE IMPORTANCE OF ASKING THE SUPPLIERS FOR<br />

NUMBER<br />

CONSULTATION AND TRAINING<br />

FREE<br />

KAIMANN, RICHARD A<br />

C361<br />

BY EXCEPTION HEIRARCHICALLY<br />

MANAGEMENT<br />

PROCESSING VCL 8, JULY, L966 5P<br />

DATA<br />

INFCRMATICN<br />

ORGANIZATIONAL,<br />

DY EXCEPTION- THE CONCEPT OF NOT PRINTING<br />

MANAGEMENT<br />

DESCRIBING NORMAL BUSINESS TRANSACTIONS, WITH CNLY<br />

REPORTS<br />

PERFORMANCE REPORTED TO MANAGEMENT- IS ONE OF THE<br />

ABNORMAL<br />

WIDELY DISCUSSED MODERN MANAGEMENT SYSTEMS BASED ON THE<br />

MOST<br />

THIS ARTICLE DESCRIBES A VARIATION ON THAT SYSTEM,<br />

COMPUTER<br />

INFORMATION DIRECTED AT A SPECIFIC LEVEL OF MANAGEMENT<br />

WITh<br />

THE DESIGN OF ANY SUBSYSTEM TO TOTAL SYSTEM, SOME<br />

IN<br />

MUST BE GIVEN TO THE POSITION OF THE ORGANI-'<br />

CONSIDERATION<br />

HIERARCHY AS A GENERAL GUIDING PRINCIPLE THE AC-'<br />

ZATIONAL<br />

ON REPORTS SHOULD BE TAKEN AT THE LOWEST ECHELON AT<br />

TION<br />

RESPONSIBILIIY AND EFFECTIVE ACTION MAY BE TAKEN. IN-'<br />

WHICH<br />

OR REPORTS ON AN EXCEPTION BASIS SHOULD BE SUB-'<br />

FORMATION<br />

TO THE APPROPRIATE MANAGERIAL POSITIONS. THE ABILITY<br />

MITTED<br />

MONITOR INFORMATION FLOW AT EACH ORGAINZATIONAL LEVEL<br />

TO<br />

REPORTING ON AN EXCEPTION BASIS SUGGEST AN AMENDMENT<br />

WITH<br />

MANAGEMENT BY EXCEPTION -HIERARCHICALLY.- BY THIS CONCEPT<br />

TO<br />

EFFECT OF TLRNOVER AND CF ABSENTEEISM MAY BE REDUCED<br />

THE<br />

GANNON, EDWARD J<br />

C362<br />

LEOK AT THE SIUDENI LOAN PROGRAM<br />

A<br />

BANKING VOL. 5gt JULY, i66 2P<br />

IS THE FIRST OF A FIVE-PART REPORT ON STUDENT LOAN<br />

THIS<br />

THAT INCLUDES A SUMMARY CF DEVELOPMENTS, A DISCUSSION<br />

PLANS<br />

A PRIVATE AGENCYS PLANt DESCRIPTIONS OF STATE PLANS IN<br />

OF<br />

YORK AND OHIO, AND HOW EWE BANKS PLAN WORKS<br />

NEW<br />

MEET THE RISING COSTS TO ATTEND PUBLIC AND PRIVATE<br />

TO<br />

STATE AND PRIVATE NONPROFIT GUARANTEE AGENCIES<br />

COLLEGES,<br />

INSURED STUDENT LOANS TOTALING OVER I50,000,000 DUL<br />

HAVE<br />

AND THE TOTAL DEMAND FCR DIRECT LOANS IS EXPECTED TO<br />

LARS<br />

WELL OVER 400,000,000 DOLLARS THE SHARp INCREASE IN DE-'<br />

BE<br />

WILL RESULT FROM THE HIGHER EDUCATION ACT OF I965 THIS<br />

MANO<br />

AS REVISED, DIRECTED THE COMMISSIONER EF EDUCATION TO<br />

ACT<br />

THE GROWTH OF STATE AND PRIVATE STUDENT LOAN<br />

ENCOURAGE<br />

PLANS THE FEDERAL GOVERNMENT WILL PAY INTEREST<br />

GUARANTEE<br />

BEHALF OF ELIGIBLE STUDENTS AND WILL ADVANCE FUNDS TO<br />

ON<br />

THE RESERVES OF THE PRIVATE AND STATE AGENCIES TC<br />

BOLSTER<br />

FOR INTEREST SUBSIDY, THE LATTER AGENCIES MAY NOT<br />

QUALIFY<br />

INTEREST IN EXCESS OF 6 PERCENT PER ANNUM<br />

CHARGE<br />

FREDERICK, JR.<br />

LYNCH,<br />

HUNT--A MUST FOR MANAGEMENT CONTINUITY<br />

MAN<br />

JOURNAL, VOL 45m NO 6t JUNE, ig66, 4 PAGES<br />

PERSONNEL<br />

RECRUITING<br />

WITH A TWO MILLION SHORTAGE OF COLLEGE GRAOU-'<br />

FACED<br />

FOR MANAGEMENT POSITIONS DURING THE NEXT TEN YEARS,<br />

ATES<br />

IS OBVIOUS IHAT COLLEGE RECRUITING, BOTH ON CAMPUS AND<br />

IT<br />

WILL ASSUME A FASTER AND MORE FURIOUS PACE. PRO-'<br />

OFF,<br />

NEEDS WELL IN ADVANCE IS THE PLAN ADOPIED BY THE<br />

JECTING<br />

NATIONAL BANK OF CLEVELAND, OHIO<br />

CENTRAL<br />

STUDYING FLTURE MANAGEMENT NEEDS, THE BNKS PLANNED<br />

BY<br />

121<br />

AND PROBABLE ATTRITION, THE NUMBER AND LEVEL OF<br />

GROWTH<br />

POSITIONS TO BE FILLED WAS DETERMINED AND<br />

MANAGEMENT<br />

OVER A PERIOD OF i0 YEARS THIS MANPOWER PLANNING<br />

FORECAST<br />

BECOME THE INSTRUMENT FOR CREATING A WELL-BALANCEC<br />

HAS<br />

MANAGEMENT STAFF CENTRAL BANKS COLLEGE RECRUITING<br />

IN-DEPTH<br />

IS DISCUSSEO FACEO WITH A CRITICAL SHORTAGE OF<br />

PROGRAM<br />

SUCCESSORS UNDER AGE 40 THE BANK WAS DETERMINED<br />

MANAGEMENT<br />

MAKE POSITIVE CORRECTIONS TOWARD THE DESIRED AGE DIS-'<br />

TO<br />

IN ORDER TO ASSURE A SMOOTH CONTINUITY OF MOT<br />

TRIBUTICN<br />

TO MINIMIZE THE IMPACTS OF NORMAL RETIREMENTS GRAPHS<br />

ANO<br />

DUKE, E.<br />

C364<br />

MANAGEMENT AND ITS EFFECT CN PERFORMANCE<br />

INDUSTRIAL<br />

JOURNAL, VOL 45, NO B, JUNE, 1966, 7 PAGES<br />

PERSONNEL<br />

TECHNICIANS PERSCNNEL<br />

EVALUATION<br />

THIS ARIICLE, IT IS THE WRITERS INTENT TO OB<br />

-IN<br />

IHE NEW GENERATION OF PROFESSIONALS BY INDICATING<br />

SERVE<br />

WANTS AND DESIRES, BY SHOWING THE INDUSTRIAL GOALS<br />

THEIR<br />

MOST AFFECT THEM PERSONALLY AND BY DISCUSSING WHAT<br />

THAT<br />

MIGHT TAKE TO INCREASE SUCH PEOPLES PERFORMANCE<br />

IT<br />

AN OBJECTIVE EVALUATION OF QUANTITATIVE PER-'<br />

THROUGH<br />

CRITERIA, THE PROFESSIONAL CAN BETTER HIS LOT ANO<br />

FORMANCE<br />

THE FIRMS PRODUCTIVITY THIS IS POSSIBLE BE-'<br />

INCREASE<br />

MANAGEMENT CAN UNDERSTAND BETTER PERFORMANCE THROUGH<br />

CAUSE<br />

OF ALTHORITITIVE TECHNIQUE KNOWING THE<br />

ADJUSTMENT<br />

OF SUCH PROPOSED STUDIES, MANAGEMENT SHOULD BE<br />

RESULTS<br />

TO ENTER THE TWENTIETH CENTRUE AND THE PRO<br />

EXPECTED<br />

MIGHT RECAPTURE TFE EMINENCE FOR WHICh HE<br />

FESSIONAL<br />

TABLES<br />

HUNGERS<br />

CASSIOY, CHARLES E<br />

0365<br />

DATA PROCESSING AND THE PERSONNEL FUNCTION<br />

ELECTRONIC<br />

PERSONNEL JOURNAL VCL 45, NO 6, 1966 PAGES<br />

GET A SPECIFIC IDEA OF WHAT DATA PROCESSING IS<br />

TO<br />

FOR PERSONNEL DEPARTMENTS TODAY AND WHAT IT MIGHT<br />

DOING<br />

TOMORROW, A QUESIIONNAIRE WAS SENT TC PERSONNEL DIRECTORS<br />

DO<br />

ONE HUNDRED RANDOMLY SELECTED COMPANIES FROM THE RECENT<br />

OF<br />

500 LISTING SEVENTY PLUS RESPONSES WERE RECEIVED<br />

FORTUNE<br />

PER CENT CF THE RESPONDENTS NOTED THAT THEY<br />

89<br />

USE DATA PROCESSING IN PERSONNEL 77 PERCENT<br />

PRESENTLY<br />

EDPS WORIH AS -VERY USEFUL- ACCORDING TO THE<br />

GAUGED<br />

EDP IS NOW MOST USED FOR THE FOLLOWING FUND-'<br />

RESPONDENTS<br />

AND SALARY, RECORDS, AND FRINGE BENEFITS°<br />

TIONS--WAGE<br />

FUTLRE USE, EMPHASIS WILL BE ON SKILLS INVENTORY<br />

FOR<br />

PLANNING, PROMOTION, AND MANAGEMENT DEVELOPMENT<br />

MANPOWER<br />

PER CENT EXPECT THE USE OF DATA PROCESSING IN PERSONNEL<br />

92<br />

TO INCREASE IN IHE FUTURE 92 PER CENT EXPECT THE<br />

ORK<br />

MAN OF THE FUTURE TO NEED A GENERAL KNOWLEDGE OF<br />

PERSONNEL<br />

PROCESSING THE USE OF EDP MOST BE DOLLAR JUSTIFIED<br />

DATA<br />

WINEGAR, J W<br />

0366<br />

DEVELOPMENT THROUGH VERT<br />

PERSONNEL<br />

JOURNAL, VOL 45, NO 6, JUNE, I966 PAGES<br />

PERSONNEL<br />

TRAINING<br />

PROGRAMS FOR EXECUTIVE DEVOLOPMENT ARE TO0<br />

TRAINING<br />

BASED ON -IRAINING FOR TRAININGS SAKE- A TRAINING<br />

OFTEN<br />

NOW IN THE TRIAL STAGE WILL, IT IS BELIEVED RESULT<br />

SYSTEM<br />

THE DISCOVERY OF HIDDEN TALENTS, THE ACCELERATION OF<br />

IN<br />

DEVELOPMENT, AND THE PREPARATION OF TALENTED<br />

PERSONNEL<br />

FOR PROMOTION THE SUCCESS DF VERT -VITAL EX-'<br />

PEOPLE<br />

ROUTE TECHNIQUE- MAY PROVE IT TO BE A MEANING-'<br />

PERIENCES<br />

TOOL FOR THE BENEFIT OF MANAGEMENT AND EMPLOYEE ALIKE<br />

FUL<br />

PURPOSE OF VERT IS TO PREPARE PEOPLE TO 00 A BETTER<br />

THE<br />

ON PRESENT ASSIGNMENTS AND TO PROVIDE FOR A SUPPLY OF<br />

JOB<br />

PROMOTIONAL TALENT WITHIN THE ORGAINZATION<br />

QUALIFIED<br />

FOSTER A COMMON UNDERSTANDING OF THE CONCEPT EACH<br />

TO<br />

THE COMPONENTS IS EXAMINED IN DETAIL IN THE ARTICLE<br />

OF<br />

OBJECTIVES ARE SPECIFICALLY DISCUSSED THE ELEMENTS<br />

THE<br />

VERT ARE STUDIED THE VALUE OF THE TECHNIQUE MUST LIE<br />

OF<br />

ITS RESULTS--HENCE A OEFINITIVE SET OF EVALUATIVE<br />

IN<br />

HAS BEEN DETERMINED AND IS DISCUSSED. EXHIBITS<br />

STANDARDS<br />

JANES, HAROLD O<br />

0367<br />

OF MOTIVATION IN UNSKILLED WORK GROUPS<br />

MAINSPRINGS<br />

JOURNAL, VCL 45, NO 6, JUNE, 1966, 9 PAGES<br />

PERSONNEL<br />

UNSKILLED WORKER FOR THE MOST PARTy APEARS TO<br />

THE<br />

AOJUSTED TO HIS ROUTINE, WEARISOME, SURFACE ATTENTION<br />

HAVE<br />

IT IS CONCLUDED FROM ThE WORKERS COMMENTS, AS WELL<br />

JOB<br />

SUPERVISORS COMMENTS, THAT THIS WORK GROUP DERIVES LITTLE<br />

AS<br />

ANY REAL SATISFACTION FRUM THEIR JOBS PER SE<br />

IF<br />

OF SUGGESTED MOTIVATORS FOR UNSKILLED WORK<br />

SUMMARY<br />

IS AS FOLLOWS--TREAT A MAN AS IF HE WERE WHAT hE<br />

GROUPS<br />

ANO SHOULD BE, EXPLAIN THE JOB, EXPLAIN WhY TFE JOB<br />

COULD<br />

BE ACCOMPLISHED ON TIME, GIVE SOME TYPE OF RECOGNITION<br />

MUST<br />

SUPERIOR WORK AND GIVE CREDIT WHEN YOU HAVE ACCOMPLISHED<br />

FOR<br />

WITH THE AID OF OTHERS, ALLOW REASOAABLE STATUS<br />

SOMETHING<br />

PROVIDE CR MARE CERTAIN THE EMPLOYEE HAS<br />

SYMBOLS,<br />

OPPORTUNITY TO PARTICIPATE IN TRAINING AND/OR RETRAININC<br />

THE<br />

THE IMPORTANCE OF THE JOB AND TRAIN<br />

PROGRAMS,EMPHASIZE<br />

TO RECOGNIZE, UDERSTAND, AND DEAL WITH<br />

SUPERVISORS<br />

OF THEIR EMPLOYEES<br />

ATTITUDES<br />

POONOS, IRA<br />

C368<br />

FORGOTTEN FUNDAMENTALS<br />

RECRUITING--THE<br />

JOURNAL, VOL 45, NO 7 JULY-AUGUST, 1966, 2P<br />

PERSONNEL<br />

SELECTION<br />

AUTHOR, A PROFESSTCNAL TRAINING XPERT, ASSISTANT<br />

THE<br />

OF TRAINING, CITY OF CHICAGO, ILLINOIS, IS CRITI-'<br />

DIRECTOR<br />

OF IODAYS RECRUITMENT PROCEDURES, HIS COMMENTS ON<br />

CAL<br />

LAXITY OF RECRUITERS AND HIS RECOMMENDATIONS FOR<br />

THE<br />

MAY BE HELPFUL<br />

IMPROVEMENT<br />

RESPONSIBILITY OF THE RECRUITER IS GREAT IT IS<br />

-THE<br />

WHO OETERMINES, IN LARGE PART, THE FLTURE STATUS AND<br />

HE<br />

OF THE ORGANIZATION BY HIS INITIAL SELECTION OF<br />

GROWTH<br />

PERSONNEL<br />

INTERVIEWER MUST MAKE EVERY ATTEMPT TO QUALI<br />

AN<br />

AND QUANTITATIVELY ASSESS THE POSITION FOR WHICH HE<br />

TATIVELY<br />

RECRLITING PRIOR TO THE ACTUAL SEARCH ThE INTERVIEWER<br />

IS<br />

SHOULD THOROUGHLY EXPLORE ALL ASPECTS OF THE AVAILABLE

POSITION<br />

PERSONNEL RECRUITER SHOULD MAKE EVERY EFFORT TO<br />

THE<br />

DOING HIS JGB TN A ROUTINE WAY BETTER METHODS ANO<br />

AVOID<br />

MUST ALWAYS BE FOUND<br />

TECHNIQUES<br />

KELLEYt THOMAS C., JR<br />

036@<br />

MARKETING-ACCOUNTING PARTNERSHIP<br />

THE<br />

OF MARKETINGt VDL 30t NO 3, JULY, Ig66 3 PAGES<br />

JOURNAl<br />

COMPUTERIZATION INFORMATION-SYSTEM<br />

TEAMWORK<br />

COMPLEXITY OF MODERN BUSINESS, COUPLED WITH IN-'<br />

THE<br />

SEVERITY OF COMPETITION, HAS MADE IT NECESSARY FOR<br />

CREASING<br />

TO ADD THE NEW TOOL, THE COMPUIER, TO ASSIST<br />

MANAGEMENT<br />

THE NEVER-ENDING BATTLE FOR INCREASED SALES AND PROFITS<br />

IN<br />

COMPUTER AGE HAS BROUGHT WITH IT THE NEED FCR INCREASED<br />

THE<br />

ON THE PART OF ALL SEGMENTS OF THE BUSINESS ENTER-'<br />

TEAMWORK<br />

THIS IS WHY THE AUTHOR OF THIS ARTICLE ARGUES FOR<br />

PRISE.<br />

RELATIONSHIPS BETWEEN THE MARKETING AND ACCOUNTING<br />

CLOSE<br />

FUNCTIONS<br />

ADEQUATE MARKETING-INFORMATION SYSTEM REQUIRES MORE<br />

AN<br />

INTERNAL ACCOUNTING SYSTEMS THAN EVER BEFORE<br />

FLEXIBLE<br />

ENABLES MARKETING MANAGEMENT TO UTILIZE EXTERNAL<br />

THIS<br />

INTELLIGENCE MORE ADEQUATELY THAN IN THE HAS1<br />

MARKETING<br />

IS OF THE ESSENCE TODAY MANAGEMENT MUST BE INFORMED<br />

TIME<br />

REGARDING THINGS THAT HAVE TRANSPIRED<br />

PROMPTLY<br />

-TYPICAL- MARKETING MANAGERS REQUIREMENTS OF HIS<br />

SOME<br />

IN THE ACCOUNTING DEPARTMENT ARE DISCUSSED<br />

ASSOCIATES<br />

LAWRENCE, JR CHARLES B.<br />

0370<br />

EXPERIENCE AT THE CENSUS<br />

COMPUTER<br />

VOL. 12, 7. JULY Eg66 8Po<br />

OATAMATIDN<br />

DOCUMENI, DATA-PROCESSING<br />

RETRIEVAL,<br />

CENSUS TRADITION OF INNOVATION AND CONTINUOUS IM-'<br />

THE<br />

IN DATA-PROCESSING TECHNIQUES AND EQUIPMENT HAS<br />

PROVEMENT<br />

INTERNATIONALLY RECOGNIZED WHILE EXPANDING ITS COM<br />

BEEN<br />

APPLICATIONS AND SCANNING CAPACITIES FOR THE PREPARA-'<br />

MUTER<br />

OF INPUTS TO THE COMPUTERS, IT ALSO CONTINUES TO USE<br />

TION<br />

IMPROVE, WHERE ECONOMICAL VARIOUS KINDS OF MECHANICAL<br />

AND<br />

EQUIPMENT.<br />

CENSUS IN CLOSE COORDINATION WITH THE NATIONAL<br />

THE<br />

OF STANDARDS, HAS PRODUCED MANY SPECIAL AND GENERAL<br />

BUREAU<br />

DEVICES DESIGNED TO IMPROVE DATA-PRGCESSING QUALITY<br />

PURPOSE<br />

PRODUCTIVITY WHILE ALSO REDUCING UNIT COSTS. AMONG THE<br />

AND<br />

RECENT ARE FOSDIC -FILM OPTICAL SENSING DEVICE FOR<br />

MORE<br />

TO COMPUTERS- MAP AREA COMPUTER, SYSTEMS TO AUTOMATE<br />

INPUT<br />

INCLUDING AUTOMATIC PAGE TURNERS FOR WIDELY<br />

MICROFILMING<br />

DOCUMENT FORMATS AND SIZES, INFORMATION AND RE-'<br />

VARYING<br />

SYSTEMS, CONTINUOUS FORM COPYING MACHINE, AND<br />

TRIEVAL<br />

OTHERS.<br />

NEVILLE, HAIG G<br />

371<br />

FOR DATA PROCESSING<br />

INSURANCE<br />

DATAMATION VOL IZB 7 JULY 1966<br />

AUTHOR HERE SUMMARIZES THE KINDS CF PGSSIBLE CAN-<br />

THE<br />

TO COMPUTER SYSTEMS AND EXAMINES WHAT CAN BE DONE TO<br />

AGE<br />

AND TRANSFER THE CONSEQUENCES IN ADDITION, THE<br />

MINIMIZE<br />

OF LIABILITY ARISING OUT OF ERRORS AND OMISSIONS IN THE<br />

AREA<br />

OF DATA FOR OTHERS ON A SHARED TIME OR SERVICE<br />

PROCESSING<br />

BASIS IS DISCUSSED<br />

BUREAU<br />

CONTRAST TO IHE CONVENTIONAL FORMS OF INSURANCE SUCH<br />

IN<br />

FIRE THE COVERAGE AFFORDED UNDER THE MEDIA AND RECORD<br />

AS<br />

OF THE SPECIFICALLY DESIGNED DATA-PROCESSING POLICY<br />

SECTION<br />

COVERAGE ON AN -ALL RISK- BASIS TO -ACTIVE DATA--'<br />

AFFORDS<br />

MEOIA.- IHE COVERAGE INCLUDES AGREEMENT TO RE-'<br />

PROCESSING<br />

THE DAMAGED MEDIA WITH OTHER MEDIA OF LIKE KIND AND<br />

PLACE<br />

THUS A CONDITION OF THE POLICY IS THAT THE INSURED<br />

QUALITY.<br />

A DUPLICATE COPY OF EACH MASTER PROGRAM AND INSTRUCTION<br />

KEEP<br />

IN A FIREPROOF VAULT AT A REMOTE PLACE RATED AS SEP<br />

TAPE<br />

FIRE RISK MOST FIRMS ALSO CARRY -ALL RISK- BUSINESS<br />

ARATE<br />

INSURANCE TO PROVIDE FOR LOSS OF INCOME<br />

INIERRUPTION<br />

VORHAUS, ALFRED H<br />

03T2<br />

PURPOSE DISPLAY SYSTEM<br />

GENERAL<br />

VOL. I2 ? JULY, 1966 5P<br />

DAIAMAIION<br />

SYSTEM DEVELOPMENT CORPORATIONS SOC- RESEARCH AND<br />

AT<br />

DIVISION, THE DATA BASE SYSTEMS STAFF IN THIS<br />

TECHNOLOGY<br />

IS CONDUCTIONG RESEARCH AND OPERATING AN EXPERT-'<br />

DIVISION<br />

PROGRAM TO CREATE A DISPLAY SYSTEM THAT WILL PROVIDE<br />

MENTAL<br />

KIND OF FLEXIBLE, ON-LINE INTERACTIVE OPERATION NECES-'<br />

THE<br />

FOR A SIGNIFICANT USER- COMPUTER DIALGGUE<br />

SARY<br />

GENERAL PURPOSE DISPLAY SYSTEM -GPDS-t IT USES<br />

CALLED<br />

TECHNIQUE OF ON-LINE PROCESS BUILDING WHICH IS A METHOD<br />

THE<br />

CONSTRUCTING DISPLAY FORMATS BY A QUESTION-AND-ANSWER<br />

FOR<br />

BETWEEN THE COMPUTER AND USER. THE COMPUTER PRE<br />

DIALOGUE<br />

A MESSAGE TO IHE USER WHO RESPONDS BY TYPING AN ANS-'<br />

SEMIS<br />

ON A KEYBOARD OEVICE OR SELECTING A RESPONSE FROM MUIT<br />

WER<br />

CHOICES WIIH THE USE OF A LIGHT-PEN ON A CATHODE RAY<br />

IPLE<br />

THE COMPUTER INTERPRETS THE USERS RESPONSE AND THE<br />

TUBE<br />

CONTINUES UNTIL THE USER HAS FIkISHED WHAT HE WANTED<br />

PROCESS<br />

BUILD- TABLEt GRAPH, NAP. GDPS FREES THE USER FROM A<br />

TO<br />

FORMAT PREPARED BY A PROGRAMMING SPECIALIST<br />

SINGLE<br />

KELLER I. WAYNE<br />

03T3<br />

BETTER PROFITABILITY MEASURES.<br />

DEVELOPING<br />

CONFERENCE BOARD RECORD VOL 3, 8 AUGUST, 1966. 7Po<br />

THE<br />

STATISTICS<br />

MEASUREMENT,<br />

MANAGEMENT GAUGES THE RELATIVE PERFORMANCE OF<br />

MARKETING<br />

UNITS AND PRODUCTS BY THEIR CONTRIBUTION TO PROFIT<br />

COMPANY<br />

THERE ARE MUMEROUS POSSIBILITIES FOR MEASURING<br />

ALTHOUGH<br />

THE MEASUREMENTS MADE BY ACCOUNTING ARE NOT<br />

PROFITABILITY<br />

VALID FOR MARKETING DECISION-MAKING<br />

ALWAYS<br />

BE OF MAXIMLM VALUE PROFITABILITY MEASURES MUST BE<br />

TO<br />

TO THE RESPONSIBILITY AREA BEING MEASURED THEY MUST<br />

RELATED<br />

PROFITS BELOW THE CORPORATE LEVEL WITH PRICES<br />

MEASURE<br />

ANO GAPITAL REFLECTED FOR EACH RESPONSIBILITY AREA<br />

COSTS,<br />

PRODUCT LINE IN ACCORDAhCE WITH THE REALITIES OF BUS-'<br />

AND<br />

THEY ARE VALID ONLY WHEN USED TO MEASURE COMPARABLE<br />

INESS.<br />

AND OPERATIONS. THEY CAN BE DEVELOPED TO EVALUATE NAN<br />

DATA<br />

DECISIONS USING ONLY THE FACTORS AFFECTED BY THE<br />

AGEMENT<br />

DECISION. IF BELIER PROFITABILITY MEASURES ARE NEEOEO IT<br />

I22<br />

THE CONTROLLERS RESPONSIBILITY TO DEVELOP THEN BUT THE<br />

IS<br />

MANAGER HAS THE RESPEkSIBILITY OF MOTIVATING THE<br />

MARKETING<br />

TO ACT<br />

CONTROLLER<br />

ANONYMOUS<br />

CT4<br />

RECEPTION AREA IS COMFORTABLE, QUIET, EFFICIENT<br />

REDESIGNED<br />

VOL 61, 5 SEPTEMBER 8, Ig66o 29<br />

PURCHASING<br />

OFFICE-SPACE<br />

RECENTLY REMODELED PURCHASING LOBBY AT BARBER COL<br />

THE<br />

ROCKFORD, ILLINOIS, HEADQUARTERS IS MORE THAN JUST A<br />

MAAS<br />

FOR SALESMEN TO HANG THEIR HATS<br />

PLACE<br />

THE MANY FEATURES OF THE HANDSOMELY CESINGEC AREA<br />

AMONG<br />

FOUR ADJACENT CONFERENCE ROOMS, EACH ROOM DECORATED IN<br />

ARE<br />

DIFFERENT COLOR, ALSO THERE IS AN ATTRACTIVE SERIES OF<br />

A<br />

WALL DISPLAY UNITS SHOWING THE COMPANYS DIVERSIFIED<br />

FIVE<br />

LINES IN TEXTLLE MACHINERY, MACHINE TOOLS, AIRCRAFT<br />

PRODUCT<br />

AND OTHER FIELDS THE WALL DISPLAYS SERVE A DUAL<br />

CONTROLS<br />

THEY GIVE SUPPLIERS A CHANCE TO BID Ok ITEMS IHEY<br />

PURPOSE-<br />

NOT HAVE KNOWN BARBER CGLMAN USES AND ALSO GIVE THE<br />

MIGHT<br />

POTENTIAL NEW SUPPLY SGURCES THE PURCHASING LOBBY<br />

COMPANY<br />

FEATURES A RAISEO COUNIER FOR RECEPTIONIST AND THE<br />

ALSO<br />

OFFICES ARE IMMEDIATELY ADJACENT TO THE LOBBY Ah<br />

PURCHASING<br />

PLANTEP AND CONTEMPCRARY FURNITURE CONTRIBUTE TO<br />

ATTRACTIVE<br />

INFORMAL ATMOSPHERE APPRECIATED BY VISITING SUP-'<br />

PLEASANT<br />

PLIERS<br />

HERRMANN, CYRIL C<br />

0375<br />

APPROACH TO CITY PLANNING<br />

SYSTEMS<br />

HARVARD BUSINESS REVIEW, SEPT -OCT 1966 PAGES 71-80<br />

ARTICLE EXPLAINS HOW SAN FRANCISCOS COMMUNITY<br />

THIS<br />

PROGRAM STRESSES THE RCLE OF PRIVATE ENTERPRISE,<br />

RENEWAL<br />

CONCEPTS IN BUSINESS, AND USES PRINCIPLES THAT ARE<br />

APPLIES<br />

TO RENEWAL IN MANY OTHER U S CITIES<br />

APPLICABLE<br />

OF THE QUESTIONS DISCUSSED IN THIS ARTICLE ARE HOW<br />

SOME<br />

pROGRAM IS ORGANIZED, WHAT ITS KEY ELEMENTS AND APPROACH<br />

THE<br />

WHAT KINDS OF PLANS HAVE BEEN CONCEIVED, WHAT SPECIAL<br />

ARE,<br />

HAVE BEEN SOLVED AND WITH WHAT TOOLS AND REMEDIAL<br />

PROBLEMS<br />

PROGRAMS<br />

EXHIBIT SHOWS THE STEPS IN PROBLEM ANALYSIS THAT<br />

AN<br />

UTILIZED BY THE CRP A SECOND EXHIBIT DEPICTS PUBLIC<br />

ARE<br />

AND PROGRAMS INFLUENCING HOUSING AND THE LIVING<br />

TUOLS<br />

ENVIRONMENT<br />

ANCNYMOLS<br />

03?6<br />

DATA-PROCESSING DEPARTMENT<br />

EVERYBODYS<br />

AUTOMATION VOL I3, SEPTEMBER, 1966 6P<br />

BUSINESS<br />

AUTOMATION LOCKS AT THE BURGEONING SERVICE<br />

BUSINESS<br />

INDUSTRY AND ITS ROLE IN THE DATA-PROCESSING OMMUN<br />

BUREAU<br />

TODAY THE MODERN DATA-PROCESSING SERVICE BUREAU NOT<br />

ITY<br />

OFFERS ITS USERS DIRECT ACCESS FROM THEIR OWN OFFICES,<br />

ONLY<br />

VARIOUS COMMUNICATIONS MEDIA, TO LARGE-SCALE COM-'<br />

THROUGH<br />

CAPABILITY, IT ALSO PROVIDES TECHAICAL LIBRARIES AND<br />

PUTER<br />

OFFICES FOR THOSE WHO PREFER TO DO THE JOB THEM<br />

PRIVATE<br />

SELVES<br />

PRIMARY REASON FOR USING A BUREAU IS ECONOMICS. AS<br />

THE<br />

AS THE COSI OF MAINTAINING AN IN-HOUSE INSTALLATION IS<br />

LONG<br />

INFEASIBLE FOR A COMPANY, THE BUREAU OFFERS THE<br />

ECONOMICALLY<br />

ALTERNATIVE DTHER REASONS ARE A NEED FOR CUALIFIEO<br />

BEST<br />

AND ABSENCE OF THE OBSOLESCENCE FACTOR IN NOT<br />

PERSONNEL<br />

EQUIPMENT PROGRAMMING OF CUSTOMER JOBS IS ONE OF THE<br />

OWNING<br />

EXPENSES OF THE BUREAU THIS HAS GIVEN RISE TO A NEW<br />

BIGGEST<br />

OF SERVICE BUREAU OPERATION- THE DEDICATED BUREAU WHICH<br />

TYPE<br />

IN SERVING CNE PARTICULAR KIND OF BbSINESS<br />

SPECIALIZES<br />

SILBERMAN, CHARLES E<br />

O77<br />

IS KNOCKING AT THE SCHOOLHOUSE DOOR<br />

TECHNOLOGY<br />

VOL 74, NC 3, AUGUST, i966, TO PAGES<br />

FORTUNE,<br />

EDUCATION<br />

TRAINING,<br />

IS EASIER TO PUT A MAN ON THE MOON,- SAYS ONE<br />

-IT<br />

AM EDUCATOR, -THAN TO REFORM THE PUBLIC SCHOOLS.-<br />

PROMINENT<br />

REFORM IS 0 THE WAY, I LARGE PART BECAUSE BUSINESSMEN<br />

YET<br />

A LARGE POTENTIAL FOR PROFIT IN THE APPLICATION OF<br />

SEE<br />

TECHNOLOGY EDUCATION AND TRAINING WITH THE<br />

ELECTRONIC<br />

GOVT AS MATCHMAKER, A MARRIAGE OF INDUSTRY AND<br />

FEDERAL<br />

IS TAKING PLACE, AND NEITHER IS LIKELY TO BE<br />

EDUCATION<br />

SAME AGAIN IN THEDMIkG REVOLUTION THE COMPUTERS<br />

THE<br />

COULD BE AS DRAMATIC AS THAT PLAYED BY THE BOOK AFTER<br />

ROLE<br />

INVENTION OF THE PRINTING PRESS BOTH THE EDUCATORS AND<br />

THE<br />

COMPUTER TECHNOLOGISTS STILL FACE ENORMOUS THEORETICAL<br />

THE<br />

TECHNICAL HURDLES FOR ONE THING, EDUCATORS HAVE YET<br />

AND<br />

DEVISE A THEORY OF INSTRUCTION THAT COMPUTER SPECIALISTS<br />

TO<br />

USE IN PROGRAMING AND CONSTRUCTING TEACHING MACHINES<br />

CAN<br />

TECHNOLOGYS INFLUENCE IS BEING FELT EVEN HERE THE<br />

BUT<br />

OF LEARNING AND TEACHING HAVE BECOME SUBJECTS OF<br />

PROCESSES<br />

STUDY THE CONSEQUENCES COULD BE ENORMOUS.<br />

SYSTEMATIC<br />

MCLEAN, HERBERT E<br />

0378<br />

IN AUTOMATED PROCUREMENT- VISUAL DATA-PROCESSING<br />

NEXT<br />

VOL 61, 6 SEPTEMBER 22, 1966 3P<br />

PURCHASING<br />

OPTICAL-SCANNER<br />

DATA-PROCESSING,<br />

SDDN AI CONTROL DAIA CORPORATION BUYERS WILL BE<br />

SOMEDAY<br />

TO MAKE BUYING DECISIONS AND ISSUE ORDERS WITHOUT EVEN<br />

ABLE<br />

A PIECE OF PAPER- WIIH FULLY COMPUTERIZED SIGHT--'<br />

TOLCHING<br />

SYSTEMS CDC EXPECTS TO ACTIVATE AN AUTOMATED<br />

TRANSMISSION<br />

MANAGEMENT LOOP TO DO A NUMBER OF IMPORTANT THINGS<br />

MATERIAL<br />

IT WILL ALLOW THE CLERK TO ENTER PURCHASE ORDER<br />

FIRST,<br />

DIRECTLYt AND VISUALLY, ON A CDC 210 VISUAL DISPLAY<br />

DATA<br />

FOR ENIRY INTO THE COMPUTER FOR AUTOMATIC PROCESSING<br />

SCREEN<br />

WILL ALLOW HER TO ENTER CHAkGE-ORDERS, QUOTATIONS, AND<br />

IT<br />

UPDATED INFORMATION USING THE SAME METHOD<br />

MISCELLANEOUS<br />

SYSTEM HILL AUTOMATICALLY PRODUCE HARDCOPY PURCHASE<br />

THE<br />

FINALLY, IT WILL GIVE BUYERS, EXPEDITERS, AND PUR<br />

ORDERS.<br />

MANAGEMENT INSTANT ACCESS TO PURCHASE ORDER STATUS<br />

CHASING<br />

BUY HISTORY OF PARTICULAR ITEM, OR THER RANDOM<br />

THE<br />

DATA. AT CDC THE VISUAL DISPLAYS WILL REINFORCE<br />

CALL-OUT<br />

SWITCH FROH MASS-TYPE REPORTS TO MULTI-PURPOSE EXCEPTION<br />

THE<br />

FOLLOWING THE ON-LIE REAL-TIME PROCESSING TREND.<br />

REPORTING,<br />

RAIA, ANTHONY<br />

03?9<br />

A SECOND 10OK AT MANAGEMENT GOALS AND CONTROLS

MANAGEMENT REVIEW, SUMMER, 1966, VDL 8, NO<br />

CALIFORNIA<br />

49-58<br />

PAGES<br />

USE OF GOALS FOR SELF CONTROL SET BY MUTUAL<br />

THE<br />

BETWEEN SUPERIORS AND SUBORDINATES IS NOT A<br />

AGREEMENT<br />

MANAGEMENT TECHNIQUE THE PUREX CORPORATION HAS<br />

NEW<br />

THIS TECHNIQUE AND THE PRELIMINARY FINDINGS OF<br />

APPLIED<br />

SECOND STUDY OF THEIR PROGRAM ARE REPORTED HERE<br />

A<br />

ARTICLE GIVES THE PURPOSE AND METHODS OF SUCH<br />

THE<br />

PROGRAM, FOLLOWED BY ITS MAJCR FINDINGS AND PROBLEM<br />

A<br />

AREAS<br />

MANY PROBLEMS STILL DO EXIST, THE PROGRAM<br />

ALTHOUGH<br />

BEEN SUCCESSFUL IN INCREASING LEVEL OF GOALS,<br />

HAS<br />

INDIVIDUAL PLANT PERFORMANCE, IN TERMS OF<br />

IMPROVING<br />

IMPROVING OVERALL ATTITUDES OF PARTICIPANTS,<br />

PRODUCTIVITY,<br />

IMPROVING COMMUNICATIONS AND MUTUAL UNDERSTANDING<br />

AND<br />

THE PLANTS AND COMPANY HEADQUARTERS<br />

BETWEEN<br />

AND TABLES ARE USED TO ILLUSTRATE TFE<br />

GRAPHS<br />

OF THE STUDY<br />

FINDINGS<br />

CASSEL, FRANK H<br />

¢]BO<br />

INCENTIVE COMPENSATION<br />

MANAGEMENT<br />

MANAGEMENT REVIEW, SUMMER, 1966 VCL 8, NO<br />

CALIFORNIA<br />

II-20<br />

PAGES<br />

EVALUATES<br />

PLANS,<br />

AUTHOR STATES ThAT IF INCENTIVE COMPENSATION IS TO<br />

THE<br />

MEANINGFUL, A PROCEDURE CENTERED AROUND MUTUAL DISCUSSION<br />

BE<br />

OBJECTIVES AND THE ESTABLISHMENT OF GOALS MUST BE<br />

OF<br />

AND FEEDBACK MUST TAKE PLACE AT REGULAR<br />

INSTITUTED,<br />

HE CLAIMS THAT INCENTIVE BONUS SYSTEMS HAVE<br />

INTERVALS<br />

FROM FLEXIBILITY TO BUREAUCRAIIC RIGIDITY AND THAT<br />

CHANGED<br />

THIS TREND WOULD ENCOURANE MUCH-NEEDED<br />

REVERSING<br />

MANAGEMENT<br />

ENTERPRENEURIAL<br />

THIS ARTICLE, THE AUTHOR EVALUATES SOME OF THE<br />

IN<br />

BONUS PLANS AND GIVES HIS SUGGESTIONS FOR<br />

PRESENT<br />

THEM AN EXCELLANT REFERENCE SECTION CONCLU£ES<br />

IMPROVING<br />

WORK<br />

THE<br />

CIRTIN, ARNOLD<br />

0381<br />

ANALYSIS, A NEW TOOL FOR COST CONTROL<br />

VALUE<br />

OF ACCOUNTANCY VOL 122 NO 4 OCTOBER, 1966 PAGES<br />

JOURNAL<br />

ARTICLE DEALS WITH VALUE NALYSIS, A RELATIVELY<br />

THIS<br />

TECHNIQUE FOR HELPING MANAGEMENT CONTROL COSTS IT IS<br />

NEW<br />

AS AN ORGANIZED CREATIVE APPROACH TO IDENTIFY<br />

DEFINED<br />

COSTS IN A PRODUCT THE THREE BASIC STEPS IN<br />

UNNECESSARY<br />

ANALYSIS ARE AS FOLLOWS- IDENTIFY THE FUNCTION,<br />

VALUE<br />

EVALUATE THE FUNCTION BY CDMPARISON, DEVELOP VALUE<br />

2<br />

BY EXAMINING EACH FUNCTION DF A PRODUCT IN<br />

ALTERNATIVES<br />

WAY UNNECESSARY COSTS WILL BE IDENTIFIED, ALTERNATIVE<br />

THIS<br />

WILL BE DISCOVERED WHICH WILL ACCOMPLISH THE<br />

METHODS<br />

AND THE COST OF ALTERNATIVES WILL BE AVAILABLE FOR<br />

FUNCTION,<br />

COMPARISON<br />

MUERS, ROBERT<br />

C82<br />

OF THE SOCIAL SECURITY PRCGRAM IN THE MID-SIXTIES<br />

STATUS<br />

JOURNAL OF THE AMERICAN SOCIETY OF CHARTERED LIFE UND-'<br />

THE<br />

ERWRITERS VOL 20, A FALL, 1966 lOP<br />

ARTICLE DEALS WITH THE DEVELOPMENT OF THE SOCIAL<br />

THIS<br />

PROGRAM OVER THE YEARS BY CONSIDERING ITS VERY<br />

SECURITY<br />

OPERATION TODAY AT THE SAME TIME, ANALYSIS IS<br />

SIZABLE<br />

WHICH SHOWS THAT NOT ALL OF THE APPARENT GROWTH<br />

PRESENTED<br />

THE TAX BURDEN INVOLVED AND THE BENEFIT LEVEL IS -REAL-<br />

IN<br />

OF BOTH IHE ANTICIPATED DEVELUPMENT WHEN THE PRO-'<br />

BECAUSE<br />

BEGAN AND THE CHANGED VALE OF MONEY OVER THE 30-YEAR<br />

GRAM<br />

THE AUTHOR THEN GOES ON TO POINT OUT POSSIBLE AREAS<br />

PERIODS<br />

CHANGE IN THE PROGRAM, DISTINGUISHING BETWEEN THOSE WHICM<br />

OF<br />

MERELY KEEP IE SYSIEM UP-TO-DATE WITH CHANGES IN TPE<br />

WOULD<br />

AND THOSE WHICH WOULD BE -REAL- LIBERALIZATIONS THE<br />

ECONOMY<br />

POSSIBLE CHANGES DESCRIBED APE PRESENTED NOT AS<br />

VARIOUS<br />

OF THE AUTHOR, BUT RATHER MERELY AS A FACT-'<br />

RECOMMENDATIONS<br />

SUMMARIZATION OF THE RANGE OF VIEWS OF KNOWLEDGEABLE<br />

UAL<br />

OF THE SUBJECT.<br />

STLDENTS<br />

GIBSON, R. OLIVER<br />

0383<br />

BAHAVIOR CF PERSONNEL IN ORGANIZATIONS<br />

ABSENCE<br />

SCIENCE QUARTERLY, JUNE, I966, PAGES 107-133.<br />

ADMINISTRATIVE<br />

PAPER PROPOSES A CONCEPTUALIZATION BASED UPON<br />

THIS<br />

OF THE NEED-ORIENTED INDIVIDUAL AND THE GOAL--'<br />

CONCEPIS<br />

ORGANIZAIION LINKEE TOGETHER BY CONTRACT TO<br />

ORIENTED<br />

THE CONFLICTING FINDINGS ON ABSENCES OF PERSONNEL.<br />

EXPLAIN<br />

FROM A NUMBER OF STUDIES OF ABSENCE<br />

FINDINGS<br />

ARE EXPLAINED BY HYPOTHESES THAT MAY BE DERIVED<br />

BEHAVIOR<br />

THE FORMULATION THE CONCEPTUALIZATION IS THEN<br />

FROM<br />

IN FORMAL TERMS AND SELECTED ADDITIONAL<br />

STATED<br />

ARE FORMULATED<br />

PROPOSIIIDNS<br />

CHARTS ARE INCLUDED<br />

NUMEROUS<br />

BORENSTINE, ALVIN J.<br />

03B4<br />

1COO SYSTEMS MEN EVALUATE COBAL<br />

OVER<br />

PROCESSING, AUGUST, 196& PAGES 24-30<br />

DATA<br />

PROGRAMMING<br />

ARTICLE RELATES THE RESULTS OF AN OPINION<br />

THIS<br />

CONDUCTED TO SAMPLE THE MERITS AND DEMERITS<br />

SURVEY<br />

COBAL.<br />

OF<br />

LIMITATIONS OF THE SURVEY AND THE QUESTIONNAIRE<br />

THE<br />

ARE GIVEN BY THE AUTHOR HE FOLLOWS THIS BY GIVING<br />

USED<br />

22 QUESTIONS AND THEIR RUSULTS A RANDOM SAMPLING OF<br />

THE<br />

COMMENTS BY THE SYSTEMS MEN IS ALSO INCLUDEO<br />

SPECIFIC<br />

MOST IMPORTANT RESULT IS PROBABLY THAT OVER<br />

THE<br />

PERCENT OF SYSIEMS MEN FEEL THAT AN IMPROVED COBAL<br />

60<br />

THE ANSWER TO THE PROBLEM OF PROGRAMMING LANGUAGES.<br />

IS<br />

LETTER FROM A MANUFACTURER IS INCLUDED WHICH<br />

A<br />

SOME BALANCE TO IHE NEGATIVE OPINIONS OF CDBAL<br />

ADDS<br />

IN THE SURVEY, ALTHOUGH IT DOES TEND TO PLACE<br />

DEVELOPED<br />

BLAME ON SPECIFIC COMPILERS OR IMPLEMENTERS<br />

EXCESSIVE<br />

BOWLES, WARREN J.<br />

0385<br />

MANAGEMENT OF MOTIVATION, A COMPANY-WIDE PROGRAM<br />

THE<br />

PERSONNEL, VOL 43, NO , JULY-AUGUST, 1966, II PAGES<br />

123<br />

TEXAS INSTRUMENTSe A CGMPREHENSIVE MOTIVATIONAL<br />

AT<br />

IS BASED ON BEHAVIORIAL-SCIENCE FINDINGS ABOUT<br />

PROGRAM<br />

FACTORS THAT PRODUCE DISSATISFACTION AND THOSE<br />

JOB-RELATED<br />

POSITIVELY MOTIVATE WORKERS<br />

THAT<br />

AND -MOTIVATION- NEEDS CF EMPLOYEES AT<br />

-MAINTENANCE-<br />

AND THE MEANS TO SATISFY THESE NEEDS ARE DISCUSSED.<br />

WORK<br />

TYPES OF MAINTENANCE NEEDS ARE COVERED, PHYSICAL,<br />

SIX<br />

STATUS, ORIENTATION, SECURITY, AND ECONOMIC.<br />

SOCIAL,<br />

NEEDS THAT ARE OF GREATEST SIGNIFICANCE FOR INDIVIDUAL<br />

THE<br />

ARE GROWTH, ACHIEVEMENT RESPONSIBILITY AND<br />

MOTIVATION<br />

RECOGNITION<br />

M-M THEORY HYPOTHESIZES TWO SEPARATE CONTINUA OF<br />

-THE<br />

NEEDS, A MAINTENANCE CONTINUUM THAT RUNS FROM<br />

JOB-RELATEO<br />

TO -NOMINAL- MOTIVATION, AND MOTIVATION<br />

DISSATISFACTION<br />

THAT RUNS FROM DISSATISFACTION TO A LEVEL OF HIGH<br />

CONTINLUM<br />

MOTIVATION SEMINARS AND ATTITUDE MEASUREMENT<br />

MOTIVATION<br />

ALSO DISCUSSED<br />

ARE<br />

MILES, RAYMOND PORTERt LYMAN W<br />

03B6<br />

TRAINING, BACK TO THE CLASSROOM.<br />

LEADERSHIP<br />

VOL 4, NO 4, JULY-AUGUST, 1966, 9 PAGES<br />

PERSONNEL,<br />

RECENT YEARS, LEADERSHIP TRAINING HAS BEEN MOVING<br />

IN<br />

OF FHE CLASSROOM AND INTO THE LABORATORY, BUT CLASSROOM<br />

OUT<br />

IF MODIFIED CREATIVELY, CAN MATCH MANY OF IHE<br />

TECHNIQUES,<br />

OF SENSITIVITY TRAINING<br />

ADVANTAGES<br />

APPROACH DESCRIBED IN THIS ARTICLE AIMS AT AN<br />

THE<br />

USE OF TIME AND MONEY WHILE RETAINING SOME OF<br />

EFFICIENT<br />

STIMULATING INTROSPECTION ASSOCIATED WITH LENGTHIER<br />

THE<br />

MORE DYNAMIC METHODS. THIS APPROACH FOCUSES ON<br />

AND<br />

AWARENESS AND CHANGEr BUT IN A CONVENTIONAL<br />

ATTITUDE<br />

FORMAT RATHER THAN IN A LABORATORY.<br />

DISCUSSION-MEETING<br />

IS CENTERED AROUND THE COLLECTION AND FEEDBACK OF<br />

IT<br />

CURRENT ATTITUDES THE PRESENTATION OF COM-'<br />

MANAGERS<br />

LEADERSHIP MODELS PROVIDES A CONCEPTUAL FRAME-'<br />

PARATIVE<br />

AROUND WHICH THEY CAN ANALYZE THESE ATTITUDES, AND<br />

WORK<br />

SUCCEEDING STEPS HELP THEM TD TRACE THE IMPLICATIONS<br />

THE<br />

THEIR VIEWS FOR SOME OF THE CONCRETE RESPONSIBILITIES<br />

OF<br />

THEIR DAY-TO-DAY JOBS.<br />

IN<br />

METZLER JOHN H<br />

O]BT<br />

UNDER LABOR CONTRACTS AND LAW<br />

TESTING,<br />

VOL 43, NO 4, JULY-AUGUST, I966, 5 PAGES<br />

PERSONNEL,<br />

EVALUATES<br />

TEST,<br />

MATTER HOW EQUITABLY TESIS ARE DEVELOPED, ADMINIS-'<br />

NO<br />

AND EVALUATED, THEY CAN BE A TOUCHY SUBJECT AND MAY<br />

TERED,<br />

CHALLENGED BY INDIVIDUAL EMPLOYEES OR UNION REPRE-'<br />

BE<br />

BUT THERE ARE STEPS THAT MANAGEMENT CAN TAKE<br />

SENIATIVES,<br />

FORESTALL OR NEGATE SUCH CHALLENGES<br />

TO<br />

THAT THE COMPANYS TESTS HAVE BEEN RESEARCHED<br />

ASSUMING<br />

FOUND TO BE VALID, FAIR, NONDISCRIMINATORY, ADMINISTERED<br />

AND<br />

GOOD FAITH AND PROPERLY EVALUATED, SPECIFIC PROVISIONS<br />

IN<br />

THE LABOR CONTRACT CAN BE THE BEST DEFENSE OF A TESTING<br />

IN<br />

PROGRAM<br />

ARE OTHER AREAS DISCUSSED IN WHICH CONTRACT<br />

THERE<br />

MAY BE DESIRABLE, THE RIGHT OF A COMPANY TO TEST<br />

LANGUAGE<br />

MW FOR AN ENTRY OB INTO A JOB HIERARCHY ON THE BASIS OF<br />

A<br />

ABILITY TO MOVE UPWARD IN THAT JOB RANGE AND THE AREA<br />

HIS<br />

RESTRICTIONS TO BE PLACEO ON THE ARBITRATOR<br />

CONCERNING<br />

LOCKWOOD, HOWARD C<br />

0]88<br />

FAIR EMPLOYMENT PROGRAMS GUIDELINES<br />

DEVELOPING<br />

VOL 43, NO 4, JULY-AUGUST, 1966, PAGES<br />

PERSONNEL,<br />

OF BUSINESS LABOR, GOVERNMENT, AND<br />

REPRESENTATIVES<br />

ORGANIZATIONS IN CALIFORNIA HAVE FORMULATED A<br />

MINORITY<br />

OF EMPLOYMENT PRACTICES THAT EMPLOYERS THROUGHOUT THE<br />

CODE<br />

SHOULD FIND USEFUL IN OBTAINING A GREATER NUMBER<br />

COUNTRY<br />

QUALIFIED JOB APPLICANTS FROM MINORITY GROUPS.<br />

OF<br />

REQUIREMENTS SHOULD BE STATED IN TERMS OF WHAT A<br />

JOB<br />

MUST BE ABLE TO DO EITHER IMMEDIATELY OR AFTER A<br />

PERSON<br />

OF TRAINING, NOT WHAT HE IS APPLICANTS SHOULD BE<br />

PERIOD<br />

ONLY ON FACTORS DIRECTLY RELATED TO JOB PERFOR-'<br />

SCREENED<br />

MANCE<br />

GOOD TESTING PROGRAM PRCVIOES OBJECTIVE INFORMATION<br />

A<br />

APPLICANTS ABILITIES AND INCREASES THE PROBABILITY THAT<br />

ON<br />

SELECTED WILL SUCCEED. TESTING PROGRAMS ARE DIS-'<br />

THOSE<br />

TYPES OF TESTS, TEST VALIDATION, CONSTRUCTION,<br />

CUSSED,<br />

SCORE STANDARDS ADMINISTERING THE PRCGRAM, AND<br />

TEST<br />

INFORMATION<br />

RELEVANI<br />

JENSENe JERRY<br />

]B9<br />

FAIR EMPLOYMENT PROGRAMS<br />

DEVELOPING<br />

PERSONNEL, VOL QB, NO 4, JULY-AUGUST, i966 PAGES<br />

EAGER THE SMALL COMPANY IS TO ATTRACT MEMBERS<br />

HOWEVER<br />

MINORITY GROUPS AS EMPLOYEES, IT FACES SPECIAL PROD-'<br />

OF<br />

THAT A LARGE ORGANIZATION DOES NOT, BUT THESE PROD-'<br />

LEMS<br />

ARE BY NO MEANS INSUPERABLE<br />

LENS<br />

AUTHOR DISCUSSES ADVANCEMENT OPPORTUNITIES,<br />

THE<br />

EMPLOYEES WRIITEN RECORDS, AND SOME STATISII-'<br />

UPGRADING<br />

YARDSTICKS WHICH SHOULD BE HELPFUL TO THE SMALL<br />

CAL<br />

IN MEASURING THE SUCCESS DF ITS HANDLING OF THE<br />

COMPANY<br />

EFFORTS II MUST MAKE IN MINORITY-GROUP HIRING<br />

SPECIAL<br />

NATHAN, ERNEST D<br />

0390<br />

ART OF ASKING QUESTIONS<br />

THE<br />

VOL 4Bt NO 4, JULY-AUGUST, 1966, g PAGES<br />

PERSONNEL,<br />

PERSONNEL, COMMUNICATION,<br />

INTERVIEWING<br />

INTERPERSONAL-RELATIONS<br />

IS GENERALLY ACKNOWLEDGED THAT MANY INTERPERSONAL<br />

IT<br />

BUSINESS PROBLEMS STEM FROM FAULTY COMMUNICATION<br />

AND<br />

SOLUTION MAY LIE SIMPLY IN A BETTER UNDERSTANDING OF<br />

ONE<br />

SUBLETIES OF QUESTIONS, AND A MORE SKILLFUl USE OF<br />

THE<br />

THEM<br />

ART OF QUESTIONING, WHEN THE GOAl IS MUTUAL<br />

-THE<br />

CONSISTS OF CREATING AND MAINTAINING A<br />

UNDERSTANDING,<br />

IN WHICH COMMUNICATION CAN THRIVE, IN ASKING THE<br />

CLIMATE<br />

KINDS OF QUESTIONS IN THE RIGHT WAY AND IN LISTEN-'<br />

RIGHT<br />

ING PERCEPTIVELY TO THE RESPONCES RECEIVED WHEN ALL

TECHNIQUES ARE PRACTICED EFFECTIVELY, PROGRESS CAN<br />

THREE<br />

MADE TOWARD CLOSING THE COMMUNICATION GAP.-<br />

BE<br />

TECHNIQUES OF ASKING AND ANSWERING QUESTIONS<br />

THE<br />

DISCUSSED.<br />

ARE<br />

DAUW, DEAN C.<br />

0391<br />

IN ORGANIZATIONS.<br />

CREATIVITY<br />

PERSONNEL JOURNAL, VOL. 65t NO. 8* SEPTEMBER, Z966 9 PAGES<br />

PURPOSE OF THIS ARTICLE IS THREEFOLD. FIRST TO<br />

THE<br />

RECENT RESEARCH ABOUT AIDING INDIVIDUALS THROUGH<br />

REVIEW<br />

TRAINING PROGRAMS AND PERSONNEL POLICIES TO<br />

DELIBERATE<br />

MORE CREATIVELY SECOND TO DISCUSS THE<br />

FUNCTION<br />

OF SEMINARS TO HELP BUSINESSMEN LIBERATE<br />

EFFECTIVENESS<br />

CREATIVITY. THIRD, TO ANALYZE THE PSYCHOMETRIC<br />

THEIR<br />

AND ART IN PREDICTING AT LEAST TWO KINDS OF<br />

SCIENCE<br />

IN BUSINESS.<br />

CREATIVITY<br />

DOUGLAS THOMAS W<br />

032<br />

JOB EVALUATOR AND THE ORGANIZATION.<br />

THE<br />

PERSONNEL JOURNALt VDL 65e NO 8t SEPTENBERt 1966, 6 PAGES<br />

DISCUSSED ARE THE RELATIONSHIPS DF THE JOB<br />

HERE<br />

WITH TOP MANAGEMENT, WITH THOSE WHOSE POSI-'<br />

EVALUATOR<br />

ARE EVALUATEDe AND WITH THE UNIONS THE FOCUS IS<br />

TIDNS<br />

PROBLEMS ARISING FROM HUMAN RELATIONSHIPS RATHER THAN<br />

ON<br />

OF A TECHNICAL NATURE. THE JOB EVALUATOR SHOULD<br />

THOSE<br />

THAT IN HIS OPERATIONAL-MANAGERIAL FUNCTIONS<br />

RECOGNIZE<br />

A FORMIDABLE CHALLENGE AND A GREAT OPPORTUNITY.<br />

LIE<br />

BROWN, ROBERT L.<br />

0393<br />

FOR JOB SUCCESS.<br />

IMPERATIVES<br />

JOURNAL, VDL 45, NO. Be SEPTEMBER, 1966e 6 PAGES<br />

PERSONNEL<br />

EVALUATING<br />

SUPERVISORS,<br />

ARE CONTINUALLY EVALUATING SUCCESS ON THE JOB<br />

WE<br />

OWN AS COMPARED WITH ANOTHERSt OUR SUPERVISORS SUCCESS,<br />

OUR<br />

SUBORDINATES SUCCESS. THE ACCURACY OF SUCH JUDGMENTS<br />

OUR<br />

QUESTIONABLE. THE AUTHOR SUGGESTS FIVE -IMPERATIVES-<br />

IS<br />

JOB SUCCESS FIVE -THINGS TO DO- WHICH MAY GO A LONG<br />

FOR<br />

TOWARD ACHIEVING SUCCESS ON THE JOB. MAKE CERTAIN<br />

WAY<br />

YOUR JOB IS WITHIN YOUR RANGE OF CAPACITIES AND<br />

THAT<br />

OBIAIN A WRITTEN DESCRIPTION DF THE OB<br />

MOTIVATIONS.<br />

DUTIES AND RESPONSIBILITIES OF YOUR JOB.<br />

JECTIVESt<br />

CONJUNCTION WITH YOUR SUPERIOR DETERMINE WHAT ACTI-'<br />

IN<br />

ARE MOST IMPORTANT IN ACHIEVING YOUR JOB OBJECTIVES<br />

VITIES<br />

CONCENTRATE YOUR TIME AND ENERGIES TOWARD TFESE<br />

AND<br />

STUDY YOUR JOB WITH REFERENCE TO THE OBJECTIVE<br />

ACTIVITIES.<br />

THAT YOU ARE FULFILLING YOUR DUIIES AND PRO-<br />

INDICATIONS<br />

TOWARD THE TOTAL JEB OBJECTIVES. KEEP A RECORD<br />

GRESSING<br />

YOUR EMPLOYHENI TOGEIHER WIIH INDICATORS OF THE PRO<br />

OF<br />

YOU HAVE DEMONSTRATED<br />

GRESS<br />

TORPEY, WILLIAM G.<br />

0396<br />

OF COUNSELING PERSONNEL<br />

SHORTAGES<br />

0395<br />

PERSONNEL JOURNAL= VOL 45 NO 8t SEPTEMBER, 1966 5 PAGES<br />

DECISIONS BY YOUNG PEOPLE WHO POSSESS THE<br />

CAREER<br />

AND ABILITY TO FILL THE NEEDS OF INDUSTRY<br />

QUALIFICATIONS<br />

GOVERNMENT FOR SCIENTISIS ENGINEERS AND TECHNICIANS<br />

AND<br />

ON THE ADVICE THEY ARE GIVEN BY QUALIFIED COUNSEL<br />

DEPEND<br />

ACADEMIC AND NONACADEMIC. THE SERIOUS SHORTAGE OF<br />

BOTH<br />

COUNSELORS THREATENS THE FUTURE OF SCIENTIFIC<br />

QUALIFIED<br />

TECHNICAL DEVELOPMENT<br />

AND<br />

TABLES<br />

BINDING TECHNIQUE SAVES SPACE, TIME, AND NQNEY.'<br />

NEW<br />

OF DATA MANAGEMENT VOL 4 NO 7 JULY 1966 4 PAGES<br />

JOURNAL<br />

PLANAXt BOOKBINDING<br />

RETR[EVAL<br />

EVERYONE IS FAMILIAR WITH THE PAPERWORK<br />

VIRTUALLY<br />

IN NEARLY ALL FIELDS. EFFORTS TD ALLEVIATE IT<br />

EXPLOSION<br />

BEEN DISCUSSED AT LENGTH AND VARIOUS AUTOMATED SYS<br />

HAVE<br />

INTROOUCED BUT IHE FACT REMAINS IHAT MOST INFOR-'<br />

TEMS<br />

RETRIEVAL TOCAY REQUIRES SOMEONE TO HAUL OUT A BATCH<br />

MATION<br />

PRINTED PAPER, PREFERABLY BOUND BY A LIGHT-WEIGHT FLEX<br />

OF<br />

COMPACT MEANS.<br />

IBLE,<br />

CORPORATION HAS IMPLEMENTED AN INEXPENSIVE<br />

MONSANTO<br />

SYSTEM CALLED THE PLANAX PROCESS. THE SAVINGS<br />

BINDING<br />

THUS FAR AMOUNTS FROM THREE TO SIX DOLLARS PER<br />

REALIZED<br />

VOLUME THE REPORTS OPEN ABSOLUTELY FLAT, ENABLING<br />

BOUND<br />

PAGE REPRODUCTION MONSANTO HAS FOUND THERE BINDINGS<br />

EASY<br />

BE EXTREMELY DURABLE AS WELL.<br />

TO<br />

PEFFERS, J. E<br />

0396<br />

OF PRESENTATION.<br />

STANDARDS<br />

OF DATA MANAGEMENT VOL 4 NO 7 JULY 1966 6 PAGES<br />

JOURNAL<br />

REPORTS<br />

PURPOSE OF THIS ARTICLE IS TO PRESENT AREAS OF<br />

THE<br />

TO MANAGEMENT IN ANY FEASIBILITY STUDY. FIRST,<br />

CONCERN<br />

STUDY MUST BE DONE BY THE COMPANY OR COPPANY-ORIENTED<br />

THE<br />

AREAS TO BE COVERED IN THE STUDY ARE PROCEDURES<br />

PERSONNEL<br />

OPERATIONS TO BE CONPUTERIZEDe PHYSICAL CAPABILITY OF<br />

AND<br />

EQUIPNENT= PHYSICAL FACILITIES REQUIREO COSTS INVOLVED<br />

THE<br />

PROBLENSe CAPABILITIES OF THE SYSTEM TO ABSORB<br />

PERSONNEL<br />

INSTALLATION PROBLEMS EVIDENCE OF SUPPORT FRDP<br />

EXPANSIDN<br />

FUNCTIONAL AREAS, EVIDENCE OF SOLID PLANNING AND<br />

OTHER<br />

TO BE DERIVED FROM THE COMPUTER INSTALLATION<br />

BENEFITS<br />

THE CASE FOR OR AGAINST IHE INSTALLATION OF A<br />

FINALLY,<br />

MUST BE PRESENTED AS SIMPLY AS POSSIBLE IN PLAIN,<br />

COMPUTER<br />

LANGUAGE.<br />

EVERYDAY<br />

HARRIS, BRITTON<br />

0397<br />

USES OF THEORY IN THE SIMULATION OF URBAN PHENOMENA.<br />

THE<br />

OF THE AMERICAN INST[TUTE OF PLANNERS SEPT I966<br />

JOURNAL<br />

VOL 32 NO 5t PAGES 258-273.<br />

ROLE OF THEORY IN UNDERSTANDING URBAN SYSTEMS<br />

THE<br />

THE SOLUTION OF URBAN PROBLEMS IS EXAMINED THE<br />

TOWARD<br />

PRACTICAL NATURE OF GOOD THEORY MAKES IT A<br />

INHERENTLY<br />

AGENT IN THIS PURSUIT. URBAN PHENOMENA ARE SUBJECI<br />

POWERFUL<br />

SIUOY THROUGH THE GENERAL RULES OF SCIENTIFIC METHOD<br />

TO<br />

THEY IMPOSE CERTAIN SPECIAL PROBLEMS IN ITS APPLICATION<br />

BUT<br />

WHICH REQUIRE CAREFUL ATTENTION<br />

124<br />

BRIEF DESCRIPTION OF THE GENERAL APPROACH IS<br />

A<br />

HERE, WITH CERTAIN MODIFICATIONS WHICH HIGHLIGHT<br />

PRESENTED<br />

SPECIAL PROBLEMS. PARTICULAR REQUIREMENTS ARISING<br />

THESE<br />

LAND USE MODELS, AND TRANSPORTATION MODELS ARE EXAMINED<br />

IN<br />

DISCUSSION IMPLIES SPECIFIC DIRECTIONS FOR FUTURE<br />

THE<br />

AND DESIRABLE CHARACTERISTICS OF RESEARCH<br />

RESEARCH<br />

ESIABLISHMENTS<br />

BELLUSH= JEWEL HAUSKNECHT MURRAY<br />

0398<br />

AND URBAN RENEWAL<br />

ENTREPRENEURS<br />

OF THE AMERICAN INSTITUTE OF PLANNERS= SEPT.<br />

JOURNAL<br />

VOL 32 NO 5t PAGES 289-297<br />

COMMUNITIES WITH SUCCESSFUL URBAN RENEWAL<br />

IN<br />

ONE INDIVIDUAL SEEMS TO STAND OUT AS A KEY<br />

PROGRAMS<br />

HIS POSITION AND BEHAVIOR ARE ANALYZED IN TERMS<br />

FIGURE.<br />

THE CONCEPT OF THE ENTREPRENEUR AS DEVELOPED IN<br />

OF<br />

THEORY<br />

ECONOMIC<br />

ANALYSIS, BASED ON DATA PROVIDED BY CASE STUDIES<br />

THE<br />

RENEWAL, IS AIMED AT SPECIFYING SOME OF THE ELEMENTS<br />

OF<br />

TO THE SUCCESS OF THE RENEWAL ENTREPRENEUR,<br />

CONTRIBUTING<br />

BROADER SOCIAL AND ECONOMIC SIGNIFICANCE OF THIS<br />

THE<br />

OF ENTREPRENURIAL ACTIVITY, AND SOME OF ITS POSSIBLE<br />

KIND<br />

FOR IHE URBAN RENEWAL PROCESS.<br />

CONSEQUENCES<br />

BURRILL= JOHN C<br />

0399<br />

ACCOUNTING PERSONNEL FOR COP SYSTEMS<br />

TRAINING<br />

ACCOUNTING VDL. 68 NO. SEPTEMBER 1966 5 PAGES<br />

MANAGEMENT<br />

EXTENSIVE TRAINING PROGRAM THOUGH EXPENSIVE BRINGS<br />

AN<br />

A MULTIPLE RETURN-ENTHUSIASTIC ACCEPTANCE OF THE NEW<br />

IN<br />

INPUTACCURATE AND TIMELY OUTPUT THE<br />

SYSTEM,ERROR-FREE<br />

LESSONS LEARNED BY MANAGEMENT IN THE PROCESS OF<br />

MANY<br />

THEHSELVES AND THEIR SUBORDINATES ARE OFFERED HERE<br />

TRAINING<br />

WITH THE ACCOUNT OF MISTAKES AND CORRECTIVE ACTIONS.<br />

ALONG<br />

HALL, WILLIAM P<br />

0600<br />

APPRAISIAL<br />

MANAGEMENT<br />

0601<br />

0602<br />

00<br />

FINANCIAL ANALYSTS JOURNAL VOL 22 NO.5 SEPT/OCT 1966 4 PAGES<br />

TO OFTEN THE SUBJECT CF MANAGEMENT IS GIVEN ONLY<br />

ALL<br />

ATTENTION BY ANALYSTS. ONE ARTICULATE CORPORATE<br />

CURSORY<br />

OLMSTEAD JR OF THE S D WARREN COMPANY HAS<br />

OFFICER=GEORGE<br />

ON THIS OVERSIGHT IN HIS COMPANYS LATEST ANNUAL<br />

COMMENIED<br />

REPORT<br />

AUTHOR SUGGESTS SEVERAL TYPES UF CUESTIONS THAT<br />

THE<br />

MIGHT RAISE IN DISCUSSING THE AOEQUACY OF NAN<br />

ANALYSTS<br />

THE ARTICLE COVERS TWO AREAS, THE MANAGEMENT TEAM<br />

AGEMENT<br />

PLANNING INCLUDED IN THE MANAGEMENT TEAM ARE CONSID<br />

AND<br />

OF ORGANIZATIOhCOMPOSITIONeTRAININGAND COMPEN<br />

ERATIONS<br />

INCLUOED IN PLAkNING ARE QUESTIONS CONCERNING<br />

SATION<br />

PLANNING SYSTEM,ORGANIZATION FOR PLANNINGe<br />

OBJECTIVES,THE<br />

AND VENTURE PLANNING.<br />

TO STANDARDIZE OFFICE EQUIPMENT<br />

HOW<br />

VOL 6I= 7 OCTOBER 6= 1966 6P.<br />

PURCHASING<br />

EFFECTIVE OFFICE STANDARDS AT WESTERN ELECTRIC<br />

HIGHLY<br />

PLAY A KEY ROLE IN THE FIRHS MASTER PLAN OF COST<br />

COMPANY<br />

THE PROGRAM ASSURES THAT OFFICE EQUIPMENT AND<br />

REDUCTION<br />

GET THE SAME VALUE ANALYSIS -VA- SCRUTINY AS PRO<br />

SUPPLIES<br />

PARTS AND TOOLS.<br />

DUCT/ON<br />

MAIN VEHICLE FOR IMPLEMENTING WES FUNCTION-ORIENTED<br />

THE<br />

TO STANDARDS IS THE CDMPANYS OFFICE SERVICES COM<br />

APPROACH<br />

MADE UP OF REPRESENTATIVES FROM EIGHT REGIONS THAT<br />

METTEE<br />

THE COMPANY THE GROUP INCLUDES SPECIALISTS IN FIVE<br />

SERVE<br />

TYPES OF OFFICE ITEMS WORKING WITH THE BUYERS RE<br />

MAIN<br />

FOR THESE GOODS THE TECHNICIANS MAINTAIN AN UN<br />

SPDNSIBLE<br />

SEARCH FOR OFFICE ITEMS THAT WILL PROVIDE THE BESI<br />

FLAGGING<br />

IN TERMS OF FUNCTION IN ADDITIDN BUYERS ANO OFFICE<br />

VALUE<br />

SPECIALISTS USE A CLINICAL APPROACH IN DETERMINING<br />

SERVICE<br />

OF OFFICE ITEMS THEY TELL USERS HOW TD RUN<br />

FUNCTIONABILITY<br />

IESIS FOR OFFICE ITEMS AND ARRANGE FOR IN-USE<br />

DO-IT-YOURSELF<br />

TRIALS OF BOTH EQUIPMENT AND SUPPLIES.<br />

ONE SURVEY SHOWS ABOUT COMPUTER USE.<br />

WHAT<br />

MANAGEMENT VOL. 30 6 SEPTEMBER, 1966 2P<br />

BUSINESS<br />

EDUCATIONAL DATA-PROCESSING<br />

TRAINING=<br />

A SURVEY WAS CONDUCTED IN THE CENTRAL ILLINOIS<br />

RECENTLY<br />

TO FIND OUT JUSI HOW AND HOW HEAVILY BUSINESS RELIES<br />

AREA<br />

THE COMPUTER THE SURVEY ALSO AIMED AT CETERMINING THE<br />

ON<br />

AND TRAINING REQUIREMENTS THAT BUSINESS DEMANDS<br />

EDUCATIONAL<br />

THIS FIELD THIS ARTICLE SUMMARIZES THE SURVEY FINDINGS<br />

IN<br />

THE 153 FIRMS SAMPLED, APPROXIMATELY 46 PERCENT HAVE<br />

OF<br />

TYPE OF ELECTRICAL DATA-PROCESSING E{UIPMENT SERVICE<br />

SOME<br />

INDUSTRIES EMERGED AS THE MOST PROGRESSIVE THE AP<br />

TYPE<br />

FOR WHICH THE COMPUTER IS MOST FREQUENTLY USED<br />

PL[CATIONS<br />

BILLING PAYROLL INVENTORY= SALES ANALYSIS AND<br />

INCLUDE<br />

RECEIVABLE ABOUT 37 PERCENT OF THE RESPONDENTS<br />

ACCOUNTS<br />

GIVE THEIR EMPLOYEES DATA-PROCESSING TRAINING AFTER<br />

FIRMS<br />

HIRE THEM FINALLY, THE COMPUTER HAS ACTUALLY CREATED<br />

THEY<br />

POSITIONS IN MIDDLE MANAGPMENT IN SHORT THE SURVEY<br />

MORE<br />

THAT ALTOMATION BY COMPUTER MAY NOT BE A MAJOR<br />

SUGGESTS<br />

THREAT TO EMPLOYMENT.<br />

TO DRAW A BUSINESS FORM.<br />

HOW<br />

VOL 61 7 OCTOBER 6, 1966. 3P<br />

PURCHASING<br />

INFORMATION<br />

JOB,<br />

CAN GET A BUSINESS OR PURCHASING FORM TAILORED EX-'<br />

YOU<br />

TO YOUR COMPANYS NEEDS SIMPLY BY DESIGNING IT YOUR<br />

ACTLY<br />

II SOUNDS DIFFICULT, BUT THE I6 STEP HOW-IO-GUIDE<br />

SELF.<br />

IN THIS ARTICLE MAKES THE JOB RELATIVELY EASY.<br />

OUTLINED<br />

DESIGNING YOUR OWN FORM YOU WILL NOT HAVE TO -MAKE<br />

BY<br />

BY ALTERING SOMEONE ELSES FORM NOT ONLY THIS BUT YOU<br />

DO-<br />

NOT HAVE TO PAY PRINTERS HIGH PRICES FOR TFEIR DESIGN<br />

WILL<br />

THE FIRSI THING TC DO WHEN DRAWING A FORM IS TO<br />

SERVICES.<br />

A PAD OF SCALED LAYOUT SHEETS FROM ANY ROTARY PRINTER.<br />

GET<br />

A SEPARATE SHEET OF PAPER SHOULD BE LISIED ALL THE IN<br />

ON<br />

THAT MUST BE FILLED IN ON THE FORM WHENEVER<br />

FORMATION

ASSIGN EACH ITEM A GENERAL CLASSIFICATION THE NEXT<br />

POSSIBLE<br />

IS TO DRAW THE FORM ON THE LAYOUT SHEET. IN DRAWING THE<br />

STEP<br />

YOU DO NOT HAVE TO LIMIT THE PRINTING OF WORDS TO<br />

FORM<br />

OTHER THINGS TO KEEP IN MIND ARE<br />

ONE-CHARACTER-PER-SPACE.<br />

HAVE SOME METHOD OF DATA CLASSIFICATION AND TO ADO MARC-'<br />

TO<br />

NOTES SUCH AS ROUTINGS ON THE BOTTOM ECGE CF THE FORM.<br />

INAL<br />

SCFOFIELD, WILLIAM M<br />

0404<br />

EFFECTIVE INTERNAL MANAGEMENT REPORTING SYSTEM<br />

AN<br />

ACCOUNTING VOL 48 NO SEPTEMBER 196& I0 PAGES<br />

MANAGEMENT<br />

ANALYSIS<br />

PLANS,<br />

EFFECTIVE INTERNAL FINANCIAL REPORTING SYSTEM<br />

AN<br />

TAKE A DIRECT ROUTE FROM ANALYSIS TO ACTION. THE<br />

MUST<br />

PRESENTS AN EXAMPLE OF AN EFFECIIVE SYSTEM IN THE<br />

AUTHOR<br />

HIS SYSTEM HAS BEEN FOUND TO BE A SIGNIFICANT<br />

ARTICLE.<br />

OVER THE FORMER CONVENTIONAL FINANCIAL STATE-'<br />

IMPROVEMENT<br />

THIS SYSTEM OF REPORTS CAN BE DEVELOPED WHETHER<br />

MENTS.<br />

ACCOUNTING SYSTEM IS ABSORPTION OR DIRECT-COSTING AND<br />

THE<br />

STANDARDS OR PROFIT PLANS ARE NOT PRESENT HOWEVER,<br />

WHERE<br />

AN ABSORPTION COSTING SYSTEM A GREAT DEAL MORE EFFORT<br />

UNDER<br />

REQUIRED TO RE-ALIGN ALL EXPENSES ACCORDING TO VARIABLE<br />

IS<br />

PERIOD.<br />

OR<br />

CIRTIN, ARNOLD<br />

0405<br />

0406<br />

0407<br />

C408<br />

ANALYSIS<br />

VALUE<br />

JOURNAL OF ACCOLNTANCY VOL 122, 4. OCTOBER, 1966.<br />

THE<br />

ANALYSIS<br />

ORGANIZED,<br />

RECENT YEARS A DYNAMIC NEW COST-SAVING CONCEPT HAS<br />

IN<br />

ATTRACTING THE ATTENTICN DF MANY PEOPLE IN MANAGEMENT.<br />

BEEN<br />

SPECTACULAR ARE ITS RESULTS THAT ITS POPULARITY IS GROW-'<br />

SO<br />

BY LEAPS AND BOUNDS ITS USE IS NOT LIMITED TO ANY CER<br />

ING<br />

TYPE OF INDUSTRY THIS NEW TECHNIQUE IS VALUE ANALYSIS.<br />

TAIN<br />

DEVELOPED BY GENERAL ELECTRIC COMPANY DURING THE<br />

FIRST<br />

VALUE ANALYSIS IS DEFINED AS AN ORGANIZED CREATIVE<br />

1940S<br />

TO IDENTIFY UNNECESSARY COSTS IN PRODUCT IT<br />

APPROACH<br />

IN THE ORDERLY SUBSTITUTION OF DIFFERENT MATERIALS AND<br />

SULTS<br />

WITH IHE OBJECTIVE OF OBTAINING EQUIVALENT PER<br />

PROCESSES,<br />

AT LOWER COST. THE CPA, IN HIS POSITION AS AUDITOR,<br />

FORMANCE<br />

AND ADVISOR TO MANAGEMENT, IS AWARE OF THE<br />

CONSULTANT,<br />

FINANCIAL SITUATION AND ITS PROBLEMS IF ONE OF THE<br />

COMPANYS<br />

IS EXCESSIVE CDSTSw HE COULD PROBABLY DISCOVER IIS<br />

PROBLEMS<br />

BY ALERTNESS AND INITIATIVE IF HE FINDS THAT THE<br />

EXISTENCE<br />

CAN BE SOLVED BY VALUE ANALYSIS, HE WILL DO HIS<br />

PROBLEM<br />

A VALUABLE SERVICE BY INTRODUCING IT TO FIN<br />

CLIENT<br />

GREEN GIANT GOT MORE JACK OUT DF ITS BEAN STALKS<br />

HOW<br />

MANAGEMENT VDL 30, 6 SEPTEMBER, 1966 3P.<br />

BUSINESS<br />

PLANNING OPERATICNS-RESEARCH ADMINISTRATIVE<br />

PRCGRAMS<br />

COMPANIES ARE CONIENT WITH PROFIT INCREASES THAT<br />

SOME<br />

PACE WITH SALES INCREASES BUT THE GREEN GIANT COMPANY<br />

KEEP<br />

LESUEURe MINNESOTA THINKS THAT IS NOT ENOUGH. IT SET A<br />

OF<br />

IROUBLE SHOOTER LOOSE IN ITS CANNED BEAN DEPARTMENTe<br />

ROVING<br />

WATCHED THE PROFITS JUMP LATER, IT BEGAN USING TROUBLE<br />

THEN<br />

PROFIT-PLANNERS ON ITS OTHER PRODUCTS AS WELL.<br />

SHOOTING<br />

ARTICLE TELLS WHAT PROFIT PLANNING IS AND HOW TO USE IT<br />

THIS<br />

ESSENTIALLY INVOLVES STREAMLINING EVEN<br />

PROFIT-PLANNING<br />

SMALLEST MANUFACTURING OR ADMINISTRATIVE FUNCTION TO<br />

THE<br />

THAT MAXIMUM BENEFIT IS DERIVED FROM MINIMUM EFFORT<br />

INSURE<br />

EXPENDITURE. AND AS GREEN GIANT DISCOVEREDe EVEN ONE<br />

AND<br />

CAN ACHIEVE A GREAT DEAL WORKING ALONE AFTER DISCOVER-'<br />

MAN<br />

WHY PROFIIS ARE DRAINING ON THE PRODUCT, THE TROUBLE<br />

ING<br />

MAKES REPEATED VISIIS TO THE DIFFERENT DEPARTMENTS<br />

SHOOTER<br />

DISCUSS THEIR PROBLEMS NEXT HE SETS UP GROWTH PROGRAMS,<br />

TO<br />

A GOAL AND THE MEANS TD ATTAIN IT PROFIT<br />

ESTABLISHING<br />

EMPHASIZES COSTS QUALITY, AND OPERATIONS-RESEARCH<br />

PLANNING<br />

TO COME TO GRIPS WITH GRIPERS<br />

HOW<br />

MANAGEMENT VOL 30, 6 SEPTEMBER, Ig66<br />

BUSINESS<br />

EVALUATION<br />

PERFORMANCE<br />

CAN BE BOTHERSOME TIME WASTERS BUT THEY CAN<br />

GRIPERS<br />

ACI AS BAROMETERS THAT REFLECT BAD WEATHER IN A CON-'<br />

ALSO<br />

IHE KNOWLEGEABLE EXECUTIVE SEES A GRIPE FOR WHAT IT<br />

PANY<br />

IS- A CHANCE TO HELP AN EMPLOYEE WHEN HELP IS NEEDED,<br />

REALLY<br />

A GOLDEN OPPORTUNITY TO PROVE HIS PROBLEM IS MANAGEMENTS<br />

AND<br />

HERE ARE FOUR WAYS TO PREPARE FOR THE NEXT CON<br />

PROBLEM.<br />

THAT COMES STORMING INTO THE OFFICE<br />

PLAINER<br />

FIRST POINT IS SELF-IMPROVEMENT. EVERY FORM OF<br />

THE<br />

EMPLOYEE GRIEVANCES- SHOULD BE LOOKED<br />

CRITICISM-INCLUDING<br />

AS A SPRINGBOARD TO BETTER PERFORMANCE THE SECOND<br />

UPON<br />

IS COMPANY FEEDBACK IF A PARTICULAR KIND OF GRIPE<br />

POINT<br />

COMMON AMONG THE EMPLOYEES AND THE GRIPE IS FOUND<br />

BECOMES<br />

PERHAPS SOME COMPANY CHANGE IS IN ORDER ANOTHER<br />

VALID,<br />

TO WATCH IS THAT GRIPES CF OTHER EXECUTIVES EMPLOYEES<br />

THING<br />

WELL BE HIODEN GRIPES OF YOUR OWN EMPLOYEES. FINALLY,<br />

MAY<br />

YOU HAVE A MAWS PET PEEVE OUT IN THE OPEN, YOU HAVE AN<br />

ONCE<br />

INSIGHT INTO WHAT MAKES THE MAN TICK<br />

INVALUABLE<br />

SIMPLE INCENTIVE PLAN FOR YOUR FACTORY FOREMAN.<br />

A<br />

MANAGEMENT VOL. 30 6 SEPTEMBERe 1966 3P<br />

BUSINESS<br />

PLANe EVALUATE, CONTROL<br />

PROGRAM,<br />

PRODUCTION TECHNOLOGY INCREASES IN SOPHISTOCAIION<br />

AS<br />

FACTORY FOREMAN GROWS IN IMPORTANCE. BUTe AS IN THE PAST<br />

THE<br />

MANAGERS DECRY THE WEAK FOREMAN BUT DO LITTLE ABOUT<br />

TODAYS<br />

HERE IS ONE SUGGESTION THAT MAY SOLVE IHE PROBLEM.<br />

HIM<br />

SUGGESTION IS A FORMAL BUT UNCOMPLICATED INCENTIVE<br />

THE<br />

THAT WILL ENABLE MANAGERS TO EVALUATE A FDREMANS<br />

PROGRAM<br />

AND REWARD HIM ACCORDINGLY LINKING A FOREMANS<br />

PERFORMANCE<br />

TO HIS PERFORMANCE CAN RESULT IN MARKET SAVINGS TO<br />

INCOME<br />

COMPANY AND A MORE HIGHLY MOTIVATED FOREMAN GIVEN THE<br />

THE<br />

HE CAN INCREASE HIS INCOME- AND TEND THE SHOP<br />

OPPORTUNITYe<br />

EFFICIENTLY. ONE CAN ASSESS THE FDREMANS PERFORMANCE BY<br />

MORE<br />

SIX FACTORS- THE FCREMANS PERFORMANCE IN RELATION<br />

WATCHING<br />

DIRECT AND INDIRECT LABOR, PRIMARY MATERIALS, QUALITY<br />

TD<br />

SUPPLIES, MAINTENANCE AND INTERDEPARTMENTAL SER-'<br />

CONTROLe<br />

IN SEIIING UP THE PRDGRAMe THE TERM -INCENTIVE-<br />

VICES<br />

NOT BE USED SINCE IT WOULD NOT EASILY DISTINGUISH THE<br />

SHOULD<br />

FROM A LOWER-LEVEL EMPLCYEE PLAN<br />

PLAN<br />

125<br />

PERSONNEL OFFICES TURN TO COMPUTERS<br />

0409<br />

MARKETING, VOL 2 NO. 8, AUGUST 966<br />

INTERNATIONAL<br />

51 PAGE<br />

JOB<br />

PERSONNEL<br />

SHORT ARTICLE DISCUSSES COMPUTERS IN PERSONNEL<br />

THIS<br />

THEY HAVE FINALLY CAUGHT ON, GIVING A NEW,<br />

OFFICES<br />

STATUS TO IHE JOB OF COMPANY PERSONNEL DIRECTOR<br />

HIGHER<br />

OF THE FIRMS USING COMPUTERIZED PERSONNEL<br />

SOME<br />

ARE MENTIONED AMONG THEM ARE I.B M. EASTMAN<br />

FILES<br />

R.C.A STANDARD OIL AND HUGHES AIRCRAFT.<br />

KODAK,<br />

JOPNSON HOWARD G<br />

C40<br />

ITEM CONTROL<br />

KEY<br />

PRICE WATERHOUSE REVIEW VOL lie AUTUMN, 1966<br />

THE<br />

PLANe INFORMATION CONTROL<br />

RULES,<br />

LIFE OF THE TYPICAL TOP EXECUTIVE HAS BECOME IN-'<br />

THE<br />

COMPLEX- HE IS FACED WITH THE PROBLEM DF WINNOWING<br />

CREDIBLY<br />

THE VALUABLE DATA FROM THE MASS OF LESS IMPORTANT DATA<br />

OUT<br />

TECHNIQUE FOUND USEFUL IN THIS AREA IS CALLED -KEY ITEM<br />

ONE<br />

WHICH HAS HAD DRAMATIC SUCCESS<br />

CONTROLe-<br />

GROUND RULES FOR THE KEY ITEM CONTRCL ARE TO FIRST<br />

THE<br />

AND CONTROL THOSE AREAS IN WHICH GOOD OR POOR PERFORM-'<br />

PLAN<br />

CAN MATERIALLY INFLUENCE THE RESULTS CF OPERATIONS AND,<br />

ANCE<br />

TO REPORT THAT PERFORMANCE IN THE MOST EASILY UND<br />

SECOND<br />

AND ACTION-PROVOKING MANNER. THE KEY ITEMS REQUIRING<br />

ERSIOOD<br />

MIGHT BE FINANCIAL DATA -RETURN ON INVESTMENT-,<br />

CONTROL<br />

STATISTICS- LABOR PRODOCTIVITY- AND QUALITA-'<br />

QUANTITATIVE<br />

INFORMATION SUCH AS PRODUCT STYLING. ESTABLISHING KEY<br />

TIME<br />

FOR A COMPANY INVOLVES FOUR BASIC STEPS- FIRST,<br />

CONTROL<br />

THE KEY ITEMS SECONDe THE DESIRED PERFORMANCE<br />

IDENTIFYING<br />

THE FIRM SHOULD BE PLANNED. FINALLY, REPORTING PRACTICES<br />

OF<br />

BE ESTABLISHED AND CONTROL ACTION INSTITbTED<br />

SHOULD<br />

ROTHERY BRIAN<br />

011<br />

VIEWPOINT IN SYSTEMS DESIGN<br />

A<br />

PROCESSING, VOL. 8e NO 9, SEPT., 1966e PAGES S-SS<br />

DATA<br />

ADMINISTRATIVE<br />

CONTROL,<br />

ARTICLE PRESENTS SOME VIEWS ON THE INCREASE<br />

THIS<br />

THE SYSTEM DESIGNERS AREA OF INTEREST DUE TO THE<br />

IN<br />

ROLE OF THE COMPUTER AND THE DATA PROCESSING<br />

EXPANDING<br />

FIELD.<br />

AUTHOR STATES THAT THE SYSTEMS MAN CAN<br />

THE<br />

ONLY BY TAKING AN INCREASINGLY ADMINISTRATIVE<br />

EXPAND<br />

AND A VIEWPOINT OF OVERALL CONTROL.<br />

APPROACH<br />

ACTUAL WORK VIEW IS DISCUSSED AND BRIEFLY<br />

HIS<br />

DIAGRAMMED.<br />

DAVENPORTe WILLIAM<br />

0412<br />

AND ERROR CONTROL IN DATA COMMUNICATIONS<br />

EFFICIENCY<br />

PROCESSING VOL. 8, NO. 9 SEPT. I766 PAGES<br />

DAIA<br />

CODINGt ANALYSIS<br />

CONTROLe<br />

ARTICLE PRESENTS THE CONCLUDING PORTION<br />

THIS<br />

THE ANALYSIS OF TRANSMISSION AND RECEPTION SPEED,<br />

OF<br />

SYSTEMSe AND ERROR CONTROL SYSTEMS IN DATA<br />

CODING<br />

COMMUNICATIONS.<br />

THE AUTHOR OCLUDES THAT CHOOSING<br />

ALTHOUGH<br />

ERROR CONTROL SYSTEM IS NOSILY TRIAL AND ERROR<br />

AN<br />

ECONOMICS, HE DOES LIST I FACTORS TO CONSIDER.<br />

AND<br />

FACTORS INCLUDE SUCH ITEMS AS COSTe REDUNOANCY<br />

THESE<br />

TRANSMISSION EFFICIENCY ANODTHERS.<br />

REPROGRAMMING,<br />

AND IABLES ARE INCLUDED<br />

CHARTS<br />

ABT CLARK C SCOTTe RICHARD C JR.<br />

043<br />

AND TRAINING PROGRAMS<br />

SIMULATIONS<br />

VOL 59, NO 4, OCT 1966, PAGES 49+<br />

BANKING,<br />

PROGRAMS<br />

TRAINING,<br />

AUTHORS STATE THAT TRAINING GAMES CAN BE AN<br />

THE<br />

SUPPLEMENT TO BANK TRAINING PROGRAMS<br />

EFFECTIVE<br />

CAN DEVELOP SKILLS IN A MAKE-BELIEVE<br />

TRAINEES<br />

WHICH IS A MEANINGFUL REPRESENTATION OF<br />

SITUATION<br />

REAL BANK PROBLEM<br />

A<br />

DISCUSS THE DISADVANTAGES OF LEARNING-BY--'<br />

THEY<br />

TRAINING PRGRAMS AND HCW SIMULATION, THROUGH<br />

DOING<br />

AND ROLE-PLAYING IS OFTEN MORE EFFECTIVE<br />

GAMES<br />

WOLFE, WENDELL W.<br />

G41A<br />

RELATIONS LABORATORY IRAINING- THREE QUESTIONS<br />

HUMAN<br />

OF BUSINESS, VOL. 39 NO. 4, OCTOBER, I66.<br />

JOURNAL<br />

512-515<br />

PAGES<br />

ORGANIZATIONS<br />

TRAINING,<br />

ARTICLE ASKS THREE QUESTIONS ABOUT HUMAN<br />

THIS<br />

LABORATDRY TRAINING THEY ARE CONCERNED WITH<br />

RELATIONS<br />

SPECIFIC OBJECTIVES OF THE HUMAN RELATIONS TRAINING<br />

THE<br />

THE EVIDENCE THAT HAS BEEN PRESENTED BY<br />

LABORATORIES,<br />

WHO CONDUCT THESE LABORATORIES IO SHOW THAT THESE<br />

THOSE<br />

ARE BEING ACCOMPLISHED AND EVIDENCE THAT HAS<br />

OBJECTIVES<br />

PRESENTED TO PROVE THAT THE LABORATORIES ARE<br />

BEEN<br />

TD THE SOLUTION OF REGULARLY OCCURRING<br />

CONTRIBUTING<br />

FACED BY ORGANIZATIONS<br />

PROBLEMS<br />

AUTHOR CONCLUDES THAT THESE TRAINING<br />

THE<br />

WHILE MOST PDPULARe HAVE NOT YET<br />

LABORATORIES,<br />

REAL SCIENTIFIC CREDENTIALS<br />

PRESENTED<br />

MENKHAUS EDWARD<br />

0415<br />

MANY NEW IMAGES OF MICROFILM<br />

THE<br />

AUTOMATION VOL 13e TO OCTOBER, 966<br />

BUSINESS<br />

ANALYSIS<br />

INFORMATION,<br />

ACCEPTED AS A STORAGE MEDIUM, MICROFORMS ARE NOW<br />

LONG<br />

AN IMPROTANI ROLE IN THE DEVELOPMENT OF MODERN IN<br />

ASSUMING<br />

SYSTEMS A THOROUGH LOOK AT MICROFILM AS AVERS<br />

FORMATION<br />

SYSTEMS TOOL IS PRESENTED IN THIS ARTICLE<br />

ATILE<br />

AUTHOR FIRST DISCUSSES IHEVARIOUS SHAPES AND SIZES<br />

THE<br />

WHICH MICROFORMS ARE AVAILABLE TO THE USER, INCLUDING<br />

IN<br />

FILM, APERTURE CARDS, MICROFICHE MICRO-JACKETS AND<br />

ROLL<br />

EACH MICROFORM HAS ITS PLACE IN THE SPECTRUM<br />

MICROSTRIPS<br />

APPLICATIONS AN ANALYSIS OF THE APPLICATIONS WILL ALMOST<br />

OF<br />

LEAD TO THE CONCLUSION THAT MOST APPLICATIONS<br />

INEVITABLE<br />

BEST SERVED BY A UNIT RECORD, AS OPPOSED TO A CONTINUOUS<br />

ARE<br />

OF RECORDS THE EFFECTIVENESS OF MICROFILM-COMPUTER<br />

ROW<br />

IN A BUSINESS SYSTEM IS MEASURED BY THE ElIM-'<br />

COMBINATIONS<br />

OF COMPUTER PRINT-OUT, FLEXIBILITY IN CONCISE FORMS,<br />

INATION<br />

REDUCTION OF PAPER SHUFFLING AT THE OUIPUT END OF A<br />

AND

SYSTEM ANONG THE RECENT DEVELOPMENTS IN THE MID-'<br />

COMPUTER<br />

FIELO IS HIGH DENSITY PACKING OF FILM TMAGESo<br />

CRDFILM<br />

BERRYt DAVID R VICTOR, RUSSELL Fo<br />

G416<br />

ARE YOUR LISTENING HABITS*<br />

HON<br />

VOL. 59t NO 4, OCT*t 1966t PAGES 48+<br />

BANKING<br />

PROGRAH, EVALUATION<br />

TRAININGt<br />

ARTICLE DESCRIBES NEW EFFECTIVE LISTENING<br />

THIS<br />

AND GIVES AN ACCOUNT OF ITS RESULTS AS IT<br />

PROGRAM<br />

INTEGRATED INTO CERTAIN AREAS OF A TRAINING<br />

HAS<br />

AT CHEMICAL BANK NEW YORK TRUST COMPANY<br />

SYSTEH<br />

PROGRAM NAS DEVELOPED AND PRODUCED BY<br />

THE<br />

SYSTEMS INCo DF XEROX° THE PARTICIPANTS<br />

BASIC<br />

TO A WIDE VARIETY OF SPOKEN STATEMENTS<br />

LISTEN<br />

PRE-RECORDEO TAPES AND ARE ASKED TO SUMMARIZE<br />

ON<br />

THE SPEAKER HAS SAID.<br />

WHAT<br />

SPECIFICS OF HOW THIS WAS DONE AND A<br />

THE<br />

EVALUATION OF THE PROGRAM CONCLUDE THE<br />

POST-TEST<br />

ARTICLE.<br />

STICE JAMES O.<br />

04IT<br />

AN AGENCY STUDIES ITS COMMUNICATIONS SYSTEM<br />

HOW<br />

AND SALES PROMOTIDNt VOL 14 NO 10, OCT 1966,<br />

ADVERTISING<br />

5T-58<br />

PAGES<br />

PERSDNNELe ANALYSIS<br />

SUPERVISORYe<br />

ARTICLE STATES THAT IF YOU CAN SAVE T[HE<br />

THIS<br />

ROUTINE PROCEDURES, YOU HAVE MORE TIME FOR<br />

IN<br />

CONTRIBUTIONS<br />

CREATIVE<br />

AUTHORS COMPANY, A ST LOUIS ADVERTISING<br />

THE<br />

MARKETING AGENCYt CONDUCTED A 90-DAY ANALYSIS<br />

AND<br />

THE COMMUNICATIONS TECHNIQUES DF THEIR SUPERVISORY<br />

OF<br />

ACCOUNT PERSONNEL. IT INDICATED THAT AT LEAST<br />

AND<br />

PERCENT OF CGNMUNICATIONS MATERIAL THAT SHOULD<br />

25<br />

BEEN DICTATED WAS BEING PERSONALLY TYPED DR<br />

HAVE<br />

[N LONGHAND.<br />

WRITTEN<br />

THIS WAS RENEDIEOt WITH THE AID DF MORE<br />

HOW<br />

MACHINES, IS FURTHER DESCRIBED IN THE<br />

DICTATING<br />

ARTICLE.<br />

BENNETTe JOHN M.<br />

04[8<br />

APPROACH TO SOME STRUCTURED LINEAR PROGRAMMING PROBLEMS<br />

AN<br />

OPERATIONS RESEARCH VDL. [4 4. JULY-AUGUSTe 1966. 9P<br />

PAPER DESCRIBES A CDPPUTAT1DNAL APPROACH, WHICH IS<br />

THIS<br />

ALTERNATIVE TO THAT DF DANZIG AND WOLFE, FOR HANDL[NG<br />

AN<br />

LINEAR-PROGRAMMING PROBLEMS THAT WOULD BREAK UP<br />

STRUCTURED<br />

A NUMBER OF SUBPROBLEMS EXCEPT FOR SOME RESTRICTIONS<br />

INTO<br />

GROUPS OF VAR[ADLES OCCURRING IN MORE THAN ONE SUBPRDB-'<br />

ON<br />

THE BASIC IDEA DF THE APPROACH SPRINGS FROM THE CONP<br />

LEND<br />

ASPECTS OF KRDNS HETHOD OF TEARING FOR CONVEN-'<br />

UTATIONAL<br />

IT IS DESCRIBED IN TERMS OF THE PRIMAL ALGOR[THM<br />

IENCE<br />

THE METHOD COULD EGUALLY WELL BE USEO WITH THE DUAL<br />

ALTHOUGH<br />

APPROACH*<br />

ABRAHS JACK<br />

0419<br />

OF ALTERNATIVE RATING DEVICES FOR CONSUMER<br />

EVALUATION<br />

RESEARCH<br />

OF MARKETING RESEARCH, VOL. 3e NO 2 MAY, ]966,<br />

JOURNAL<br />

PAGES<br />

5<br />

[NFORMATIDN EVALUATION, DECISIDN ANALYZEO<br />

SELECTING,<br />

RATING OEVICES OR ATTITUDE SCALES IS TOO<br />

SELECTING<br />

A CASUAL OR JUDGMENT DECISION LITTLE OBJECTIVE<br />

OFTEN<br />

IS AVAILABLE TO AID IN THE SELECTION PROCESS.<br />

INFORMATION<br />

AUTHOR COMPARES AND CONTRASTS FOUR COMMONLY USED<br />

THE<br />

DEVICES THE DEVICES ARE ANALYZED FOR PREDICTING<br />

RATING<br />

BEHAVIOR ANO AIDING IN DETERMINING MEASUREMENTS<br />

CONSUMER<br />

ATTITUDE CHANGES.<br />

OF<br />

DICHTERe ERNEST<br />

0420<br />

WORD-OF-MOUTH ADVERTISING WORKS.<br />

HOW<br />

BUSINESS REIEWe VDL 44t NO° 6 NOV<br />

HARVARD<br />

PAGES<br />

ORGANIZED<br />

PSYDHDLOGICAL<br />

THIS ARTICLE RESEARCH FINDINGS ON THE INFLUENCE<br />

IN<br />

-RECOMMENDERS- SHOW HOW THE PROCESSES INVOLVED CAN<br />

OF<br />

SUCCESSFULLY APPLIED TO THE PRACTICAL REALITIES OF<br />

BE<br />

ADVERTISING<br />

ARTICLE iS ORGANIZED INTO TWO PARTS. THE FIRSYt<br />

THE<br />

PSYCHOLOGICAL FINDINGS ABOUT WORD-OF-NDUTHe IDEALS<br />

THE<br />

THE DISCOVERY AND CHARTING OF THE CHANNELS OF<br />

WITH<br />

IN THE SECOND PART THE FINDINGS ARE<br />

COMMUNICATION.<br />

TO THE PRACTICAL PROBLEMS OF ADVERTISING.<br />

APPLIED<br />

AUTHOR CONCLUDES THAT ESPECIALLY WITH PROOUCTS<br />

THE<br />

RISK VALUE IS HIGH, WORD-OF-MOUTH RECOMMENDATION<br />

NHOSE<br />

A STRONG, IF NOT THE STRONGEST, ALLY A PRODUCT CAN HAVE.<br />

]S<br />

CANNOT SELL AGAINST PERSONAL INFLUENCE BUT<br />

ADVERTISING<br />

INFLUENCE CAN SELL AGA]NST ADVERTISING.<br />

PERSONAL<br />

8ABB Eo+N. LESLIE M A VAN SLYKE, M Do<br />

0421<br />

POTENTIAL OF BUS[NESS-GAH]NG METHQOS IN RESEARCHo<br />

THE<br />

OF BUSINESS, VOL* 39e NO 4, OCTOBER, I966,<br />

JOURNAL<br />

PAGES<br />

ORGANIZAT]ONAL MAKINGt INFORMATIONAL, EDUCATION,<br />

TEST<br />

DECISION<br />

ARTICLE EXAMINES PROBLEMS ANO POTENTIALS OF<br />

THIS<br />

GAMES AS A RESEARCH METHOD AND SUMMARIZES<br />

BUSINESS<br />

OF SEVERAL STUDIES CONDUCTED AT PURDUE UNIVERSITY<br />

FINDINGS<br />

STUDIES ARE PART OF A CONTINUING LINE OF WORK TO<br />

THESE<br />

MANAGEMENT DAMES FOR CCLLEGIATE AND ADULT EDUCATION<br />

DEVELOP<br />

TO TEST THE RESEARCH POTENTIAL OF GAMING METHOOSo<br />

AND<br />

EXPLORATORY STUDIES SUGGEST THAT BUSINESS<br />

THESE<br />

METHODS MAY PAVE THE WAY FOR BREAKTHROUGH [N<br />

GAMING<br />

OF THE EFFECT OF INFORMATIONAL AND ORGANIZATIONAL<br />

STUDIES<br />

ON DECISION MAKING AND THE EFFECT OF MARKET<br />

VARIABLES<br />

AND PSYCHOLOGICAL AND RELATED FACTORS ON<br />

STRUCTURE<br />

AND GROUP BEHAVIOR. THESE TYPES OF PROBLEMS<br />

INDIVIDUAL<br />

BEEN DIFFICULT TO RESEARCH WITH TRADITIONAL METHODS.<br />

HAVE<br />

APPENDIX GIVES A TABLE OF PSYCHOLOGICAL VARIABLES<br />

AN<br />

DESCRIPTIONS THAT WERE EXAMINED FOR RELATIONSHIPS<br />

WITH<br />

MANAGERIAL ABILITY<br />

TO<br />

MANGFIELD EDWIN BRANDENBURG, RICHARD<br />

0422<br />

CHARACTERISTICS OUTCOME OF RESEARCH<br />

ALLOCATION<br />

DEVELOPMENT<br />

OF BUSINESS, VOL 39, NO 4, OCT 1966<br />

JOURNAL<br />

447-464<br />

PAGES<br />

EVALUATED<br />

TESTING,<br />

PAPER REPORTS THE FINDINGS OF A CASE STUDY OF THE<br />

THIS<br />

AND DEVELOPMENT PORTFOLIO DF THE CENTRAL RESEARCH<br />

RESEARCH<br />

OF ONE OF THE NATIONS LARGEST FIRMS, A PROMINENT<br />

LABORATORY<br />

MANUFACTURER. DATA WERE OBTAINED REGARDING 70<br />

EQUIPMENT<br />

PROJECTS AND NUMEROUS INTERVIEWS WERE OBTAINED WITH<br />

MAJOR<br />

AT VARIOUS LEVELS OF THE FIRM<br />

OFFICIALS<br />

OF IE PAPER DESCRIBES THE PROCESS BY WHICH<br />

SECTION<br />

AND D PROPOSALS AND BUDGEIS WERE GENERATED AND EVALUATED<br />

R<br />

IS FOLLOWED BY SECTIONS PRESENTING AND TESTING A MODEL<br />

THIS<br />

EXPLAIN THE EXPENDITURES PROPOSED FOR A PARTICULAR<br />

TO<br />

AND A MODEL TO EXPLAIN MODIFICATIONS MADE BY THE<br />

PROJECT<br />

IN THE PROPOSED LEVEL OF EXPENDITURES.<br />

MANAGEMENT<br />

TABLES ARE USED AND MANY REFERENCES GIVEN<br />

MANY<br />

BENSTON, GEORGE J<br />

042<br />

REGRESSION ANALYSIS OF COST BEHAVIOR<br />

MULIIPLE<br />

ACCOUNTING REVIEW VCL 41 NO 4 OCT 1966 15P.<br />

THE<br />

MEASUREMENT, EDP<br />

RECORD-KEEPING,<br />

ANALYSIS IS NOT ONLY A VALUABLE TOOL BUT A<br />

REGRESSION<br />

MADE AVAILABLE, INEXPENSIVE AND EASY TO USE BY COM<br />

MEIHOD<br />

THE MAJOR PROBLEM OF COST MEASUREMENT IS DISCUSSED<br />

PUIERS<br />

THE FIRSI SECTIO OF THIS PAPER. SECOND, THE METHOD OF<br />

IN<br />

REGRESSION IS DISCUSSED IN NDNMATHEMATICAL TERMS<br />

MULTIPLE<br />

THE THIRD SECTION THE TECHNICAL REQUIREMENTS OF MULTIPLE<br />

IN<br />

ARE OUTLINED AND THE IMPLICATIONS OF THESE RE<br />

REGRESSION<br />

FOR THE RECORDING OF COST DATA IN THE FIRMS ACC-'<br />

QUIREMENTS<br />

RECORDS ARE OUTLINED THE FUNCTIONAL FORM OF THE<br />

OUNTING<br />

EQUATION IS CONSIDERED SOME APPLICATIONS FOR<br />

REGRESSION<br />

REGRESSION ANALYSIS ARE DISCUSSED<br />

MULTIPLE<br />

FINKEL, BERNARD<br />

0424<br />

CHECKLIST OF PUBLICITY IDEAS<br />

A<br />

AND SALES PROMOTION, VOL 14, NO 10, OCT<br />

ADVERTISING<br />

42-43<br />

PAGES<br />

COMMUNITY RELATIONS<br />

PUBLIC<br />

ARTICLE LISTS 8? OCCASIONS WHICH MIGHT<br />

THIS<br />

USED AS THE STARTING POINT FOR GETTING PUBLICITY<br />

BE<br />

A COMPANY IN A FAVORABLE WAY<br />

FOR<br />

MUST BE DOING THINGS, MUST EVEN HAKE<br />

MANAGEMENT<br />

HAPPEN IN ORDER TO DESERVE AND TO GET PUBLICITY<br />

THINGS<br />

CHECKLIST WILL AID MANAGEMENT IN DETECTING A<br />

THIS<br />

PUBLICITY STORY OF INTEREST TO NEWSPAPERS,<br />

POSSIBLE<br />

AND TELEVISION, MAGAZINES, BUSINESS PUBLICATIONS,<br />

RADIO<br />

PROFESSIONAL AND TECHNICAL JOURNALS<br />

AND<br />

DOYLE, LAUREN B<br />

0425<br />

USER STUDIES<br />

PERPETUAL<br />

VOL 12, i0 OCTOBER, 1966 2P<br />

DATAMATIDN<br />

PLANNING, INFORMATION, HANDICAPPED, DOCUMENT,<br />

REIRIEVE,<br />

CONIROL<br />

TO THE MAGNITUDE AND COMPLEXITY OF TECHNICAL IN<br />

DUE<br />

FLOW IN THE U.S., THE URGE TO PROPOSE A GOVERNHENT<br />

FORMKTTO<br />

CENTRALIZED TECHNICAL INFORMATION SERVICE IS AS<br />

SPONSORED<br />

AS THE STIRRINGS OF A TROUBLED CONSCIENCE THE<br />

RECURRENT<br />

CONTENDS THAT WITHOUI MUCH BETTER DATA ON WHAT USERS<br />

AUTHOR<br />

WITH THE INFORMATION THEY RETRIEVE, PLAkNING IS HANOI<br />

DO<br />

FOR MANAGEMENT OF INFORMATION NATIONALLY<br />

CAPPED<br />

SYSTEM IS IHE -TECHNICAL DOCUMENT SYSTEM,- IN WHICH<br />

ONE<br />

PUT USEFUL DATA AND/OR DISCUSSION IN A FORM THAT CAN<br />

AUTHORS<br />

DIRECTED FLEXIBLY TO A LARGE AUDIENCE, SCATTERED WIDELY<br />

BE<br />

TIME AND SPACE. BbT TWO IMPORTANT DIFFICULTIES ARE SEEN<br />

IN<br />

A USER-GOVERNED CONTROL SYSTEM FIRST THERE IS THE USERS<br />

IN<br />

BEHAVIOR IN SEARCHING AND SELECTING INFORMATION AND<br />

COMPLEX<br />

IMPOSSIBILITY OF GETTING ALL PERTINENT INFORMATION ALSO<br />

THE<br />

IS THE USERS FALLIBILITY, ESPECIALLY HIS LIMITED<br />

THERE<br />

OF HOW BEST TO APPROACH THE INFORMATION STORE.<br />

UNOERSTANDING<br />

MILLER, ARJAY<br />

0426<br />

ROLES FOR THE CAMPUS AND THE CORPORATION<br />

NEW<br />

BUSINESS REVIEW VDL 18, 5 NOVEMBER, 1966 8P<br />

MICHIGAN<br />

PROGRAMS, EDUCATION, ANALYSIS<br />

TRAINING,<br />

AT AN EVER FASTER AND MORE UNEVEN PACE IS THE<br />

CHANGE<br />

FEATURE OF OUR LIFE AND THE CENTRAL PROBLEM OF OUR<br />

CENTRAL<br />

IN THE FACE OF THIS CHALLENGE, THE TRADITIONAL VIEWS<br />

DAY<br />

OUR RESPONSIBILITIES TO SOCIETY AND OUR RELATIONSHIPS TO<br />

OF<br />

OTHER MUST YIELD<br />

EACH<br />

BUSINESS= THIS MEANS THE TRADITIUNAL VIEW THAT<br />

FOR<br />

MANAGEMENT IS RESPONSIBLE SOLELY TO THE SHARE<br />

CORPORATE<br />

MUST BE ENLARGED TO INCLUDE EMPLOYEES CUSTOMERS,<br />

HOLDERS<br />

EDUCATION, AND THE PUBLIC AT LARGE FORD MOTOR<br />

GOVERNMENT,<br />

HAS TAKEN A STEP IN THIS DIRECTION WITH ITS EDUCA-'<br />

COMPANY<br />

AND TRAINING PROGRAMS THE UNIVERSITY, IDOL HAS AC<br />

TIONAL<br />

NEW AND BROADER FUNCTIONS- TAKING ON A NEW ROLE AS<br />

CEPTED<br />

PARTICIPANT IN THE AFFAIRS OF GOVERNMENT AND BUST<br />

ACTIVE<br />

AS WE SEARCH FOR ANSWERS TO THE COMPLEX PROBLEMS OF<br />

NESS<br />

DAY, WE ARE FORTUNATE INDEED THAT NEW DECISIGN-MAKING<br />

OUR<br />

SUCH AS OPERATIONS RESEARCH OR SYSTEMS ANALYSIS ARE<br />

TOOLS<br />

EMERGING<br />

MCCRACKEN, PAUL W.<br />

042?<br />

TWENTY-FIRST CENTURY THIS UNIVERSITY, AND DOG-LEGS.'<br />

THE<br />

BUSINESS REVIEW VOL 18, NOVEMBER= 1966<br />

MICHIGAN<br />

EDUCATION<br />

HIGHER<br />

UNIVERSITY, IN SHORT, IS ALREADY IN THE BUSINESS<br />

TODAYS<br />

EDUCATING YOUNG MEN AND WOMEN FOR THE TWENTY-FIRST CENT<br />

OF<br />

THIS ARTICLE ANSWERS THE QUESTION- HOW CAN THE NATION<br />

URY<br />

ASSURE THAT THESE COPING DECADES WILL BE YEARS OF FUL-'<br />

BEST<br />

AND HOPE, AND PROGRESS<br />

FILLMENT<br />

TO PEER INTO THE FUTURE IS A HICHLY USEFUL<br />

ATTEMPTING<br />

IN THE STRATEGY FOR PROGRESS THERE MUST BE TWO<br />

EXERCISE.<br />

ONE REQUIREMENT IS CREATIVE ACTIVITY- A NEW THEORY<br />

ELEMENTS-<br />

A NEW PRODUCT OR A NEW METHOD ALSO, THERE MUST BE A<br />

OR<br />

BY WHICH IHE SOMETHING NEW IS DIFFUSED. THE UNI-'<br />

PROCESS<br />

HAS AN IMPORTANT CONTRIBUTION IT MUST TAKE THE<br />

VERS'TY<br />

FOR ADDING TO THE SOCIETYS STOCK OF KNOWL-'<br />

RESPONSIBILITIES<br />

ALSO, HIGHER EDUCATION MUST BE DESIGNED TO SHARPEN THE<br />

EDGE<br />

TO A CREATIVITY IHAT MAKES KNOWLEDGE RELEVANT<br />

COMMITMENT

THROUGH A FREE, OPEN, AND LIBERAL SOCIEIY OF WELL AND<br />

ONLY<br />

EDUCATED MEN AND WOMEN CAN WE CREATE AN ENVIRON-'<br />

LIBERALLY<br />

HOSPITABLE TO THE DIFFUSION OF THE FRUITS OF PROGRESS<br />

MENT<br />

GIBBONS, CHARLES C<br />

C428<br />

THE BARRIERS TO DELEGATION<br />

BREAKING<br />

BUSINESS REVIEW VOL IB, NOVEMBER, 1966 3P<br />

MICHIGAN<br />

AUTHORITY<br />

RESPONSIBILITY<br />

WHO SPEAK AND WRITE ON MANAGEMENT PRACTICES ARE<br />

THOSE<br />

IN SAYING THAT MANAGERS SHOULD DELEGATE AUTHORITY<br />

UNANIMOUS<br />

RESPONSIBILITY TO THEIR SUBORDINATES FURTHERMORE, MUST<br />

AND<br />

THEMSELVES RECOGNIZE THAT THEY CANNOT PERFORM ALL<br />

MANAGERS<br />

WORK FOR WHICH IHEY ARE RESPONSIBLE THIS ARTICLE DIS-'<br />

THE<br />

THE REASONS WHY MANAGERS FINO IT SO DIFFICULT TO<br />

CUSSES<br />

DELEGATE.<br />

MANAGERS FAIL TC DELEGATE BECAUSE THEY DO NOT<br />

FIRST,<br />

CLEARLY WHAT THEIR RESPONSIBILIIY AND AUTHORITY<br />

UNDERSTAND<br />

THEY OVERESTIMATE THE EXTENT TO WHICH THEY CAN DO THE<br />

ARE,<br />

THEMSELVES BETTER THAN IT WOULD BE DONE BY THEIR SUB-'<br />

WORK<br />

ALSO, MANAGERS FEEL INSECURE IN THEIR JOBS AND<br />

ORDINATES<br />

THEIR RELATIONSHIPS WITH THEIR SUPERIORS, THEIR PEERS,<br />

IN<br />

THEIR SUBORDINATES SOME SUGGESTIONS ARE GIVEN AS TO<br />

AND<br />

A MANAGER MIGHT 00 IF HE WISHES TO IMPROVE HIS DELEGA-'<br />

WHAT<br />

TIUN<br />

CRAWFORD, C MERLE<br />

C429<br />

BIGOTRY<br />

BUSINESS<br />

BUSINESS REVIEW VOL 18, NOVEMBER, 1966<br />

MICHIGAN<br />

INNOVATION SUPERVISION<br />

ATTITUDES<br />

BIGOTRY DESCRIBES THE PRACTICE OF A MANAGER TO<br />

BUSINESS<br />

ORIGINAL ANC INDEPENDENT THINKING BY HIS SUBORDI-'<br />

SQUELCH<br />

IHE PURPOSE CF THIS ARTICLE IS TD HIGHLIGHT TEN SYM-'<br />

NATES<br />

OF BUSINESS BIGOTRY AND POINT OUT SEVERAL MODES OF<br />

PTOMS<br />

TREATMENT<br />

FIRST GROUP OF SYMPTOMS IS ONE OF A GRCUP OF DE<br />

THE<br />

GEARED TO RETARD THE INPUT OF NEW IDEAS THESE IN TURN<br />

VICES<br />

OF TWO TYPES- DEVICES USED TO AVIOD EXPOSURE TO NEW OR<br />

ARE<br />

IDEAS, AND DEVICES TO AVOID THE IMPACT OF SUCH<br />

CONTRARY<br />

IN THE EVENT THAT EXPCSURE TAKES PLACE THE SECOND<br />

IDEAS<br />

OF SYMPTOMS INCLUDES VARIOUS AUXILIARY HABITS RELATE<br />

BUNDLE<br />

ARE THE FALSELY SECURE MENTAL ATTITUDES CF THE PERSON WHOS<br />

D<br />

ARE INSUFFICIENTLY CHALLENGED ANOTHER SYMPTDM IS<br />

OPINIONS<br />

TENDENCY TO STRIKE OUT AT PERSONS WHOSE CONTRARY IDEAS P<br />

THE<br />

PRODUCED A LOGICAL PLEA FOR CHANGE IN TREATING THE SYM-<br />

AVE<br />

OF BUSINESS BIGOTRY, SELF-DIAGNOSIS IS THE BEST ROUTE T<br />

PTOM<br />

A CURE<br />

0<br />

SILVIUS, RAY<br />

0430<br />

TO USE A ROUTINE OCCASION TO BUILD<br />

HOW<br />

GCODWILL<br />

COMMUNITY<br />

AND SALES PROMOTION, VDL. 14, NU Ill<br />

ADVERTISING<br />

1966, PAGES 34-36<br />

NOV<br />

PLANNED<br />

PRCGRAM,<br />

ARTICLE TELLS HOW WESTERN AIRLINES MAKES<br />

THIS<br />

FRIENDS BY HOLDING ITS STEWARDESS GRADUATICNS<br />

MANY<br />

EN ROUTE CITIES, WITH PROMINENT RESIDENTS AS<br />

IN<br />

SPCNSURS<br />

IS NO HARD-SELL IN THE PROGRAM, IT IS<br />

THERE<br />

TO MAKE THE EVENTS MEMORABLE IN THE LIVES<br />

PLANNEC<br />

THE GIRLS HOWEVER, AS TEE ARTICLE SIATES,<br />

OF<br />

DOES MAKE MANY FRIENDS FCR THE AIRLINES<br />

IT<br />

SCHEFF, BENSON H.<br />

C431<br />

PROFESSIONAL PROGRAMMERS<br />

BYPASSING<br />

VOL 12 IO OCTCBER, 1966 8P<br />

DATAMATION<br />

TEST PROGRAM<br />

TRAINING,<br />

PRACTICE FEW PEOPLE HAVE THE NECESSARY COMBINATION<br />

IN<br />

PROGRAMMING AND ENGINEERING TRAINING AND EXPERIENCE.<br />

OF<br />

IS A COMPUTER-CONTROLLER TEST SYSTEM WHICH PERMITS<br />

DIMATE<br />

USERS WITH VARIEUS TECHNICAL SKILL LEVELS TU<br />

ENGINEERING<br />

ACCURATE TEST PROGRAMS AND DEBUG THEM QUICKLY A<br />

GENERATE<br />

PERMITS ThE ENGINEER TO DEBUG HIS TEST PROGRAM<br />

SMULATOR<br />

TO VALIOATION ON THE TEST SYSTEM WITH A UIT -ELECT-'<br />

PRIOR<br />

UNIT UNDER TEST<br />

RONIC<br />

HAS A COMPILER INPUT LANGUAGE CONSISTING OF<br />

DIMATE<br />

EXPRESSIONS ARRANGED IN TABULAR FRMAT THE<br />

ENGINEERING<br />

COMPILER LANGUAGE CCNSISTS OF 24 FUNCTION WORDS<br />

COMPLETE<br />

ARE DIVIDED INTO THREE GROUPS THE LARCEST IS A BASIC<br />

WHICH<br />

OF TEST FUNCTIONS FOR THE RELATIIELY UNTRAINED USER.<br />

GROUP<br />

AN EQUIPMENT TEST PROGRAM IS MUCH MORE COMPLEX<br />

DEBUGGING<br />

NORMALLY ENCOUNTERED BY CCMPUTER PROGRAMMERS BECAUSE<br />

THAN<br />

INTERACTION OF PROGRAM AND HARDWARE IN AUTOMATIC EQUIP-'<br />

THE<br />

TESTING DOES NOT CATEGORIZE DEBUGGING PROBLEMS SIMPLY<br />

MENT<br />

MERCER, V. FRANKLIN, F LOWENSTEIN, R<br />

0432<br />

TEXTgO SYSTEM<br />

THE<br />

VOL I2, TO OCTCBER, Z966<br />

DATANATION<br />

DOCUMENTATION, CODES, ANALYZES<br />

SYSTEM/360,<br />

THE ADVENT OF SYSTEM/360, TECHNICAL PUBLICATIONS<br />

WITH<br />

AT IBM WERE CONFRONTED WITH THE PROBLEM CF PROVIDING<br />

GRCUPS<br />

ACCURATE, AND COMPREHENSIBLE ODCUMENTATION AT THE<br />

COMPLETE<br />

OF SYSTEM ANNOUNCEMENT ULTIMATELY, THS PROBLEM WAS<br />

TIME<br />

BY A COMPUTER-ASSISIEO SYSTEM KNOWN AS TEXTgOo IN<br />

REDUCED<br />

THE SYSTEM CREATES A MASTER RECORD OF A MANUSCRIPI<br />

ESSENCE<br />

CAN BE COMPUTER PROCESSED ANO CAN BE CHANGED RAPIDLY.<br />

THAT<br />

TO TEXT90 IS PUNCHED CARDS AND THE TEXTgO LANG-'<br />

INPUT<br />

USES A FREE-FORM CONCEPT WHERE THE CODES AND THE LANG-'<br />

URGE<br />

CAN BE PUNCHED ANYWHERE WITHIN THE BO COLUMNS INITI-'<br />

URGE<br />

TEXTgO WAS DESIGNED FOR IMPLEMENTAIICN ON THE ?O90 AND<br />

ALLY<br />

THE PORTION OF TEXTgO PERFORMED ON THE 7090 CONSISTS<br />

I4Ol<br />

THREE SECTIONS-FILE MAINTENANCE, BUILD-A-LINE, AND<br />

OF<br />

BUILD-A-LINE ANALYZES EACH CHARACTER AND<br />

BUILD-A-PAGE.<br />

THE LINE IN A LINE BUFFER. THE PAGE LAYOUT ROUTINE<br />

STORES<br />

THE PAGE BY COMBINING ELEMENTS FROM THREE WORK<br />

CONSTRDCTS<br />

BUFFERS<br />

MATHEWS, A. T<br />

0433<br />

TABS ON 7,500 MIDDLE MANAGERS<br />

KEEPING<br />

VOL 43, NO 3, MAY-JUNE, 1966, 6 PAGES<br />

PERSONNEL,<br />

PROGRAM, PERSONNEL, CRGANIZATION, ANALYSIS<br />

TRAINING,<br />

THOUGH CANADIAN NATICNAL RAILWAYS SWITCHED TO<br />

EVEN<br />

DECENTRALIZED FORM OF ORGANIZATION, THE CCMPANY HAS<br />

A<br />

127<br />

DEVELOPED AN INTEGRATED MANAGEMENT INVENTORY<br />

SUCCESSFULLY<br />

DEVELOPMENT PROGRAM FOR ITS MIDDLE MANAGERS THROUGHOUT<br />

AND<br />

COMPANY<br />

THE<br />

ARE FOLR PRINCIPAL PHASES IN THE PROGRAMS<br />

THERE<br />

OPERATION<br />

OF THE BIOGRAPHICAL HISTORICAL DATA ON THE<br />

COMPLETION<br />

INVENTORY AND DEVELOFNENT RECORD FORM FOR EACH<br />

MASTER<br />

EMPLOYEE<br />

MIDDLE-MANAGEMENT<br />

ASSESSMENT CF POTENTIAL RECORDED ON THE MANAGEMENT<br />

AN<br />

OF POTENTIAL RECORD FORM FOR EACH MIDDLE<br />

ASSESSMENT<br />

EMPLCYEE<br />

MANAGEMENT<br />

AND ANALYSIS OF THE INVENTORY DATA BY DEPART<br />

SUMMARY<br />

ARE GIVEN<br />

NEWTS<br />

OF REPORT FINDINGS AND RECOMVENCATICNS IN TERMS<br />

REVIEW<br />

MANAGEMENT DEVELOPMENT STRATEGY TRAINING PROGRAMS ETC.<br />

OF<br />

PETERSENt CHARLES A M.D.<br />

C434<br />

WOMEN STAY HOME, A COMPANY DOCTORS ANALYSIS<br />

WHY<br />

VOL 43, NO 3, MAY-JUNE, 966 8 PAGES<br />

PERSONNEL,<br />

PERSONNEL MEOICAL JOB, CONTROLLED ANALYSIS<br />

SUPERVISOR,<br />

MEDICAL DIRECTOR OF MAXWELL HOUSE DISCUSSES THE<br />

THE<br />

PROBLEMS AND NEEDS DF WOMEN WORKERS AND SUGGESTS<br />

SPECIAL<br />

WAYS OF DEALING WITH THEM TO REDUCE ABSENTEEISM.<br />

BETTER<br />

IN THE FIRST YEARS OF ENPLOYEMNT OFTEN STEM<br />

ABSENCES<br />

OTHER OBLIGATIONS SOCIAL AND DOMESTIC, YET ALL THE<br />

FROM<br />

AN EXTREME EFFORT IS MADE TO HOLD ON TO THE JOB.<br />

WHILE<br />

IS THE PROPER TIME FOR REALISTIC, INTELLIGENT<br />

THIS<br />

APPRAISAL BY MANAGEMENT OF THE NEW EMPLOYEE,<br />

COMMON-SENSE<br />

IN TERMS OF SUITABILITY TO THE JOB*<br />

PARTICULARLY<br />

OF THE REASONS FOR ABSENCES DISUUSSED BY OR.<br />

SOME<br />

ARE PREMENSIRUAL TENSION, MENOPAUSE AND ASSOCIATED<br />

PETERSEN<br />

DEGENERATIVE DISEASES CANCER<br />

PROBLEMS<br />

AUTHOR EMPHASIZES THAT THE WORKING ENVIRONMENT CAN<br />

THE<br />

SHOULD BE ITSELF AN INCENTIVE WITH CLEAN AIR CONTROLLED<br />

AND<br />

PROPER LIGHTING, AND PLEASANT SURROUNDINGS.<br />

NOISE,<br />

ROLE OF THE SUPERVISOR IN RELATION TO ABSENCES IS<br />

IHE<br />

DISCUSSED.<br />

ALSO<br />

ULLMAN, JOSEPH C<br />

0435<br />

REFERRALS, PRIME TCOL FOR RECRUITING WORKERS.<br />

EMPLOYEE<br />

VOL. k3 NO 3 MAY-JUNE 1966, 6 PACES<br />

PERSONNEL,<br />

PERSONNEL, COUNSELORS<br />

RECRUITING,<br />

EVIDENCE THAT EMPLCYEE REFERRALS ARE OFTEN AN<br />

NEW<br />

BESI BET IN RECRUITING IS DRAWN FROM A THREE<br />

EMPLOYERS<br />

SIUDY OF THE CHICAGO LABOR MARKET CONCUCTEC BY TEE<br />

YEAR<br />

OF CHICAGO<br />

UNIVERSITY<br />

EVIDENCE OF BOTH THE EMPLOYER INTERVIEWS IN THIS<br />

THE<br />

AND THE ATTRITION RATE DATA INDICATES THAT EMPLOYERS<br />

STUDY<br />

GET BETTER APPLICANTS FROM EMPLCYEE REFERRALS THAN<br />

USLALLY<br />

OTHER SOURCES THE VALUE TO THE EMPLOYER OF SUCH<br />

FROM<br />

BY A PERSON WHO HAS CONSIDERABLE KNOWLEDGE<br />

PRESCREENING<br />

THE EMPLOYERS NEEDS IS ALSO INDICATED BY THE EFFORTS<br />

OF<br />

COMPANIES TO DEVELOP CLOSE CONTACTS WITH INDIVIDUAL<br />

OF<br />

AT AGENCIES. IN BOTH CASES, IHE EMPLOYERS<br />

COUNSELORS<br />

ABLE TO REDUCE THE COST OF ASSESSING APPLICANT QUALIIY.<br />

ARE<br />

NOVAK, RALPH S<br />

C436<br />

ARE WASTING OUR MANAGEMENT RESOURCES<br />

WE<br />

VOL 43 NO 3t MAY-JUNE 1966 ? PAGES<br />

PERSONNEL,<br />

MAKING, JOBS<br />

PERSONNEL,<br />

GROWING NUMBER OF EXECUTIVES ARE REACHINC THE<br />

A<br />

THAT THE SHOR-AGE OF MANAGERIAL TALENT IS MORE<br />

CONCLUSION<br />

THAN REAL, THATe IN FACT, THE PROBLEM IS LARGELY<br />

APPARENT<br />

OUR OWN MAKING IT IS TIME TO SET ASIDE ARTIFICIAL<br />

OF<br />

IRRATIONAL PREJUDICES, AND UNREASONING<br />

QUALIFICATIONS,<br />

AND EXTEND OLR SEARCH FOR MANAGEMENT<br />

PRECONCEPTIONS<br />

TO INCLUDE GROUPS WE MAY HAVE IGNORED OR FAILED TO<br />

TALENT<br />

BEFORE<br />

SEE<br />

ALL POSITIONS CAN BE FILLED FROM WITHIN A COMPANY<br />

NOT<br />

MANAGEMENT SHOULD BE WILLING TO TAKE A CALCULATED RISK<br />

BUT<br />

GIVE CAPABLE MEN WITHIN THE COMPANY A CHANCE TO PROVE<br />

AND<br />

IN RESPONSIBLE PCSIIIONS WOMEN IN BUSINESS AND<br />

THEMSELVES<br />

CONSIIIDIE THE LARGEST SINGLE SOURCE OF POTENTIAL<br />

INOUSTRY<br />

TALENT THAT HAS BEEN ALL BUT IGNORED BY U<br />

MANAGERIAL<br />

NEGROES HAVE TRADITIONALLY BEEN EMPLOYED IN<br />

BUSINESS<br />

JOBS OTHERS DISCRIMINATED AGAINST ARE JEWS<br />

LOWER-LEVEL<br />

RETIRED MILITARY MENe AND AGE EXTREMES.<br />

CATHOLICS<br />

SCHUSTER JAY R<br />

437<br />

EVALUATION AT XEROX, A SINGLE SCALE REPLACES FOUR.'<br />

JOB<br />

VOL. 43, NO 3t PAY-JUNE, I966, 5 PAGES<br />

PERSONNEL,<br />

SELECTED, PROGRAM, PERSONNEL JOB-EVALUATION,<br />

SUPERVISORS,<br />

ANALYSIS<br />

CORPORATION HAS SCRAPPED ITS FOUR JCB-EVALU-'<br />

XEROX<br />

SCALES AND WORKED OUT A SINGLE SCALE TU MEASURE<br />

ATICN<br />

EQUITABLE IN SPITE OF THEIR DISSIMILARITIES<br />

JOBS<br />

FIRST STEP IN SETTING UP THE NEW PROGRAM WAS THE<br />

A<br />

OF RESPONSIBILITIES FOR ON-THE-JOB ANALYSIS AND<br />

DELEGATION<br />

POSITION RATINGS, NOT TO CORPORATE STAFF<br />

PRELIMINARY<br />

BUT TO PERSONNEL REPRESENTATIVES WHO REPORT TU<br />

MEMBERS<br />

MANAGERS IN THE VARIOUS FUNCTIONAL AREAS A MAJOR<br />

LINE<br />

OF PARTICIPATION BY FUNCTIONAL AREA REPRESEN-'<br />

ADVANTAGE<br />

WAS THEIR CLOSER ASSOCIATION WITH POSITIONS IN<br />

TATIVES<br />

AREAS WHICH GAVE THEM A BETTER VIEW OF TEE VARIOUS<br />

THEIR<br />

AND RESPONSIBILITIES TEN FACTORS REQUIRED TO RATE<br />

DUTIES<br />

SELECTED POSITIONS WERE IDENTIFIED AND DESCRIBED<br />

THE<br />

WEIGHTING WAS BASED CN LINE SUPERVISORS PERCEPTIONS<br />

FACTOR<br />

THE RELATIVE IMPORTANCE CF EACH TO XEROX EACH FACTOR<br />

OF<br />

DIVIDED INTO CLEARLY IDENTIFIABLE VALUE LEVELS<br />

WAS<br />

FIGURES<br />

COWNIE, A R CALDERWDGD, J H.<br />

0438<br />

IN ACCIDENT CONTROL.'<br />

FEEDBACK<br />

RESEARCH QUARTERLY VOL I7, 3 SEPTEMBER, I966.<br />

OPERATIONAL<br />

9P<br />

CONTROL<br />

INFORMATION,<br />

IS ARGUED THAT ACCIDENTS ARE THE PRODUCT OF A BAS-'<br />

IT<br />

SIMPLE CLUSED-LOCP PROCESS THE FORWARD CAUSAL CHAIN<br />

ICALLY<br />

ESSENTIALLY OBSERVATIONS DECISIONS ACCIDENTS, THE<br />

IS<br />

BETWEEN DECISICNS AND ACCIDENTS BEING A STD<br />

RELATIONSHIP<br />

ONE THE LDDP IS CLCSED BY THE FEEDBACK OF INFORM-'<br />

CHASTIC

FROM DECISIONS TO OBSERVATIONS.<br />

ATICN<br />

EFFECT ON A HAZARDOUS ACTIVITY OF A CHANGE IN ITS<br />

THE<br />

SUCH AS THE INTRODUCTION OF A SAFETY MEASUREr<br />

PROPERTIES,<br />

BE WIDELY DIFFUSED BOTH IN TIME AND SPACE. IT IS SUG<br />

CAN<br />

THAT MATERIAL CAUSES OF ACCIDENTS NAY DETERMINE THE<br />

GESTED<br />

OF ACCIDENTS WITHOUT GREATLY AFFECTING THEIR<br />

DISTRIBLTION<br />

NLNBERo AN OPERATIONAL GANE IS PROPOSED FOR INVEST]<br />

TOTAL<br />

THE EXTENT TO WHICH SUBJECTS PLAYING THE GAME REGU<br />

GATING<br />

THE LEVEL OF RISK OF INCURRING A PENALTY WHICH THEY<br />

LATE<br />

THEMSELVES TO TAKE<br />

ALLOW<br />

SYSTEM EASES EXECUTIVE PAPERWORK.<br />

-TALK-<br />

AUTOMATION VOL. 13, 11 NOVEMBERt 1966<br />

BUSINESS<br />

00CUMENTATIONt ADMINISTRATORS<br />

PERSONNEL,<br />

COMMUNICATIONS AND DETAILED DOCUMENTATION<br />

PRDVIOING<br />

EFFICIENTLY AND ECONOMICALLY IS ONE OF THE FUND<br />

PRONPTLYe<br />

OF A DICTATION SYSTEM USEO AT WYMAN-GORDON CO. A<br />

TIONS<br />

FUNCTION IS TO FREE SKILLED SALES, ENGINEERING, AND<br />

SECOND<br />

PEOPLE FROM PAPERWORK.<br />

PRODUCT<br />

HEART OF THE -TALK- SYSTEM WHICH EXPEDITES COM<br />

THE<br />

ABOUT ALL THEIR PROJECTS IS AN EDISON MERCURY<br />

HUN[CATIONS<br />

TELEVOICE DICTATION NETWORK. [T PLACES DICTATION AND<br />

I!<br />

FACILITIES kITHIN PHONE REACH OF ALL PRODUCT SALES<br />

MESSAGE<br />

SERVICE HANAGERS, SALES COORDINATORS, MARKETING, AND<br />

AND<br />

AOMINISTRATORS BY DIALING THE APPROPRIATE NUMBER, THE<br />

SALES<br />

IS CONNECTED MITH A CENTRAL RECORDING AND TRANS<br />

MANAGER<br />

SECTION. IMMEDIATELY UPON TRANSCRIPTION THE WORK IS<br />

GRIPING<br />

TO THE DICTATOR FOR SIGNATURE ANO THEN SENT OUT IN<br />

RETURNED<br />

OF THE SPECIAL MAIL P[CKUPS FOR THE SALES PERSONNEL ON<br />

ONE<br />

RUNe THE FIRM MAKES USE OF EO[SON VOICEWRITER CUSTOMER<br />

THE<br />

SERVICE-MAILING COHPLETED DISCS TO THE HOME OFFICE.<br />

TRAVEL<br />

ROBERT J.<br />

NALSHe<br />

LABOR COSTS THROUGH WORK MEASUREMENT<br />

CONTROLLING<br />

VOL. 63t NO* 3t MAY-JUNE IgE6t 6 PACES<br />

PERSONNEL<br />

JOBt CONTRCLLING ANALYSIS<br />

PRDGRAMt<br />

SINGER COMPANYS 63 FACILITIES ARE TOTTING UP SOME<br />

THE<br />

RECORDS IN PAYROLL SAVINGS AS A O|RECT RESULT<br />

IMPRESSIVE<br />

A WORK MEASUREMENT PROGRAM LAUNCHED THREE YEARS AGO.<br />

OF<br />

INITIATED A STANDARDIZED LABOR MEASUREMENT PROGRAM<br />

SINGER<br />

WOULD NUT BE BOGGED DOWN BY PRODUCT DIVERS[TY LANGUAGE<br />

THAT<br />

INTERNATIONAL ACCEPTANCE, OR APPLICATION O[FFI-*<br />

BARRIERS<br />

METHQDS-TIME MEASUREMENT AND METHODS-TIME<br />

CULTIES<br />

GENERAL PURPOSE DATA.<br />

MEASUREMENT<br />

MTM CONCEPT IS THAT ANY MANUAL OPERATION CAN BE<br />

THE<br />

DOHN INTO A NURBER OF BASIC HOT[ONSt SUCH AS REACHt<br />

BROKEN<br />

MOVE, POSITICN RELEASE, ETC WITH EACH SUBDIVIDED<br />

GRASP,<br />

TIME UNITS ACCORDING TC OISTANCE COMPLEXITY AND SO<br />

INTO<br />

EACH OF THE MOTIONS HAS BEEN MEASURED COUNTLESS<br />

FORTH.<br />

AND AN AVERAGE TIME HAS BEEN ARRIVED AT AS A CONSTANT<br />

TIMES<br />

A JOB ANALYSIS IS DONE TO FIND THE MOST EFFICIENT<br />

FACTOR.<br />

TO 00 IT* GPD RECOGNIZES THAT CERTAIN MOTIONS AND JOB<br />

WAY<br />

REPEAT AND CAN BE BUNCHED TOGETHER*<br />

PATTERNS<br />

FREDERICK Mo<br />

NATHANt<br />

FOR THE BALKANIZED CORPORATION<br />

RX<br />

VOL* 43, NO. 3t MAY-JUNE 1966t 6 PAGES<br />

PERSONNELe<br />

STRUCTURE-ORGANIZATION<br />

RESPONSIBILITIES<br />

VARIOUS SEGMENTS OF A COMPLEX CORPORATE ORGANI<br />

THE<br />

TEND TO WITHDRAN INTO THEIR PRIVATE WORLOSe CONDUCT<br />

ZATION<br />

THEIR ACTIVITIES AS [F THEY WERE INDEPENDENT ENTITIES°<br />

ING<br />

AUTHOR DISCUSSES A FORMAL STRUCTURE DESIGNED TO BE A<br />

THE<br />

MECHANISM FOR ESTABL[SHING ORGANIZATIONAL HARMONY<br />

BUILT-IN<br />

A CONTINUING BASIS<br />

ON<br />

-LINKING PRINCIPLE- IS APPLIED TO TWO OR HOPE<br />

THE<br />

OR GROUPS THAT ARE HORIZONTALLY RELATED THE<br />

OFFICIALS<br />

CAN BE ACHIEVED BY USING THE DEVICE OF MULTIPLE<br />

LINKING<br />

OR ALLEGIANCEe lh OTHER HORUS, GIVING AN<br />

MEMBERSHIP<br />

SIMULTANEOUS RESPONSIBILITIES TO DIFFERENT<br />

INDIVIDUAL<br />

DR ORGAINZAT[ONAL GROUPS THAT INTERACT<br />

EXECUTIVES<br />

ON THE SAME LEVEL<br />

PORTANTLY<br />

CONDITIONS UNDER WHICH SUCH AN ARRAGEMENT WOULD<br />

SOME<br />

USEFUL ARE A NEED FOR INTERGROUP COLLABORATION THATt<br />

PROVE<br />

SOUND REASONSt IS NOT BEING MET BY MORE CONVENTIONAL<br />

FOR<br />

GROUPS RETAIN IDENTITY, AND GOQO WILL ALREADY EXISTS.<br />

HEANS<br />

H<br />

MAYNAROt<br />

TO CHOOSE A CONSULTANT.<br />

HOW<br />

MANAGEMENT VOL 21 NO<br />

INTERNATIONAL<br />

1966e PAGES<br />

OCT.<br />

JOB<br />

SELECTING,<br />

AUTHOR STATES THAT THERE ARE MANY ADVANTAGES<br />

THE<br />

HAVING SOMEONE FROM THE OUTSIDE TAKE A FRESH VIEM<br />

TO<br />

YOUR PROBLEMS HOEVER BEFORE YOU MOVEr YOU HUST<br />

OF<br />

SURE YOU ARE SELECTING THE RIGHT EXPERT FOR THE JOB*<br />

MAKE<br />

OF THE REASONS WHICH CALL FOR SPECIALIZED<br />

SOME<br />

ADVICE INCLUDE GETTING A EW APPROACH GN YOUR<br />

EXPERT<br />

TEMPORARY PROJECTSe ANO SPECIAL SYSTEMS.<br />

PROBLEMS<br />

LIST OF FIVE TIMES TO CALL IN Ah EXPERT IS<br />

A<br />

[N THE ARTICLE.<br />

INCLUOEO<br />

KRISTIAN So<br />

PALOA<br />

OF A HEIRARCHY OF EFFECTS AN EVALUATION<br />

HYPOTHESIS<br />

OF MARKETING RESEARCHt VGL 3e NO [e FEB.t<br />

JOURNAL<br />

PAGES<br />

I<br />

ANALYZED<br />

EVALUATION<br />

MIOESPREAD HYPOTHESIS IN AOVERI|S[NG IS THAT A<br />

A<br />

OF EFFECTS- FOLLOWS UPON AN INDIVIDUALS PER<br />

-HIERARCHY<br />

OF AN ADVERTISING MESSAGE AND BEFORE HE BUYS.<br />

CEPTION<br />

INTEREST DESIREr ACTION. PUBLISHED EMPIRICAL<br />

ATTENTION<br />

ON THIS IS EXAMINED FIRST THEN TWO SETS OF<br />

EVIDENCE<br />

RESEARCH DATA ARE ANALYZED STATISTICALLY.<br />

COMMERCIAL<br />

EMPHASIS IS ON SALES AS THE RELEVANT CRITERION LITTLE<br />

THE<br />

IS FOUND FOR THE HYPOTHESIS.<br />

SUPPORT<br />

PAUL Eo HALBERT HICHAEL H ROBINSONt<br />

GREEN,<br />

J.<br />

PATRICK<br />

AN ILLUSTRATIVE APPLICATION<br />

CANONICAL-ANALYSIS<br />

OF MARKETING RESEARCHt VDL 3 NO It FEBot 1966t<br />

JOURNAL<br />

PAGES<br />

8<br />

TEST NETHOD<br />

128<br />

MULTIVARIATE STATISTICAL TECHNIQUES SUCH AS<br />

SPECIFIC<br />

ANALYSIS AND DISCRIMINATORY ANALYSIS ARE FINDING<br />

FACTOR<br />

APPLICATION IN MARKETING RESEARCH INVESTIGATIONS.<br />

INCREASING<br />

ANALYSIS A LESS WELL-KNOWN MULTIVARIATE TECH<br />

CANONICAL<br />

IS AN APPROPRIATE PROCEDURE TO USE WHEN SETS OF<br />

NIQUE,<br />

AND PREDICTOR VARIABLES ARE TO BE CORRELATED<br />

CRITERION<br />

ARTICLE DESCRIBES THE OBJECTIVE OF CANONICAL ANALYSIS<br />

THIS<br />

RELATIONSHIP TO OTHER MLLTIVARIATE TECHNIQUES AND THE<br />

ITS<br />

LIMITATIONS OF THE METHOD THE PROCEDURE IS APPLIED<br />

MAJOR<br />

A PROBLEM INVOLVING THE RELATIONSHIP OF CERTAIN BE<br />

TO<br />

MEASURES TO PERSONALITY TEST SCORES.<br />

HAVIORAL<br />

MORRISON, DONALD G. FRANK RONALD E. MASSY WILLIAM F<br />

066<br />

NOTE ON PANEL BIAS<br />

A<br />

OF MARKETING RESEARCH VOL 3, NO.<br />

JOURNAL<br />

PAGES<br />

4<br />

ANALYZING<br />

MAK|NG<br />

ANALYZING CONTINUOUS CONSUMER PANELS FOR MAKING<br />

IN<br />

DECISIDNS ONE MUST MAKE SOME ASSUMPTIONS ABOUT<br />

MARKETING<br />

ACCLRATELY THE PANEL REPRESENTS THE TOTAL POPULATION<br />

HOW<br />

CONSUMERS YET VERY LITTLE WORK HAS BEEN PUBLISHED<br />

OF<br />

THE REPRESENTATIVENESS OF CONSUMER PANELS THIS ARTICLE<br />

ON<br />

WITH A LIMITED ASPECT OF THE PROBLEM THE EFFECT<br />

DEALS<br />

THE LENGTH OF TIME CONSUMERS HAVE BEEN IN THE PANEL ON<br />

OF<br />

PURCHASING CHARACTERISTICS TENTATIVE HYPOTHESES<br />

THEIR<br />

FORMULATED ON THE BASIS OF SOME EMPIRICAL DATA AND<br />

ARE<br />

FOR FUTLRE STUDIES ARE GIVEN<br />

SUGGESTIONS<br />

SCHWARTZ, H. A LONG, H S<br />

B666<br />

BY COMPLTER.<br />

INSTRUCTION<br />

VOL 2 9 SEPTEMBER 1966 8P<br />

DATAMATION<br />

CODES<br />

PROGRAMS,<br />

INSTRUCTION APPEARS TO OFFER SOME<br />

COMPUTER-ASSISTED<br />

ADVANTAGES OVER MAkY PRESENT TECHNIQUES OF IN<br />

DISIINCI<br />

THIS PAPER EXPLORES SOME OF IHESE ADVANTAGES.<br />

STRUCTICN<br />

THE PRESENT TIME THE IBM 1050 DATA COMMUNICATIONS<br />

AT<br />

SERVES AS THE INPUT-OUTPUT DEVICE FOR BOTH STUDENTS<br />

TERPINAL<br />

AUTHORS COURSES ARE WRITTEN BY THE AUTHOR IN AN EASY TO<br />

AND<br />

LANGUAGE KNOWN AS COURSEWRITER THE STUCEkT COMMUNI<br />

LEARN<br />

WITH THE -AUIHOR- BY MEANS OF A TELEPHONE DATA SET<br />

DATES<br />

AUTHOR COMMUNICATES TO THE STUDENT FROM HIS OWN TERMINAL<br />

THE<br />

MNEMONIC OPERATIONS CODES DEFINED IN THE CDURSEWRITER<br />

USING<br />

DATA COLLECTION AkD THE QUICK UPEATE CAPABILITIES<br />

LANGUAGE<br />

THE SYSTEM HAVE PROFOUND IMPLICATIONS FOR THE CONSTRUC<br />

OF<br />

OF INSTRUCTIONAL PROGRAMS AN AUTHOR CAN INTERROGATE<br />

TION<br />

SYSTEM AND OBTAIN A COMPLETE RECORD OF EACH STUDENTS<br />

IHE<br />

FROM THIS THEN HE CAN DETERMINE IF CHANGES ARE<br />

PERFORMANCE<br />

NECESSARY<br />

HELMAN E*<br />

0447<br />

FACILITIES APPROACH TO SYSTEM CONVERSION.<br />

THE<br />

PROCESSING, VOL 8 NO lO OCT 1966 3 PAGES<br />

DATA<br />

INFORMATION<br />

OPTIMUMt<br />

FACILIIIES OBJECTIVE IN SYSTEM CONVERSION IS<br />

THE<br />

PROVIDE THE BEST POSSIBLE LAYOUT FOR THE NEW<br />

TO<br />

TOGETHER WITH AN OPIIMUM RELATIONSHIP BETWEEN<br />

DPERATION<br />

FLOW, MATERIAL VOLUME, AND HARDWARE LOCATION<br />

WORK<br />

SPACE AND INFORMATION SYSTEMS DIVISION OF NAA<br />

THE<br />

AN ELEMENTAL APPROACH IN PROBLEM SOLVING TC DETAIL<br />

USES<br />

REQUIRED STEPS FOR CONVERSION WITHIN Ah EXISTING<br />

THE<br />

FACILITY.<br />

IN THIS ARTICLE ARE EXAMPLES DESIGNED<br />

OUILINED<br />

ACHIEVE THE BEST COMBINATION OF MEN, MATERIALS<br />

TO<br />

MACHINES.<br />

AND<br />

ROTHERYt BRIAN<br />

0448<br />

INFORMATION SPECIALIST<br />

THE<br />

PROCESSING, VOL. 8t NO IO OCT I966, 2 PAGES<br />

DATA<br />

COMMUNICATION<br />

RETRIEVAL<br />

ARTICLE PROVIDES A LOOK AT A hEW CLASS OR<br />

THIS<br />

THAT HAS EMERGED TO DEAL WITH THE PROBLEMS OF<br />

GROUP<br />

STRADDLING THE TECHNICAL SPECIALISTS<br />

INFORMATION<br />

THE NONTECHNICAL LAYPAN THESE PEOPLE ARE<br />

AND<br />

THE PROBLEMS OF BUSINESS AND INFORMATION<br />

APPROACHING<br />

SOME STARTLING NEW TOOLS AND DEVICES<br />

WITH<br />

ROLE OF THESE INFORMATION SPECIALISTS<br />

THE<br />

DISCUSSED BRIEFLY<br />

IS<br />

BEMER ROBERT W<br />

0669<br />

OF PROGRAMMING PRODUCTION<br />

ECONOMICS<br />

VOL 12t 9 SEPT 1966<br />

OATAMATION<br />

OOCUMENTATION, CONTROL<br />

PROGRAM,<br />

CONSIDEREO AS A PRODUCT, IS SUBJECTED TO<br />

SOFTWARE,<br />

PRODUCTION METHODS THAT MAXIMIZE EFFECTIVE UTILIZA<br />

NORMAL<br />

OF PROGRAMMER AND COMPUTER TIME, AND PROVI£E COST RE<br />

TICh<br />

FOR ALL APPLICATIONS. AMONG THE AREAS CF PROGRAM<br />

OUCTIONS<br />

DISCUSSED HERE ARE DOCUMENTATION STANGAROSt DESIGN<br />

MING<br />

CONTROLt DIAGNOSTICS, AND QUALITY CONTROL.<br />

PRODUCTION<br />

PROGRAMMERS SHOULD BE OBLIGED TO INITIALLY WRITE<br />

ALL<br />

IN A FORMAL MANNER THE ANSWERS TO SUCH QUESTIONS AS-<br />

DOWN<br />

IS THE PURPOSE OF MY PROGRAM, THE INPUTS AND OUTPUTS<br />

WHAT<br />

THEIR FORMS THE PROCESSES TO APPLY TO THE INPUTS, WHAT<br />

AND<br />

THE INVENTORY OF MY TOOLS, ETC ANOTHER MAJOR WAY OF<br />

IS<br />

PROGRAMMING COSTS IS TO BETTER THE COMMUNICATION<br />

LOWERING<br />

CONIRIBLTING PROGRAMMERS DIAGNOSTIC METHODS MUST<br />

BETWEEN<br />

THE CAUSE AND EFFECT METHOD RATHER THAN TRACING THROUGH<br />

USE<br />

PROGRAM. THIS MEANS THE PROGRAMMER MUST DEVELOP ThE<br />

THE<br />

METHOD OF -DESIGk OF EXPERIMENT THE FIRST PRO<br />

SCIENTIFIC<br />

HERE IS TO ISOLATE THE MALFUNCTION.<br />

CESS<br />

AUSTER DONALD<br />

C650<br />

CHANGE AND COGNITIVE DISSONANCE.'<br />

AIIITUDE<br />

OF MARKETING RESEARCH, VOL 2, NO 4, NOV<br />

JOURNAL<br />

PAGES<br />

5<br />

ANALYSIS<br />

CONTROLLED,<br />

COMPARATIVE EFFECT OF FACTUAL AND IDEOLOGICAL<br />

THE<br />

WAS INVESTIGATED BY MEANS OF A CONTROLLED<br />

PROPAGANDA<br />

IN WHICH MATCHED GROUPS WERE EXPOSED TO FILMS<br />

EXPERIMENT<br />

THESE PERSUASIVE TECHNIQUES. RESULTS DIS<br />

EXEMPLIFYING<br />

THE GREATER INFLUENCE OF THE IDEOLOGICAL FILM<br />

CLOSED<br />

WAS ALSO THE LEAST LIKED FURTHER ANALYSIS PROVIDED<br />

WHICH<br />

SUPPORT FOR COGNITIVE DISSONANCE AS AN EXPLA<br />

EMPIRICAL

NATION<br />

FRANK, RONALD MASSY, WILLIAM MORRISON,<br />

0451<br />

G<br />

DONALD<br />

IN MULTIPLE DISCRININANT ANALYSIS.<br />

BIAS<br />

OF MARKETING RESEARCH VOL 2, NO. 3, AUGUST,<br />

JOURNAL<br />

g PACES<br />

1965,<br />

ANALYSIS, REGRESSIGN<br />

TESTS,<br />

ESTIMATES OF PREDICTIVE POWER IN N-WAY DIS-'<br />

SAMPLE<br />

ANALYSIS ARE LIKELY TO BE SUBJECT TO A STRONG<br />

CRIMINAAT<br />

BIAS THIS BIAS OCCURS BECAUSE THE DISCRIMINANT<br />

UPWARD<br />

TENDS TO FIT THE SAMPLE DATA IN WAYS IHAT ARE<br />

TEChNIQLE<br />

BEITER THAN WOULD BE EXPECTED BY CHANCE,<br />

SYSTEMATICALLY<br />

IF THE UNDERLYING POPULATIONS ARE IDENTICAL, I.E.,<br />

EVEN<br />

PREDICTIVE POWER IRULY EXISTS SAMPLE TESTS OF ERE<br />

NO<br />

POWER AGAINST CHANCE MODELS ARE OFTEN INVALIO<br />

DICTIVE<br />

NO SIMPLE METHODS OF AOJUSTING FOR THE BIAS ARE<br />

AND<br />

AS IN THE ANALOGOUS CASE OF MULTIPLE REGRESSION<br />

AVAILABLE,<br />

NATLRE AND CAUSES OF SAMPLE BIAS ARE DISCUSSED, AND<br />

THE<br />

VALIDATION PROCEDURES ARE PRESENTED AWE ILLLSTRATED<br />

TWO<br />

CAN BE USED TO OBTAIN REALISTIC ESTIMATES OF ERE<br />

THAT<br />

POWER IN DISCRIMINANT ANALYSIS<br />

DICTIVE<br />

GREEN, PAUl E HALBERT, MICHAEL H. ROBINSON,<br />

0652<br />

J<br />

PATRICK<br />

EXPERIMENT IN PROBABILITY ESTIMATICN<br />

AN<br />

OF MARKETING RESEARCH, VOL 2, ND 3, AUGUST,<br />

JOURNAL<br />

8 PAGES<br />

1965,<br />

INFORMATION OECISICN<br />

MAKING,<br />

THE ACTIVITY DF MARKETING RESEARCH CAN BE<br />

WHILE<br />

VIEWED WITHIN A STATISTICAL DECISION THEORETIC<br />

FRUITFULLY<br />

RELATIVELY LITTLE IS KNOWN CONCERNING THE DESCRIP<br />

MOOEL,<br />

ASPECTS OF HOW PEOPLE, MANAGERS GR CONSUMERS REVISE<br />

TIME<br />

IN THE LIGHT OF NEW INFORMATION. THIS PAPER<br />

PROBABILITIES<br />

THE RESULTS OF A BEHAVIORAL STUDY IN PROBABILITY<br />

REPORTS<br />

AND THE IMPLICATIONS OF THESE FIADINGS FOR THE<br />

REVISION,<br />

USE OF DECISION THEORETIC CONCEPTS IN PRE<br />

OPERATIONAL<br />

AND DESCRIPTIVE CHOICE MAKING MODELS<br />

SCRIPTIVE<br />

SUCMAN, SEYMOUR GREELEY, ANDREW PINTO, LEONARD<br />

0453<br />

EFFECTIVENESS OF SELF ADMINISTERED QUESTIONNAIRES<br />

THE<br />

OF MARKETING RESEARCH, VDL 2 NO 3 AUGUST,<br />

JOLRNAL<br />

PAGES<br />

I965,<br />

QUESTIONNAIRE MEASUREMENT SURVEYS<br />

INTERVIEW<br />

USE OF SELF ADMINISTERED QUESTIONNAIRES IN CON-'<br />

THE<br />

WITH PERSONAL INTERVIEWS IS AN EFFICIENT DATA<br />

JUNCTION<br />

PROCEDLRE WHICH ACHIEVES A HIGH COOPERATION<br />

COLLECTION<br />

ESPECIALLY FROM TEENAGERS THIS ARTICLE DESCRIBES<br />

RATE<br />

COSTS AND COOPERATION RATES DF ALTERNATIVE METHODS<br />

THE<br />

IN AN NDRC EXPERIMENT, AND COMPARES TEE RE<br />

ATTEMPTED<br />

FOR THE SELF ADMINISTERED QUESTIONNAIRE AND THE<br />

SFONSES<br />

INTERVIEW<br />

PERSONAL<br />

DOLLECK S. FASIEAU, H H<br />

0454<br />

GEOGRAPHIC CODING<br />

COMPUTERIZED<br />

PROCESSING, VOL. B, NO. TO, OCT. 1966= 3 PAGES<br />

DATA<br />

CODING<br />

INFORMATION,<br />

ARTICLE REPORTS HOW ThE CENSUS BUREAU DEALT<br />

THIS<br />

THE PROBLEM OF SUMMARIZING INFORMATION BY<br />

WITH<br />

CODING<br />

GEOGRAPHIC<br />

OF STATISTICS MUST HAVE SPECIFIC GEOGRAPHIC<br />

USERS<br />

CONCERNING SUCH MATTERS AS THE EXACT<br />

INFORMATION<br />

OF BUSINESS FIRMS WHERE DOLLAR VOLUMES<br />

LOCATION<br />

SALES ARE AMASSED, WHAT IHINGS ARE MANUFACTURED<br />

OF<br />

WHICE AREA, AND EXACTLY HOW MANY PEOPLE LIVE WHERE.<br />

IN<br />

THE YEARS IHE U BUREAU OF CENSUS HAS IRIEC<br />

THROUGH<br />

METHODS TO OBTAIN THIS INFORMATION ITS LATEST<br />

MANY<br />

IS DESCRIBED IN THE ARTICLE<br />

METHOD<br />

DELANEY, WM A.<br />

0455<br />

THE COSIS OF COMFUTER PROGRAMS.'<br />

PREDICTING<br />

PROCESSING VOl 8 NO. iO OCT 1966, 3 PAGES.<br />

DATA<br />

DOCUMENTATION, CODING, ANALYSIS<br />

PRDGRAM<br />

ARTICLE PRESENTS A METHOD FOR ESTIMATING COSTS<br />

ThIS<br />

COMPLTER PROGRAMMING AND PREPARING SCHEDULES FOR<br />

OF<br />

RUNS.<br />

COMPUTER<br />

AUTHOR DIVIDES THE TYPICAL COMPUTER PROGRAM<br />

THE<br />

FIVE STAGES ANALYSIS AND PROBLEM DEFINITION,<br />

INTO<br />

DESIGN, CODING, CHECKOUT, AND DOCUMENTATION<br />

PROGRAM<br />

PROGRAMMING MANAGER SHDCLD SET UP REASONABLE<br />

THE<br />

DATA DR MILESTONES FOR EACH OF THESE PHASES<br />

TARGET<br />

DF ESIIMATING COST AND SCHEDULING<br />

EXAMPLES<br />

CONSIDERING THESE FIVE PHASES ARE INCLUDED<br />

WHEN<br />

THE ARTICLE.<br />

IN<br />

RIOAY, JOHN W<br />

0456<br />

IN FINDING QUALIFIED EMPLOYEES<br />

PROBLEMS<br />

VOL 59 NO. 5, NOV 1966, 3 PAGES.<br />

BANKING<br />

RECRUITMENT<br />

PERSDNNEL<br />

ARTICLE RELATES SOME OF THE COMMENTS<br />

THIS<br />

IN REPLY TD A SURVEY CONDUCTED BY BANKING<br />

RFCIEVED<br />

SURVEY DEALT WIIH THE PROBLEM OF FINDING ABLE<br />

THE<br />

QUALIFIED PERSONNEL<br />

AND<br />

222 RESPONDENTS, ALMOST TWO-THIRDS SAID THEY<br />

OF<br />

EXPERIENCING DIFFICULTIES IN FINDING QUALIFIED<br />

WERE<br />

AT ONE LEVEL OR ANOTHER CLERICAL HELP<br />

PERSONNEL<br />

TRAINEES, TELLERS, AND OTHERS ARE SOME OF<br />

MANAGEMENT<br />

PERSONNEL FOUND SCARCE<br />

THE<br />

SHAW, CERISTOPHER J<br />

D457<br />

OR COMPILE<br />

ASSEMBLE<br />

VOL. 12, 9. SEPT., 1966. 4P.<br />

DAIAMATION<br />

PROGRAM<br />

TRAININC,<br />

THIS ARTICLE SHAW REVEALS HIS THOUGHTS CN THE RELA-'<br />

IN<br />

MERITS OF PROCEDURE LANGUAGES AND ASSEMBLY LANGUAGES.<br />

TIME<br />

AREAS DISCUSSED ARE PROGRAMMER TRAINING PROGRAM PRO-'<br />

THE<br />

AND MAINTENANCE, PROGRAM COMMUNICATION AND TRANSFER<br />

DUCTION<br />

PROGRAM EXECUTICN<br />

AND<br />

DISAGREES WITH THE FREQUENTLY MADE CLAIM THAT<br />

SHAW<br />

LANGUAGES ARE EASIER TO LEARN THAN<br />

PROCEDURE-ORIENTED<br />

ASSEMBLY LANGUAGES ASSEMBLY-LANGUAGE SYN-'<br />

MACHINE-ORIENTED<br />

STAYS PRETTY MUCH THE SAME FROM ONE LANGUAGE TO THE NEXT<br />

TAX<br />

IT IS BASICALLY SIMPLE ALIHOUGH PRGCEDURE LANGUAGES<br />

AND<br />

129<br />

C458<br />

0459<br />

0460<br />

SIGNIFICANTLY THE AMOUNT OF EFFORT NEEOE FOR PRO<br />

REDUCE<br />

PRODUCTION AND MAINTENANCE, NO COMPILER YET CAN MATCH<br />

GRAM<br />

BEST EFFORTS OF A SKILLED ASSEMBLY-LANGUAGE PROGRAMMER<br />

THE<br />

CONSERVING COMPUTER TIME AND STORAGE SPACE. PROCEDURE<br />

IN<br />

THOUGH, IMPROVE COMMUNICATION OF ALGCRITHMS BE-'<br />

LAhGUAGES<br />

PROGRAMMERS AND GREATLY FACILITATE TE TRANSFER OF<br />

TWEEN<br />

PROGRAMS BETWEEN DIFFERENT COMPUTER TYPES<br />

LABOR MARKET IN AN EXPANDING ECONOMY<br />

THE<br />

RESERVE BULLETIN VOL. 52, 10 OCTOBER, 1966 12P.<br />

FEDERAL<br />

UNEMPLOYMENT<br />

MANPOWER,<br />

LABOR MARKET TIGHTENED SIGNIFICANTLY THIS PAST YEAR<br />

THE<br />

OUTPUT CONTINUED TO EXPAND AS A RESULT OF THE WIDESPREAD<br />

AS<br />

FOR MANPOWER IHE UNEMPLOYMENT RATE DECLINED- FALLING<br />

DEMAND<br />

4 PERCENT FOR IHE FIRST TIME IN ALMOST A DECADE<br />

BELOW<br />

DURABLE GOODS MANUFACTURING, ESPECIALLY THE DEFENSE<br />

IN<br />

DEFENSE-RELATED SECTORS, EMPLOYMENT GAINS HAVE BEEN<br />

AND<br />

THAN FOR THE ECONOMY AS A WHOLE. THE LARGE DEMAND<br />

FASTER<br />

LABOR HAS BEEN MET BY THE GROWTH IN TEENAGERS AND WOMEN<br />

FOR<br />

THE LABOR FORCE AND A DECLINE IN THE UNEMPLOYMENT OF<br />

IN<br />

TODAY, NEARLY 2 OUT OF 5 ADULT WOMEN ARE NOW EITHER<br />

MEN.<br />

OR SEEKING WORK IN THE ECONOMY WHILE THERE WAS A<br />

EMPLOYED<br />

REDUCTION IN THE UNEMPLOYMENT OF WHITE TEEN-AGE<br />

MODERAIE<br />

UNEMPLOYMENT AMONG NON-WHITE TEENAGERS INCREASED<br />

WORKERS,<br />

THE YEAR. WHILE WAGES WERE UP 4 PERCENT FROM A YEAR<br />

OVER<br />

IN MANUFACTURING, lh MOST NDNMANUFACTURING INDUSI<br />

EARLIER<br />

HOURLY EARNINGS HAVE RISEN FASTER. ON FEB. I, 1967<br />

RIES,<br />

MINIMUM HOURLY WAGE WILL BE RAISED IO 1.40<br />

THE<br />

BbSINESS DISCRIMINATE AGAINST EMPLOYEES ABOVE 45<br />

DOES<br />

MANAGEMENT VOL 31, 2. NOV I966 3P<br />

BUSINESS<br />

JOB<br />

RULE,<br />

ALL THE REPORTS THAT COMPANIES WILL NOT HIRE<br />

DESPITE<br />

OLDER THAN 45, AMERICAN BUSINESS LOOKS WITH FAVOR ON<br />

PEOPLE<br />

MIDDLE-AGED EMPLOYEE. THIS IS THE IMPORTANT CONCLUSION<br />

THE<br />

BE DRAWN FROM A RECENT BUSINESS MANAGEMENT SURVEY CON-'<br />

TO<br />

ON CORPORATE HIRING AND RETIREMENT POLICIES<br />

DUCTED<br />

CRUCIAL EVIDENCE SHOWS THAT NEARLY TWO-THIRDS OF<br />

THE<br />

COMPANIES REPORT AT LEAST 20 PERCENT OF THEIR WORK FORCE<br />

THE<br />

45 OR OLDER. THUS ALMOST HALF THINK OLDER EMPLOYEES ARE<br />

IS<br />

EFFICIENT AND PRODUCTIVE, ON THE WHOLE, THAN EMPLOYEES<br />

MORE<br />

45 SOME 49 PERCENT OF THE FIRMS WOULD GIVE AS MUCH<br />

UNDER<br />

TO AN EXECUTIVE JOB CANDICATE 55 OR OLDER,<br />

CONSIDERATION<br />

THEY WOULD TO A CANDIDATE 10 DR 20 YEARS YOUNGER= IF<br />

AS<br />

MEN SEEMED COMPETENT. AN EVEN BIGGER PERCENTAGE WOULD<br />

BOTH<br />

EQLAL CONSIDERAIION TO A CANDIDATE, 55 OR OLDER, FOR<br />

GIVE<br />

NON-EXECUTIVE POSITION OTHER FIGURES INDICATE THAT 41<br />

A<br />

OF THE FIRMS DO NOT EVEN HAVE A COMPULSORY RETIRE-'<br />

PERCENT<br />

RULE.<br />

MENT<br />

TO EASE INTD A MANAGEMENT INFORMATICN SYSTEM<br />

HOW<br />

MANAGEMENT VOL 31t 2 SEPTEMBER 1966 5P<br />

BUSINESS<br />

PERSONNEL INFORMATION, DATA-PROCESSING<br />

PLANNING,<br />

RAPID OBSOLENSCENCE OF COMPUTER HAROWARE PLUS ThE<br />

THE<br />

OF TECHNICAL PERSDNNEL, IS LEAOING MANY COMPANIES<br />

SHORTAGE<br />

TAKE A NEW LCDK AT DATA-PROCESSING. THIS ARTICLE EXPLORES<br />

TD<br />

TD AVOID HIGH EQUIPMENTe PERSONNELe AND OVERHEAD COSTS<br />

WAYS<br />

THE PRESENT WHILE PLAkNING FOR AN INTEGRATED MANAGEMENT<br />

FOR<br />

SYSTEM.<br />

INFORMATION<br />

MAKE A SUCCESS OF A COMPANYS CONPUTER OFERATION,<br />

TO<br />

MUST FIRST DEFINE THE ULTIMATE GOALS, NOW. ONCE<br />

MANAGEMENT<br />

KNOWS WHAT IT WANTS IT CAN USE THE STEP-BY-STEP APPROACh<br />

IT<br />

EDP USING THE BLILDING-BLOCK APPROACH ONE DF THE FIRSI<br />

TO<br />

COULD BE THE USE OF A SERVICE BUREAU EITHER A GIN-'<br />

STEPS<br />

OR A SPECIALIZED BUREAU A NEW CONCEPT, THE IN<br />

ERALIZED<br />

UTILITY MAY POINT THE WAY TO THE MANAGEMENT IN-'<br />

FORMATION<br />

SYSIEM OF THE FUTURE. THIS CONCEPT IS THAT OF A<br />

FORMATION<br />

SYSTEM WHERE MANY SUBSCRIBERS USE THE SAME FA<br />

TIME-SHARED<br />

THE ONLY ONE ESTABLISHED TO OATE IS KEYDAT CORP-'<br />

CILITY<br />

ORATION<br />

VRODM, VICTOR H.<br />

CA61<br />

REALLY MOTIVATES EMPLOYEES<br />

WHAT<br />

MANAGEMENT VOL. 3l 2. NOV. 1966. 6P<br />

BUSINESS<br />

ORGANIZATIONS, JOB<br />

SATISFACTION,<br />

THE FIRST TIME, SOCIAL SCIENTISTS ARE STUDYING<br />

FOR<br />

COMPENSATION IN A BIG WAY THE AUTHOR STUDIES THE<br />

CORPORATE<br />

APPARENT ORGANIZATIONAL STRATEGIES FOR MOTIVATING<br />

THREE<br />

AND REPORIS ON THEIR EFFECTIVENESS<br />

EMPLOYEES<br />

FIRST APPROACH, THE PATERNALISTIC APPROACH, IN-'<br />

THE<br />

INCREASING THE AMOUNT OF REWARDS AND BENEFITS OF THE<br />

VOLVES<br />

IN HOPES IHAT IT WILL MAKE THEM MORE PRODUCTIVE<br />

EMPLOYEES<br />

THE STUDY SHOWS THAT THE PATERNALISTIC APPROACH<br />

WORKERS<br />

PRIMARILY ON JOB SATISFACTION AND NOT MOTIVATION.<br />

OPERATES<br />

APPROACH THE SCIENTIFIC MANAGEMENT APPROACH, BASES<br />

ANOTHER<br />

IN DIRECT RELATIONSHIP TO THE ACCOMPLISHMENT OF THE<br />

REWARDS<br />

IT HAS A DRAWBACK IN THAT IT IS NOT A UNIVERS<br />

INDIVIDLAL<br />

APPLICABLE APPROACH A FINAL APPROACH IS CALLED PART-'<br />

ALLY<br />

MANAGEMENT AND SEEKS TO CREATE CONDITIONS UNDER<br />

ICIPATIVE<br />

EFFECTIVE PERFORMANCE CAN BE THE GOAL. FROM HIS STUD-'<br />

WHICH<br />

THE AUTHOR RECOMMENDS A EFFECTIVE INTEGRATION OF THE<br />

IES<br />

AND PARTICIPATIVE MANAGEMENT APPROACHES<br />

SCIENTIFIC<br />

PUDNEY, BETTY ANN<br />

0462<br />

ARE TAPPING A NEW LABCR PCqL<br />

BANKS<br />

VOL 59, NO. 5 NOVEMBER, 1966 PAGE<br />

BANKING=<br />

PROGRAM<br />

rRAINING<br />

ARTICLE VERY BRIEFLY DESCRIBES HOW<br />

THIS<br />

TRAINING PROGRAM IN NEW YORK CITY IS<br />

A<br />

UNEMPLOYED, UNDERPRIVILEGED<br />

TRANSFORMING<br />

INTO A NEW POTENTIAL FOR CLERICAL<br />

YOLIH<br />

IN BANKS<br />

OCCUPATIONS<br />

JORDAN, GLEN HIGGINS, DANIEL T.<br />

0463<br />

MEASUREMENT FOR CLERICAL OPERATIONS<br />

PERFORMANCE<br />

VDL 59 NO. 5 NOVEMBER, 1966, 3 P.<br />

BANKING,<br />

CONTROL<br />

PROGRAM,<br />

THIS HYPOIHETICAI CASE STUDY, BASED DN<br />

IN<br />

EXPERIENCES WITH BANKS THE AUTHORS REALISTICALLY<br />

ACTUAL

AN APPROACH TO IMPROVING CLERICAL OPERATIONS<br />

SIMULATE<br />

USE OF PERFCRMANCE STANDARDS PLUS PROVISION<br />

THROUGH<br />

DEPLOYING CLERICAL FORCES TO MEET WIDELY<br />

FOR<br />

WORKLOAD REQUIREMENTS<br />

FLLCTUATING<br />

THIS STUDY ThE BANK MANAGEMENT INITIATED<br />

IN<br />

PERFORMANCE MEASUREMENT PROGRAM TO INTROCUCE<br />

A<br />

EFFECTIVE MEANS FOR THE CONTROL OF CLERICAL<br />

AN<br />

RELATED COSIS IHIS ARTICLE DISCUSSES THE<br />

AND<br />

OF THE PROGRAM AND HOW WELL THEY WERE NET<br />

GOALS<br />

SECREST, FRED G<br />

0464<br />

BOOKKEEPING TO DECISION THEORY<br />

FROM<br />

ASSOCIATION OF ACCCUNIANTS VCL 48 NO.<br />

NATIONAL<br />

lg66 7 PAGES<br />

DECEMBER,<br />

FORECASTING, OECISICN, CUNTROL, ANALYSIS<br />

PLANNINGt<br />

ARTICLE USES THE EXPERIENCE OF FCRO MOTOR COMPANY<br />

THIS<br />

ILLUSTRATE EVOLLTIDNARY DEVELOPMENT IN ACCOUNTING FROM<br />

TO<br />

TRADITIONAL TO THE PRESENT PHASE OF DEVELOPMENT THE USE<br />

THE<br />

PERFORMANCE BUDGETSt EMPFASIS ON FORECASTING THE FUTURE,<br />

OF<br />

THE INTRODUCTION OF MISSION APPROACH TG EXPLAINING FI<br />

AND<br />

VARIANCES ARE POINTED CUT AS KEY ASPECTS OF FINAN-'<br />

NANCIAL<br />

PLANNING AND CCNTRCL<br />

DIAL<br />

ARTICLE DISCUSSES FOUR PRINCIPAL ATTRIBUTES DF THE<br />

THE<br />

ASPECTS OF FINANCIAL MANAGEMENT IT DRAWS TFE ATTENTION<br />

NEW<br />

FINANCIAL MANAGEMENT TO THE IMPLICATIONS OF THE COMPUTERe<br />

OF<br />

RESEARCH, RISK UNCERTAINTY AND SYSTEMS ANALYSIS.<br />

OPERATIONS<br />

EMPHASIZES THE IMPORTANCE OF CONTINUING IMPRCVEMENT IN<br />

IT<br />

MORE TRADITIONAL ACCOUNTING SYSTEMS WHILE EXPLOITING THE<br />

THE<br />

COMPUTER-BASED ARTS AND SCIENCES TC THE GREATEST SCALE<br />

NEW<br />

HOLZMAN, ALBERT G<br />

0465<br />

OF A LARGE SCALE INFCRMATION RETRIEVAL SYSTEM<br />

DESIGN<br />

JOURNAL OF INOUSIRIAL EhGINEERING VOL [7e NO IT<br />

THE<br />

I966 PAGES<br />

NOVEMBER,<br />

NASA TECHNCLOGY-TRANSFER<br />

DOCUMENTS<br />

ARTICLE PRESENTS THE DESIGN OF Ah INFERMATION<br />

THIS<br />

CONTAINING OYER 200,000 NASA OGCUMENTS AND SEVERAL<br />

SYSTEM<br />

INDIVIDLAL USERS IN ORDER TO FOCUS ON THE EVOLUTION<br />

HUNDRED<br />

THE PRIME SYSTEM COMPONENTS THIS IS A CUSTGMIZED INFOR<br />

OF<br />

RETRIEVAL SYSTEM TO IRA&SFER TECHNOLOGY FROM SPACE<br />

NATION<br />

INDUSTRY A MAN-MACHINE SYSIEMt IT UTILIZES A POWERFUL<br />

TO<br />

CAPABILITY AND PROFESSIONAL INFORMATION AND SUBJECT<br />

COMPUTER<br />

SPECIALISTS DIAGRAMS ARE USED TO ILLUSTRATE SOME-'<br />

MATTER<br />

OF SYSIEM EVOLUTION, INVERTED FILE, LINEAR FILE, AND<br />

MATICS<br />

PHASES OF IHE CONTRGL SYSTEM<br />

MAJOR<br />

RUBENSIEIN, ALBERT M<br />

C466<br />

EVALUATION OF RESEARCH AND DEVELOPMENT<br />

ECCNOMIC<br />

JOURNAL OF INOUSIRIAL ENGINEERING, VDL 17, NO<br />

THE<br />

1966e PAGES.<br />

NOVEMBERe<br />

INFORMATICN EVALUATION SURVEY<br />

SELECTION<br />

ARTICLE PRESENTS A DISCUSSION OF THE CURRENT STATE<br />

THIS<br />

THE ART OF ECONOMIC EVALUTAIGN OF RESEARCH AND DEVELOP-'<br />

OF<br />

IT POINTS OUT THE WIDE GAP BETWEEN ACTUAL PRACTICE ANC<br />

MINT<br />

THEORIES IN THE LITERATURE THE PRACTICAL ASPECT OF<br />

IHE<br />

IS CHARACTERIZED BY HEAVY RELIANCE CN SUBJECTIVE<br />

EVALUATION<br />

AND LITILE USE OF QUANTITATIVE METHODS.THE THEE-'<br />

JUDGEMENTS<br />

LITERATURE LEANS HEAVILY TOWARD MATHEMATICAL MODELS<br />

RETICAL<br />

UNDERLYING ASSUMPTIONS AND DATA REQUIREMENTS PRESENT<br />

WHOSE<br />

IN ATTEMPTED APPLICATION A NORTHWESTERN STUDY,<br />

DIFFICULIIES<br />

AT DESIGNING A REAL-TIME= COMPUTER-AIDED INFORMATION<br />

AIMED<br />

FOR PROJECT SELECTION, REVIEW, AND EVALUATION TO<br />

SYSIEM<br />

THE GAP IS DISCUSSED<br />

BRIDGE<br />

HUSE EDGAR F<br />

CA6?<br />

IN A MANAGEMENT DEVELOPMENT PROGRAM THAI WORKS<br />

PUTTING<br />

MANAGEMENT REVIEW, VOL 9, NO 2, WINTER 1966,<br />

CALIFORNIA<br />

PAGES<br />

8<br />

PROGRAM, PLANNED<br />

PSYCHOLOGICAL,<br />

ARTICLE DEMONSTRATES THAT A MAJOR CHANGE<br />

THIS<br />

TO BE CAREFULLY PLANNED IF IMPLEMENTATION IS<br />

NEEDS<br />

BE SUCCESSFUL, AND DESCRIBES THE BASIC PSYCHOLOGICAL<br />

TO<br />

UNDERLYING TFE IMPLEMENTATION OF A<br />

PRINCIPLES<br />

DEVELOPMENT PROGRAM.<br />

MANAGEMENT<br />

AUTHOR STATES THAT WORK PLANNING AND REVIEW<br />

IHE<br />

EFFECTIVE AS A MANAGEMENT DEVELOPMENT PROGRAM AT<br />

IS<br />

LEVELS OF MANAGEMENT. DETAILS OF STUDIES WHICH<br />

ALL<br />

TO IHIS CONCLUSION ARE GIVEN IN THE ARTICLE<br />

LED<br />

FLEMING, JOHN<br />

0468<br />

OF A BUSINESS DECISION<br />

STUDY<br />

MANAGEMENT REVIEW, VCL 9, NO. 2, WINTER 1966<br />

CALIFORNIA<br />

PAGES.<br />

6<br />

DECISION<br />

MAKING,<br />

MAKING IS THE MOST PERVASIVE ACTIVITY<br />

OECISION<br />

BUSINESS MANAGERS, BUT RELATIVELY LITTLE IS KNOWN<br />

OF<br />

HOW DECISIONS ARE ACTUALLY MADE.<br />

ABOUT<br />

ARTICLE EXAMINES A BUSINESS OPERATING<br />

THIS<br />

WITHIN THE FRAMEWORK OF THE BOUNDED<br />

DECISION<br />

DECISION THEORY. THIS RESEARCH INDICATES<br />

RATIONAL<br />

PAITERNS OF DECISION-MAKING BEHAVIOR<br />

SOME<br />

LABOLLE, V<br />

0469<br />

OF AIDS FOR MANAGERS OF COMPUTER PRCGRAMMING-'<br />

DEVELOPMENT<br />

JOURNAL OF INDUSTRIAL ENGINEERING VDL I7, NO<br />

THE<br />

8 PAGES<br />

NOVEMBERe1966<br />

PLANNING INFORMATION, ANALYSIS<br />

PROGRAM<br />

ARTICLE DESCRIBES TWO RESEARCH EFFORTS TO IDENTIFY<br />

THIS<br />

DEVELOP AIDS TO PERMIT MANAGERS TO SAVE TIME AND MONEY<br />

AND<br />

ACHIEVE BETTER PRODUCTS IN COMPUTER PROGRAMMING. THE<br />

AND<br />

IS THE CREATION OF A PLANNING GUIDE FOR COMPUTER PRO-'<br />

FIRST<br />

DEVELOPMENT. THIS OFFERS A SYSIEMAIIC APPROACH FOR<br />

GRAM<br />

THE COMPUTER PROGRAM PORTION OF COMPUTER-BASED lh<br />

PLANNING<br />

SYSTEMS. THE SECOND IS A STATISTICAL ANALYSIS OF<br />

FORMATION<br />

FOR COMPUTER PROGRAM PRODUCTICN RESULTS IN EQUA<br />

COSTS<br />

FOR USE IN BEIIER ESTIMATING OF COSTS AND PLANNING FOR<br />

TICNS<br />

PROGRAMMING TABLES AND FIGURES ARE USED TO ILLUS<br />

COMPUTER<br />

THE TWO CYCLES DISCUSSED<br />

TRATE<br />

KALFMAN, H.G.<br />

0470<br />

OF THE TECHNICIAN IN INDUSTRIAL ENGINEERING<br />

ROLE<br />

JOURNAL OF INDUSTRIAL ENGINEERING VOL 17 NO. 12<br />

THE<br />

1966 4 PAGES<br />

DECEMBER<br />

130<br />

TESTING PLANT CONTROL MATERIALS SUB-PROFESSIONAL<br />

TRANING<br />

ARTICLE POINTS OUT SCME PROBLEMS THAT ARISE<br />

THE<br />

TO MAKE GRADLATE INDUSTRIAL ENGINEERS USE TRADITIONAL<br />

TRYING<br />

TOOLS ONE PRACTICAL SOLUTION IS TO EMPLOY<br />

ENGINEERING<br />

ENGINEERING TECHNICIANS TO HANDLE THE ROUTINE<br />

INDUSTRIAL<br />

OF DATA GATHERING, HANDLING AND PRCCESSING THEREBY<br />

MAITERS<br />

THE GRADUAIE INDUSTRIAL ENGINEERING TO ENGAGE IN NOR<br />

FREEING<br />

WORK<br />

CHALLENGING<br />

CONDUCTED IN LARGE COMPANIES AND ISTITUTIONS<br />

SURVEYS<br />

IHAT COMPANIES ARE REQUIRING INDUSTRIAL ENGINEERING<br />

SHOWED<br />

IN SUBSIANTIAL NUMBERS REGARGING TRAINING RE-'<br />

TECHNICIANS<br />

SURVEYS SHOWED THE COURSES MOST NECESSARY WERE<br />

QUIREMENTS,<br />

AND WORK MEASUREMENTS, PLANT LAYOUI AND MATERIALS<br />

METHODS<br />

IN ADDITION, THE ARTICLE RECOMMENDS DUALITY CON-'<br />

HANDLING<br />

TESTING, SYSTEMS ANALYSIS, AND GPERATIGNS<br />

TROL,MATERIALS<br />

RESEARCH<br />

MOUNDALEXIS, JOHN LICHTENBERG, WARREN<br />

04Ti<br />

AALYSIS OF ORGANIZATION FAVIkG INTANGIBLE<br />

INPUT-OUTPUT<br />

OUTPUTS<br />

JOURNAL OF INDUSTRIAL ENGINEERING VCL 17 NO.<br />

THE<br />

1966 8 PAGES<br />

DECEMBER<br />

EVALUATING SERVICE<br />

ORGANIZATION<br />

ARTICLE DESCRIBES METHODOLOGY FCR EVALUATING<br />

IHE<br />

RELATIONSHIPS CF AN ORGANIZATION HAVING INTAN-'<br />

INPLI-DUIPUT<br />

OUTPUTS IT DISCUSSES THE SIX BASIC CONCEPTS OF THE<br />

GIBLE<br />

INPUT STRUCTURE, OUTPUT STRUCTURE, INPUT-OUTPUT<br />

TECHNIQUE,<br />

INPUI-ELIPUT ELEMENT INCREMENTAL ANALYSIS,<br />

INIERFACE<br />

AND TOTAL TRADE-OFF STRATEGY CF ALTERNATIVES TFIS<br />

LEARNING,<br />

IS DESIGNED TO PROVIDE MANAGEMENT WITH A UNIFORM<br />

TECHNIQUE<br />

FOR DEFINING TOTAL AND PARTIAL OEJECTIVES AND<br />

STRUCTLRE<br />

CORRESPONDING RESOURCE REQUIREMENTS IT ALSO PROVIDES<br />

THEIR<br />

SHOWING PAYOFF VERSUS RISK RELATIONSHIPS<br />

ALTERNATIVES<br />

AND DIAGRAMS ARE USED TC ILLUSTRATE THE CPERATIONS OF<br />

CHARTS<br />

VARIOUS CONCEPTS<br />

THE<br />

FEIN, MITCHELL<br />

C472<br />

COST CONTROL<br />

LABOR<br />

JOURNAL OF INDUSTRIAL EGIkEERING VOL I7 NO 12<br />

THE<br />

1966 IOPAGES<br />

DECEMBER<br />

CONIRCL<br />

INFORMATION,<br />

ARTICLE DISCUSSED CONTRCL PRINCIPLES, PRIMARILY IN<br />

THIS<br />

TO LABOR COST CONTROL IT POINTS CUT IHAT THESE<br />

RELATION<br />

CAN BE APPLIED TC CTHER AREAS CF COST AN IMPOR-'<br />

PRINCIPLES<br />

FLNDAMENTAL IS THAT COST CONTROL MUST BE CCAL-DRIENTEC,<br />

IANT<br />

OBJECTIVES CLEARLY DELINEATED THE PRIMARY AIM OF CON-'<br />

WIIH<br />

IS THE MEASUREMENT AND REGULATION OF IHE VARIANCE<br />

TRCL<br />

ARTICLE DEFINES LABOR COST CONTROL AS TECHNIQUE<br />

THE<br />

CONTROL THE FLTLRE BY TAKING A LOOK AT THE PAST TO MAKE<br />

TO<br />

AND EFFECTIVE DECISIONS ON CONTROL, MANAGEMENT MUST<br />

TIMELY<br />

THE TOTAL INFORMATIDN SYSTEM, OF WHICH COST CONTROL IS<br />

USE<br />

COMPONENT ELEVEN ESSENTIALS CF LABOR CGST CONTROL ARE<br />

A<br />

IN DETAIL,WITH CHARTS,FIGURES AND DIAGRAMS. PER<br />

DISCUSSED<br />

STANDARDS ARE ESSENTIAL TO CONTROL.<br />

FORMANCE<br />

BIRD, MALCOLM A<br />

047<br />

DOWN ON REPORTS<br />

CUTTING<br />

0474<br />

MANAGEMENT, VCL 21, NO I1, NOV. L966, 2P<br />

INTERNATIONAL<br />

INFORMATION, ANALYSING<br />

PLANNING,<br />

AUTHOR BELIEVES THAT TD MUCH INFCRMATION<br />

THE<br />

PASSED TO EXECLIIVES WITHOUT SUFFICIENT CONSIDERATICN<br />

IS<br />

ITS VALUE AND COST HE CLAIMS THAT DATA FLOW<br />

OF<br />

CAN SAVE UCH WASTED EFFORT, BUT THAT IT<br />

ANALYSIS<br />

BE INITIATED AT BOARD LEVEL<br />

MUST<br />

AUTHOR SUGGESTS SEllING UP A TEAM OF<br />

THE<br />

STAFF MEN TO UNCOVER ANO ITEMIZE ALL THE<br />

TWO<br />

PROCUCEC AND RECORDED FOR MANAGEMENT<br />

INFORMATION<br />

THE COMPANY HE DESCRIBES PLANNING THE<br />

WITHIN<br />

ANALYSING THE RESULTS, ANO USING THE<br />

STLDY,<br />

RESULTS<br />

INFORMATION CAN PAY THE WAY FOR CCMPUTER SYSTEMS<br />

BYPRODUCT<br />

PROCESSING VOL 8 NO 12 OEC 1966 PAGES<br />

DATA<br />

ANALYSIS<br />

INFORMATIONt<br />

ARTICLE IS A ROUNGUP OF UNIQUE INSTALLATIONS<br />

THIS<br />

COMPUTER APPLICATIONS ACROSS THE COUNTRY<br />

AND<br />

OF HOW BYPRDDLCT INFORMATION HAS<br />

EXAMPLES<br />

FOR SYSTEMS ARE GIVEN IN BRIEF FORM.<br />

PAID<br />

RECORDS, COMPLETE CUARTERLY REPORTS,<br />

INVENTORY<br />

ON PROFITABILIIY, SALES ANALYSIS, ITEM<br />

DATA<br />

AND CUSTOMER CLASSIFICATION ARE JUST A<br />

POPULARITY<br />

SUCH BY PRODUCTS<br />

FEW<br />

REAGAN H JR<br />

0475<br />

MOPAWK MAKE PUNCHED CARDS OBSOLETE<br />

WILL<br />

PROCESSING, VOL 8= NO 12 DEC 1966, 6 PGES<br />

DATA<br />

CONTROL<br />

PRDGRAM<br />

ARTICLE PRGVIDES US ITH A PROFILE CE<br />

IHIS<br />

OATA SCIENCES CORPORATION AND ITS II00<br />

MOHAWK<br />

KEYED DATA-RECORDERS IHIS SERIES WRITES<br />

SERIES<br />

DATA DIRECTLY ON MAGNETIC TAPE<br />

KEYED-IN<br />

BASIC FUNCTIONS OF THE SYSTEM, HOW IT<br />

THE<br />

CARDS, ITS OPERATING MODES, PROGRAM<br />

REPLACES<br />

ERROR OETECTIDNe PERFORMANCE, ANC NEW<br />

CONTROL,<br />

ARE DISCUSSED<br />

TECHNIQUES<br />

AND CONS OF CONVERSION TO THIS SYSTEM<br />

PROS<br />

SOME OISCUSSICN CN USERS EXPERIENCE ALONG<br />

AND<br />

THE AUTHORS PREDICTIONS OF WHAT THE FUTURE<br />

WITH<br />

HOLD ARE ALSO INCLUDED<br />

MAY<br />

ROTHERY, BRIAN<br />

04?6<br />

IN THE WORLD CF REALITY<br />

THEORY<br />

PROCESSINGt VCL 8 NG 12= DEC 1966, 2 PAGES<br />

DAIA<br />

PROGRAM, DECISION<br />

TESTS,<br />

ARTICLE DISCUSSES THEORY WHEN DESIGNING<br />

THIS<br />

PROGRAM FOR A NEW SYSTEM, THE SYSTEM DESIGN<br />

A<br />

MUST ASSLME THAT THE FUTURE USERS DF<br />

PROGRAMMER<br />

PROGRAM MAY INTROOUCE MANY INVALID OR FOOLISH<br />

HIS<br />

INTO THE PROGRAM THAT MAY DESTROY THE<br />

STATEMENTS<br />

OF THE SYSTEM THE SYSIEM DESIGN PROGRAMMER<br />

THEORY<br />

IHE SYSTEM WITH SOPHISTICATED DECISION TABLES<br />

TESIS

EQUATIONS TO ANTICIPATE THESE POSSIBLE<br />

AND<br />

AND COMBINATIONS<br />

ALTERNATIVES<br />

SACKS, EDWARD<br />

C47T<br />

THE BESI DESIGN WITH FLOWCHARTS.'<br />

PICKING<br />

PROCESSING, VCL 8, ND 12, 1966, PAGES<br />

DATA<br />

INDEXING, EVALLATE, DOCUMENTATION,<br />

INFCRMATION,<br />

DAIA-PRCCESSING<br />

ARTICLE SLGGESTS THAI WITH THE AID CF<br />

THIS<br />

SIMPLIFIED FLOW-CHARTING IECHNIQUE, DATA-PRCCESSING<br />

A<br />

DESIGNER CAN EVALUATE NUMBER OF ALTERNATIVES<br />

SYSTEM<br />

DISPLAYED BEFORE HIM THE METhLD IS NOT<br />

CLEARLY<br />

TO INFORMATICN HANDLING ANY DESICN PRCBLEM<br />

LIMITED<br />

SPECIFIC INPUTS, OUTPUTS, AND REQUIREMENTS<br />

WITH<br />

USE THE SAME LCGICAL IHEUGHT PROCESSES<br />

CAN<br />

OF FLOW-CHARTING ARE A CLEAR DISPLAY<br />

ADVANTAGES<br />

ALTERNATIVES INDICATICN CF GAPS IN TCTAI SYSTEM<br />

OF<br />

MORE UNDERSTANDABLE CGMMUNICATICN, AND<br />

REQUIREMENTS,<br />

DOCUMENTATION<br />

METHODICAL<br />

CHART SYMBOLS AND SAMPLE FLOW CHARTS CF AN<br />

FLOW<br />

OPERATION ARE INCLLDED<br />

INDEXING<br />

KAIMANN, RICHARD<br />

0478<br />

TD THE FILE-- RANDOMIZE OR INDEX.'<br />

ENTRY<br />

PROCESSING VOL 8, NC I2, DEC 1966,<br />

DATA<br />

EVALUATE<br />

INDEX,<br />

TO THE MEMORY FILE HAS LEND BEEN AN AREA OF<br />

ENTRY<br />

INTEREST AND IMPORTANCE TD DESIGNERS ANC USERS OF<br />

PRIME<br />

EDP SYSTEMS THIS ARTICLE EXPLAINS TWO OF THE OF<br />

LARGE<br />

TECHNIQLES AND PRCVIDES MEANS TO EVALUATE<br />

SUGGESTED<br />

FCR ONES SPECIFIC NEEDS<br />

THEM<br />

DESCRIBING THE FALTERS INVOLVED IN EACH METHOD<br />

AFTER<br />

AUTHOR PDINIS OLI ADVANTAGES OF EACH-- RANDEMIZINGHDD,<br />

THE<br />

INDEXING CHARTS ILLUSTRATE EACH METHOD IZINGHOD<br />

AND<br />

FRIED, LOUIS<br />

04?9<br />

AND THE ORGANIZATION<br />

PSYCHOCYBERNETICS<br />

PROCESSING VOI B, NO II, NOV 1966, 6 PAGES<br />

DATA<br />

INFDRMATICN, ANALYSIS<br />

ORGANIZATION,<br />

ARTICLE PRESENTS AN ANALYSIS OF THE<br />

THIS<br />

SYSTEM, THE MAN-MADE INTER<br />

PSYCHOCYBERNETIC<br />

INFDRMAIIGN SYSTEM, AS APPLIED TO THE<br />

COMMUNICATING<br />

ORGANIZATION<br />

ALTHOR ATTEMPTS TO DESCRIBE THE RELATICNSHIPS<br />

THE<br />

WITHIN THE ENVIRONMENT, RATHER THAN THE DETAILS<br />

EXISTING<br />

THE ENVIRONMENT ITSELF THE THREE MAJCR ELEMENTS CF<br />

OF<br />

PROBLEM OF RELATIONSHIPS ARE THE PSYCHOCYBERNETIC SYSTEM<br />

THE<br />

AND THE ENVIRONMENT THESE RELATICNSHIPS MUST<br />

WITHIN,<br />

UNDERSTOOD IN MAIHEMATICAL TERMS COMMUNICABLE TO A<br />

BE<br />

IN ORDER TC ARRIVE AT A SUCCESSFUL SYSTEM<br />

COMPUTER<br />

OF THE ARTICLE DISCUSS THE FLOWCHART METHOD,<br />

SECTIONS<br />

LEWINS POSTULATES, AND USE IN SPACE RESEARCH<br />

MOCELS<br />

LITTLE, JOHN D C<br />

0480<br />

MODEL OF ADAPTIVE CONIRDL OF PROMGTICAL SPENEING<br />

A<br />

RESEARCH VOL 14, 6 NOV -DEC..,., 1966. 20<br />

OPERATIONS<br />

INFORMATICN, CONTREL, ANALYSIS<br />

OPTIMAL,<br />

TRY TO CCNDUCI THEIR MARKETING OPERATIONS SO<br />

COMPANIES<br />

TO RESPOND TO CHANGING MARKET CONDITIONS A MODEL OF SUCH<br />

AS<br />

PROCESS IS STUDIED FOR THE CASE OF SETTING PROMOTION RATE<br />

A<br />

ADAPTIVE SYSTEM IS DEVISED THAT WORKS AS FELLOWS- IN-'<br />

AN<br />

ABOUT SALES RESPCNSE IS CCLLECTED BY PERFORMING<br />

FORMATION<br />

THE EXPERIMENTAL RESULTS ARE USED TC UPDATE A<br />

EXPERIMENT<br />

RESPONSE MODEL PROMOTION RATE IS CHOSEN TO MAXIMIZE<br />

SALES<br />

PROFIT IN IHE NEXT TIME PERIOD THE CYCLE IS RE-'<br />

EXPECTEO<br />

THE MODEL EMPLOYS A QUADRATIC SALES RESPONSE FUNC<br />

PLATED<br />

WIIH A PARAMETER THAT CHANGES ACCORDING TO A FIRST<br />

TION<br />

AUTO REGRESSIVE PROCRESS THE OPTIMAL ADAPTIVE SYSTEM<br />

ORDER,<br />

OLT TO INVCLVE EXPONENTIAL SMOOTHING CF THE EXPERT-'<br />

TURNS<br />

RESULTS THE ADAPTIVE SYSTEM IS FOUND TO WORK BETTER<br />

MENTAL<br />

VARIOUS OTHER PCLICIES IN A SENSITIVITY ANALYSIS, AN<br />

THAN<br />

SYSTEM DERIVED FOR ONE UNDERLYING MODEL OF TEE<br />

ADAPTIVE<br />

IS FOUND TC PERFORM WELL EVEN WhEN CERTAIN<br />

MARKET<br />

ACTUALLY APPLY<br />

MODELS<br />

LAWLER, L BELL,M.D<br />

G481<br />

METHOD FOR SOLVING DISCRETE OPTIMIZATION PRCBLEMS<br />

A<br />

RESEARCH VOL 14, 6 NOV -DEC., 1966 12P<br />

OPERAIICNS<br />

LINEAR-PROGRAMMING<br />

PAPER DESCRIBES A SIMPLE, EASILY-PROGRAMMED METHOD<br />

THIS<br />

SOLVING DISCRETE OPTIMIZATICN PROBLEMS WITH MONOTONE<br />

FOR<br />

FUNCTICNS AND COMPLETELY ARBITRARY--PCSSIBLY NON-'<br />

OBJECTIVE<br />

THE MOCEL IS ESSENTIALLY ONE OF PARTIAL<br />

CONVEX--CUkSTRAINTS<br />

AND IS CLLSELY RELATED TC THE -LEXICOCRAPHIC-<br />

ENLMERATION,<br />

OF GILMORE AND GOMORY FOR THE -KNAPSACK- PROBLEM<br />

ALGORITHM<br />

TO THE -ADDITIVE- ALGORITM OF BALAS FOR THE GENERAL<br />

AND<br />

LINEAR-PRCGRAMMING PREBLEM THE RESULTS OF A NUMBER<br />

INTEGER<br />

SAMPLE COMPUTATIONS ARE REPORTED THESE INDICATE THAT THE<br />

OF<br />

IS CDMPUTATIGNALLY FEASIBLE FOR PROBLEMS IN WHICH<br />

METHOD<br />

NUMBER OF VARIABLES IS FAIRLY SMALL<br />

THE<br />

EWEN, RCBERT B SMITH, PATRICIA C HULIN,CFARLES L.<br />

C482<br />

A<br />

LOCKE,EDWIN<br />

EMPIRICAL TEST OF THE HERZBER TWO-FACTOR THECRY<br />

AN<br />

OF APPLIED PSYCHOLOGY, VDL 50, NG<br />

JOURNAL<br />

lg66e PAGES<br />

DECEMBER,<br />

SATISFACTION, JOB<br />

TEST,<br />

OF AN EMPIRICAL TEST OF THE HERZBERG TWO--'<br />

RESULTS<br />

THEORY OF JOB SATISFACTION ARE REPORTED A NUMBER<br />

FACTOR<br />

HYPOIHESES FOR WHICH THE HERZBERG THEORY AND TRADITIONAL<br />

OF<br />

THEORY MAKE DIFFERENT PREDICTIONS WERE<br />

UNIDIMINSIONAL<br />

THE INTRINSIC VARIABLES ,-SATISFIERS-, WERE<br />

TESTED<br />

ITSELF AND PROMOTIONS, AND THE EXTRINSIC VARIABLE<br />

WORK<br />

WAS PAY NEITHER THE HERZBERG THEORY NOR THE<br />

-OISSATISFIER-<br />

THEORY WAS SUPPORTED BY THE DATA INSTEAD,<br />

TRADITICNAL<br />

INDICATE THAT INTRINSIC FACTORS ARE MORE STRONGLY<br />

RESULTS<br />

TO BOTH OVERALL SATISFACTION AND OVERALL DISSATIS-C<br />

RELATED<br />

THAN THE EXTRINSIC FACTOR, PAY AND SUGCEST THAT<br />

FACTION<br />

OF THE EXTRINSIC VARIABLE MAY DEPEND ON THE<br />

FUNCTIONING<br />

CF SATISFACTICN WITH THE INTRINSIC VARIABLES<br />

LEVEL<br />

GRAEN, GEORGE B<br />

C4BB<br />

TEST OF THE HERZBERG TWO-FACTCR THEORY<br />

EMPIRICAL<br />

131<br />

OF APPLIED PSYCHOLOCY, VOL 50, NO 6,<br />

JOURNAL<br />

1966, 4 PAGES<br />

CECEPBER,<br />

SELECTED SATISFACTION, JOB, ANALYSIS<br />

TEST,<br />

TWO-WAY ANALYSIS DF VARIANCE ON SELECTED A PRIORI<br />

A<br />

WAS PERFORMED ON THE DATA FROM THE STUDY BY<br />

CONTRASTS<br />

HULIN, AND LOCKE, 1966 THE RESULTS CLEARLY<br />

EWEN,SMITH,<br />

THE TRADITIONAL THECRY WITHOUT THE ASSUMPTION THAT<br />

SUPPORI<br />

VARIABLES ARE EQUALLY POTENT CONTRIBUTORS TC JOB SATIS-'<br />

ALL<br />

AND ARGUE AGAINST ThE IWO-FACIOR THEORY THE<br />

FACTION<br />

OF THE SATISFIER WAS DEMONSTRATED TO BE MUCH<br />

CONTRIBLTION<br />

THAN THAT OF THE DISSATISFIER TC BCTH SATISFACTION<br />

GREATER<br />

DISSATISFACTION IT WAS CONCLUDED THAT THE DISTINCTION<br />

AND<br />

SATISFIERS AND DISSATISFIERS IS NO LCNGER REASON-'<br />

BETWEEN<br />

FURTHER, /HE MOST LIKELY CANOIDAIE CN WHICH TO MAKE<br />

ABLE<br />

DISTINCTION BETWEEN MORE AND LESS POTENT CONTRI8UTERS<br />

THE<br />

JOB SATISFACTION APPEARS TO BE THE INTRINSIC AND<br />

TO<br />

CLASSIFICATION<br />

EXTRINSIC<br />

FEIST, JESS<br />

0484<br />

VALUE GF SVIB PRIMARY AND REJECT PAIIERNS<br />

PREDICTIVE<br />

OF APPLIED PSYCHOLOGY, VOL 50, NO) 6,<br />

JOLRNAL<br />

1966, PAGES<br />

DECEMBER,<br />

ADMINISTERED<br />

JOBS,<br />

STRONG VOCATIONAL INTEREST BLANK IS SOMETIMES<br />

IHE<br />

WITH ALL MEMBERS OF A HIGH SCHOOL CLASS. THE PRESENT<br />

USED<br />

ATTEMPTED TO ESTIMATE THE RELATICNSHIP<br />

INVESTIGATION<br />

SCORES MADE CN THIS INVENTORY WHEN ADMENISTERED<br />

BETWEEN<br />

LARGE GROUPS OF HIGH SCHOOL BOYS AND OCCUPATIONS THEY<br />

TO<br />

FCLLOW BY COMPARING THEIR PRIMARY AND REJECT<br />

SUBSEQUENTLY<br />

WITH THEIR PRESENT JCBS WHEN THESE JC8S WERE<br />

PATTERNS<br />

ON THE BASIS OF THE INTEREST RATINGS FOUND IN<br />

CLASSIFIED<br />

U E S MANUAL, -ESTIMATES OF WORKER TRAIT REQUIREMENTS<br />

THE<br />

4,CC0 JOBS- SIGNIFICANT RELATIONSHIPS WERE FOUND TO<br />

FOR<br />

BETWEEN 6 SVIB PAITERNS AND U S E.S INTERST FACTORS<br />

EXIST<br />

FINDINGS SUGGEST THAT THE SVIB SHEWS PROMISE IN<br />

THESE<br />

BROAD INTEREST FACTORS ASSOCIATED WITh JOBS WHEN<br />

ASSESSING<br />

AND REJECT PATTERNS ARE USED<br />

PRIMARY<br />

GRAEN, GEORGE<br />

0485<br />

AND HYGIENE DIMENSICNS FOR R-+-D ENGINEERS<br />

MOIIVATOR<br />

OF APPLIED PSYCHOLOGY, VOL 50, NO. 6<br />

JOLRNAL<br />

1966, 4 PAGES<br />

DECEMBER<br />

MEASUREMENT PSYCHOMETRIC RESEARCH OEVELOPMENT<br />

WORK<br />

2-FACTOR THECRY APPEARS TO DEFER PROMISING<br />

HERZBERGS<br />

10 NEW RESEARCH ON WORK MOTIVATION ONE OF THE MAIN<br />

LEADS<br />

IN FOLLOWING THESE LEADS IS THAT THE MEASUREMENT<br />

PROBLEMS<br />

THE WORK FACTORS MUST BE ACCOMPLISHED ThROUGh INTER-'<br />

OF<br />

THE PURPOSE OF THIS STUDY WAS TO DEVELOP PSYCHO-'<br />

VIEWERS<br />

MEASURES OF THESE WORK FACTORS THROUGH ThE METHOD<br />

MEIRIC<br />

FACTOR ANALYSIS A QUESTIONNAIRE WAS DEVELCPED BASED<br />

OF<br />

HERZBERGS CLASSIFICATICN SCHEME ENGINEERS SERVED<br />

UPON<br />

SUBJECTS THE RESULTS SHOW THAT THE DIMENSIONS PROPOSED<br />

AS<br />

HERABERG WHEN REPRESENTEC AS ITEMS AND RATED BY SU@JECIS<br />

BY<br />

NOT RESULT IN HOMOGENEOUS GROUPINGS IN THE FACTOR--'<br />

D0<br />

SENSE<br />

ANALYTIC<br />

FRIEDLANDER, FRANK<br />

C486<br />

VS NONWORK AMONG OCCUPATIONALLY STRATIFIED GROUPS<br />

WORK<br />

OF APPLIED PSYCHOLOGY, VOL 50, NO 6,DECEMBER<br />

JOURNAL<br />

5P<br />

1966,<br />

EDUCATION QUESTIONNAIRE SOCIAL-CLASS<br />

SATISFACTION<br />

IMPORTANCE OF WORK-RELATED VERSUS NONWCRK-RELATED<br />

THE<br />

AS OPPORTUNITIES FOR SATISFACTION WAS CCMPAREO<br />

FACTORS<br />

LOW-,MEDIUM-, AND HIGh-STATUS GROUPS, AND BETWEEN<br />

AMENG<br />

AND BLLE-CGLLAR OCCUPATIONAL GROUPS BY<br />

WHITE-COLLAR<br />

OF QUESTIONNAIRE RESPONSES FROM 1,468 CIVIL<br />

ANALYSIS<br />

RESIDENT EMPLOYEES CF A GOVERNMENT COMMUNITY<br />

SERVICE<br />

HIERARCHY, IN TERMS OF INCREASING IMPORTANCE, WAS<br />

VALUE<br />

EOUCATION, CHURCH, WORK-CONTEXT, AND WORK--'<br />

RECREATION,<br />

FACTORS SIGNIFICANT DIFFERENCES WERE FOUND BETWEEN<br />

CONTENT<br />

VALUE SYSTEMS OF WHITE-COLLAR AND BLUE-COLLAR GROUPS<br />

THE<br />

NO SIGNIFICANT DIFFERENCES WERE FCUND BETWEEN<br />

HOWEVER,<br />

AND HIGH-STATUS GROUPS UNLESS THE OCCUPA<br />

LOW-,MEDIUM-,<br />

GROUP OF IHE EMPLOYEE WAS SIMULTANEOUSLY CONSIDERED.<br />

IIONAL<br />

DIFFERENCES BETWEEN WHITE-COLLAR AND BLUE-COLLAR<br />

THEN,<br />

WERE MARKED IN TFE HIGH-STATUS LEVEL.<br />

VALLES<br />

GRACE GLORIA LAUER<br />

C487<br />

EMPIRICAL METHODS TO COMPUTER-BASED SYSTEM DESIGN<br />

APPLYING<br />

OF APPLIED PSYCHOLOGY, VOL 50, NO 6,DECEMBER<br />

JOURNAL<br />

gP<br />

1966,<br />

INFORMATION, ANALYSIS<br />

PERSONNEL,<br />

STUDY PROVIDES INFORMATION ABCUT THE CLARITY<br />

THIS<br />

USEFULNESS OF PRINTOUT FORMATS DESIGNED FCR USE BY<br />

AND<br />

NDNPROGRAMMER PERSENNEL THREE PRINTOUT FORMATS<br />

MILITARY<br />

THE SAME INFORMAIION WERE DESIGNED IMMEDIATELY<br />

CONTAINING<br />

THE EXPERIMENTAL SESSIONS, ATTITUDE INFORMATION<br />

FOLLOWING<br />

COLLECTED IN INDIVIDUAL INTERVIEWS PRINTOUT FORMATS<br />

WAS<br />

SETS OF INTERPRETATION QUESTIONS WERE CCMBINED FOR<br />

AND<br />

USING LATIN-SQUARE DESIGN ANALYSIS OF VARIANCE<br />

ANALYSIS<br />

EXPERIMENTAL TREATMENT CONDITIONS, PRINTOUT FORMATS,<br />

SHOWED<br />

PRACTICE EFFECT TO BE SIATISTICALLY SIGNIFICANT<br />

AND<br />

RESULTS SUPPORTED INFCRMATION MEASURE FINDINGS<br />

AITITUDE<br />

HOWELL, MARGARET A<br />

C488<br />

EFFECTIVENESS CF PHYSICIANS IN A FEDERAL<br />

PERSONAL<br />

CRGANIZATION<br />

OF APPLIED PSYCHOLOGY, VCL 50, ND &,DECEMBER<br />

JOURNAL<br />

9P<br />

i966<br />

SELECTICN PSYCHELOGICAL ORGANIZATION MEDICAL<br />

SUPERVISORS<br />

HIGH AND LCW CRITERION GROUPS CF U<br />

CCNTRASTING<br />

HEALTH SERVICE PHYSICIANS WERE IDENTIFIED ON THE<br />

PUBLIC<br />

OF SPONTANEOUS COMMENTS ABOUT PERSONAL CHARACTERISTICS<br />

BASIS<br />

IN SLPERVISORS EFFICIENCY REPORTS THE TWO<br />

APPEARING<br />

WERE COMPARED ON PERSONALITY INVENTORIES AND OTHER<br />

GRCbPS<br />

SIGNIFICANT GROUP DIFFERENCES, 10 LEVEL OR<br />

MEASURES<br />

WERE FOUND ON PERSONALITY INVENTCRY SCALES AN<br />

BELOW,<br />

SELECTION INTERVIEW, SCORES DERIVED FROM A<br />

EMPLOYMENT<br />

EQUATION FOR THE CALIFORNIA PSYCHOLOGICAL<br />

REGRESSION<br />

FOUND TC BE PREDICTIVE OF PERFORMANCE IN MEDICAL<br />

INVENTORY<br />

SCORED SECTICNS OF SUPERVISORY EFFICIENCY REPCRTS,<br />

SCFCOL

IN ATTITUDES ABOUT THE EMPLOYMENT SITUATION THE<br />

AND<br />

DID NOT DIFFER ON MEASURES OF APTITUDE, ACFIEVEMENT<br />

GROUPS<br />

AND VALLES<br />

CREATIVITY,<br />

BRICGS GEORGE E. JOHNSTON WILLIAM A.<br />

0489<br />

OF A CHANGE IN SYSTEM CRIIERIA OF<br />

INFLUENCE<br />

PERFORMANCE.<br />

OF APPLIED PSYCHOLOGY VOL. 50• ND<br />

JOURNAL<br />

I966 6 PAGES<br />

DECEMBER•<br />

CONTROLLERS<br />

TRAINING<br />

SIMULATED GROUND-CO&TRCLLED AERIAL INTERCEPT<br />

IN<br />

TWO-MAN TEAMS OF RADAR CONTROLLERS TRANSFERREO TO<br />

TASKe<br />

SIMPLE OR COMPLEX CRITERION CONDITIONS FOLLOWING<br />

EIIHER<br />

UNDER SIMPLE CRIIERIA UPON TRANSFER TO SIMPLE<br />

TRAINING<br />

CONDITIONS, TEAMS ADAPTED PERFORMANCE RAPIDLY<br />

CRITERION<br />

IHE NEW CRITERION HOWEVER, UPON TRANSFER TD COMPLEX<br />

TO<br />

TEAMS CONIINUED TC EMPHASIZE THAT ASPECT OF<br />

CRITERIA•<br />

APPROPRIATE DURING THE PREVIOUS SIMPLE CRITERION<br />

PERFORMANCE<br />

CONDITIONS.<br />

THOMPSON, H E BERANEKt W.t<br />

0490<br />

EFFICIENT USE OF AN IMPERFECT FORECAST<br />

THE<br />

SCIENCE VOL. 13, 3. NOV 1966 TO<br />

MANAGEMENT<br />

INFORMATIDNe FORECAST, EVALUATED• DECISION<br />

OPTIMALe<br />

PAPER ILLLSTRATES HOW INDIVIDUAL FORECASTS ANC<br />

THIS<br />

TECHNIQUES MAY BE EVALUATED BY THE USE OF EST-'<br />

FORECASTING<br />

DECISION THEORY GIVEN THE PROBABILITY DISTRIBUTION<br />

ABLISHED<br />

THE FORECAST ERRORt WE FIRST FIND THE OPTIMAL STRATEGY<br />

OF<br />

A DECISION PROCESS--HOW TO MAKE THE MOST EFFICIENT USE<br />

FOR<br />

A FORECAST. AFTER EXPRESSING THE EXPECTED PROFIT OF THE<br />

OF<br />

STRATEGIES IN TERMS OF THE PROBABILITY EF A CORRECT<br />

OPTIMAL<br />

THE AUTHORS ILLUSTRATE HOW TO FIND THE VALUE OF<br />

FORECAST<br />

IMPERFECT FORECAST AND THE VALUE OF A FORECASTING TECH<br />

AN<br />

WITH THIS INFORMATION THEY CAN DETERMINE WHEN TO<br />

NIQLE.<br />

A FORECAST• THE MAXIMUM AMOUNT TO PAY FOR BOTH A<br />

USE<br />

AND A FORECASTING METHOD, AND THE CONDITIONS UNDER<br />

FORECAST<br />

IT IS WORIHWHILE TO AITEMPT TO IMPROVE THE ACCURACY<br />

WHICH<br />

A FORECASTING METHOD<br />

OF<br />

STEINKAMP, STANLEY<br />

0491<br />

CFARACTERISTICS OF EFFECTIVE INTERVIEWERS<br />

SOME<br />

OF APPLIED PSYCHOLOGY, VOL 50, NO.<br />

JOURNAL<br />

1966 6 Po<br />

DECEMBER<br />

SELECTED, INFDRMATIO&, EVALUATIONS<br />

IESIS,<br />

ADDRESSES WERE SELECTED ON A PROBABILITY BASIS<br />

SAMPLE<br />

THE RECORDS OF FINANCIAL INSTITUTIONS AND IHE HOLDINGS<br />

FROM<br />

TO THE INTERVIEWER WERE COMPARED WITH INSTITUTIONS<br />

REPORTED<br />

FOR THE DAY OF THE INTERVIEW THE FREQOENCY WITH<br />

RECORDS<br />

AN INTERVIEWER OBTAINED INFORMATION ABOUT THE<br />

WHICH<br />

ACCOUNIS FORMS THE BASIS FOR THE CRITERIA OF<br />

VALIDATED<br />

EFFECTIVENESS. IT WAS FOUND THAT TFE MORE<br />

INTERVIEWER<br />

INTERVIEWERS SCORED SIGNIFICANTLY HIGHER ON THE<br />

EFFECTIVE<br />

AND INTRACEPTION TESIS AND LOWER CN TFE SUCCORANCE<br />

DOMINANCE<br />

CHANGE TESTS OF THE EDWARDS PERSONAL PREFERENCE<br />

AND<br />

EPPS IN ADDITION, THEY SCORED SIGNIFICANTLY<br />

SCHEDULEr<br />

IN FEFERENCE EVALUATIONS OF SELF-CONFIDENCE AND<br />

H2GHER<br />

TO DETAIL.<br />

ATTENTICN<br />

NEWMAN, R JR. HUNT D L RHODES FEN<br />

0492<br />

OF MUSIC ON EMPLOYEE ALTITUDE AND PRODUCTIVITY<br />

EFFECTS<br />

OF APPLIED PSYCHOLOGY, VOL 50, NO.<br />

JOURNAL<br />

1966• 4 P<br />

DECEVBER<br />

PERSONNEL<br />

EXPERIMENT WAS DESIGNED TO LOOK AT THE EFFECTS OF<br />

AN<br />

TYPES OF MUSIC• VERSUS NO MUSIC, ON THE QUANTITY AND<br />

FOUR<br />

OF PRODUCTION AND THE ATTITUDE CF WORKERS ENGAGED<br />

QUALITY<br />

THE ROUTINE TASK OF ASSEMBLING AND PACKING SKATEBOAROS<br />

IN<br />

WERE 26 ASSEMBLY-LINE PERSONNEL BETWEEN THE<br />

SUBJECTS<br />

OF 18 AND 23° FOUR TYPES DF MUSIC WERE PLAYED<br />

AGES<br />

SHOW FOLK• AND POPULAR THESE WERE CONTRASTED<br />

DANCE<br />

PERIODS DURING WHICH NO MUSIC WAS PLAYED MUSIC<br />

WITH<br />

WERE BALANCED WITH RESPECT TO DAYS OF THE WEEK<br />

CONDIIICNS<br />

A PERIOD OF 5 WKS. RESULTS SHOWED THAT, WHILE EMPLOYES<br />

OVER<br />

A HIGHLY FAVORABLE ATTITUDE TOWARD MUSIC AND THOUGHT<br />

HAD<br />

DID MORE WORK WITH IT THERE WAS NC CHANGE IN<br />

THEY<br />

PRODUCTIVIIY<br />

MEASURED<br />

PRIEN ERICH P.<br />

0493<br />

CHARACTER OF CRITERIA ORGANIZATION CHANGE<br />

DYNAMIC<br />

OF APPLIED PAYCHOLOGY• VOL 50• NO.<br />

JOLRNAL<br />

966. 4 P.<br />

OECEMBER<br />

JOB, ANALYSIS<br />

ORGANIZATION•<br />

THOUGHT AND RESEARCH ON CRITERION DEVELOPM<br />

PREVIOUS<br />

MEASUREMENT PROBLEMS RELATED TO SCALING AND<br />

EMPHASIZE<br />

PROBLEMS CREATED BY THE SPONSOR, VALUES OF THE<br />

ANALYSlS<br />

ASPECTS OF DERIVING A COMPOSITE CRITERION,<br />

RESEARCHER,<br />

THE DYNAMIC CHARACTER OF JCB REGUIREMENTS RELATED TO<br />

AND<br />

LEARNING THERE IS AN ADDITIONAL VARIABLE TO<br />

INCUMBENT<br />

CONSIDERED ORGANIZATION CHANGE AND THE EFFECT OF<br />

BE<br />

NEEDS DN THE NATURE OF THE CRIIERIA CF INDIVIDUAL<br />

CHANGING<br />

JOB DUTIES MAY REMAIN STATIC UNDER THESE CIRCUM-'<br />

JOBS<br />

ONLY THE RELEVANCE OF PERFORMANCE CHANGES.<br />

STANCES<br />

MCGREW• J.M MARCIA, J WRIGHT,C.K<br />

0494<br />

PROGRAM• IEXT LECTURE AS INSTRUCTIONAL MEDIA<br />

BRANCHING<br />

OF APPLIED PSYCHOLOGY VOL 50, NO. 6<br />

JPURNAL<br />

I966 4P.<br />

DECEMBER<br />

CONTROLS, ANALYSIS<br />

PRDGRAM<br />

COMPARATIVE STUDIES CF PROGRAMS WITH CONVENTIONAL<br />

MOST<br />

HAVE COMPARED A LINEAR PROGRAM PLUS LECTURE CONDITION<br />

MEDIA<br />

EITHER A LECTURE-ALONE PROGRAM-ALONE, OR TEXT-ALONE.<br />

WIIH<br />

DESIGN RESULTS IN NONCOMPARABLE TREATMENT GROUPS•<br />

THIS<br />

IHE EXPERIMENIAL SUBJECTS MAY EITHER BE GIVEN<br />

SINCE<br />

TIME TO USE THE PROGRAM OR ARE EXPCSEC TO THE SAME<br />

MORE<br />

TWICE. THE PRESENT STUDY, UTILIZING A BRANCHING<br />

MATERIAL<br />

CONTROLS FOR THESE POSSIBLE ERROR FACTORS<br />

PROGRAM<br />

UPON THE PERFORMANCE CF 66 UNDERGRADUATE SUBJECTS<br />

BASED<br />

ANALYSIS OF COVARIANCE SUGGESTSTHAT SHEER REPETITION<br />

AN<br />

MATERIAL, REGARDLESS OF THE MEDIUM EMPLOYED IS A<br />

OF<br />

FACTOR INFLUENCING THE OUTCOME OF COMPARATIVE<br />

SIGNIFICANT<br />

STUDIES.<br />

132<br />

WHEN CGMPANIES FIRE PEOPLE<br />

C495<br />

MANAGEMENT VOL 31, I. OCTOBER, 1966• P<br />

BUSINESS<br />

PLACEMENT<br />

SURVEY REPORTS ON HOW 68 COMPANIES HANDLE THE<br />

THIS<br />

BUSINESS OF FIRING PEOPLE INTERESTINGLY, MOST<br />

DELICATE<br />

SOME KIND OF SEVERANDE PAY.<br />

PROVIDE<br />

OVER HALF DF THE COMPANIES -57- PERCENT GIVE SEV-'<br />

WELL<br />

PAY THAT IS OVER AND ABOVE WHAT THE INDIVIDUAL HAS<br />

ERANCE<br />

EARNED ANOTHER I5 PERCENT WEIGH EACH CASE ON ITS<br />

ACTUALLY<br />

OVER 80 PERCENT OF IHE PARTICIPATING FIRMS REPORT<br />

MERITS<br />

HAVE NO FORMAL POLICY FOR SEVERING A MAN FROM THE CON<br />

THEY<br />

WHENEVER SOMEONE IS FIRED, SEVEN OUT OF TO COMPANIES<br />

MANY<br />

THAT THE EMPLOYEE LEAVE THE FIRM THE DAY HE IS FIRED<br />

INSIST<br />

AS NOT TO AFFECT HIS CO-WORKERS IF THE TERMINATED EM<br />

SO<br />

HAS ACCRLED VACATION TIMEr 90 PERCENT OF THE FIRMS<br />

PLOYEE<br />

HIM FOR IHE TIME. WHEN A MAN IS RELEASED IT IS USUALLY<br />

PAY<br />

INCOMPETENCE. THE CASE FOR GOOD REFERENCE CHECKING BE<br />

FOR<br />

HIRING IS BOLSTERED BY THE REPORIS OF MANY OF THE<br />

FORE<br />

COMPANIES<br />

THE DANGERS OF EXECLTIVE ISCLATION-A<br />

C496<br />

MANAGEMENT VOL. 3I, OCTOBER• 1966. 9P<br />

BUSINESS<br />

COLNSELCR<br />

HE ADMITS IT OR NOT, EVERY TOP EXECUTIVE FACES<br />

WHETHER<br />

DANGER OF BECOMING ISOLATED FROM THE EXECUTIVES BENEATH<br />

THE<br />

FROM EMPLOYEES FARTHER DOWN THE LINE, AND FROM PEOPLE<br />

HIM,<br />

HIS COMPANY WHO CAN KEEP HIM ABREAST OF THE BUSINESS<br />

OUISIOE<br />

AND THE WORLD AT LARGE THIS ARTICLE EXPLORES HOW<br />

WORLD<br />

PRESIDENTS OF SOME OF AMERICAS BIGGEST COMPANIES IRY TO<br />

THE<br />

THIS PERIL AMONG THE PARIICIPATING FIRMS ARE GEM-'<br />

COMBAT<br />

MOTORS CORP LNIVERSAL MATCH CORP CESSNA AIRCRAFT<br />

ERAL<br />

AND HALLE BROTHERS CO ALSO INCLUDED IN THE ARTICLE IS<br />

CO<br />

TRENCHANT SIAIEMENT FROM A LEAOING PUBLIC RELATIONS COUN-'<br />

A<br />

ON THE MAIN FORCES WORKING TO INCREASE THE ISOLATION<br />

SELOR<br />

lOP EXECUTIVES<br />

OF<br />

DUNTEMAN GEORGE H<br />

C49T<br />

OF SVIB FOR FEMALES IN 5 CURRICULA<br />

DISCRIMINANT-ANALYSES<br />

OF APPLIED PSYCHOLOGY, VOL 50, NO 6,<br />

JOURNAL<br />

1966, 7 PAGES<br />

DECEMBER•<br />

EDUCATION COLLEGE<br />

MEDICAL<br />

DISCRIINANT-FUNCIONT ANALYSIS DISCLOSED<br />

MULTIPLE<br />

GROUPS OF STUDENIS MAJERING IN OCCUPATIONAL THERAPY,<br />

THAT<br />

THERAPY, MEDICAL TECHOLOHY NURSING• AND EDUCATION<br />

PHYSICAL<br />

BE SUCCESSFULLY DISTINGUISHED FROM EACH OTHER, ON<br />

CDLLD<br />

BASIS OF 29 SCALES OF ThE STRONG VOCATIONAL INTEREST<br />

THE<br />

FOR WOMEN SVIB-W FURTHERMORE, DISCRIMINANT<br />

BLANK<br />

USING 11 SCALES ALSO INDICATED SUCCESSFUL OIS-'<br />

ANALYSES<br />

TWO DISCRIMINANT FUNCTIONS WERE SIGNIFICANT<br />

CRIMINAIION<br />

EACH ANALYSIS AND THE CONFIGURATION OF THE GROUPS IN<br />

IN<br />

DISCRIMINANT SPACE AND THE EFFICIENCY OF CLASSIFICATION<br />

THE<br />

ALL ANALYSES WERE HIGHLY SIMILAR IT WAS CONCLUDED<br />

FOR<br />

THE SVIB SHOULD BE A USEFUL INSTRUMENT FOR DISCRIMI-'<br />

THAT<br />

BETWEEN COLLEGE MAJORS WHEN UTILIZING OISCRIMI-'<br />

MATING<br />

ANALYSIS<br />

NANT-FLNCTION<br />

SCFUH, ALLEN<br />

C498<br />

DIFFERENTIAL SUPERS VOCATIONAL ADJUSTMENT THEORY<br />

SEMANTIC<br />

OF APPLIED PSYCHOLOGY, VOL 50 NO 6•<br />

JOURNAL<br />

I66, 7 PAGES<br />

DECEMBER•<br />

SATISFACTION• JOB-EVALUATIVE<br />

TEST<br />

HYPOTHESES DERIVED FROM THE THEORY THAT<br />

THREE<br />

ADJUSTMENT IS DEPENDENT UPON IMPLEMENTATION<br />

VOCATIONAL<br />

THE SELF-CONCEPT WERE TESTED A. THE SAME CIMEN-'<br />

OF<br />

CF MEANING ARE ATTRIBUTABLE TD THE SELF- AND<br />

SIONS<br />

CONCEPTS B. SLBJECTS WILL RATE THE CONCEPTS<br />

JOB-RELATED<br />

THE SAME WAY ACROSS THE OIMENSIONS, C. THE SELF<br />

IN<br />

IS STABLE OVER TIME HYPOTHESE A AND WERE<br />

CONCEPT<br />

REJECTED. HYPOTHESIS C WAS ACCEPTED AT THE<br />

PARTIALLY<br />

LEVEL THE THEORY THAT JOB SATISFACTION AND LIFE<br />

OI<br />

ARE DUE TD A GENERAL EVALUATIVE PERSONALITY<br />

ADJUSTMENT<br />

IS OFFERED AS A SUBSTITUTE FOR THE CONGRUENCY<br />

DISPOSITION<br />

THEORY<br />

ALLEN• IRVING L<br />

0499<br />

RESPONDENTS WHO FAKE CONFUSE SURVEY INFORMATION<br />

DETECTING<br />

OF APPLIED PSYCHOLOGY, VOL 50e NC* 6,<br />

JOURNAL<br />

I966• 6 PAGES<br />

DECEMBER•<br />

EVALUATION, ANALYZED<br />

INFORMATION,<br />

AND MARKET SURVEY RESEARCHERS OFTEN<br />

OPINION-ATTITUDE<br />

IN QUESTIONNAIRES A NONEXISTENT ITEM IN A LIST OF<br />

INCLUOE<br />

ON WHICH ATTITUDES AND INFORMATION LEVELS ARE SOUGHT<br />

ITEMS<br />

RESEARCHERS ASSUME THAT RESPONSE TO THE PHONY ITEM<br />

THESE<br />

EVIDENCE OF INVALID RESPONSES TO OTHER ITEMS VERBAL<br />

IS<br />

OF RESPONOENTS CLAIMING AWARENESS OF SUCH A PHONY<br />

BEFAVIOR<br />

IS COMPARATIVELY ANALYZED IN EVALUATION OF THIS<br />

ITEM<br />

TECHNIQUE DATA ARE INTERVIEWS WITH 625 SAMPLE<br />

PRACTICAL<br />

RESPONDENTS. RESPONDENTS ASSERTING AWARENESS OF THE<br />

SURVEY<br />

ITEM ARE MORE LIKELY A TO PROFESS AWARENESS<br />

FICTITIOUS<br />

GENUINE ITEMS AND B. TO EXPRESS FAVORABLE ATTITUDES<br />

OF<br />

ITEMS THE IECHNIQOE PERMITS A ROUGH BUT WORKABLE<br />

TOWARD<br />

OF RESPONSE VALIDITY AND DOES NET GREATLY BIAS<br />

ESTIMATION<br />

SAMPLES REPRESENTATIVENESS IF INVALID RESPONSES ARE<br />

THE<br />

DROPPED<br />

HUETING, E. SARPHATI• H R<br />

0500<br />

FATIGUE<br />

MEASURING<br />

OF APPLIED PSYCHOLOGY VDL 50, NG<br />

JOURNAL<br />

1966 4 PAGES<br />

DECEMBER,<br />

WORK<br />

SUBJECTS BETWEEN 19 AND 23 YEARS OLO PERFORMED<br />

EIGHT<br />

EXERCISE DURING IT MINUTES ON A BICYCLE ERGOMETER ON<br />

AN<br />

DAYS IN SUCCESSION NOT BEING AWARE OF THE SYSTEMATIC<br />

I3<br />

VARIATIONS IN THE SLOPE OF THE WORK LOAD, ALL<br />

DAILY<br />

SHOWED SIGNIFICANT CORRELATIONS BETWEEN SUBJECTIVE<br />

SUBJECTS<br />

OF GENERAL PHYSICAL FATIGUE AS EXPRESSED ON<br />

FEELINGS<br />

KINDS OF RATING SCALES, ANO SLOPE OF WORK LOAD.<br />

OIFFERENT<br />

EQUATIONS SATISFACTORILY DESCRIBLE LINEAR RE<br />

REGRESSION<br />

BETWEEN LOAD AND FATIGUE FACTER ANALYSIS<br />

LATIONSHIPS<br />

A FACTOR -INCREASING FATIGUE-, AND A FACTOR<br />

SUGGESTS

FITNESS-<br />

-DECREASING<br />

ELTON, CHARLES ROSE, HARRIETT A<br />

0501<br />

TRANSFER RELATION TC PERSONALITY CHARACTERISTICS<br />

UNIVERSITY<br />

OF APPLIED PSYCHOLOGY, VOL<br />

JOURNAL<br />

I966, 5 PAGES<br />

DECEMBER,<br />

EDUCATION, ANALYSIS<br />

SELECTEE,<br />

OIFFERENCES BETWEEN 43 RANDOMLY SELECTED<br />

PERSONALITY<br />

WHO REMAINED IN ARTS AND SCIENCES, 29 WOMEN WHO<br />

WOMEN<br />

TO COMMERCE, 55 WOMEN TRANSFERS TC EDUCATION,<br />

TRANSFERRED<br />

20 WOMEN TRANSFERS TO EITHER HOME ECONOMICS OR NURSING<br />

AND<br />

FOUND BY MULIIPLE-DISCRIMINANT ANALYSIS TO BE SIG-'<br />

WERE<br />

AT THE O LEVEL. CONCLUSIONS ARE A WOMEN WHO<br />

NIFICANT<br />

IN ARTS AND SCIENCES WERE MORE AUTHORITARIAN,<br />

REMAINEO<br />

AND CAREER ORIENTED, B WOMEN TRANSFERS TC<br />

PRACTICAL,<br />

COMMERCE OR EDUCATION DISPLAYED MORE INTELLECTUAL<br />

EIIHER<br />

TOWARD SCHOLARLINESS, AND C WOMEN TRANSFERS TO<br />

APPROACH<br />

HOME ECONOMICS DR NURSING WERE LESS INHIBITED, MORE<br />

EITHER<br />

COMFORTABLE, AND LESS CONFORMING<br />

SOCIALLY<br />

KORMAN, ABRAHAM K<br />

C502<br />

VARIABLE IN VOCATIONAL CHCICE<br />

SELF-ESTEEM<br />

OF APPLIED PSYCHOLOHY, VOL 50, NO. 6,<br />

JOURNAL<br />

I66, 8 PAGES<br />

DECEMBER,<br />

MAKING<br />

TEST,<br />

OF TWO STUDIES DESIGNED TC TEST PREDICTIONS<br />

REPORT<br />

THE HYPOGHESIS THAT INDIVIDUALS OF HIGH SELF-ESTEEM<br />

FROM<br />

TO IMPLEMENT SELF WHEN MAKING AN OCCUPATIONAL CHOICE<br />

TEND<br />

INDIVIDUALS OF LOW SELF-ESTEEM DO NOT FOURTEEN<br />

WHEREAS<br />

PREDICTIONS WERE MADE AND SUPPORTED FROM THIS<br />

SPECIFIC<br />

HYPOTHESIS IMPLICATICNS FOR ABILITY, SELF--'<br />

GENERAL<br />

AND SUCCESSFUL ROLE PERFORMANCE WERE SUGGESTEC<br />

EVALUATION,<br />

NUCKOLS, ROBERT C<br />

DSO3<br />

INTERVIEW VERSUS MAIL PANEL SURVEY.'<br />

PERSONAL<br />

OF MARKETING RESEARCH, VDL I, NO<br />

JOURNAL<br />

I964, PAGES<br />

FEBRLARY,<br />

SURVEYS<br />

VALIDIIY OF LIFE INSURANCE OWNERSHIP DATA OBTAINED<br />

THE<br />

PERSONAL INTERVIEW AND MAIL PANEL SURVEYS IS EXAMINED<br />

BY<br />

CHECKING RESPONSES AGAINST COMPANY RECORDS THE SURVEYS<br />

BY<br />

ARE COMPARED WITH CENSUS DISTRIBUTIONS AND WITH EACH<br />

ALSO<br />

THE HYPOTHESIS IS TESTED THAT THE INTERRELATION-'<br />

OTHER<br />

BEIWEEN ITEMS WILL HOLD EVEN WHEN ITEMS ARE KNOWN<br />

SHIP<br />

CONIAIN BIAS THE RESULTS HAVE IMPLICATICNS FOR<br />

TO<br />

INTERVIEW AND FOR MAIL PANEL SURVEYS<br />

PERSONAL<br />

CRESPI, IRVING<br />

0504<br />

OF SURVEY METHODS TC MODEL-LINE DECISIONS<br />

APPLICATION<br />

OF MARKETING RESEARCH, VDL. I, hO I,<br />

JOURNAL<br />

1964• 5 PAGES<br />

FEBRUARY•<br />

DECISION<br />

INFORMATION,<br />

THE MANY CONSIDERATIONS THAT ENTER INTO THE FINAL<br />

OF<br />

AS TO WHAT SHOULD BE A COMPANYS MODEL LINE• ONE<br />

DECISION<br />

THE PORE IMPORTANT IS THAT CF USER hEEDS ANC WANTS<br />

OF<br />

THE MAIN, RESEARCH IN THIS REGARD HAS FOCUSED ON INDI-'<br />

IN<br />

PRODUCTS RESEARCH CAN BE DESIGNED TO PROVIDE A<br />

VIDUAL<br />

MODEL LINE PICTURE BASED ON USER hEEOS AND WANTS<br />

TOTAL<br />

THERE ARE CONSIDERABLE ADVANTAGES TO BE GAINED<br />

WHILE<br />

A NUMBER OF SPECIAL METHODOLOGICAL PROBLEMS MUST<br />

THEREBY,<br />

RESOLVED IN ORDER FOR SUCH RESEARCH TO PROVIDE USABLE<br />

BE<br />

INFDRMAIION<br />

LAZERWITZ, BERNARD<br />

C505<br />

OF A SCATTERED GROUP<br />

SAMPLE<br />

OF MARKETING RESEARCH, VOL<br />

JOURNAL<br />

1964, 4 PAGES<br />

FEBRUARY,<br />

MEASUREMENT<br />

SAMPLING<br />

DIRECTORY AND BLOCK SUPPLEMENT TECHNIQUES ARE<br />

CITY<br />

AS THE SAMPLE DESIGN FOR A SCATTERED METROPOLITAN<br />

USED<br />

THE PROBLEMS ARISING OUT OF VARYINC SELECTION<br />

POPULATION.<br />

WITHIN DWELLING UNITS ARE HANDLED BY THE USE OF A<br />

RATES<br />

PHASE IN THE FIELD AD SUBSEQUENT STRATIFICATION<br />

SCREENING<br />

DWELLING UNITS BY NUMBER OF ELIGIBLE RESPONDENTS THE<br />

OF<br />

OF THIS DESIGN POINT UP THE FEASIBILITY OF USING A<br />

RESULTS<br />

DIRECTORY TECHNIQUE TO SAMPLE WIDELY SCATTERED GROUPS<br />

CITY<br />

RELATIVELY SMALL INCREASES IN SMAPLE VARIANCES<br />

WITH<br />

MASSY, WILLIAM F WEBSTER, FREOERICK E., JR<br />

C506<br />

IN MARKETING RESEARCH<br />

MODEL-BLILDING<br />

OF MARKETING RESEARCH• VOL i, NO 2, MAY, 1964,<br />

JOURNAL<br />

PAGES<br />

OPTIMIZATION, MAKING, DECISION<br />

ORGANIZATIONAL,<br />

RELATIONSHIP BETWEEN BEHAVIORAL AND OPTIMIZATION<br />

THE<br />

SHOULD BE MORE CLEARLY UNDERSTOOD. THE AUTHORS<br />

MODELS<br />

THE CHARACTERISTICS OF EACH, USING PUBLISHED MARKET<br />

DEFINE<br />

FINDINGS. THEY DISCUSS TH[ IMPLICATIONS OF THE<br />

RESEARCH<br />

MODEL DICHOTOMY FOR TEE MARKETING<br />

BEHAVIORAL-OPTIMIZAIION<br />

DEPARTMENT AND SUGGEST AN ORGANIZATIONAL ARRANGE<br />

RESEARCH<br />

FOR USING RESEARCH DATA MORE EFFECTIVELY IN MANAGE-'<br />

PENT<br />

DECISICN MAKING.<br />

PENT<br />

GREENt PAUL E<br />

C507<br />

CLASSIFICATION PROCEDURES IN ANALYZING CUSTOMER<br />

BAYESIAN<br />

CHARACTERISTICS.'<br />

OF MARKETING RESEARCH, VOL i, NO 2, MAY 1964,<br />

JOURNAL<br />

PAGES<br />

?<br />

OPTIMAL BAYES<br />

PROGRAM<br />

DISCRIMINANI FUNCTIONS HAVE BEEN USED<br />

TRADITIONALLY,<br />

CLASSIFY INDIVIDCALS ACCORDING TO A LINEAR FUNCTION DF<br />

TO<br />

INDIVIDUALS MEASURED CHARACTERISTICS THIS ARTICLE<br />

THE<br />

A BAYESIAN CLASSIFICATION PROCEDURE WHICH<br />

DEVELOPS<br />

TAKES INID ACCOUNT THE COSTS OF MISCLASSIFICATIO&<br />

EXPLICIILY<br />

ATTRIBUTE MEASUREMENT THE ARTICLE PRESENTS THE RESULTS<br />

AND<br />

A COMPUTER PROGRAM OESIGED TO DETERMINE THE OPTIMAL<br />

OF<br />

OF CHARACTERISTICS TC MEASURE AND DISCUSSES THE<br />

NUMBER<br />

IMPLICATIONS FOR CONSUMER RESEARCH<br />

RESULTS<br />

PAYNE, STANLEY Lo<br />

0508<br />

OF SURVEY METHODS<br />

COMBINATION<br />

OF MARKETING RESEARCH, VOL I, NO 2, MAY, 1964,<br />

JOURNAL<br />

PAGES<br />

INFORMATION<br />

TEST,<br />

RESEARCHERS IN IHE PAST HAVE TENDED TO LOOK<br />

SURVEY<br />

133<br />

PERSONAL INTERVIEWS, TELEPHONE INTERVIEWS AND MAIL<br />

UPON<br />

AS ALTERNATIVE METHODS REPORTED HERE IS<br />

QUESTIONNARIRES<br />

HOME-USE PRODCCT TEST WHICH UTILIZES ALL THREE METHGCS<br />

A<br />

COMBINATION• EACH OBTAINING APPROPRIATE INFORMATION<br />

IN<br />

THE SAME HOUSEHOLDS<br />

FROM<br />

BRABB, GEORGE J. MORRISO, EDMUND D<br />

BSOg<br />

EVALUATION OF SUBJECTIVE INFORMATION.'<br />

THE<br />

OF MARKETING RESEARCH, VOL 1• NO 4, NOVEMBER 1964<br />

JOURNAL<br />

PAGES<br />

5<br />

EVALUAIION<br />

INFORMATION,<br />

PAPER PRESENTS A MODEL FOR THE EVALUATION OF<br />

THIS<br />

USED AS SOURCES FOR SUBJECTIVE INFORMATION.<br />

INDIVIDUALS<br />

EVALUATION IS BASED UPON THE AMOUNT AND NATURE OF THE<br />

THE<br />

RELEVANI EXPERIENCE AND THE CONSISTENCY AND<br />

INDIVIDUALS<br />

OF THE INFORMATION HE PROVIDES<br />

COMPLETENESS<br />

BRADBURN• NORMAN M MASON, WILLIAM M<br />

510<br />

EFFECT OF QUESTION ORDER ON RESPONSES<br />

THE<br />

OF MARKETING RESEARCH, VOL i, NO 4 NOVEMBER, 1964<br />

JOURNAL<br />

PAGES<br />

SURVEY<br />

INTERVIEW<br />

EFFECTS OF QUESTION ORDER WERE TESTED BY USING<br />

THE<br />

FORMS OF AN INTERVIEW SCHEDULE IN WHICH SIGNIFI-'<br />

ALTERNATE<br />

SECTIONS WERE SYSTEMATICALLY ROTATED THE MAJOR<br />

CANT<br />

DRAWN FROM THE DATA WAS THAT RESPONSES TO<br />

CONCLUSION<br />

SUCH AS THOSE TESTED, QUESTIONS OF SELF-REPORT<br />

QUESTIONS<br />

SELF-EVALUATION, ARE RELATIVELY UNAFFECTED BY ORDER<br />

AND<br />

PRESENTATION<br />

OF<br />

BOYD, HARPER W JR BRITT• STEUART HENDERSON<br />

C51I<br />

EFFECTIVE MARKETING RESEARCH USING ADMINISTRATIVE<br />

MORE<br />

PROCESS<br />

OF MARKETING RESEARCH, VOL 2• NO It FEBRUARY• ig65<br />

JOURNAL<br />

PAGES<br />

INFORMATION, ADMINISTRATIVE<br />

MAKING,<br />

ARTICLE DEMONSTRATES HOW BOTH MARKETING RESEARCH<br />

THIS<br />

AND MANAGEMENT EXECETIVES CAN MAKE EFFICIENT<br />

EXECUTIVES<br />

OF INFORMATION ABOUT THE MARKETPLACE, BY THE USE OF<br />

USE<br />

ADMINISTRATIVE PROCESS<br />

THE<br />

MANY BUSINESS EXECUTIVES ARE DISAPPOINTED, EVEN<br />

TOO<br />

WITH IHE RESULTS OF MARKETING RESEARCH TOO<br />

DISENCHANTED,<br />

THE POINT OF VIEW IS EXPRESSED THAT MARKETING<br />

FREQUENTLY<br />

IS SIMPLY SEMI-SCIENTIFIC HINDSIGHT<br />

RESEARCF<br />

THE OPPOSITE VIEW IS THAT THE ABILITY OF MARKETING<br />

BUT<br />

TO GENERATE PERTINENT MARKETING INFORMATION HAS<br />

RESEARCHERS<br />

THE LIKELIHOOD THAT MANAGEMENT WILL USE SUCH<br />

OUTDISTANCED<br />

EFFECTIVELY IN DECISION-MAKING<br />

INFORMATION<br />

TORTOLAhl, RAY<br />

0512<br />

BIAS INTENTIONALLY INTO SURVEY TECHNIQUES<br />

INTRODUCING<br />

OF MARKETING RESEARCH, VOL 2, NO i, FEBRUARYt 1965<br />

JObRNAL<br />

PAGES<br />

5<br />

QUESTIONNAIRE<br />

INTERVIEW<br />

BIAS CAN BE EMPLOYED AS BENEFICIAL TOOL<br />

SOMETIMES<br />

MARKETING RESEARCH TECHNIQUES. THIS ARTICLE DESCRIBES<br />

OF<br />

CASE STUDY IN WHICH A FORM OF BIAS WAS IMPLEMENTED IN A<br />

A<br />

TEST TO PROVIDE THE ANSWERS TO AN ACUTE MARKETIN(<br />

CONSUMER<br />

PROBLEM<br />

KOILER, PHILIP<br />

0513<br />

MODELS FOR ANALYZING BUYERS.'<br />

BEHAVIORAL<br />

OF MARKETING, VCL 29, NO 4, GOT 1965 9 PAGES<br />

JOURNAL<br />

ANALYZING<br />

ORGANIZATIONAL,<br />

AUTHOR CONTRASTS BUYER BEHAVIORAL MODELS BASED ON<br />

THE<br />

MAJOR THEORIES, AND SHOWS HOW EACH HAS UNIQUE MARKETING<br />

FIVE<br />

APPLICATIONS<br />

MAN IS CONCERNED CHIEFLY WITH ECONOMIC<br />

MARSHALLIAN<br />

AND INCOME--AND MAKES A FRESH UTILITY CALCU-'<br />

CUES--PRICES<br />

BEFORE EACH PURCHASE<br />

LATION<br />

MAN BEHAVES IN LARGELY HABITUAL RATHER<br />

PAVLOVIAN<br />

THOUGHIFUL WAY. CERTAIN CONFIGURATIONS DF CUES WILL<br />

THAN<br />

DFF THE SAME BEHAVIOR BECAUSE OF REWARDED LEARNING IN<br />

SET<br />

PASI<br />

THE<br />

PANS CHOICES ARE INFLUENCED STRGNCLY BY<br />

FREUOIAN<br />

AND FANIASIES WHICH TAKE PLACE DEEP WITHIN HIS<br />

MOTIVES<br />

WORLD<br />

PRIVATE<br />

MAN ACTS IN WAY WHICH IS SHAPED LARGELY<br />

VEBLENIAN<br />

PAST AND PRESEI SOCIAL CROUPS.<br />

BY<br />

MAN SEEKS TO RECONCILE INDIVIDUAL GAIN WITH<br />

HOBBESIAN<br />

GAIN<br />

ORGANIZATIONAL<br />

KELLY, WILLIAM<br />

0514<br />

INTELLIGENCE FOR TOP MANAGEMENT<br />

MARKETING<br />

OF MARKETING• VCL. 29, NO 4, OCT Ig65 & PAGES<br />

JOLRNAL<br />

ORGANIZATION, INFCRMATION, EVALUATE£<br />

PLANNING,<br />

NUMBER OF LARGE COMPANIES ALREADY HAVE MARKETING<br />

A<br />

DEPARTMENTS OR INFORMATION SERVICES DEPART-'<br />

INTELLIGENCE<br />

AND OTHERS ARE PLANNING TO ACTIVATE THEM. BETTER<br />

MENTS<br />

MORE RELIABLE, AND CONCISE INFORMATION SHOULD<br />

EVALUATED,<br />

THE BASIS ON WHICH BETTER DECISIONS AND POLICIES<br />

AFFORD<br />

BE FORMULATED BY TOP MANAGEMENT<br />

COLLD<br />

ADVANTAGES IN ESTABLISHING A CENTRALIZED SERVICE<br />

THE<br />

DISCUSSED THEY ARE THE EXPANSION OF TIME HORIZONS,<br />

ARE<br />

MACHINERY FOR GATHERING INFORMATION• BETTER PRO-'<br />

BEITER<br />

OF FINISHEO INTELLIGENCE, REDUCED CONFUSION OF TOP<br />

DUCIION<br />

PREVENTION OF DISTORTION OF INFORMATION,<br />

POLICY-MAKERS<br />

AND BETTER SOURCES OF INFORMATION, AND CREATIVE<br />

NEW<br />

FUNCTIONS.<br />

INTELLIGENCE<br />

AND INTERAL INFORMATION FLOWS ARE DISCUSSED<br />

EXTERNAL<br />

TO THE CENTRALIZED SYSTEM. FIGURES SHOW THE ORGANI<br />

PRIOR<br />

OF THE INTELLIGENCE-SERVICES DIVISION AND THE<br />

ZATION<br />

OF IkFCRMATICN.<br />

DISTORTION<br />

MASON, JOHN l<br />

D515<br />

LOW PRESTIGE OF PERSONAL SELLING<br />

THE<br />

OF MARKETING, VCL 29, NO 4t OCT IQ65 4 PAGES<br />

JOURNAL<br />

SATISFACTION, PERSOhhEL EDUCATION<br />

TRAINING,<br />

RELATIVELY LOW OCCUPATIONAL PRESTIGE OF PERSONAL<br />

THE<br />

IS OF PRACTICAL IMPORTANCE BECAUSE MANY INDIVIDUALS<br />

SELLING<br />

NOT EVEN CONSIDER SALES WORK AS A POSSIBLE OCCUPATION AND<br />

O0<br />

THERE IS A SHCRTAGE OF SALES PERSONNEL BOTH IN<br />

HENCE<br />

AND QUALITY ALSO BECAUSE OF THE UNSATISFACTORY<br />

QUANIIIY

STANOING OF ThE OCCUPATION, SALES PEOPLE MAY DERIVE<br />

SOCIAL<br />

SATISFACTION FROM THEIR WORK TFAN IF TFEIR OCCUPATION<br />

LESS<br />

VIEWED MORE FAVORABLY BY SOCIETY<br />

WERE<br />

AUTHOR DISCUSSES PERSLNAL SELLING IN RELATION TO<br />

THE<br />

FIVE DETERMINANTS OF OCCUPATICNAL PRESTIGE THE FIVE<br />

THE<br />

CRITERIA WHICh PRODUCE PRESTIGE FOR OCCUPATIONS IN<br />

MAJOR<br />

SOCIETY ARE TFE DISTINCTION BETWEEN WHITE-COLLAR ANC<br />

OUR<br />

OCCLPATICNS INCOMEt FREEDOM OF ACTION,<br />

BLLE-CDLLAR<br />

AND TRAINING, AND POWER ABSENCE OF FORMALIZED<br />

EDUCATION<br />

AND TRAINING RECUIREMENTS AND LACK CF ALTHDRITY<br />

EDLCATIENAL<br />

ThE MAJOR REASONS FOR ThE RELATIVELY LOW OCCUPATIONAL<br />

ARE<br />

OF SALESMEN IN OUR SOCIETY<br />

PRESTIGE<br />

DOMIN, WILLIAM FREYMULLER, JACK<br />

0516<br />

INDLSTRIAL PRCCbCT PUBLICIIY BE MEASURED<br />

CAN<br />

OF MARKETINGt VCL 29, NO B, JULY, 1965, 4 PAGES<br />

JOLRNAL<br />

INDEX<br />

PROGRAM<br />

AUTHORS ASSESS THE QUESTION, CAN INDUSTRIAL<br />

THE<br />

PUBLICITY BE MEASURED, AND DESCRIBE AN APPROACh<br />

PRODUCT<br />

PUBLICITY MEASLREMENT WHICH OFFERS QUANTITATIVE CATA<br />

TO<br />

COMPARISON PLRPGSES.<br />

FOR<br />

PUBLICITY IS- ThE ARM OF SALES AND<br />

INDUSIRIAL<br />

ACTIVITY RESPONSIBLE FOR SECURING ECITORIAL<br />

MANAGEMENT<br />

AS DIVORCED FROM PAIL SPACE, IN ALL MEOIA READ,<br />

SPACE,<br />

OR HEARD BY A COMPANYS CUSTOMERS AND PROSPECTS,<br />

VIEWEDt<br />

THE SPECIFIC PURPOSE OF ADDING TO COMPANY PRESTIGE AND<br />

FOR<br />

IN THE MEETING DF SALES GOALS<br />

ASSISTING<br />

QUANTITATIVE METHODS ARE USED TO OEMONSTRATE<br />

VARIOUS<br />

RELATIVE EFFECTIVENESS CF AN INDUSTRIAL PUBLICITY<br />

THE<br />

THESE APPROACHES CAN BE CLASSIFIED INTO THREE<br />

PROGRAM<br />

OF AMOUNT OBTAINED, CETERMINA-'<br />

CATEGORIES--DETERMINATION<br />

OF COST PER LNIT OF PUBLICITY DBTAINE, RELATIONSHIP<br />

TION<br />

PUBLICITY UNIT COSTS TO LNIT COSTS CF OTHER PHASES OF<br />

OF<br />

COMMUNICATIONS PROGRAM. INDEX, LIMITATICNS CISCUSSEO<br />

THE<br />

SINGH, TRIPIT ARAYAN BAUMGARTEL, HOWARD<br />

C517<br />

FACTORS IN AIRLINE MECHANICS WORK MOTIVATIONS<br />

BACKGROLND<br />

GF APPLIED PSYCHOLOGY VOL 50* NO 5, OCTOBER, 1966<br />

JOURNAL<br />

PACES<br />

EDLCATION, ANALYSIS, QCESTIGNNAIRE<br />

JOB,<br />

CORRELATIONAL ANALYSIS CF A NUMBER CF QUESTIONNAIRE<br />

A<br />

ASSESSING THE IMPORTANCE OF VARIOUS ASPECTS OF THE<br />

ITEMS<br />

SIIUATION SHOWED THEMES, REFERRED PRIMARILY TO<br />

WORK<br />

FOR ADVANCEMENT AND ThE CTHER TO NEEDS FCR SECURITY<br />

NEEDS<br />

STABILITY IN JUB AND INTERPERSONAL RELATIONS LEVEL<br />

AND<br />

EDUCATIONAL ACHIEVEMENT BEARS A POSITIVE RELATIONSHIP<br />

OF<br />

ADVANCEMENT MOTIVATION AGE IS, INDEPENDENTLY,<br />

WITH<br />

RELATEO ID ADVANCEMENT NEEDS TRENDS EXIST TC<br />

NEGATIVELY<br />

CONVERSE RELATIONSHIPS BETWEEN EOUCATIGN AND AGE<br />

INDICAIE<br />

THE NEED FOR SECURITY AND STABILITY<br />

AND<br />

SCHWARTZ, H A HASKELL, R JR<br />

0518<br />

INSTRUCTION IN INDUSTRIAL TRAINING<br />

COMPUTER-ASSISTED<br />

OF APPLIED PSYCHOLOGY, VOL 50, NC 5, OCTOBER, 196d<br />

JOLRNAL<br />

PAGES<br />

4<br />

TEST, PROGRAMMED, DATA-PROCESSING, ADMINISTERED,<br />

TRAINING,<br />

QUESTIONNAIRE<br />

STUDY WAS LNDERTAKEN TO TEST THE FEASIBILITY OF<br />

ThE<br />

COMPUTER-ASSISTED INSTRUCTION AS AN INDUSTRIAL<br />

REMOTE<br />

TECHNIQUE 79 NEWLY hIRED ELECTRONIC TECHNICIANS<br />

TRAINING<br />

THEIR RECbIRED TRAINING IN BASIC EATA-PROCESSING<br />

RECEIVED<br />

THROUGH PROGRAMMED IEXTS THE STANDARD METHOD<br />

PRINCIPLES<br />

FCR THIS PRESENTATION 25 EQUIVALENT STUDENTS RECEIVED<br />

USEC<br />

SAME TRAINING IhROUGH KEYBOARD-OPERATED TERMINAL<br />

THE<br />

LINKED REMOTELY TO AN IBM 1440 COMPUTER SYSTEM<br />

DEVICE<br />

SINGIFICANT DIFFERENCES IN EXAMINATION SCORES WERE<br />

NO<br />

hOWEVER, THERE WAS A SIGNIFICANT SAVING,<br />

OBTAINED<br />

10 PER CENT, Ik ThE TIME REQUIRED TO COMPLEIE<br />

APPROXIMATELY<br />

COURSE DN AN ALTITUDE CUESTIONNAIRE AOMINISTERED SUB<br />

THE<br />

TO THE COLRSES, BOTH GROUPS RATED THEIR RESPECTIVE<br />

SEQUENT<br />

OF INSTRLCTICN AS APPROXIMATELY EQUAL TC REGULAR<br />

METHOD<br />

TECHNIQUES IN TERMS CF EFFECTIVENESS<br />

CLASSROOM<br />

RQRER, LEONARD G HDFFMAk, PAUL HSIEH, KUO-CHENG<br />

C519<br />

CUTTING SCORES FOR DISCRIMINATION CF UNEQUAL GROUPS<br />

OPTIMUM<br />

OF APPLIED PSYCHOLOGY, VOL 50, NO 5, OCTOBER, IgBE<br />

JOURNAL<br />

PAGES<br />

OPTIMUM DECISION-MAKING UTILITIES<br />

TEST<br />

ACCURACY WITH WHICh A TEST CLASSIFIES PEOPLE,<br />

THE<br />

OR EVENTS AS BELCNCING TO CF GROUPS DEPENDS<br />

OBJECTS,<br />

ThE DISTANCE BETWEEN ThE MEANS, IHE RELATIVE VARI-'<br />

UPCN<br />

THE RELATIVE SIZE, ANC ThE SHAPE OF ThE DISTRI-'<br />

ABILITY,<br />

OF THE 2 GROUPS IF THE SCORES FOR EACH OF THE<br />

BGTIONS<br />

ARE NORMALLY CISTRIBLTEG, TABLES FOR DETERMINING<br />

GROUPS<br />

CUTTING SCORES FOR A WIDE RANGE OF VALUES OF THE<br />

OPTIMUM<br />

VARIABLES ARE NOW AVAILABLE, RORER, hCFFMAN, ANC<br />

OTHER<br />

ig&4o HOWEVER, OVERAll ACCURACY IS AN APPROPRIATE<br />

HSIEH,<br />

FOR DECISION MAKING ONLY WHEN ALL CORRECT CLASSIFI<br />

GUIDE<br />

ARE EQUALLY BENEFICIAL AND ALL INCORRECT CLASSIFI-'<br />

CATIONS<br />

EQUALLY COSILY A SIMPLE TECHNIQUE MAKES POSSIBLE<br />

CAIIONS<br />

UTILIZATION OF THE RORER, HOFFMA, AND HSIEF TABLES<br />

THE<br />

A DIFFERENT VALUE IS ASSIGNED TO EACH OF THE OUTCOMES<br />

WHEk<br />

CAMPBELL, DAVID<br />

C520<br />

YEARS LATER ON ThE SVIB LIFE INSURANCE SALESMAN SCALE<br />

TEN<br />

OF APPLIED PSYCHOLOGY, VOL 50, NO. 5, OCTOBER, igBE<br />

JDLRNAL<br />

PACES<br />

4<br />

INFORMATICN, ANALYSIS<br />

JOBS,<br />

A POOL DF 2,500 MINESOTA HIGH SCHOOL SENIORS OF<br />

FROM<br />

CLASSES DF 1953 AND 1954, 93 STUDENTS WERE IDENTIFIED<br />

THE<br />

HAD -A- RATINGS CN THE SVIB LIFE INSURANCE SALESMAN<br />

WHO<br />

INFORMATION CN THEIR CURRENT OCCUPATIONS WAS<br />

SCALE<br />

FROM 72 OF THEM CF THESE, iO PER CENT WERE IN<br />

COLLECTED<br />

LIFE INSURANCE BUSINESS, 32 PER CENT WERE IN OTHER<br />

THE<br />

JOBS, 12 PERCENT WERE IN BUSINESS-CONTACT JOBS<br />

SALES<br />

AS PUBLIC RELAIIONS, 2 PER CENT WERE IN SOCIAL SER-<br />

SUCH<br />

PERSUASIVE JOBS SUCH AS LAWYER DR MINISTER, AND 24 PER<br />

VICE<br />

WERE IN ESSENTIALLY UNRELATED JOBS IN A FURTHER<br />

CENT<br />

EACH PROFILE WAS ANALYZED AS TO ITS APPROPRIATE-'<br />

ANALYSIS,<br />

FOR THE INCIVICLALS CURRENT OCCUPATION 64 PER CENT<br />

NESS<br />

CLASSIFIED AS -HITS-, 22 PER CENT AS -MISSES-, ANC 14<br />

WERE<br />

134<br />

CENT AS -INDETERMINATE-<br />

PER<br />

ALLHISER, NORMAN C<br />

0521<br />

OF SLBORDINATES IN PURCHASING MANAGEMENT<br />

DEVELOPMENT<br />

OF PURCHASING, VOL 2, 2 MAY, 1966 20P<br />

JOLRNAL<br />

TRAINING<br />

IN-SERVICE<br />

SURVEY QUESIIDNNAIRE DETERMINED METHODS COMMONLY USEC<br />

A<br />

TRAIN SUBORDINATES THE MOSI EFFECTIVE METHOC IS USE DF<br />

TO<br />

RESPONSIBILITY EXT BEST METHOD IS DIRECT HELP<br />

INCREASING<br />

MOST EFFECTIVE ACDITIONAL ASSIGNMENT FOR TRAINEES IS AN<br />

THE<br />

SPECIAL PROJECT THE GREATEST PROBLEM IN A SUB-'<br />

INCIVICLAL<br />

GROWTH IS PLANNING AND SCHEDULING PART OF THE<br />

ORDINATES<br />

WAS OF PURCHASING MANAGERS EXPERIENCES WITH THEIR OWN<br />

STLDY<br />

THE MOST EFFECTIVE SUPERIORS SET EXAMPLES TO THE<br />

SUPERIORS<br />

WHILE ThE LEAST EFFECTIVE ALLOWED ND INITIATIVE<br />

MANAGERS<br />

IDENTIFIEO THE MOST IMPORTANT INCENTIVE AS INCREASE<br />

MANAGERS<br />

SALARY OR WAGE THE MOST COMMONLY USED PENALTY WAS WITH-'<br />

IN<br />

OF PROMOTION OR UPGRADING THE MOST EFFECTIVE NON-<br />

HOLDING<br />

INCEKIIVE IS THE ESIRE TO ACHIEVE RESULTS<br />

FINANCIAL<br />

ARTICLE IS SUPPORTED BY TABLES SHOWING RESULTS OF<br />

ThE<br />

SECTIONS OF THE SURVEY<br />

ThE<br />

KIRCNER, WAYNE K<br />

C522<br />

NOTE CN ThE EFFECT OF PRIVACY IN TAKING TYPING TESTS<br />

A<br />

OF APPLIED PSYCHOLOGY, VOL 50, NO 5, OCTOBER, 196<br />

JOLRNAL<br />

PAGES<br />

2<br />

JOB<br />

TEST,<br />

FEMALE JCB APPLICANTS CCMPLETEO A STANDARD TYPING<br />

80<br />

AS PART OF A REGULAR JOB-SELECTION PROCEDURE OF<br />

TEST<br />

40 WERE TESIED INDIVIDUALLY, 0 IN GROUPS OF 2 OR<br />

THESE,<br />

WHEN COMPARED EN TEST RESULTS, FEMALES TESTED ALONE<br />

MORE<br />

ALMOST 4 WORDS PER MINUTE FASTER ON THE AVERAGE<br />

TYPED<br />

SAME GROUP HAD SLIGHTLY FEWER ERRORS BUT ThE DIFFERENCE<br />

THE<br />

NOT SIGNIFICANT RESULTS SUGGESTED THAT PRIVACY COULD<br />

WAS<br />

A DIRECT EFFECI ON TEST PERFORMANCE<br />

HAVE<br />

HAMMER, CHARLES H RINGEL, SEYMOUR<br />

0523<br />

ASSIMILATION FRCM UPDATED DISPLAYS<br />

INFORMAIION<br />

OF APPLIED PSYCHOLOGY VOL 50, NO 5, OCTOBER, 196<br />

JOLRNAL<br />

PACES<br />

INFORMATION, CODED<br />

SELECTED,<br />

ACCURACY WIIH WHICH SUBJECTS CCULC LOCATE UP£ATEC<br />

THE<br />

OF INFORMATION WAS STUDIED AS A FUNCTION OF USE OF<br />

ELEMENTS<br />

VS bNCDDEO UPCATES, NUMBER OF ELEMENTS CF INFORMA-'<br />

COOED<br />

PRESENTED AND NUMBER OF ELEMENTS OF INFORMATION<br />

TIEN<br />

SELECTED FINDINGS CEMONSTRATE THE VALUE OF COOING<br />

bPDATEC<br />

AN INFORMAIION ENHANCEMENT TECHNIQUE AND THE CONSIDER-'<br />

AS<br />

EFFECIS OF ELEMENTS PRESENTED AND UPDATED WITH<br />

ABLE<br />

DISPLAYS A REDUCTION IN THE PERCENIAGE CF RESPONSES<br />

UNCODEC<br />

THE NUMBER OF LPCATES INCREASED MAY REFLECT LESSENINC<br />

AS<br />

SUBJECTS CONFIDENCE IN THEIR ABILITY TO MAKE CORRECT<br />

OF<br />

EVEN THOUGH THEIR ACTUAL PERFORMANCE LID NOT<br />

RESPONSES<br />

TO SUFFER<br />

APPEAR<br />

RAkLS, JAMES R PERRY, OLIVER TIMONS, EDWIN<br />

C524<br />

OF CONVENTIONAL AND PROGRAMMED INSTRUCTION<br />

STLDY<br />

OF APPLIEO PSYCHOLOGY, VOL 50, NO 5, OCTOBER,<br />

JOLRNAL<br />

PAGES<br />

4<br />

TEST, PSYCHOLOGY, PRCGRAM-INSIRUCTED<br />

TRAINING,<br />

TRADITIONAL COLLEGE CLASSROOM IEACHING METHOD DF<br />

ThE<br />

AND ASSIGNED READINGS WAS COMPARED WITH AN INDI-'<br />

LECTURE<br />

PROGRAMED INSTRUCTIONAL METHOD UTILIZING A PROGRAMED<br />

VIDLAL<br />

SUBJECTS, 2I PAIRS, MATCHED WITH REGARD TO SEX<br />

TEXT<br />

INTELLIGENCE TEST SCORE, AND HOURS OF FORMAL TRAINING<br />

AGE<br />

ThE BIOLOGICAL SCIENCES, WERE FIRST TESIEO UPON CDM-'<br />

IN<br />

OF THE PHYSIOLOGICAL PORTION OF AN INTRODUCTORY<br />

PLEIION<br />

COURSE THEY WERE THEN RETESTED 6 WEEKS LATER<br />

PSYCHOLOGY<br />

SIGNIFICANT DIFFERENCES WERE FOUND IN PERFORMANCE ON<br />

NO<br />

HOWEVER, THE LEVEL CF PERFORMANCE CN TEST<br />

TEST<br />

SIGNIFICANTLY HIGHER FOR THE PROGRAM-INSIRUCTED GROUP<br />

WAS<br />

WEISSENBERG, P GRUENFELD, L W<br />

C525<br />

AMONG LEAOERSFIP DIMENSIONS AND COGNITIVE<br />

RELATIONSHIPS<br />

STYLE<br />

OF APPLIED PSYCHOLOGY, VOL 50 NO 5, OCTOBER, IgBE<br />

JOLRNAL<br />

PAGES<br />

4<br />

SUPERVISORS, ADMINISTERED, QUESTIONNAIRE<br />

TEST,<br />

DIFFERENTIATION HYPOTHESIS SERVED AS A BASIS<br />

WIIKINS<br />

ThE INVESTIGATION OF PROPOSITIONS, A FIELD-DE-'<br />

FOR<br />

SUPERVISORS WILL SHOW THE HIGHEST -ESTEEM FOR THE<br />

PENDENT<br />

PREFERRED CO-WORKER-, B FIELD-DEPENDENT SUPERVISORS<br />

LEAST<br />

BE MORE -CONSIDERATE-, ANC C FIELD-INDEPENDENT<br />

WILL<br />

WILL BE MORE -STRUCTURE- ORIENTED WITKINS<br />

SUPERVISORS<br />

FIGURES TEST, FIELOERS ESTEEM FOR THE LEAST<br />

EMBEDDED<br />

CO-WORKER INSTRUMENT, AND FLEISHMANS LEADERSHIP<br />

PREFERRED<br />

QUESTIONNAIRE WERE ADMINISTERED TC T3 CIVIL<br />

OPINION<br />

SUPERVISORS INOIVIObALS WHO WERE INTERMEDIATE<br />

SERVICE<br />

EXTREME FIELD DEPENDENCE AND EXTREME FIELD INOE-'<br />

BETWEEN<br />

DISCRIMINATED MOST SHARPLY BETWEEN IHEIR MOST AND<br />

PENDENCE<br />

PREFERRED CO-WORKERS<br />

LEAST<br />

ANDERSON, B BERGER, J COHEN, P<br />

C526<br />

M JR.<br />

ZELOITCH,<br />

CLASSES IN ORGANIZATIONS<br />

STATUS<br />

SCIENCE QUARTERLY, VGL IT, ND II, SEPT.IgBE<br />

ADMINISTRATIVE<br />

PAGES<br />

20<br />

JOB<br />

ORGANIZATIONAL<br />

IHEORY IS FORMULATED FROM WHICH A NUMBER OF<br />

A<br />

PROPERTIES OF ORGANIZATIONAL STATUS SIRUCTURES<br />

WELL-KNOWN<br />

BE DERIVED II IS THEN APPLIED TO THE PROBLEM OF<br />

MAY<br />

A NEW JOB TO A PLACE IN THE STATUS STRUCTURE.<br />

ASSIGNING<br />

THEORETICAL FORMULATION IS CONCERNED ONLY WITH STATUS<br />

THE<br />

THE SENSE F RESPECT, WORTH, OR ESTEEM<br />

IN<br />

ASSUMES IWO BASIC PROPERTIES, A DIFFUSE PROPERTY<br />

IT<br />

A BALANCE PROPERTY, AND SOME NOTIONS OF HOW STATUS<br />

AND<br />

STATES COME TO BE RELATED TO EACh OTHER FROM<br />

VALUED<br />

FORMULATICN CONDITICNS ARE DERIVED UNDER WHICH<br />

THIS<br />

OF A NEW JOB WILL AND WILL NOT CISTbRB THE<br />

ASSIGNMENT<br />

OF AN ORGANIZATIONS EXISTING STATUS SIRUCTURE.<br />

STABILITY<br />

BOWERS, O. G SEASHORE, E<br />

052<br />

ORGANIZATION EFFECTIVENESS WITH LEADERSHIP THEORY<br />

PREDICTING<br />

SCIENCE ¢UARTERLY, VOL 11, NO II SEPT.[gBE<br />

ADMINISIRATIVE

PAGES<br />

Z6<br />

SATISFACTICN, CRGANIZATIGNALm EVALUATE<br />

SUPERVISORY,<br />

RESEARCh IN THE AREA OF LEADERSHIP SEEMS TO<br />

RECENT<br />

TO THE EXISTENCE OF FOUR BASIC DIMENSIONS OF<br />

POINT<br />

SUPPORT, INTERRACIION FACILITATION, GOAL<br />

LEADERSHIP-<br />

AND WORK FACILITATICk DATA FROM A RECENT SIUOY<br />

EMPFASISm<br />

40 AGENCIES OF ONE OF THE LEADING LIFE INSURANCE<br />

OF<br />

ARE USED TO EVALUATE THE IMPACT OF BOTH SUPER<br />

COMPANIES<br />

AND PEER LEADERSHIP bPOk OUTCOMES OF SATISFACTION AND<br />

VISORY<br />

PERFORMANCE MEASURES<br />

FACTORIAL<br />

FROM TEE STUDY SUCGEST THAT THIS CONCEPTUAl<br />

RESULTS<br />

IS USEFUL AND THAT IEADERSHIPS RELATION TD<br />

MODEL<br />

OUTCOMES MAY BEST BE STUDIED WhE BOIH<br />

ORGANIZATIONAL<br />

ANO EFFECTIVENESS ARE MULTIDIMENSICNAL. BOTH<br />

LEADERSHIP<br />

AND SUPERVISORY LEADERSHIP MEASURES RELATE TO OUTCOMES.<br />

PEER<br />

MOST INSTANCES, THE ABILITY TO PREDICT IS ENHANCED BY<br />

IN<br />

SIMULTANEOUS ACCOUNT OF NONLEADERSHIP VARIABLES.<br />

TAKING<br />

GRLENFELD L. W<br />

05Z8<br />

OF TUITION PAYMENT AND INVOLVEMENT GN BENEFIT FROM A<br />

EFFECTS<br />

PROGRAM<br />

MANAGEMENT-DEVELOPMENT<br />

OF APPLIED PSYCHOLOGY, VOL 50t NO 5t CCTOBERt 1966<br />

JOURNAL<br />

PAGES<br />

4<br />

IN-SERVICE WORK-STUDY<br />

TRAINNEESHIP<br />

STUDY INVESTIGATED THE EFFECTS OF PARTICIPANTS<br />

THIS<br />

OF TUITION TIME, AND EFFORT ON BENEFIT FROM A<br />

INVESTMENTS<br />

DEVELOPMENT PROGRAM MEASURES DF BENEFIT<br />

MANAGEMENT<br />

OF A SLMMATED RATING SCALE AND ThE ECGNOMIC<br />

CONSISIEO<br />

DF THE AVSV SUBJECTS WrXE 99 INDUSTRIAL EXECUTIVES<br />

SCALE<br />

A 5-YEAR PROGRAM THOSE WHb PAID PART OF THEIR TUIIION<br />

IN<br />

RELATIVELY MORE TIME IN THE PROGRAM, AND FOUND<br />

SPENT<br />

PROGRAM DIFFICULT, BENEFITED MORE IT IS CONCLUDEE<br />

THE<br />

PROGRAMS WHICH DO NOT REQUIRE COMMITMENT AND EFFORT<br />

THAT<br />

NOT LIKELY TO ACHIEVE THEIR IMMEDIATE VALUE OBJECTIVES<br />

ARE<br />

GOLGBERG LEWIS R.<br />

D59<br />

OF PEACE CORPS SELECTION BOARDS<br />

RELIABILITY<br />

OF APPLIED PSYCHOLOGY* VOL SOt NO 5, OCTOBERm 1966<br />

JOLRNAL<br />

PAGES<br />

9<br />

EVALUATE<br />

SELECTION<br />

MOSI CRLCIAL LINK IN ThE PEACE CORPS SELECTION<br />

ThE<br />

IS THE ADVISORY SELECTIU, BCARD WHERE COMPRE<br />

PROCESS<br />

POOL OF ASSESSMENT BATA ON EACH PEACE CORPS<br />

hENSIVE<br />

IS EVALUATED AND DISCUSSED IN AN EFFORT TO BETTER<br />

TRAINEE<br />

THIS IMPORTANT PROCESS OF COLLECTIVE CLINICAL<br />

UNDERSIAND<br />

9 PEACE CORPS SELECTION BOARDS WERE STUDIED<br />

JUDGMENT,<br />

BETWEEN 80ARO PARTICIPANTS ON THE OVERALL<br />

AGREEMENT<br />

OF EACH PEACE CCRPS TRAINEE PRIOR TC BOARD<br />

SUITABILITY<br />

WAS COMPARED WITh ThAT REACHED AFTER BOARD<br />

DISCUSSION<br />

THE FINDINGS FROM THE BOARDS APPEARED REMARK<br />

DISCUSSION<br />

SIMILARt INDICATING BOARD DISCUSSIONS TEND TO DECREASE<br />

ABLY<br />

RATINGS FOR THE AVERAGE TRAINEE INCREASE THE<br />

SUITABILITY<br />

DISPERSION OF RATINGS FOR THE GROUP OF TRAINEESt AN£<br />

AVERAGE<br />

QUITE DRAMATICALLY THE DEGREE OF CONSENSUS AMONG<br />

INCREASE<br />

PARTICIPANTS<br />

BOARD<br />

LANE, ROBERT G PENNi NCLAN E FISChER ROBERT F<br />

D530<br />

ANALOGIES TEST A NOTE ON PERMISSIVE RETESTING.<br />

MILLER<br />

OF APPLIED PSYCHOLOGY, VOL 50 NO 5m OCTOBER, 1966<br />

JOURNAL<br />

PACES<br />

ANALYZEO, REGRESSIDN<br />

TEST,<br />

SCORES ON THE MILLER ANALOGIES TEST, MAT WERE<br />

NEAN<br />

FOR 84 GRADUATE STUDENTS, UW GROUP, WHO TOOK THE<br />

COMPUTED<br />

TWICE, FORM K FOLLOWED BY FORM RETEST SCORES WERE<br />

MAT<br />

HIGHER. WHEN EQUIVALENCE STUEY ES DATA<br />

SIGNIFICANTLY<br />

IN THE MAT MANUAL WERE ANALYZED, RETEST SCORES ON<br />

REPORTED<br />

WERE ALSO FOUND TO BE SIGNIFICANTLY hIGHER THAN<br />

FORM<br />

SCORES CN FORM K. HOWEVER, THE OIFFEREhCE FOR THE<br />

INITIAL<br />

GROUP WAS SIGNIFICANTLY GREATER THAN THE CORRESPONCING<br />

UW<br />

IN IHE ES SAMPLE THE GREATER DIFFERENCE<br />

DIFFERENCE<br />

THE UW GROUP MAY BE EXPLAINED PARTIALLY AS A REGRESSION<br />

FOR<br />

HOWEVER, SOME QUESTIONS WERE RAISED AS TO<br />

PHENOMENON<br />

EFFECTS AND THE RELIABILITY OF THE TWO FORMS.<br />

PRACTICE<br />

RICHARDSON, LOUIS A., JR.<br />

G531<br />

VALUE OF JOB TYPE COMPANY SIZE, LCCATION<br />

PERCEIVED<br />

OF APPLIED PSYCHDLCGY VDL 50, NO St CCTDBERt I66<br />

JOURNAL<br />

PAGES<br />

ADMINISTRATION<br />

JOB<br />

INFLUENCE OF JOB LOCAEIGN STARTING SALARYm TYPE<br />

THE<br />

WORK, AND COMPANY SIZE lh THE JOB CHOICES GF lIB BUSINESS<br />

OF<br />

SILDENIS WAS STUDIED. THE METHOD OF<br />

DMINISIRATION<br />

PAIRED COMPARISONS AND A SCALING TECHNIQUE WHICH<br />

FACTORIAL<br />

A MONETARY VALUE TO EACH FACTOR WERE USED<br />

ASSIGNED<br />

AN 800 DCLLAR SALARY DIFFERENTIAL INFLUENCED THE<br />

ALIHOUGF<br />

CHOICES MORE THA LOCATION TYPE GF WORKt OR COMPANY<br />

JOB<br />

ALL THE FACTORS HAS A HIGHLY SIGNIFICANT INFLUENCE<br />

SIZE*<br />

HAD CONSIDERABLE -TRADE-OFF- VALUE<br />

AND<br />

LOCKE, EDWIN A<br />

$32<br />

OF ASPIRATION AS A TRAINING PROCEDURE<br />

LEVEL<br />

OF APPLIED PSYCHGLOGYe VOL 50 NO 5e OCTOBER 1966<br />

JOLRNAL<br />

PAGES<br />

4<br />

TEST, CODE<br />

TRAINING,<br />

THE BASIS OF A STUDY OF NORSE CODE LEARhING<br />

ON<br />

964, CLAIMED SUPPORT FOR HIS HYPOTHESIS THAT<br />

FRYER<br />

SUBJECTS SET LEVELS CF ASPIRATION WOULB LEAD TO A<br />

HAVING<br />

PERFORMANCE LEVEL THAN GIVING KNOWLEDGE CF SCORE<br />

HIGHER<br />

IHE PRESENT WRITER REANALYZEB FRYERS DATA TO TEST<br />

ALONE<br />

HYPOTHESIS THAT THE SUPERIGRITY OF THE LEVEL-OF-AS<br />

THE<br />

PROCEDURE WOULD DEPEND UPON THE LEVEL AT WHICH THE<br />

PIRATION<br />

WERE SET. IN OUT OF 4 COMPARISONS IT WAS FOUND THAT<br />

GOALS<br />

WHO SET HIGH GOALS PERFORMED BETTER THAN SUBJECTS<br />

SUBJECTS<br />

SET LOW GOALS AND BETIER THAN SUBJECTS GIVEN KNOW<br />

WHO<br />

OF SCORE ALONE THERE WERE NO SIGNIFICANT DIFFERENCES<br />

LEDGE<br />

SUBJECTS WHO SET LOW GOALS AND SUBJECTS GIVEN KNOW-<br />

BETWEEN<br />

OF SCORE ALONE. A QUALIFICATION OF FRYERS HYPOTHESIS,<br />

LEDGE<br />

ACCOUNT OF IHESE FACTS, WAS THEREFORE PROPOSED.<br />

TAKING<br />

BERLEW O* E HALL O. T<br />

D53<br />

OF MANAGERS EXPECTATIONS Uh PERFORMANCE<br />

SOCIALIZATION<br />

SCIENCE QUARTERLY* VOL IT* NO El, SEPT 1966<br />

ADMINISIRATIVE<br />

135<br />

PAGES<br />

15<br />

ORGANIZATIOn, JOB<br />

TESTING,<br />

RELATIONSHIPS AMONG EARLY JOE CHALLENGE EARLY<br />

ThE<br />

AND LATER PERFORMANCE AND SUCCESS WERE STUDIED<br />

PERFORMANCE,<br />

TWO COMPANIES OF A LARGE INDUSTRIAL ORGANIZAIION ThE<br />

IN<br />

OF TWO GROUPS OF MANAGERS WERE STUDIED DURING THEIR<br />

CAREERS<br />

SIX AND SEVEN YEARS WITH IHEIR COMPANIES THEORETICAL<br />

FIRST<br />

IS PRESENTED WHICH INDICATES THAT A PERSONS FIRST<br />

MATERIAL<br />

IN AN ORGANIZATION COULD BE A CRITICAL PERIOD FOR<br />

YEAR<br />

IT IS HYPOTHESIZED THAT FIRST-YEAR JOB CHALLENGE<br />

LEARNING<br />

HIGHLY WIIH LATER PERFORMANCE AD SUCCESS ThE<br />

CORRELATES<br />

PROVIDE STRONG SUPPORT FOR THE HYPOTHESIS, ALTHOUGh<br />

RESULTS<br />

ONE COMPANY INITIAL PERFORMANCE IS A BETTER PREDICTOR OF<br />

IN<br />

SLCCESS AND PERFORMANCE ThAN IS FIRSI-YEAR CHALLENGE<br />

LATER<br />

MODEL OF ORGANIZATIONAL SOCIALIZATION IS PRESENTED<br />

A<br />

FUTLRE TESTING<br />

FOR<br />

WALTER, BENJAMIN<br />

0534<br />

CONTROL RELATIONS IN ADMINISTRATIVE HIERARCHIES<br />

INTERNAL<br />

SCIENCE QUARTERLY, VCL 11, NO El, SEPT 1966<br />

ADMINISTRATIVE<br />

PAGES<br />

29<br />

ORGANIZATIONAL DECISIONS CONTROL ADMINISTRATIVE<br />

PROGRAMMED<br />

IECHNIQUES WERE USED TG TRACE AND<br />

OBSERVATIONAL<br />

THE TRANSMISSION OF INFLUENCE IN TWO MUNICIPAL<br />

MEASURE<br />

HIERARCHIES TWO HYPOTHESES WERE TESTED<br />

ADMINISTRATIVE<br />

FIRST ASSERTED THAT SUBORDINATES WERE RELATIVELY<br />

THE<br />

INFLUENTIAL THAN THEIR SUPERIORS I THE FCRMULATIGh<br />

MORE<br />

EXECUTION OF NOVEL DEGISICS THIS HYPOTHESIS WAS<br />

AND<br />

BY OBSERVATION<br />

CONFIRMED<br />

SECOND HYPOTHESIS CLAIMED GREATER INFLUENCE<br />

THE<br />

ORGANIZATICNAL SUPERIORS I PROGRAMMED DECISION<br />

FOR<br />

BUT THE OBSERVATIONS DID NOI SUPPORT IT<br />

MAKING<br />

ILLLSIRATE THE DATA.<br />

TABLES<br />

PRCCTDR JAMES<br />

0535<br />

AND MORE COMPUTERS DO THE TALKING<br />

MORE<br />

AUTOMATION VOL 13, 12. DECEMBER, 1966 5P<br />

BUSINESS<br />

CODES<br />

INFORMATIONm<br />

FOR THE CONVERSIOk OF ELECTRICAL IMPULSES INTO<br />

DEVICES<br />

HUMAN SPEECh ARE TCDAY A REALITY WITH SUCh<br />

MEANINGFUL<br />

FLAWLESSLY PERFECTED OPERATING SYSTEMS ARE AT<br />

TECFNIQLES<br />

MOMENT PROVIDING STOCK QUOTATION INFORMATION FROM THE<br />

THIS<br />

STOCK EXCHANGE, RELAYIkG WEATHER INFORMATION TO<br />

AMERICAN<br />

PILOTS -THE AIR FORCES AUTOMATIC VOICE LINK OP-'<br />

AIRPLANE<br />

WEATHER SYSTEM-, AND GIVING CABLE INFORMATIGN TO<br />

ERATIONAL<br />

SERVICE TECHNICIANS THESE ARE A FEW CF THE<br />

TELEPHONE<br />

VOICE RESPONSE SYSTEMS THAT ARE DISCUSSED AT<br />

AUTOMAIIC<br />

IN THIS ARTICLE<br />

LENCTH<br />

SYSTEM AT THE AMERICA STOCK EXCHANGE MAKES IT<br />

ThE<br />

FOR SIOCKBROKERS TC DIAL FCUR-OIGIT CODES ON RIG-'<br />

POSSIBLE<br />

OFFICE TELEPHONES AND RECEIVE STOCK QUOTATIONS IN ThE<br />

ULAR<br />

OF AN ELECTRONIC HLMAN VOICE, BY MEANS OF A SPEECh<br />

FORM<br />

IHE STDCKBROKER WHO COMMUNICATES WITH TEE AUDIG<br />

MAKER<br />

INTERROGATES MAGNETIC STORAGE DRUMS AT A TELL<br />

PROCESSOR,<br />

WHERE THE LATEST STOCK IFORMAIIUN IS PRECESSEC<br />

CENTER<br />

MENKHALS, EDWARO J.<br />

C536<br />

FILING AND FINDING<br />

FILMING,<br />

AUTOMATION VGL 13t 12 DECEMBER 1966 6P<br />

BUSINESS<br />

INFORMATION INDEXED, DCCUMENTS CONTROLS<br />

PLANSt<br />

MEMPHIS, TENNESSEE, LIGHT, GAS AND WATER DIVISION<br />

THE<br />

MICROFILM TO PLACE ITS COMPUTER-PREPARED AND MANUALLY<br />

USES<br />

DOCUMENTS lh THE VARIOUS AREAS OF THE CCMPANY WHERE<br />

WRITTEN<br />

INFORMATION IS REQUIRED FOR DECISION-MAKING<br />

THE<br />

PRIME REFERENCE SOURCE FOR SEVERAL DEPARTMENTS IS A<br />

A<br />

REGISTER CONTAINING COMPREHENSIVE HISTORICAL AND<br />

MASTER<br />

INFORMATION CN EACH CUSTOMER WhEN ThE MASTER<br />

UP-TO-DATE<br />

IS UPCATEO IT IS SENT TO THE MICROFILM DEPARTMENT<br />

REGISTER<br />

ThE REGISTER IS FILMED AND INDEXED ThE IFORMATICN<br />

WHERE<br />

WAS ESTABLISHED IN JLLY, 1965, TC PROVIDE -ONE STOP-<br />

CENIER<br />

FOR CUSTOMERS WHO TRANSACT BUSINESS VIA TELEPHONE<br />

SERVICE<br />

ADDITION TO REDUCING COSTSm THE COMPUTER HAS hELPEB<br />

IN<br />

CUSTOMER SERVICE, PROVIDES EARLIER REPORTS WITH<br />

IMPROVE<br />

CONTROLS AND HAS ADDED VERSATILITY TO ThE OPERATIONS.<br />

BELIER<br />

PLANS CALL FOR CONVERSION OF THE ROLL FILM FILE TD<br />

PRESENT<br />

JACKETED FILM SYSIEM FOR GREATER AND MORE EFFICIENT<br />

A<br />

ACCESS<br />

CARRDLL STEPHEN JR<br />

CS]T<br />

GRADUATE ChARACIERISTICS RECRUITING ECISIONS<br />

COLLEGE<br />

OF APPLIED PSYChOLECY, VGL 50, NG 5 CCTOBER I6E<br />

JOURNAL<br />

PAGES<br />

3<br />

JOB-SEEKING<br />

SELECTICN<br />

PERSONAL AND BIOGRAPHICAL CHARACTERISTICS OF<br />

19<br />

SCHOOL GRADLATES OF THE UNIVERSITY OF MINNESOTA<br />

BUSINESS<br />

1961 WERE RELATED TO SEVERAL CRITERIA REPRESENTING<br />

IN<br />

IN THE CAMPLS-RECRUITING PROCESS OF ThE<br />

SUCCESS<br />

STUCIED ONLY APPEARANCE RANK, hANBSOMENESS,<br />

CHARACIERISTICS<br />

STATUS AND OFFICE EXPERIENCE WERE FUUNC TO BE<br />

MARITAL<br />

RELATED TO ANY OF THE CRITERIA REPRENENTING<br />

SIGNIFICANTLY<br />

JOB-SEEKING SUCCESS ThE FINOINGS OF ThE STUDY<br />

STLDENT<br />

CONTRARY TO THE FINDINGS OF SEVERAL SURVEYS OF CAMPUS<br />

ARE<br />

AND FIRMS WITH RESPECT TO THE RELATIVE WEIGHT<br />

RECRUITERS<br />

TO VARIOLS STUDENT CHARACTERISTICS IN SELECTION<br />

ASSIGNED<br />

DECISIONS<br />

JERCEE, THOMAS h.<br />

C538<br />

VERSUS INDIVIDUAL DIFFERENCES Ih ATTITUDE<br />

WORK-GROUP<br />

OF APPLIED PSYCHCLOGYt VOL 50 NG 5 CCTOBER 196E<br />

JOLRNAL<br />

PAGES<br />

3<br />

PLANTSt JOB-ANALYSIS ADMINISIRATIVE<br />

TESTED<br />

OBJECTIVE WAS TD DETERMINE THE RELATIVE MAGNI-'<br />

ThE<br />

OF GROUP AND INOIVIDUAL DIFFEREkCES IN JOB ATTITUDES<br />

TUBE<br />

TO A 20-ITEM LIKERT-TYPE ATTITUDE SCALE WERE<br />

RESPONSES<br />

FROM [90 EMPLOYEESm SAMPLED FROM 38 WORK GROUPS<br />

OBTAINED<br />

MANUFACTURING PLANTS. THE HYPOIHESIS THAT ThE WORK<br />

IN<br />

DID NOT DIFFER I JOB AITITUOES WAS TESTED BY AN<br />

GROLPS<br />

OF VARIANCE. THE OBSERVED WORK-GROUP OIFFERENCES<br />

ANALYSIS<br />

AII[IUDES WERE NOI SIGNIFICAkT AND IHE LOWEST AND<br />

IN<br />

WORK-GRCUP MEANS IN EACH OF THE PLANTS WERE NOT<br />

HIGHEST<br />

FAR APART IN THESE 3 PLANTS AT LEAST, THE<br />

SIGNIFICANTLY

539<br />

APPROPRIATE UNIT FOR ADMINISTRATIVE ACTION OR FOR<br />

MORE<br />

STUDY CN EMPLOYEE ATTITUDES SEEMS TO BE THE<br />

RESEARCH<br />

INDIVIOLAL, NOT THE WORK GROUP<br />

SEED MICROFILM SYSTEMS<br />

HIGH<br />

AUTOMATION VOL. 13, 12. DECEMBER, 1966 2P.<br />

BUSINESS<br />

CODES<br />

INFORMATION,<br />

DATA PRODUCTS DIVISION OF STROMBERG-CARLSON HAS<br />

THE<br />

MICROMATION SYSTEMS, A FAMILY OF COMPATIBLE<br />

INTRODUCED<br />

DESIGNED TO CUT THE COSTS OF CONVERTING COMPUTER<br />

EQUIPMENT<br />

INIO READABLE FORM THE SYSTEMS OPERATE AT COMPUTER<br />

OAIA<br />

TO RECORD OUIPUT IN ALPHANUMERIC OR IN GRAPHIC FORM<br />

SPEEDS<br />

ELEMENTS IN THE FAMILY ARE THE MICROMATION RECORD-'<br />

KEY<br />

ThE S-C 4060, 4460, 4440, AND 4360 EACH RECORDER TAKES<br />

ERS-<br />

CODES FROM A COMPUTER OR MAGNETIC TAPE AND TRANS-'<br />

DIGITAL<br />

THE CODES INTO ORDINARY LANGUAGE DR GRAPHIC FORM AT<br />

LATES<br />

SPEEDS THE INFORMATION IS PRESENTED ON A SPECIAL<br />

TAPE<br />

RAY TUBE WHERE CAMERAS AUTOMATICALLY RECORD II DATA<br />

CATHODE<br />

BE RECORDED ON MICROFILM FOR 16MM ROLL CARTRIDGES OR<br />

MAY<br />

APERTURE CARDS. AN OPTIONAL MICROFICHE CAMERA WILL BE<br />

3SMM<br />

IN THE SYSTEM TO AUTOMATICALLY PRODUCE TITLED<br />

AVAILABLE<br />

RECORDS WITH ?2 IMAGES ON A TAB CARD SIZE, OR IN<br />

MICROFICHE<br />

SIZES AND FORMATS.<br />

OTHER<br />

DRATTELL, ALAN<br />

C540<br />

NATIONAL DATA BANK- FRIEND OR FOE°'<br />

THE<br />

AUTOMATION VQL 13, 12% DECEMBER Ig66 7P<br />

BUSINESS<br />

CONIRDL, ANALYSIS<br />

INFORMATION<br />

CURRENTLY HEATED [SSUE THAT HAS BEEN RECEIVING MUCH<br />

A<br />

IS THE PROPOSAL FOR A NATIONAL DATA BANK TO BE<br />

ATTENTION<br />

IN A NATIONAL DATA CENTER, UNDER FEDERAL CONTROL IN<br />

HOUSED<br />

EFFORT TO CLARIFY THE CONTROVERSY, BUSINESS AUTOMATION<br />

AN<br />

THE TWO LEADING FIGURES IN THE DEBATE- RAYMOND<br />

INTERVIEWED<br />

DF THE BUREAU OF THE BUDGET AND REP CORNELIUS GAL-'<br />

BOWMAN<br />

OF NEW JERSEY.<br />

LAGHER<br />

BOWMAN SIAIES THAT THE FUNCTION OF THE DATA CENTER<br />

MR<br />

BE TO IMPROVE THE AVAILABILITY OF INTERRELATED STA-'<br />

WOULD<br />

DATA FOR ECONOMIC AND SOCIAL ANALYSIS THE DENIER<br />

TISTICAL<br />

PROVIDE FOR A COORDINATED COMPUTER FACILITY DESIGNEO<br />

WOULD<br />

IMPROVE ACCESSIBILITY, COMPARABILITY AND USEFULNESS OF<br />

TO<br />

INFORMATION THE GENERAL PRINCIPLES AND CONDI-'<br />

STATISTICAL<br />

OF ACCESS, SAYS BOWMAN, WOULD BE DETERMINED BY LAW<br />

TIDNS<br />

GALLAGHER CONTESTS THE PROPOSAL ON THE GROUND THAT<br />

MR.<br />

ENOLGH SAFEGLARDS CAN BE BUILT INTO THE SYSTEM TO PRO-'<br />

NOI<br />

PRIVACY AND CONFIDENTIALITY<br />

TECT<br />

ROTHERY, BRIAN<br />

0541<br />

LIMITS OF SYSTEMS ANALYSES<br />

THE<br />

PROCESSING VDL 9, 1, JANUARY, 1967t<br />

DATA<br />

JOB, ANALYSES<br />

ORGANIZATION<br />

SYSTEMS ANALYSIS IS SO ALL-PERVADING WITHIN<br />

BECAUSE<br />

ORGANIZATION, DEFINING THE DUTIES AND LIMITS OF THE<br />

THE<br />

ANALYST HAS ALWAYS PRESENTED A PROBLEM THIS ARTICLE<br />

SYSTEMS<br />

THE AREAS OF CONCERN TO THE SYSTEMS ANALYST WHICH<br />

DISCUSSES<br />

FORMULATE HIS JOB DEFINITION<br />

HELPS<br />

KELLER, ARNOLD<br />

0542<br />

THIRD GENERATION<br />

THE<br />

AUTOMATION VOLo 14, JANUARY, I967 6P<br />

BUSINESS<br />

ORGANIZED, EDUCATION, ADMINISTRATIVE<br />

PROGRAM,<br />

YEAR 1967 kill FIND MANY THOUSANDS OF FIRMS PLUG-'<br />

THE<br />

INTO THE THIRD GENERATION OF COMPUTING POKER BUT FOR<br />

GINO<br />

THE KEY TO A SUCCESSFUL EDP OPERATION IS A TOTAL CON-'<br />

ALLy<br />

TO THE PROGRAM ON THE PART OF ALL ECHELONS OF MAN-'<br />

MITMENT<br />

AGEMENT<br />

A TOTAL MANAGEMENT COMMITMENT TD EDP IS IMPLIED ThAT<br />

BY<br />

CORPORATE MANAGEMENT SHOULD ESTABLISH THE OBJECTIVES,<br />

TOP<br />

SHORT- AND LONG-RANGE FOR THE EDP PRDGRAM. THE OBJECT-'<br />

BOTH<br />

SHOULD BE RELATED TO THE MAINSTREAMS CF THE ENTERPRISE<br />

IVES<br />

INTERRELATIONSHIP OF COMPUTER ACTIVITIES WIIH OTHER<br />

THE<br />

SERVICES WILL INFLUENCE IHINKING ABOUT THE<br />

ADMINISTRATIVE<br />

TO POSITION COMPUTER RESPONSIBILITIES AS PART OF A<br />

NEED<br />

TOP CORPORATE FUNCTIONAL AREA. ALSO STRESSED IN<br />

BROADENED<br />

ARTICLE IS SOME SORT OF ORGANIZED MANAGEMENT EXCHANGE<br />

THIS<br />

WITHIN IHE COMPANY TO RESOLVE THE COMMUNICATIONS AND<br />

PROGRAM<br />

PROBLEMS SURROUNDING EDP<br />

EDUCATION<br />

DOLFHINt ROBERT<br />

CS43<br />

OF THE FINANCIALLY DISTRESSED.'<br />

CHARACTERISTICS<br />

VDL 59, T, JANUARY, 196T, 3P<br />

BANKING<br />

COUNSELING<br />

INFORMAIION,<br />

THE RELATIVELY LARGE NUMBER DF FAMILIES FACING<br />

WITH<br />

DISTRESS, THE NEED FOR CREDIT COUNSELING SERVICES<br />

FINANCIAL<br />

EVIDENT IN MOST CASES THE FINANCIAL DIFFICULTY CAN BE<br />

IS<br />

TO POOR FAMILY MANAGEMENT THIS ARTICLE DISCUSSES THE<br />

TRACED<br />

OF THE FINANCIALLY DISTRESSED IN TERMS OF<br />

CHARACTERISTICS<br />

MARITAL STAIUS, FAMILY SIZE, OCCUPATION, AND INCOME AND<br />

AGE<br />

THEM TO THE BANKRUPT ALTHOUGH COMPLETE DATA IS NDT<br />

COMPARES<br />

THE BENEFIT AND SUCCESS OF CREDIT CDUNSELING<br />

AVAILABLE,<br />

IS ALREADY OBVIOUS<br />

SERVICES<br />

CONDENSE THE INFORMATION ON CHAR-'<br />

TABULATIONS<br />

ACTERISTICS<br />

NOW- REORGANIZATION AT THE TOP-'<br />

NEEDED<br />

MANAGEMENT VOL 31 4 JANUARY, I967<br />

BUSINESS<br />

ORGANIZATION, ADMINISTRATES<br />

PLANER,<br />

MOST COMPANIES, THE CHIEF EXECUTIVE IS A ONE MAN<br />

IN<br />

HE PLANS, HE ADMINISTRATES, AND HE ACTS BUT LATELYe<br />

GANG<br />

GROWING PRACTICE TO TURN THE CHIEF EXECUTIVE FUND<br />

THERESA<br />

INTO A FOUR OR FIVE MAN GANG ORGANIZATION PLANNER REEC<br />

T[ON<br />

ROBERTS OUTLINES THE LOGIC BEHIND THE PRACTICE- AND<br />

N.<br />

OUT THE IMPACT IT HAS ON COMPENSATION<br />

SPELLS<br />

ADDITION TO SORE 0 FUNCTIONS THAT LAY AT THE CHIEF<br />

IN<br />

FOORSTEP, SORE ADDITIONAL BURDENS HAVE BEEN AODEC<br />

EXECUTIVES<br />

TO THE DIVERSSIFICATION IN WHICH MANY COMPANIES HAVE<br />

DUE<br />

THE IMPACT OF TECHNGLOGY, NEW INTERNATIONAL ACT-'<br />

ENGAGED,<br />

AND THE PRACTICAL NECESSARITY OF DEALING WITH THE<br />

IVITIES,<br />

THE OBVIOUS EFFECT ON COMPENSATION OF THE EXPANDING<br />

PUBLIC.<br />

OF THE CHIEF EXECUTIVE, IS MORE DOLLARS ALTHOUGh THE<br />

ROLE<br />

ADOPTION OF THE TEAM APPROACH WILL INCREASE A COMPANYS SO<br />

136<br />

COST OF TOP MANAGEMENT, THE COST SHOULD BE MORE THAN<br />

CALLED<br />

THROUGH INCREASED EFFECTIVENESS<br />

RECOVERED<br />

MYERS JOHN G.<br />

C545<br />

COSTS- SOME SURVEY FINDINGS<br />

HIRING<br />

CONFERENCE BOARD RECORD VOL 4, JANUARY, 1967. IO<br />

THE<br />

INFORMATICk<br />

TRAINING,<br />

COSTS ARE IMPORTANT FOR EFFICIENT MANAGEMENT<br />

HIRING<br />

DECISIONS ON PRODUCTION, INVENTORIES, OVERTIME<br />

AFFECTING<br />

WAGE RATES IT SEEMS THAT EMPLOYERS ARE FREGUENTLY UN-'<br />

AND<br />

OF THE AMOUNT OF THEIR OWN EXPENDITURES CN HIRING,<br />

AWARE<br />

AND LITTLE PUBLISHED INFORMATION IS AVAILABLE TO<br />

HOWEVER,<br />

AS A BASIS FOR COMPARISON WITH THE COSTS DF OTHER<br />

SERVE<br />

A SURVEY CF I7 EMPLOYERS IN MONROE COUNTY, NEW<br />

EMPLOYERS<br />

YIELDS AN AVERAGE COST PER HIRE OF 222 DOLLARS FOR<br />

YORK,<br />

EMPLOYERS AND 138 DOLLARS FOR NONMANUFACTURINE<br />

MAkUFACTURING<br />

THE SURVEY COVERED ALL OCCUPATIONS AND EMPLOYED<br />

EMPLOYERS<br />

BROAD DEFINITION OF COSTS OF ADDING WORKERS- INCLUDING<br />

A<br />

COSTS- THE IMPORTANCE OF COST COMPONENTS VARIED<br />

TRAINING<br />

BY OCCUPATION AND BETWEEN MANUFACTURING AND NON-'<br />

WIDELY<br />

EMPLOYERS THE MAGNITUDES OF THE AVERAGE COSTS<br />

MANUFACTURING<br />

THIS SURVEY ARE SIMILAR TO THE LIMITED INFORMATION NOW<br />

OF<br />

IN PUBLISHED FORM<br />

AVAILABLE<br />

RUSH, hAROLD M.F<br />

C546<br />

UNITS, TEAMS- OR GO GROUPS-'<br />

WORK<br />

CONFERENCE BOARD RECORD VOL 4, i. JAN igAT 3P.<br />

THE<br />

COMMUNICATION<br />

SCIENTISTS ARE NOW DEVOTING A MAJOR PGRTICN<br />

BEHAVIORAL<br />

THEIR RESEARCH TO HELP THE BUSINESSMAN UNDERSTAND THE<br />

OF<br />

OF GROUP ACTION DR INTERACTION- AND TO THE POINT<br />

IMPORTANCE<br />

SHOWING THE RELEVANCE OF UDERSTANDING WHAT IS AND WHAT<br />

OF<br />

NOT A GROUP. IHE VITAL CCNCERN HERE IS FOR TEE MANAGER<br />

IS<br />

APPEARS TO HOLD THE KEY TO THE EFFECTIVENESS OR INEF-'<br />

WHO<br />

OF WORK GROUPS A MANAGER MAY GEAR HIS LEADER-'<br />

FECTIVENESS<br />

STYLE TOWARD LEADING A GROUP, WHEN, IN FACT, A GROUP<br />

SHIP<br />

NOT EXIST<br />

DOES<br />

BASIC NEED FOR THE EXISTENCE OF A REAL GROUP, BE-'<br />

THE<br />

SCIENTISTS STRESS, IS COMMUNICATION IN A BROAD,<br />

HAVIORAL<br />

SENSE- COMMUNICATION ON AN EMOTIONAL LEVEL IN<br />

COMPREHENSIVE<br />

FACE-TO-FACE RELATIONSHIP THIS CREATES A SENSE OF EE-'<br />

A<br />

AND THUS, IN THE MAJORITY OF WORK SITUATIONS,<br />

LONGING<br />

FEEL THAT SOME KIND CF GROUP IS DESIRED, INDEED<br />

COMPANIES<br />

NECESSARY<br />

LEVINE ALAN H.<br />

C547<br />

TECHNIQUES<br />

FORECASTING<br />

ACCOUNTING, VOL. 4B, 5, JANUARY, 1967, 5P<br />

MANAGEMENT<br />

EVALUATED<br />

FORECASTING,<br />

FORECASTING TECHkIUES ARE EVALUATED MOVING<br />

THREE<br />

LEAST SQUARES AVERAGE, AND EXPONENTIAL SMOOTHING.<br />

AVERAGE<br />

MOVING AVG TRACES A POSITION THAT DESCRIBES THE MOST<br />

THE<br />

RESULT. IT LESSENS EXTREMES SEASENAL AND RONDOM<br />

PROBABLE<br />

FLLCTUATIONS IT IS NOT AS SENSITIVE TG CHANGE AND<br />

DATA<br />

IS LOST IN ITS COMPUTATION THE LEAST SQUARES METHOD IS<br />

DATA<br />

PRECISE AND MAIHEMATICAL, BUT SUFFERS FROM A POTENTIAL<br />

MORE<br />

OF SEASONAL VARIATIONS EXPONENTIAL SMOOTHING<br />

EXAGGERATION<br />

RECENT DATA, THUS LIMITING THE EFFECTS CF OLDER<br />

WEIGHTS<br />

A DESCRIPTION OF EXPONENTIAL SMCOTHING METHODS IS<br />

DATA<br />

IN THE ARTICLE IN A EVALUATION CF TPE METHODS,<br />

INCLUDED<br />

SMOOTHING IS EASIEST TO COMPUTE AS IS MOVING AVC<br />

EXPONENTIAL<br />

LEAST SQUARES IS MOST RELIABLE AND OBJECTIVE<br />

WHILE<br />

PANTHEY, PHILIP S<br />

O54B<br />

PLANNING USING FORECAST SCHEDULES<br />

PROFIT<br />

ACCOUNIING, VOL 4B, 5, JANUARY, 1967, 18P<br />

MANAGEMENT<br />

MAKING, FORECAST, DECISION<br />

PLANNING,<br />

ARTICLE EXPLORES MEANS OF MAKING EFFECTIVE FORE--'<br />

THE<br />

TO LOWER THE RISKS OF DECISION MAKING SALES CAN BE<br />

CASTS<br />

USING A CHARACTERISTIC SALES PATTERN BASED ON<br />

FORECAST<br />

SALES TEMPERED BY UPPER AND LOWER LIMITS THIS CAN BE<br />

PAST<br />

TO AN INVENTORY FORECAST WHICH CAN BE USED TO FORE-'<br />

JOINED<br />

PRODUCTION<br />

CAST<br />

USEFUL FORECAST SCHEDLLES INCLUDE PURCHASING,<br />

OTHER<br />

VACATION, AND MANNING SCHEDULES. THESE<br />

MAINTENANCE<br />

ALLOW A BEITER ALLOCATION OF CORPORATE RESOURCES<br />

SCHEDULES<br />

EFFORTS TO ACHIEVE PROFITS ALL OF THE SCHEDULES ARE<br />

AND<br />

WITH FORMULAS AND GRAPHS SHOWING USAGES OF THE<br />

EXPLAINED,<br />

SCHEDULES<br />

DRUCKER PETER F<br />

059<br />

THE EFFECTIVE EXECUTIVE DOES IT<br />

HOW<br />

VOL. TS, NO 2, FEBRUARY, TO67, 4 PAGES<br />

FORTUNE,<br />

PERSONALITY<br />

EFFECTIVE EXECLTIVE, THE MAN WHO CAN GET THINCS<br />

THE<br />

IS NOT A SPECIAL -TYPE- SOME ARE EXTROVERTS, SCME<br />

DONE,<br />

SOME FAT, SOME LEAN, SOME WORRIERS, SOME RELAXED.<br />

ALOOF<br />

ARE EFFECTIVE EXECUTIVES WHO RADIATE WARM CHARM WHILE<br />

THERE<br />

hAVE A FROZEN-MACkEREL PERSONALITY BUT ALL SHARE<br />

OTHERS<br />

THAT CAN BE LEARNED MANAGEMENT EXPERT PETER DRUCKER<br />

HABITS<br />

ON SOME OF THE PRACTICES THAT ARE COMMON TO<br />

ELABORATES<br />

MANAGERS AND EVEN MORE RELEVANT TO THEIR SUCCESS<br />

EFFECTIVE<br />

IMAGINATION, INTELLIGENCE, DR BRILLIANCE SOME OF<br />

THAN<br />

CONCLUSIONS, TO A MAN, EFFECTIVE EXECUTIVES PUT FIRST<br />

HIS<br />

FIRST, THEY CONCENTRATE THEIR EFFORTS ON THE PRESENT<br />

IHINGS<br />

FUTURE AND ARE WILLING TO GET RIO OF YESTERDAYS<br />

AND<br />

THAT HAVE OUILIVED THEIR USEFULNESS, THEY DO NOI<br />

SUCCESSES<br />

ABOUT -HUMAN RELATIONS-, WHAT PULLS PEOPLE TOGETHER<br />

WORRY<br />

AN ORGANIZATION IS A COMMON SENSE GF PURPOSE, THEY OFTEN<br />

IN<br />

THEMSELVES, -HOW DO MANAGE MY BCSS-<br />

ASK<br />

SHELTDN, WILLIAM<br />

0550<br />

ANDY MCGHEE GOT A BETTER JOB<br />

HOW<br />

VDL. ?5, NO I JANUARY, 1967, PAGES<br />

FORIUNE<br />

RECRUITING, PLANT JOB<br />

RULEr<br />

IT LIKE WHEN A MAN WIIH SEVERAL YEARS EXECU-'<br />

WHATS<br />

SEASONING GIVES UP ONE JOB AND DECIDES TO LOOK FOR<br />

TIME<br />

BEITER ONE IN A FOUR-MCNTH SEARCH 34-YEAR-OLD ANDREW<br />

A<br />

LATELY A PLANT MANAGER FOR PUREX, FOUND A BUYERS<br />

MCGHEE,<br />

IN SALARY ANC A SELLERS MARKET IN RESPONSIBILITY<br />

MARKET<br />

GOT BROAD EXPOSURE BY MAILING OUT MORE THAN 130<br />

MCGHEE<br />

TO CORPORATIONS SITUATED THROUGHOUT THE COUNTRY<br />

RESLMES

HE DISCOVERED WIDE DIFFERENCES IN RECRUITING FIRMS<br />

AND<br />

AND PRACTICES. MCGHEE WAS INTERVIEWED BY 38<br />

PRICES<br />

COMPANIES<br />

VIOLATED A CARDINAL RULE BY QUIITING HIS OLD<br />

MCGHEE<br />

BEFORE HE HAD ANOTHER STONE TD STEP TD BUT HE THINKS<br />

JOB<br />

DID THE RIGHT THING. BEFORE HIS SEARCH ENDED, HE<br />

HE<br />

13 JOB OFFERS. IF YOU HAVE IHCUGHI OF CHANGING<br />

RECEIVED<br />

MCGHEES NARRATIVE MAY NOT MAKE THE TASK EASIER, BUT<br />

JOBS,,<br />

WILL GIVE YOU AN IDEA OF WHAT TO EXPECT.<br />

IT<br />

WRIGHT, WILMER<br />

0551<br />

OF STANDARD DIRECT COSTING<br />

USE<br />

ACCOUNTING• VOL 48, 5 JANUARY, 1967, BPo<br />

MANAGEMENT<br />

FORECASTS<br />

PLAN,<br />

COSTING IS AN ACCOUNTING TECHNIQUE WHICH SAYS<br />

DIRECT<br />

ALL COSTS CAN BE CLASSIFIED AS EITFER FIXED OR VARIABLE<br />

IHAT<br />

RESPECT TO SHORT-TERM VOLUME OF PRODUCTION OR SALES.<br />

WITH<br />

SUCH COSTS SHOULD BE SEGREGATED AND KEPT APART IN ACCTG<br />

ALL<br />

STANDARD DIRECT COSTING CORRECTS CERTAIN ERRORS IN<br />

RECORDS<br />

COSTING IT ALLOCATES PERIOD COSTS TO ThE PRODUCTS<br />

DIRECT<br />

IMPROVING LONG-RANGE DECISIONS PROFIT PLANNING IS AN<br />

THUS<br />

PART OF SOD AN ANNUAL MASTER PROFIT PLAN PROVIDES<br />

IMPORTANT<br />

DISTRIBUTION CF PERIOD COSTS TO PRODUCTS CAPITAL IS<br />

THE<br />

DISTRIBUTED TO PRODUCTS, ALLOWING FULL-COST AND ROI<br />

ALSO<br />

FOR LONG-RANGE DECISIONS. SDC ALSO ALLOWS A MONTHLY<br />

DATA<br />

OF PROFIT FORECASTS FOR THE REST OF THE YEAR, AND A<br />

REVISION<br />

LOCATION OF VARIANCES FROM MCNTHLY PROFIT PLANS<br />

BETTER<br />

ARTICLE IS ACCOMPANIED BY SUPPORTING TABLES<br />

IHE<br />

ULLMAN, JOSEPH C<br />

C552<br />

ILRNOVER DATA TO IMPORVE WAGE SURVEYS<br />

USING<br />

JOURNAL, VOL 45, NC 9, OCTOBER, 1966, 4 PAGES<br />

PERSONNEL<br />

RECRbIIMENT<br />

SELECTION,<br />

WAGE SURVEYS INVARIABLY SHOW THAT A<br />

OCCUPATIONAL<br />

RANGE OF WAGE RATES ARE PAID TC WORKERS IN A GIVEN<br />

WICE<br />

IN A PARTICULAR GEOGRAPHIC AREA THIS ARTICLE<br />

OCCUPATION<br />

EVIDENCE THAT SUGGESTS THAT PART OF THE VARIATION<br />

PRESENTS<br />

WAGE RATES CAN BE EXPLAINED BY EXAMINING DIFFERENCES IN<br />

IN<br />

COSTS OF REPLACING WORKERS, BECAUSE LOW-WAGE COS<br />

FIRMS<br />

MORE TO REPLACE WORKERS THAN DO HIGH-WAGE COS<br />

SPEND<br />

OF AVERAGE TURNOVER, OR PREFERABLY REPLACEMENT,<br />

KNOWLEDGE<br />

IN PARTICLLAR WOULD HELP EMPLOYERS ASSESS THE<br />

RAIES,<br />

OF THEIR STANDING IN THE WAGE RATE RANGE<br />

SIGNIFICANCE<br />

OF REPLACEMENT CCSTS ARE DISCUSSED IN TERMS OF<br />

ESTIMATES<br />

COSTSt SELECTION AND PLACEMENT COSTS, ON-THE-JOB<br />

RECRUIIMENT<br />

AND SEPARATION COSTS<br />

COSTS,<br />

TABLFS<br />

NEWPORI, M GENE<br />

055]<br />

MANAGEMENT, SCME CAUTIONS<br />

PARIICIPATIVE<br />

JOURNAL• VCL 45, NO 9t DCTOBERt Ig66t 5 PAGES<br />

PERSONNEL<br />

DECISION-MAKING<br />

IS NOT A PANACEA THE<br />

-PARTICIPATIVE-MANAGEMENT<br />

THAT IT FITS ALL SITUATIONS EQUALLY IS AS<br />

ASSUMPTION<br />

AS A BLANKET APPLICATION OF RIGID AUTHORITARIAN-'<br />

ERRONEOUS<br />

THE AUTHOR SUGGESTS A FEW -CAUTION- SIGNS TO BE<br />

ISM<br />

BY MANAGEMENTS ADOPTING THE PARTICIPATIVE APPROACH<br />

hEEDED<br />

DIFFERENCES MUST BE CONSIDERED GREATER<br />

INDIVIDUAL<br />

OF FREEDOM AND INDEPENDENCE IN THE WORK SITUATION<br />

DEGREES<br />

NOI DESIRED EQUALLY BY ALL PEOPLE<br />

ARE<br />

ARE UNKNOWNS TO BE CONSIDERED AS CONCERNS THE<br />

THERE<br />

OF THE WORKING POPULATION PREFERRING PARTICI-'<br />

PROPORTION<br />

IN DECISION-MAKING AS WELL AS IN OIHER PROCESSES OF<br />

PATTON<br />

THUS, THE TOTAL ORGANIZATIONAL SITUATION MUST<br />

MANAGEMENT<br />

ASSESSED AND THESE VARIOUS UNKNOWNS MUSI BE ISOLATED<br />

BE<br />

CHANGE IN MANAGEMENT IDEOLOGIES IS ONE OF AN EVO-'<br />

A<br />

NATURE ASSUMPTIONS ROOTED IN THE PAST ARE NOT<br />

LUTIONARY<br />

OVERNIGHT MUCH TIME AND EFFORT ARE RECUIRED<br />

MODIFIED<br />

KIRKPAIRICK, DONALD L.<br />

C554<br />

IN ObISIOE MANAGEMENT DEVELOPMENT PROGRAMS<br />

PARTICIPATION<br />

JOURNAL, VCL 45, NO 9, OCTOBER, I966, 4 PAGES<br />

PERSONNEL<br />

PERSONNEL CRGANIZATICN COUNSELING<br />

PROGRAM<br />

COYPANIES EXPEND SIZABLE AMOUNTS DF MCNEY ANC TIME<br />

WHEN<br />

MANAGEMENT DEVELOPMENT PROGRAMS CONDUCTED BY UNIVER-'<br />

ON<br />

AND OTHER ORGANIZATIONS HOW DO THEY KNOW WHETHER OR<br />

S[TIES<br />

THEY ARE GETTING THEIR MONEYS WORTH OR. KIRKPATRICK<br />

NOT<br />

SUGGESTIONS ID COMPANIES FOR OBTAINING MAXIMUM<br />

OFFERS<br />

FROM SLCH PROGRAMS.<br />

BENEFITS<br />

IT HAS BEEN DECIDED THAT A PERSON WILL ATTEND AN<br />

WHEN<br />

MANAGEMENT DEVELOPMENT PROGRAM, SOMEONE IN THE<br />

OUTSIOE<br />

PREFERABLY FROM THE PERSONNEL DEFT SHOULD<br />

ORGANIZATION,<br />

THE ACTIVITIES NECESSARY TO OBTAIN MAXIMUM<br />

COORDINATE<br />

THESE INCLUDE PRE-ATTENDANCE COUNSELING WHERE THE<br />

BENEFITS<br />

IS ORIENTED CN WAYS OF OBTAINING MAXIMUM BENEFITS<br />

TRAINEE<br />

SHOLLO ALSO BE TOLD WHAT IS EXPECTED OF HIM WHEN HE<br />

HE<br />

ANOTHER IMPORTANT ACTIVITY IS POST-ATTENDANCE<br />

REILRNS<br />

AND MOTIVATION THE PARTICIPANT WILL PUT TO<br />

COMMUNICATION<br />

THINGS WHICH ARE ENCOURAGED AND EXPECTED BY HIS BOSS<br />

USE<br />

FERGASON• GUY<br />

0555<br />

MAKES AN EFFECTIVE EXECUTIVE<br />

WHAT<br />

INSURANCE NEWS VOL &7, 9, JANUARY 1967, 3P<br />

BESTS<br />

PLANNING, MAKING<br />

SELECTING,<br />

TO A CERTAIN POINT COURSES AND SEMINARS ARE HELPFUL<br />

UP<br />

LEARNING TO BE AN EXECUTIVE, BUT MANAGEMENT IS MOSTLY<br />

IN<br />

THIS ARTICLE PRESENTS A LIST OF IMPORTANT DUTIES<br />

EXPERIENCE<br />

AN EXECUTIVE IT DISCUSSES THE NEED FOR BUDGETING TIME B<br />

OF<br />

PRIORIIY IASKS AND COMPANY OBJECTIVES. MAKING<br />

SELECTING<br />

AND DELEGATING AUTHORITY ARE RECOGNIZED AS<br />

DECISIONS<br />

EMPHASIZING ADVANCE PLANNING AND TIMING FOR<br />

IMPORTANT,<br />

THE EXECUTIVE MUST ALSO TEACH HIMSELF THROUGH HIS<br />

SUCCESS<br />

TO BE MOST EFFECTIVE<br />

EXPERIENCE<br />

NOLAND, ROBERT L<br />

0556<br />

BEFORE THE INTERVIEW<br />

REFLECTIONS<br />

JOURNAL, VCL 45, NO 9, OCTOBER, 1966 3 PAGES<br />

PERSONNEL<br />

ORGANIZATION, OPTIMAL, JOB<br />

SUPERVISOR<br />

EMPLOYEE APPRAISAL OR DEVELOPMENT INTERVIEW MUST BE<br />

THE<br />

BY THE SUPERVISOR WITH AN UNDERSTANDING OF ITS<br />

HANDLEC<br />

IF BOTH THE COMPANY AND THE EMPLOYEE ARE TO<br />

SENSITIVITY,<br />

THE AUTHOR MAKES A FLEA FOR A PERIOD OF THOUGHTFUL<br />

PROFIT<br />

137<br />

OF THE THREE KEY POINTS THE JOB, THE MAN, AND<br />

CONSIDERATION<br />

TO THE INTERVIEW<br />

YOU--PRIOR<br />

SPECIFICALLY, REFLECT ON WHERE IN THE FRAMEWORK<br />

MORE<br />

IHE SECTION DOES THE MANS JOB FIT• WHAT ARE THE STANOAROS<br />

OF<br />

DETERMINE WHETHER HIS PERFORMANCE IS ACCEPTABLEt DOES<br />

WHICH<br />

PERFORMANCE OF THIS JOB ASSUME AND DEMAND SPECI<br />

SUCCESSFUL<br />

APTITUDES, IS TEE PRESENT JOB CCNOUCIVE TO ThE PERSONS<br />

FIC<br />

IN THE ORGANIZATION• THE PERSONS PRESENT PERFORMANCE<br />

GROWTH<br />

PERFORMANCE, EXPLAINING HIS PERFORMANCE, HIS ATTITUOE<br />

PRIOR<br />

THE INTERVIEW, YOUR GOALS AND YOUR OWN FEELINGS<br />

TOWARD<br />

BOTH THE INIERVIEW IISELF AND THE EMPLOYEE<br />

TOWARD<br />

BRIEF TIME REQUIRED TO REFLECT ON THE MAN, THE JOB,<br />

THE<br />

YOU, WILL NORMALLY INSURE THE OPTIMAL OUTCOME POSSIBLE<br />

AND<br />

GRAHAM, GERALD H<br />

0557<br />

SATISFACTION<br />

JOB<br />

JOURNAL, VDL. 45, NO. 9 OCTOBER• t966, 4 PAGES<br />

PERSONNEL<br />

SATISFACTION PSYCHOLOGICAL ORGANIZATIONAL, JOB<br />

SUPERVISOR,<br />

SATISFACTION IS IMPORTANT TO BOTH THE INDIVIDUAL<br />

JOB<br />

THE COMPANY IHROUGH PROPER SUPERVISORY AND ORGANI-'<br />

AND<br />

PRACTICES• MUCH CAN BE DONE TC MOTIVATE AN<br />

ZATIONAL<br />

TOWARD GREATER PRODUCTIVITY WHILE ALLOWING HIM<br />

INDIVIDUAL<br />

FULFILL HIS PSYCHOLOGICAL NEEDS<br />

TO<br />

JOB ITSELF GOES FAR IN DETERMINING WHEIHER OR NOT<br />

THE<br />

WILL BE SATISFIED AND MOTIVATED WHEN POSSIBLE,<br />

WORKERS<br />

TASKS SHOULD BE STRUCTUREO IN SUCH A WAY AS TO<br />

INDIVIDUAL<br />

WORKERS AT EACH LEVEL WITH JOBS WHICH CHALLENGE<br />

PROVIDE<br />

CAPABILITIES AND ALLOW THEM OPPORTUNITIES TO SATISFY<br />

THEIR<br />

ASPIRATIONS. THE SUPERVISOR IS A DISIRIBUTOR OF<br />

THEIR<br />

THROUGH MERIT RATING PROCEOURES AND THROUGH<br />

RECOGNITION<br />

INFORMAL COMMENTS HE MUST LEARN TO RECOGNIZE<br />

EVERYDAY<br />

WORK AND REWARD IT ACCORDINGLY THE INFLUENCE OF<br />

GOOD<br />

WORKERS MUST BE RECOGNIZED AS A STRONG MOTIVATING<br />

FELLOW<br />

MANAGEMENT SHOULD ALSO BE AWARE OF OUISIOE FACTORS<br />

FORCE<br />

INFLUENCE PSYCHOLOGICAL MOTIVATION.<br />

WHICH<br />

MARTINO, ROCCO L<br />

0558<br />

LANGUAGE OF INFORMATION SYSTEMS.'<br />

THE<br />

PRDCESSING VOL 9 2, FEBRUARY, I961,<br />

DATA<br />

PROGRAMMING, INFORMATION, EVALUATES<br />

SELECTICN,<br />

REQUIREMENIS FOR A UNIFORM COMPUTER LANGUAGE ARE<br />

THE<br />

IT BE COMPLETELY GENERALIZED AND APPLICABLE TO ANY<br />

IHAT<br />

SYSTEM REGARDLESS OF THE PROCESSING MEDIA THIS<br />

INFORMATION<br />

THE FIRST PART OF AN ARTICLE THAT EVALUATES hOW SOME<br />

IS<br />

LANGUAGES AITEMPT TO MEET THESE REEUIREMENTS CATA<br />

PRESENT<br />

ARITHMETIC OPERATIONS AND LOGICAL SELECTIONt THE<br />

MOVEMENI,<br />

OF ALL CCMPUTERS, ARE REVIEWED AS A BASIS FOR THIS<br />

FUNCTIONS<br />

THE THREE GENERAL GROUPS OF AUTCMATIC<br />

EVALUATION<br />

SYSIEMS SPECIFICALLY GENERATORS ASSEMBLY<br />

PROGRAMMING<br />

AND COMPILERS ARE ALSO DISCUSSED<br />

ROLTINES<br />

ROTHERY, BRIAN<br />

0559<br />

COST OF EFFICIENCY.'<br />

THE<br />

PROCESSING, VDL 9, 2 FEBRUARY I967t<br />

DATA<br />

OPTIMUM, JOBS• CONTROL<br />

PROGRAM,<br />

AIM TO MAKE A WORKING ENVIRONMENT IO0 PER CENT<br />

THE<br />

INVOLVES EXORBITANT COSTS IN MAN HOURS AND<br />

EFFICIENT<br />

OFTEN LNREALIZED THIS ARTICLE PRESENTS LIMITATIONS<br />

MATERIAL<br />

TO SCIENTIFIC PROGRAMS WHICH INDICATE A MARGINAL OR<br />

RELATING<br />

POINT IN EFFICIENCY THE LIMITS OF THESE ROUTINES,<br />

OPIIMUM<br />

AN OPTIMUM POINT COSTS LEAP, PROGRAMS REDUCE IN<br />

BEYOND<br />

AS THE JOBS THEY CONTROL INCREASE IN EFFICIENCY,<br />

EFFICIENCY<br />

TIME IN WHICH THEY CAN BE APPLIED IS LIMITED, AND THERE<br />

THE<br />

NO ONE SOLUTION IN ANY SCIENTIFIC PROGRAM, ARE ThE COSTS<br />

IS<br />

EFFICIENCY AND MLST BE RECOGNIZED<br />

OF<br />

GRANT, C B<br />

6560<br />

IN DATA PROCESSING EXAMINATION<br />

CERTIFICATE<br />

PROCESSING, VOL 9, 2, FEBRUARY, 1967 2P<br />

DATA<br />

EDLCATION<br />

JOB<br />

CERTIFICATE IN DATA PROCESSING IS A COVETED HONOR<br />

THE<br />

INDICATES PROFESSIONALISM IN THE FIELD. BASED ON PAST<br />

THAT<br />

STATISTICS INDICATE THAT THE ANNUAL COP EXAM<br />

EXPERIENCE,<br />

IS GETTING HARDER AND THE COMPETITION IS GETTING<br />

INATION<br />

THIS ARTICLE ANALYZES THE STATISTICAL PROBABILITY<br />

ROUGHER<br />

ATTAINING THIS HONOR AND THE TENATIVE PROFILE OF A<br />

FOR<br />

SUCCESSFUL CANDIDATE IN VIEW OF HIS AGE, RECENCY CF<br />

TYPICAL<br />

AFFILIATIONS EDUCATIONAL LEVEL, LENGTH AND JOB<br />

EDLCATIGN<br />

AND COLLEGE MAJORS AND COURSES<br />

EXPERIENCE<br />

CONCLUDING IHOUGHT IS THAT WHILE IHE EXAMINATION IS<br />

THE<br />

CANDIDATES WITH HOMOGENEOUS CHARACTERISTICS, IHE<br />

PASSING<br />

MAY BE RELATIVELY MEANINGLESS AND IT MIGHT BE BETTER<br />

RESULT<br />

CERTIFY ACCORDING TO QUALIFIEO CATEGORIES<br />

TO<br />

FOREMAN, WAYNE<br />

0561<br />

TRAINING IECHNIQUES.'<br />

MANAGEMENT<br />

JOURNAL, VOL. 45 NO 9, OCTOBER• 1966, PAGES<br />

PERSONNEL<br />

SELECTING• PREGRAMS PLANNED, JOB, INFORMATION<br />

TRAINING,<br />

STLDY WAS UNDERTAKEN FOR THE PURPOSE GF<br />

THIS<br />

DATA THAT WOULD HELP TO PROVIDE FACTUAL IN-'<br />

COLLECTING<br />

ON THE USE OF MANAGEMENT DEVELOPMENT AND TRAINING<br />

FORMATION<br />

BY LARGE CORPORATIONS.<br />

PROGRAMS<br />

STUDY HAS SHOWN A CLEAR EMPHASIS UPON MOT<br />

THIS<br />

AND DEVELOPMENT WITHIN LARGE CORPORATIONS<br />

TRAINING<br />

THREE MOST POPULAR TRAINING TECHNIQUES USED INSIDE<br />

THE<br />

COMPANY WERE ON-THE-JOBt CONFERENCE AND DISCUSSION,<br />

THE<br />

JOB ROTATION SEVERAL CCRP SPONSORED MGT COURSES AT<br />

AND<br />

AND SEMINARS PLANNED BY PROFESSICNAL AND<br />

UNIVERSITIES<br />

ASSOCIATIONS<br />

TRADE<br />

DF THE SURVEY INDICATEO THAT COLLEGE PLACE-'<br />

RESULTS<br />

BUREAUS WERE THE MOST PRDbUCTIVE SOURCE IN SELECTING<br />

MENT<br />

TRAINEES WITHIN IHE PAST 3 YEARS<br />

MANAGEMENT<br />

IS THE MOST IMPORTANT PERSONAL CHARACTER-'<br />

INTELLIGENCE<br />

DESIRED IN MGT TRAINEES. OF THE HIRED TRAINEES 48 2<br />

ISIIC<br />

CENT HAD A SCIENTIFIC FIELC EDUCTInNAL BACKGROUNO<br />

PER<br />

MORGAN, PHILIP L<br />

0562<br />

DATA PROCESSING OF PERSONNEL CAIA<br />

AUTOMATIC<br />

JOURNAL, VOLo 45, NO 9, OCTOBER, I966, 5 PAGES<br />

PERSONNEL<br />

PERSONNEL, ORGANIZATION, INFORMATION, CONTROLLED<br />

RETRIEVAL,<br />

COTRCLLED, THE COMPUTER PROVIDES THE<br />

-CAREFULLY<br />

MANAGER WITH AN EXCELLENT TOOL, ONE TFAT CAN FREE<br />

PERSONNEL

PEOPLE FROM MUCH DRUDGERY BUT THIS SOPHISTOCATED<br />

HIS<br />

IS NOT Ah END IN ITSELF ITS PURPOSE IS THE ACCOM<br />

SYSTEM<br />

OF THE PERSONNEL FUNCTION MORE EFFICIENTLY AND<br />

PLISHMEhT<br />

AND THE EXTENSION OF ITS SERVICE TO THE<br />

PRODUCTIVELY,<br />

OF THE ORGANIZATION<br />

REST<br />

AUTHOR DISCUSSED FIVE PRINCIPLES AIMED AT SOLVING<br />

TFE<br />

AT IHE OPERATIONAL LEVEL ESTABLISH A DAIA BASE<br />

PROBLEMS<br />

INCORPORATES EACH PIECE OF PERSONNEL IkFORMATION YOU<br />

THAT<br />

KNOW ABObT YOUR EMPLOYEES, ELIMINATE MULTIPLE<br />

SHOULD<br />

AND STORAGE• INTEGRATE DAIA INTO COMPOSITE<br />

HANDLING<br />

ESTABLISH METHODS OF DATA RETRIEVAL THAT ALLOW<br />

RECORD,<br />

ACCESSIBILITY TO THE INFORMATION SIORED, AND<br />

COMPLETE<br />

THE EMPLOYEES<br />

INVOLVE<br />

INTEGRATED PERSONNEL DATA SYSTEM IS DISCUSSED FOR<br />

AN<br />

AND SMALL COMPANIES<br />

LARGE<br />

HAY, JOHN E. KUMNICK• MILES D.<br />

C563<br />

INDUSTRIAL MANAGERS WITH Q SORTS.'<br />

COUNSELING<br />

JOURNAL, VDL. 45, NO 9, OCTOBER, 1966 5 PAGES<br />

PERSONNEL<br />

TESTED SELECTION PSYCHOLOGISTS, PROCRAMS<br />

TRAINING,<br />

COLNSELING<br />

OF QUALIFIED MANAGERS TODAY POINIS UP THE NEED<br />

-LACK<br />

FULLY DEVELOPING PRESENT MANAGERS FOR ADVANCEMENT<br />

FOR<br />

METHODS MUS1 BE FOUND TC AID IN THE SELECTION AND<br />

NEW<br />

PROSESS. THE O SORT METHOD USED MAINLY BY PSY<br />

TRAINING<br />

WAS TESIEO HERE TO DETERMINE ITS VALUE AS AN<br />

CHDLOGISIS,<br />

IN FACE-TO-FACE COUNSELING CF MANAGERS AND EXECUTIVES<br />

AID<br />

CONNECTION WIIH DEVELOPMENTAL PROGRAMS.-<br />

IN<br />

TERM SORTS- REFERS TO A SERIES OF DESCRIPTIVE<br />

THE<br />

PRINTED CN CARDS, WHICH ARE SORTED IkTO COLUMNS<br />

STATEMENTS<br />

TO THEIR SIMILARITY TO A PERSONS SELF-PERCEPTIONS<br />

ACCORDING<br />

SIUDY HAS DEMONSTRATED THAT THE Q SORT METHOD<br />

THIS<br />

BE LTILIZED EFFECTIVELY IN THE COUNSELING PROCESS WITH<br />

CAN<br />

AND IT CAN ALSO IDENTIFY GROUP TRAINING NEEDS OF<br />

MANAGERS,<br />

AS A WHOLE. THE SPECIFIC Q SORT ITEMS THEMSELVES<br />

MANAGERS<br />

FOLND TO BE EFFECTIVE IN THE FACE-TO-FACE COUNSELING<br />

WERE<br />

ITSELF<br />

PROCESS<br />

AULENBACH, BETTY<br />

0564<br />

OF DIRECT MAIL.<br />

FUNDAMENTALS<br />

AND SALES PROMOTION VOL I5, 2, FEBRUARY 1967,<br />

ADVERTISING<br />

8P<br />

RLLES<br />

TEST,<br />

SPECIAL REPORT IS BASED ON THE DIRECT MAIL ADVER-'<br />

THIS<br />

ASSOCIATIONS LATEST INSTITUTE THIS IS ThE FIRST OF<br />

TISING<br />

ARTICLES AND IS A DISCUSSION OF THE THE BASICS WHICH<br />

FIVE<br />

BETWEEN DIRECT MAIL, MAIL ORDER AND UNMAILED<br />

DISTINGUISH<br />

ADVERTISING EXPLAINING THE FORMS AND LISTING THE<br />

DIRECT<br />

TECHNOLOGY AND COMMON SENSE BASED ON THE -KISS-<br />

ADVANTAGES.<br />

-RIO- APPROACHES AND RULES OF IMPROVEMENT, YIELD EFF-'<br />

AND<br />

COPY<br />

ECIIVE<br />

OF ACHIEVING CCNIINUITY IN LETTER, ENVELOPE•<br />

MEIHODS<br />

REPLY CARD AND CCLOR ARE EXPLAINED IN THE NEXT<br />

BRDCHURES<br />

DEALING WIIH THE PHYSICAL PACKAGE. MAILING LISTS ARE<br />

SECTION<br />

IN REGARD TO BUYING, RENTING ANO EXCHANGING THE<br />

DISCUSSED<br />

ON TESTING SUGGESTS WHAT TO TEST AND HOW TO TEST<br />

ARTICLE<br />

OF THE DIRECT MAIL SERIES IN SUMMARY THE MAJOR<br />

PARTS<br />

AND THE CARDINAL PRINCIPLES OF DIRECT ADVERTISING<br />

FUNCTIONS<br />

LISTED.<br />

ARE<br />

COCK, ROBERT I.<br />

D565<br />

TO ANALYZE PURCHASING EXPENDITURES<br />

HOW<br />

VOL 61 13 DECEMBER 29, 1966 3P<br />

PURCHASING<br />

ANALYZE<br />

CONTROL<br />

PAPERWORK IS KEEPING YOU FROM USING SOME OF PUR<br />

IF<br />

BEST COST REDUCTION TECHNIQUES HERE IS AN EASY--'<br />

CHASINGS<br />

SAMPLING METHOD THAT WILL TELL YOU WHERE TO START-<br />

TO-USE<br />

INVESTING A LOT OF MONEY<br />

WIIHOUI<br />

FIRST STEP IS TO GET A REPRESENTATIVE SAMPLE OF<br />

THE<br />

PURCHASE ORDERS USING A RANDOM NUMBER SAMPLING TECH-'<br />

YOUR<br />

THE P.O SHOULD BE RECORDED ON CARDS AND FILED IN<br />

NIQUE.<br />

ORDER OF TOTAL COST THIS WILL PUT ThE HIGHEST<br />

DESCENDING<br />

ITEM ON TOP NEXI ORDER ITEMS ARE GROUPED IN COST<br />

COST<br />

TO SEGREGATE HIGH AND LOW-VALUE ITEMS FINALLY,<br />

CATEGORIES<br />

COMBINING THESE fILMS INIO THE CONVENTIONAL ABC GROUPS<br />

BY<br />

18, AND 71 PERCENT GREUPS- ONE CAN FIND WHERE<br />

11,<br />

COST REDUCTION EFFORTS AN ADDITIONAL ADVANTAGE<br />

CONCENTRATE<br />

FOCUSING ATTENTION ON THE HIGH-VALUE ITEMS IS CLOSER<br />

IN<br />

OF LEADTIMES<br />

CONTROL<br />

OSWALD HENRY<br />

0566<br />

BY XACT<br />

TRANSLATION<br />

VOL. 13 JANUARY 1967<br />

DATAMATION<br />

CODE, ANALYZES<br />

PROGRAM,<br />

FULLY AUTOMATIC SOFTWARE TRANSLATION SYSTEM CALLED<br />

A<br />

HAS BEEN UNDER DEVELOPMENT AT CELESTRCN ASSOCIATES<br />

XACT<br />

SINCE 196. XACT REQUIRES AS INPUT THE SOURCE PROGRAM<br />

INC<br />

SOURCE MACHINE LANGUAGE. THE PROGRAM LOADER THAT LOADS<br />

IN<br />

INTO THE SOURCE MACHINE, AND A DESCRIPTION OF THE OATA<br />

IT<br />

THE SOURCE PROGRAM IS INTENDED TO CPERATE UPON THE<br />

THAT<br />

THEN ANALYZES THE SOURCE PROGRAM TO PRODUCE A<br />

TRANSLATOR<br />

DESCRIPTION OF THE FUNCTICkS PERFORMED<br />

MACHINE-INDEPENDENT<br />

TARGET CODE COMPILATION<br />

AND<br />

PROGRAMMING TRANSLATION IS A PROBLEM IN THAT<br />

AbTOMATIC<br />

TAKES CONSIDERABLE EFFORT TO PROOUCE A SOFTWARE TRANS<br />

IT<br />

THE GREATEST ADVANTAGE IS THAT SOURCE AhC TARGET<br />

LATDR<br />

DIFFERENCES BECOME UNIMPORTANT TO PROGRAM COMPATI<br />

MACHINE<br />

THE PROGRAMS IN QUESTION HERE ARE APPLICATIONS<br />

BILITY<br />

NOT -SOFTWARE.-<br />

PROGRAMS<br />

EDELMANt PAUL R<br />

0567<br />

TAPE-STORED OATA<br />

SAFEGUARDING<br />

VOL L3, JANUARYe 1967<br />

DATAMATION<br />

ANALYSIS<br />

PROGRAM<br />

THE DISASIROUS PENTAGON FIRE SEVERAL YEARS AGO,<br />

AFTER<br />

PEOPLE RE-EVALUATED THEIR TAPE STORAGE PRCCEOURES AND<br />

MANY<br />

DOWN TO RECIIFY THEIR DEFICIENCIES WESTINGEOUSE ELEC-'<br />

SAI<br />

WAS NO EXCEPTION.<br />

TRIC<br />

OF THE 5000-TAPE CAPACITY STORAGE VAULI RE-'<br />

ANALYSIS<br />

3 CATEGORIES OF TAPES- REPORT PRODUCING, PROGRAM, AND<br />

VEALED<br />

IMPORTANT OF ALL, MASTER FILE TAPES. A POPULAR APPROACh<br />

MOST<br />

138<br />

IS THE REMOTE LGCATIDN APPROACH SEVERAL TAPE STORAGE<br />

USED<br />

WERE INSTALLED IN AIR CONDITIONED, HUMIDITY-CONTROLLED<br />

UNITS<br />

ABOUT 500 YARDS DISTANT FROM THE PATh COMPUTER POERA<br />

ROOMS<br />

DELIVERY AND PICKUP ARE PROVIDED BY A TAPE LIBRARIAN<br />

TION<br />

USES A STANDARD TAPE CART THE HANDLING OF MASTER-FILES<br />

WHG<br />

ARE UPDATED AT REGULAR INTERVALS PRESENTED A SOMEWHAT<br />

WHICH<br />

COMPLEX PROBLEM THE GRANDFATHER SYSTEM ALREADY HAD<br />

MORE<br />

SETS OF TAPE FOR EACH APPLICATION ROTATION OF THE THREE<br />

3<br />

IS NOW EFFECTED SO THAT THE GRANDFATHER TAPE NOW RE<br />

SETS<br />

THE NEXT UPDATED FILE<br />

CEIVES<br />

STIMMLER, PAUL<br />

C568<br />

JOB EVALUATION MYTH<br />

THE<br />

JOURNAL, VCL 45, NO TO, NOVEMBER I66, PAGES<br />

PERSONNEL<br />

PLAN, JOB, EVALUATION<br />

RULES•<br />

EVALUATION IS A USEFbL TOOL IN THE SOLUTION CF<br />

-JOB<br />

OF WORK SIMPLIFICATION BUT IT SHOULD NOT BE<br />

PROBLEMS<br />

AS A SCIENCE EMPLOYING RIGID RULES RATHER,<br />

CONSIDERED<br />

IT AS AN ARI USING THE MORE FLEXIBLE TEOLS OF<br />

CONSIDER<br />

TACT AND DIPLOMACY TO INSURE THAT ThE JOB<br />

DISCRETION,<br />

PLAN WILL PROVE RELIABLE• COMPETITIVE AND<br />

EVALUATION<br />

REPRESENTATIVE<br />

HAS BROUGHT TC LIGHT CERTAIN OBSERVATIONS<br />

EXPERIENCE<br />

SERVE TO DISPEL SOME CF IHE MYSTERY AND POINT OUT A<br />

WHICH<br />

SET OF GLIDE-LINES HAVING A USEFUL PURPOSE IN<br />

COMMON<br />

AND APPROACHING A hUMBER OF ThE MORE BOTHERSOME<br />

IDENTIFYING<br />

IN EVALUATION. POINTS DISCUSSED ARE THCUROUGH<br />

PREBLEMS<br />

QUESTION TECHNIQUE TECHNICAL AID, ANALOGY<br />

INVESTIGATION<br />

ACTLAL EVALUATION, HONEST APPRAISL CON<br />

CONSIRbCTION,<br />

APPROACH, EGOCENTRIC TENDENCIES, ERROR ADMISSION,<br />

SISTENT<br />

TERMINAL SALESMANSHIP<br />

AND<br />

BLAIr BORIS JR<br />

C56g<br />

STUDENT PERSONNEL PROGRAM--Oh THE THRESHOLD.<br />

IHE<br />

JOURNAL, VDL 45, NO tO, NOVEMBER 1966, PAGES<br />

PERSONNEL<br />

PERSONNEL EDUCATIONAL<br />

PROGRAM<br />

MAX R RAINES, 1966, DEFINES THE STUDENT<br />

-PROFESSOR<br />

PROGRAM AS CONSISTING OF -A SERIES OF RELATED<br />

PERSONNEL<br />

OESIGNED TG SUPPORT THE INS/RUCTICNAL PROGRAM,<br />

FUNCTIONS<br />

TO STUDENT NEEDS AND FOSTER INSIITUTICNAL DEVELOP-'<br />

RESPOND<br />

LNFORTUNATELY, -MANY STbDENT PERSONNEL PROGRAMS<br />

PENT<br />

THE PROFESSIONAL LEADERSHIP THAT MIGHT ENHANCE<br />

LACK<br />

YET IT IS IMPERATIVE TO THE EDUCATIONAL<br />

OEVELOPMENT<br />

OF THE LEARNING CENTER, BE IT SECONDARY SCHOOL<br />

-HEALTH-<br />

OR UNIVERSITY THAT THE STUDENT PERSONNEL PROGRAM<br />

COLLEGE<br />

INCORPORATED INTO NOT MERELY ATTACHED TO, ThE<br />

BE<br />

EDUCATIONAL PROGRAM<br />

INSIITUIIONS<br />

RATIONALE FOR THIS VIEWPOINT, WHICH IS DISCUSSED<br />

THE<br />

BOTH COMPELLING AND URGENT-<br />

-APPEARS<br />

DROTNING, JOHN<br />

$70<br />

TRAINING, SOME CRITICAL QUESTIONS<br />

SENSITIVITY<br />

JOURNAL VCL 45 NO I0 NOVEMBER, 1966, 3 PAGES<br />

PERSONNEL<br />

MAKING JOB EVALbATE, DECISION, T-GROUP<br />

TRAINING,<br />

SENSITIVITY LEARNING BE TRANSFERREO BY THE<br />

CAN<br />

FROM THE LABORATORY TO THE JOB. DOES THE<br />

RECIPIENT<br />

OF T-GROLP OISCUSSION LEAD TO EXCESSIVE STRESS ON<br />

INTIMACY<br />

INDIVIDUAL TO THE POINT OF POSSIBLE INJURY TO THIS<br />

THE<br />

HEALTH THESE AND OTHER QUESTIONS ARE STUDIED IN<br />

MENTAL<br />

EFFORT TO EVALUATE SENSIIIVITY TRAINING<br />

AN<br />

T-GROUP IS DESIGNED TC EXPAND ENES AWARENESS AT<br />

IHE<br />

CONSCIOUS AND PRE-CDNSCIOUS LEVEL• TO LET ONE LOOK<br />

THE<br />

CNES SELF IN ORDER TO LEARN MORE ABOUT OWES OWN<br />

INSIDE<br />

AND ITS IMPACT ON OTHERS.<br />

BEHAVIOR<br />

TRAINING IS AN INTENSE EMOTIONAL EXPERT-'<br />

SENSITIVITY<br />

WHICH MAY BE PUT TO GOOD bSE BUT IT OUGHT TO FOCUS<br />

ENCE<br />

THE PROCESS OF GROUP DECISION MAKING RATHER THAN ON<br />

ON<br />

OR PERSONAL GROWTH, IF THIS IS TC HAPPEN<br />

INCIVIDLAL<br />

THE T-GROUP OUGHT TC WCRK WITH REAL CONCEPTUAL<br />

PERHAPS<br />

RATHER IHAN FOCUS ONLY ON EMOTIONAL LEARNING IT<br />

PROBLEMS<br />

SEEM ADVISABLE TD CAREFULLY SCREEN PARTICIPANTS<br />

WOULD<br />

HOWELL, WILLIAM<br />

CST1<br />

PRIDE<br />

JOB<br />

JOURNAL VOL 45 NO 10, NOVEMBER, 1966, 3 PAGES<br />

PERSONNEL<br />

JOB<br />

SATISFACTION,<br />

COMPANIES AND BIG bNICNS MAY BE RESPONSIBLE FOR<br />

BIG<br />

AGGRAVATING FACTORS RESULTING IN LOSS OF JOB SARIS<br />

SOME<br />

BY EMPLOYEES WHAT CAN BE DONE TO INSTILL THE<br />

FACTION<br />

ELEMENT OF JOB PRIDE IN THE INDIVIDUAL WORKER<br />

IMPORTANT<br />

HONESTY AND HIGH ETHICS OF THE EMPLOYER AND THE<br />

THOROUGH<br />

MLST BE CULTIVATED INDIVIDUAL IDENTITY MbST BE<br />

UNION<br />

RECOGNIZED THE MODERN REPLACEMENT OF INDIVIDUAL<br />

BEITER<br />

HAS TO BE GROUP OR TEAM PRIDE THE CHANCES FOR<br />

PRIDE<br />

OF GROUP INCENTIVES TC MAINTAIN JD PRIDE ARE MUCH<br />

SUCCESS<br />

IN SMALL COMPANIES ThAN BIG THESE FACTORS AND<br />

BELIER<br />

ARE DISCUSSED.<br />

OTHERS<br />

SOURCE OF PRIDE FOR THE WORKER WHO IS COG IN IHE<br />

THE<br />

MACHINE MAY BE Ih IDENTIFICATION WITH THE END-USE<br />

INDUSTRIAL<br />

IHE PROOUCTS OF HIS EFFORTS.<br />

OF<br />

OF LABOR WITH MANAGEMENT IS ABETTED BY<br />

IDENTIFICATION<br />

IDENTIFICATION WITH LABOR<br />

MANAGEMENTS<br />

BAER• JAMES W<br />

C572<br />

RECRLITERS GUIDE TO SUCCESSFUL FAILURE<br />

A<br />

JOURNAL VOL Se<br />

PERSONNEL<br />

ORGANIZATIONS, JOB<br />

RECRUITER<br />

IS THE RECRbITERS JOB TO ATTRACT AND EMPLOY TOP<br />

IT<br />

FOR HIS COMPANY BUT IT SOMETIMES APPEARS THAT<br />

CANDIDATES<br />

RECRUITER AND HIS COMPANY ARE BENT ON LOSING AS MANY<br />

THE<br />

CANDIDATES AS THEY HIRE IHE FOLLOWING -RECRUIIMENI<br />

GOOD<br />

ARE IN USE BY COUNTLESS ORGANIZATIONS AND WILL<br />

CRIMES<br />

RESULT IN A TARNISHED COMPANY IMAGE, LOSS OF TOP<br />

GENERALLY<br />

AND UNNECESSARY GRIEF.-<br />

TALENT<br />

SURE TO DELAY YOUR DECISIONS AS MUCH AS POSSIBLE<br />

-BE<br />

IhE NECESSITY TO DECIDE BETWEEN TWO CR MORE GOOD MEN<br />

AVOID<br />

FAILING TO CONIACT THEM PASS THE BUCK RATHER LIBERALLY.<br />

BY<br />

SEARCHING FOR AN EXECUTIVE BEFORE YOU REALLY KNOW WHAT<br />

BEGIN<br />

IS YOU WANT OR WHY. SIDESTEP SPECIFIC QUESTIENS ABOUT<br />

IT<br />

OBJECTIVES. AVOID GIVING THE CANDIDATE ANY WRITTEN<br />

CO<br />

NEVER CHECK REFERENCES. IGNORE PHYSICAL<br />

LITERAILRE

AND EMPLOYEE ATTITUDES KEEP FACTS FROM THE CON-'<br />

FACILITIES<br />

GIVE HIM ENTIRE RESPONSIBILITY, FAKE AN<br />

SULTANT,<br />

SEARCH, AND DO NOT CUESTION APPLICANTS COMPETENCE<br />

OUTSIOE<br />

KYOJIRO, H<br />

C57]<br />

DECISION CURVE FOR LEASE OR BUY<br />

A<br />

SERVICES VOL. 4, NO I JAN-FEB I96T 8P<br />

MANAGEMENT<br />

DECISIONS, ANALYSIS<br />

MAKING,<br />

OF THE COSTS OF LEASING AND OF BUYING<br />

COMPARISON<br />

EQUIPMENT IS NOT A SIMPLE TASK, FOR TWO OF TEE<br />

INDUSTRIAL<br />

THAT DETERMINE THE COST OF OWNERSHIP ARE UNCERTAIN<br />

ELEMENTS<br />

AMOUNTS IHAI MUST BE ESTIMATED THIS ARTICLE OUTLINES<br />

FLTLRE<br />

METHOD FOR GRAPHICAL ANALYSIS OF THESE UNCERTAIN FACTORS-<br />

A<br />

DISCOUNT RATE OF MONEY AND THE RESIDUAL WERTH OF<br />

THE<br />

AT THE END OF THE PERIOD UNDER SIUDY<br />

EQLIPMENT<br />

DECISION CLRVE OUTLINED IN THIS STUDY PERMITS<br />

ThE<br />

MAKING BY SIGHT SCANNING IT ALSO RELIEVES MANAGE-'<br />

DECISION<br />

OF THE TASKS OF EXPLICITY STATING AN ASSUMED RATE OF<br />

MEKT<br />

AVAILABLE ON CAPITAL AND CF PREDICTING A SPECIFIC<br />

RETURN<br />

WORTH ThUS ThE DECISION-MAKER CAN DEAL IN<br />

RESIDUAL<br />

PARAMETERS.<br />

WOCOFIELD, W<br />

0574<br />

THE DANGERS DF UNCERTAINTY<br />

LESSENING<br />

SERVICESt VOL 4, NC I, JAN-FEE 1967<br />

MANAGEMENT<br />

DECISION<br />

FORECASTS,<br />

CAPITAL BUDGETING DECISION MUST BE BASED ON<br />

EVERY<br />

DATA- FORECASTS OF FUTURE COSTS ANO RETURNS<br />

UNCERTAIN<br />

ALLOW FOR UNCERTAINIY IN VARIOUS WAYS, FEW OF<br />

EXECUTIVES<br />

EXPLICIT AND NONE OF ThEM SCIENTIFIC. ThIS AUTHOR<br />

THEM<br />

THE USE OF SUBJECTIVE PROBABILITIES TO ESTIMETE<br />

PRCPOSES<br />

LIKELIHCO0 OF THE VALUES PROVING CORRECT AND DESCRIBES<br />

ThE<br />

THE TECHNIQUE hAS WORKED IN ACTUAL COMPANY APPLICATION<br />

HOW<br />

EMPLOYMENT OF THE MODEL ENCOURAGE IMPREVEMENT OF<br />

THE<br />

BUDGETING PROCEDURES BEING USED WITHIN THE COMPANY<br />

CAPITAL<br />

INCREMENTAL COSTS OF APPLYING ThE MODEL WERE FOUND TO BE<br />

THE<br />

INMATERIAL<br />

REITER M J<br />

C575<br />

THAT COMMUNICATE<br />

REPORTS<br />

SERVICESt VOL 4, NC JAN-FEB I967<br />

MANAGEMENT<br />

ANALYZE<br />

INFORMATION,<br />

MODERN ACCOUNTANT MUST BE MORE THAN A MANIPULATER<br />

ThE<br />

FIGURES IT IS NOT ENOUGH TO GATHER INFCRMATION OR EVEN<br />

OF<br />

ANALYZE ITS MEANING. ALL THIS IS WASTED EFFORT IF ThE<br />

TO<br />

ARE NOT REALLY COMMUNICATED TO THOSE WHO MUST USE<br />

RESULTS<br />

ThIS ARTICLE REVIEWS SOME OF THE BASICS OF COMMUNI-'<br />

THEM<br />

THEORY AND EXPLAINS THEIR APPLICATION TC ThE<br />

CATION<br />

REPORTING FUNCTICN<br />

ACCOUNTANTS<br />

GUIDEPOSTS TO A GOLD REPORT SUGGESTE BY ThE AUTHOR<br />

THE<br />

CLARITY CONSISTENCY, ADEQUATE COVERAGE, ADAPTABILITY<br />

ARE-<br />

DIFFERENT VIEWPOINTS AND INTEREST<br />

TO<br />

JOHNSON, H G<br />

C576<br />

ITEM CONTROL.<br />

KEY<br />

SERVICES VOL.4 NO I, JAN-FEB 1967<br />

MANAGEMENT<br />

PLAN, CONTROL<br />

RULES,<br />

CF PAPERWORK CAN STRETCh THE EXECLTIVES WORK<br />

MOLNTAINS<br />

TO INTOLERABLE LENGTH- MUCh OF IT WASTED TIME THIS<br />

DAY<br />

SOLUTION IS KEY ITEM CONTROLt A SYSTEM WHICH<br />

AUTHORS<br />

FOR EACh MANAGER ARE TAILORED TC HIS NEEDS AND<br />

REPORTS<br />

SHARPLY UPON THOSE KEY ITEMS THAT REQUIRE HIS ACTIVE<br />

FOCUSED<br />

ATTENTION<br />

GROUND RULES FOR ThIS SYSTEM ARE, TO PLAN AND<br />

ThE<br />

THOSE AREAS IN WHICh GOOD OR POOR PERFORMANCE CAN<br />

CONTROL<br />

INFLLENCE THE RESULTS OF OPERATIONS BECOME, IT<br />

MATERIALLY<br />

NECESSARY TO REPORT THAT PERFORMANCE IN THE MOST EASILY<br />

IS<br />

AND ACTICN-PROVOKING MANNER ThE IDENTIFICATION<br />

UNDERSTOOD<br />

KEY ACTION INDICATORS IS VITAL TO ThE SUCCESS OF THE<br />

OF<br />

SYSIEM<br />

MURRAY G.L<br />

C577<br />

VS PRACTICAL MANAGEMENT- A PRAGMATIC APPROACH<br />

SCIENTIFIC<br />

SERVICES VOL 4, NO.I, JAN-FEB 1967 8P<br />

MANAGEMENT<br />

RESEARCH<br />

OPERATIONS<br />

SEE OPERATIONS RESEARCh AS THE SOLUTION TO ALL<br />

SOME<br />

PROBLEMS, OTHERS CALL IT A FAD THE TRUTh, OF<br />

MANAGEMENT<br />

LIES SOMEWHERE IN BETWEEN. SIMILARLY, TEE PRACTICAL<br />

COURSEr<br />

TO SOLVE IMMEDIATE BUSINESS PROBLEMS LIES SOMEWHERE<br />

WAY<br />

A PERFECTIONIST REFLSAL TO SOLVE ANYTHING UNTIL<br />

BEIWEEN<br />

CAN BE SOLVED AND A SLAPDASH TREATMENT OF<br />

EVERYTHING<br />

RATHER ThAN AILMENTS THIS ARTICLE OFFERS A MIDDLE<br />

SYMPTOMS<br />

GROUND<br />

POINTS OUT ThAI THE TRAINING AND EXPERIENCE OF MOST<br />

hE<br />

AND ACCDUNIANTS HAS BEEN OUTSIDE THE FIELD OF<br />

BUSINESSMEN<br />

AND MATHEMATICS- BUT ThAT THIS IS NO REASON FOR<br />

SCIENCE<br />

TO FEAR OR IGNORE SCIENTIFIC APPROACHES TO<br />

BUSINESSMEN<br />

PROBLEMS.<br />

BUSINESS<br />

hART, A<br />

0578<br />

FOR EVALUATING PRODUCT RESEARCH AND DEVELOPMENT<br />

CHART<br />

PROJECTS<br />

RESEARCH QUARTERLY VOL I7, 4 DEC 1966 lIP<br />

OPERATICNAL<br />

INDEX, EVALUATING<br />

SELECTEC<br />

ARTICLE PRESENTS A METHOD OF EVALUATING RESEARCh<br />

THIS<br />

DEVELOPMENT PROJECTS ThE METHOD IS BASED ON ThE USE<br />

AND<br />

AN EVALUATION CHART THE MAIN PURPOSE OF ThE CHART IS TO<br />

OF<br />

A PROJECT SCORE WHICH IS A MEASURE OF A SELECTED<br />

CALCULATE<br />

CRITERION A METHOD OF CONSTRUCTING A CHART IS<br />

EVALUATION<br />

USING A PROJECT INDEX AS ThE EVALUATION CRI-'<br />

ILLUSTRATED<br />

THE CHART CONTAINS A LIST OF 12 QUESTIONS, THE<br />

IERION<br />

TO WHICH ARE ASSUMED TO BE THE MAIN DETERMINANTS<br />

ANSWERS<br />

IHE VARIABLES IN IHE FORMULA DF ThE INOEX EACh QUESTION<br />

OF<br />

FOLLOWED BY A SET OF ANSWERS FROM WHICH A CHOICE IS TO BE<br />

IS<br />

AND UNDERNEATH EACH ANSWER IS A NUMERICAL SCORE THE<br />

MADE,<br />

SCORES ARE LOGARITHMIC FUNCTIONS OF THE ANSWERS<br />

NUMERICAL<br />

WHICh THEY RELATE, AND WhEN ADDED TOGETHER GIVE A PROJECT<br />

TO<br />

WHICH IS A LOGARITHMIC FUNCTION CF THE INEEX VARIOUS<br />

SCORE<br />

OF USING THE CHART, AND A SUGGESTED EVALUATION<br />

MEIHODS<br />

ARE ALSO DESCRIBED<br />

PROCEDURE,<br />

BATTERSBY ALBERT CARRUTHERS, A<br />

0579<br />

IN CRITICAL PATh METHCOS<br />

ADVANCES<br />

139<br />

RESEARCH QUARTERLY VCL 17, 4 DEC 1966 19P<br />

OPERATIONAL<br />

CONTROL• ANALYSED<br />

PLANNING<br />

IS NOW 10 YEARS SINCE CRITICAL PATh ANALYSIS WAS<br />

IT<br />

INTO BRITISH INDUSTRY DURING ThAT TIME ITS SCOPE<br />

INTRODUCED<br />

USEFULNESS hAVE BEEN SUBSTANTIALLY INCREASED. tHiS<br />

AND<br />

IS A CRITICAL REVIEW OF ITS DEVELOPMENT. IT SHOWS<br />

ARTICLE<br />

II HAS ENABLED MANAGEMENT PLANNING AND CONTROL SYSTEMS<br />

hOW<br />

BE EVOLVED WHICh EMBRACE COSTS AND RESOURCES IN ADDITION<br />

TO<br />

TIME FACTORS INFLUENCING ThE DEGREE OF SUCCESS SO FAR<br />

TO<br />

ANALYSED, AND POTENTIAL AREAS FOR FURTHER DEVELOPMENT<br />

ARE<br />

THE RANGE OF INDUSTRIAL APPLICATIONS IS ILLUS-'<br />

OUTLINED<br />

IT IS SHOWN HOW ThE TECHNIQUE HAS SOMETIMES REVEALED<br />

TRATED<br />

CREATED PROBLEMS IN EXISTING MANAGEMENT SIRUCTURES<br />

AND<br />

PATh ANALYSIS CAN BE REGARDED AS A POWERFUL AID TO<br />

CRITICAL<br />

MANAGEMENT, BLT NOT A PANACEA NOR A SUBSTITUTE FOR<br />

SOLNO<br />

IT<br />

ORDEN, A<br />

0580<br />

EMERGENCE OF A PROFESSION<br />

THE<br />

OF THE ACM, VOL i0 NO 3• MARCH 1967 3P<br />

COMMUNICATIONS<br />

EDUCATIONAL<br />

PROGRAMMING<br />

PROGRAMMING DEALS WITH AN ENORMOUS VARIETY OF<br />

COMPUTER<br />

AND IS CARRIED ON BY PEOPLE WITH A GREAT VARIETY<br />

ACTIVITIES<br />

BACKGROUNDS IT SEEMS CLEAR ThAT PART BUT NOT ALL OF ThIS<br />

OF<br />

IS EVOLVING TOWARD A DISTINCT PROFESSIONAL FIELD,<br />

ACTIVITY<br />

THAT THE SCOPE DF ThIS EMERGING PREFESSION, AND SOME OF<br />

BUT<br />

ECONOMIC, SOCIAL AND EDUCATIONAL CHARACTERISTICS ARE AS<br />

ITS<br />

BY NO MEANS WELL DEFINED IN THIS PAPER THESE ISSUES<br />

YET<br />

EXAMINED AND SOME OPINIONS ABOUT THEM ARE EXPRESSED<br />

ARE<br />

ELLIOT, C.O<br />

0581<br />

APPROACHES TO BUSINESS CATA PROCESSING<br />

NEW<br />

0582<br />

OF DATA MANAGEMENT, VOL 5 NO 2, FEBRUARY, 1967 8P<br />

JOLRNAL<br />

INFORMATION<br />

ORGANIZE,<br />

ARTICLE FIRST BRINGS TO LIGHT THE PROBLEMS<br />

THIS<br />

IN TEACHING MASS DATA PROCESSING, THEN IT POINTS<br />

INHERENT<br />

THE NEED FOR NEW METHODS AND TECHNIQUES• AND FINALLY<br />

UP<br />

A PARTICLLAR APPROACH FOR TEACHING AND USING EDP<br />

PRESENTS<br />

TODAYS WORLD<br />

IN<br />

COMPUTER HAS CREATED A CHALLENGE WHICh COLLEGES OF<br />

ThE<br />

HAVE BEEN RELUCTANT TO ACCEPT. ACCOUNTING HAS AC-'<br />

BUSINESS<br />

THE COMPLTER TO ACCUMULATE AND ORGANIZE DATA THE<br />

CEPTED<br />

RESULTS IN THE COMPUTER BEING USEO AS BIG ADDING<br />

ATTITUDE<br />

ThE NEED FOR GREATER UTILIZATION GF ThIS TOOL IN<br />

MACHINE.<br />

PHASES OF BLSINESS INFORMATION SYSTEMS IS EVIOENT.<br />

VARIOUS<br />

ARE SOME OF ThE BASIC DIFFERENCES IN THE<br />

DISCUSSED<br />

OF MATHEMATICAL AND MASS DATA SYSTEMS APPLI<br />

REQUIREMENTS<br />

AND NEW TECHNIQUES WHICH MAY hAVE SOME POTENTIAL<br />

CATIONS,<br />

SIMPLIFYING THE FORMAT AND PROCEDURAL LOGIC REQUIREMENTS<br />

IN<br />

MASS DATA SYSTEMS APPLICATIONS<br />

OF<br />

TO REDUCE OFFICE COSTS<br />

HOW<br />

MANAGEMENTo VOL i, NO. 6, MARCH, 1967 5P<br />

BUSINESS<br />

JOBS INFORMATION<br />

PROGRAM,<br />

AND CLERICAL COSTS HAVE A WAY OF STEADILY IN<br />

OFFICE<br />

BUT THESE COSTS CAN BE LOWERED AND KEPT WITHIN<br />

CREASING<br />

IF NONESSENTIAL JOBS ARE DROPPED AND PERFORMANCE<br />

BOUNDS,<br />

HERE, FIVE MANAGEMENT CONSULTANTS SUGGEST WAYS TO<br />

BOOSTED<br />

YOUR FLOW OF INFORMATION WHILE IMPROVING CLERICAL<br />

IMPROVE<br />

PRODUCTIVITY. ONE IMPORTANT POINT- MAKE IMPROVEMENTS<br />

WORKERS<br />

YOUR MOST PRODLCTIVE DEPARTMENT FIRST RESULTS THERE WILL<br />

IN<br />

ThE PROGRAM ELSEWHERE<br />

SELL<br />

BAKES,<br />

0583<br />

OF SPECIAL LINEAR-PROGRAMMING PROBLEMS<br />

SOLUTION<br />

RESEARCh QUARTERLY VOL 17 4 DEC 1966• 17P.<br />

OPERATIONAL<br />

OPTIMALITY<br />

RULES,<br />

PAPER GIVES A METHOD OF SOLUTION FOR LINEAR<br />

ThIS<br />

PROBLEMS WHOSE CONSTRAINTS CAN BE SPLIT INTO TWO<br />

PROGRAMMING<br />

THE FIRSI hAVING A SPECIAL STRUCTURE, SUCH AS ThAT OF<br />

SETS•<br />

TRANSPORTATION PROBLEM FOR EXAMPLE, WHILE ThE SECOND SEI<br />

THE<br />

QUIIE GENERAL A PROBLEM WITH ONLY THE FIRST SET OF CON<br />

IS<br />

IS REFERRED TO AS A FAVOURED PROBLEM WHILE A<br />

STRAINIS<br />

WITH BOTH SETS IS CALLED A COMPLETE PROBLEM.<br />

PROBLEM<br />

PROPOSED METHOD IS BASICALLY ThE SIMPLEX PROCEDURE<br />

THE<br />

FOR A PROBLEM WITH A PARTICULAR STRUCTURE, AND<br />

SPECIALIZED<br />

FEASIBILITY AND OPTIMALITY CRITERIA AND ThE RULES FOR<br />

THE<br />

CHANGE ARE ThE SAME AS THOSE USED IN THE SIMPLEX PRO<br />

BASIS<br />

HOWEVER, ThE METHOD TAKES ADVANTAGE OF THE SIMPLE<br />

CECURE<br />

DEVELOPEO FOR THE FAVOURED PROBLEM AND USES THEM<br />

ALGORITHMS<br />

SOLVE ThE COMPLETE PROBLEM IN AN EFFICIENT MANNER<br />

TO<br />

CHAMPION D J.<br />

0584<br />

SOME IMPLICATIONS FOR BANK EMPLOYEES<br />

DEPERSONALIZATION-<br />

JO&RNAL OF INDUSTRIAL ENGINEERING VOL 18, NO MARCH,<br />

THE<br />

i967<br />

AUTOMATION<br />

IS A DISCUSSION CF ONE METHOD FOR DETECTING<br />

THERE<br />

OF ThE SOCIAL IMPACT OF AUTOMATION ON EMPLOYEES THIS<br />

NATURE<br />

WAS CONOUCIEO IN A BANK WHICH WAS CHANGING TO AN<br />

STLDY<br />

DATA PROCESSING COMPUTER SYSTEM. BY MEANS OF<br />

ELECTRONIC<br />

AND PERSONAL INTERVIEWS, ThE INCREASE IN<br />

QUESTIONNAIRES<br />

WAS MEASUREO IMPLICATIONS STEMMING FROM<br />

DEPERSONALIZATION<br />

DEPERSONALIZATION AND AN ASSESSMENT OF ThIS<br />

INCREASED<br />

ARE [NCLLDED IN THE DISCUSSION<br />

IMPACT<br />

SMAILEY, h E<br />

0585<br />

LOOK AT WCRK MEASUREMENT<br />

ANOTHER<br />

JOLRNAL OF INDUSTRIAL ENGINEERING, VOL. [8, NO.I, MARCH<br />

THE<br />

16P.<br />

1967<br />

APPRAISAL<br />

PERFORMANCE<br />

ARTICLE DESCRIBES THE STATE OF THE ART OF WORK<br />

IHIS<br />

ATTITUDES TOWARD WORK MEASUREMENT AND THE<br />

MEASUREMENT<br />

OF WORK MEASUREMENT PRACTICES ThE SUBSTANTIVE NATURE<br />

STATUS<br />

HUMAN WORK AND AN AXIOMATIC APPROACh TO WORK MEASUREMENI<br />

DF<br />

ARE DISCUSSED.<br />

IhEORY<br />

WORK, CONCEPTUALIZED TO INCLUDE APPROPRIATE<br />

HLMAN<br />

AND DEMAND CONSIDERATIONS, IS THE ONLY MEANINGFUL<br />

SUPPLY<br />

OF hUMAN INPUTS TO A SYSTEM, THE MOST EUITABLE<br />

MEASURE<br />

FOR EMPLOYEE RECOGNITION, AND THE MOST REASONABLE<br />

BASIS<br />

MODULUS OF EMPLOYER LTILITY IHUS, THERE IS A PRESSING NEED

STANDARDIZED TERMINOLOGY AND UNAMBIGUOUS DEFINITIONS TO<br />

FOR<br />

ADOPTED SO THAT MATHEMATICAL INTERRELATIONSHIPS WILL<br />

BE<br />

A SCIENTIFICALLY JUSTIFIED THEORY OF WORK<br />

CONSIIILTE<br />

MEASUREMENT<br />

THELWELL, RAPHAEL R<br />

0586<br />

EVALUATION OF LIhEAR PROGRAMMING ANO MULTIPLE REGRESSION<br />

AN<br />

0587<br />

ESTIMATING MANPOWER RECU[REMENTS<br />

FOR<br />

JOURNAL OF INDUSTRIAL ENGINEERING, VOL. 18, NO 3, MARCH<br />

THE<br />

IOP<br />

1967<br />

MANPOWER, INFORMATION, EVALUATION, ANALYSIS<br />

PROGRAMMING<br />

ARTICLE DESCRIBES AN ANALYSIS OF LINEAR PROGRAM<br />

THIS<br />

AND MULTIPLE REGRESSION AS ALTERNATIVE ESTIMATING<br />

MING<br />

FOR MANPOWER REQUIREMENTS THE APPLICABILIIY OF<br />

TECHNIQUES<br />

USUAL REGRESSION MODELS ASSUMPTION CONCERNING A CONSTANT<br />

THE<br />

WHEN APPLIED TO A WORK MEASUREMENT SITUATION IS<br />

VARIANCE<br />

AN ALIERNATIVE LP FORMULATION, WHICH MAKES BETTER<br />

DISCUSSED<br />

OF THE OBSERVATIONS AND ONE WHICH PROVIDES A BETIER FIT<br />

USE<br />

MODELS WITH A CONSTANT TERM ARE PRESENTED THE USE OF<br />

TO<br />

MANAGERIAL INFORMATION TO SUPPLEMENT THE TRADI-'<br />

ADDITIONAL<br />

INFORMATION CN RESOURCES USED AND UNITS COMPLETED IS<br />

TIONAL<br />

FOR LP INCLUDED IS A DISCUSSION OF THE APPLIC-'<br />

SUGGESTED<br />

OF DUMMY VARIABLES TO BOTH TECHNIQUES PERMITTING THE<br />

ABILITY<br />

OF VARIABLES WHICH CAN ONLY BE CLASSIFIED AND NOT<br />

ANALYSIS<br />

ON A CONTINUOUS SCALE.<br />

MEASURED<br />

RECRUITING COMBAT STUDENT DISENCHANTMENT<br />

COLLEGE<br />

MANAGEMENT VOL 31e NO 6e MARCH, 1967 4P<br />

BUSINESS<br />

PROGRAMS PLANTS<br />

RECRUIT,<br />

IS NOT GETTING ALL THE COLLEGE GRADUATES IT<br />

BUSINESS<br />

BUSINESS, STUDENTS THINK, IS FOR THE BIRDS AS A<br />

NEEDS<br />

MANY COMPANIES ARE GOING OUT OF THEIR WAY TD CHANGE<br />

RESULT,<br />

ATTITUDE AND RECRUIT BRIGHT YOUNG TALENT THIS ARTICLE<br />

THIS<br />

FOUR IMAGINATIVE WAYS YOUR COMPANY MAY BE ABLE TO<br />

DETAILS<br />

ITS RECRUITING EFFORTS<br />

IMPROVE<br />

FOUR MEIHODS ARE- LET PHILANTHROPY BUILD YOUR<br />

IHE<br />

IMAGE, GIVE STUDENTS AN INSIDE LOOK AT BUSINESS,<br />

CORPORATE<br />

TEACHERS TO VISIT PLANTS AND SUPPLEMENT CAMPUS<br />

ENCOURAGE<br />

BY OPERATING SUMMER WORK PROGRAMS. NINE OTHER<br />

RECRUIIING<br />

ARE LISTED AS ESSENTIAL TO SUCCESSFUL COLLEGE<br />

POINTS<br />

RECRUITING<br />

KOPP, K K<br />

0588<br />

COMPUTER PROGRAM FOR TIME STUDY ANALYSIS<br />

A<br />

JOURNAL OF INDUSTRIAL EhGINEERING, VDL.I8, NO 2,<br />

THE<br />

1967= 6P<br />

FEBRUARY,<br />

ANALYSIS<br />

PROGRAM,<br />

COMPUTATIONAL AND SUMMARIZING OPERATIChS APPLIED TC<br />

THE<br />

INOLSTRIAL ENGINEERS TIME STUDY DATA ORDINARILY CONSUME<br />

THE<br />

WHICH COULD 8E USED TO BETTER ADVANTAGE. BY USING A<br />

TIME<br />

FOR THESE DATA HANDLING OPERATIONS MUCH OF THIS<br />

COMPUTER<br />

CAN BE SAVED. THE ARTICLE DESCRIBES THE LAYOUT AND USE<br />

TIME<br />

A TIME STUDY OBSERVATION SHEET ON WHICH DATA CAN BE<br />

OF<br />

IN FORM SUITABLE FOR KEY-PUNCHING AND COMPUTER<br />

RECORDED<br />

BY REDUCING THE TIME REQUIRED FOR ANO THE COST<br />

PROCESSING.<br />

TIME STUDIES, APPLICATION CF TIME STUDY TECHNIQUES TO<br />

OF,<br />

AND OTHER INDIRECT LABOR ACTIVITIES IS MADE MORE<br />

MAINTENANCE<br />

ATTRACTIVE<br />

KOZIARA, E.C. K S<br />

0589<br />

OF RELOCATION ALLOWANCES AS MANPOWER POLICY<br />

DEVELOPMENT<br />

AND LABOR RELATIONS REVIEW VCL. 20 NO OCT.<br />

INOUSTRIAL<br />

lOP<br />

1966<br />

MANPOWER, JOB<br />

PROGRAM,<br />

ALLOWANCES-GRANT/OR LOANS TO UNEMPLOYED<br />

RELOCATION<br />

TO AID THEN TO MOVE TO JOB OPPORTUNITIES IN OTHER<br />

PERSONS<br />

THAN WHERE THEY PRESENTLY LIVE-HAVE BEEN DISCUSSED ANO<br />

AREAS<br />

IN THE UNITED STATES FOR SOME YEARS AS YET*<br />

DEBATED<br />

ONLY LIMITED STEPS HAVE BEEN TAKEN TO PROVIDE SUCH<br />

HOWEVER,<br />

THIS ARTICLE EXPLORES THE BENEFIT AND<br />

ALLOWANCES.<br />

OF RELOCATION ALLOWANCES AND EXAMINES THE<br />

LIMITATIONS<br />

WHY THEY HAVE NOT BEEN FULLY ACCEPTED AS PART OF OUR<br />

REASONS<br />

PROGRAM<br />

MANPOWER<br />

GITELMAN, H.M<br />

0590<br />

MOBILITY WITHIN THE FIRM<br />

OCCUPATIONAL<br />

AND LABOR RELATIENS REVIEW VOL 20 NG OCT<br />

INDUSTRIAL<br />

16P.<br />

1966<br />

JOB, EVALUATIONS, ANALYZED<br />

TESTING,<br />

THIS UNIQUE STUDY IHE MOVEMENT OF WORKERS AMONG<br />

IN<br />

IN A SINGLE FIRM THE WALTHAM WATCH COMPANY, OVER A<br />

JOBS<br />

OF THIRTY YEARS IS ANALYZED IN AN EFFORT TO IDENTIFY<br />

PERIOD<br />

DETERMINANIS OF MOBILITY AND TO ASSESS THEIR RELATIVE<br />

IHE<br />

THREE MEASURES OF MOBILITY ARE EMPLOYED- MOVE-'<br />

INFLUENCES<br />

FROM UNSKILLED TO SKILLED WORK, MOVEMENT WITHIN A JOB<br />

PENT<br />

SYSTEM, AND WORKERS OWN EVALUATIONS OF WHAT<br />

CLASaIFICATION<br />

JOB PROGRESS TESTING LLOYO REYNOLDS HYPOTHESES<br />

CONSTITUTES<br />

TO THE DETERMINANTS OF MOBILITY, THE STUDY CONCLUDES THAT<br />

AS<br />

MOBILITY IS PRIMARILY A FUNCTION OF THE TECHNOLOGY<br />

INTRAFIRM<br />

EXTERNAL LABOR MARKET CONDITIONS AND ASSOCIATED<br />

EMPLOYED*<br />

IN THE COMPOSITION DF OUTPUT.<br />

CHANGES<br />

DIGMAN, L A.<br />

059I<br />

LIFE-CYCLE IECHNIQUE<br />

PERT/LOB-<br />

OF INDUSTRIAL ENGINEERING VOL IB NO 2<br />

JOURNAL<br />

I967. 5P.<br />

FEBRUARY,<br />

CONTROL<br />

PLANNING,<br />

IS A DISCUSSION OF PERT/LOB, A SINGLE, INTEGRATEO<br />

THIS<br />

PLANNING AND CONTROL SYSTEM WHICH CAN BE EMPLOYED<br />

MANAGEMENT<br />

PRELIMINARY PLANNING STAGES THROUGH PRODUCTION AND<br />

FROM<br />

OF A GIVEN QUANTITY OF ITEMS BASIC ELEMENTS, R<br />

DELIVERY<br />

ACTIONS, AND PROCEDURE OF THE TECHNIQUE ITS<br />

PHASES,<br />

LEVEL OF DETAIL OF PLANNING AND CONTROL, AND<br />

AOVANTAGES<br />

INTEGRATION OF COST PLANNING AND CONTROL TO THE BASIC<br />

THE<br />

ARE DISCUSSED<br />

TECHNIQUE<br />

SELF GLEN Do<br />

0592<br />

OF SLBJECTIVAL DETERMINED DATA<br />

QUANTIFICATION<br />

OF INDUSTRIAL ENGINEERING VOL 18 NO JAN. 196T<br />

JOURNAL<br />

P<br />

PLANNING EVALUATING MODELS RATINGS<br />

PROGRAMS<br />

A SYSTEMATIC METHODOLOGY FOR MODEL FORMULATION AND<br />

140<br />

IN CASES WHERE THERE ARE LIMITED DATA IS<br />

UTILIZATION<br />

THIS METHOD USES QUANTIFICATION OF EXPERTISE, GR<br />

PRESENTED<br />

DETERMINED DATA IT WAS INITIATED USING A COST<br />

SUBJECTIVELY<br />

MODEL AND A CONTINGENCY PLANNING MGDEL THE<br />

IMPLICATIONS<br />

INCLUDES DISCUSSIONS Oh COMBINING ESTIMATION,<br />

ARTICLE<br />

INTERACTION THROUGH THE USE CF EXPERTISE,<br />

EVALUATING<br />

OF RUN-OLT COSTS, FOR SPACECRAFT PROCRAMS AND<br />

ESTIMATION<br />

AND ANALYZING SUBJECTIVELY DETERMINED DATA<br />

COLLECTING<br />

MOCER, JOSEPH<br />

0593<br />

SAMPLING WIIH APPLICATIONS TO TIME STANDARD<br />

ACTIVITY<br />

ESTIMATION<br />

OF INDUSTRIAL ENGINEERING VCL 18 NO. JAN I967.<br />

JOLRNAL<br />

6P<br />

JCB, IhFORMATIEN, REGRESSION<br />

PRCGRAMMING,<br />

ARTICLE DISCUSSES THE APPLICAIION OF SURVEY<br />

THIS<br />

THEORY TO ACTIVITY SAMPLING AND THE APPLICATION OF<br />

SAMPLING<br />

SAMPLING ID TIME STANDARD ESTIMATION CLUSTER,<br />

ACTIVITY<br />

AND MULTISTAGE SAMPLING ARE DISCUSSED IN<br />

STRATIFIED,<br />

WITH RANDOM AND SYSTEMATIC SAMPLING ESTIMATION<br />

CONJUNCTION<br />

THAT WILL MAXIMIZE THE INFORMATION OBTAINED PER<br />

PROCEDURES<br />

EXPENDED ON IHE STUDY AND SPECIFICAIION CF THE<br />

DOLLAR<br />

TO BE USED TO ESTIMATE THE ACCURACY OF THE<br />

PRCCEOURE<br />

FOR THE ADOPTED PROCEDURE ARE CONSIDERED THE USE<br />

ESTIMATES<br />

MULIIPLE REGRESSION AND LINEAR PROGRAMMING TO ESTIMATE<br />

OF<br />

ELEMENT PERFORMANCE TIMES FROM TYPICAL -JOB LOT-<br />

STANDARD<br />

DATA IS ALSO DISCUSSED<br />

PRCDUCIION<br />

PETERSEN, G G<br />

C594<br />

CURRENT LEGAL ASPECTS GF EMPLOYMENT TESTING<br />

SOME<br />

AND SOCIETY VOL ?, NO I, AUTUMN 1966. 8P<br />

BUSINESS<br />

PSYCHOLOGICAL JOBS, DECISION<br />

TEST,<br />

THE IMPEIUS OF THE CIVIL RIGHTS MOVEMENT,<br />

UNDER<br />

TESTING HAS COME UNDER SEVERE AND FREQUENT<br />

EMPLOYMENT<br />

TESTING OPPONENTS CONTEND THAT PRE-EPPLOYMENI<br />

CRITICISM<br />

TESTS ARE UNFAIR TO MINORITY GRCUP APPLICANTS AND<br />

ABILITY<br />

THEM AT A DISADVANTAGE WHEN COMPETING WITE -MIDDLE-'<br />

PLACE<br />

WHITE APPLICANTS FOR JOBS<br />

CALSS-<br />

THE SPRING OF 96, TESTING CRITICISM LEVELED AT<br />

UNTIL<br />

AND INDUSTRY APPEARS TO HAVE HAD LITTLE EFFECT<br />

BUSINESS<br />

EMPLOYMENT PRACTICES HOWEVER, WITH THE TRIAL EXAM<br />

ACTUAL<br />

OECISION IN THE MOTOROLA CASE, TESTING CRITICISM TOOK<br />

INERS<br />

NEW LIGHT<br />

ON<br />

CONCLUSIONS REGARDING TESTING ARE DRAWN BASED CN<br />

THREE<br />

TESTIMONY AND EEOC GUIDELINES.- AN UNFAIR<br />

CONGRESSIONAL<br />

PRACTICE CHARGE MAY RESULT ALLEGING DISCRIMIN-'<br />

EMPLOYMENT<br />

IHROUGH PSYCHOLOGICAL TESTING, TESTING GUIDELINES<br />

NATION<br />

SEITLE ON TEST VALIOATICN STUDY AND OTHERS<br />

WILL<br />

GOOOSTAT* PAUL B<br />

C595<br />

IN DATA PROCESSING.'<br />

STANDARDS<br />

PROCESSING VOL 9, 3, MARCH, L967,<br />

DATA<br />

ORGANIZATICN INFORMATION, ADMINISTERED<br />

PROGRAM,<br />

ARTICLE IS THE FIRST IN A SERIES OISCUSSING THE<br />

THIS<br />

EFFORTS TO DEVELCP MEANINGFUL STANDARDS TO<br />

WORLD-WIDE<br />

INFORMAIION INTERCHANGE BETWEEN AND AMONG MEN AND<br />

FACILITATE<br />

THE MAJOR DOMESTIC STANDAROIZATICN PROGRAM DEAL-'<br />

MACHINES.<br />

WITH COMPUTERS AND INFORMATION PROCESSING IS CONDUCTED<br />

ING<br />

THE USA STANDARDS INSTITUTES SECTIONAL COMMITTEE X3,<br />

BY<br />

AND ADMINISTERED BY THE BUSINESS EQUIPMENT PANU-'<br />

SPONSORED<br />

ASSOCIAIIDN.<br />

FACTDRERS<br />

ARTICLE EXAMINES THE X COMMITTEE STRUCTURE AND<br />

THIS<br />

ROLES PLAYED BY THE USA STANDARDS INSTITUTE AND THE<br />

THE<br />

EQUIPMENT MANUFACTURERS ASSOCIATION IN ITS AOMIN<br />

BUSINESS<br />

AN ORGANIZATION CHART ILLUSTRATES THE STRUCTURE<br />

ISTRAIIDN<br />

SUBCOMMIITEES AND TASK GROUPS<br />

INCLUDING<br />

HABBE, STEPHEN<br />

0596<br />

VIEWS THE EXECUTIVE SEARCH FIRM.'<br />

MANAGEMENT<br />

CONFERENCE BOARD RECORD VCL 4, PARCH, 1967 5P.<br />

THE<br />

PERSONNEL<br />

RECRUITER,<br />

ONE IN TEN OF i9 EXECUTIVE APPOINTMENTS MADE BY<br />

ONLY<br />

COMPANIES LAST YEAR WAS MADE WITH THE HELP OF AN EXECU-'<br />

?0<br />

RECRUITING FIRM AMONG THE 125 COMPANIES PARTICIPATING<br />

TIVE<br />

THE CONFERENCE BOARD RECORD SURVEY, 55 SAID THEY NEVER<br />

IN<br />

ENGAGED THE SERVICES OF A SEARCH FIRM<br />

HAD<br />

TWO CHIEF REASONS LISTED BY THE COMPANIES FOR<br />

THE<br />

A SEARCH FIRM ARE- TO MAKE A MORE EXTENSIVE SEARCH<br />

USING<br />

POSSIBLE AND TO SAVE THE TIME OF COMPANY PERSONNEL<br />

THAN<br />

SEARCH FIRMS PERFORM THESE FUNCTIONS WELL, THE CDMPAN-'<br />

THE<br />

REPORT<br />

IES<br />

IS CRITICAL OF THE FEES CHARGED BY SEARCH<br />

MANAGEMENT<br />

AND TENDS TO QUESTION THE FORMULA BY WHICH THE FEES<br />

FIRMS,<br />

COMPUTED GENERALLY, HOWEVER, THE CONSENSUS IS THAT THE<br />

ARE<br />

RECRUITER IS NEEDED ANO THAT HE HAS A USEFUL ROLE<br />

EXECUTIVE<br />

PLAY IN MODERN BUSINESS.<br />

TO<br />

ANSOFF, H. IGOR BRANDENBURG, RICHARD C<br />

0597<br />

PROGRAM OF RESEARCH IN BUSINESS PLANNING<br />

A<br />

SCIENCE VOL I3, 6 FEB 1967. lgP<br />

MANAGEMENT<br />

PLANNER<br />

PROGRAM<br />

PURPOSE OF THIS PAPER IS TO OUTLINE A PROGRAM OF<br />

THE<br />

WHICH IS NEEDED TO IMPROVE THE STATE CF THE ART OF<br />

RESEARCH<br />

PLAhNING. THE AUTHORS HAVE APPROACHED THIS TASK BY<br />

BUSINESS<br />

PLANNING TO MANAGEMENT SCIENCE ON ONE LAND, AND TO<br />

RELATING<br />

AREAS OF DESCRIPTIVE KNOWLEDGE CN THE OTHER FROM<br />

CERTAIN<br />

RELATIONS THEY HAVE CONSTRUCTED A COMPREHENSIVE PRO-'<br />

THESE<br />

FOR RESEARCH ON PLANNING SOME PARTS DF THIS PROGRAM<br />

GRAM<br />

BEING ACTIVELY PURSUED, SOME STILL NEEO ATTENTION IT IS<br />

ARE<br />

THAT THIS PAPER WILL CONTRIBUTE TO A TWO-FOLD PURPOSE-<br />

HOPED<br />

IT WILL HELP GIVE THE BUSINESS PLANNER A SENSE OF<br />

THAT<br />

IDENTITY, AND THAT IT WILL PROVIDE HIM WITH A<br />

UNIQUE<br />

PROGRAM WHICH HE CAN PURSUE IN STRENGTHENING THIS<br />

SEARCH<br />

IDENTITY.<br />

GRANT, C.B<br />

0598<br />

A NATIONAL EDUCATIONAL DATA CENTER<br />

NEEDED,<br />

PROCESSING VOL 9, ], MARCH, I967, 2P<br />

DATA<br />

EDUCATION, ADMINISTRATIVE<br />

RETRIEVAL,<br />

ARTICLE PRESENTS A CONVINCING ARGUMENT FOR THE<br />

THIS<br />

OF A DATA CENTER TO BRING ABEUT THE<br />

ESTABLISHMENT<br />

OF EDUCATION ON THE COLLEGE LEVEL NATIONAL<br />

REHUMANIZATION

DATA CENTER IS JUSTIFIED BY THREE REASONS FIRSI<br />

EDUCATIENAL<br />

OPERATED PROPERLY, COLLEGES WOULD BE ABLE TD FREE STAFF,<br />

IF<br />

AND EQUIPMENT FROM USE ON ADMINISIRAIIVE AND ACADEMIC<br />

SPACE<br />

KEEPING TO APPLY TOWARD INSTRUCTIONAL NEEDS MORE<br />

RECORD<br />

COULD BE OFFERED TD THE STUDENT INCLUDING EASIER<br />

SERVICES<br />

RETRIEVAL AND A SINGLE APPLICATION FORM<br />

TRANSCRIPT<br />

THE EDUCATIONAL DATA SYSTEM WOULD FACILITATE<br />

FURTHERMORE<br />

REFORM AND ADAPTATION TO CHANGING NEEDS.<br />

EOLCATICNAL<br />

ARTICLE CONCLUDES IHAI A NATIONAL EDUCATIONAL DATA<br />

THE<br />

WOULD BETTER EDUCATION AND MAKE IT EASIER FOR THE<br />

SYSTEM<br />

TO ACHIEVE HIS EDUCATIONAL GOALS IN LESS TIME<br />

STUOENT<br />

MARTINO ROCCO L.<br />

C599<br />

C6CO<br />

LANGUAGE OF INFCRMATION SYSTEMS.'<br />

THE<br />

PROCESSING VCL 9, 3, MARCH, 1967, 4P<br />

DATA<br />

INFORMATION, EVALUATION, CODING<br />

PROGRAMMING,<br />

REQUIREMENTS FOR A UNIFORM COMPUTER LANGUAGE ARE<br />

THE<br />

IT BE COMPLETELY GENERALIZED AND APPLICALBE TO ANY<br />

THAT<br />

SYSTEM REGARDLESS CF THE PROCESSING MEDIA THIS<br />

INFORMATION<br />

DISCUSSES THESE REQUIREMENTS AND HOW WELL SOME OF<br />

ARTICLE<br />

PRESENT COMPUTER LANGUAGES MEET THEM TWELVE SPECIFIC<br />

OUR<br />

FOR COMPILERS ARE LISTED AND EXPLAINED EVALUATION<br />

CRITERIA<br />

COBOL CONCLUDES THAT A GAP EXISTS AND IT IS REALLY<br />

OF<br />

OODING, NOT REALLY AUTOMATIC PROGRAMMING IN ITS<br />

AUIOMATIC<br />

SENSE<br />

FULLEST<br />

IDEAS PRESENTED HERE SUGGEST THAT ULTIMATELY WE CAn<br />

THE<br />

TO THE DAY WHERE THE HARDWARE DESIGN WILL BE MATERIALLY<br />

LOOK<br />

AFFECTEO BY THE SOFTWARE CONCEPTS AS THEY ARE DEVELOPED.<br />

FDR AN UNWANTED REWARD<br />

PLAN<br />

AUTOMATION VOL 14 2 FEB. 1967<br />

BUSINESS<br />

PLAN, MAKING INFORMATION, DDCUMENTATICN<br />

PROGRAM<br />

SNITNSONIAN INSTITUTIONS SCIENCE INFORMATION EX-'<br />

THE<br />

HAS OEVELOPEC AN INEXPENSIVE SYSTEM FOR MAKING<br />

CHANGE<br />

THAT VITAL DATA ON TAPES AND DISCS WILL NOT BE LOST<br />

CERTAIN<br />

THE EVENT OF FLOOP, FIRE, OR OTHER DISASTER<br />

IN<br />

YEARS AGO SIE WAS WITHOUT A DISASTER FILE AL-'<br />

SEVERAL<br />

MANAGEMENI BELIEVED ESTABLISHMENT OF THE FILE WAS<br />

THOUGH<br />

THE STAFF, ON THE OIHER HAND, POINTED OUT THAT II<br />

IMPORIANT<br />

HAD NO TIME TO DEVELOP GR MAINTAIN SUCH A FILE<br />

ESSENTIALLY<br />

EXISTED A LACK OF REWARD TO THE RESPONSIBLE INDIVID-'<br />

THERE<br />

HOWEVER, II WAS FINALLY DECIDED THAT SIC ONLY NEEDED<br />

UAL<br />

AGAINST A MAJOR CATASTROPHE. A DISASTER FILE WITH<br />

PROTECTION<br />

MAIN MASTER TAPES, ABOUT FIVE INPUT TAPES, AND FILE<br />

20<br />

CONTAINING CURRENT PROGRAM DOCUMENTATIOn AND A TAPE<br />

FOLDERS<br />

CURRENT SOURCE AND OBJECT DECKS FOR THE PROGRAMS WAS SEI<br />

FOR<br />

AND STORED 15 BLOCKS FROM THE COMPUTER CENTER 2,BSQ<br />

UP<br />

IS THE ANNUAL MAINTENANCE COST<br />

DOLLARS<br />

PERRDTT, JAMES<br />

C601<br />

OWn COLLEGE MAY TRAIN YOUR OISTRIBUTORS<br />

YOUR<br />

AND SALES PROMOTID VOL 14, 12 DECEMBER, Ig66,<br />

ADVERTISING<br />

2P<br />

PROGRAM CONTROLS<br />

TRAINING,<br />

CONTROLS DIVISION FOUND THAT SETTING UP<br />

WESTINGHOUSES<br />

SESSION AS A COLLEGE COURSE BUILT INTEREST THIS<br />

TRAINING<br />

DESCRIBES THE IDEAS UNIQUELY INCORPORATED IN THE<br />

ARTICLE<br />

OF THE SALES TRAINING PROGRAM WHICH MAKE THE PROGRAM<br />

FORMAT<br />

AND FUN THESE INCLUDE ROOM DECORATIONS, MOCK<br />

INTERESTING<br />

INITIATION AND A GRADUATION CEREMONY<br />

FRATERNITY<br />

SUCCESS OF THIS PROGRAM IS ATTRIBUTED TO THE<br />

THE<br />

CONCEPT OF TFE TEACHING AND THE COLLEGIATE<br />

DO-IT-YDURSELF<br />

WHICH LIGHIEN THE PRESSURE<br />

GIMMICKS<br />

HANCOCK, WALTON Mo<br />

C602<br />

PREDICTION OF LEARNING RATES FOR MANUAL OPERATIENS<br />

THE<br />

OF INDUSTRIAL ENGINEERING VOL iB NO JAN 1967 6P<br />

JRNL<br />

TRAINING<br />

ARTICLE DISCUSSES THE DEVELOPMENT OF GENERAL<br />

THIS<br />

METHODOLOGY TO DETERMINE THE NUMBER OF CYCLES<br />

PREDICIION<br />

-LEARNING RATE- FOR An INEXPERIENCED OPERATOR TO<br />

NECESSARY<br />

A PREDETERMINED STANDARD TIME TO PERFORM MANUAL<br />

ATTAIN<br />

AN EXPERIMENT FOR OBTAINING THE LEARNING RATE<br />

DPERATIDNS<br />

MOST FREQUENT MOTIONS BY MEANS OF COMBINATIONS OF<br />

FOR<br />

AND REACH MOTIONS IS DESCRIBED THE EFFECT OF<br />

POSITION<br />

MOTIONS SIMULTANEOUSLY AND SINGLE-HANDEDLY ON<br />

PERFORMING<br />

RATES WAS SIUDIED AS WAS THE NUMBER OF EYE<br />

LEARNING<br />

LINEAR REGRESSION CURVES WERE USED IN FORMULATINC<br />

FIXATIONS<br />

RATE PREDICTION EQUATIONS THESE EQUATIONS WERE<br />

LEARNING<br />

IN ACTUAL INOUSIRIAL OPERAT[GNS EXPERIMENTAL DESIGNS<br />

USED<br />

THESE STUDIES CONTAINED FIVE VARIABLES-TYPE OF<br />

FOR<br />

AGE, SEX, EXPERIENCE, AND BREAK PERIODS ACTUAL<br />

OPERATION,<br />

RATES WERE COMPARED WITH PREDICTED LEARNING RATES<br />

LEARNING<br />

SUMMARY OF PREDICTION EQUATICNS FOR SINGLE-HANDED AND<br />

A<br />

MOTIONS IS INCLUDED<br />

SIMULTANEOUS<br />

BYLINSKY GENE<br />

C60]<br />

WANTED, 50,000 PROGRAMMERS<br />

HELP<br />

VOL 75, NC 3 MARCH 1967, 7P<br />

FORTUNE<br />

JOB, DATA-PROCESSInG<br />

PRDGRAM<br />

THE ABILITY TC PROGRAM A COMPUTER MIGHT BE<br />

SOMEDAY<br />

COMMON AS THE ABILITY TO DRIVE A CAR OVER 60 COLLEGES<br />

AS<br />

A FEW HIGH SCHOOLS ALREADY PROVIDE COURSES IN HOW TO<br />

AND<br />

A PROBLEM INTO DIRECTIONS THAT A COMPUTER CAN<br />

TRANSLATE<br />

BUT RIGHT ND A LACK OF TALENTED PROGRAMMERS<br />

UNDERSTAND<br />

THE TIGHTEST BOITLENECK IN THE $6-BILLION-A-YEAR<br />

IS<br />

BUSINESS ANY WITHOUT PROGRAMING, A<br />

DATA-PROCESSING<br />

IS MERELY AN INERT COMPLEX OF ELECTRONIC MEMORY<br />

COMPUTER<br />

AND CIRCUITS.<br />

UNITS<br />

PROGRAMMERS JOB, OFTEn AN AGONIZINGLY DIFFICULT<br />

THE<br />

EFFORT, IS TO CONSTRUCT A PROBLEM-SOLVING ROAD<br />

INTELLECTUAL<br />

TOTAL PRECISION IS VITAL, -YOU ARE EITHER ALL RIGHT OR<br />

MAP<br />

WRONG AT IHE SAME TIMEr IT IS A MADDENINGLY IMPRECISE<br />

ALL<br />

-THERE ARE 90 WAYS TO WRITE A PROGRAM- SAYS ONE<br />

ART<br />

AND THERE IS hO AGREEMENT ON THE BEST WAY<br />

PRACTITIONER,<br />

OF MANAGERS TO STATE FULLY DR PRECISELY THE PROB-'<br />

INABILITY<br />

FOR THE COMPLTERS TO SOLVE INFLUENCES PROGRAM QUALITY<br />

LEM<br />

RUIIENBERG STANLEY H<br />

C604<br />

IN HIRING THE ELDERLY<br />

NONDISCRIMINATION<br />

VOL 59, 9, MARCHt 1967, 2P.<br />

BANKING<br />

141<br />

EMPLOYMENT PLACEMENT<br />

AGED<br />

ARTICLE IS AN INTERVIEW WITH ASSISTANT SECRETARY<br />

THIS<br />

LABOR STANLEY H RUTTENBERG DISCUSSING A NEW BILL ON<br />

OF<br />

IN HIRING THE ELDERLY. THE MAIN FEATURES<br />

NONDISCRIMINATION<br />

THE BILL ARE PRESENTED POINTING OUT THAT BANKS ARE<br />

OF<br />

IHE SCOPE OF THIS LEGISLATION ADMINISTRATION OF THE<br />

WITHIN<br />

IS ALSO DISCLSSED, EXPECTATIONS BEING THAT A LARGE<br />

BILL<br />

ENFORCEMENT MACHINERY WONT BE REQUIRED.<br />

SCALE<br />

PARTICULARLY FOR BANKS DISCLOSE THE VAL<br />

SUCGESTIONS<br />

CONTRIBUTION CIDER, STABLE AND MATURE PEOPLE CAN<br />

UABLE<br />

IO A BANK SOME SOURCES FOR LOCATING IHE QUALIFIED<br />

BRING<br />

WORKER ARE ALSO GIVEN<br />

OLDER<br />

SLATER, ROBERT<br />

0605<br />

MAK IN A PICO-SECCND WORLD<br />

SIXTY-SECOND<br />

MANAGEMENT REVIEW VCL 9 3, SPRING, 1967<br />

CALIFORNIA<br />

MAKING, EDUCATORS, OECISION, DATA-PROCESSING<br />

ORGANIZATIONS<br />

THE WIDE USE OF HIGH-SPEED COMPUTERS AND OTHER<br />

WIIH<br />

DATA-PROCESSInG EQUIPMENT, POTENTIAL EROSION OF THE<br />

RAPID<br />

OF EXECUTIVE DECISION MAKING IS OF CONCERN TO<br />

SOVEREIGNTY<br />

THIS ARTICLE POINTS OUT THE EXPANDED USES OF COMPUTERS<br />

SOME<br />

MANAGEMENT TOOLS AND THEIR INCREASING IMPORTANCE FOR<br />

AS<br />

AND EFFICIENCY YET IT IS EMPHASIZED THAT THE VALUE OF<br />

SPEED<br />

WILL ALWAYS BE RECOGNIZED AND REQUIRED IN TFE BUSINESS<br />

MAN<br />

IHE LACK OF COMMUNICATION INSIDE A COMPANY AND WITH<br />

WORLD<br />

PUBLIC CANT BE CORRECTED BY MACHINES<br />

ITS<br />

MAN CAN IMPROVE An ORGANIZATIONS COMMUNICATION<br />

ONLY<br />

IIS EMPLOYEES, THE GOVERNMENT EDUCATORS, STUDENTS,<br />

WITH<br />

AND NATION AND WITHOUT THIS UALITY COMMUNICATION<br />

COMMUNITY<br />

THE MOST ADVANCED MACHINES WILL HAVE NO VALUE.<br />

EVEN<br />

HELWIG, RAYMOND C<br />

060B<br />

SKILL-ELEMENT APPROACH TO JOB TRAINING UNDER UNCERTAINTY<br />

A<br />

JOURNAL, VCL 45, NO l, DECEMBER, 1966, 7 PAGES<br />

PERSONNEL<br />

PROGRAMS JOB FORECAST UNSKILLED WORKERS<br />

TRAINING<br />

PROBLEMS OF TRAINING UNEMPLOYED UNSKILLED WORKERS<br />

THE<br />

AVAILABILITY FOR THE MAnY SKILLED JOBS IN WFICH<br />

FOR<br />

EXIST ARE HIGHLY COMPLEX, AND THE JOB TRAINING<br />

SHORTAGES<br />

BESET BY MANY UNCERTAINTIES SET IS PROPOSED AS A<br />

IS<br />

APPROACH TO TE SOLUTION OF THESE PROBLEMS<br />

SKILL-ELEMENT<br />

INVOLVES STEPS BREAK THE SKILLS DOWN INTO<br />

SET<br />

2. FIND COMMON PATTERNS OF SKILL-ELEMENTS AMDNG<br />

ELEMENIS,<br />

OF OCCUPATIONS, 3 FORECAST THE NUMBER OF WORKERS<br />

GROUPS<br />

WILL BE REQUIRED AND AVAILABLE FOR EACH OF THESE<br />

WHO<br />

OF OCCUPATIONS, 4 ESTABLISH TRAINING PROGRAMS FOR<br />

GROUPS<br />

SKILL ELEMENTS WHICH THE FORECASTS PREDICT WILL BE IN<br />

THE<br />

SUPPLY, MAKE AVAILABLE TO A TRAINEE A COMBINATION<br />

SHCRT<br />

SKILL-ELEMENT TRAINING COURSES WHICH WIll GIVE HIM<br />

OF<br />

FOR A GROUP OF OCCUPATIONS 6 SUPPLEMENT<br />

PREPARATION<br />

TRAINING WITH SUFFICIEN OCCUPATIONAL TRAINING<br />

SKILL-ELEMENT<br />

USE THE SKILL ELEMENTS IN VARIOUS OCCUPATIONS<br />

TO<br />

IVANCEVICH, JOHN M DONNELLY, JAMES H<br />

C607<br />

TOWARD PROFESSIONALIZATIGN OF TRAINING DIRECTORS.'<br />

STEPS<br />

JOURNAL VDL 45, NO llt DECEMBER Ig66, 6 PAGES<br />

PERSONNEL<br />

PROGRAMMED<br />

TRAINING,<br />

TRAINING DIRECTORS ARE TO ATTAIN THE SIATUS OF<br />

-IF<br />

IHEY MUST ENGAGE IN MORE INFORMATIVE AND<br />

PROFESSIONALS<br />

RESEARCH MILLIONS OF DOLLARS ARE SPENT ON<br />

SCIENTIFIC<br />

EACH YEAR TRAINING DIRECTORS MUST BE ABLE TO<br />

TRAINING<br />

EXAMINE IRAINING PROGRAMS TO DETERMINE WHETHER<br />

CRITICALLY<br />

ARE ACHIEVING THEIR OBJECTIVES<br />

THEY<br />

TRAINING METHODS ARE DISCUSSED AND SOME RESEARCH<br />

SEVEN<br />

ARE PRESENTED TE METHODS DISCUSSED ARE LECIURE,<br />

FINDINGS<br />

PROGRAMMED INSTRUCTION ROLE-PLAYINC, SENSI<br />

CONFERENCE<br />

IRAINING, TELEVISION, AND MOVIE FILMS.<br />

TIVITY<br />

THIS BRIEF PRELIMINARY SURVEY IT CAN BE SEEN<br />

FROM<br />

THE TRAINING DIRECTORS HAVE A FAIRLY REALISTIC AND<br />

THAT<br />

OPINION ABOUT WHICH TRAINING METHODS ARE MOST<br />

ACCURATE<br />

LEAST EFFECIIVE AS FAR AS KNOWLEDGE ACQUISITION IS<br />

AND<br />

CONCERNED<br />

LINDEN, FABIAN<br />

C60B<br />

BY INCOME CLASS<br />

DEMOGRAPHY<br />

THE CONFERENCE BOARD RECORD VOL , 3 MARCH, 1967 2P°<br />

CONSUMER MARKET IS IN A CONTINUOUS PROCESS OF<br />

THE<br />

EFFECTIVE MARKET STRATEGY REQUIRES CONSTANT REAP<br />

CHANGE<br />

OF THE NATIONS ECONOMIC AND SOCIAL DIMENSIONS<br />

PRAISAL<br />

IN THE -LESS THAN 3000 DOLLAR INCOME BRACKET-<br />

FAMILIES<br />

CHARACTERIZED GENERALLY BY RETIRED PEOPLE, A DECLINING<br />

ARE<br />

AND A BELOW PAR LEVEL OF EDUCATIONAL ATTAINMENT<br />

POPULATION,<br />

THE 3000 TO 5000 INCOME BRACKET ONE OUT OF EVERY FIVE IS<br />

IN<br />

65 AND THE EOUCATIGNAL PICTURE IS IMPROVED 20 PERCENT<br />

OVER<br />

AMERICAN FAMILIES ARE AT THE 5000 TO 7000 EARNING RUNG<br />

OF<br />

FAMILIES INCLUDE TWO OR MORE EARNERS IN 30 PERCENT OF<br />

MANY<br />

HOMES THE WIFE IS WORKING ONE OF EVERY FOUR FAMILIES<br />

THE<br />

IN THE 7000 TO 9000 BRACKET WHERE A SUBSTANTIAL PORTION<br />

IS<br />

FAMILY HEADS ARE IN THE MIDDLE YEARS OF THE LIFE CYCLE-<br />

OF<br />

35 AND 54 IHE EDUCATIONAL ATTAINMENT IS BETTER<br />

BEIWEEN<br />

AVERAGE THE TO000 TO 15000 INCOME BRACKET HOLDS 17<br />

THAN<br />

OF ALL FAMILIES WHERE THE 15,000 AND OVER HAS ABOUT<br />

PERCENT<br />

OF ALL HOMES.<br />

PERCENT<br />

WIKSTROM, WALTER S<br />

c60g<br />

MANAGERIAL TALENT.'<br />

ASSESSING<br />

CONFERENCE BOARD RECORD VOL , MARCH, lg7 6P<br />

THE<br />

MAKING, EVALUATE<br />

TEST,<br />

THE MANAGERIAL ABILITY OF SUBORDINATES IS A<br />

JUDGING<br />

RESPONSIBILITY OF ALMOST EVERY MANAGERt AND A<br />

CONTINUING<br />

DIFFICULT ONE. IN THE BELL TELEPHONE SYSTEM SOME IM<br />

MDST<br />

IN THIS DIFFICULT PROCESS HAS BEEN ACHIEVED BY<br />

PROVEMENT<br />

A DEVICE CALLED THE ASSESSMENT CENTER. -ASSESSMENTS-<br />

USING<br />

THIS CONTEXT, ARE THE POOLED JUDGEMENTS OF SEVERAL<br />

IN<br />

TRAINED MANAGERS WHO USE A VARIETY OF CRITERIA<br />

SPECIALLY<br />

EVALUATE A FANS PERFORMANCE AS HE GOES THROUGH SEVERAL<br />

TO<br />

-TEST- SITUATIONS USUALLY SOME PAPER-AND-PENCIL<br />

DIFFERENT<br />

ARE ALSO USED, AND AN INTENSIVE INTERVIEW IS A NORMAL<br />

TESTS<br />

OF THE ASSESSMENT PROCEDURE<br />

PART<br />

STAFF OF THE ASSESSMENT CENTERS IS DRAWN FROM EX-'<br />

THE<br />

MANAGERS DF PROVEN ABILITY FROM LEVELS ABOVE THAT<br />

PERIENCEO

WHICH PROMOTIONS ARE BEING CONSIDERED ASSESSMENT IS A<br />

FOR<br />

EXPENSIVE OPERATION- IT COSTS ABOUT 600 COLLARS TO<br />

FAIRLY<br />

ONE MAN BELL COMPANIES FIGURE THAT THEY ARE MAKING<br />

ASSESS<br />

WISE INVESTMENT.<br />

A<br />

KANON, 0<br />

0610<br />

OF NONPARAMETRIC STATISTICS TO IE<br />

APPLICATION<br />

JOURNAL OF INDUSTRIAL ENGINEERING, VOL. 18, NO 4 APRIL<br />

THE<br />

5P.<br />

1967<br />

ANALYSIS<br />

TEST,<br />

ARTICLE DISCUSSES APPLICATIONS OF NGNPARAMETRIC<br />

THIS<br />

TO INObSIRIAL ENGINEERING A GENERAL PROBLEM IN<br />

STATISTICS<br />

MEASUREMENT IS USED AS THE EXAMPLE, AND USE OF THE<br />

WORK<br />

TESTS IS ILLUSTRATEO- KILOMOGOROV-SVIRNOV ONE--'<br />

FOLLOWING<br />

TEST, ONE-SAMPLE RUNS TEST AND THE KRUSKAL-WALLIS<br />

SAMPLE<br />

ANALYSIS OF VARIANCE. THESE TESTS ARE COMPUTATION-'<br />

ONE-WAY<br />

EFFICIENT- THAT IS, THEY CAN ACHIEVE A CONSIDERABLE<br />

ALLY<br />

EFFICIENCY AT A NINIMLN COMPUTATION EFFORT, AND THEIR<br />

POWER<br />

CAN BE VALUABLE AS DECISION-MAKING TOOLS TO THE<br />

USE<br />

ENGINEER. THIS ARTICLE INCLUDES A DISCUSSION OF<br />

INDUSTRIAL<br />

ADVANTAGES AND DISADVANTAGES OF USING NCNPARAMETRIC<br />

THE<br />

STATISTICS<br />

GALBRAITH J R.<br />

0611<br />

MOTIVATIONAL DETERMINANTS OF JOB PERFDRHANCE<br />

SOME<br />

JOURNAL OF INDUSTRIAL ENGINEERING, VOL. 18 NO. 6 APRIL<br />

THE<br />

6P<br />

1967.<br />

ORGANIZATIONAL, MAKING-JOB<br />

PSYCHOLOGISTS<br />

ARTICLE OPERATIONALIZES VICTOR VROOMS MODEL OF<br />

IHIS<br />

MOTIVATION FOR INDUSTRIAL ENGINEERS TO USE AS A BASIS<br />

HUMAN<br />

ASSESSING THE BEHAVIORAL CONSEQUENCES OF ALTERED WORK<br />

FOR<br />

LYING SOMEWHERE BETWEEN ECONOMIC MAN AND THE<br />

ROLES.<br />

-COMPLEX MAN-, THIS MODEL REPRESENTS A FAIRLY<br />

PSYCHOLOGISTS<br />

EXPLANATION OF THE VARIABLES THAT INFLUENCE THE<br />

COMPLETE<br />

TO PRODUCE. USEFULNESS OF THE MODEL STEMS FROM<br />

MOTIVATION<br />

SOURCES -ITS ABILITY TO AID IN IHE UNDERSTANDING OF<br />

TWO<br />

RESPONSES TO INCENTIVES -HUMAN MOTIVATION- AND TO USE<br />

HUMAN<br />

VARIABLES MAKING UP THE MODEL AS DEPENOENT VARIABLES<br />

IHE<br />

ORDER TO ASSESS CONSEQUENCES OF ORGANIZATIONAL CHANGES<br />

IN<br />

PERFORMANCE.<br />

UPON<br />

WRIGHT, ORMAN R., JR.<br />

C612<br />

QUALIFICATION REQUIREMENTSt A FUNCTIONAL<br />

DEVELOPING<br />

APPROACH<br />

JOURNALt VOL. 6§t NO. 11 DECEMBERt 1966, 7 PAGES<br />

PERSONNEL<br />

PERSONNEL JOB EDUCATION<br />

RECRUITMENT<br />

CLASSIFICATION OF JOBS IS PROBABLY THE TOUGHEST<br />

-THE<br />

THE PROFESSIONAL PERSONNELIST HAS TO MASTER.<br />

DISCIPLINE<br />

FUNCTIONAL APPROACH TO JOB DEFINITION AND CLASSIFICATION<br />

A<br />

EMPLOYS ALL THE RESOURCES AVAILABLE IS THE BEST AND<br />

THAT<br />

PRODUCTIVE APPROACH.-<br />

MOST<br />

CHECK LIST OF FUNDAMENTAL APPROACHES TO POSITION<br />

A<br />

CAN SERVE AS A USEFUL SAFEGUARD AGAINST<br />

CLASSIFICATION<br />

OMMISSION OF RELEVANT FACTORS THAT SHOULD INFLUENCE<br />

POSSIBLE<br />

CLASSIFICATION JUDGMENT. IDENTIFICATION DF JOB<br />

THE<br />

AS RELATED TO CAREER OPPORTUNITIES 2 IDENTIFICA<br />

DENANDS<br />

OF EXPERIENCE REQUIREMENTS AS RELATED TO JOB DEMANDS<br />

TIDh<br />

CAREER OPPORTUNITIES 3. IDENTIFICATION OF EDUCATION<br />

ANO<br />

THEIR RELATIONSHIP TO JOB DEMANDS AND CAREER OPPOR<br />

RED.,<br />

4 DEV OF EXPERIENCE RED TYPE AND AMOUNT 5<br />

TUNITIES<br />

OF EDUC REQ. TYPE ANO ANT. 6 EST NEEDS AND DE<br />

DEVo<br />

RECRUITMENT 7 PAY SCALE AND LABOR MARKET<br />

TERMINING<br />

MORVAY LEONARD S.e JR.<br />

DBI3<br />

ADEQUATE PERSONAL INCEhTIVE A NEW APPROACH<br />

APIe<br />

JOURNALt VDL. 65 NO lit DECEMBER 1966t 2 PAGES<br />

PERSONNEL<br />

ATTITUDES<br />

MOTIVATION<br />

AUTHOR HAS ENDEAVORED TO FIND A BASIC WORKING<br />

-THE<br />

APPLICABLE TO ALL SITUATIONS IN THE HANDLING OF<br />

FORMULA<br />

THE SUCCESSFUL APPLICATION OF THE API THEORIES<br />

PERSONNEL.<br />

FORMULATE SPECIFIC SOLUTIONS MUST DEPEND ON THE IN<br />

TO<br />

AND INTELLIGENCE OF THE USER<br />

GENUITY<br />

SECORt H.W KOGOVSEK E<br />

0616<br />

WORK MEASUREMENT<br />

PDS<br />

JOURNAL OF INDUSTRIAL ENGINEERINGt VOL I8 NO. 6, APRIL<br />

THE<br />

5P<br />

1967.<br />

PROGRAMSt JOB<br />

SELECTION,<br />

ARTICLE DISCUSSES THE DEVELOPMENT AND APPLICATION<br />

THIS<br />

STATISTICAL DATA FOR INCREASING PRODUCTIVITY OF STANDARDS<br />

OF<br />

AND EXPANDING THE SCOPE OF MEASUREMENT PROGRAMS.<br />

APPLICATION<br />

THE POPULATION DEVIATION STANDARDS--PDS-<br />

SPECIFICALLY<br />

TECHNIQ&Et WHICH INVOLVES ENTIRE JOB OR PART<br />

STATISTICAL<br />

MEASUREMENTt IS EXPLAINED BY STATISTICAL GROUPING<br />

OPERATION<br />

EXISTING JOB STANDARDSt ACCURATELY BOUNDED PDS CAN BE<br />

OF<br />

STANDARDS FOR ADDITIONAL JOBS CAN BE ESTABLISHED<br />

DETERMINED.<br />

SELECTION OF THE APPROPRIATE PDS.<br />

THROUGH<br />

MASONt ANTHONY K. TOWNEt DOUGLAS M<br />

0615<br />

SYNTHETIC METHODS ANALYSIS<br />

TOWARD<br />

OF INDUSTRIAL ENGINEERING VOL. 18 NO. JAN. 1967 SP<br />

JRNL.<br />

ANALYSIS<br />

PROGRAM,<br />

IS A DESCRIPTION OF THE STRUCTURE OF A CON<br />

INCLUDED<br />

PROGRAM WHICH SYNTHESIZES NOTION PATTERNS FOR THE<br />

MUTER<br />

OF HUMAN WORK TASKS. INPUT REQUIRED OF THE USER,<br />

ANALYSIS<br />

NATURE OF THE OUTPUT AND A GENERAL OUTLINE OF THE<br />

THE<br />

STRUCTURE ARE DESCRIBED. THIS PROGRAM IS CALLED<br />

PROGRAM<br />

AN ACRONYM FOR ARTIFICIAL METHODS ANALYST. IT IS<br />

ARMAN<br />

BEING USED IN THE AREA OF ELECTRONIC MAINTENANCE<br />

CURRENTLY<br />

HAS ALSO SHOWN GOOD RESULTS IN OTHER CLASSES OF HUMAN<br />

BUT<br />

TASKS.<br />

WORK<br />

DUBIN, R. BEISSE F.<br />

0616<br />

ASSISTANT- ACADEMIC SUBALTERN.'<br />

THE<br />

SCIENCE QUARTERLY VOL.Zt NO.Ae MARCH 1967.<br />

ADMINISTRATIVE<br />

27P.<br />

ANALYSIS<br />

EDUCATICNAL<br />

TEACHING ASSISTANT IS BOTH AN OFFICER OF INSTRUC-'<br />

THE<br />

AND A STUDENT SERVING AS APPRENTICE TEACHER. THESE ARE<br />

TION<br />

POSITIONS. THE DATA MAKE CLEAR THAT THE NUMBER<br />

INCOMPATIBLE<br />

TEACHING ASSISTANTS HAD INCREASED SIGNIFICANTLY BY THE<br />

OF<br />

AND THAT THE ASSISTANTS SUBSTITUTED FOR PROFESSORS<br />

1960St<br />

TEACHING UNOERGRADUATES AS THEIR ENROLLMENT INCREASED,<br />

IN<br />

142<br />

IN PUBLIC UNIVERSITIES THE BERKELEY SITUATION<br />

ESPECIALLY<br />

A CASE ANALYSIS OF THE CONSEQUENCES- THAT THE<br />

PROVIDES<br />

EMPLOYED COLLECTIVE ACTION -UNIONIZATION- TO GAIN<br />

ASSISTANTS<br />

AND PROFESSIGNAL PREREQUISITES FOR THEIR PER-'<br />

LEGITIMACY<br />

OF THE TEACHING FUNCTION- AND 2 THAT THE UNDER-'<br />

FORMANCE<br />

STUDENTS ALSO APPLIED COLLECTIVE PRESSURE TO<br />

GRADUAIE<br />

THEIR DISCONTENT WITH THE CIRCUMSTANCES AND QUALITY<br />

OVERCOME<br />

THEIR EDUCATIONAL EXPERIENCES<br />

OF<br />

RObKE, E BROOKS, G E<br />

0617<br />

AND UNIVERSITY ADMINISTRATION<br />

COMPUTERS<br />

SCIENCE QUARTERLY, VOL 2, NO 4, MARCH 1967<br />

ADMINISTRATIVE<br />

2SP<br />

ORGANIZATIONAL, MAKING, INFORMATION, EDUCATION,<br />

PLANNING,<br />

QUESTIONNAIRES<br />

ADMINISTRATION,<br />

ARE NOW BEING USED FOR A WIDE VARIETY OF<br />

COMPUTERS<br />

PURPOSES IN THE OPERATION OF INSTITUTIONS OF<br />

ADMINISIRATIVE<br />

EDUCATION QUESIIONNAIRES SENT TO 436 INSTITUTIONS<br />

HIGHER<br />

4 AREAS IN WHICH COMPUTERS ARE BEING USED VERY<br />

REVEAL<br />

STUDENT AFFAIRS 2. FINANCIAL MANAGEMENT 3.<br />

HEAVILY-<br />

PLANT ADMINISTRAIION 4. GENERAL POLICY PLANNING.<br />

PHYSICAL<br />

COMPUTERS HAVE MAINLY BEEN EMPLOYED TO HANDLE AOMIN-'<br />

WHILE<br />

ROUTINES, THERE IS GROWING INTEREST IN THE USE OF<br />

ISIRATIVE<br />

FOR RESEARCH CONNECTED WIIH POLICY DEVELOPMENT AND<br />

COMPUTERS<br />

MAKING -NOW-PROGRAMMED- AS DISTINCT FROM -PROGRAMMED-<br />

FOR<br />

DECISIONS<br />

WIDE RANGE EFFECTS ARE- THE POSSIBILITY OF A TOTAL<br />

SOME<br />

SYSTEM THREATENS TC ERASE TRADITIONAL JURISDIC<br />

INFORMATION<br />

LINES BEIWEEN ORGANIZATIONAL UNITS. CENTRALIZATION OF<br />

TIONAL<br />

IS GREATLY FACILIIAIEO BY THE ESTABLISHMENT OF<br />

AUTHORITY<br />

COMPUTER OFFICE.<br />

CENTRAL<br />

HILL, W FRENCH, W L<br />

C618<br />

OF THE POWER OF DEPARTMENT CHAIRMEN BY<br />

PERCEPTIONS<br />

PROFESSORS<br />

SCIENCE QUARTERLY, VDL.2t NC 4, MARCH, 1967<br />

ADMINISTRATIVE<br />

26P<br />

ORGANIZATIONS<br />

SATISFACTION,<br />

PAPER REPORTS ON AN INVESTIGATION DESIGNED TO<br />

THIS<br />

THE POWER IMPUTED TC DEPARTMENT CHAIRMEN BY PROFES-'<br />

MEASURE<br />

IN FIVE STAIE-SUPPORTED 4-YR COLLEGES, AND TO DETER<br />

SORS<br />

WHETHER VARIATIONS IN SUCH POWER WERE ASSOCIATED WITH<br />

MINE<br />

IN THE SATISFACTION AND PRODUCTIVITY OF DEPART-'<br />

VARIATIONS<br />

FACULTY IT WAS FOUND THAT THE GREATER THE POWER OF<br />

MENTAL<br />

CHAIRMEN IN THESE PARTICULAR INSTITUTICNS THE GREATER<br />

THE<br />

PROFESSORS LEVEL OF SATISFACTION AND THE MORE LIKELY<br />

IHE<br />

WERE TO BE PRODUCTIVE IN TERMS OF THEIR PERCEPTIONS OF<br />

THEY<br />

GOALS OF THEIR PARTICULAR CRGANIZATIONS HOWEVER, THE<br />

THE<br />

BETWEEN THE PRECEIVED POWER OF CHAIRMEN AND ThE<br />

RELATIONSHIP<br />

OUTPUT GF PROFESSORS, ALTHOUGH SLIGHT, WAS<br />

PROFESSIONAL<br />

OTHER FACIORS WERE FUUND TO BE POSITIVELY<br />

NEGATIVE<br />

WITH PROFESSIONAL OUTPUT.<br />

ASSOCIATED<br />

SCHEIN E H.<br />

061g<br />

CHANGE DURING MANAGEMENT EDUCATION.'<br />

ATTITUDE<br />

SCIENCE QUARIERLY VOL 2 ND 4, MARCH, I96T<br />

ADMINISIRAIIVE<br />

27P<br />

EDUCATION<br />

TESTED,<br />

ROLE OF THE PROFESSIONAL SCHOOL AS A SOCIALIZING<br />

THE<br />

IS EXAMINED IN AN EMPIRICAL STUDY OF STUDENT<br />

INSTITUTION<br />

IN A MANAGEMENT SCHOOL TWO TYPES OF STUDENTS ARE<br />

ATTITUDES<br />

ON A MULTIDIMENSIONAL ALTITUDE SURVEY PRIOR TO ENTRY<br />

TESTED<br />

THE SCHOOL AND AGAIN AT GRADUATION. INITIAL POSITIONS<br />

INTO<br />

THE STUDENTS AND ATTITUDE CHANGES ARE RELATED TO THE<br />

OF<br />

OF THE SCHOOL FACULTY AND GROUPS OF MANAGERS<br />

ATTITUDES<br />

METZGER JAMES H.<br />

D620<br />

PULLS<br />

PERSONALIZATION<br />

AND SALES PROMOTION VDL iS, 4, APRIL 1967e 1P<br />

ADVERTISING<br />

CLERICAL, TYPING, AUTO-TYPING<br />

MANPOWER,<br />

ARTICLE REPORTS THAT AUTOMATIC TYPING HELPED<br />

THIS<br />

RETURNS OF ALL SORTS FOR A LARGE MIDWESTERN<br />

INCREASE<br />

COMPANY. THE PURCHASE OF TWO AUTC-TYPIST AUTOMATIC<br />

INSURANCE<br />

INCREASED THE EFFICIENCY YET RETAINED THE<br />

TYPEWRITERS<br />

APPEARANCE OF FORM LETTERS. THIS PERSONALIZED<br />

PERSONALIZED<br />

INCREASED THE NUMBER OF RETURNS FROM THE MAILINGS<br />

APPEARANCE<br />

INCREASED BUSINESS. ALSO USED TO ANSWER FDRM LETTERS,<br />

AND<br />

AUTOMATIC TYPEWRITER YIELDS TWICE THE OUTPUT WITH ONLY<br />

THE<br />

THE MANPOWER.<br />

ONE-QUARTER<br />

CROCKER, D. C.<br />

062I<br />

AND THE UTILITY OF MULTIPLE REGRESSION<br />

INTERCORRELATION<br />

OF INDUSTRIAL ENGINEERING VOL. [8 NO JAN 19AT TP<br />

JRNL.<br />

CONTROL ANALYSIS REGRESSION<br />

EVALUATING<br />

USE OF REGRESSION TECHNIQUES IN ANALYZING NON-EX-'<br />

THE<br />

DATA IS DESCRIBED. NON-EXPERIMENTAL DATA ARE<br />

PERIMENTAL<br />

AS DATA UBTAINED FROM AN EXISTING SYSTEM AS IT NOR<br />

DEFINED<br />

DPERATES RATHER THAN FROM A DESIGNED EXPERIMENT.<br />

MALLY<br />

INVOLVING NULTICOLLINEARITY, OR INTERCGRRELATION,<br />

EXAMPLES<br />

PRESENTED, WHICH ILLUSTRATE HOW IMPORTANT PREDICTOR<br />

ARE<br />

MAY BE MISSED AND HOW REDUNDANT PREDICTORS MAY<br />

VARIABLES<br />

A GOOD MODEL. SOME GENERAL CHARACTERISTICS OF THIS<br />

DESTROY<br />

ARE DEVELOPED AND GRAPHED. REGRESSION ANALYSIS IS<br />

CONDITION<br />

NOT ONLY FOR SETTING DF TIME STANDARDS FOR SIMPLI<br />

USED<br />

OF INCENTIVE SYSTEMS BUT ALSO FOR SUCH VARIEC<br />

FICATION<br />

AS ABSORPTION OF VITAMIN A INTO LIVERS OF MAMMALS,<br />

FUNCTIONS<br />

CONTROL AND FLOW-METER CALIBRATIONS, IMPROVING SERVICE<br />

PUMP<br />

EVALUATING DATA COLLECTED IN MOTIVATIONAL STUDIES, ANC<br />

TIME,<br />

LOT SIZE DETERMINATION<br />

ECONOMICS<br />

CONN JACK<br />

0622<br />

A PROGRAM FOR AUTOMATION PLANNING AND TECHNOLOGY<br />

APT<br />

VOL.LIX I0 APRIL 1967 2P<br />

BANKING<br />

PLANNING, INFORMATION<br />

PROGRAM<br />

THIS ARTICLE THE PRESIDENT OF THE AMERICAN BANKERS<br />

IN<br />

GIVES SOME BASIC FACTS ABOUT A RESEARCH PROGRAM<br />

ASSOCIATION<br />

HELP BANKS. THE PROGRAM, NAMED AUTOMATION PLANNING AND<br />

TO<br />

WILL STUDY AREAS INCLUDING EXTERNAL BANKING<br />

TECHNOLDGY,<br />

DATA COMMUNICATIONS, SOFTWARE AND HAREWARE<br />

APPLICATIONS,<br />

AND OTHERS. IT IS FINANCED PRIMARILY BY<br />

DEVELOPMENTS<br />

FROM AUTOMATED BANKS AND DUES FROM THOSE BANKS<br />

SUBSCRIPTIONS<br />

PARTICIPATING. PLANS ALSO INCLUDE ACCESS TO THE<br />

VOLUNTARILY

VIA TELEPHONE BANKS SUPPORTING THIS PROGRAM, IT<br />

INFORHATION<br />

FELT, WILL DERIVE IPMEASURABLE BENEFITS<br />

IS<br />

KLEIN,<br />

OF NONLINEAR DPTINIZATIDN TC PLANT LOCATICN<br />

APPLICATION<br />

OF INDUSTRIAL ENGINEERING VGL 18, NO JAN<br />

JOIRNAL<br />

6P<br />

PROGRAMMING, PLANNING) OPTIMAL, CODE<br />

SELECTION,<br />

INVESTMENT PLANNING PROBLEM IS COMPLEX, INVOLVING<br />

THE<br />

SELECTION CF PLANT SITES AND PLANT SIZES FOR PUL-'<br />

OPTIMAL<br />

PRODUCTS AS SEGUENTIAL DECISIONS OVER TINt DUE TO THE<br />

TIPLE<br />

OF ECONOMICS OF SCALE AS WELL AS FIXED COSTS, THE<br />

PRESENCE<br />

FORMULATION REQUIRES A NONLINEAR AS WELL AS<br />

MATHEMATICAL<br />

TYPE OF OPTIMIZATION CODE THIS ARTICLE DESCRIBES<br />

INTEGER<br />

FORMULATION AND SOILTICN BY MATHEMATICAL PROGRAM-'<br />

PROBLEM<br />

WITH A NONLINEAR OBJECTIVE FUNCTION AS APPLIED TG SMALL<br />

MING<br />

PROBLEMS. HOWEVER, LARGE PROBLEMS MAY BE SOLVED SIM-'<br />

SIZE<br />

BY USING DECOMPOSITION PROGRAMMING<br />

ILARLY<br />

THEODORE O<br />

PRENTING,<br />

DEVELOPMENT CF ANALYTICAL SYSTEMS TO REDUCE COSTS<br />

RESEARCH<br />

OF INDUSTRIAL ENGINEERING VOL I8 NO. JAN 1967<br />

JOURNAL<br />

5P<br />

ANALYTICAL<br />

PROGRAM,<br />

ARTICLE REVIEWS THE WORK OF THE ADVANCED ASSEMBLY<br />

THIS<br />

PROGRAM OF ILLINOIS INSTITUTE OF TECHNOLOGY RESEARCH<br />

METHODS<br />

IN DEVELOPING ANALYTICAL SYSTEMS TO REDUCE PRODUCT<br />

INSTITLTE<br />

COSTS DISCUSSION INCLUDES DETERMINING CYCLE TIME,<br />

ASSEMBLY<br />

BALANCING, HUMAN ASPECTS OF ASSEMBLY WORK, MIXED MODEL<br />

LINE<br />

AUTOMATIC ASSEMBLY) LOW VOLUME ASSEMBLY, ASSEMBLY<br />

ASSEMBLY,<br />

CURVES, AND PACING IN ASSEMBLY<br />

LEARNING<br />

E V MITTEN, l G<br />

DENARDO,<br />

OF SEQUENTIAL DECISION PROCESSES<br />

ELEMENTS<br />

OF INDUSTRIAL ENGINEERING VOL 18 NO JAN. 1967<br />

JOURNAL<br />

OPTIMAL, DECISION<br />

PROGRAMMING,<br />

IS A DESCRIPTION CF THE STRUCTURE OF THE CLASS OF<br />

THIS<br />

TO WHICH DYNAMIC PROGRAMMING APPLIES IN TERMS OF<br />

PROBLEMS<br />

DECISIONS, TRANSACTIONS, AND RETURNS. THE<br />

STATES,<br />

ASSUMPTION AND THE NOTION CF A POLICY THAT IS<br />

MONOTONICITY<br />

FOR ALL STATES ARE DISCUSSED IN ADDITION, IT IS<br />

OPTIMAL<br />

HOW TO DETERMINE WHETHER A PROBLEM IS A DYNAMIC<br />

SHOWN<br />

PROBLEM.<br />

PROGRAMMING<br />

J ROGER<br />

OMEARA,<br />

COMPANIES SPONSOR FELLOWSHIP PLANS.'<br />

WHY<br />

CONFERENCE BOARC RECORD VOL 4, 4 APRIL, I967 6P.<br />

THE<br />

PLANNING, MANPOWER, EDUCATION<br />

RECRUIT,<br />

UNDERLYING OBJECTIVE OF ?5 COMPANY FELLOWSHIP PLANS<br />

THE<br />

BY THE CONFERENCE BOARD IS TO ANSWER THE GROWING<br />

SURVEYED<br />

FOR UNIVERSITY-TRAINED MANPOWER IN BUSINESS, EDUCATION,<br />

NEED<br />

GUVERNMENT SOME COMPANIES TRY TO FURTHER IHEIR OWN<br />

AND<br />

AS WELl AS THOSE OF EDUCATION AND SOCIETY, BY<br />

INTERESTS,<br />

PROVISIONS INTENDED EITHER TO HELP THEM RECRUIT<br />

INCLUDING<br />

TECHNICAL EMPLOYEES DR TO UPDATE THE KNOWLECGE OF ITCH-'<br />

NEW<br />

EMPLOYEES ALREADY ON THEIR STAFFS UTHER COMPANIES<br />

N[CAL<br />

ON THE SOCIAL IMPLICATION OF THEIR PLANS BY<br />

CONCENTRATE<br />

THE FELLOWSHIPS FOR GRADUATE STUDENTS WHO ARE<br />

RESERVING<br />

FOR THE TEACHING PROFESSION OR WHO ARE BEING TRAINED<br />

HEADED<br />

FIELDS OF RESEARCH, SUCH AS CITY PLAANING OR INTERNAT<br />

IN<br />

AFFAIRS, IHAT SERVE THE COMMON GOOD.<br />

TONAL<br />

0 L<br />

BEPNKE,<br />

AND WHY- TO START A COMPANY PUBLICATION<br />

HOW<br />

AND SALES PROMOTION VOL I5, 4, APRIL, 1967,<br />

ADVERTISING<br />

EDUCATES<br />

PLANNED,<br />

ARTICLE RELATES HOW THE GREYHOUNO CORPORATION<br />

THIS<br />

AN INTERNAL-EXTERNAL PUBLICATION WHICH INTERESTS<br />

CREATED<br />

25 DIVERSIFIED COMPANY EMPLOYEES AS WELL AS THE STOCK-'<br />

IIS<br />

THE FIRST STEP IS TO CLEARLY OUTLINE THE OBJECTIVES<br />

HOLDERS<br />

A COMPANY PUBLICATION AND HOW THESE PURPOSES WILL BE MET<br />

OF<br />

CONSIDERATIONS SUCH AS TYPE CF PRINTING, PAPER<br />

MECHANICAL<br />

USE OF GRAPHICS AND PHOTOGRAPHy MUST ALSO BE<br />

WEIGHI,<br />

PLANNED AND CCNSICERED TO ENCOURAGE READERSHIP<br />

CAREFULLY<br />

GREYHOUNDS EXPERIENCE AS AN EXAMPLE POINTS OUT THE<br />

USING<br />

REQUIREMENTS OF A COPPANY PUBLICATION WHICH<br />

PLANNING<br />

EDUCATES AND IATERESTS REACERS.<br />

SUCCESSFULLY<br />

DAVID L.<br />

RAPHAELe<br />

OF COMPLEX BEHAVIORAL MODELS TO REGIONAL AND<br />

APPLICATIONS<br />

ORGANIZATIONAL-ANALYSIS<br />

OF INDUSTRIAL ENGINEERING VOL I8 NG. JAN<br />

JOLRNAL<br />

PP.<br />

CONIRDLLING, ANALYSIS<br />

ORGANIZATIONAL,<br />

ARTICLE DESCRIBES TWO BEHAVIORAL MODELS AND GIVES<br />

THIS<br />

DF HOW THESE MODELS CAN BE USED THE FIRST IS A<br />

EXAMPLES<br />

MODEL OF CLINTON COUNTY, PENNSYLVANIA, WHICH<br />

MICROREGIONAL<br />

BEEN USED TO SIMULATE ECONOMIC AND TECHNOLOGICAL CHANGES<br />

HAS<br />

ANALYZE THE EFFECTS OF THESE CHANGES Oh THE REGIONAL<br />

AND<br />

IT IS ALSO BEING USED TO ANALYZE THE EFFECTS OF AIR<br />

ECONOMY<br />

WAIER SUPPLY AND DEMAND, AND WATER QUALITY ON<br />

POLLUTION,<br />

ECONOMY. IHE SECOND MODEL IS AN INPUT-OUTPUT MODEL<br />

REGIONAL<br />

THE PENNSYLVANIA SIATE UNIVERSITY THIS MODEL CAN BE USEC<br />

OF<br />

CONTROLLING THE OPERATIONS OF THE UNIVERSITYt STUCYING<br />

FOR<br />

EFFECTS OF CHANGES CN THE OPERATIONS, AND FOR MANAGEMENT<br />

THE<br />

BY SIMULATING ALTERNATIVE COURSES OF ACTION<br />

OECISICN-MAKING<br />

G. F. SELF, G. D<br />

SCPRADER,<br />

OF GRADUATE RESEARCH IN INDUSTRIAL ENGINEERING<br />

PROGRESS<br />

OF INDUSTRIAL ENGINEERING VDL 18 NO JAN. 1967<br />

JOLRNAL<br />

8P<br />

PLANNING, EDUCATION, CONTROL<br />

PSYCHOLOGY-ENGINEERING,<br />

ARTICLE DESCRIBES THE RESULTS OF A STUDY CONDUCTED<br />

THIS<br />

ASSESS TRENDS IN INDUSTRIAL ENGINEERING RESEARCH BY USING<br />

TO<br />

RESEARCH AS A MEASURE OF PROGRESS INDUSTRIAL<br />

GRAOUAIE<br />

CATEGORIES DISCUSSED INCLUDE-WORK MEASUREMENT-<br />

ENGINEERING<br />

PLANNING-APPLIED PSYCHOLOGY-ENGINEERING<br />

METHODS-FACILITY<br />

PLANNING-MATERIALS PROCESSING-PRO-'<br />

ECONOMICS-ORGANIZATION<br />

PLANNING AND CONTROL-DATA PROCESSING SYSTEMS DESIGN<br />

OUCTION<br />

MATHEMATICS-COSTS AND COST CONTROL-AND EDUCATION.<br />

APPLIED<br />

STEPHEN M.<br />

PGLLOCK,<br />

143<br />

CHECKING USING IMPERFECT INFORMATION.'<br />

MINIMUM-COST<br />

SCIENCE VOL 13, 7. MARCH, 1967. 12P.<br />

MANAGEMENT<br />

INFORMATION, DECISION<br />

PEOGRAMPING,<br />

EVENT TAKES PLACE AT TIME T, A DISCRETE RANDOM VAR-'<br />

AN<br />

WITH KNOWN PROBABILITY FUNCTION AT UNIT INTERVALS OF<br />

IABLE<br />

A MEASUREMENT X IS OBSERVED WHICH YIELDS INFORMATION<br />

TIME,<br />

THE EVENT X IS A RANDOM VARIABLE, WITH A KNOWN PROB-'<br />

ABOUT<br />

DENSITY FUNCTION BEING DEPENDENT UPON WHETHER OR NOT<br />

ABILITY<br />

EVENT HAS YET OCCURRED<br />

THE<br />

EACH GBSERVATIDNe A DECISION IS MADE THAT THE<br />

AFTER<br />

HAS OR HAS NOT YET OCCURRED. THE LAITER DECISION IN-'<br />

EVENT<br />

WAITING FOR THE NEXT MEASUREMENT. THE FORMER DECISION)<br />

PLIES<br />

CORRECT, ENDS IHE PROCEDURE IF INCORRECT) THIS FACT IS<br />

IF<br />

AND THE PROCEDURE CONTINUES.<br />

INCORPORATED)<br />

MINIMUM-EXPECTED-COST DECISION STRATEGY ANO THE<br />

THE<br />

COST THUS OBTAINED ARE DERIVED BY MEANS OF DYNAMIC<br />

MINIMUM<br />

PROGRAMMING.<br />

SCHEER, WItBERT E.<br />

C611<br />

SUCCESS.'<br />

EXECLTIVE<br />

JOURNAL) VOL 46, NO 3) MARCH) 196T 6 PAGES<br />

PERSONNEL<br />

ADMINISTRATOR<br />

ANALYTICAL,<br />

DOES THE SUCCESSFUL EXECUTIVE GET THAT WAY.<br />

-HOW<br />

AN ANALYTICAL MOOD) THE AUTHOR FINDS FIVE FACTORS WHICH<br />

IN<br />

FEELS ARE NECESSARY TO THE EXECUTIVE WHO STRIVES FOB<br />

HE<br />

AS AN ADMINISTRATOR THEY ARE MOTIVATION) VISION,<br />

SUCCESS<br />

ABILITY, GGCD HEALTH) AND HUMILITY.-<br />

DECISION-MAKING<br />

HARDT ERICH<br />

C632<br />

PLANNING.'<br />

MANPOWER<br />

JOURNAL) VOL 46) NO 3) MARCH) I967 5 PAGES<br />

PERSONNEL<br />

PLAN) PERSONNEL, MANPOWER) JOB INNOVATION)<br />

RECRUITING,<br />

ANALYSIS<br />

PLANNING WHICH CAN BE COUNTED ON TO KEEP A<br />

-MANPOWER<br />

AHEAD OF COMPETITION FIVE OR TEN YEARS FROM NOW)<br />

COMPANY<br />

BE INCREASINGLY INCLUDED IN THE JOINT DELIBERATIONS<br />

MUST<br />

MARKETING, PRODUCTION ANC FINANCE. THE AUTHOR BELIEVES<br />

OF<br />

CALLS FOR ADVENTURE, RISK) AND INNOVATION, INTELLI-'<br />

THIS<br />

ANALYZED ANO USED AS LEARNING EXPERIENCE.-<br />

GENTLY<br />

NINE STEPS IN A MANPOWER PLAN WHICH ARE DIS-'<br />

THE<br />

ARE i. SIUOY THE MARKETING PLAN FOR THE PROJECTED<br />

CUSSED<br />

2 ANALYZE MATERIAL AND FACILITY NEEDS FOR THE<br />

PERIOD<br />

ANALYZE FINANCIAL NEEDS 4 ANALYZE PERSONNEL<br />

PERIOD<br />

POSITION DESCRIPTIONS AND JOB SPECIFICATIONS OF<br />

NEEDS<br />

FUTLRE JOBS 6 AN ANALYSIS OF PRESENT MANAGEMENT<br />

ALL<br />

T ANNUAL PROJECTIONS 8. AN ANALYSIS OF RE<br />

AVAILABLE<br />

AND SELECTION METHODS SHOULD BE MADE g SUCCESS<br />

CRUITING<br />

SHOULD DE PLANNED WELL IN ADVANCE.<br />

MEASURES<br />

TAYLOR, GEORGE G.<br />

CE]3<br />

EMPLOYMENT OFFERS TO PROFESSIONAL PERSONNEL.<br />

PRESENTING<br />

JOURNAL, VGL 6, NO 3, MARCH, IgAT, 4 PAGES<br />

PERSONNEL<br />

CONTROL<br />

PERSONNEL,<br />

GLIOEPOSTS FOR PRESENTING EMPLOYMENT OFFERS<br />

DEFINITE<br />

PROFESSIONAL PERSONNEL DISCUSSED IN THIS ARTICLE ARE AS<br />

TO<br />

FOLLOWS<br />

ORAL OFFERS WHENEVER POSSIBLE.<br />

MAKE<br />

KEEP THE OFFER PRESENTATION PERSONAL.<br />

2<br />

FOLLOW ORAL OFFERS WITH CONFIRMING LETTERS<br />

3<br />

IMMEDIATELY.<br />

AVOID PRECONDITIONING THAT WOULD LATER PRESENT<br />

4.<br />

BLOCKS.<br />

STUMBLING<br />

KEEP COMPLETE CONTROL OF THE INTERVIEW AND OFFER<br />

5<br />

SITUATION.<br />

KEEP IN IOUCH WITH IHOSE INTERVIEWED UNTIL FINAL<br />

6<br />

IS MADE.<br />

DISPOSITION<br />

FLEISHMAN, EDWIN A.<br />

0634<br />

OF BEHAVIOR TAXONOMY FOR DESCRIBING HUMAN<br />

DEVELOPMENT<br />

IASKS<br />

OF APPLIED PSYCHOLOGY) VOL 51 NO. I) FEBRUARY<br />

JOLRNAL<br />

8 PAGES<br />

I967)<br />

JOB EVALUAT1CN APPRAISAL<br />

WORK<br />

NEED FOR IDENTIFYING A SET OF UNIFYING DIMENSIONS<br />

THE<br />

SKILLED BEHAVIOR IS DISCUSSED THE ISSUES<br />

UNDERLYING<br />

ON PROBLEMS OF GENERALIZING PRINCIPLES FROM LABORA-'<br />

BEAR<br />

TO OPERATIONAL TASKS AND FROM ONE TASK TO ANOTHER.<br />

TORY<br />

OF EXPERIMENTAL AND CORRELATIONAL APPROACHES<br />

COMDINATIONS<br />

TO BE REQUIRED. THE CONCEPTUAL FRAMEWORK AND<br />

APPEAR<br />

STRATEGY UTILIZED BY THE AUTHOR IN HIS RESEARCH<br />

RESEARCH<br />

PERCEPTUAL-MOTOR ABILITIES IS DESCRIBED AND ITS RELEVANCE<br />

ON<br />

TAXONOMY QUESTIONS DISCUSSED. THE INTEGRATIVE NATURE<br />

TO<br />

THE FRAMEWORK DEVELOPED IS ILLUSTRATED BY A WIDE<br />

OF<br />

OF STUDIES, IN LABORATORY AND OPERATIONAL SITUATIONS<br />

VARIETY<br />

FROM THOSE OF SKILL LEARNING AND RETENTION TO THE<br />

RANGING<br />

OF ENVIRONMENTAL FACTORS ON HUMAN PERFORMANCE) AN<br />

EFFECTS<br />

THE STANDARDIZATION OF LABORATORY TASKS FOR PERFORMANCE<br />

IN<br />

ASSESSMENT<br />

HARDIN, EINAR<br />

0635<br />

SATISFACTION AND THE DESIRE FOR CHANGE<br />

JOB<br />

OF APPLIED PSYCHOLOGY) VOL 51, NO. I, FEBRUARY<br />

JOURNAL<br />

8 PAGES<br />

1967,<br />

SATISFACTION, MULTIPLE-REGRESSION, JOB) ANALYSES)<br />

TESTING,<br />

QUESTIONNAIRE<br />

DATA ON OFFICE EMPLOYEES GENERAL<br />

QESTIONNAIRE<br />

FOR CHANGE, SATISFACTION WITH EXISTING AMOUNTS<br />

READINESS<br />

14 JOB ASPECTS, AND DESIRE FOR JOB-ASPECT CHANGE ARE<br />

OF<br />

IN TESTING THE HYPOTHESIS THAT A PERSONS 0ESIRE FOR<br />

USED<br />

CHANGES IS GOVERNED NOT ONLY BY THE DISCREPANCY<br />

SPECIFIC<br />

THE ATTRACTIVENESS TO HIM OF EXISTING AND POTENTIAL<br />

BETWEEN<br />

CHARACTERISTICS BUT ALSO BY HIS ASSESSMENT OF THE<br />

JOB<br />

PROCESS OF CHANGE THE HYPOTHESIS IS UPHELD BY<br />

VERY<br />

OF MULTIPLE-REGRESSION ANALYSES OF AGGREGATE<br />

RESULTS<br />

AND OF DATA FOR SEVERAL INDIVIDUAL JOB ASPECTS.<br />

SCORES<br />

PERRY, OALLIS K CANNONe WILLIAM M.<br />

0636<br />

INTERESTS OF COMPUTER PROGRAMMERS.'<br />

VOCATIONAL<br />

OF APPLIED PSYCHOLOGY) VOL 5I, NO. I, FEBRUARY)<br />

JDLRNAL<br />

7 PAGES<br />

1967)<br />

PROGRAMMER JOBS EVALUATED ANALYSES ADMINISTEREC<br />

SATISFACTIDN<br />

THE REVISED SVIB WAS ADMINISTERED TO 1378 COMPUTER

PRIMARY ANALYSES WERE LIMITED TO 1,003 MALES<br />

PROGRAMMERS<br />

AI LEAST YR CF PROGRAMMING EXPERIENCE, WHOSE JOBS<br />

WITH<br />

PRIMARILY NONSLPERVISORY, AND WHO INDICATED SATIS<br />

WERE<br />

WITH PROGRAMMING PROGRAMMERS DIFFER FROM OTHER<br />

FACTION<br />

MEN PRIMARILY IN THEIR GREATER INTEREST IN<br />

PROFESSIONAL<br />

SOLVING, MAIHEMATICS, AND MECHANICAL PURSUITS, AND<br />

PROBLEM<br />

LESSER INIEREST IN PECPLE THEIR INTERESTS ARE MOST<br />

THEIR<br />

TO OPTOMETRISTS, CHEMISTS ENGINEERS, PRODUCTION<br />

SIMILAR<br />

MATHEMATICS-SCIENCE TEACHERS, AND SENIOR CPAS,<br />

MANAGERS,<br />

NONE OF THESE EXISTING KEYS AOE;UATELY REPRESENTS THE<br />

BUT<br />

OF PROGRAMMERS A PROGRAMMER KEY OEVELOPED ON<br />

INTERESTS<br />

THE SAMPLE AND EVALUATED ON THE REMAINING HALF<br />

HALF<br />

WELL BETWEEN PROGRAMMERS AND MEN IN GENERAL<br />

DISCRIMINATES<br />

PROGRAMMERS SCORE SIGNIFICANTLY HIGHER ON THE<br />

SATISFIED<br />

THAN DISSATISFIED PROGRAMMERS<br />

KEY<br />

THOMPSON= WILLIAM JR MCNEAL, JAMES U.<br />

C637<br />

PLANNING AND CONTROL USING ABSORBING MARKOV CHAINS<br />

SALES<br />

OF MARKETING RESEARCH, VUL 4, NO I, FEBRUARY,<br />

JCLRNAL<br />

PAGES<br />

1967,<br />

CONTROL<br />

PLAN,<br />

STOCHASTIC MODEL IHAT GENERATES DATA FOR SALES<br />

A<br />

AND CONTROL IS DESCRIGED AN EXAMPLE IS PRESENTED<br />

PLANNING<br />

SHOWS HOW IHESE DATA ARE USED TO PLAN SHORT-RUN<br />

THAT<br />

ACTIVITIES AND TRAIN EFFECTIVE SALESMEN. IN THE<br />

SALES<br />

CHANGES IN CUSTOMER PROPENSITIES TO BUY ARE TREATED<br />

MOCEL,<br />

MARKOV PROCESSES FINALLY, IT IS SUGGESTED TEAT THE<br />

AS<br />

DEVELOPED HERE MAY BE COMPUTERIZED ANC INTEGRATED<br />

CONCEPTS<br />

EXISTING SYSTEMS FOR PLANNING AND CONTROL<br />

INTO<br />

HOBERT, ROBERT OUNNETTE, MARVIN D<br />

06)8<br />

OF MOCERATOR VARIABLES<br />

DEVELOPMENT<br />

OF APPLIED PSYCHOLOGY, VOL 51, NG I, FEBRUARY<br />

JOLRNAL<br />

I4 PAGES<br />

I967,<br />

ANALYSES REGRESSICN MANAGERIAL EFFECTIVENESS<br />

TESTS<br />

ANALYSES WERE USED TC DEVELOP 2 MODERATOR VARI-'<br />

ITEM<br />

WHICH, ON CROSS-VALIDATION, SUCCESSFULLY IOENTIFIEO<br />

ABLES<br />

WHO WERE OVER-AND UNDERPREDICTED BY REGRESSION<br />

MANAGERS<br />

DEVELOPED EARLIER THESE MODERATOR TESTS WERE<br />

EQUATIONS<br />

TO IDENTIFY AND ELIMINATE FROM THE CROSS-VALIDATION<br />

USED<br />

55 MANAGERS, 25 PERCENT OF THE TCTAL CLASSED AS<br />

SAMPLE<br />

THE POINT-BISERIAL CORRELATION BETWEEN<br />

-LPREDICTABLE-<br />

CRITERION STATUS, ABOVE OR BELOW THE CRITERION<br />

PREDICTED<br />

AND ACTUAL CRITERION SIATUS FOR THE REMAINING<br />

MEDIAN,<br />

WAS 73 AS COMPARED WITH A POIkT-BISERAL CORRE<br />

MANAGERS<br />

ON ONLY 65 FOR ALL MANAGERS IN THE SAMPLE MORE<br />

LATION<br />

TEE DEGREE OF OVERLAP ON THE ACTUAL CRITERION SCALE<br />

OVER,<br />

MANAGERS PREDICTED TC BE -HIGH- OR -LOW- WAS<br />

BETWEEN<br />

FROM 38 PERCENT TO 28 PERCENT BY USINC THE 2<br />

REObCEO<br />

TESTS.<br />

MODERATOR<br />

WOOD, TFOMAS L<br />

0E39<br />

PERSONNEL STAFF, WHAT IS REASONABLE SIZE<br />

THE<br />

JOURNAL, VOL 46, ND 3, MARCH, I967, 2 PAGES<br />

PERSONNEL<br />

SIAFF-SIZE<br />

NEARLY EVERY COMPANY, REGARDLESS OF SIZE, HAS<br />

-IODAY<br />

PERSONNEL DEPARTMENT NOTING THE INCREASING SIZE OF<br />

A<br />

STAFFS, MANY COMPANIES ARE LOOKING FOR A PARAMETER<br />

PERSONNEL<br />

WHICH TO MEASURE THE PROPER RATIO OF PERSONNEL<br />

AGAINST<br />

TC TOTAL COMPANY STRENGTH<br />

STAFF<br />

TABLE PRESENTED SHOWS A RANK ORDERING OF COMPANIES<br />

THE<br />

SIZE WITH THEIR PERSONNEL STAFF-TO-TOTAL STRENGTH<br />

BY<br />

RATIOS<br />

WIKSELL, MILTON<br />

DE40<br />

IT OVER IS IMPORTANT<br />

TALKING<br />

JOURNAL, VCL 46, NO 3 MARCH, 1967, 2 PAGES<br />

PERSONNEL<br />

ATTITUDES EVALUATION COMMUNICATION<br />

SUPERVISORS<br />

SURVEY OF EMPLOYEE VIEWS CN SUPERVISORY COMMUNI<br />

-A<br />

SHOWS THAT TALKING IT OVER IS [MPORTANT PERHAPS<br />

CATION<br />

IMPORTANT THAN WE THINK<br />

MORE<br />

COMMUNICATION PRINCIPLES ARE DISCUSS<br />

SUGGESTED<br />

IMMEDIATELY 2 KEEP THE DISCUSSlCNS FRANK AND<br />

PROBLEMS<br />

CHOOSE IHE PROPER PLACE 4 BE FAIR AND<br />

OPEN<br />

DEVELOP GCOD ATTITUDES 6 MAKE GOCD<br />

EQLITABLE<br />

RELATIONS AN EVERYDAY PROCESS<br />

HUMAN<br />

-BEST- SLPERVISORS SUGGEST RATFER THAN DOMINATE,<br />

THE<br />

SITUATIONS WITH ILLUSTRATIONS AND VISUAL AIOS<br />

CLARIFY<br />

PERIINENT QLESTIONS AS PROBLEMS ARE EXPLAINED, LISTEN<br />

ASK<br />

TO SEE IF THEIR MASSAGE IS BEING RECIEVED,<br />

CAREFULLY<br />

WORKERS WHC DO WELL, DEAL FAIRLY WITH ALL<br />

RECOGNIZE<br />

GIVE THE REASONS FOR POLICY CHANGES, ETC.=<br />

EMPLOYEES,<br />

AN INFORMAL, FRIENDLY ATMOSPHERE, AND ARE -PEOPLE-<br />

MAINTAIn<br />

WELL AS -COMPANY- ORIENTED<br />

AS<br />

CCKIN, MOLLY CHICKERING, DOROTHEA MURPHY, ANN<br />

0641<br />

PRINCIPLES APPLIED TO HOSPITAL EMPLOYMENT PROBLEMS<br />

CASEWORK<br />

JOURNAL, VCL 46, NO 3, MARCH, 1967= 4 PAGES<br />

PERSONNEL<br />

HOSPITAL<br />

RECRUITING,<br />

JOINT SIUDY BY THE SOCIAL SERVICE AND HOUSEKEEPING<br />

-A<br />

OF A LARGE= METROPOLITAN HOSPITAL WAS MADE<br />

DEPARTMENTS<br />

TO DETERMINE THE CAUSES OF HIGH TURNOVER ON THE<br />

RECENTLY<br />

STAFF ONE OF IHE MOST CONSTRUCTIVE RESULTS<br />

HOUSEKEEPING<br />

BEEN THAT THE PROCESS OF INTERDEPARTMENTAL COLLABORATION<br />

HAS<br />

SIIMULATEO A CONCERTED APPROACH TOWARDS IMPROVED<br />

HAS<br />

OF RECRLITING AND SCREENING PROSPECTIVE EMPLOYEES.-<br />

MEIHODS<br />

NEWMAN= WILLIAM H.<br />

0642<br />

THE MASTER STRATEGY CF YOUR FIRM<br />

SHAPING<br />

MANAGEMENT REVIEW VOL 9= 3, SPRING, 1967<br />

CALIFORNIA<br />

PLAN<br />

SELECTED,<br />

MASTER STRATEGY OF A FIRM EMERGES FROM A SYNTHESIS<br />

THE<br />

CAREFUL PERIODIC REASSESSMET OF THE KEY FACTORS LEADING<br />

OF<br />

FUTLRE PROFITABILITY IN THE INDUSTRY AND THE WISE<br />

TO<br />

TIMING, AND REINFORCING OF THE NICHES SELECTED.<br />

SEQUENCING,<br />

ARIICLE DISCUSSES THE BASIC PLAN OR MASTER STRATEGY OF<br />

THIS<br />

FIRM AS IT RELATES TO ELEMENTS OF CHANGE, GROWTH AND<br />

A<br />

THE GENERAL WAY TC DEVELOP A MASTER STRATEGY IS<br />

ADAPTATION<br />

PICK PARTICULAR NICHES THAT ARE APPROPRIATE IN VIEW OF<br />

TO<br />

AND RESCURCES, TO COMBINE VARIOUS FACETS OF THE<br />

COMPETITION<br />

EFFORTS TC OBTAIN SYNERGISTIC EFFECTS TO SET UP<br />

CDMPANYS<br />

AND TIMING OF CHANGES THAT REFLECT COMPANY<br />

SEQUENCES<br />

144<br />

AND EXTERNAL CONDITIONS, AND TO PROVIDE FOR<br />

CAPABILITIES<br />

REAPPRAISAL AND ADAPTATION TO EVOLVING<br />

FREQUENT<br />

OPPORTLNITIES<br />

STRATEGY TS THE PTVOTAL PLANNING INSTRUMENT OF<br />

MASTER<br />

AND SMALL COMPANIES<br />

LARGE<br />

EWEN, ROBERT B<br />

C643<br />

COMPONENTS OF JOB SATISFACTION<br />

WEIGHTING<br />

OF APPLIED PSYCHOLOGY, VOL 51, NO. I, FEBRUARY,<br />

JOURNAL<br />

6 PAGES<br />

1967<br />

JOB, EVALUATION<br />

SAIISFACTION,<br />

IT NECESSARY TO DETERMINE HOW IMPORTANT EACH COM<br />

IS<br />

OF THE JOB IS TO THE EMPLOYEE AS WELL AS HOW SATIS-'<br />

PONENT<br />

HE IS WITH EACH COMPONENT EVALUATION OF THE EFFECT OF<br />

FIE;<br />

IMPORTANCE MEASURES TC ARRIVE AT WEIGHTED OVERALL<br />

USING<br />

SCORES INDICATED THAT SCORES ON AN 8--'<br />

JOB-SATISFACTION<br />

SCALE OF IMPORTANCE MULTIPLIED BY SATISFACTION SCORES<br />

POINT<br />

A -SATISFACTION-TIMES-IMPORTANCE- TOTAL SCORE THAT<br />

GAVE<br />

99 WITH THE UNWEIGHTEO TOTAL, THE UNWEIGHTED<br />

CORRELATED<br />

WAS AS HIGHLY CORRELATED WITH INDEPENDENT MEASURES OF<br />

TOTAL<br />

JOB SATISFACTION AS ANY OF THE WEIGHTED TOTALS<br />

OVERALL<br />

THE MOST IMPORTANT COMPONENT AS DETERMINED BY A<br />

HOWEVER,<br />

SCALE WAS MORE CLOSELY RELATED TO OVERALL JOB<br />

RANKING<br />

THAN THE LEAST IMPORTANT COMPONENT PRESENT<br />

SATISFACTION<br />

INDICATED THE NECESSITY OF EMPIRICALLY DEMONSTRATING<br />

RESULTS<br />

OF IMPORIANCE MEASURES BEFORE ACCEPTING TOTAL<br />

USEFULNESS<br />

WEIGHTED BY IMPORTANCE AS SUPERIOR TO UNWEIGHTED IS<br />

SCORES<br />

GRLENFELD, W FELTMAN, F<br />

C644<br />

AMONG SUPERVISORS INTEGRATION, SATISFACTION,<br />

RELATIONSHIP<br />

TECHNOLOGICAL-CHANGE<br />

AND<br />

OF APPLIED PSYCHOLOGY, VOL. 51= NO I, FEBRUARY,<br />

JOURNAL<br />

4 PAGES<br />

1967,<br />

SATISFACTION= JOB, ADMINISTEREO, QUESTIONNAIRE<br />

SUPERVISORS=<br />

STUDY INVESTIGATED HOW THE INTEGRATION AND<br />

THIS<br />

OF SUPERVISORS WITH MANAGEMENT AFFECTED THEIR<br />

SATISFACTION<br />

OF A TECHNOLOGICAL CHANGE AITITUOE CUESTIDN-'<br />

ACCEPTANCE<br />

WERE ADMINISTERED TO 40 FIRST-LINE SUPERVISORS TO<br />

NAIRES<br />

ATTITUDE TOWARD THE CHANGE AND SEVERAL DIMENSIONS OF<br />

MEASURE<br />

AND SATISFACTION. THE RESULTS SHOWED THAT<br />

INTEGRATION<br />

WHO ARE RELATIVELY MORE INTEGRATEO WITH THE<br />

SUPERVISORS<br />

GROUP MORE SATISFIED WITH MANAGEMENT, AND<br />

MANAGEMENT<br />

HIGH IN JOB SATISFACTION ARE MORE LIKELY TO<br />

RELATIVELY<br />

A MANAGEMENT-INITIATED TECHNOLOGICAL CHANGE<br />

ACCEPT<br />

CUMMIN, PEARSON C<br />

C645<br />

CORRELATES OF EXECUTIVE PERFORMANCE<br />

TAT<br />

JOURNAL OF APPLIED PSYCHOLOGY, VOL 51, NO I, FEBRUARY<br />

ACHIEVEMENT<br />

TAT WAS USED TO MEASURE N ACHIEVEMENT N AFFILIA-'<br />

THE<br />

N POWER, N AUTONOMY= N AGGRESSION, AND N DEFERENCE IN<br />

TION<br />

GROUPS OF SUBJECTS THE FIRST GROUP CONSISTED DF MORE<br />

2<br />

BUSINESS EXECUTIVES, THE SECOND OF LESS SUCCESS<br />

SUCCESSFUL<br />

ONES IT WAS HYPOTHESIZED, LARGELY FROM THE WORK OF<br />

FUL<br />

AND MCCLFLLANO, THAT THE SUCCESSFUL GROUP WOULD HAVE<br />

HENRY<br />

HIGHER SCORES THAN THE LESS SUCCESSFUL GROUP<br />

SIGNIFICANTLY<br />

N ACHIEVEMENT, N POWER= AND N AUTONOMY, WHEREAS THE<br />

IN<br />

SUCCESSFUL EXECUTIVES WOULD HAVE HIGHER SCCRES IN N<br />

LESS<br />

N AGGRESSION, AND N DEFERENCE THE SUCCESS<br />

AFFILIATION,<br />

GROUP HAD SIGNIFICANTLY HIGHER SCORES IN N ACHIEVEMENT<br />

FUL<br />

N POWER THAN IHE UNSUCCESSFUL ONES THE IMPLICATIONS<br />

AND<br />

THESE F[NDINGS WERE DISCUSSED<br />

OF<br />

BENSON, PURNELL M<br />

0E46<br />

ANALYSIS OF A PAIRED-CHOICE<br />

MULTIPLE-RFGRESSION<br />

IN RELATION TO GRADE-POINT<br />

DIVISION-OF-TIME-INVENTORY<br />

AVERAGE<br />

OF APPLIED PSYCHOLOGY, VDL 51, NO. I, FEBRUARY,<br />

JOURNAL<br />

7 PAGES<br />

1967<br />

ANALYSIS<br />

MULTIPLE-REGRESSION<br />

COLLEGE SUBJECTS REPORTED HOW THEY WOULD OIVIOE<br />

76<br />

OF TIME PER WEEK= ? HOURS AND ZI HOURS, BETWEEN<br />

AMOUNTS<br />

OF ACTIVITIES FORMED IN ALL POSSIBLE PAIRS FROM A<br />

PAIRS<br />

OF ACTIVITIES MARGINAL UTILITY FUNCTIONS FOR THE<br />

LIST<br />

WERE FITTED TO TEE 42 PAIRED DIVISIENS OF TIME<br />

ACTIVITIES<br />

EACH STUDENT THF PARAMETERS OF THESE FUNCTIONS WERE<br />

FOR<br />

CORRELATEO WITH GRADE-FOINT AVERAGE, GPA, IN COM<br />

THEN<br />

REGRESSION FOR THE 76 SUBJECTS THE CORRELATION OF<br />

BINED<br />

VARIABLES WITH GPA IS INCREASED FROM 28 FOR COLLEGE<br />

THE<br />

EXAMINATION BOARD, CEEB, VERBAL AND MATHEMATICAL<br />

ENTRANCE<br />

ALONE TO 45 FOR ACTIVITIES DATA PLUS APTITUDE<br />

SCORES<br />

SCORES<br />

DOWST SOMERBY<br />

0667<br />

EDP SERVICE BUREAUS OFFER THE A<br />

WHAT<br />

VOL 62 7 APRIL 6t 1967<br />

PURCHASING<br />

JOB, CONTROL<br />

TEST,<br />

SHOULD NOT GIVE UP THE IDEA OF USING EDP IN PUR-'<br />

ONE<br />

JUST BECAUSE IT IS EXPENSIVE TO BUY OR LEASE A CON<br />

CHASING<br />

SERVICE BUREAUS CAN CO THE JOB FOR YOU ON CONTRACT<br />

PUTER<br />

AT REASONABLE COST<br />

BASIS<br />

ONE DETERMINES WHAT REPORTS HE WANTS, A SERVICE<br />

IF<br />

CAN FEED THEM BACK ON A REGULAR BASIS ANOTHER AD<br />

BUREAU<br />

IS THAT YOU CAN TEST EOP FOR THE PURCHASING OPERA-'<br />

VANTAGE<br />

WITHOUT MUCH COST OR CCNFUSION ALSO, IF YOU ARE TRYINC<br />

TION<br />

SELL YOUR COMPANY ON EDP, A SERVICE BUREAU IS A GOOD WAY<br />

TO<br />

STARI<br />

TO<br />

GENERAL THE SERVICE BUREAU WILL WANT A ONE DR TWO<br />

IN<br />

CONTRACT ONE PURPOSE CF USING THE BUREAU MAY BE TO<br />

YEAR<br />

INVENTORY CONTROL ACCORDING TO SERVICE BUREAU<br />

TIGHTEN<br />

IHIS WOULD COST ABOUT CO DOLLARS PER MENTH SERVICE<br />

CORM<br />

CAN ALSO GIVE YOU STATISTICAL RATINGS ON SUPPLIER<br />

BUREAUS<br />

ACTING AS MANAGEMENT CONSULTANTS.<br />

PERFORMANCE,<br />

CARRESE, LOUIS M BAKER, CARL G<br />

D68<br />

CONVERGENCE TECHNIQUE FOR PROGRAMMING RESEARCH EFFORTS<br />

THE<br />

SCIENCE OL 1, 8 APRIL, 1967<br />

MANAGEMENT<br />

PLANNING PERSDNNEL ANALYSIS<br />

PROGRAM,<br />

DIFFICULTIES ENCOUNTERED IN ATTEMPTS TO APPLY DIR-'<br />

THE<br />

SOME OF THE STANDARD NETWORK ANALYSIS TECFNIQUES TO<br />

ECTLY<br />

PLANNING OF RESEARCH PROGRAMS ARE HERE DISCUSSED THE<br />

THE

REQUIREMENTS FOR A PLANNING SYSTEM SUITABLE<br />

PARTICULARIZED<br />

RESEARCH EFFORTS ARE IDENTIFIED, AND A TECHNIQUE DEVEL-'<br />

FOR<br />

SPECIFICALLY FOR THE PLANNING AND PROGRAMMING OF RE-'<br />

DPED<br />

EFFORTS IS DESCRIBED. BASICALLY, THE TECHNIQUE IN-'<br />

SEARCH<br />

THE FORMULATION OF A SERIES OF FLOWS AND ARRAYS DE-'<br />

VOLVES<br />

MAJOR PROGRAM ELEMENTS AND INDIVIDUAL PROJECIS,<br />

PICTING<br />

ORDERED ON THE BASIS OF RESEARCH LOGIC, AND<br />

SEQUENTIALLY<br />

REPRESENTED BY A MATRIX WHICH RELATES RESEARCH<br />

GRAPHICALLY<br />

TO RESOURCES REQUIRED- INCLUDING PERSONNEL,<br />

PERFORMANCE<br />

EQUIPMENT AND FACILITIES, AND FUNDS-<br />

MAIERIALS,<br />

ROBERT D. GREENLAW, PAUL<br />

SMITH,<br />

OF PSYCHOLOGICAL DECISIONS IN PERSONNEL SELECTION<br />

SIMULATION<br />

SCIENCE VOL 13, 8 APRIL, [967<br />

MANAGEMENT<br />

SELECTION, PSYCHOLOGICAL, PERSONNEL, DECISION,<br />

TEST,<br />

ANALYZING<br />

ATTENTION IN RECENT YEARS HAS BEEN GIVEN<br />

CONSIDERABLE<br />

IHE COMPUTER SIMULATION OF HUMAN THOUGHI PROCESSES IN<br />

TO<br />

SOLVING THIS PAPER DESCRIBES THE COMPUTER SIMULA-'<br />

PROBLEM<br />

OF THE DECISION PROCESSES OF A PSYCHOLOGIST DEALING<br />

TION<br />

THE ILL-STRUCTURED PROBLEM OF ANALYZING PSYCHOLOGICAL<br />

WITH<br />

SCORES AND OTHER DATA CONCERNING INDIVIDUALS BEING<br />

TEST<br />

FOR VARIOUS TYPES OF CLERICAL AND CLERICAL-AO-'<br />

CONSIDERED<br />

POSITIONS THE COMPUTER MODEL WAS DESIGNED TO<br />

MINISTRATIVE<br />

AS DID THE PSYCHOLOGIST IN HIS DECISION-MAKING, BDTF<br />

OUIPUT,<br />

INTERPRETIVE COMMENTS ABOUT EACH APPLICANT AND A<br />

NUMEROUS<br />

RECOMMENDATION AS TO WHETHER THE INDIVIDUAL SHOULD<br />

SPECIFIC<br />

EMPLOYED THE METHODOLOGY ANO RESULTS OF THIS RESEARCH<br />

BE<br />

DESCRIBED, AND THE POSSIBILITY OF UTILIZING COMPUTERIZED<br />

ARE<br />

OF THIS TYPE AS AN AID IN PERSONNEL SELECTION IS<br />

MODELS<br />

SUGGESTED<br />

PAUL E FRAhKt RONALD E ROBINSON, PATRICK J.<br />

GREENt<br />

ANALYSIS IN TEST MARKET SELECTION.'<br />

CLUSTER<br />

SCIENCE VDL 13, 8 APRIL 1967<br />

MAMAGEMENT<br />

SELECTION, ANALYSIS<br />

TESI,<br />

OF -MATCHED- AREAS FOR TEST MARKETING IS AN<br />

SELECTION<br />

UNDERTAKING IF RELIABLE COMPARISONS AMONG MARKETS<br />

IMPORTANT<br />

TO BE MADE THIS USUALLY HAS BEEN DONE ON A RATHER<br />

ARE<br />

BASIS, LARGELY BECAUSE OF THE LARGE NUMBER OF<br />

ARBITRARY<br />

CHARACTERISTICS ON WHICH MARKETS CAN BE VIEWED AS<br />

MARKET<br />

OR DIFFERENT.<br />

SIMILAR<br />

AUTHORS SUGGEST A NUMERICAL PROCEDURE- CLUSTER<br />

THE<br />

FOR MATCHING PROSPECTIVE TEST MARKETS ON THE BASIS<br />

ANALYSIS-<br />

A LARGE VARIETY OF CHARACTERISTICS WHICH COULD AFFECT<br />

OF<br />

MARKETING RESULTS. IN THIS WAY, MARKETS CAN BE PRE<br />

TEST<br />

SO AS TO REDUCE UNDESIRED VARIABILITY AMONG TESI<br />

SELECTED<br />

IHE AUTHORS APPLY SOME CF THE RUDIMENTS CF CLUSTER<br />

AREAS<br />

TO A PROBLEM IN TEST CITY CLASSIFICATION<br />

ANALYSIS<br />

EDWARD<br />

MENKHAUS<br />

WAYS AND MEANS OF MOVING DATA<br />

THE<br />

AUTOMATION VOL 14, MARCH, 1967 8P<br />

BUSINESS<br />

INFORMATION, DATA-PROCESSING, CODE<br />

PROGRAMS<br />

ARTICLE TAKES A LOOK AT SOME OF THE WAYS IN WHICH<br />

THIS<br />

TRANSMISSION CAN BE COMBINED WITH DATA-PROCESSING TO<br />

DATA<br />

THE BARRIERS OF SPACE ANO TIME FROM INFORMATION FLOW.<br />

REMOVE<br />

SOME COMPANIES ARE DOING WITH THIS CAPABILITY HIGHLIGHT<br />

WHAT<br />

ARTICLE<br />

THE<br />

SYSTEM EMPLOYING DIFFERENT TYPES OF TERMINALS AND<br />

ONE<br />

IS THAI USED BY THE UNITED CALIFORNIA BANK A SAT<br />

CHANNELS<br />

DATA CENTER IN SAN FRANCISCO IS LINKED VIA TWO HIGH<br />

ELLITE<br />

IBM ?711 DATA COMMUNICATIONS UNITS AND A 24-CIRCUIT<br />

SPEEU<br />

TO THE LARGER LOS ANGELES CENTER. ONE OF THE MDST<br />

CHANNEL<br />

DATA TRANSMISSION PROGRAMS UNDERWAY IS THAT OF<br />

AMBITIOUS<br />

LIFE INSURANCE CO 800 DISTRICT OFFICES HAVE<br />

MEIROPOLITAN<br />

CONSISTING OF OPTICAL CODE READERSB TELEPRINTER,<br />

CONSOLES<br />

TAPE READER, AND DATA SET OSCAR MAYER AND CO. AND<br />

PAPER<br />

STEEL CORP. ARE DISCUSSED TO SHOW HOW A DATA CON<br />

INTERLAKE<br />

PROBLEM CAN BE APPROACHED IN DIFFERENT WAYS.<br />

VERSION<br />

A.G SMIIH k.J<br />

BAKER,<br />

OF RESEARCH- POSSIBLE AIDS<br />

CONTROL<br />

RESEARCH QUARTERLY VOL 18 MARCH, 1967. 6P.<br />

OPERATIONAL<br />

INDEX CONTROL<br />

PLAkNING<br />

OF IHE INCREASING PROBLEM OF COMMUNICATION<br />

RECOGNITION<br />

A GROWING RESEARCH AND OEVELOPMENT UNIT LED TO THE DE-'<br />

IN<br />

OF A PLANNING AND PROGRESSING SYSIEM AS A MEANS OF<br />

VELOPMENT<br />

MANAGEMENT ATTENTION TO THOSE AREAS WHERE IT WAS<br />

DIRECTING<br />

NEEDED WITH THE SYSTEM, A PROJECT IS FIRST DEFINED AND<br />

MOST<br />

PRECISE CRITERIA OF SUCCESS SET. PROGRESS IS THEN RE<br />

HAS<br />

TO MANAGEMENT AT 4-WEEKLY INTERVALS IN TERMS QF AN<br />

PORIED<br />

COMPLETION DATE AND A TECHNICAL FEASIBILITY INDEX,<br />

EXPECTED<br />

WITH COSIS, BASED ON SCIENTIFIC EFFORT EXPENDED<br />

TOGETHER<br />

THE MAIN FACTOR DETERMINING RATE OF WORK. THUS WITH A<br />

AND<br />

OF COMMUNICATION MANAGEMENT IS PROVIDED WITH A GUIDE<br />

MINIMUM<br />

THE STATE OF PROJECTS UNDER ITS CONTROL. FURTHER SUM<br />

TO<br />

OF THE DATA AT LONGER INTERVALS SERVE TD PROVIDE A<br />

MARIES<br />

INDICATION OF THE PROBLEM AREAS IN THE LABORATORY<br />

BROADER<br />

ROBERT C.<br />

FERBER<br />

ROLE OF THE SUBCONSCIOUS IN EXECUTIVE DECISION-MAKING.'<br />

THE<br />

SCIENCE VOL I3, 8 APRILt I967, 8P<br />

MANAGEMENT<br />

CONIROLS<br />

DECISION,<br />

SCIENCE IS CONCERNING ITSELF A GREAT DEAL<br />

MANAGEMENT<br />

DECISION THEORY AT PRESENT. THE LATTER PROVIDES A<br />

WITH<br />

FOR THE IDEALIZED RATIONAL DECISION-MAKER.<br />

FRAMEWORK<br />

ACTUAL FACT, HOWEVER, AN EXECUTIVES PERFORMANCE LIES<br />

IN<br />

A CONTINUUM BETWEEN THAT OF TWO PEOPLE ONE OF WHOM MAKES<br />

ON<br />

AND THE OTHER RATIONALIZED DECISIONS<br />

RATIONAL<br />

ARTICLE EXAMINES THE ROLE OF THE SUBCONSCIOUS IN<br />

THIS<br />

DECISION-MAKING AND GIVES AND DISCUSSES SOME EX-'<br />

EXECUTIVE<br />

EXAMPLES, SOME CONTROLS ARE DISCUSSED ON THE VAGARIES<br />

IREME<br />

THE DECISIONS ACTUALLY REACHED. THE CONCLUSION IS THAT<br />

OF<br />

SCIENCE, AND PARTICULARLY DECISION IHEORY SHOULD<br />

MANAGEMENT<br />

ITSELF FAR MORE WITH THE EFFECT OF THE SUBCONSCIOUS<br />

CONCERN<br />

DECISIONS. SOME CRITERIA FOR POSSIBLE MEASUREMENT ARE<br />

ON<br />

SUGGESTED<br />

ALBERT H RADNOR MICHAEL BAKERy NORMAN<br />

RUBENSTEIN,<br />

DAVID R MCCOLLY= JOHN B<br />

HEIMAN<br />

DWIGHT B. CROTTY JAPES R<br />

CRANE<br />

MODEL EXPONENTIAL SMOOTHING MLTPL REGRESSION<br />

FORECASTING<br />

SCIENCE VCL I3, APRIL, Ig67 7P<br />

MANAGEMENT<br />

PROGRAM INFORMATION, FORECAST, ANALYSIS,<br />

SELECTED,<br />

REGRESSION<br />

PAPER PRESENTS A FORECASTING TECHNIQUE WHICH AT-'<br />

THIS<br />

TO COMBINE THE ADVANTAGES OF BOTH TIME SERIES ANAL-'<br />

TEMPTS<br />

AND MULTIPLE REGRESSIO IN THIS TWO-STAGE TECHNIQUE,<br />

YSIS<br />

EXPONENTIALLY SMOOTHED MOVING AVERAGE MODEL IS USED TO<br />

AN<br />

VALUES OF THE DEPENDEkT VARIABLE AND/OR SELECTED<br />

FORECAST<br />

VARIABLES AS DESIRED THESE FORECASTS, ALONG<br />

INOEPENDENT<br />

OATA FOR OTHER -LACGEO- [NCEPENOENI VARIABLES, ARE TEA<br />

WITH<br />

AS INPUTS TO A MULTIPLE REGRESSION PROGRAM THE OB-'<br />

USED<br />

ARE SELECTED SEQLENTIALLY BY THE REGRESSION MOO-'<br />

SERVATICNS<br />

SO THAT EACH EQUATION IS BASED ONLY UPON DATA WHICH<br />

EL<br />

HAVE BEEN AVAILABLE AT TE TIME OF THE FORECAST, AND<br />

WOULD<br />

COEFFICIENIS OF THE EQUATION ARE UPDATED AS NEW INFORM-'<br />

THE<br />

BECOMES AVAILABLE THE FINAL SECTION OF THE PAPER<br />

ATICN<br />

A SUCCESSFUL APPLICATION OF THE TWO-STAGE MODEL<br />

DESCRIBES<br />

A DEMAND DEPOSIT FORECASIING PROBLEM.<br />

TO<br />

EDITOR<br />

C6<br />

MUCH GOOD DO FILMS DO<br />

HOW<br />

AND SALES PROMOTION VDL [S S, MAY, 1967, ZP<br />

ADVERTISING<br />

PLANNED INFORMATION<br />

PROGRAM,<br />

ARTICLE REPORTS ON THE FINDINGS OF A RECENT<br />

THIS<br />

BY HUMBLE OIL TO DETERMINE THE REAL VALUE THAI<br />

SURVEY<br />

TO THE SPONSOR OF GCED PUBLIC SERVICE FILMS HUMBLE<br />

ACCRUES<br />

HAS AN EXTENSIVE FILM LIBRARY AND RECENT IMPROVEMENTS<br />

OIL<br />

THE DISTRIBUTION SYSTEM HAS OUTLINED GOALS WHICH INCLUDE<br />

IN<br />

AUDIENCE REPORTING BETTER PRINT UTILIZATION ANO<br />

IMPROVING<br />

ADULT AUDIENCES<br />

INCREASED<br />

WAS FOUND THAT LITTLE INFORMATION FOR CARRYING OUT<br />

II<br />

PROGRAM EXISIED CCNSEQUENTLY HUMBLE OIL RAN IIS OWN<br />

THIS<br />

PLANNED SURVEY TOTAL RESULTS ARE COkFIDENTIAL<br />

CAREFULLY<br />

THE SURVEY DID INDICATE THAT IT IS POSSIBLE TO OBTAIN<br />

BUT<br />

SDLND INFDRMATIC POINTING IGWAR wORTHWHILE<br />

STATISTICALLY<br />

IN PUBLIC SERVICE FILMS<br />

VALUE<br />

COhRATH, DAVID<br />

0656<br />

DECISION-MAKING BEHAVIOR<br />

ORGANIZATIONAL<br />

SCIENCE VCL 13, APRIL 1967 13P<br />

MANAGEMENT<br />

OECISION<br />

ORGANIZATIONAL,<br />

PROBLEM OF CECISIOh-AKING UNDER UNCERTAINTY GEM-'<br />

THE<br />

HAS BEEN TREATEO IN A RATHER CONSTRAINED FASHION<br />

ERALLY<br />

WRITERS ASSUME THAT THE DECISION IS [C BE MADE BY AN<br />

MOST<br />

-THE PROBLEM DF UTILITY FUNCTION AMALGAMATION<br />

ENTITY<br />

THAT THE PROCESS WHEREBY IT IS REACHE[ IS OF NO<br />

IGkDREO-,<br />

AND THAI AN ADEQUATE DEFINITIO OF UNCERTAINTY<br />

COkSEQLENCE<br />

THAT TRADITIONALLY PROVIDED IN GAE THFCRY THE AUTHOR<br />

IS<br />

ON THE OTHER HAND THAT THESE ASSUMPTIONS ARE<br />

CONTENDSe<br />

RESIRICIIVE, AhD THAT IT WOULD O0 ELL<br />

UNREALISTICALLY<br />

AI THE PROBLEM IN ITS BROAOER ASPECTS A GENERAL<br />

LOCK<br />

IS PROVIOED FOR THIS PURPOSE, AWE IT IS USED IN<br />

FRAMEWORK<br />

RELATIVELY SIMPLE EXAMPLE TO DEMONSTRATE A POSSIBLE AP-'<br />

A<br />

PLICATICN<br />

ROTFERY BRIAN<br />

065?<br />

WORLD OF SYSTEMS<br />

THE<br />

PROCESSING VCL g, 4, APRIL 1967, P<br />

DATA<br />

EDUCATIONAL<br />

TRAINING<br />

ARTICLE TAKES A LOOK AT THE MIND AND WORLD OF THE<br />

THIS<br />

SPECIALIST THE EVOLUTION OF THE SYSTEMS SPECIALIST<br />

SYSTEMS<br />

LINKED TO THE INCREASING SPECIALIZATION OF SOCIETY, ANO<br />

IS<br />

ACCOUNTS FOR THE NEW AGE OF LEISURE THE<br />

PERHAPS<br />

OF THE SYSTEMS MAN USUALLY INCLUDE AN<br />

QUALIFICATIONS<br />

OF MATHEMATICS, NUMBERING SYSTEMS AND NEW<br />

UNDERSTANDING<br />

AND AN OPEN AND LOGICAL MIND IT IS SUGGESTED THAI<br />

LANGUAGES<br />

LIBERAL EDUCATIONAL BACKGROUND MIGHT BESI DEVELOP THE<br />

A<br />

MIND TRAINING IS OF MOST IMPORTANCE TO0 AND<br />

LOGICAL<br />

IN THIS PROFESSION IS ON EXPERIENCE AND CONTINUED<br />

EMPHASIS<br />

THROUGH THE LITERATURE WHICH REPORTS THE RAPIDLY<br />

LEARNING<br />

ASPECTS OF IHE PROFESSICN<br />

CHANGING<br />

REYNOLDS, CARL H<br />

O658<br />

RESEARCH INSTITCTION AND DATA PROCESSING.'<br />

THE<br />

PROCESSING VOL 9, 4, APRIL, IgB?, 2P<br />

DATA<br />

EVALUATES<br />

INFORMATIDN<br />

ITS SEVERAL FEATURES, THE BROOKS BILL CALLED FOR<br />

AMONG<br />

ESTABLISHMENT OF THE NATIONAL BUREAU OF STANDARDS AS A<br />

THE<br />

ADVISOR OF DATA PROCESSING PROBLEMS FOR THE<br />

TECHNICAL<br />

THIS RAISES THE QUESTION OF THE ROLE OF THE<br />

GOVERNMENT.<br />

INSTITIION IN THE FORMATION GF A TECHNOLOGICAL<br />

RESEARCH<br />

FOR DATA PROCESSING THIS ARTICLE EVALUATES THIS<br />

BASE<br />

INDICATING A NEED FOR RESEARCH AND SUGGESTING THAT<br />

QUESTION<br />

NATIONAL BUREAU OF STANDARDS MUST INCLUDE THE ROLE OF AN<br />

THE<br />

CLEARINGHOUSE<br />

INFORMATION<br />

HOW TO MANAGE CREATIVE PEOPLE<br />

0659<br />

MANAGEMENT VOL 32, APRIL 1967 6P<br />

BUSINESS<br />

EVALUAIE<br />

PERSONNEL,<br />

CREATIVITY HAS NEVER BEEN THE EXCLUSIVE PRO-'<br />

ALTHOUGH<br />

OF THE ARTS, BUSINESSMEN HAVE OFTEN ACTED AS IF IT<br />

VINCE<br />

THEY HAVE NOT BEEN SURE HOW TO HAkDLE THEIR CREATIVE<br />

WERE<br />

WHAT TO EXPECT DF THEM, OR HOW TO EVALUATE THEM<br />

PERSONNEL,<br />

THIS QUESTION-AND-ANSWER INIERVIEW, FIVE MEN EXPERIENCED<br />

IN<br />

DEALING WITH SUCH CREATIVE EMPLOYEES DISCUSS HOW A CON-'<br />

IN<br />

CAN GET THE MOST OUT OF THEM<br />

MANY<br />

THIS DISCLSSION 4 PRINCIPLES SEEM TO EMERGE THE<br />

FROM<br />

MAN IS NOT MOTIVATED BY THE SAME FACTORS AS RUN<br />

CREATIVE<br />

EMPLOYEES SECONDLY, CREATIVE PEOPLE ARE HARDER<br />

OF-THE-MILL<br />

MANAGE THAN OTHER PEOPLE, CN THE WHOLE. THEY ARE LIKELY<br />

TO<br />

HAVE A STRONG IOLCH OF EGOTISM CREATIVE PEOPLE, IF POS-'<br />

TO<br />

SHOULD BE MANAGED BY OTHER CREATIVE PEOPLE WHO WILL<br />

SIBLE,<br />

THEIR PECCADILLOES FINALLY, THESE PEOPLE SHOULD<br />

UNOERSIAND<br />

REWARDED GENEROUSLY ACCORDING TO THE QUALITY OF THEIR<br />

BE<br />

WORK<br />

MICDLETDN C.J.<br />

C660<br />

TO SET UP A PROJECT ORGANIZATION<br />

HOW<br />

BUSINESS REVIEW VOL S, 2 MARCH-APRIL, 1967,<br />

HARVARD<br />

DRGANIZATIONt JOBe EVALUATEO

ARTICLE EXPLAINS THE AIMS OF MANAGEMENT IN SETTING<br />

THIS<br />

PROJECIS UNITS, THE VARIETIES OF FORMS THEY FAVF TAKEN,<br />

UP<br />

PROBLEMS OF DIVIOING ASSIGNMENTS WITH FUNCTIONAL<br />

THE<br />

OF COMPANIES, AND IHE TECHNIQUES OF FORMING THE<br />

SEGMENTS<br />

FORCE IT ALSO DISCUSSES THE COSTS OF PROJECT<br />

WORK<br />

AND THE POSSIBLE TEMPORARY DR LASTING EFFECTS<br />

ORGANIZATIONS<br />

THESE ORGANIZATIONS ON COMPANIES<br />

OF<br />

IS EMPHASIZED THAT THE NATURE OF THE JOB MUST BE<br />

IT<br />

BEFORE ESTABLISHING A PROJECT ORGANIZATION, AND THE<br />

ASSESSED<br />

STRUCTURE MUST BE CAREFULLY EVALUATED THE CREATION<br />

PRESENT<br />

A PROJECT ORGANIZATION DOES NOT INSURE THE ACCOMPLISHMENT<br />

OF<br />

AN ASSIGNED GOAL, BUT IT CAN BE A GREAT ASSET TO THESE<br />

OF<br />

WHICH POSSESS THE ACUMEN TO EXPLOIT ITS STRENGTH<br />

COMPANIES<br />

SALEM, M D JR.<br />

C61<br />

LINEAR REGRESSION ANALYSIS FOR WORK MEASUREMENT<br />

MULTIPLE<br />

OF INDUSTRIAL ENGINEERING VCL I8 NO MAY 1967 6P.<br />

JOURNAL<br />

USE OF MULIIPLE LI&EAR REGRESSION IN WORK MEASURE-'<br />

ThE<br />

OF INOIRECI LABOR IS SHCWN FOR THE EXAMPLE OF PACKINC A<br />

MENT<br />

PRODUCT FOR DISTRIBUTION. A MODEL WITH VARIABLES<br />

FINISHED<br />

NUMBER OF ORDERS, NUMBER OF CASES PACKED, WEIGHT OF<br />

OF<br />

AND VOLUME OF CASES IS USED IN THE EXAMPLE<br />

PRODUCT,<br />

KING, WILLIAM R<br />

D662<br />

SYSTEMS CONCEPT IN MANAGEMENT.'<br />

THE<br />

OF INDUSTRIAL ENGINEERING VCL 18 NO MAY 1967 4P<br />

JOURNAL<br />

DECISION<br />

PLANNING,<br />

ARTICLE DISCUSSES THE ROLE OF THE SYSTEMS CCNCEPT<br />

IHIS<br />

MANAGEMENT THE AUTHOR DEFINES SYSTEMS AND ThE SYSTEMS<br />

IN<br />

AND DISCUSSES THE PRIMARY CHANGES IT HAS BROUGHT<br />

CONCEPT<br />

IN THE PLANNING AND EXECUTION FUNCTIONS CF MANAGEMENT<br />

ABOUT<br />

SYSTEMS APPROACH TO PLA&NING MAY BE REVIEWED AS A LOG-'<br />

THE<br />

CONSISTENT METHOD OF REOUCING A LARGE PART OF A COM-'<br />

ICALLY<br />

PROBLEM TO A SIMPLE OUTPUT WHICH CAN BE USEO BY THE<br />

FLEX<br />

IN ARRIVING AT A -BEST- DECISION IN THE<br />

DECISION-MAKER<br />

APPROACH TD EXECUTILN, THERE HAS EVOLVED THE PROJECT<br />

SYSTEMS<br />

WHO CAN CUT ACROSS TRADITIONAL FUNCTIONAL LINES FOR<br />

MANAGER<br />

DECISIONS THE AUTHOR ALSO DISCUSSES THE IM-'<br />

IMPLEMENTING<br />

OF THE SYSIEMS CONCEPT AND QUALIFICATIONS A<br />

PLICATIONS<br />

MANAGER SHOULD HAVE<br />

MODERN<br />

BEIKE, RICHARD L<br />

C63<br />

OF BEHAVIORAL SCIENCES TO THE PRACTICE OF<br />

APPLICATION<br />

ENGINEERING<br />

INOUSTRIAL<br />

OF INDUSTRIAL ENGINEERING VOL 18 NO MAY 1967 6Po<br />

JOURNAL<br />

PROGRAM, MANPOWER, CONTROLt ANALYSIS<br />

TRAINING,<br />

ARTICLE DESCRIBES AN EXPERIMENT IN APPLYING CON-'<br />

THIS<br />

OF BEHAVIORAL SCIENCE TO THE PRACTICE OF INOUSIRIAL<br />

CEPTS<br />

TO IMPLEMENT A WCRK MEASUREMENT PROGRAM THE<br />

ENGINEERING<br />

OF THE PROGRAM WAS TO CONTROL MANPOWER AND REDUCE<br />

PURPOSE<br />

THROUGH THE ANALYSIS AND MEASUREMENT OF ThE ACTIVITIES<br />

COSTS<br />

?00 PEOPLE BY USING THE APPROPRIATE ENGINEERING TECH-'<br />

OF<br />

SUCH AS HIM, WORK SAMPLING, AND TIME SIUDY, WITH THE<br />

NIQUES<br />

THAT HUMAN CONSIDERATIONS CAN MEAN THE DIF<br />

UNDERSTANDING<br />

BETWEEN SUCCESS AND FAILURE THE INDUSFRIAL ENG-'<br />

FERENCE<br />

WERE GIVEN TRAINING IC HELP THEM DEVELOP A BEHAVIORAL<br />

INEERS<br />

APPROACH AS INTENOED, THE INDUSTRIAL ENGINEER BE-'<br />

SCIENCE<br />

RATHER THAN -FIXER RESULTS OF THE<br />

-CONSULTANT-ADVISOR-<br />

SHOWED THAT WHEN THE INDUSTRIAL ENGINEER UNDER-'<br />

EXPERIMENT<br />

AND USES BEHAVIORAL SCIENCE CONCEPTS, ThE TRADITIONAL<br />

STANDS<br />

TO HIS EFFORTS ARE CHANGED, RESULTING IN SIGN-'<br />

REACTIONS<br />

BENEFITS FOR THIS COMPANY<br />

IFICANT<br />

MOORE, JAMES M<br />

eE64<br />

IEST STATISTIC -A SCRAMBLE BOOK APPROACH-<br />

WHICH<br />

OF INDUSTRIAL ENGINEERING VCL I8 NO MAY 1967 6Po<br />

JOURNAL<br />

SELECTING, PROGRAMMED<br />

TEST,<br />

SCRAMBLE BECK APPRCACH OF PROGRAMMED LEARNING IS<br />

THE<br />

TO ASSII IN SELECTING AN APPROPRIATE TEST STATISTIC<br />

UTILIZEO<br />

TESTING HYPOTHESIS THE READER PROGRESSES THROUGH THE<br />

FOR<br />

BOOK OR FLOW CHART RESPONDING TO INQUIRIES ABOUT<br />

SCRAMBLE<br />

PARIICULAR TEST UNTIL HE UNCOVERS THE STATISTIC WHICH<br />

HIS<br />

MOST EFFICIENI FOR HIS CIRCUMSTANCES<br />

IS<br />

KNOWLES, HbNRY<br />

D665<br />

REACTIONS AND THE NATURE OF MAN<br />

HUMAN<br />

BUSINESS REVIEW VOL 45, 2, MARCH-APRIL, 1967 lOP<br />

HARVARD<br />

OFIIMISTIC, CONIROL<br />

ORGANIZATIONAL,<br />

ARIICLE OEALS WITH THE TNFLUENCE THAT ASSUMPTIONS<br />

THIS<br />

HUMAN NATURE HAVE ON hUMAN RELATIONS IN CUR SOCIETY,<br />

ABOUT<br />

ONLY IN ORGANIZATIONS, BUT ALSO ACROSS A WIDE RANGE OF<br />

NOT<br />

AND FORMS OF SOCIAL CONTROL BOTH ThE<br />

INSTITUTIONS<br />

AND OPTIMISTIC VIEWS OF MAN ARE PRESENTED<br />

PESSIMISTIC<br />

A DISCUSSION OF THE IDEAS OF MEN LIKE TAYLOR, FREbCt<br />

THROUGH<br />

ALLEE, DARWIN ANO OTHERS<br />

FROMM,<br />

OTHER VARIABLE WEIGHS MORE HEAVILY CN ThE ULTIMATE<br />

NO<br />

AND QUALITY OF ORGANIZATIONAL AND INTERPERSONAL<br />

FORM<br />

THAN THE CCNCEPT OF MAN FOR IHIS REASON, MANAGERS<br />

RELATIONS<br />

TO KNOW MORE ABOUT THE FUNDAMENTAL RELATIONSHIP BETWEEN<br />

NEED<br />

ThEY VALUE MAN AND THEIR OWN ORGANIZATIONAL LIVES<br />

HOW<br />

MORSE BRADFORD<br />

C666<br />

RESPONSIBILITY FOR PUBLIC MANAGEMENT<br />

PRIVATE<br />

BUSINESS REVIEW VOL 45, 2, MARCH-APRIL, 1967, gP<br />

HARVARD<br />

EDUCATIONAL<br />

INFORMATION,<br />

ARTICLE IS A SPECIAL REPORT PRESENTING CONGRESSMAN<br />

THIS<br />

BRADFORD MORSES IDEAS ON THE EXCITING POSSIBILITIES THAT<br />

F<br />

SYSTEMS MANAGEMENT APPROACH OFFERS FOR AN EFFECTIVE<br />

THE<br />

ON MAJOR SOCIAL AND ECONOMIC PROBLEMS BASICALLY THE<br />

AIIACK<br />

IN PROGRESS IN ACHIEVING NATIONAL GOALS OF CLEAN AIR ANO<br />

LAG<br />

LIVABLE CITIES AND EDUCATIONAL EXCELLENCE IS SEEN AS<br />

WATER,<br />

FAULT IN THE TRADITIONAL APPROACH TO PUBLIC PROBLEM<br />

A<br />

THE SUGGESIED NEW APPROACH INVOLVES USING THE<br />

SOLVING<br />

TECHNIQUES OF PRIVATE INDUSTRY TO DERIVE ANSWERS FOR<br />

SYSTEM<br />

PLBLIC PROBLEMS<br />

THESE<br />

ARE RELATED OF BEGINNING EXPERIMENTS OF THIS<br />

EXAMPLES<br />

APPROACH IN CLAIFORNIA AND NEW YORK. THE NEED FOR ACTION<br />

NEW<br />

SUPPORT OF THE PUBLIC MANAGEMENT BILL AND OTHER<br />

REQUIRES<br />

INFORMATION THE USE CF PRIVATE TOOLS IS REQUIRED<br />

RELATED<br />

PUBLIC PROGRESS<br />

FOR<br />

C667 ALBROOK, ROBERT C.<br />

146<br />

C668<br />

MANAGEMENT, TIME FCR A SECOND LOCK<br />

PARTICIPATIVE<br />

VOL 75, NC 5, MAY, 1967, PAGES<br />

FORTUNE,<br />

JOB, ANALYZE<br />

TEST,<br />

EMPLOYEES BY INVOLVING THEM IN COMMON AND<br />

MOTIVATING<br />

EFFORT IS AN OLD IDEA THAT HAS LONG SEEMED<br />

MEANINGFUL<br />

SOUND TE MANY BUSINESSMEN ThE TROUBLE IS THAT<br />

EMINENILY<br />

MANAGEMENT OOES OT ALWAYS WORK AND LATELY<br />

PARTICIPATIVE<br />

SCIENTISTS, IN A BURST OF IDEAS, HAVE BEEN<br />

BEHAVIORAL<br />

NEW APPROACHES TO THE OLD TASK OF MANAGFMENT<br />

SUGCESTING<br />

RESEARCHERS ARE NOT SUGGESTING A RETURN TO<br />

THE<br />

-GET TOLGH- CONCEPTS OF DAYS GONE BY BUT THEY<br />

AUTOCRATIC,<br />

CONTEND THAT MANAGEMENT MUST BE TAILER-MADE, SUITED TO<br />

DO<br />

WORK OR THE PEOPLE RATHER THAN PACKAGED IN STANOARD<br />

THE<br />

ACCORDING TC ONE VIEWPOINT, SOME PEOPLE ARE NOT<br />

MIXTURE<br />

NEVER WILL BE SLITEO FOR DEMOCRACY CN THE JOB<br />

AWL<br />

EXECUTIVE OR EMPLOYEE, CAN ANALYZE THE MANAGEMENT<br />

ANYONE,<br />

CF HIS OWN COMPANY OR DIVISION WITH ThE TEST CHART<br />

STYLE<br />

IN THE ARTICLE<br />

PRESENTED<br />

TOTAL- A MASTER PLAN TC CUT CGSTS<br />

PROJECT<br />

MANAGEMENT VOL 32, APRIL, I96T 5P<br />

BUSINESS<br />

PLAN<br />

PROGRAM,<br />

FIRMS HAVE AT LEAST ONE CCSI-CUTTING PROGRAM, ANC<br />

MANY<br />

HAVE SEVERAL UNTIL A YEAR AGO JANUARY BELL AERO-'<br />

SOME<br />

OF NIAGRA FALLS, N MAC FOUR THEN, MANAGEMENT<br />

SYSTEMS<br />

TO COORDINATE THESE FCLR PROGRAMS IN A NEW COMPANY<br />

DECILED<br />

COST REDUCTION EFFORT ThE NEW PROGRAM IS CALLED PRO-'<br />

WIDE<br />

TOTAL, AND IT SAVED THE COMPANY 4 75 MILLION DOLLARS<br />

JECT<br />

ITS FIRST YEAR IN OPERATION THERE ARE LESSONS IN IT<br />

DURING<br />

A GOOD MANY OTHER COMPANIES SEEKING TG CUT COSFS<br />

FOR<br />

UNDERSTAND TCTAL AND APPRECIATE ITS EFFECTIVENESS<br />

TO<br />

FOUR CGNSTITLENT PROGRAMS ARE DISCUSSED-EMPLOYEE SUG-'<br />

THE<br />

ZERO DEFECTS, PERFORMANCE IMPROVEMENT PROGRAM,<br />

GESTIONS,<br />

VALUE ENGINEERING THE TANGIBLE RESULTS FOR EMPLOYEES<br />

ANC<br />

IMPLEMENTED SLGGESTIONS WERE FORMERLY MERCHANDISE<br />

FROM<br />

AND THIS YEAR WILL BE CASH AWARDS<br />

CERIIFICATES<br />

HAMBURG, MORRIS ATKINS, ROBERT<br />

0669<br />

MODEL FOR NEW PRCOLCT DEMAND<br />

COMPUTER<br />

BUSINESS REVIEW VDL 45, 2 MARCH-APRIL, 1967,<br />

hARVARD<br />

EVALLATICN<br />

FORECASTING,<br />

FORMAL FORECASTING MCDEL TO GUICE MARKETING DECISIONS<br />

A<br />

THE EARLY LIFE OF A NEW PRODUCT CAN MAKE A NUMBER CF<br />

CURING<br />

CONTRIBUTIONS, INCLUDING THE ESIIMAIION OF FUTURE<br />

WORTHWHILE<br />

LEVELS OF NEW PRODUCIS THIS ARTICLE PRESENTS A CASE<br />

SALES<br />

TO ILLUSTRATE THE DEVELCPMENT ANC USE OF SUCH A MODEL<br />

SIUDY<br />

ARTICLE INCLUDES DISCUSSION OF THE ICENTIFICATIEN<br />

ThE<br />

IMPORTANT VARIABLES PRELIMINARY FORECASTS BASED ON<br />

OF<br />

DATA, INITIAL MARKETING DECISIONS, REVISION OF<br />

HISIORICAL<br />

DECISIONS AND A CONTINUED EVALUATION CF THE MODEL.<br />

MARKETING<br />

QUINN, JAMES BRIAN<br />

C670<br />

FORECASTING<br />

IECHNOLOGICAL<br />

BUSINESS REVIEW VOL 45, 2, MARCH-APRIL,<br />

HARVARD<br />

ORGANIZE, FORECASTING, ANALYSIS<br />

TEST,<br />

ARTICLE DISCUSSES THE PURPOSES CF TECHNOLOGICAL<br />

THIS<br />

IN TERM OF WHAT CAN BE PREDICTED ANC THE VALUE<br />

FORECASTING<br />

MANAGEMENT THE METHODS AND APPROACHES, INCLUDING DEMAND<br />

FOR<br />

THEORETICAL LIMITS TEST, PARAMETER ANALYSIS AND<br />

ASSESSMENT,<br />

ANALYSIS, ARE PRESENTED THESE FORECASTS ARE LIMIIED<br />

SYSTEMS<br />

UNPREDICTABLE INTERACTIONS, UNPRECEDENTED DEMANDS AND<br />

BY<br />

DATA<br />

INADEQUATE<br />

AS TO HOW CORPORATIONS CAN ORGANIZE FOR<br />

SUCGESTIONS<br />

FORECASTING ARE ALSO INCLUDED. IT IS CONCLUGEC<br />

TECHNOLOGICAL<br />

TECHNOLOGICAL FORECASTS CAN IMPROVE DECISIONS ANC ARE<br />

THAT<br />

ASSET WHEN THEIR MARGIN OF CONTRIBUTION EXCEEDS THE COST<br />

A<br />

THEIR PREPARATION<br />

OF<br />

WALTER, WALLACE, L<br />

C671<br />

ANALYSIS OF COMPUTING CENTER ENVIRONMENT<br />

FURIHER<br />

OF ThE ACM, VOL I0, NO 5,MAY, I67 7P<br />

COMMUNICATIONS<br />

PROGRAM, JOBS, ANALYSIS<br />

SELECTbG,<br />

CISIRIBUTIONS CF PROGRAM LENGTHS, EXECUTION<br />

EMPIRICAL<br />

PROCESSING TIMES, AND LLADING TIMES OF OVER IO,O00<br />

TIMES,<br />

SERVICED IN A UNIVERSITY COMPUTING CENTER ENVIRONMENT<br />

JOBS<br />

PRESENTED<br />

ARE<br />

DATA ARE SUBDIVIDED ACCORDING TO CERTAIN<br />

THE<br />

OF USERS AND JOBS TO OBTAIN SELECTED<br />

CHARACTERISTICS<br />

CONDIIIONAL DISTRIBUTIONS OF THOSE TIME PROPERTIES<br />

EMPIRICAL<br />

WELL AS STATISTICAL MEASURES OF OTHER INTERESTING<br />

AS<br />

THE RESULTS ARE INTERPRETcO IN TERMS OF THE<br />

PROPERTIES<br />

OF IHE SYSTEM STUDIED<br />

PROPERIIES<br />

BROMAGE, MARY C<br />

C672<br />

THAT MAKE SENSE<br />

SENTENCES<br />

JOLRNAL OF ACCOUNTANCY, VCL 123, NO 5 MAY, 1967 5P<br />

THE<br />

REPDRIS WRITING<br />

DOCUMENTATION<br />

AN ERA WHEN FAST, DIRECT COMMUNICATION CF IDEALS IS<br />

IN<br />

IT IS ANOMALOUS TO DISCOVER THAT COMMUNICATIOWS<br />

VITAL,<br />

ARE OFTEN IMPEDED BY UNCLEAR WRITING THIS<br />

PROFESSIONALS<br />

WHAT THE AUTHORS TEN YEAR STUDY OF DOCUMENTS CIRCULATED<br />

IS<br />

CORPORATE MANAGEMENT BROLGHT TO LIGHT AND WHAT PROMPTEO<br />

BY<br />

TO EXPLAIN HEW THESE COMMUNICATIONS GO WRCNC<br />

HER<br />

TUCKER, MICHAEL CLINE, VICTOR SCHMITT, JAMES R<br />

C67<br />

OF CREATIVITY FROM BIOGRAPHICAL INFORMATION<br />

PREDICIION<br />

OF APPLIED PSYCHOLOGY, VOL 51, NO 2,<br />

JOURNAL<br />

1967, 8PAGES<br />

APRIL,<br />

INFORMATION, ADMINISTERED<br />

SUPERVISORS,<br />

160-IIEM BIOGRAPHICAL INVENTORY, B[, WAS ADMINIS-'<br />

A<br />

TC 157 PHARMACEUTICAL SCIENTISTS WHO WERE RANDOMLY<br />

TERED<br />

TO GROUPS OF 79 AD 78 SUBJECTS EACH EACH<br />

ASSIGNEO<br />

FROM EACH ITEM IN THE BI WAS CDRRELATEO WITH 19<br />

ALTERNATIVE<br />

MEASURES OBTAINED ON EACH OF THE SCIENTISTS<br />

CRITERION<br />

PRIMARILY INVOLVED RAIINGS OF CREATIVITY, QUANTITY OF<br />

THESE<br />

PRODUCED, SKILL WITH PEOPLE, ETC OBTAINED FROM<br />

WORK<br />

PEERS, AND SUBORDINATES THERE EXISTED<br />

SUPERVISORS,<br />

LIIFLE RELATIONSHIP BETWEEN SUPERVISORY RATINGS<br />

REMARKABLY<br />

PEER RATINGS OF THE SCIENTISTS ON MDSI VARIABLES<br />

AND<br />

A DOUBLE CROSS-VALIDAIICN DESIGN, BI PREDICTOR KEYS<br />

USING<br />

WERE DEVELOPED FOR EACH OF THE CRITERION RATINCS AND APPLIED

TO THE NEW INDEPENDENT SAMPLE SIGNIFICANT CROSS<br />

ACROSS<br />

WERE OBTAINED, NOTABLY IN CREATIVITY PREDICTION<br />

VALIDITIES<br />

PORTER, LYMAN W MITCHELL, VANCE F<br />

C6T<br />

OF NEED SATISFACTIONS IN MILITARY BUSINESS<br />

STLDY<br />

HIERARCHIES<br />

OF APPLIED PSYCHOLOGY, VDL St, NO. 2,<br />

JOURNAL<br />

1967, 6PAGES<br />

APRIL,<br />

PERSONNEL, QUESTIONNAIRE<br />

SATISFACTION<br />

COMMISSIONED OFFICERS AND 594 NONCOMMISSIONED<br />

?03<br />

SERVIkG IN AN OVERSEAS AIR FURCE COMMAND COMPLETED<br />

PERSONNEL<br />

CUESTIONNAIRE MEASURING NEED FULFILLMENT AND SATISFACTION<br />

A<br />

FOR 3 LEVELS OF THE COMMISSIONED OFFICERS aERE<br />

RESLLTS<br />

TO PREVIOUS RESULTS FOR ANALOGOUS LEVELS OF<br />

COMPARED<br />

MANAGERS THE FINDINGS SHOWED THAT THE MILITARY<br />

CIVILIAN<br />

WERE LESS FLLFILLEC AND LESS SATISFIED THAN THEIR<br />

OFFICERS<br />

COUNTERPARTS HOWEVER, FULFILLMENT AND SATISFAC-'<br />

CIVILIAN<br />

INCREASED IN RELATION TO MILITARY RANK IN THE SAME<br />

TIDN<br />

AS FOR CIVILIAN MANAGERS WHEN COMMISSIONED OFFICERS<br />

WAY<br />

COMPARED WIIH NCNCDMMISSIDNED OFFICERS, HICFER NCCS<br />

WERE<br />

MORE FLLFILLMENT BLT LESS SATISFACTION THAN<br />

REPORTED<br />

COMMISSIONED OFFICERS<br />

LOWER-RANKING<br />

KLEIN, STUART MAHER, JCHh R DbNNINGTCN<br />

CE75<br />

SUBJECTS RESPONDING TO AN INDUSTRIAL OPINION<br />

ANONYMOUS<br />

SLRVEY<br />

OF APPLIED PSYCHOLOGY, VDL 51, NO. 2,<br />

JOLRNAL<br />

1967, 9PAGES<br />

APRIL,<br />

ATTITUDE<br />

TESTING<br />

COMPARISON OF ATTITUDE SURVEY RESPONSES BETWEEN<br />

A<br />

AND NONIDENTIFIED MANUFACTURING EMPLOYEES WAS<br />

10ENTIFIED<br />

UNDER CONDITIONS OF IDENTIFICATION INVOLVED A<br />

MACE<br />

DESIGNATION BY THE RESPONDEES MANAGER AS TO<br />

FACE-IO-FACE<br />

GROUP HE WAS TO BE INf HIGH THREAT, AND THE OTHER<br />

WHICH<br />

A RANDOM ALLOCATION AS THE RESPONDEE ENTERED THE<br />

INVOLVED<br />

RDOM LOW IHREAT ALL SUBJECTS WERE ASSURED CON-'<br />

TESTING<br />

OF IHEIR RESPONSESf AND THE NDNIDENTIFIEC<br />

FIDENTIALITY<br />

WERE ASSLRED ANONYMITY POSITIVE DISTORTION IN<br />

RESPONDEES<br />

TOOK PLACE UNDER BOTH IDENTIFIFD CONDITIONS, BUT<br />

RESPONSES<br />

MERE UNDER HIGH THREAT MDRECVER THE ITEMS<br />

SIGNIFICANTLY<br />

PRODUCED VARIABLE DISTORTION ITEMS DEALING WITH<br />

THEMSELVES<br />

AND WITH RATINGS OF TOP MANAGEMENT PRODUCED CONSIS-'<br />

SALARY<br />

POSITIVE OISTORIIONS<br />

TENT<br />

RUSH, HAROLD M<br />

COT6<br />

SCIENIISI CANDID CDVERSATICN WITH DORIS ARGYRIS<br />

BEEAVIGRAL<br />

CONFERENCE BOARD RECORD VOl 4, MAY 1967<br />

THE<br />

PERSONNEL, EDUCATION<br />

TRAINING,<br />

REPORT PRESENTS CLOSE-bE OF ONE OF THE MORE<br />

THIS<br />

PROPONENTS DF BEHAVIORAL SCIENCE IN INDUSTRY,<br />

PROMINENT<br />

ARGYRIS, AND LIVES HIS CANDID APPRAISAL OF ITS PRESENT<br />

CHRIS<br />

STATUS<br />

THE BEHAVIORAL SCIENTIST DOES IS TAKE A GOOD LEEK<br />

WFAT<br />

WHAT ARGYRIS LIKES TO CALL TFE -LIVINC SYSIEM,* THE WAY<br />

AT<br />

ACTUALLY BEHAVE TOWARDS ONE ANGTHER TPE WAY THEY<br />

PEOPLE<br />

DEAL WITH ONE ANOTHER ARGYRIS DISCUSSES THE<br />

ACTUALLY<br />

ROLE CF MANAGEMENT PRACTICE AS A RESULT DF BEHAV-'<br />

CHANGING<br />

RESEARCH HE ALSO DISCUSSES THOUGH-MINDED MANAGEMENT<br />

IORAL<br />

WHY THE BEHAVIORAL SCIENCES HAVE BEEN RESISTED IN<br />

ANd<br />

ARGYRIS FEELS THAT THE PERSONNEL MAN WILL NEED SOME<br />

CLOSING,<br />

OF NEW TRAINING FUR THE FUTURE PERHAPS WHOLE NEW<br />

KIND<br />

IS REQUIRED FOR MANY PERSONNEL MEN WHAT IS NEEDED<br />

EDLCATICN<br />

THAN ACADEMIC STUDY IS A RE-ORIENTATION ON THEIR PART<br />

MORE<br />

PALLETT, JAMES HOYT, DONALD<br />

OE?7<br />

APPRDAC TO GENERAL-BUSINESS CRITERION<br />

EMPIRICAL<br />

SPECIFICATION<br />

OF APPLIED PSYCHOLOGY, VDL 51, NO 2,<br />

JOURNAL<br />

1967, 6PAGES<br />

APRIL,<br />

SELECTION, RECRUITMENT, MULTIPLE-REGRESSIUN,<br />

SUPERVISORY,<br />

ANALYSES TRAINING<br />

JOB,<br />

INVESTIGATION SOUGHT TO DISCOVER SPECIFIC BE-'<br />

THE<br />

CHARACTERISIICS RELATED TO JUDGEMENTS CE SUCCESS<br />

HAVIORAL<br />

GENERAL BUSINESS ACTIVITIES SUPERVISORY RATINGS OF 23<br />

IN<br />

CHARACIERISTICS AND OF 2 OVERALL MEASURES OF<br />

SPECIFIC<br />

WERE OBTAINED FOR 230 bNIV OF IOWA GRADUATES<br />

SUCCESS<br />

IN NONSPECIALIZED ASPECTS OF BUSINESS ALL<br />

EMPLOYED<br />

HAD BEEN OLT OF COLLEGE FOR 5-10 YR MLLTIPLE--'<br />

SUBJECTS<br />

ANALYSES SHOWED THAT 13 OF THESE RATINGS WERE<br />

REGRESSION<br />

TD ACCOUNT FOR THE ENTIRE SET OF VARIANCES AND<br />

SUFFICIENT<br />

CF THESE 13 RATINGS MADE INDEPENDENT CON-'<br />

COVARIANCES,<br />

TD THE PREDICTION GF OVERALL RATINGS AND WERE<br />

TRIBbTIONS<br />

CONSIDERED TO BE ELEMENTS OF SUCCESS IN GENERAL<br />

THLS<br />

IMPLICATIONS WERE DRAWN FOR JOB RECRUIIMENI,<br />

BUSINESS<br />

GUIDANCE, AND TRAINING<br />

SELECTICN,<br />

ORCEGE, ROBERT C<br />

CE78<br />

OF APTITLDE-SCORE ADJUSTMENTS BY AGE CURVES<br />

EFFECTS<br />

OF APPLIED PSYCHOLOGY, VCL 51, NO 2,<br />

JOURNAL<br />

ig67 6PAGES<br />

APRILf<br />

JOB, ANALYSIS<br />

SELECTED<br />

STUDY WAS CONDUCTEO BY THE U EMPLOYMENT<br />

THIS<br />

TO DETERMINE THE RELATIVE VALIDIIY OF UNADJUSTED ANE<br />

SERVICE<br />

GATB APTITUDE SCORES FCR PREDUCTINC OCCU-'<br />

AGE-ADJLSTED<br />

SUCCESS 11 LONGITUDINAL OCCUPATIONAL VALIDATION<br />

PAIIONAL<br />

CONDUCTED CN SAMPLES VARYING IN SIZE FROM 56 TO<br />

STLDIES,<br />

WERE SELECTED FOR THE ANALYSIS FOR EAC SAMPLE THE<br />

CASES,<br />

OF UNACJUSTED AND AGE-ADJUSTED APTITUDE SCORES<br />

VALIDITIES<br />

PREDICTING DCCCPATICNAL SUCCESS WERE COMPARED FOR THE<br />

FOR<br />

GATB APTITUDE MEASURES DIFFERENCES BETWEEN VALIOITIES<br />

9<br />

TO BE SMALL<br />

TENDED<br />

TORGERSEN, HAYES, H ABRLZZI ADAM<br />

OE7g<br />

qUEUING<br />

INTRODUCING<br />

OF INDLSTRIAL ENGINEERING VCL I8 NO MAY 1967<br />

JOURNAL<br />

ADMINISTERED<br />

DECISICN,<br />

ARTICLE DESCRIBES A SIMULATION EXERCISE -GAME- FUR<br />

THIS<br />

AS TEACHING AID TO INTRODUCE THE CONCEPT OF A QUEUEINC<br />

USE<br />

THE EXERCISE UTILIZES BOTH THE PARTICIPATION AND<br />

SYSTEM<br />

FEATURES OF A MANAGEMENT GAME BUT CES NOT PER-'<br />

COMPETITION<br />

SEQLENTIAL DECISION-MAKING, SINCE EACH PARTICIPANT CAN<br />

HIT<br />

AND OBSERVE IHE EFFECTS OF ONLY ONE OECISICN NEVER-'<br />

MAKE<br />

147<br />

THE GAME CAN BE EASILY LEARNED, CAN BE EASILY AD-'<br />

THELESS<br />

WITHCUT EXPENSIVE EQUIPMENT DR EXTENSIVE ERE-'<br />

MINISTERED<br />

AND II CAN BE PLAYED IN IHE CLASSROOM OR IN-'<br />

PARAIIGN,<br />

THE QLEbEING GAME DESCRIBED IS SIMPLE BUT IN-'<br />

DIVIDUALLY<br />

STRUCTIVE<br />

H[NRICHS, JOHN R MISCHKIND, LOUIS A<br />

0680<br />

OF IHE IWO-FACTCR HYPOTHESIS OF JOB SATISFACTION<br />

LIMIIATIONS<br />

OF APPLIED PSYCHCLOGYf VOL 51, NO 2<br />

JOLRNAL<br />

1967, IOPAGES<br />

APRIL<br />

JOB EMPIRICAL THEORETICAL<br />

SATISFACTION<br />

SALIENT REASONS FCR CURRENT JOB SATISFACTION WERE<br />

THE<br />

FOR HIGH- AND LOW-SATISFACTION RESPONDENTS 613<br />

COMPARED<br />

IN TEE FRAMEWORK CF HERZBERGS 2-FACTOR<br />

TECHNICIANS,<br />

AN ALTERNATE NCTIGN STATED THAT -MOTIVATORS-<br />

HYPOTHESIS<br />

THE PRIME INFLLECERS DF SATISFACTION WHILE -HYGIENE-<br />

ARE<br />

ACT TO LIMIT COMPLETE SATISFACTION FOR HIGHS ANO<br />

FACTORS<br />

DISSATISFACTION FOR LOWS THE DATA WHILE<br />

COMPLETE<br />

SDPPORTIkG NEITHER FORMULATION, WERE MERE ABE-'<br />

STRICTLY<br />

COORDINATED WITH THE ALTERNATE CONCEPTION THE<br />

UATELY<br />

BODY OF CONTRADICTORY RESULTS AND THE INABILITY OF<br />

MOUNTING<br />

2-FACTOR THEORY 10 HANDLE DEVIANT CASES CALLS FOR A<br />

THE<br />

LCOK AT THE SATISFIERSIDISSATISFIERS CONCEPT A NEW<br />

FRESH<br />

IS OFFERED IN TERMS CF ROTTERS SOCIAL LEARNING<br />

CGNSTRLCT<br />

THEORY<br />

BUTTIGLIERI, MATTHEW W GUENETTE, MARIE<br />

0681<br />

RECORD CF NELROPSYCFIATRIC PATIENTS<br />

DRIVING<br />

OF APPLIED PSYCHOLCCY, VOL 51, NC 2f<br />

JOLRNAL<br />

1967, 5PAGES<br />

APRIL,<br />

ADMINISTRAIION<br />

HOSPITAL,<br />

ORIVING RECORDS WERE CBTA/NEO FROM THE CALIF<br />

THE<br />

F MOTOR VEHICLES FOR ALL PATIENTS AMITTED TO THE<br />

DEPI<br />

WARDS DF THE SEPULVEDA, CALIF VETERANS<br />

NELROPSYCHIATRIC<br />

HOSPITAL WIIH ACTIVE DRIVERS LICENSES IN<br />

ADMINISTRATION<br />

POSSESSION THE 165-PATIENT SAMPLE HAD ACCIDENT AND<br />

THEIR<br />

RECUROS WHICH DID NOT DIFFER SIGNIFICANTLY FROM<br />

VIOLATION<br />

CALIF MALE DRIVING POPULATION 80| DF THE SAMPLE<br />

THE<br />

NO ACCIDENTS AND MORE THAN TWO-THIRDS OF THE SAMPLE<br />

HAL<br />

NO MORE THAN DRIVING VIOLATION DURING THE 3YR<br />

HAD<br />

HOSPITALIZATION THERE WAS NO CLEAR-CLT DIFFER-'<br />

PRECEDINC<br />

IN NEGLIGENT-OPERATOR POINT COUNT BETWEEN THE PATIENT<br />

ENCE<br />

AND THE CALIF MALE DRIVING POPULATION EXCEPF AT THE<br />

GRCUP<br />

END OF THE PCINI-COUNT DISTRIBUTION FOR A VERY SMALL<br />

HIGH<br />

OF PATIENTS<br />

PROPORTION<br />

GREENWCCD JOHN M MC NAMARA, WALTER J<br />

0682<br />

RELIABILITY IN SITUATIONAL TESTS<br />

INTERRATER<br />

OF APPLIED PSYCHOLOGY, VGL 51, NO 2,<br />

JOURNAL<br />

196 6PAGES<br />

APRILe<br />

EVALUAIORS<br />

TESTS,<br />

STLDY WAS CONDUCTED TC DETERMINE THE EEGREE OF<br />

THIS<br />

RELIABILITY IN SITUATIONAL TESTS AND TQ DETER-'<br />

INTERRATER<br />

THE RELATIVE EFFECTIVENESS OF PROFESSIONAL AND NON-'<br />

MINE<br />

EVALUATORS IN THIS TYPE OF SITUATION. THE<br />

PROFESSIONAL<br />

INDICATE THAT THE RELIABILITY OF OBSERVER RATINGS<br />

RESULTS<br />

RANKINGS ARE REASONABLY HIGH IN SEVERAL DIFFERENT<br />

AND<br />

TESTS CF PARTICULAR SIGNIFICANCE IS THE<br />

SITUATIONAL<br />

THAT ADEQUATE RELIABILITY CAN BE OBTAINED FROM THE<br />

FINDING<br />

OF NONPROFESSIONAL EVALLATCRS IN BUSINESS-ORIEnTED<br />

USE<br />

TESTS<br />

SITUATIONAL<br />

FARLEY, JOHN U SWINTH, ROBERT<br />

C6B]<br />

SALES MESSAGE EFFECT CN CUSTOMER-SALESMAN<br />

CHOICE<br />

INTERACTIO<br />

OF APPLIED PSYCHDLCCY, VOL 51, NO 2,<br />

JOLRNAL<br />

1967, 4PAGES<br />

APRIL,<br />

EVALUATION<br />

MAKING,<br />

CROUP OF 87 FEMALE SLBJECTS WERE PRESENTED ALTER-'<br />

A<br />

SALES MESSAGES FOR A ROLL-UP YARDSTICK PRO-'<br />

NATIVE<br />

STRESSED PRODUCT ATTRIBUTES AND THE OTHER<br />

SENTATICN<br />

A COMPLIMENTARY PERSONAL DISCUSSION OF HOW THE<br />

STRESSED<br />

IS CONSISTENT WITH SUBJECTS ROLE IN LIFE EACH<br />

PRCDUCT<br />

PROVIDED SCALED EVALUATIONS OF THE PRODUCT AND THE<br />

SUBJECT<br />

AFTER MAKING HER CHOICE BETWEEN THE PRODUCT AND A<br />

SALESMAN<br />

OF MONEY SIGNIFICANT AND POSITIVE DIFFERENTIAL<br />

SUM<br />

OF BETH PRODUCT AND SALESMAN WERE FOUND FOR<br />

EVALUATION<br />

WHO CHOSE THE PRGDUCT RATHER THAN MONEY AND THOSE<br />

SUBJECTS<br />

RECEIVED THE PRESENTATION STRESSING PRODUCT ATTRIBUTES<br />

WHO<br />

AND EVALUATICN-PRESENTATICN INTERACTIONS<br />

EVALUATION-RESPONSE<br />

ALSO SIGNIFICANT ALTHOUGH SALES RATES WERE APPROXI-'<br />

WERE<br />

EQUAL FOR IHE SALES MESSAGES<br />

MATELY<br />

CORDONf LEONARD V<br />

C68<br />

PSYCHOMETRIC WORK-SAMPLE APPROACHES TO PREDICTIC<br />

CLINICAL<br />

OF APPLIED PSYCHOLCCY, VOL 51 NO 2,<br />

JOURNAL<br />

1967, gPAGES<br />

APRII<br />

TEST PEACE-CORPS<br />

TRAINING<br />

STUDY TO DETERMINE WHETHER FAILURE TG BE SELECTED<br />

A<br />

OVERSEAS ASSIGNMENT COULD BE PREDICTED PRICR TO PEACE<br />

FOR<br />

TRAINING 178 PEACE CORPS VOLUNTEERS, ASSIGNED TC 3<br />

CORPS<br />

REPORIED PRIOR TO TRAINING FOR A FULL WEEK OF<br />

PROGRAMS,<br />

WHICH INCLUDED INDIVIDUAL SITUATIONAL TESTS,<br />

ASSESSMENT,<br />

PERSONALITY TESTS, PROJECTIVE TESTS, AND<br />

PAPER-AND-PENCIL<br />

LANGLAGE TRAINING PREDICTICNS GF NCNSELECTIDN<br />

WORK-SAMPLE<br />

MADE BY CLINICAl METHODS, FROM LANGUAGE SCORES ALONE<br />

WERE<br />

A COMBINATION CF PAPER-AND-PENCIL PERSONALITY TEST<br />

FROM<br />

ALONE, AND BY ASSESSMENT BASED Oh THESE LAST 2 SETS<br />

SCORES<br />

SCORES ALL SEIS OF PREDICTIONS HAD SIGNIFICANT<br />

OF<br />

HOWEVER, NO SIGNIFICANT DIFFERENCES GCCURRED<br />

VALIDITY<br />

METHODS, THE SIMPLESI AND CHEAPEST APPROACH BEING AS<br />

AMONG<br />

AS THE MOST COMPLEX AND COSTLY.<br />

EFFECTIVE<br />

LEE, HAK CHONG<br />

DE85<br />

ORGANIZATIONAL IMPACT OF COMPUTERS<br />

THE<br />

SERVICES, VOL 4, NC 3, MAY-JUNE g67 5P<br />

MANAGEMENT<br />

FORECASTS<br />

ORGANIZATIONAL,<br />

INTRODUCTION OF ELECTRONIC DATA PROCESSING HAS<br />

IHE<br />

ACCOMPANIED BY GLOOMy FORECASTS DF UNEMPLOYMENT AND THE<br />

BEEN<br />

OF MIDDLE MANAGEMENT HAVE THESE PREDICTIONS<br />

ELIMINATIN<br />

BORNE OUT NUT YET, THIS AUTHOR CONCLUDES AFTER<br />

BEEN<br />

THE RESEARCH TO ATE ON THE ORGANIZATIONAL IMPACT<br />

SURVEYING

COMPUTERS THAT GOES NOT MEAN THEY NEVER WILL, HE WARNS,<br />

OF<br />

FOR COhTIhUING STUDY OF EOPS IMPACT<br />

CALLING<br />

GARGILLO GRANVILLE R<br />

C6B6<br />

OF CPM IN SYSTEMS INSTALLATIONS<br />

USE<br />

SERVICES, VOL 4, NO 3, MAY-JUNE 196T 9P<br />

MANAGEMENT<br />

PLANNING CONTROLLING, ANALYSIS<br />

PROGRAMS,<br />

PROJECIS O0 NOT HAVE ALL THE CHARACTERISTICS<br />

SYSTEMS<br />

BY THE PROGRAMS TC WHICH THE CRITICAL PATH METHOD<br />

POSSESSED<br />

OTHER NETWORK ANALYSIS TECHNIQUES HAVE TRADITIONALLY<br />

AND<br />

APPLIED NEVERIHELESS, THIS AUTHOR ASSERTS, CPM CAN BE<br />

BEEN<br />

IN PLANNING, SCHEDULING, AND CONTROLLING SYSTEMS<br />

USEFUL<br />

HE DEMONSTRAIES HIS THEORY BY PRESENTING A<br />

INSTALLATIONS<br />

STUDY OF A COMPUTER INSTALLATION TO ILLUSTRATE THE<br />

CASE<br />

AND SUGGEST A BROADER SET OF CRITERIA FOR DETERMIhINC<br />

METHOD<br />

SUITABILITY OF ETWORK ANALYSIS<br />

THE<br />

KAIMAN RICHARD A.<br />

6687<br />

GENERAL GUIDING PRINCIPLES OF DATA PROCESSING<br />

SEVEN<br />

SERVICES, VOI , NC 3, MAY-JUNE 1967<br />

MANAGEMENT<br />

EVALLATION<br />

INFORMATION<br />

DESIGN OF AN IhPORMATION SYSTEM IS A COMPLEX TASK<br />

THE<br />

THIS OVERAGE OF COMPLEXITIES, HOWEVER IS BASED ON<br />

ALL<br />

OF A FEW GENERAL PRINCIPLES THIS AUTHOR HAS<br />

AMPLIFICATION<br />

DOWN THESE PRINCIPLES I CHECK LIST FORM FOR READY<br />

SET<br />

IN THE DESIGN DR EVALUATICN OF A DATA PROCESSING<br />

REFERENCE<br />

SYSTEM<br />

FEIN, MITCHELL<br />

0E88<br />

RATIONAL BASIS FOR NORMAL IN WORK MEASUREMENT<br />

A<br />

JOURNAL OF INDUSTRIAL ENGINEERING, VOL 18, NO 6, JUNE<br />

THE<br />

6P<br />

1967,<br />

DESCRIPTION APPRAISAL<br />

JOB<br />

DEFINIIION OF NORMAL IS CRITICAL TO THE PROCESS<br />

THE<br />

WORK MEASUREMENT AND THE ESTABLISHMENT OF TIME STAND-'<br />

OF<br />

THIS ARTICLE DISCUSSES PREVAILING COECEPTS OF NORMAL<br />

ARDS<br />

SUCCESTS AND APPROACH THAT MEETS MEASUREMENT CRITERIA<br />

AND<br />

IN THE DISCUSSION ARE THE ROLE THE ENGINEER<br />

INCLUDED<br />

PERFORM AND THE ROLE THAT MANAGEMENT, OR MANAGEMENT<br />

SHOULD<br />

LABOR, SHOULD PERFORM<br />

AND<br />

FOX, P O KRIEBEL, C H<br />

0689<br />

EMPIRICAL STUDY OF SCHEDULING DECISION BEHAVIOR<br />

AN<br />

JOLRNAL DF INDUSTRIAL EGINEERING VOL I8, NO. 6, JUNE<br />

THE<br />

7P<br />

1967<br />

PROGRAMMED, OPTIMAL, DECISION<br />

RULEr<br />

IS A DISCLSSION CF SCHEDULE SEGbENCING AND CEV-'<br />

THERE<br />

OF A MODEL WHICH DESCRIBES CERTAIN ASPECTS OF THE<br />

ELOPMENT<br />

BEHAVIOR OF A MANAGER IN A NEW ENGLAND<br />

DECISION-MAKING<br />

FIRM THE PRODUCTION SCHEDULING RECURS DAILY<br />

MANUFACIURING<br />

CAN BE PROGRAMMED IN THE FORM OF DECISION RULE THE<br />

AND<br />

PROVIDES A MECHANISM FOR INTERPRETING THE MANAGERS<br />

MODEL<br />

WITH REASONABLE ACCURACY SCHEDULING DECISION PER-'<br />

BEHAVIOR<br />

IS DISCUSSED IN TERMS CF OPTIMAL AhD CONSISTENT<br />

FORANCE<br />

UNDER ThE DECISION RULE<br />

BEHAVIOR<br />

WHITEHbRST, CLINTON H., JR<br />

CDgO<br />

AND IECHNICAL COMPETENCE<br />

ADMINISTRATION<br />

JOLRNAL OF INDUSTRIAL EhGINEERING, VOL 18, NO 6,<br />

THE<br />

1967, 5P<br />

JUNE<br />

ADMINISFRATIEN<br />

EDUCATION,<br />

ARTICLE DISCUSSES THE PAST ANO PRESENT FORMAL<br />

THIS<br />

EDUCATION OF INDUSTRIAL MANAGERS AND<br />

UNDERGRADUATE<br />

SOME POSSIBILITIES FOR THE FUTURE THE NEED FOR<br />

SUGGESTS<br />

ADMINISTRATIVE QUALITIES AND TECHNICAL COMPETENCE<br />

BOTH<br />

POITED OUT.<br />

IS<br />

BRICGS, JOHN<br />

C691<br />

PSYCHOLOGY OF SUCCESSFUL PERSUASION.<br />

THE<br />

JOURNAL OF THE MAERICAN SOCIETY OF CHARTEREO LIFE<br />

THE<br />

VOL 21Q NC 2, APRIL [967, I6P<br />

UNDERWRITERS<br />

COMMUNICATION<br />

INTERPERSONAL<br />

AND COMMUNICATION ARE POPULAR FOPICS TODAY.<br />

PERSUASION<br />

ARTICLE DISCUSSES THE INTERRELATIONSHIPS BETWEEN PER-'<br />

THIS<br />

AND COMMUNCATION AND THEIR CRLTICAL SIGNIFICANCE TO<br />

SUASION<br />

RELATIONSHIPS. MOST OF THE PRINCIPLES AND TECHNIQUES<br />

HUMAN<br />

IN THE ARTICLE ARE APPLICABLE TO ALL TYPES OF<br />

DISCUSSED<br />

RELATIONSHIPS THE ARTICLE FIRST DISCUSSES THE ES-'<br />

BUSINESS<br />

ASPECTS OF INTERPERSCNAL COMMUNICATION AND THEN<br />

SEhTIAL<br />

THIS DIRECTLY TO A DISCUSSION OF THE ASPECTS GF THE<br />

RELATES<br />

OF PERSUASION THE SECOND PART CF THE ARTICLE WILL<br />

PROCESS<br />

IN THE NEXT ISSUE OF THE JOURNAL<br />

APPEAR<br />

EIS, BEN M<br />

C692<br />

ANALYTICAL APPROACH TO THE CONCEPT OF IMAGE<br />

AN<br />

MANAGEMENT REVIEW VCL 9, NO 4, SUMME 1967, 7P<br />

CALIFORNIA<br />

SELF-CCkCEPT<br />

ARTICLE PRESENTS AN ANALYTICAL APPROACH TO THE<br />

ThIS<br />

OF IMAGES THE MODEL EMPLOYED IS ThREE-DIMENSIONAL<br />

STUDY<br />

OF ONE INDIVIDUALS IMAGE SET, WHICH REPRESENTS THE<br />

GRAPHIC<br />

POSSESSED BY THAT INDIVIDUAL THE DIMENSIONS OF<br />

KNOWLEDGE<br />

MODEL ARE THREE PAIRS DF GPPOSITE ENTITY CHARACTERISTICS<br />

THE<br />

BLEND TO GENERATE AN IMAGE IN THE INDIVIDLALS MIND<br />

WHICH<br />

PORITION OF THE IMAGE OF A GIVEN ENTITY CAN BE LOCATED<br />

THE<br />

THE SET BY MEASURING THE RELATIVE PROPORTIONS OF EACH<br />

IN<br />

OF THE PAIRS OF OPPOSING ENTITY CHARACTERISTICS<br />

MEMBER<br />

ENTITY CHARACIERISFICS ARE TAnGIBILITY-INTANGIBILITY,<br />

THESE<br />

AND CONSONANCE-DISSONANCE WITH<br />

SIGNIFICANCE-INSIGNIFICANCE,<br />

INDIVIDUALS SELF-IMAGE, SICE THESE ARE IMACE<br />

THE<br />

OF ANY ENTITY, THEY CAN BE APPLIED TO THE<br />

CHARACIERISTICS<br />

OF ALL IMAGES.<br />

STLDY<br />

ALBAUM, GERALD<br />

C693<br />

FLOW AND DECENTRALIZED DECISION MAKING IN<br />

INFORMATION<br />

MARKETIhG<br />

MANAGEMENT REVIEW VCL. 9, NO 4 SUMMER 1967<br />

CALIFORNIA<br />

ORGANIZATION, MAKING, INFORMATION, DECISION<br />

PLANNED<br />

MAJOR INFORMATIONAL PROBLEM FACES MANY BUSINESS FIRMS<br />

A<br />

PARTICULARLY THOSE FIRMS THAT HAVE DECENTRALIZED<br />

TODAY,<br />

OPERATIONS AND DECISION MAKING THIS ARTICLE CISCUSSF<br />

THEIR<br />

EFFECTIVE INTEGRATION OF MARKETING INFORMATION INTO<br />

THE<br />

SIRATEGY A MODEL IS PRESENTED WFICH IMPLIMENTS<br />

MARKETING<br />

INTEGRATIO<br />

THIS<br />

DIFFERENT TYPES OF MARKETING IFORMATIN PLANNED<br />

THE<br />

14B<br />

UNSOLICITED, ARE CONSIDERE THE MODEL PRESENTED IN THIS<br />

AND<br />

HAS VALUE AS A CONCEPTUAL FCUNOATIC UPEN WHICH A<br />

ARTICLE<br />

CAN STRUCTURE ITS OWN SYSTEM<br />

COMPANY<br />

CHARTS ILLUSTRATE THE INFORMATION FLOW<br />

ORGANIZATION<br />

IN THE ARTICLE<br />

DISCUSSED<br />

HERSHEY, ROBERT<br />

E94<br />

OF MANAGING INDUSTRIAL RESEARCH<br />

PROBLEMS<br />

MANAGEMENT REVIEW VOL 9, NO , SUMMER I967 6P<br />

CALIFORNIA<br />

OPTIMAL<br />

PLAnNInG,<br />

THIS ARTICLE MR HERSHEY, RECENTLY RETIRED VICE<br />

IN<br />

OF OLPONT DE NEMOURS AhD COMPANY IS ITER-'<br />

PRESIDENT<br />

BY PROFESSOR C WEST CHLRCHMAN AND DR CARLOS E<br />

VIEWED<br />

ABOUT PROBLEMS ASSOCIATED WIIH RESEARCH AND<br />

KRUYTBSCH<br />

ACTIVITIES THE INTERVIEW REVOLVES AROUND SUCH<br />

DEVELOPMENT<br />

AS WHAT KIND OF RESEARCH ENVIRONMENT IS OPTIMAL<br />

PROBLEMS<br />

INDLSTRY WHAT ARE THE TASKS OF THE RESEARCH MANAGER<br />

IN<br />

RESEARCH AND DEVELOPMENT PLANNING BE PRIMARILY<br />

SHOULD<br />

TO LDNGRAhGE WET PROFIT IF LNIVERSITY GRADUATES<br />

GEARED<br />

DF RESEARCH AND DEVELOPMENT IN PRIVATE INDUSTRY<br />

PERCEPTIONS<br />

NEGATIVE, WHAT ARE THE REASONS THESE QUESTIONS AND<br />

ARE<br />

ARE ANSWERED IN THIS INTERVIEW<br />

OTHERS<br />

RIOhMA BARRY<br />

0E95<br />

SOVIET EDUCATIONAL AND RESEARCH REVOLUTION<br />

THE<br />

MANAGEMENT REVIE VOL IX, 4, SUMMER, 1967<br />

CALIFORNIA<br />

EDUCATION ANALYSIS MANAGEMENT<br />

INFORMATION<br />

ARTICLE DISCUSSES THE EMERGING EDUCATIONAL AND<br />

THIS<br />

REVDLLIIDN IN THE SOVIEF UIC WHICH HAS OEFINATE<br />

RESEARCH<br />

FOR INDUSTRIAL MANAGEMENT IN THAT COUNTRY. TFE<br />

IMPLICATIONS<br />

TREND HAS BEEN TOWARD LIBERALIZATIO AC BROADENING<br />

RECENT<br />

SOVIET HIGHER EDUCATION AND RESEARCH ACTIVITY A NEED FOR<br />

OF<br />

TO DISCIPLINES OUTSIDE THE FIELO CF SPECIALIZATION<br />

EXPOSURE<br />

RECOGNIZED, ALONG WITH ThE NEED TO INCREASE TIES AND<br />

IS<br />

INFORMATION BEIWEE DISCIPLINES THERE HAS BEEN<br />

EXCHANGE<br />

RECENTLY Ih THE BEHAVICRAL SCIENCES<br />

GROWTH<br />

EDLCATION MUST EMPHASIZE EUAMTITATIVE METHODS<br />

ECONOMIC<br />

ECONOMIC ANALYSIS MANAGEMENT THEGRY REGUIRES SCHOOLS<br />

AND<br />

EXPAND<br />

THE SOVIET UIDk RECOGNIZES THE EED FOR AN<br />

CLRRENTLY<br />

APPROACH TO THE DEVELOPMENT CF MANAGEMENT<br />

INIEROISCIPLINARY<br />

THEY WILL ALSO LOOK TO THE WEST FOR METHODS TO<br />

IHEORY<br />

TO STAY IN THE ECONOMIC RACE<br />

FOLLOW<br />

KANTER, JEROME<br />

0696<br />

UBIQUITOUS DATA BASE CONCEPT<br />

THE<br />

PROCESSING VDL 9, 5 MAY, 1967<br />

DATA<br />

ANALYSIS<br />

INFORMATION,<br />

ANALYSIS OF THE DATA BASE CONCEPT, WHICH WHILE<br />

AN<br />

A LOGICAL APPROACH TO THE PAPER WORK EXPLOSIDk WHICF<br />

SEEMING<br />

HIT MANY BLSINESSES CARRIES WITHIN IT A PARAOOX THE<br />

HAS<br />

IS THAT THE APPARENT LOGIC OF SUCH CDkCEPT LULLS<br />

PARADOX<br />

IkTO OVERLOOKING SOME IMPORTANT CONSIDERATIONS<br />

MANAGEMENT<br />

THE DATA BASE SYSTEM<br />

ADOPTING<br />

CUSTOMER IFORMATIEN FILE IS DISCUSSED IN REGARD<br />

THE<br />

CONTENT, TIME AND FILE MEDIUM DIMENSIONS WHICH ARE OFTEN<br />

TO<br />

CONSIDERATIONS THESE PROBLEMS CO NOT PRESENT<br />

OVERLOCKED<br />

ROADBLOCKS BLT RATHER ARE BROUGHT OUT BY THE<br />

INSURMOLNTABLE<br />

OF THE DATA BASE CONCEPT<br />

USE<br />

CLAUTICE, GEORCE H<br />

069?<br />

hEW SOURCE OF PRUGRAMMERS THE VISUALLY HANDICAPPED<br />

A<br />

PROCESSINC VOL 9, 5, MAy, 1967, 6P<br />

DATA<br />

RECRUIT PROGRAMMER, PERSONNEL, HANDICAPPED<br />

TRAINING,<br />

OF THE BIG PROBLEMS Ik DATA PROCESSING IS THAT OF<br />

OE<br />

TRAINING AND KEEPING SKILLED PROCRAMMERS WITH<br />

RECRUITING,<br />

INCREASED USE OF COMPUTERS, AND THE LACK OF READILY<br />

ThE<br />

PERSONNEL, THE PROBLEM BECOMES HUGE ONE COMPANY<br />

AVAILABLE<br />

HAD A MARKED SUCCESS IN SOLVING THIS PROBLEM BY HIRING<br />

HAS<br />

VISLALLY HANDICAPPED AT A TIME WHE PERSONNEL RECRUITER<br />

THE<br />

TRYING ALMOST EVERYTHING I AN EFFORT TO RECRUIT MORE<br />

ARE<br />

AND SYSTEMS PEOPLE, IT MIGHT BE WELL TO<br />

PROGRAMMERS<br />

HOW CkE MAN IS SUCCEEDING<br />

INVESTICATE<br />

RETLRNS RESULTING FROM HIRING THE ANDICAPPEO<br />

ECONOMIC<br />

GOOD STAFF, LOW TURhOVER, HIGH [NTEREST TOP<br />

INCLUDE<br />

AND REDUCED TAXES<br />

MOIIVATION<br />

GRAT, C B S<br />

CE98<br />

PRIVATE DATA PROCESSING SCHCOLS NEED REGULATION<br />

DO<br />

PROCESSING VOL 9, NO 5 MAY 1967, 2P<br />

DATA<br />

SELECT, PERSOkNEL, IFORMATION, EDUCATION<br />

TRAINING,<br />

THE DEMAND FOR EDLCATION AND OATA PRCCESSING<br />

WIIH<br />

GROWING AT A GEOMETRIC RATE, WHAT IS TO BE CONE<br />

PERSONNEL<br />

THE PROSPECTIVE STUDENT WITH A MEANINGFUL AND HONEST<br />

PROVIDE<br />

THIS ARTICLE DISCUSSES THIS GUESIIN IN VIEW OF<br />

EOUCATION<br />

PROCESSING SCHOOLS AND THE NEED FOR THEYRE REGULATION<br />

DATA<br />

PRIVAIE SCHOOLS CHARGE -TOO MUCH- FOR COURSE,<br />

SOME<br />

UNQUALIFIED INSTRUCTORS, AND OBSOLETE EQUIPMENT<br />

PROVIDE<br />

THEIR VALUE CAN BE RIGHTFULLY CUESTIOEB YET IT MUST<br />

THUS<br />

REALIZED THAT EVEN THESE UNACCREDITED SCHOOLS ARE NOT<br />

BE<br />

WORTHLESS BECAUSE THEY MIGHT PRCVlCE THE MOTIVATION<br />

TOTALLY<br />

AN INDIVIDUAL TO OBTAIN FURTHER TRAINING<br />

FOR<br />

ARTICLE CONCLUDES THAT THE PROPER ROLE OF THE<br />

THE<br />

SOCIETIES SHOULD BE TO EXPOSE ABUSES AND<br />

PRCFESSIONAL<br />

INFORMATION BUT THE STUDENT THEN SHOULD BE LEFT<br />

PROVIDE<br />

TO SELECT THE COURSES THAT HE FEELS WILL FIT HIS<br />

ALONE<br />

NEEDS<br />

BECKHARD, RICHARD<br />

D99<br />

CONFRONTATION MEETING<br />

THE<br />

BUSINESS REVIEW VOL 45, NO 2, MARCH-APRIL [96? 7P<br />

HARVARD<br />

ORGANIZATION, INFORMATION<br />

PLANNING,<br />

THE PERIODS OF STRESS FOLLOWING MAJOR ORGANIZATIONAL<br />

IN<br />

A QUICK EFFICIENT MEANS OF SEhSING THE STATE OF<br />

CHANGES<br />

ORGANIZATIONS ATTITUDES AND FEELINGS IS REQUIRED THIS<br />

THE<br />

PRESENTS THE CONFROhTATION MEETING AS A SOLUTION TO<br />

ARTICLE<br />

PROBLEM THREE CASE STLDIES ARE DESCRIBED, ILLUSTRATINC<br />

THIS<br />

USE OF THE CONFRONTATIO MEETING THE BASIC COMPONENTS<br />

THE<br />

THIS TYPE OF MEETING ARE CLIMATE SETTING INFORMATION<br />

OF<br />

INFORMATION SHARING, PRIORITY SETTING,<br />

COLLECTING,<br />

ACTION PLA&NING IMMEDIATE FOLLOW-UP BY A TOP<br />

ORGANIZATION<br />

COMMIITEE AND A FRDGRESS REVIEW<br />

MANAGEMENT

CONFRONTATION MEETING PROVIDES MANAGEMENT WITH AN<br />

THE<br />

READING ON THE ORGANIZATIONS HEALTHt INCREASED<br />

ACCURATE<br />

IN THE GOALS, ThE OPPORTUNITY FOR WORK UNITS TO<br />

INVOLVEMENT<br />

PRICRITIES FOR IMPROVEMENT AND A MEANS TO MAKE ACTION<br />

SET<br />

BASED ON APPROPRIATE INFORMATION<br />

DECISILNS<br />

NELSCHEL, ROBERT<br />

C?O0<br />

DISTRIBUTICN FCRGOTTEN FRONTIER<br />

PHYSICAL<br />

BUSINESS REVIEW VOL 5, 2e MARCH-APRIL, 1967 IOp.<br />

hARVARD<br />

INFORMATICN CONIRDL<br />

PERSONNEL,<br />

ARTICLE OFFERS GUIDELINES TO PROFIT IMPORVEMENT<br />

THIS<br />

DIFFERING APPROACHES TO PHYSICAL DISTRIBUTION AS<br />

THROUGH<br />

OF THE 26 COMPANY SAMPLE THE SURVEY RATED THE<br />

OBSERVED<br />

ACCORDING TO THE LSE OF MEANINGFUL AND TIMELY<br />

COMPANIES<br />

INFORMATION, AGGRESSIVENESS AND COMPETENCE OF<br />

CONTROL<br />

PERSONNELt AND AWARENESS AND CONCERN WITh<br />

DISTRIBLTION<br />

ECONOMICS ON THE PART DF TOP MANAGEMENT AND THE<br />

DISTRIBLTIDN<br />

TO DEAL WITH THE OVERALL OISIRIBUTION PROBLEM IT<br />

CAPACIIY<br />

FOLND THAT THESE FOUR FACTORS ARE INTERDEPENDENT AND A<br />

WAS<br />

RANKING IN ONE LIMITED THE RANKINGS OF THE OTHER<br />

LOW<br />

FOUR PRINCIPAL GUIDELINES SUGGEST THE IMPORTANCE OF<br />

FACTORS<br />

YOUR COSTS, CF RRECCGNIZ[NG AND UNDERSTANDING YOUR<br />

KNeW[NO<br />

PROFIT ECONOMICS, OF APPLYING THE RIGHT<br />

DISTRIBLTION<br />

AND CF LPGRADING DISTRIBUTION SKILLS AND<br />

TECFNIQLES<br />

CAPACITY<br />

KELAHAN, VIRGINIA<br />

0701<br />

HOUSE ORGANS TC REACH SPECIALIZED MARKET<br />

USING<br />

AND SALES PROMOTION VOL 15, 6 JUNE 1967, 2P<br />

ADVERTISIN¢<br />

ADMINISTRATORS<br />

EDLCATCRS,<br />

ARTICLE DISCUSSES HOW THE SCOTT, FORESMAN<br />

ThIS<br />

TEXTBOOK PUBLISHERS DESIGNED A SERIES CF SERVICE<br />

COMPANY<br />

TO PRODLCE AN ACTIVE RESPDNSE FROM ITS CUSTUMERS<br />

BULLETINS<br />

MAIN PURPOSE OF THE BULLETINS IS TO INCREASE THE SALE OF<br />

THE<br />

PUBLICATIONS AND MATERIALS, NOT BY HARD SELL, BUT<br />

THEIR<br />

BY BUILDING GOODWILL THROUGH SERVICE AND INTEREST<br />

RAIFER<br />

ARTICLES THE BULLETINS SERVE THE BROADENING<br />

THROUGH<br />

OF TEACHERS AND ADMINISTRATORS EDUCATORS ARE THUS<br />

INTERESTS<br />

REMINDED THAT SCOTT, FORESMAN IS READY AND<br />

REPEATEDLY<br />

TO BE HELPFUL<br />

WILLING<br />

SWANSON, EDIIH<br />

C?C2<br />

DO YOUR OWN PRINTING<br />

WHY<br />

AND SALES PRODTION VDL 15, 6, JUNE, 1967 2P<br />

ADVERTISING<br />

CONTROL, CODING, QUESTIONNAIRES<br />

JOBS,<br />

FORESMAN AND CDMPANY TEXTBOOKS PUBLISHERS,<br />

SCOTT,<br />

IN PRACTICE THE USE OF IN-PLANT PRINTING RATHER<br />

ILLUSTRATE<br />

OUISIDE PRINTING SERVICE USE THE ADVANTAGES OF<br />

THAN<br />

A SMALL, YET ADEQUATE, PRINTING DEPARTMENT REST IN<br />

PAINTING<br />

CDNVIENCE OF IT MOST OF THESE SMALL JOBS REQUIRE<br />

THE<br />

SERVICE, USUALLY IMPOSSIBLE TC OBTAIN FROM OUTSIDE<br />

SAME-DAY<br />

ALSO THERE IS A BFTTER CONTROL OF THE CODING SYSIEM<br />

SOURCES<br />

ON RETURN CARD CUESTIGNAIRES<br />

USED<br />

KONIKOW, ROBERT B<br />

C?OB<br />

TO THE EDUCATIONAL MARKET<br />

PROMOT[CN<br />

AND SALES PROMOTION VOL I5 6Q JUNE 196T 4P<br />

ADVERTISING<br />

EDLCATIDNAL<br />

CRCANIZATION,<br />

ARTICLE IS THE INIRODUCTIDN TC A SPECIAL SERIES<br />

THIS<br />

SCOTT, FORESMAN STORY IT DISCUSSES THE UNIQUE PRDBLEMS<br />

THE<br />

PROMOTION FOR THE PUBLISHER CF EDUCATIONAL MATERIALS<br />

CF<br />

OUT THAT ThE CGNSUMER IS A NUN-PROFIT ORGANIZATION<br />

POINTING<br />

TAX DOLLARS WHILE THE PRODUCER IS IN BUSINESS TO MAKE<br />

USING<br />

PROFIT, AND THAT IT IS NOT DEFINITE WHO ACTUALLY DOES THE<br />

A<br />

LISTS CF APPROVAL ALSO ARE AN IMPORTANT CONS[OERA-'<br />

BUYING<br />

ON THE PART GF THE PUBLISHER<br />

TICN<br />

THESE DIFFICULTIES, THE TEXTBOOKS INDUSTRY IS<br />

DESPITE<br />

INDUSTRY AND A CLOSE LOOK AT SCOIT, FDRESMAN AND<br />

PRCFITABLE<br />

ILLUSTRATE THE EFFECTIVE USE GF PRCMOTIEN IN THIS<br />

COMPANY<br />

SITUATION EMPHASIS MUST BE AWAY FROM THE HARD SELL<br />

UNILE<br />

MUSI TEND TOWARD HELPING AND SERVING THE BUYER THE<br />

AND<br />

MEDIA USED IS ADVERTISING IN THE PROFESSIONAL JOURNALS<br />

BASIC<br />

DIRECT MAIL ALCNG ITH EXHIBITS AT PROFESSIONAL MEETINGS<br />

AND<br />

AbLENBACH, BETTY<br />

C?04<br />

THE -HERO LRGE- HELPED AGENTS SELL<br />

how<br />

AND SALES PROMOTION VOL 15 6 JUNE 1967 3P<br />

ADVERTISING<br />

PROGRAM PLAN<br />

PSYCHOLOGY<br />

ARTICLE REPORTS HOW STATE FARM USED PSYCHOLOGY IN<br />

THIS<br />

SALES CAMPAIGN THAT RECOGNIZED THE BIT OF JAMES BOND THAT<br />

A<br />

IN EVERY MAN INCLUDING INSURANCE AGENTS THE 14<br />

LURKS<br />

SALES INCENTIVE PROGRAR AS REVEALED IN A POCKET BUCK<br />

MONTH<br />

AT SECRET AGENTS MEETINGS THE PLAN IS WELL DEFINED<br />

THRILLER<br />

FAR FROM FRIVILCUS AND INVITES EACH INSURANCE ACENT TO<br />

AND<br />

WITH THE HERG THUS FAR THE PROGRAM IS A TRUE<br />

IDENTIFY<br />

SUCCESS<br />

RIGAY JOHN<br />

C705<br />

EMPLOYMENT<br />

SUMMER<br />

VOL LIX, NO 12, JUNE, 1967,<br />

BANKING,<br />

RECRUITING, PERSOANEL<br />

TRAININC,<br />

ARTICLE DISCUSSES A RECENT SURVEY OF 302 BANK<br />

THIS<br />

NHICH REVEALS BANKS SUMMER HIRING POLICIES. A<br />

PERSONNEL<br />

OF THE BANKS MAKE IT PRACTICE TC HIRE SUMMER<br />

MAJORITY<br />

OFTEN COLLEGE STUDENTS WHO CAN RETURN IN FOLLOW-'<br />

EMPLOYEES<br />

SUMMERS TO GET MDST BENEFIT FROM THE EXPENSE OF THE<br />

ING<br />

PERIOD DTHER BANKS FIND THEY HAVE LITTLE NEED FOR<br />

TRAINING<br />

EMPLOYEES. IN ANY CASE APPLICANTS ARE GENERALLY<br />

SUMMER<br />

AND THERE IS LITTLE NEED FOR RECRUITMENT<br />

PLENIIFLL<br />

USE OF MANUALS AND IRAINING AIDS IS DISCUSSED, AS<br />

THE<br />

AS COMMON PRE-TRAIN[NG TECHNIQUES. EVEN IF THE P&LICY<br />

WELL<br />

HIRE SUMMER HELP DOES NOT RESULT IN DIRECT PERMANENT<br />

TO<br />

THIS POLICY TENDS TC CREATE A FAVORABLE IMAGE<br />

EMPLOYEES<br />

AIDES IN CAMPLS RECRUITING FOR PERMANENT EMPLOYEES<br />

WHICH<br />

GOOOSTAT, PAUL B.<br />

706<br />

WHATS IT ALL ABOUT<br />

USASCII,<br />

PROCESSING VEL 9 6, JLNE, 19671<br />

DATA<br />

CODE<br />

INFORMAIION,<br />

ARTICLE PRESENTS SHORT HISTORY OF ThE<br />

THIS<br />

OF THE USA STANDARD CODE FOR INFORMATION<br />

DEVELOPMENT<br />

WHICH WAS CREATED TO MEET THE NEED FOR A CCMMON<br />

INTERCHANGE,<br />

LANGUAGE CODE THE APPENDICES CF THE CODE LIST 20<br />

MACHINE<br />

149<br />

CRITERIA FOR A BASIS OF DEVELOPMENT A NUMBER OF<br />

ORIGINAL<br />

MAJOR CRITERIA ARE EXAMINED HERE<br />

THE<br />

OF ITS FAR-REACHIG FUTURE IMPLICATIONS AND ITS<br />

BECAUSE<br />

CN TODAYS EQUIPMENT AND SOFTWAREe THE USA STANDARD<br />

EFFECT<br />

FOR INFORMATION INTERCHANGE HAS STIRRED CONSIDERABLE<br />

CODE<br />

AND INEVITABLE CONTROVERSY THIS IS AT IT SHOULD BE<br />

INTERESI<br />

THE WIDEST POSSIBLE DISCUSSION AND REFLECTION ON ITS<br />

SINCE<br />

WILL ONLY SERVE TO MAKE THE END PRODUCT MORE<br />

MERITS<br />

ACCEPTABLE<br />

HILLEGASS JOHN R PELICK,LGWELL<br />

C?O?<br />

SLRVEY OF DATA COLLECTION SYSTEMS<br />

A<br />

PROCESSING VOLoge 6e JUNE, 1967 &P<br />

DATA<br />

PLANNING ANALYSES<br />

SELECTE,<br />

DATA COLLECTION EQUIPMENTe SELECTED AND<br />

ALTOMATIC<br />

WITH CARE CAN LEAD TO LOWER COSTS FEWER ERRORS,<br />

APPLIED<br />

SOUNDER DECISIONS THIS SURVEY OF THE AVAILABLE<br />

AND<br />

AND GUIDELINES FOR APPLYING IT IS EXTRACTED FROM<br />

EQUIPMENT<br />

DEIAILED ANALYSES IN AUERBACH DATA HANDLINC REPORISt AN<br />

THE<br />

REFERENCE GUIDE TC COMPUTER SUPPORT EQUIPMENT<br />

ANALYTICAL<br />

BY AUERBACH INFO INC OF PHILADELPHIA THIS<br />

PUBLISHED<br />

SURVEYS THE CHARACTERISTICS AND CAPABILITIFS OF THE<br />

ARTICLE<br />

AUTOMATIC DATA COLLECTION EQUIPMENT THAT IS<br />

TRANSMIITING<br />

AVAILABLE IN THE b TODAY BACKGROUND<br />

COMMERCIALLY<br />

MATERIAL DISCUSSES WHY AUTGMATIO DATA<br />

INTRODUCTDRY<br />

AND THE DIFFERENCE IRANSMITTING AND<br />

COLLECTION<br />

SYSTFMS IN PLANNING FOR AUTOMATIC DATA<br />

NCNTRANSMITTING<br />

DESIGNING THE SYSTEMS THE NEED FOR RELIABILITY,<br />

COLLECTION,<br />

[NPLT OUTPUT FACTORS ARE PRESENTED A COMPARISON CHART<br />

AND<br />

TRANSMITTING DATA COLLECTION SYSTEMS IS INCLUDED<br />

SHOWINC<br />

REYNDLCS CARL H<br />

CT08<br />

ON ESTIMATING AND OTHER SCIENCE FICTION<br />

NOIES<br />

PROCESSING VOL 9, 6 JUNE I967 3P<br />

DATA<br />

PERSONNEL<br />

PROGRAM,<br />

DEVELOPMENT CORPORATION PUBLISHED TWO REPORTS<br />

SYSTEMS<br />

WHICH BEAR ON ONE CF THE MOST DIFFICULT ASPECTS CF<br />

RECENTLY<br />

NAMELY, ESTIMATING THE COST TO PRODUCE A NEW<br />

PROGRAMMING<br />

THE FIRST IS A HANDBOOK FOR MANAGEMENT FOR<br />

PROGRAM<br />

ESTIMATING, AND THE SECOND IS A LITTLE REPORT<br />

PROGRAMMING<br />

IS THE RESULT OF A SMALL STUDY TD ATTEMPT TO DETERMINE<br />

WHICH<br />

EFFECTIVENESS OF TIME SHARING COMPUTERS IN REDUCING<br />

THE<br />

TIME<br />

PROGRAMMING<br />

CONCLUSIONS DRAWN FROM THESE REPORTS REFLECT THAT<br />

THE<br />

ESTIMAIES CN BRAND NEW MACHINES EVEN WITH<br />

ACCURAIE<br />

PEOPLE CANNOT BE EXPECTED, THAT ACCURATE<br />

EXPERIENCED<br />

ON ESTABLISHED METHODS RECUIRE EXPERIENCED PEOPLE<br />

ESTIMATES<br />

THA1 ThE SINGLE BIGGEST VARIABLE IN ESTIMATING IS THE<br />

AND<br />

OF THE PERSONNEL APFLIED TO IT<br />

QUALITY<br />

GRANT, C B S.<br />

C?09<br />

COMMITTEE RECOMMENDS COMPUTING FOR UNDERGRADUATES<br />

PRESIDENTS<br />

PROCESSING VCL 96 JUNE, 1967, 2P<br />

DATA<br />

PROGRAM, EDUCATIONAL<br />

TRAINING<br />

FULL PRODUCTIVE USE OF COMPUTERS IN OUR ECONOMY<br />

THE<br />

VERY MUCH DEPEND UPON STUDENT EXPOSURE TO EDUCATIONAL<br />

WILL<br />

THIS ARTICLE DISCUSSES SOME RECOMMENDATIONS THE<br />

COMPUTING<br />

SCIENCE ADVISORY COMMITTEE MADE CONCERNING THIS<br />

PRESIDENTS<br />

IT IS GENERALLY AGREED THAT ALL COLLEGE STUDENTS<br />

SUBJECT<br />

EDLCATIDNAL COMPUTING SERVICES A COST SHARING PROGRAM<br />

NEED<br />

SUGGESTED WITH GRANTS FRCMTHE FEDERAL GOVERNMENT<br />

IS<br />

TRAIN THE NEEDED FACULTY, THE COMMITTEE SUGGESTS<br />

TD<br />

ThE NATIONAL SCIENCE FOUNDATIGNS SUMMER INSTITUTES AS<br />

USING<br />

GF INTENSIVE TRAINING PERIODS TEE NEED FOR<br />

MODELS<br />

TO REOLCE DUPLICATION GF FACILITIES AND<br />

UNIVERSITIES<br />

COOPERATIVE PROGRAMS IS EMPHASLZED TO CUT COSTS.<br />

INCREASE<br />

SUMMARY IT IS FOUND THAT THE COMMITTEES SUGGESTIONS<br />

IN<br />

LALDABLE, BUT MORE STUDY MUST BE MACE FIRST TO ASSURE<br />

ARE<br />

MOST EFFICIENT EXECUTION OF A PROGRAM SUCH AS THIS<br />

THE<br />

PETERSDN RUSSELL<br />

CTIO<br />

VENTURE MANAGEMENT IN LARGE COMPANY<br />

NEW<br />

BUSINESS REVIEW VCL 45 B, MAY-JUNE 167, 9P<br />

HARVARD<br />

JOB<br />

ORGANIZATIONAL,<br />

DU PONT COMPANY HAS DEVISED AN APPROACh TO NEW<br />

THE<br />

DEVELOPMENT THAT PROMISES TD COMBINE THE ADVANTAGES<br />

PRODUCT<br />

SIZE WITH THE ENTREPRENELRIAL SPIRIT DFTEN FOUND IN SMALL<br />

OF<br />

THIS ARTICLE PRESENTS THE MERITS OF THIS METHOD<br />

COMPANIES<br />

IS ESPECIALLY DESIGNED FOR LAUNCHING NEW PRODUCTS THAT<br />

WHICH<br />

OUTSIDE THE [NIERESTS OR CAPABILITIES OF THE REGULAR<br />

FALL<br />

DEPARTMENIS AND DEVISIGNS OF COMPANY<br />

OPERATING<br />

MOST BASIC FEATURE OF THIS ORGANIZATIONAL CONCEPT<br />

THE<br />

THAT THE GRCLP HICH HANDLES A NEW VENTURE IS SET UP IN<br />

IS<br />

ENTREPRENUERIAL MANNER THE TOP PERSON HAS FULL<br />

TRULY<br />

AND RESPONSIBILITY TC DO THE JOB AND HAS FULLTIME<br />

AUTHORITY<br />

ON HIS TEAM WHO POSSESS THE EXPERIENCE AND<br />

PEOPLE<br />

NEEDED TO MCVE THE VENTURE FROM THE LAB TO THE<br />

DISCIPLINES<br />

MARKET<br />

APPROACH IS SIILL UNDER EVAALUATIC, BUT IT HAS<br />

THIS<br />

SHOWN IMPCRIANT ADVANTAGES<br />

ALREADY<br />

CHAMPION, GEORGE<br />

C?II<br />

COMPETION<br />

CREATIVE<br />

BUSINESS REVIEW VOL 45, ], MAY-JUNE 1967, ?P<br />

HARVARD<br />

CCNTRDL<br />

EDCATICN<br />

EXCURSIONS INTO URBAN RENEWAL EOUCATION,<br />

CORPORATE<br />

POLLUTION CONTROL AND OTHER SOCIAL PROBLEM AREAS<br />

RETAINING,<br />

AN EXCITING NEW CONCEPT OF THE RELATION BETWEEN<br />

REPRESENT<br />

PUBLIC AND PRIVATE SECTORS OF OUR ECONOMY IHIS ARTICLE<br />

THE<br />

PRIVAIE CCMPAMES PRESENT ACTIVITIES IN THESE<br />

DESCRIBES<br />

CF SOCIAL NEED AN PRESENTS THE CASE FOR EVEN MORE<br />

AREAS<br />

ENTERPRISE-<br />

-SCCIOCOMMERCIAL<br />

AMBITIOUS NEW ROLE CF PRIVATE BUSINESS IS BASED ON<br />

THIS<br />

BELIEF IN PRIVATE BUSINESS AND A NEED FOR CORPORATE HELP<br />

A<br />

SUGGESTED LIST OF A LOGICAL SEQUENCE FOR ACTION IN IbIS<br />

A<br />

IS PRESENTED FOR BUSINESS<br />

AREA<br />

CONCLUSION INDICATES THAT BUSINESS MUST MOVE FROM<br />

THE<br />

DEFENSIVE TO THE OFFENSIVE AND BEGIN PUSHING THE<br />

THE<br />

LINE BETWEEN THE PLBLIC AND PRIVATE SECTORS THE<br />

BOLNDARY<br />

WAY BOTH BUSINESS AND SOCIETY STAND TD GAIN<br />

OTHER<br />

FREITAG, WILLIAM<br />

C712

STATUS REPORT ON MEDICARE<br />

A<br />

JOURNAL OF ACCOUNTANCY, VOL 124, NO [, JULY [967,<br />

THE<br />

MEDICARE, EDUCATION, ADMINISTRATION<br />

RULES,<br />

ARE THE CPAS RESPCNSIBILITIES IN AUDITING<br />

WHAT<br />

COSTS FOR REIMBURSEMENT UNDER THE MEDICARE ACT<br />

PROVIDERS<br />

REGULATIONS AS SET UP BY TEE DEPARTMENT OF HEALTH,<br />

THE<br />

AND WELFARE AND TEE SOCIAL SECURITY ADMINISTRATION<br />

EDUCATION<br />

POSE SOME STICKY PROBLEMS FOR THE ACCOUNTANT WHO HAS<br />

WILL<br />

HAD ACCESS TO ALL THE OFFICIAL RELEASES. THE CHAIRMAN OF<br />

NOT<br />

AICPA COMMITTEE CN MEDICARE CAUTIONS CPAS TO KEEP<br />

THE<br />

OF THESE RULES<br />

ABREAST<br />

WARREN, JOHN L<br />

C?I3<br />

CAN YOU LEARN FROM THE MAIL ORDER WRITER<br />

WHAT<br />

AND SALES PROMOTION VDL 15 7JULY, [967, 2P<br />

ADVERTISING<br />

RULES<br />

TESTED<br />

MAIL ORDER WRITER, WHOSE ADS MUST SHOW RESULTSt HAS<br />

THE<br />

SOME PRACTICAL RULES WHICH HAVE FAR WIDER<br />

DEVELOPED<br />

IN PROMOTION THIS ARTICLE PRESENTS SOME OF<br />

APPLICATIONS<br />

RLLES WHICH PRODUCE REPLIES THE COPY OF AN AD IS OF<br />

THESE<br />

IMPORTANCE THE HEADLINE IS MOST SUCCESSFUL WHEN IT<br />

MOST<br />

RIGHT T THE POINT AND RELATES THE CONSUMER BENEFITS<br />

GEIS<br />

PRODUCT HAS TC OFFER PRODUCT FACTS MUSI ALSO BE<br />

THE<br />

AND LASTLY IHE CONSUMER ACTION SHOULD BE CAREFULLY<br />

INCLUDEDt<br />

PRECISELY PRESENTED FOR EASE IN RESPONSE.<br />

AND<br />

DEFINITELY HAS A PLACE IN ADSt BUT MUST NOT<br />

ARTWORK<br />

SUCCESSFULLY GET ATTENTION BUT ALSO RELATE TO THE<br />

ONLY<br />

THE TESIEC TECHNIQUES OF THE MAIL ORDER MAN WOULD<br />

PRODUCT<br />

EFFECTIVE IF APPLIED TO OTHER ADVERTISING<br />

PROVE<br />

HOWARD, BERNARD<br />

0?[4<br />

STEPS TO BETTER FILMS<br />

17<br />

ANO SALES PROMOTION VOL [5 7 JULY, [967<br />

ADVERTISING<br />

JOB<br />

PLANNED,<br />

THIS ARTICLE A VETERAN PRODUCER OF BUSINESS<br />

IN<br />

FILMS OUTLINES SOME IMPORTANT GUIOELINES TOWARDS<br />

SPCNSORED<br />

SEVENIEEN SPECIFIC SUGGESTIONS ARE PRESENTEO<br />

IMPROVEMENT<br />

MANAGERS START THEIR AUDIO-VISUAL PROJECT CN ITS WAY TC<br />

HELP<br />

IN-PLANT PHOTOGRAPHY DEPARTMENTS CAN CE THE JOB IF<br />

SUCCESS<br />

ARE EXPERT AT TAKING MOVIES, NOT JUST STILL PICTURES<br />

THEY<br />

PRODUCERS ARE USUALLY WORTHWHILE WHEN CALLED<br />

PROFESSIONAL<br />

THE BEGINNING OF THE PROJECT TO HELP WITH THE PLANNING<br />

AT<br />

HUMOR AND THE RIGHT AMOUNT OF NARRATION CONTRIBUTE<br />

STAGES<br />

TO FILMS. A FILM SHOULD BE LOOKED UPON AS AN INVESTMENT<br />

MUCH<br />

NOI AN EXPENSE WHEN WELL PLANNED OBJECTIVES CARRIEC OUI<br />

AND<br />

FILM ARE A GREAT PROMOTION DEVICE.<br />

ON<br />

EDITORS<br />

0715<br />

SLIDES EFFECTIVELY<br />

USING<br />

AND SALES PROMOTION VOL 15, 7 JULY, 1967, 3P<br />

ADVERTISING<br />

AUDIO-VISUAL<br />

SLIDE IS THE SIMPLEST OF THE AUDIO-VISUAL AIDS BUT<br />

THE<br />

NOT TO BE OVERLOOKED WHEN YOU ARE LOOKING FOR WAYS TC PUT<br />

IS<br />

MESSAGES ACROSS. THIS ART[CLE REPORTS HOW THREE DIVERSE<br />

YOUR<br />

INDUSTRIAL NUCLEONICS CORPORATION, CENTRAL SDYA<br />

COMPANIES<br />

DIVISION, AND HUMBLE OIL AND REFINING COMPANY, HAVE<br />

FEED<br />

SUCCESSFUL USE OF SLIDES IN SALES MEETINGS AND CUSTOMER<br />

MADE<br />

PRESENTATIONS<br />

PRESENTATIONS ARE AN EFFECTIVE WAY TC EDUCATE ANO<br />

SLIDE<br />

GROUPS ABOVE THREE WHEN THE USUAL VISUAL AIDS BECOME<br />

INFORM<br />

FLEXIBILITY IS A MAJOR ADVANTAGE IN BOTH VISUAL<br />

INEFFECTIVE<br />

CONTEXT MATERIAL WHICH ALLOWS FOR CLOSER CUSTOMER<br />

AND<br />

SIMPLE OR MORE COMPLEX PRESENTATIONS WHICH CA<br />

COORDINATION<br />

THREE SCREENS PROVE HIGHLY SUCCESSFUL AS INFORMATIVE<br />

INVCLVE<br />

PRDMOTICNS<br />

CAHPFIELD WILLIAM L.<br />

C71B<br />

IN AUDITING MANAGEMENT PLANS AND OPERATIONS<br />

TRENDS<br />

JOURNAL OF ACCOUNTANCY, VOL [24, NO [, JULY, [96?, 6P<br />

THE<br />

EVALUATION AALYSIS<br />

PLANS,<br />

AUDITING IS AN INFORMED ANO CONSIRUCTIVE<br />

-MANAGEMENI<br />

EVALUATION, AND SERIES OF RECOMMENDATIONS<br />

ANALYSIS,<br />

THE BRAOD SPECTRUM CF PLANS, PROCESSES, PEOPLE AND<br />

REGARDING<br />

OF AN ECONOMIC ENTITY MR CAMPFIELD EXAMINES THE<br />

PROBLEMS<br />

OF MANAGEMENT AUDITING. HE EXPLORES ITS<br />

RATIONALE<br />

AND PRECICIS [IS FUTURE DIRECTIONS<br />

APPLICATIONS<br />

GREINER, LARRY<br />

C?I7<br />

OF ORGANIZATION CHANGE<br />

PAITERNS<br />

BUSINESS REVIEW VOL 4B, 3, MAY-JUNE, 1967,<br />

HARVARD<br />

ORGANIZATION MAKING, EVALUATED, DECISION,<br />

SUPERVISORS,<br />

T-GROUP<br />

MANY TOP MANAGERS ARE ATTEMPTING TO INTRODUCE<br />

TODAY<br />

AND BASIC CHANGES IN THE BEHAVIOR AND PRACTICES OF<br />

SWEEPING<br />

SUPERVISORS AN THE SUBORDINATES THROUGHOUT THEIR<br />

THE<br />

THIS ARTICLE CISCUSSES HOW A -SUCCESSFUL-<br />

ORGANIZATION<br />

DIFFERS FROM AN -UNSUCCESSFUL- ONE RECENTLY<br />

CHANGE<br />

HAS HAD AN AWAKENING AND SEES CHANGES AS A<br />

MANAGEMENT<br />

PROCESS RATHER THAN AN EVOLUTIONARY ONE<br />

REVOLUTIONARY<br />

SHOW THAT THERE ARE SOME BASIC COMMON AFPROACHES TO<br />

STLCIES<br />

THE UNILAIERAL ACTION APPROACH IS BY DECREE BY<br />

CHANGE<br />

OR BY SIROCTURE THE SHARING THE POWER APPROACH<br />

REPLACEMENT<br />

BY GROUP DECISION MAKING OR BY GROUP PROBLEM SOLVING THE<br />

IS<br />

AUTHORITY APPROACH IS BY CASE DICUSSICN, OR BY<br />

DELEGATEO<br />

SESSIONS EACH OF THESE APPROACHES IS EVALUATED IN<br />

T-GROUP<br />

OF THEIR RELATIVE CONTRIBUTION TG CHANGES<br />

VIEW<br />

RICHARDS, JAMES M JR<br />

0718<br />

COMPUTERS WRITE COLLEGE ADMISSIONS TESTS<br />

CAN<br />

DF APPLIED PSYCHOLOGY, VOL 51 NO 3 JUNE, 1967, BP<br />

JOURNAL<br />

PSYCHOLOGICAL, ADMINISTERED<br />

TESTt<br />

MANY YEARS PSYCHOLOGICAL TESTS HAVE BEEN SCORED BY<br />

FOR<br />

AND RECENTLY COMPUTERS HAVE ASSEMBLED EXISTING<br />

MACHINES,<br />

INTO TESTS AND HAVE SCORED ESSAY EXAMINATIONS THIS<br />

ITEMS<br />

GOES BEYOND THESE EARLIER TECHNIQUES AND EXPLORES THE<br />

STUDY<br />

OF COMPUTER ITEM WRITING A COMPUTER PROCEDURE<br />

POSSIBILITY<br />

WRITING VERBAL COMPREHENSION ITEMS WAS DEVELOPED AND<br />

FOR<br />

TO WRITE A 72-ITEM TEST. THIS TEST TOGETHER WITH THE<br />

USED<br />

RANGE VOCABULARY TEST WAS ADMINISTERED TO UNIVERSITY<br />

WIDE<br />

IOWA FRESHMAN. THE TEST INTERCORRELATIONS, RELIABILIIIES,<br />

OF<br />

CORRELATIONS WITH GRADES SUGGEST THAT, IN PRINCIPLE,<br />

AND<br />

CAN WRITE COLLEGE ADMISSIONS TESTS POSSIBLE<br />

COMPUTERS<br />

150<br />

TO COMPUTER-WRITTEN TESTS ARE CONSIDERED<br />

OBJECTION<br />

KUNCE, JOSEPH J.<br />

0719<br />

ITERESIS AND ACCIC[NT PRONENESS<br />

VOCATIONAL<br />

OF APPLIED PSYCHOLOGY, VOL 5[, NO 3, JLNE, [96?,<br />

JOLRNAL<br />

3P<br />

INDEX<br />

JOB,<br />

INTERRELATIONSHIPS OF AN INDEX OF ACCIDENT RATE,<br />

THE<br />

JOB TENURE, AND JOB HAZARD WERE INVESTIGATED A SAMPLE<br />

AGE,<br />

62 INDUSTRIAL EMPLOYEES INCLUDING UNSKILLED AND<br />

OF<br />

WORKERS WAS STUDIED THE FOLLOWING RESULTS WERE<br />

PROFESSIONAL<br />

A HIGHER THAN AVERAGE ACCIDENT RATE WAS<br />

OBTAINED,<br />

RELATED TC HIGH JO HAZARD, PHI EGUALS PLUS<br />

SIGNIFICANTLY<br />

AND AP SCORES, PHI EQUALS PLUS 28 A LONGER THAN<br />

31,<br />

JOB TENURE WAS SIGNIFICANTLY RELATED TC A LOW<br />

AVERAGE<br />

RATE, PHI EQUALS MINUS o8, AND CURRENT PLACEMENT<br />

ACCIOENI<br />

LESS HAZARDOUS JOBS, PHI EQUALS MINUS 27 SUBJECTS<br />

IN<br />

LONG TENURE ALSO HAD SIGNIFICANTLY LOWER AP SCORES,<br />

HAVING<br />

EQLALS MINUS 29, AND OLDER SUBJECTS ALSO TENDED TO HAVE<br />

PHI<br />

AP SCORES<br />

LOWER<br />

GRANT, DONALD L KATKOVSKY, WALTER BRAY, DOUGLAS W<br />

C720<br />

OF PRCJECTIVE TECHNIQUES TO THE ASSESSMENT CF<br />

CONTRIBUTIONS<br />

MANAGEMENT-POTENTIAL<br />

OF APPLIED PSYCHOLOGY, VOL 51, 0 3, JUNE, 1967, 7P<br />

JOLRNAL<br />

INFORMATION, EVALUATIONS, CODING, ANALYSES<br />

PSYCHOLOGISTS,<br />

CONTRIBUTIONS CF PROJECTIVE TECHNIQUES TO<br />

THE<br />

SIAFF EVALUATIONS AND THE RELATIONSHIPS CF<br />

ASSESSMENT-CENTER<br />

VARIABLES TO PROGRESS IN MANAGEMENT ARE<br />

PROJECTIVE<br />

THE PROJECTIVE DATA WERE OBTAINED BY CODING<br />

PRESENIED<br />

WRIITEN BY A CLINICAL PSYCHOLOGISTS FROM<br />

REPORTS<br />

INSTRUMENTS ANALYSES OF THE DATA SHOW THAT THE<br />

PRCJECTIVE<br />

REPORTS PARTICULARLY INFLUENCED THE ASSESSMENT<br />

PROJECTIVE<br />

IN RATING SLCH CHARACTERISTICS AS WORK MOTIVATION,<br />

STAFF<br />

AND DEPENDENCY IN ADDITION, SEVERAL OF THE<br />

PASSIVITY,<br />

VARIABLES ARE RELIABLY RELATED TC PROGRESS IN<br />

PROJECTIVE<br />

ESPECIALLY THOSE PERTAINING TC LEADERSHIP AND<br />

MANAGEMENT,<br />

MOTIVATION IN BRIEF, THE FINDINGS CLEARLY<br />

ACHIEVEMENT<br />

THAT RELEVANT INFORMATION CN MANAGERIAL MOTIVATID<br />

INDICATE<br />

OBTAINED FROM THE PROJECTIVE REPORTS<br />

WAS<br />

BARRETT, GERALD V SEVETLIK, BYRON PRIEN, ERICH P<br />

C721<br />

OF THE JOB-CONCEPT INTERVIEW IN AN INDUSTRIAL<br />

VALIDITY<br />

SEITING<br />

OF APPLIEO PSYCHOLOGY, VOL 5[, NO 3, JUNE, 1967, 3P<br />

JOURNAL<br />

PSYCHOLOGISTS, JCB<br />

SUPERVISION<br />

BY PSYCHOLOGISTS WERE USED TO PREDICT<br />

INTERVIEWS<br />

ATTITUDES AND JOB PERFORMANCE CORRELAIIONS WERE<br />

EMPLOYEE<br />

BETWEEN THE PSYCHOLOGISTS PREDICTIONS AND EMPLOYEE<br />

COMPUTED<br />

OF THEIR JLB ATTITUDES AND SUPERVISOR RTINGS CF<br />

RATINGS<br />

JOB PERFORMANCE THE PSYCHOLOGISTS WERE MOST<br />

EMPLOYEE<br />

IN PREDICTING EMPLOYEE ATTITUDES TOWARD ADVANCEMENT<br />

ACCURATE<br />

GENERAL MORALE THEY WERE LEAST ACCURATE IN PREDICTING<br />

AND<br />

ATIITbOES IOWARD SUPERVISION AD REWARDS THE<br />

EMPLOYEE<br />

WERE UNABLE TC PREDICT EMPLOYEE PERFORMANCE AS<br />

PSYCHOLOGISTS<br />

BY THE SUPERVISORS<br />

RATED<br />

CHEN, MARTIN K PODSHADLEY, bALE W SHROCK, JOHN G<br />

C722<br />

SIUOY OF SOME PSYCHOLOGICAL, VOCATIONAL INTEREST AND<br />

A<br />

AS PREDICTORS OF SUCCESS<br />

MENTAL-ABILITY-VARIABLES<br />

OF APPLIED PSYCHDLDGY,VCL 51, NC , JUNE, 1967, 6P<br />

JOURNAL<br />

PSYCHOLOGICAL MULTIPLE-REGRESSION ANALYZED DENTAL<br />

SELECTION<br />

TOTAL OF 2 MENTAL ABILITY, PAST-ACHIEVEMENT, MANUAL<br />

A<br />

PERSONALITY, AND VOCATIONAL INTEREST VARIABLES<br />

SKILL<br />

TO BE PCTENTIALLY USEFUL IN THE SELECTION OF DENTAL<br />

BELIEVED<br />

WERE FACTOR ANALYZED TO DETERMINE THEIR FACTOR<br />

STLDENTS<br />

IN RELATION TO THE CRITERION VARIABLE, THE DENTAL<br />

PAITERN<br />

THEN THOSE VARIABLES WHICH SHARED COMMON FACTORS WITH<br />

GPA<br />

CRIIERION VARIABLE WERE USED AS INDEPENDENT VARIABLES Ik<br />

THE<br />

MULTIPLE-REGRESSION EQUATION FOR PREDICTIVE PLRPOSES FOR<br />

A<br />

72 DENTAL JLNIORS STUDIED IT WAS FOUND THAT THERE WERE<br />

THE<br />

COMMON FACTORS BETWEEN THE -PREDICTOR- VARIABLES AND THE<br />

2<br />

CPA, ACADEMIC APTITUEE AND A FACTOR RELATED TO MANUAL<br />

DENTAL<br />

OF ALL IHE VARIABLES, THE PREDETAL GPA WAS FDbNC TO<br />

SKILL<br />

MOST IMPORTANT PREDICTOR OF SUCCESS IN DENTAL SCHOOL.<br />

BE<br />

DOLE, ARTHUR A DIGMAN, JOH M<br />

072<br />

IN COLLEGE ATTENDANCE<br />

FACTORS<br />

OF APPLIED PSYCHOLOGY, VOL Bl, 0 3, JUNE, [967, 6P<br />

JOURNAL<br />

EDUCAllONAL, DECISION, ANALYSES<br />

MAKING,<br />

OF THIS RESEARCH WAS TO IDENTIFY FACTORS,<br />

PURPOSE<br />

FROM A SELF-REPORT INVENTORY, DETERMINING THE<br />

OBTAINED<br />

TO ATTEND COLLEGE 2[ MALE AkC O& FEMALE STUDENTS<br />

DECISION<br />

THE STATE LNIV COMPLETED A 78-1TEM INVENTORY REASONS<br />

FROM<br />

GOING TO CDLLEGEt AS FRESHMAN AND AS SENIORS ANALYSES<br />

FOR<br />

MATCHING PROCEDURES YIELDED I] MAJOR FACTORS, SOCIAL<br />

AND<br />

CONFORMITY, CURIOSITY, VOCATIONAL REASDN ACADEMIC<br />

REASON,<br />

MATERIAL VALUE, ALTRUISTIC VALUE, SCHOOL INFLUENCE<br />

VALUE,<br />

AVOCATIONAL INFLUENCE, SCIENCE INTEREST,<br />

EXPERIENCE,<br />

INTERESI, AND VERBAL INTEREST ADDITIONAL FACTOR<br />

HUMAN[lIES<br />

OF A DISMISSED COLLEGE GROUP AND DIVERSE<br />

ANALYSES<br />

SAMPLES SUGGESTED THAT THESE MAJOR FACTORS HAD<br />

PUBLIC-SCHOOL<br />

GENERALITY IMPLICATIONS FOR EDUCATIONAL<br />

CONSIDERABLE<br />

MAKING AND FOR FURTHER RESEARCH WERE CONSIDERED<br />

DECISION<br />

LAHIRI, DILIP K STRIVASTA, SURESH<br />

C724<br />

OF SATISFACTION IN MIDDLE-MANAGEMENT PERSONNEL<br />

DETERMINANTS<br />

OF APPLIED PSYCHOLOGY, VOL 51, NO ] JUkE [967,<br />

JOURNAL<br />

PERSONNEL, JOB, CUESTIOkNAIRE<br />

SAIISFACTION,<br />

TO A QUESTIONNAIRE WERE OBTAINED FROM 9<br />

RESPONSES<br />

MANAGERS WHERE SUBJECTS INDICATED THE EXTENT TO WHICH<br />

MIDDLE<br />

JOB-CONTENT FACTORS AND I JOB-CONTEXT FACTORS CONTRIBUTE<br />

I<br />

THE FEELING OF SATISFACTION AND DISSATISFACTION IN THE<br />

TO<br />

AND THE IMAGINARY JOB SITUATIONS RESULTS INDICATE<br />

PRESENT<br />

CONTRARY TO THE CONVENTICNAL ASSUMPTION CF BIPOLARITY,<br />

THAT,<br />

AND DISSATISFACTION REPRESENT DISTINCT AND<br />

SATISFACTION<br />

FEELINGS, AND BOTH GROUPS GF FACTORS MAY ACT AS<br />

SEPARATE<br />

AND AS DISSATISFIERS THE PRESENT RESULTS WERE<br />

SATISFIERS<br />

COMPARED WITH A THE RESULTS OBTAINED IN A STUDY OF<br />

ALSO<br />

WORKERS, ANO THE AM STUDIES THE FINDINGS CAST<br />

SKILLED<br />

SERIOUS DOUBTS ON THE GENERALIIY OF THE

MOTIVATOR-HYGIENE THEORY<br />

HERZBERG-MAUSNER-SNYOERMAN<br />

R HULIN, CHARLES<br />

BLOOD,PILTON<br />

ENVIRONMENTAL CHARACTERISTICS AND WORKER RESPONSE<br />

ALIENATION<br />

OF APPLIED PSYCHOLOGY, VOL 51, NO 3t JUNE, [96?, 7P<br />

JOLRNAL<br />

PLAN, JOBS, INDEX, ANALYZED<br />

SATISFACTION,<br />

GATHERED FROM [,9C0 MALE WORKERS LOCATED IN 21<br />

DATA<br />

IN THE EASTERN U ARE PRESENIEC THESE DATA ARE<br />

PLANTS<br />

TO DETERMINE THE INFLUENCE OF ENVIRONMENTAL<br />

ANALYZED<br />

PRESUMED TO INDEX FEELINGS OF ALIENATION<br />

CHARACTERISTICS<br />

MIDDLE-CLASS NORMS PREDICTIONS WFRE MADE THAT WORKERS<br />

FRCM<br />

COMMLNITIES WHICH SHOULD FOSTER INTEGRATION WITH<br />

IN<br />

NORMS WOULD STRUCTURE THEIR JOBS OIFFERENTLY<br />

MIDDLE-CLASS<br />

WOULD RESPONSE DIFFERENTLY THAN ALIENATED HORRORS<br />

AND<br />

IN COMMUNITIES FOSTERING INTEGRATION WIIH<br />

WORKERS<br />

NORMS SHOULD REPORT HIGHER SATISFACTION ON<br />

MIDDLE-CLASS<br />

SKILLED JOBS THEY SHOULD VALUE RETIREMENT AND SHOULD<br />

HIGHLY<br />

FOR IT WHILE WCRKING ALIENATED WORKERS SHOULD REPORT<br />

PLAN<br />

SATISFACTION ON HIGHLY SKILLED JOBS PAY SHOULD HAVE A<br />

LOWER<br />

EFFECT ON IHE SATISFACTION OF ALIENATED WORKERS,<br />

STRONGER<br />

WOLLD MORE LIKELY LOOK FOR OTHER WORK AFTER RETIREMENT<br />

WHO<br />

REGARDED AS CONFIRMED FOR BLUE-COLLAR WORKERS<br />

PREDICTIONS<br />

ROBERT bARRY, JOHN<br />

BLOOM,<br />

OF WURK ATTITUEES AMGNG NEGROES<br />

DETERMINANTS<br />

OF APPLIEO PSYCHOLOGY, VOL 51t NO 3, JUNE, 1967, 3P<br />

JUURNAL<br />

SATISFACTION, JOB, ANALYZED, QUESTIONNAIRE<br />

TESTED,<br />

MOTIVATOR-HYGIENE THEORY OF WORK ATTITLDES ASSUMES<br />

THE<br />

INDEPENDENT SETS OF VARIABLES DETERMINE JOB<br />

THAT<br />

AND JOB DISSATISFACTION THE GENERALITY OF THIS<br />

SATISFACTION<br />

WAS TESTED WITH RESPONSES FROM 85 NEGROE BLUE-COLLAR<br />

THEORY<br />

TO A 40-1TEM QUESTIONNAIRE THESE DATA WERE FACTOR<br />

WORKERS<br />

AND COMPARED WITH COMPARABLE DATA FROM IT7 WHITE<br />

ANALYZED<br />

WORKERS THE 2 SETS OF DATA APPEAREO TO DIFFER<br />

BLUE-COLLAR<br />

SOME SIMILARITIES WERE FOUND IT APPEARED THAT<br />

ALTHOUGH<br />

FACTORS WERE MORE IMPORTANT TO THE NEGROES THAN TC<br />

HYGIENE<br />

WHITES THE 2-FACTOR THEORY MAY BE TOE SIMPLE TO<br />

THE<br />

THE CONCEPTS OF JOB SATISFACTION AND<br />

ENCOMPASS<br />

AT LEAST IN THE BLUE-COLLAR NEGRO IT MAY<br />

DISSATISFACTION,<br />

THAT THE 2-FACTOR THEORY IS LESS USEFUL WHEN ONE<br />

BE<br />

LOW-SIATUS WORK<br />

CONSIDERS<br />

MICHAEL<br />

LEVY,<br />

PLANNING-PROGRAMPING-BUDGETING<br />

CONFERENCE BOARD RECORD VCL 4, 5t MAY, I967, 3P<br />

THE<br />

PLANNING-PROGRAMMIAG-BUDGETING, EVALUATING,<br />

PROGRAM,<br />

ANALYSIS<br />

NEW FEDERAL PROGRAM FOR IMPROVING EFFICIENCY IS<br />

THE<br />

TWO YEARS CLD, BLT IIS IMPACT ON GOVERNMENT SPENDING<br />

HARDLY<br />

THIS DESCRIPTION OF THE NEW TOOL RECUIREC FOR MOST<br />

MAKES<br />

EXECLTIVES<br />

INVOLVES DEVELOPING A PROGRAM SIRUCTURE, THE<br />

IT<br />

CCST ESIIMATE, THE MEASUREMENT EF PHYSICAL OUTPUT<br />

INCIVIDLAL<br />

THE COMPUTATION OF -UNIT COST- FOR EACH PROCRAM ELEMENT,<br />

AND<br />

FORM THE BASIS FOR -COST EFFECTIVENESS ANALYSIS- SUCH AN<br />

TO<br />

IS OESIGNEC TO COMPARE GUALITY ANC QUANTITY OF<br />

ANALYSIS<br />

PER DOLLAR CF EXPENDITURE FUR ALTERNATIVE GOVERNMENT<br />

OUTPUT<br />

PROGRAMS<br />

EVALUATING THE ECONOMIC EFFICIENCY IN TERMS OF<br />

BY<br />

PER DOLLAR DF COST- OF NEW AND ALTERNATIVE PROGRAMS<br />

BENEFIIS<br />

METHODS NOT CLRRENTLY AFPLIEO, THE GOVERNMENT IS IN A<br />

AND<br />

TO INITIATE AND SUBSTITUTE BETTER PROGRAMS<br />

POSITIUN<br />

SUITABLE<br />

WHEREEVER<br />

BRIAN<br />

ROTEERY,<br />

THE PROGRAMMING LOAC<br />

ESTIMAIING<br />

PRCCESSING BOL 9,7, JULYI [D&T, 2P<br />

DATA<br />

PROCRAMMING, PLANNING, PERSONNEL, JOB<br />

SELECTION,<br />

PLANNING CF A PROGRAMMING JOB WOULD SEEM TO<br />

THE<br />

THE USE OF SGPHISTICARED AND SCIENTIFIC TECHNIQUES<br />

INDICATE<br />

MANY TIMES IT IS THE FINAL GUSSS IN A SERIES OF<br />

YEll<br />

EACH INACCURATE AND UNSCIENTIFIC<br />

GUESSES<br />

ARTICLE CISCLSSES SOPE OF THESE GUESSES THAT ARE<br />

THIS<br />

IN PLANNING A PROGRAMVING JOB THE GUESSES BEGIN<br />

REQUIRED<br />

THE SELECTION GF A COMPUIER PERSGNNEL A NO CERTAIN<br />

WITH<br />

THE DIFFICULT TASK OF DECIDING PROGRAMMING LOAOS IS<br />

JOBS<br />

INCLUDING OISCUSSICN OF RUNS, SEGMENTS AND<br />

OUTLINED,<br />

ESTIMATING PROGRAMMING TIME AND BREAKING DOWN<br />

ROLTINES<br />

INTO SPECIFIED SEGMENTS IS ALSO DISCUSSED<br />

SPECIFICATIONS<br />

SIEBURG,J<br />

SOLVING BY CDMPLTER LOGIC<br />

PROBLEM<br />

PROCESSING VOL 9, 7, JLLY, I967, 4P<br />

DATA<br />

PROGRAMMERS, ANALYSTS<br />

TESI,<br />

ARTICLE PRESENTS A PARTICULARLY APT EXERCISE TO<br />

THIS<br />

THE REASONING AND ANALYTICAL ABILITIES OF COMPUTER<br />

TEST<br />

AND SYSIEMS ANALYSTS A PROBLEM CONCERNING THE<br />

PROGRAMMERS<br />

OF ON[ COUNTERFEIT COIN OUT OF I2 GIVEN COINS<br />

IDENTIFICATION<br />

TO THREE WEIGHINGS IS EXPLAINED THEN THE SOLUTION<br />

LIM[TEG<br />

COMPUTER LOGIC AND ILLUSTRATED BY A FLOWCHART AND<br />

USING<br />

STEP TABLES IS DESCRIBED<br />

LOGIC<br />

PROBLEM HAS BEEN PRIMARILY USED FOR APTITUDE<br />

THIS<br />

AND COMPUTER -GAME- TECHNIQUES, BUT IS SIMILAR IN<br />

TESTING<br />

TO THE REAL LIFE PROBLEMS OF COMPUTER<br />

COMPLEXITY<br />

APPLICATIONS<br />

ROBEJ. BELL, ROBERT<br />

PALL<br />

OEIERMINATION GF MANPOWER REQUIREPENTS<br />

QUANTITATIVE<br />

OF RETAILING VOL B, 2, SUMMER, 1967 8P<br />

JOURNAL<br />

SELECTING, PROGRAM, PERSONNEL, MANPOWER<br />

TRAINING<br />

CONTRCL<br />

EVALUATION,<br />

ARTICLE SUGGESTS SOLUTION TO THE BASIC PROBLEM<br />

THIS<br />

LACK OF SUITABLE PERFORMANCE EVALUATION STANDARDS WHICH<br />

OF<br />

TO CONSIDERABLE INSTANCES OF OVERSTAFFINC OF SALES<br />

LEADS<br />

PERSONNEL IN RETAIL DEPARTMENT STORES THE PERFORMANCE<br />

FLOOR<br />

STANDARD WHICH IS THE BASIS FOR THE STAFFINGPLAN<br />

EVALUATION<br />

BASED ON WORK SAMPLING TECHkICUE WHICH PROVIDES A QUICK,<br />

IS<br />

AND RELIABLE METHOD FOR GATHERING CAIA<br />

ECONOMICAL<br />

WORK OF THE RETAIL SALESPERSON FALLS [TO THE TWO<br />

IHE<br />

OF SELLING ACTIVITIES AND SALES SUPPORT<br />

CATEGORIES<br />

THE RECOMMENDED PROGRAM AS OUTLINED INCLUDES THE<br />

ACI[V[IIES<br />

OF COST CONTROL CENTERS, CEVELDPINC PERFORMANCE<br />

ESTABLISHING<br />

151<br />

STANDARDS, STUDYING SALES PATTERNS, CONSTRUCTING<br />

EVALUATION<br />

PERSGNEL ASSIGPENT CHART SELECTING AND TRAINING<br />

A<br />

DEVELOPING A SCHEDULING PROCEDURE AND<br />

SUPERVISORS,<br />

CONTROL TECHNICUES<br />

ESTABLISHING<br />

WERNICK, SAUL<br />

C?]I<br />

YOL THE COURAGE TO EVALUATE YOUR OWN JOB<br />

HAVE<br />

AND SALES PROMOTION VOL 15 8 AUGUST, TO&7, 2P<br />

ADVERTISING<br />

PLAN, JOB, EVALUATE<br />

PROGRAM,<br />

THIS ARTICLE AN ADVERTISING AGENCY SALES PROMOTION<br />

IN<br />

TELLS WHAT HE WOULD DO ABOUT EVALUATING HIS JOB IF HE<br />

MAN<br />

FOR AN INDIVIDUAL COMPANY THE IMPORTANCE TO<br />

WORKED<br />

OF MEASURING THE EFFICIENCY CF SALES PROMOTION IS<br />

MANAGEMENT<br />

AND THE DIFFICULTY IN DETERMINING HOW MUC<br />

ESTABLISHED,<br />

OF A SALES PROMOTION DOLLAR INCREASES PROFIT IS<br />

EXPENDITURE<br />

THEREFORE WHAT IS ADVOCATED HERE IS A SALES<br />

RECOGNIZED<br />

OF THE ANNUAL MARKETING PLAN IN WHICH THE SALES<br />

PROMOTION<br />

ACTIVITIES FOR THE YEAR ARE SPELLED OUT, AND<br />

PROMOTIONAL<br />

HOW THEY WILL CONTRIBUTE TO ACHIEVING THE OVER-ALL<br />

DETAIL<br />

GOALS<br />

MARKETING<br />

FORMAL EVALUATION PRCGRAM FOR SALES PROMOTION WILL<br />

A<br />

MANAGEMENT EXACTLY WHAT THE CONTRIBUTIONS TO THE TOTAL<br />

SHOW<br />

EFFORT ARE, AND WILL HELP TO ESIABLISF THE SALES<br />

MARKETING<br />

MANAGER AS A FULL FLOODED MEMBER OF THE MARKETING<br />

PROMOTION<br />

TEAM<br />

NAGLE, ROBERT<br />

OT32<br />

TO BETTER EXHIBITS<br />

WAYS<br />

ANO SALES PROMDTION VOL 15, 8 AUGUST, 1967,2P<br />

ADVERTISING<br />

RLES, PLANNING<br />

SELECTING<br />

SHOW EXHIBITS ARE A LARGE INVESTMENT THIS<br />

TRADE<br />

GIVES EIGHT RULES TD FELLOW TO GET THE POST FOR YOUR<br />

ARTICLE<br />

THE EXHIBII BUILDER SUGGESTS PLANNING IN ADVANCE AS<br />

MNEY<br />

AS POSSIBLE, SELECTING ONE EXHIBIT DESIGN ANO<br />

FAR<br />

FIRM, IFORMING THIS FIRM OF IHE TOTAL COMPANY<br />

CONSTRUCTION<br />

LISIENING TO THE ADVICE OF THE EXHIBIT FIRM<br />

OBJECTIVES,<br />

ABOUT COSTS AT THE BEGINNING BUILDING THE EXHIBIT<br />

ASKING<br />

A LCNGTIME AND KEEPING IRACK OF THEM AND VISITING THE<br />

FOR<br />

AS YOU WCULD AN AD AGENCY<br />

SUPPLIER<br />

THESE GGICELINES ARE PROPERLY USED THEY CAN SAVE<br />

WHEN<br />

AND TIME, AND RESELT IN BEITER EXHIBITS AND DISPLAYS<br />

MUNEY<br />

CARRY FORWARD A CDMPANYS MARKETING CBJECTIVES<br />

TO<br />

MC GINTYJOHN<br />

0?33<br />

TO MAKE DEALERS AND SALES MEN FEEL IMPORTANT<br />

HOW<br />

AND SALES PROMOTION VOL 15 8 AUGUST 1967,<br />

ADVERTISING<br />

MAKING<br />

PROGRAM,<br />

KEY TO SUCCESSFUL INCENTIVESI SAYS RALSTON PURINA<br />

THE<br />

IS TO TREAT PEOPLE AS INDIVIDUALS THIS ARTICLE<br />

CHEW,<br />

HOW THE RALSTON COMPANY MOTIVATED THEIR 400<br />

EXPLAINS<br />

SALESMEN AND 6000 RETAIL DEALERS BY FORMING TWO<br />

DISTRICT<br />

BOARDS AND FAKING MEMBERSHIP AN HCNOR IHAT TEEIR<br />

ADVISORY<br />

WOULD GO TO ALL LENGTHS TO ATTAIN<br />

MEN<br />

GENERAL SALES MANACERS ADVISORY BOARD AND THE HONOR<br />

THE<br />

MEET ONCE A YEAR AT WHICH TIME THE -RED CARPET-<br />

COLNCIL<br />

IS GIVEN TC EACH MAN AND HIS WIFE WHC HAS ACFIEVEE<br />

TREATMENT<br />

NOT OLY IS EACE PAN INDIVIDUALLY HCNORED BUT<br />

MEMBERSHIP<br />

IDEAS FOR NEXT YEARS SALES PROGRAMS ARE OBTAINEO FROM<br />

NEW<br />

RECORDS OF OTHERS<br />

THE<br />

SPECIAL AIIENTION AND INTEREST ON THE PART OF TCP<br />

THE<br />

ACD VALUE TO THE HONOR OF THIS INCENTIVE PROGRAM<br />

EXECUTIVES<br />

HENRY, BRUCE B JDNES, CLRTIS H<br />

CT]<br />

PROGRAMMING FCR PRODUCIION ALLOCATION<br />

LINEAR<br />

JOURNAl OF INDUSTRIAL EGINEERING, VOL 18, 0<br />

THE<br />

lOP<br />

JULY,1957,<br />

RULE PROGRAMMING<br />

TESTED,<br />

ARTICLE SHOWS HOW LINEAR PRDGRAHNING CAN BE USED<br />

THIS<br />

THE ALLOCATION EF PRODUCTION OF VARYING QUALITY TO ORDERS<br />

IN<br />

CERTAIN NINIMUM PERFORMANCE LEVELS THE AUTHORS<br />

DEPANDING<br />

TO HANDLE THE SHORT-TERM PROBLEM OF MIN[NIZ[NG THE<br />

PROPOSE<br />

QUANTITY REQUIRED TO SATISFY THE ORDERS BY A<br />

PRODUCTION<br />

PROCESS OF FIRST ALLOCATING THE EXPECTED YIELD BY A<br />

TWO-STEP<br />

PROGRAMMING TECHNIQUE AND THEN CGRRECTINC FOR THE<br />

LINEAR<br />

BETWEEN ACTUAL AND EXPECTED YIELDS BY A<br />

DIFFERENCES<br />

SUBSIITUIION RULE COSTS AND OTHER PRODUCTION AND<br />

SEQUENTIAL<br />

DATA TAKEN FRCP AN EXAMPLE OF THIS TYPE CF PROBLEM<br />

SALES<br />

IN THE MANLFACTURE OF AN ELECTRIC DEVICE ARE USED<br />

OCCURRING<br />

ILLUSTRATE THE PROBLEM AND TO PROVIDE INPUTS FOR A<br />

TO<br />

MODEL IN WHICH THE APPROACH IS TESTED BECAUSE<br />

SIMULATION<br />

PROCESS OF ALLOCATING ORDERS UNDER CONDITIONS OF<br />

THE<br />

CAN LEAD TO VARIETY OF PRCBLEMS THAT ARE<br />

UNCERTAINTY<br />

OBVIOUS<br />

NCEITL, JOHN N BRUMBAUG, PHILIP<br />

C735<br />

CONCEPTS IN NETWORK PLANNING<br />

INFORMATION<br />

JOLRNAL OF INDLSTRIAL ENGINEERING, VOL 18, NO 7, JULY<br />

THE<br />

8P<br />

1967,<br />

PERT, INFORMATION<br />

PLAANING,<br />

PLANNING TECHNIQUES, COMMUNICATION THEORY AND<br />

NETWORK<br />

THEORY ARE BRIEFLY REVIEWED INFORMATION THEORY<br />

INFORMATION<br />

NETWORK PLANNING TECHNIGUES, SPECIFICALLY PERT AND CPM<br />

AND<br />

THEN INTEGRATED AND APPLIED TO COMMUNICATION<br />

ARE<br />

VALUES ARE CALCULATED AND RELATED TC THE<br />

UNCERTAINTY<br />

OF PATHS IN THE PLANNING NETWCRKo METHOD IS<br />

CR[TICALITY<br />

FOR COMPARING SLACK AND UNCERTAINTY CRITICAL PATH ARE<br />

GIVEN<br />

USING UNCERTAINTY VALUES, FOR PLANNING NETWORKS<br />

CALCULATED,<br />

THE GEMINI SPACE CAPSULE SYSTEM<br />

FOR<br />

HAGE, FERALD AIKEN MICHAEL<br />

C736<br />

OF CENTRALIZATION TO OTHER STRUCTUAL PROPERTIES<br />

RELATIONSHIP<br />

SCIENCE QUARTERLY, VOL 12, NO I, JUNEt<br />

ADPINISIRATIVE<br />

RULE, ORGANIZATIONAL, MAKING, JOB, CECISION,<br />

TRAINING,<br />

CODIFICATION<br />

PAPER EXAMINES TWO OIFFERENT WAYS OF MEASURING THE<br />

THIS<br />

OF POWER IN SIXTEEN HEALTH AND WELFARE<br />

DISTRIBLTION<br />

PARTICIPATION IN DECISION MAKING ABOUT THE<br />

ORCINAZATIONS<br />

OF ORGANIZATIONAL RESOURCES AND THE DETERMINATION<br />

ALLOCATION<br />

ORGANIZATIONAL POLICY WAS STRONGLY RELATED TC THE DEGREE<br />

OF<br />

COMPLEXITY AS MEASURED BY -I- THE NUMBER OF OCCUPATIONAL<br />

OF<br />

SPECIALITIES, -2- THE AMOUNT CF PROFESSIONAL TRAINING AND

THE AMOUNT OF PROFESSIONAL ACTIVITY AND WAS WEAKLY<br />

-3-<br />

TO THE DEGREE OF FORMALIZATION AS MEASURED BY THE<br />

RELATED<br />

OF JOB CODIFICATION AND THE AMOUNT CF RULE<br />

DEGREE<br />

EXCEPT FOR RULE OBSERVATION, HIERARCHY OF<br />

OBSERVATION<br />

OR THE RELIANCE ON THE CHAIN OF COMMAND FOR WORK<br />

AUTHORITY<br />

WAS NOT AS STRONGLY RELATED TO EACH OF THEASE<br />

DECISIONS<br />

OF ORGANIZATIONAL STRUCTURE<br />

MEASURES<br />

SCOTT, W R DORNBUSCH, M BUSCHING, B C<br />

C737<br />

EVALUATION AND AUTHORITY<br />

ORGANIZATIONAL<br />

SCIENCE CUARTERLY, VOL 12, NO I, JUNE, 1967,<br />

AOMINISTRATIVE<br />

25P<br />

EVALUATED, CONTROL, ANALYZED<br />

DRGANIZATIONAL,<br />

SYSTEMS IN FORMAL ORGANIZATIONS ARE ANALYZED<br />

AUTHORITY<br />

TERMS OF THE PROCESS BY WHICH THE PERFORMANCE OF<br />

IN<br />

PARTICIPANTS IS EVALUATED AUTHORITY IS<br />

ORGANIZATIONAL<br />

AS AUTHORIZATION TO ATTEMPT TO CONTROL THE BEHAVIOR<br />

VIEWED<br />

OTHERS, AND RESTS IN FOUR DIFFERENT KINDS OF AUTHORITY<br />

OF<br />

EACH OF WHICH IS A COMPONENT OF THE EVALUATION<br />

RIGHTS,<br />

AUTHORITY SYSTEMS ARE DEFINEO IN TERMS OF THE<br />

PROCESS<br />

OF THESE RIGHTS AMONG PARTICIPANTS<br />

DISTRIBUTION<br />

THEORY SPECIFIES CERTAIN PROBLEMS IN THE EVALUATION<br />

THE<br />

WHICH MORE THE AUTHORITY SYSTEM INCOMPATIBLE WITH<br />

PROCESS,<br />

ACHIEVEMENT OF EVALUATIONS ACCEPTAELE TO THEM<br />

PARTICIPANTS<br />

AUTHORITY SYSTEMS ARE POSTULATED TO BE UNSTABLE<br />

INCOMPATIBLE<br />

TO REMAIN SO UNTIL THE INCOMPATIBILITY IS RESOLVED A<br />

AND<br />

OF INDICES IS DEVELOPED FOR THE IDENTIFICATION OF<br />

SET<br />

SYSTEMS THIS THEORY IS THE BASIS OF A CURRENT<br />

UNSTABLE<br />

OF AUTHORITY SYSTEMS IN FIVE CRGANIZATIONS.<br />

SIUDY<br />

ROSENGREN, WILLIAM A<br />

0738<br />

POLICY SIYLE STRATEGIES OF ORGANIZATIONAL<br />

STRUCTURE<br />

CONTROL<br />

SCIENCE QUARTERLY, VCL 12, NO l, JUNE,<br />

ADMINISTRATIVE<br />

25P-<br />

196,<br />

ORGANIZATIONAL, CONTROL<br />

SUPERVISORY,<br />

PAPER INVESTIGATES AND ATTEMPTS TO EXPLAIN SOME<br />

THIS<br />

BETWEEN CONTROL ACHIEVED THROUGH SUPERVISORY,<br />

RELATIONSHIPS<br />

EIGHTY LARGE GOVERNMENT PSYCHIATRIC HOSPITALS ANO 52<br />

STYLE<br />

PRIVATE HOSPITALS WERE STUDIED WITH SOME EXCEPTIONS-<br />

SMALL<br />

THESE APPARENILY TRACEABLE EITHER TC THE DIFFERENTIAL<br />

AND<br />

OF SIZE OR SPONSORSHIP-MAXIMUM STRUCTURAL CONTROL<br />

EFFECTS<br />

FOUND IN ASSOCIATION WITH A LIMITED EMPLOYEE CONTROL,<br />

WAS<br />

MINIMAL STRUCTLRAL CONIRDL WAS FOUND IN ASSOCIATION<br />

AND,<br />

MORE PERVASIVE EMPLOYEE CONTROL IN GENERAL THE SCOPE<br />

WITH<br />

EMPLOYEE CONTROL VARIED INVERSELY WITH THE SCOPE OF<br />

OF<br />

CONTROL -SDMETIMES BECAUSE OF STRUCTURAL<br />

PATIENT<br />

AND SOMETIMES BECAUSE OF SUPERVISORY STYLE<br />

ARRANGEMENTS<br />

BASIC PATTERNS ARE DISCUSSED IN THEIR RELATION TO<br />

THESE<br />

WEBERIAN CDNCEPTICNS OF FORMAL ORGANIZATIONS, AS<br />

CLASSICAL<br />

AS TO MORE RECENT THEORETICAL FORMULATIONS<br />

WELL<br />

LIPTON, PAUL Ro<br />

D739<br />

APPLICATION OF FACTORIAL EXPERIMENTATION TO THE<br />

AN<br />

WORK-MEASUREMENT-PROCESS<br />

OF INDUSTRIAL ENGINEERING VOL 18 ND 8, AUGUSl,<br />

JOURNAL<br />

7P<br />

1967,<br />

ANALYSIS<br />

TEST,<br />

ARTICLE DESCRIBES AN APPLICATION OF FACTORIAL<br />

THIS<br />

TO IHE WORK MEASUREMENT PRECESS THE PURPOSE<br />

EXPERIMENTATION<br />

IHE RESEARCH WAS TO DETERMINE THE FEASIBILITY OF<br />

OF<br />

BOTH THE ABILITY OF THE OPERATOR TO PERFORM A<br />

MEASURING<br />

TASK ANO THE ABILITY OF THE INDUSTRIAL ENGINEER<br />

PRESCRIBED<br />

JUDGE THE OPERATORS CAPABILITIES THE PROBLEM WAS TO<br />

TO<br />

THE RESULTS OF AN ASSEMBLY LINE BALANCING PROJECT,<br />

ANALYZE<br />

WERE OBTAINED SO THAT ONE COULD IDENTIFY LOTS,<br />

DATA<br />

DAYS, TIME OF DAY, AND OPERATOR IT WAS FOUND THAI<br />

STATIONS,<br />

AND TASKS ARE NOT FREELY TRANSFERABLE THUS, IT IS<br />

PEOPLE<br />

TO REJECT THE CONCEPT OF THE -NORMAL OPERATOR<br />

POSSIBLE<br />

TESTS INCLUDED ANALYSIS OF VARIANCE, THE OUNCANS<br />

STATISTICAL<br />

RANGE TEST, AND THE BARTLETTS TEST OF HOMOGENEITY<br />

MULTIPLE<br />

STUDY WAS CONDUCTED AT A NON-UNION CCMPANY<br />

THIS<br />

HILL, LAWRENCE<br />

¢T40<br />

IMPROVED BASIS TO ESTIMATE CONTROL R-÷-D TASKS<br />

AN<br />

OF INDUSTRIAL ENGINEERING VOL 18, NO 2, AUGUST,<br />

JOURNAL<br />

7P<br />

1967,<br />

CONTROL<br />

PROGRAMS,<br />

ARTICLE DISCUSSES A PRACTICAL FRAMEWORK FOR MORE<br />

THIS<br />

MANAGEMENT CONTROL OF EXPLORATORY DEVELOPMENT<br />

POSITIVE<br />

ADVANCED DEVELOPMENT PROGRAMS NOT INCORPORATING<br />

PROGRAMS,<br />

DESIGN ACTIVITIES, AND CERTAIN APPLIED RESEARCH<br />

SUBSYSTEM<br />

RELATIVELY LITTLE ATTENTIDN HAS BEEN DIRECTED<br />

PROGRAMS.<br />

IMPROVING CONTROL TECHNIQUES FOR RESEARCH AND EARLY<br />

TOWARD<br />

PRDJECIS, YET SUCH PROGRAMS PROVIDE ESSENTIAL<br />

DEVELOPMENT<br />

BLOCKS FOR FUTURE SYSTEMS TECHNICUES, SUCH AS TREE<br />

BUILDING<br />

ARE SUGGESTED TO ENCOURAGE PRODUCTIVITY IN<br />

DIAGRAMS,<br />

BY PROVIDING INCREASED VISIBILITY FOR IHE<br />

RESEARCH<br />

PURSUIT, AND ACCOMPLISHMENTS OF RESEARCH<br />

ESIABLISHMENT,<br />

81703606<br />

OBJECTIVES.IRE<br />

COLLIER, J.R<br />

C741<br />

BUSINESS PLAANING<br />

MANAGEMENT<br />

ANALYSTS JOURNAL, VL 23, NO.5, SEPT-GOT 1967,<br />

FINANCIAL<br />

6P.<br />

EVALUATION<br />

PLANNING,<br />

OF COMPANIES FCR INVESTMENT HAS BECOME MORE<br />

EVALUATION<br />

IT CAN BEST BE DETERMINED THROUGH STUDY OF A<br />

COMPLICATED.<br />

TOTAL BUSINESS PLANNING EFFORTS THE ROLE OF THE<br />

COMPANYS<br />

CHIEF EXECLIIVE IN THIS PROCESS IS CRITICAL<br />

COMPANY<br />

APPROACHES TD TECHNIQUES FOR A PLANNINC ARE<br />

STANDARD<br />

WE NEED UNDERSTANDING OF THE TOTAL SYSTEM DF THE<br />

INADEQUATE.<br />

AND OF THE EXECUTIVE LEACERSHIP AND COMMITMENT.<br />

PLANS<br />

ISESON R.S.<br />

C742<br />

FORECASTING A MANAGEMENI TOOL.<br />

TECHNOLOGICAL<br />

HORIZONS, VOL [0, NO 2, SUMMER, 1967, lOP<br />

BUSINESS<br />

ANALYSIS<br />

FORECAST,<br />

TWO FUNDAMENTALLY DIFFERENT APPROACHES TO<br />

THE<br />

FORECASTING ARE OPPORTUNITY-ORIENTED FORECASTS<br />

TECHNOLOGICAL<br />

GOAL -OR OBJECTIVE-DRIENTED FORECASIS. WITHIN THE<br />

AND<br />

ANALYTICAL MODELING INFORMED JUDGEMENT, PRECURSIVE<br />

FORMER<br />

AND TREND ANALYSIS OFFER USEFUL TECHNIQUES, WITHIN<br />

ANALYSIS,<br />

OBJECTIVE-ORIENTED FORECAST, EACH OF THESE IECHNIQbES IS<br />

THE<br />

VALID AN INCREASINGLY IMPORTANT ROLE OF<br />

EQUALLY<br />

FORECASTING IS ASSURED AS LONG AS<br />

TECHNOLOGICAL<br />

POLITICAL INSTABILITY FORCES THE CONTINUING<br />

INTERNATIONAL<br />

OF MORE POTENT WEAPONS AND AS LONG AS A FREE<br />

DEVELOPMENT<br />

EXISTS<br />

MARKET<br />

YAVITZ, BORIS<br />

C743<br />

ANOMIE OF THE -PAPER FACTORY- WORKER<br />

THE<br />

JOURNAL DF WORLD BUSINESS, BOL 2, NO 3, MAY-JUNE,<br />

COLUMBIA<br />

8P<br />

1967,<br />

JOB<br />

SATISFACTION,<br />

MODERN OFFICE IS TAKING ON THE CHARACTERISTICS OF<br />

THE<br />

FACTORY, WHILE, PARADOXICALLY, THE FACTORY IS GETTING IC<br />

THE<br />

LIKE AN OFFICE IHE REASON- AUTOMATION IS<br />

LOOK<br />

UPSTART, BUT IN THE FACTORY IT IS WELL<br />

WHITE-COLLAR<br />

TURNING FORMER ISLANDS OF IECHNOLOGY INTO<br />

ESTABLISHED,<br />

OF MECHANIZATIEN THESE CONTINENTS MEAN JOB<br />

CONTENTS<br />

AND INCREASING JOB SATISFACTION TO THE SURVIVINC<br />

ENLARGEMENT<br />

MAN THE OFFICE WORKER, IN TURN, STRUGGLES TO<br />

BLUE-COLLAR<br />

INCIPIENT STANDARDIZATION, WORK MEASUREMENT, AND EVEN<br />

ADJUST<br />

RATES OUTLOOK--CONTINENT BUILDING- WILL CUICKLY GET<br />

PIECE<br />

WAY IN THE OFFICE AND MOVE FAR MORE RAPIDLY THAN IT<br />

UNDER<br />

IN THE FACTORY ONE RESULT IS THAT THE OFFICE WILL NO<br />

DID<br />

SERVE AS A -SAFETY VALVE- FOR REDUNDANT LABOR NEW<br />

LONGER<br />

OF ECONOMIC ACTIVITY MUST TAKE EVER THAT ROLE<br />

DIRECTIONS<br />

MCFARLANE, D D HOROWITZ,<br />

CT44<br />

AND BUSINESS DECISION<br />

RISK<br />

HORIZONS, VCL I0, NO 2, SUMMER, 1967, lOP<br />

BUSINESS<br />

DECISION, ANALYST<br />

RULES,<br />

BUSINESS ANALYST CAN PROVIDE THE MOEERN<br />

QLANTITATIVE<br />

MAKER WITH SOME PRECISE RULES, BUT IT CANNOT<br />

DECISION<br />

THE FACTOR OF UNCERTAINTY AN INHERENT PART DF THE<br />

OVERCOME<br />

WORLD IT CAN, HOWEVER, ELIMINATE SOME OF THE<br />

BUSINESS<br />

ASPECTS THAT OFTEN ARISE WHEN DECISION-MAKING<br />

PROBLEMATIC<br />

ARE DELEGATED<br />

RESPONSIBILITIES<br />

ROWEN, HENRY S<br />

0745<br />

OF AMERICAN SOCIETY<br />

PROBLEMS<br />

FINANCIAL ANALYST JOURNAL, VOL 23, NO 5, SEPT-OCT 1967,<br />

ANALYSIS<br />

EDUCATION,<br />

ROWEN PDINIS OUT THAT IN MANY AREAS CF PUBLIC<br />

MR<br />

NEITHER THE GOVERNMENT NOR PRIVATE INDUSTRY HAS<br />

INIERESI<br />

ADEQUATE INVESTMENTS FOR A SUCCESSFUL RESOLUTION OF<br />

MADE<br />

NEEDS PROMINENT AMONG THEM ARE EDUCATION, HEALTH,<br />

BASIC<br />

TRANSPORTATION, POVERTY, AND THE URBAN GHETTOS AS AN<br />

MASS<br />

OF RESEARCH METHODS, WHICH HAVE BEEN PRODUCTIVE<br />

ILLUSTRATION<br />

PROMISING, MR ROWEN SINGLES OUT SYSTEMS ANALYSIS<br />

AND<br />

ATTRIBUTING TO THE METHOD A CAPABILITY CF<br />

WITHOUT<br />

AND GUANTIFYING ALL THE IMPORTANT FACTORS<br />

INTERRELATING<br />

GIVEN AREA, IT CAN FID WHICH INTERACTIONS ARE<br />

WIIHIN<br />

AND COHERENT MORE SHARPLY POINTED CUESTIONS MAY THEN<br />

STRONG<br />

RAISED CONCERNING SOLUTICNS OR ALTERNATIVES<br />

BE<br />

HARMON, JW<br />

C?6<br />

NEW APPROACH TO EMPLOYEE IRAINING<br />

A<br />

MANAGEMENT JUNE 1967 4P<br />

BUSINESS<br />

PROGRAMMED<br />

TRAINING,<br />

YOU HAVE TROUBLE SCHEDULING EPLDYEE TRAINING<br />

IF<br />

FINDING QUALIFIED INSTRUCTORS, ACHIEVING<br />

SESSIONS,<br />

RESULTS AND KEEPING STUOENIS FROM BECOMING<br />

CONSISIENT<br />

PREVENIING FRUSTRATION IN SLOWER LEARNERS-, YEU<br />

BORED-WHILE<br />

BE INTERESIEO IN A NEW APPROACH TC EMPLOYEE TRAINING<br />

WILL<br />

HERE BY A HIGHLY EXPERIENCED TRAINING CONSULTANT<br />

OUTLINED<br />

CHIEF CHARACTERISTIC OF THE NEW METHOD IS THAT IT<br />

THE<br />

TRAINING INOIVIDUALS RATHER THAN GRDUPS, AND USES<br />

INVOLVES<br />

OF FLEXIBLE TECHNIQUES IN TE PROCESS FOR EXAMPLE,<br />

VARIETY<br />

TEXTBOOKS ARE USED IN SOME CASES, WHILE IN OTHER<br />

PROGRAMED<br />

TEACHING MACHINES MAY BE MORE EFFECTIVE IHE<br />

SITUATIONS,<br />

HOWEVER, IS ON EACH INDIVIDUAL TRAINING HIMSELF-AT<br />

EMPHASIS,<br />

OWN SPEED- AND IT SEEMS TO WORK<br />

HIS<br />

DUSENBbRY, WARREN<br />

C747<br />

FOR NEW PRODUCT INTRODUCTIONS<br />

CPP<br />

BUSINESS REVIEW VOL 45, 6, JULY-AUGUST, 1967, 9P<br />

HARVARO<br />

PLANNING, CONTROL<br />

PROGRAMS,<br />

ARTICLE DESCRIBES A NEW AND PROMISING APPROACH TO<br />

THIS<br />

PLANNING IN PARTICULAR, PROGRAMS FOR THE<br />

MARKETING<br />

OF NEW PRODUCTS THE APPROACH, WHICH HAS BEEN<br />

INTRODUCTION<br />

USED BY OIAMGNC ALCALI CCMPANY MAKES USE OF<br />

SUCCESSFULLY<br />

CRITICAL PATH METHOD THIS METHOD IS NOT NEW, BUT ONLY<br />

THE<br />

HAS IT APPEARED ON THE MARKETING SCENE<br />

RECENTLY<br />

PATH METHOD HAS LED TO IMPORIANT CAINS AT<br />

CRITICAL<br />

ALKALI, INCLUDING GREAIER SPEED AND EFFICIENCY IN<br />

DIAMOND<br />

LAUNCHING OF NEW PRODUCTS, BETTER MANAGEMENT CONTROL,<br />

THE<br />

COMMUNICATIONS, AND HIGHER MORALE YET, AT THE SAME<br />

IMPROVED<br />

IT POSES PROBLEMS OF ITS OWN THAT MANAGEMENT MUST<br />

TIME<br />

SOLVE<br />

EWING, DAVID W°<br />

Cq8<br />

PLANNING AT A CROSSROADS<br />

CORPORAIE<br />

BUSINESS REVIEW VOL 65, 6, JULY-AUGUST, 1967, BP<br />

HARVARD<br />

FORECASIS<br />

PLANNERS,<br />

EVIDENCE SHOWS THAT THE PLANNING MOVEMENT HAS<br />

WHILE<br />

MOMENIUM AND ACHIEVED A RESPECTABLE NICHE IN<br />

GAINED<br />

CIRCLES, NOT ALL BUSINESSMEN ARE COMPLETELY AT<br />

EXECUTIVE<br />

WIIH IIS FUNDAMENTAL CENCEPTS THIS UNEASINESS IS CUE<br />

EASE<br />

THEIR FAILURE TO ASK AND DEBATE THREE BOTHERSOME<br />

TO<br />

THAT HAVE ACCOMPANIED PLANNING SINCE ITS START<br />

QUESTIONS<br />

ARTICLE TACKLES IHE QUESTIONS, WHAT IS THE PURPOSE OF<br />

THIS<br />

WHAT ABOUT THE HUMAN ELEMENTS, AND SHOULD THE<br />

PLANNING,<br />

OBJECTIVES BE BASED ON MARKET FORECASTS, TO SEE<br />

STRATEGIC<br />

HAS GIVEN RISE TO THEM AND WHAT LIES AHEAD FOR BUSINESS<br />

WHAT<br />

PLANNERS<br />

BRADY, RODNEY H<br />

C749<br />

IN TOP-LEVEL DECISION MAKING<br />

COMPUTERS<br />

BUSINESS REVIEW VOL 45, 6, JULY-AUGUST, 1967,<br />

HARVARD<br />

DECISION<br />

MAKING,<br />

ARTICLE DEALS WITH A CUESTICN THAT MANY<br />

THIS

HAVE BEEN WONDERING ABOUT FOR SOME TIME- HAS THE<br />

BUSINESSMEN<br />

CHANGED THE MANNER, FORM OR COTEhT OF TOP<br />

COMPUTER<br />

DECISION MAKING THE CONOLUSION REACHED IS THAT<br />

MANAGEMENT<br />

TO THE PRESENT THE COMPUTER HAS NOT HAD MUCH IMPACT ON<br />

UP<br />

DECISION MAKING IT HAS RESULTED IN TCP EXECUTIVES<br />

TOP-LEVEL<br />

MORE TIME TO MAKE DECISICNS MORE ALTERNATIVES TO<br />

HAVING<br />

AND OTHER INDIRECT ADVANTAGES, BUT IT HAS NOT<br />

CONSIDER,<br />

AFFECTED THE WAY DECISIONS ARE MADE CR THE KINDS<br />

MATERIALLY<br />

DECISIONS REACHED LOOKING AHEAD, HOWEVER, THE AUTHOR<br />

OF<br />

SOME GREAT CHANGES IN THIS SITUATICN CURING THE DECADE<br />

SEES<br />

THE Ig?OS BY Ig?5, HE PREDICTS, THE COMPUTER WILL HAVE<br />

OF<br />

TOP MANAGEMENT DECISION MAKING IN A NUMBER OF<br />

CHANGED<br />

RESPECTS<br />

IMPORTANT<br />

SCHIFF, SCHIFF, MICHAEL<br />

CTSO<br />

SALES MANAGEMENT TOOL ROAM<br />

NEW<br />

BUSINESS REIEw VOI 45, 4, JULY-AUGUST, 1967, BP<br />

HARVARD<br />

PROGRAM, EVALUATED<br />

TRAINING<br />

MARKETING PROPOSALS ARE EVALUATED BY A<br />

USLALLY<br />

CONSIDERATION OF TWO FACTORS REVENLE AND COSTS.<br />

RESTRICTED<br />

DOES THE MARKETER DIRECT ATTENTION TO THE MANNER IN<br />

RARELY<br />

TFE PROPOSALS MAY AFFECT HIS INVESTMENT IK INVENTORY<br />

WHICH<br />

ACCOUNTS RECEIVABLE THIS ARTICLE PRESENTS A MAJOR<br />

AND<br />

OFTEN IGNORED WHEN A COMPANY IS CONSIDERING A NEW<br />

FACTOR<br />

THIS FACTOR HAS BEEN DUBBED ROAM, AN ACRONYM FOR<br />

PROPOSAL<br />

ON ASSETS MANAGED- THIS ARTICLE ALSO DESCRIBES<br />

-RETURN<br />

A TRAINING PROGRAM FOR FIELD MARKETING MANAGERS IN<br />

DETAIL<br />

THIS CONCEPT hAS BEEN TAUGHT WITH EVIDENT SUCCESS<br />

WHICH<br />

EISENPREIS, ALFRED<br />

C?SI<br />

MERCHANTS CAN LEARN FROM SCIENCE<br />

WHAT<br />

OF RETAILING VOL 3, I, SPRING, IgOT, 6P<br />

JOURNAL<br />

EVALLATE<br />

ORCANIZATIONAL,<br />

ARTICLE CO,TENDS THAT SCIENCE MAKES A CONTRIBUTIO<br />

ThIS<br />

GREAT VALUE AND SIGNIFICANCE TO IHE DISTRIBUTION<br />

OF<br />

THEORY AN PRACTICE ARE INTERLINKED I AMERICAN<br />

INDUSTRY<br />

TO EXPLORE WHAT MERCHANTS CAN LEARN FROM<br />

DISTRIBLTION<br />

FOUR BROAD GROUPINGS OF DISTRIBUTION ACTIVITIES ARE<br />

SCIENCE,<br />

THE CHALLENGE OF CHANGING ORGANIZATIONAL<br />

DISCUSSED.<br />

CAPITAL INVESTMENT, MERCHANDISING, AND OPERATING<br />

STRUCTURE,<br />

ARE IHE FOUR AREAS DISCUSSED<br />

ACIIVIIIES<br />

SPECIALISTS AND OUTSIDE CONSULTANTS HANOLE<br />

STAFF<br />

WHICH DIFFER BETWFE CMPANIES THE APPLICATION OF<br />

PROBLEMS<br />

TO DISTRIBUIION MAY BE COSTLY, BUT GOOD MANAGEMENT<br />

SCIENCE<br />

EVALUATE POIENTIAL COSTS AGAINST POTENTIAL REWARDS<br />

CAN<br />

KLEINMAN, B.D SANDLER, L<br />

C752<br />

ROLE IN ACCOUNTING FOR ANII-POVERTY PROGRAM GRANTS<br />

CPAS<br />

NEW YORK CERTIFIED PUBLIC ACCOUNTANT, VCL 37, NO 9,<br />

THE<br />

1967 6P<br />

SEPTEMBER,<br />

ORGANIZATICNS, COUNSEL, CONTROL, ADMINISTRATIVE<br />

PROGRAM,<br />

I964 ECONOMIC OPPORTUNITY ACT AUTHORIZED<br />

THE<br />

ALLOTMENTS OF FUNDS TO LOCALITIES FOR APPROVEC<br />

SUBSTANTIAL<br />

PROGRAMS THESE FUNDS ARE ALLOTTEE TO LOCAL<br />

ANTI-POVERTY<br />

-DELEGATE AGENCIES- THIS ARTICLE DISCUSSES<br />

ORGANIZATIONS<br />

PROCEDURES FOR SUCH AN AGENCY TO RECEIVE CRANT, THE<br />

THE<br />

AND CTHER REQUIREMENTS AND THE ROLE CF THE<br />

ACCOUNTING<br />

AND HIS SERVICE THE CPA CAN ASSIST IN PREPARING<br />

ACCOUNTANT<br />

BUDGET WHICH MUST BE SUBMITTED TO THE LOCAL<br />

THE<br />

AGENCY TO SECURE A GRANT ALSO, HE CAN INSURE<br />

ADMINISTRATIVE<br />

WITH THE GRANT SET UP A SYSTEM OF ITERNAL<br />

COMPLIANCE<br />

CONSISIENT WITH REGLLATIONS, MAKE PERIODIC AUDITS,<br />

CONTROL<br />

REPORTS TO BE SUBMITTED TO THE ADMINISTRATIVE AGENCY<br />

REVIEW<br />

COUNSEL WITH THE DIRECTORS OF THE AGENCY THESE<br />

AND<br />

PROGRAMS OFFER THE CPA A OPPORTUNITY TO SERVE<br />

ANII-PCERTY<br />

THE AREA OF PLBLIC SERVICE<br />

IN<br />

GRANT, C B.S<br />

0753<br />

TECHNOLOGY IN HIGH SCHOOLS SIATUS REPORT<br />

EDUCATIONAL<br />

PROCESSING VOL 9, B, AUGUST, 1967, 2P<br />

DATA<br />

INNOVATION, EDUCATIONAL<br />

PROGRAMMED,<br />

ARTICLE PRESENTS THE RESULTS OF RECENT INVENTORY<br />

THIS<br />

INNOVATIVE PRACTICES IN SECONDARY SCHOOLS ThE<br />

OF<br />

EXAMINED INCLUDED TELEVISION INSTRCTION<br />

IECHNOLOGIES<br />

INSIROCTION TEACHING MACHINES, LANGUAGES<br />

PROGRAMMED<br />

DATA PROCESSING EQUIPMENT, TELEPHONE<br />

LABORATORIES,<br />

AND SIMULATION CR GAMING RESULTS ARE RELATED<br />

AMPLIFICATION,<br />

PERCENTAGE OF SCHOOLS IN INDIVIDUAL STATES OF BOTH<br />

IN<br />

AND LOWEST EDUCATIONAL TECHNOLOGY INNOVATION.<br />

HIGHEST<br />

THE ADVANCE OF EDUCATIONAL TECHNCLOGY IN OUR<br />

OVERALL,<br />

SCHOOLS SEEMS ENCOURAGING AND THE FUTURE SHOULD<br />

SECONDARY<br />

EVEN MORE WIDESPREAD USE OF THESE TECHNOLOGIES<br />

EXPECT<br />

GRIED LOUIS<br />

C75<br />

SUCCESS SPOIL YOUR ORGANIZATION<br />

WILL<br />

PROCESSING, VCL 9 8, AUGUST 1967,<br />

DATA<br />

CONFLICT<br />

PRIMARY AREA DF CONCERN TO THE MODERN EXECUTIVE IS<br />

A<br />

PROBLEM OF SURVIVAL OF HIS ORGANIZATID THROUGH TIME<br />

THE<br />

ARTICLE APPROACHES THIS PROBLEM AS ONE OF PREVENTING<br />

THIS<br />

DECAY OR DETERIORATION CF THE ORGANIZATION WHENEVER AN<br />

THE<br />

ISOLATES ITSELF FROM THE OBJECTIVE VALUES OF<br />

ORGANIZATION<br />

OUTSIDE ENVIRONMENT, WHETHER IT BE STABLE OR CHANGING<br />

THE<br />

HAS TAKEN THE FIRST StEP TOWARD ITS DETERIORATION<br />

IT<br />

ORGANIZATION SHOULD NOT BE RELUCTANT TO CHANGE ITS<br />

LARGE<br />

GOALS OR VIEWPOINTS FOR ONLY WHEN A SYSTEM IS<br />

MEIHODS,<br />

TO OUTSIDE INFLUENCES DOES IT PREVENT A CONFLICT<br />

RESPONSIVE<br />

GOALS LEADING TO DECAY<br />

OF<br />

THEME OF THIS ARTICLE IS ILLUSTRATED THROUGHOUT<br />

THE<br />

EXAMPLES DRAWN FROM GOVERNMENTAL HISTORY THE ARGUMENTS<br />

WITH<br />

OLT THAT SUCCESS CAN SPOIL AN ORGANIZATION IF THE<br />

POINT<br />

SIGNS OF ORGANIZATIONAL DECAY GO UNDETECTED OR ARE<br />

WARNING<br />

IGNORED<br />

ROTHERY, BRIAN<br />

C755<br />

PROGRAMMING PROGRESS<br />

ASSESSING<br />

PROCESSING, VOL g, 8, AUGUST, i967, 2P<br />

DATA<br />

PLANNING, CONTROL<br />

PROGRAM,<br />

OF A PROGRAMING PROJECT INVOLVES TWO VITAL<br />

MANAGEMENT<br />

-ASSESSMENT AND COkTRCL GOOD STANOARES ASSURE THAT<br />

ELEMENTS<br />

IS ESTABLISHED ASSESSMENT, HOWEVER IS DEPENDENT<br />

CONTROL<br />

THE PLANNING PRIOR TO ESTIMATING THE PROGRAM LOAD IN<br />

UPON<br />

153<br />

TO THE MEASUREMENTS TAKEN TO SEE THAT THE WORK IS<br />

ADDITION<br />

THIS ARTICLE REPORTS ON SOME GF THE METHODS FOR<br />

PROGRESSING<br />

PROGRESS THERE ARE MANY METHODS OF ASSESSING<br />

MEASURING<br />

BUT THE BEST EMPLOY A STANDARD UNIT OF CONTROL.<br />

PROGRESS<br />

METHODS ARE EXPLAINED AND ILLUSIRATE THE FIRSI<br />

THREE<br />

A PROGRESS CHART THAT COMPARES ELAPSED TIME AND<br />

IS<br />

TIME IHE SECOND CHART SHOWS THE PROGRESS TREND<br />

PRODUCTIVE<br />

STATISTICAL PROJECTIONS THE THIRD CHART GIVES SOME<br />

AND<br />

ON HOW THE PRODUCTIVE TIME IS CALCULATED IN ALL CASES<br />

LIGHT<br />

USE OF GOOD STANDARDS IS ESSENTIAL<br />

THE<br />

PAYTZ, R K<br />

C756<br />

REPORTING AND DATA RELIABILITY.'<br />

CONGLOMERATE<br />

EXECUTIVE VOL XXXV NO 9, SEPTEMBER, 197,<br />

FIkANCIAL<br />

ANALYSIS<br />

INFORMATION,<br />

RECOMMENT IHE RELEASE GF INFORMATION ABOUT THE<br />

TO<br />

OF CONGLOMERATE COMPANIES BEYOND WHAT IS NOW<br />

OPERATIONS<br />

REPORTED, WITHOUT A CAREFUL ANALYSIS OF THE<br />

GEkERALLY<br />

OF SUCH CATA AND THE DIFFICULTIES AND EVEN<br />

LIMITATIONS<br />

INHERENT IN THEIR USE COULO LEAD TO SUBSTANTIAL<br />

DANGERS<br />

THE PLRPOSE OF THIS ARTICLE IS TO EXAMINE SOME OF<br />

PROBLEMS<br />

PROBABLE LIMITATIONS OF SUCH REPORTING IT HAS BEEN<br />

THE<br />

THAT FOR REPORTING PURPOSES THE COMPANY BE<br />

SUGGESTED<br />

INTO PARTS AND REPORTS BE PREPARED FOR EACH PART<br />

SEPARATED<br />

THE VALUE OF THIS FOR POTENTIAL INVESTORS IS<br />

BUT<br />

RESPONSES ARE GIVEN IN REGARD TO THE EXTENT<br />

QUESTIONABLE<br />

ALLOCATION OF COMMON COSTS AMONG PARTS OF A COMPANY<br />

THAT<br />

SIGNIFICANT PROBLEMS OF RELIABILITY IN RESULTING<br />

POSE<br />

IT HAS BEEN PROPOSED THAT COMMON COSTS -COSTS THAT<br />

REPORTS<br />

TO TWO OR MORE SEGMENTS OF THE CCMPANY-, BE OMITTEO<br />

RELATE<br />

REPORTS TD REDUCE THE SUBJECTIVIIY BROUGHT INTO<br />

FROM<br />

REPORIS DLE TO COMMON COST ALLOCATIONS.<br />

DIVISONAL<br />

BRATTER, HERBERT<br />

C757<br />

THE BANK DIRECTORS MEETING.'<br />

AT<br />

VOL LX, 2, AUGUST, 967, 2P<br />

BAKING<br />

JOB<br />

ORGANIZES,<br />

ARTICLE PRESENTS SOME SUGGESTIONS FOR A BANK<br />

THIS<br />

TO HELP HIM FULFILL HIS JOB MORE COMPLETELY<br />

DIRECTOR<br />

THE BOARD OF DIRECTORS WILL FUNCTION IN A<br />

BASICALLY<br />

MANNER IF ITS MEMBERS ARE MADE AWARE OF THEIR<br />

SATISFACTORY<br />

AND REALIZE THAT IT IS THEY WHO SHOULD ESTABLISH<br />

DUTIES<br />

POLICIES FOR THE BAK AND SEE THAT THOSE POLICIES<br />

GENERAL<br />

CARRIED OUT BY THE OFFICERS MORE SPECIFICALLY A TYPICAL<br />

ARE<br />

IS OUTLINED WHICH ORGANIZES THE MEETINGS LOOSE-LEAF<br />

AGENDA<br />

ARE SUGGESTED AS A WAY TO PRESENT DATA AT THE<br />

BOOKS<br />

MEETINGS<br />

THE PAIN PURPOSE CF THE BOARD IS TC ESTABLISH<br />

SIkCE<br />

THE BANKS POLICIES, 12 FACTORS TC BE CCNSIOEREC IN<br />

REVIEW<br />

LOAN POLICIES ARE LISTED ANOTHER LIST PRESENTS<br />

ESIABLISHING<br />

ASPECTS OF THE BAAKS BUSINESS THAT SHOULD BE<br />

IMPORTANT<br />

REVIEWED BY THE DIRECTORS THIS ARTICLE INCLUDES<br />

REGULARLY<br />

OF A BANK DIRECTORS JOB THAT SHOULD BE RECOGNIZED<br />

ASPECTS<br />

WILLIAMS, R H<br />

C758<br />

360 CODING TECHNIQUES<br />

SYSTEM<br />

PRCCESSING, VOL 9, 8, AUGUST, 1967,<br />

DAIA<br />

PROGRAMMER, INDEXING, DOCUMENT CONTROL, CODES<br />

TESTING,<br />

ALL TECHNICAL FIELDS COMPUTER PROGRAMMING TENDS TC<br />

LIKE<br />

MANY -TRICKS OF THE TRADE- WHICH ARE SELDOM<br />

DEVELOP<br />

AND ALMOST NEVER COLLECTED TOGETHER IN SINGLE<br />

DOCUMENTED,<br />

THIS ARTICLE PRESENTS SUCH A COLLECTION OF<br />

DOCUMENT<br />

FOR IBM 360 ASSEMBLY LANGUAGE CODING<br />

TECHNIQUES<br />

FIRST SECTION, WHICH CONSISTS OF CODING TECHNIQUES<br />

THE<br />

ALLOW THE PROGRAMMER TO TILIZE THE 360 hARDWARE<br />

WHICH<br />

INCLUDES CLEARING, TESTING, SWAPPING GATES,<br />

BETTER<br />

AND SHIFTING INDEXING, BINARY ARITHMETIC AND<br />

ROTATION<br />

MANIPULATIONS TECHNICUES THE SECOND SECTION<br />

CHARACTER<br />

CONDITION CQDES SWITCHES, PARAMETERS AND DUMMY<br />

DESCRIBES<br />

SECTIONS, WHICH ARE SOME CONVENTIONS IN THE USE OF<br />

CONTROL<br />

SYMBOLS FOR MORE EFFECTIVE UTILIZATION OF ASSEMBLER<br />

THE<br />

FACILITIES<br />

ARTICLE SHOULD BE ESPECIALLY HELPFUL TO THOSE WHO<br />

IHIS<br />

TRYING TO LEARN THE 60 ON THEIR OWN BUT SHOULD ALSO BE<br />

ARE<br />

TO THE TRAINED 60 PROGRAMMER<br />

USEFUL<br />

BELSDN, WILLIAM A<br />

C759<br />

RECORDING EFFECT ON ACCURACY OF RESPONSE IN SURVEYS<br />

TAPE<br />

OF MARKEIING RESEARCH VOL. IV, AUGUST 1967, 8P.<br />

JOLRNAL<br />

TYPESCRIPT<br />

QUESTIONNAIRE,<br />

ARTICLE REPORTS A STUDY OF THE EFFECTS ON THE<br />

THIS<br />

OF SURVEY DATA OF TAPE RECORDING AN INTERVIEw<br />

ACCURACY<br />

MATCHED SAMPLES WERE USED EACH WITH A STANDARD<br />

EMPIRICALLY<br />

BUT FOR ONE OF THEM A TAPE RECORDER WAS ALSO<br />

QUESTIONNAIRE,<br />

THE QUESTIONS ASKED CONCERNED NEWSPAPER READERSHIP,<br />

USED<br />

DATA WERE AVAILABLE FROM ANOTHER SOURCE FOR VALIDATING<br />

AND<br />

REPLIES FOR THE SAMPLE AS A WHOLE, THERE WAS NO LOSS IN<br />

THE<br />

BECAUSE OF TAPE RECORDING HOWEVER THIS MASKS<br />

ACCURACY<br />

ACCURACY FOR THE UPPER SOCIAL GROUPINGS AND<br />

REOUCED<br />

ACCURACY FOR THE LOWER<br />

INCREASED<br />

PALL, ROBERT BELL, ROBERT<br />

CTO0<br />

OF MANPOWER REQUIREMENTS IN VARIABLE<br />

DETERMINATION<br />

ACTIVITIES<br />

OF RETAILING VOLo43, NO 2, SUMMER 196T<br />

JOLRNAL<br />

MANPOWER JOB, CONTROLLING<br />

PLAN<br />

IS THE BELIEF OF THE AUTHORS THAT THE USE OF<br />

IT<br />

STANDARDS AS A BASIS FOR SCHEDULING AND<br />

QUANTITATIVE<br />

WORK ASSIGNMENTS CAN INCREASE STORE PROFITS<br />

CONTROLLING<br />

IS ACCOMPLISHED BY REDUCING LABOR COSTS<br />

THIS<br />

RETAIL STORE IS ACCUSED Op FAILING TO ADJUST TO A<br />

THE<br />

OF WORK SCHEDULING THAT HAS LONG SINCE BEEN ADOPTED<br />

SYSTEM<br />

INDLSTRY IN ORDER TO HANDLE PEAK BUSINESS LOADS DURING<br />

BY<br />

NOON-HOUR AND AFTER-WORK RUSH PERIODS, STORES REMAIN<br />

THE<br />

FOR THE REMAINDER CF THE DAY IN A RECENTLY<br />

OVER-STAFFED<br />

SLRVEY IT WAS DISCOVERED THAT SALESMEN SPENT ONLY<br />

TAKEN<br />

PER CENT OF THEIR TIME ENGAGED IN SELLING THE<br />

TWENIY-FIVE<br />

OFFER A PLAN BASED ON NEW DEFINITIONS OF JOB<br />

AUTHORS<br />

THAT WILL MAKE SIZABLE IN-ROADS INTO REOUCING THIS<br />

FUNCTIONS<br />

EXPENSE<br />

KLEINSCHRO0, W A<br />

D?OI

BIG NEW PUSH TO EDUCATE.<br />

THE<br />

MANAGEMENT VCL 28, NO.8, SEPTEMBER, 1967,<br />

ADMINISTRATIVE<br />

JOB, EDUCATE, ADMINISTRATIVE<br />

TRAINING,<br />

IS NOW WILL BE MUST BE, ALLOCATING<br />

BUSINESS<br />

AMOUNTS OF TIME AND MONEY TO THE JOB OF MAKING<br />

INCREASING<br />

PEOPLE MORE COMPETENT THE BIG EDUCATION PUSH IS<br />

ITS<br />

THAT ADMINISTRATORS EXERT A GENERALIST MANAGERS<br />

DEMANDING<br />

HERE. A KNOWLEDGE OF TRAINING TRAINERS AND TOOLS<br />

KNOWLEDGE<br />

WHICH TO WORK.<br />

WITH<br />

CRUCIAL NEED IN MOST FIRMS IS FOR A BETTER GRADE OF<br />

THE<br />

TALENT NEXT WEEK AND NO SUBSTANTIAL ABSENCE THIS<br />

EXECUTIVE<br />

WEEK.<br />

SHORTAGE OF COMPETENT PEOPLE AT ALL LEVELS IS<br />

THE<br />

SEVEREST PROBLEM IT IS THE ADMINISTRATIVE MANAGERS<br />

BUSINESS<br />

CHALLENGE.<br />

GREATES1<br />

WOODS, O.H.<br />

0T62<br />

NEW PERSPECTIVE.<br />

A<br />

ANALYSTS JOURNAL VCL 23 NO.6, AUGUST 1967, 3P<br />

FINANCIAL<br />

DECISION<br />

ORGANIZATIONAL,<br />

STRUCTURE SOMETIMES WEAKENS THE PROCESS<br />

ORGANIZATIONAL<br />

INVESTMENT OECIS[ON-MAKING BY FINANCIAL INSTITUTIONS BY<br />

OF<br />

CONCEPTS OF MODERN DECISION THEORY, THE AUTHOR hOPES<br />

USING<br />

PROVIDE SOME INSIGHTS INTO THE PROBLEM OF INSTIIUTIDNAL<br />

TO<br />

MANAGEMENT INSTANCES ARE CITED OF THE<br />

INVESTMENT<br />

OF DECISION-MAKING UNDER CONDITIONS OF<br />

DIFFICULTIES<br />

AN ORGANIZATIONAL MODEL CONSISTING OF PATTERN<br />

UNCERTAINTY<br />

DECISION-MAKING, AND POLICY-MAKING IS USED FOR<br />

RECOGNITION,<br />

PURPOSES. SOME ASPECTS OF THE PROBLEM CAN BE<br />

DESCRIPTIVE<br />

BY PROBABILITY ESTIMATES AND A SHARPER<br />

APPROACHED<br />

OF MANAGEMENTS RISK JUDGEMENTS.<br />

FORMULATION<br />

DITZ, GERHARD W<br />

0763<br />

PROBLEMS OF THE SALESMEN<br />

STATUS<br />

TOPICS VOL 15, NO. WINTER 1967. lOP.<br />

BUSINESS<br />

PSYCHOLOGICAL, JOB<br />

TE$IS<br />

TURNOVER AMONGST SALESMEN IS EXTREMELY HIGH. THE<br />

THE<br />

ATTEMPTS TO FIND THE REASON WHY MOST SALESMEN DO NOT<br />

AUTHOR<br />

A POSITION OF PERMANENCY VERY FEW YOUNG MEN ASPIRE<br />

SECURE<br />

BE SALESMEN. IT IS THOUGHT TO BE A TRANSITION STEP BEFORE<br />

TO<br />

THE MANAGERIAL RANKS ONLY THE BLUE-COLLAR WORKER<br />

ENTERING<br />

SELLING AS THE SOLUTION TO INCREASED STATUS.<br />

FINDS<br />

A SALESMAN BECOMES PROFICIENTq INCOME BECOMES A<br />

IF<br />

CONSIDERATION ANO HE IS SOON LOOKING FOR STATUS,<br />

MARGINAL<br />

CAN NOT BE FOLND IN HIS PRESENT JOB. THE USE OF<br />

WHICH<br />

TESTS TO SCREEN CANDIDATES FOR SELLING JOBS<br />

PSYCHOLOGICAL<br />

TO CLOUD THE ISSUE WHILE THE AUTHOR OFFERS NO<br />

TENDS<br />

HE DOES RAISE SOME VERY VALID QUESTIONS.<br />

ANSWERS,<br />

RANDALL, JR. E.V<br />

eTA4<br />

OF EMPLOYEES.<br />

MOTIVATION<br />

VOL.BO, NO 3, SEPTEMBER, 1967,<br />

BANKING,<br />

COMMUNICATION<br />

POLICY<br />

AUTHOR CRITICIZES UPPER MANAGEMENT FOR THEIR<br />

THE<br />

RELATIONSHIPS. HE CLAIMS COMPANIES HAVE PROPER<br />

EMPLOYEE<br />

FOR EMPLOYEE MOTIVATION, YET OFTEN THESE GUIOES ARE<br />

GUIDES<br />

DISCONTENT WITH EMPLOYEES APPEARS TO EXIST DUE TO<br />

IGNORED.<br />

OF TWO-WAY COMMUNICATION WITHIN THE FIRM.<br />

LACK<br />

AUTHOR OFFERS A NEW POLICY WITH SEVERAL SUGGESTIONS<br />

THE<br />

HOW TO REGULATE IHESE DIFFICULTIES POSITIVE IOEAS<br />

OF<br />

THE NEGLECTED ASPECTS OF THIS TOPIC.<br />

REPLACE<br />

HINKLE CHARLES L. KUEHNt ALFRED A<br />

0765<br />

MOOELS MAPPING THE MAZE FOR MANAGEMENT<br />

HEURISTICS<br />

MANAGEMENT REVIEW VCL.l, FALL 1967t 9P.<br />

CALIFORNIA<br />

DECISION-MAKING<br />

MANAGEMENT SCIENCE EVOLVES, THE TWO INTERELATEO<br />

AS<br />

OF MODELS AND SYSTEMS ARE PROVING THEIR USEFULNESS<br />

CONCEPTS<br />

ALL FUNCTIONAL AREAS OF BUSINESS. CERTAIN ASPECTS OF THE<br />

IN<br />

OF MATHEMATICAL MODELS TO BUSINESS PROBLEMS ARE<br />

APPLICATION<br />

HERE, WITH EMPHASIS ON THE MERITS OF HEURISTIC<br />

PRESENTED<br />

AS AIDS TO OECISION-MAKING FIRST THE HISTORICAL<br />

APPROACHES<br />

OF MODELS ARE PRESENTED AND A HEURISTIC DEFINED WITH<br />

USES<br />

ON THE VALUE OF SIMPLICITY EXAMPLES OF LOCATING<br />

EMPHASIS<br />

ORDER CONSOLIDATION, TRUCK SCHEDULING AND<br />

WAREHOUSES<br />

SCHEDULING ILLUSTRATE SITUATIONS IN WHICH HEURISTIC<br />

AIRLINE<br />

ARE BEING EMPLOYED WITH CONSIDERABLE SUCCESS<br />

DEVICES<br />

DISCUSSION EMBODIES CONSIOERATIONS OF REALITY<br />

FbRTHER<br />

AND COSTS, DIRECTED TOWARD READERS WHO HAVE MORE<br />

EFFICIENCY,<br />

JUST A CASUAL OR ACADEMIC INTEREST IN USING MODELS AND<br />

THAN<br />

IN PROBLEM SOLVING<br />

COMPUTERS<br />

STEINER GEORGE A.<br />

0766<br />

TO LONG-RANGE PLANNING FOR SMALL BUSINESS.<br />

APPROACHES<br />

MANAGEMENT REVIEWt VOL.lt NOt FALL 1967,<br />

CALIFORNIA<br />

PROGRAM PLANNING, ANALYTICAL<br />

SELECTINGt<br />

ARTICLE PRESENTS SOME NEW THOUGHTS ON LONG-RANGE<br />

THIS<br />

SPECIFICALLY DESIGNED TO ASSIST THE SMALL<br />

PLANNING<br />

DISCUSSION FIRST ESTABLISHES THE NEED FOR<br />

BUSINESSMAN<br />

PLANNING BY THE SMALL BUSINESS, ANO THE PRESENT<br />

LONG-RANGE<br />

OF IT. THE BASIC ANALYTICAL STEPS IN PLANNING ARE<br />

LACK<br />

AND A MORE DETAILED PRESENTATION OF A NUMBER OF<br />

LISTED<br />

STEPS FCR PLANNING IS INCLUDED SOME OF THESE<br />

OPERATIONAL<br />

STEPS ARE ASKING QUESTIONS, DETERMINING THE<br />

OPERATIONAL<br />

FACTOR FOR SUCCESSt CHECK-OFF LISTS AND SELECTING<br />

STRATEGIC<br />

KEY OBJECTIVES.<br />

CONCRETE<br />

AN ILLUSTRATION OF THE PROPOSED PLANNING TECHNIQUE,<br />

AS<br />

BRIEF DESCRIPTION OF AN ACTUAL COMPREHENSIVE PLANNING<br />

A<br />

IS INCLUDED.<br />

PROGRAM<br />

WEINGARTENt J.<br />

e767<br />

NO BUSINESS LIKE SEMINAR BUSINESS<br />

THERES<br />

REVIEW, VOL 90e ND.3 SEPTEMBER, I967o 5P<br />

DUNS<br />

CONVENTION MEETINGS<br />

SYMPOSIUM<br />

IS EXTREMELY DIFFICULT FOR MANAGEMENT TO TELL<br />

IT<br />

A SEMINAR WHICH HAS COST A COMPANY ANYWHERE FROM<br />

WHETHER<br />

HUNDRED TO SEVERAL THOUSAND DOLLARS, JUSTIFIES THE<br />

SEVERAL<br />

AND EVEN MORE IMPORTANTe THE OUTLAY OF VALUABLE<br />

EXPENSEe<br />

TIME NO MATTER HOW SUCCESSFUL THE SEMINAR, UNLESS<br />

EXECUTIVE<br />

INDIVIOUAL CLOSELY EXAMINES HIS MOTIVES FOR ATTLNDINGt<br />

THE<br />

OF THE MONEY OUTLAY IS LIKELY TO GO OONN TE CORPORATE<br />

MUCH<br />

IHE COMPANY SHOULD EXAMINE ITS MOTIVES FOR SENDING AN<br />

DRAIN.<br />

154<br />

THE ARTICLE DISCUSSES THE SELECTION OF THE RIGHT<br />

INDIVIDUAL<br />

TO ATTEND SUCH SEMINARS THE VARIOUS TYPES CF SEMINARS<br />

MAN<br />

DESCRIBED AND REFERENCE IS MADE TO THE SO-CALLED<br />

ARE<br />

SEMINARS WHICH COVER A WIDE ARRAY OF SUBJECTS.<br />

-HbMANITIES-<br />

LARDAS N. P.<br />

0768<br />

NOW A FEW WORDS ABObT SIGNS<br />

AND<br />

MANAGEMENT VCL.ZBt NO.B, SEPTEMBER, 1967, 2P<br />

ADMINISTRATIVE<br />

ADMINISTRATIVE<br />

INFORMATION,<br />

GREAT DEAL OF VARIED INFORMATION IS CONVEYEO BY THE<br />

A<br />

NAMEPLATES, AND DIRECTORY BOARDS THAT ARE USED<br />

SIGNS,<br />

THROUGHOUT OFFICES TODAY. THESE SIGNS<br />

EXTENSIVELY<br />

THE NAME OF A PERSON, THE LOCATION OF A<br />

COMMUNICATE<br />

OR A WORD OF CAUIIONt AND IT IS OFTEN THE<br />

DEPARTMENT<br />

MANAGERS RESPONSIBILITY TO BUY TFE NECESSARY<br />

ADMINISTRATIVE<br />

AND SEE THAT THEY ARE PROPERLY USED.<br />

PRODUCTS<br />

ARTICLE REVIEWS VARIOUS SIGN TYPES AND THE USES TC<br />

THIS<br />

ThEY MAY 8E PUT<br />

WHICH<br />

REAGAN, F H<br />

0769<br />

PRODUCTS IN REVIEW<br />

TELETYPE<br />

PROCESSING VOL g 9 SEPT L967e 6P.<br />

DATA<br />

CODE<br />

CONTROL,<br />

ARTICLE IS A REVIEW OF TELETYPE CORPORATIONS<br />

THIS<br />

LINE OF DATA COMMUNICATION EQUIPMENT THE KEYBOARD<br />

EXTENSIVE<br />

COMMUNICATIONS UNITS PRODUCED BY TELETYPE HAVE<br />

PRINTER<br />

WELL KNOWN OVER THE YEARS CGMPONENTS CURRENTLY<br />

BECOME<br />

BY TELETYPE INCLUDE CHARACTER-AT-A-TIME PRINTERS,<br />

PRODUCED<br />

PAPER TAPE READERS AND PUNCHES, EDGE-PUNCHED CARE<br />

KEYBOARDS,<br />

AND PUNCHED AND STATION CONTROL DEVICES.<br />

READERS<br />

DESCRIPTIONS OF THE MODEL 37 KSR TELESPEED<br />

DETAILED<br />

EDC AND PUSH BUTTON DATA GENERATOR ARE PRESENTED A<br />

IZDO<br />

COMPARES 1ELETYPE EQUIPMENT ON THE BASIS OF FUNCTIONe<br />

CHART<br />

OUTPUT, CODE LEVELS SPEED AND APPROXIMATE PURCHASE<br />

INPUT,<br />

PRICE.<br />

MECLIN,<br />

C770<br />

-NEW WAYS TO TEACH NEW SKILLS-.<br />

AUDIO-VISUALS<br />

MANAGEMENT VCL 28, ND 8, SEPTEMBER, I967 7P<br />

ADMINISTRATIVE<br />

PROGRAMMED<br />

TRAINING,<br />

BLACKBOAROS, VIOEOTAPE ANO PROGRAMMED<br />

ELECTRONIC<br />

ARE ALL IN THE VANGUARD OF AUDIO-VISUAL TRAININC<br />

INSIRUCIION<br />

TRADITIONAL AIDS LIKE PROJECTORS ARE NOW ABLE TO SHOW<br />

AIDS<br />

OR MORE TYPES OF FILM, AND SOME DO IT IN LIGHTED ROOMS<br />

TWO<br />

DEVICES ENABLE THE MANAGER TO MAKE HIS OWN<br />

NEW<br />

TO SUIT HIS FIRMS SPECIFIC IRAINING NEEDS<br />

TRANSPARENCIES,<br />

PRICES AND PORTABILITY HIGHLIGHT THE NEW PRODUCTS<br />

LOW<br />

MAJOR TYPES OF SCREENED MEDIA INCLUDE FILMSTRIPS,<br />

THE<br />

TRANSPARENCIES AND CPAGUE MATERIALS, IN ADDITION TO<br />

SLIDES,<br />

PICTURE FILMS. SEVERAL PROJECTORS ARE ABLE TO SHOW<br />

MOTION<br />

FILMSTRIPS AND SLIDES OVERHEAD PROJECTORS ARE USED FOR<br />

BOIH<br />

REAR PROJECTION UNITS PLACE THE PROJECTOR<br />

TRANSPARENCIES<br />

RATHER THAN IN FRONT OF THE SCREEN, PERP[TTING<br />

BEH[ND<br />

UNITS CONTAINED IN LECTERNS<br />

PORTABLE<br />

SCHULTZ RAYMOND G.<br />

C771<br />

ISSUES IN WORKMENS COMPENSATION<br />

ADMINISTRATIVE<br />

JOLRNAL OF RISK AND INSURANCE VOL 36, NO.3, SEPT. Ig6T<br />

THE<br />

ANALYSIS, ADMINISTERED<br />

PROGRAM,<br />

HAS RECENTLY UNDERGONE SOMETHING OF AN<br />

CALIFORNIA<br />

APPRAISAL- OF ITS WDRKMENS COMPENSATION SYSTEM IN<br />

-AGONIZING<br />

HOPE OF ARRIVING AT SOLLTIONS TO ALLEGED MAJOR<br />

THE<br />

THESE INCLUDE RISING VOLUME OF LITIGATION,<br />

SHORT-COMINGS.<br />

QUESTIONABLE ADMINISTRATIVE PRACTICES AND THE LACK OF<br />

SOME<br />

EFFECTIVE VOCATIONAL REHABILITATION PROGRAM- UNDERLYING<br />

AN<br />

STATED PROBLEMS IS THE AREA OF RISING COST.<br />

THESE<br />

ANALYSIS IS MADE OF OTHER TYPES OF ADMINISTRATIVE<br />

AN<br />

EMPLOYED IN THE UNITED STATES. THESE SUCCESSES<br />

SYSTEMS<br />

TO BE THE DIRECT PAYMENT OF STATE ADMINISTERED<br />

APPEAR<br />

FOUND IN wISCONSIN AND MICHIGAN THESE SYSTEMS TC<br />

PROCEDURES<br />

HAVE AVOIDED HEAVY LITIGATION ANO ACHIEVED A PROMPT,<br />

DATE<br />

BENEFIT PAYMENT RECORD AT A RELATIVELY LOW<br />

ACCURATE<br />

COST SHOULD THE CALIFORNIA SYSTEM REVISIONS<br />

ADMINISTRATIVE<br />

INEFFECTIVE, THE DIRECT-PAYMENT APPPROACH SHOULD BE<br />

PROVE<br />

CONSIDERED<br />

WIEKSIRLM O.K.<br />

07?2<br />

MUST MASTER SOCIAL PROBLEMS.<br />

MANAGERS<br />

MANAGEMENT VCL.28t NO 8t SEPT* 1967, IP.<br />

ADMINISTRATIVE<br />

PLANNING PERSONNEL, MAKING<br />

PROGRAM,<br />

OF THE GREAT CHALLENGES IN BUSINESS TODAY IS TO<br />

ONE<br />

FUTURE MANAGEMENT PERSONNEL FOR OPERATING THEIR FIRM<br />

PREPARE<br />

A WORLD THAT WILL EXPECT BUSINESS MEN TO BECOME LEADERS<br />

IN<br />

THE FIELD OF SOCIAL CONSCIOUSNESS AS WELL AS TO CONCERN<br />

IN<br />

WITH MAKING PROFITS TOMORROWS MANAGEMENT WILL<br />

THEMSELVES<br />

TO FACE AND RESOLVE A VARIEIY OF SOCIAL PROBLEMS. AND<br />

HAVE<br />

MAY BE AS SIGflIFICANT TO CORPORATE OPERATIONS AS<br />

THESE<br />

ABOUT MARKETING, MANUFACTURING AND LGNG-RANGE<br />

DECISIONS<br />

PLANNING<br />

PREPARE FLTLRE MANAGEMENT TO DEVELOP THEIR ABILITY<br />

TO<br />

HUMAN RELATIONS, MANAGEMENT TODAY CAN WORK IN TWO BASIC<br />

IN<br />

FIRST, WE CAN PERSUDDE THE MORE THAN SO<br />

AREAS.<br />

UNIVERSIIY-RUN MANAGEMENT DEVELOPMENT<br />

-IN-RESIDENCE-,<br />

TO EXPAND TFEIR PROGRAMS DEALING WIIH BbSINESS<br />

COLRSES<br />

AND HUMAN RELATIONS SECOND, WE CAN BEGIN A<br />

SOCIETY<br />

PROGRAM TD DEVELOP MORE INTEREST AkC THOUGHT<br />

LONG-RANGE<br />

HLMAN RELATIONS IN OUR COMPANIES<br />

ABEUT<br />

MOLESt W.A<br />

C773<br />

THE ACCOUNTING SERVICES<br />

SELLING<br />

ACCOUNTING VDL.44, NO SEPT. I967,<br />

MANAGEMENT<br />

ANALYZE<br />

EOLCATEt<br />

ARTICLE SEES SALESMANSHIP AS ONE OF THE GREATEST<br />

THIS<br />

TO ACCDLNTANTS TODAY. ACCOUNTANTS HAVE A GOOD<br />

CHALLENGES<br />

PRODUCT BUT THEY HAVE NOT YET FULLY SUCCEEDEO IN<br />

SERVICE<br />

THIS PRODUCT THERE IS TOO MUCH EMPHASIS TOOAY ON<br />

MARKETING<br />

PROFICIENCY AND AS A RESULT, THE AREA OF TOTAL<br />

TECHNICAL<br />

IS NEGLECTED. TOTAL SERVICES REFERS TO MORE THAN<br />

SERVICE<br />

TECHNICAL SERVICE. THE ARTICLE LISTS GUIOELINES FOR THE<br />

JUST<br />

ACCOUNTANT TO FELLOW SO THEY CAN INTERACT AND<br />

CORPORATION<br />

COMMUNICATE WITH OTHER COMPANY DEPARTMENTS IN ORDER TO

CONTRIBUTE TO THE WHOLE THEY ARE -[- ADVERTISE YOUR<br />

BETTER<br />

-2- SPELL OUT YOUR SERVICE POTENT[ALL -3- EDUCATE,<br />

SERVICEr<br />

AND MODERNIZE AND THEY ANALYZE YOUR TOTAL SERVICE<br />

-6-<br />

BY BROOMING MORE SERVICE ORIENTED, IHE<br />

EFFECTIVENESS.<br />

CAN PLA A GREATER ROLE DN THE MANAGEMENT TEAM.<br />

ACCOUNTANT<br />

LACHTER, L E<br />

077<br />

SEVEN FIRMS EDLCATE THEIR IN-OFFICE PERSONNEL<br />

HOW<br />

MANAGEMENT VCL 28, NO B, SEPT.<br />

ADMINISTRATIVE<br />

SUPERVISORY PROGRAMS PERSONNEL MANPOWER EDUCATE<br />

TRAINING<br />

GROWING NUMBER OF COMPANIES ARE OEVELOPING IN-OFFICE<br />

A<br />

PROGRAMS, AND THE TREND IS ACCELERATING TWO BASIC<br />

TRAINING<br />

FOR THESE PROGRAMS ARE -1. THAT SCHOOL GRADUATES<br />

REASONS<br />

SCHOOL AN COLLEGE- NEED TRAINING TO FULFILL SPECIFIC<br />

-HIGH<br />

REQUIREMENTS, AND -2. THAT MANAGEMENT PERSONNEL<br />

COMPANY<br />

LEVELS HAVE TC BE AWARE OF NEW TECHNICUES AND<br />

ALL<br />

PROCEDURES<br />

OESCRIPTIONS OF SOME OF THE TRAINING PROGRAMS IN<br />

BRIEF<br />

AT SEVEN CORPORATIONS ARE INTERNATIENAL PAPERw<br />

EFFECT<br />

MANPOWER INC PHILADELPHIA NATIONAL BANK,<br />

KIMBERLY-CLARK<br />

CORP., STATE FARM INSURANCE AND WESTERN ELECTRIC.<br />

SCHERING<br />

HERE ARE HOW THESE FIRMS TRAIN CLERICAL AS<br />

EXPLAINED<br />

AS MANAGEMENT PEOPLE THERE IS THE ATTEMPT TO DEAL WITF<br />

WELL<br />

LACK OF SKILLED PEOPLE THERE IS ALSO THE EFFORT TO KEEP<br />

THE<br />

UP-TO-THE-MINUTE IN NEW SUPERVISORY TECHNIQUES.<br />

MANAGEMENT<br />

HARRELSONw F.A<br />

0775<br />

YOUR DATA PROCESSIhG SYSTEM<br />

OOCUNENT<br />

ACCObNTING VCL 66t NO 1 SEPT. I967, 7P<br />

MANAGEMENT<br />

DOCbMENTt ANALYSIS<br />

PROGRAMMERS<br />

DOCUMENTATION IS THE ESSENCE OF GOOD DATA<br />

SINCE<br />

A STANCARDS MANUAL MUST BE DEVELOPED TO GET THE<br />

PRCCESSING<br />

MILEAGE OUI OF DATA PROCESSING SYSTEM A STANOARDS<br />

MOST<br />

IS WHERE ALL OUR GUIDELINES ANO OPERATING PROCEDURES<br />

MANUAL<br />

OUTLINED IN DETAIL THE MANUALS ARE DIVIDED INTO THREE<br />

ARE<br />

OF THE DATA PROCESSING FUNCTION -I. SYSIEMS<br />

SEGMENTS<br />

-2 PROGRAMMING -3 COMPUTER OPERATIONS. THE USE OF<br />

ANALYSIS<br />

STANDARDS ALLOWS PROGRAMMERS TO REVIEW AND UNDERSTAND<br />

METHOD<br />

ANOTHERS PROGRAMS MORE EAS(LY IT ALSO PROVIDES A MEANS<br />

ONE<br />

COMMLNICATION AMONG VARIOUS PEOPLE IVDLVED IN DATA<br />

OF<br />

THIS ARTICLE PRESENTS THE NEW ELEMENTS FOR<br />

PROCESSING<br />

WHICH ENABLE US TO DOCUMENT OUR DATA PROCESSING<br />

APPROACH<br />

WHICH WILL ENABLE US TO USE SUCH A SYSTEM MOST<br />

SYSTEM<br />

EFFECTIVELY<br />

MOLES A<br />

C776<br />

DOCUMENIAIION<br />

SYSTEMS<br />

ACCOUNTING VCL 44, NO t, SEPT. 967,<br />

MANAGEMENT<br />

ORGANIZATIONe INFERMATION, DDCUMENTATION<br />

PRCGRAMMERS,<br />

ANALYSTS<br />

DOCUMENTATION IS ONE OF THE FACTORS WHICH CAN<br />

SYSTEMS<br />

TO EXCESSIVE DELAYS AND LESS THAN ADEQUATE<br />

CONTRIBUTE<br />

IT IS PRIMARILY A CATALCG OF INFORMATICN, PRODUCED<br />

SERVICE<br />

BY HUMANS AND MACHINES DESCRIBING THE CHARACTERISTICS<br />

BOTH<br />

USE OF A SYSTEM OF COMPLTER PROGRAMS. THE COST OF<br />

AND<br />

AND MAINTAINING SYSTEMS DOCUMENTATION MUST BE<br />

CREATING<br />

AGAINST THE PROFITS OF INCREASES EFFICIENCY OF<br />

WEIGHTED<br />

AND PROGRAMMERS AS WELL AS THE IMPROVEMENT IN USER<br />

ANALYSTS<br />

THIS PAPER PRESENTS OUR CURRENT STATUS IN TERMS OF<br />

SERVICES.<br />

SYSTEMS AND MACHINISt THE PROCEDURES WE USE TO<br />

PEOPLE,<br />

AND MAINTAIN ARE SYSTEMS AND EXAMPLES AND<br />

IMPLEMEnt<br />

OF PROGRAMMING PRACTICES. THE PROPER<br />

DISCUSSIONS<br />

AND MANAGEMENT OF SYSTEM DOCUMENTATION<br />

ORGANIZATION<br />

CAN SUBSIANTIALLY ICREASE A COMPUTER DEPARTMENTS<br />

PROCEDURES<br />

TO PROVIDE SATISFACTORY SERVICE TO USERS OF A<br />

ABILITY<br />

SYSTEM<br />

RUTZIVK M A<br />

0777<br />

SKILLS IN CURRENT DEFENSE EMPLOYMENT<br />

WORKER<br />

LABOR REVIEW VOL.90 NO 9t SEPT. 1967<br />

MONTHLY<br />

ANALYSIS<br />

INFORMATION<br />

PUBLIC INFORMATION ON DEFENSE EXPENDITURES<br />

AVAILABLE<br />

CONSIDERABLE KNOWLEDGE ON THE GENERAL PATTERN OF<br />

PROVIDES<br />

USE IN IHE NATIONS OEFENSE EFFORT. MORE DETAILED<br />

RESOURCE<br />

IS NEEDED TO UNDERSTAND THE COST IN TERMS OF REAL<br />

ANALYSIS<br />

SUCH AS MINERAL POWER, AND MORE IMPORTANT THE<br />

RESOURCES<br />

OF THE WORK FENCE<br />

SKILLS<br />

REPORT ESIIMATES THE WORK SKILL RECUIRED IN<br />

THIS<br />

DEFENSE RELATED EMPLOYMENT IN [96 AND 1967, AND<br />

CIVILIAN<br />

CHANGES THAT TOOK PLACE BETWEEN THESE PERIODS THE STUDY<br />

THE<br />

INFORMATIO ON A GROUP OF $3 DETAILED OCCUPATIONS,<br />

PRCVIDES<br />

IN THE PROFESSIONAL AND BLUE-COLLAR FIELDS<br />

PRIMARILY<br />

PRAG, B R<br />

C778<br />

FUNDAMENTALS-RESEARCH<br />

PREMIUM<br />

AND SALES PROMOTIO VOL.15, SEPT 1967<br />

ADVERTISING<br />

PROGRAMSe PLANNERS<br />

TEST<br />

ARTICLE IS A GUIDE TO THE KINDS OF RESEARCH THAT<br />

THIS<br />

BE DONE BY PREMIUM PROMOTION PLANNERS. OBJECTIVES OF<br />

CAN<br />

PREMIUM PROGRAMS INCLUDE A DETERMINATION OF CONSUMER<br />

TESTING<br />

OF ITS ABILIIY TO SELL GOODS TO THE RETAILER, OF THE<br />

APPEAL,<br />

MOVEMENT OF YOUR PRODUCT FROM THE RETAIL OUTLET AND<br />

CONSUMER<br />

TESTING OF TRADE ACCEPTANCE.<br />

A<br />

OF THE TESTING TECHNIQUES DISCUSSED INCLUDE<br />

SOME<br />

DIRECI-MAIL, A SlOE-BY-SIDE STORE PANEL TEST,<br />

INTERVIEWING,<br />

MATCHED STORE PANEL AND A DISTRICT OR SALES TERRITORY<br />

A<br />

THESE TECHNIQUES VARY IN EFFECTIVENESS AND EXPENSES<br />

TEST<br />

CAN BE APPLIED FOR SPECIFIC CASES SINGULARLY, OR<br />

AND<br />

DEPENDING ON THE PROOUCT<br />

COMBINED<br />

WEISS, E.B<br />

C779<br />

RUST BE FUTURE-ORIENTED.<br />

CORPORATIONS<br />

AGE VOL 38 NO.l, OCT 1967, 2P<br />

ADVERTISING<br />

INNOVATION<br />

PLANNED,<br />

AUTHOR CONTENDS THAT MOST OF OUR LARGE CORPORATIONS<br />

THE<br />

RIGID POLICIES FRAMED BY THE LEGAL DEPARTMENTS THAT<br />

HAVE<br />

DELIBERATELY PLANNED TC DISCOURAGE THE SUBMISSION OF<br />

WERE<br />

BY NON-EMPLOYEES<br />

IDEAS<br />

CONTENDS THAT MOTIVATION OF THE CHIEF EXECUTIVE IS<br />

HE<br />

FIRST STEP IN BRINGING ABOUT A TOTAL CORPORATE POLICY<br />

THE<br />

CREATIVE THINKING CITED ARE THREE MAIN STEPS TO BREAK<br />

FOR<br />

BARRIER OF PRODLCTIVITY AND INNOVATION. THESE STEPS ARE<br />

THE<br />

155<br />

FROM A SPEECH BY AUTHORITY DR. CARL BARNES<br />

ABSTRACTED<br />

FRIEDMANN, JOHN<br />

0780<br />

CONCEPTUAL MODEL FOR THE ANALYSIS OF PLANNING BEHAVIOR<br />

A<br />

SCIENCE QUARTELY VOL 12, NOo2 SEPT 967,<br />

ADMINISTRATIVE<br />

2BP<br />

IkNOVATIVE, ANALYSIS<br />

PLANNING,<br />

IS DEFINED AS THE GUIDANCE OF CHANGE WITHIN A<br />

PLANNING<br />

SYSTEM A CONCEPTUAL MODEL IS PRESENTED AND<br />

SOCIAL<br />

ARE DERIVED AS A MEANS FOR ORDERING THE DATA OF<br />

HYPOTHESES<br />

RESEARCH INTO PLAnNInG PROCESSES. FOUR MODES OF<br />

EMPIRICAL<br />

ARE DISTINGUISHED, -I DEVELOPMENTAL -2 ADAPTIVE<br />

PLANNING<br />

ALLOCATIVE -6. INNOVATIVE IN ADDITIDN FORMS OF THOUGHT<br />

-3<br />

TO PLANNING, INSTIIUTIONS FOR POLITICAL GUIOANCE<br />

RELEVANT<br />

CONFLICT RESOLUIION ANO TYPES OF IMPLEMENTATION<br />

AND<br />

ARE DISCUSSED IN TERMS OF THEIR PROPER LEVEL AND<br />

PROCEDURES<br />

WITHIN A COMPREHENSIVE SYSTEM.<br />

POSITION<br />

RUSHING, WILLIAM A<br />

0781<br />

OF INDUSTRY SIZE DIVISION OF LABOR ON<br />

EFFECTS<br />

ADMINISTRATION<br />

SCIENCE QUARIELY VOL 12, NO 2 SEPT 1967<br />

ADMINISTRATIVE<br />

ADMINISTRAIION<br />

PERSONNEL,<br />

EFFECTS OF INDUSTRY SIZE -NUMBER CF PRODUCTION<br />

THE<br />

AND THE OIVISIDN OF LABOR -COMPLEXITY- ON THE<br />

PERSONNEL-<br />

NUMBER OF ADMINISTRATIVE PERSONNEL ARE EXAMINED FOR<br />

RELATIVE<br />

INDUSTRIES RESULTS SHOW THAT THE EFFECTS OF SIZE AND<br />

61<br />

ARE INDEPENDENT AND OPPOSING -SIZE IS INVERSELY<br />

COMPLEXITY<br />

COMPLEXITY IS DIRECTLY ASSOCIATED WITH RELATIVE SIZE OF<br />

AND<br />

AT THE SAME TIME, SIZE AND COMPLEXITY<br />

ADMINISTRATION-<br />

-THE POSITIVE EFFECTS OF COMPLEXITY DECREASE AS<br />

INTERACT<br />

INCREASES, AND THE NEGATIVE EFFECTS OF SIZE INCREASE AS<br />

SIZE<br />

DIVISION OF LABOR INCREASES- THE INTERACTIVE EFFECT<br />

THE<br />

ONLY FOR MANAGERIAL AND CLERICAL PERSONNEL, AND DOES<br />

HOLOS<br />

HOLD FOR PROFESSIONAL PERSONNEL RESULTS ALSO INDICATE<br />

NOT<br />

WITH INCREASES IN THE DIVISION OF LABCR PROFESSIONAL<br />

THAT<br />

CLERICAL PERSONNEL MAY INCREASE AT A FASTER RATE THAN<br />

AND<br />

PERSONNEL.<br />

MA&AGER[AL<br />

PDhDY, LOUIS R.<br />

0782<br />

CONFLICT CONCEPTS AND MODELS.<br />

ORGANIZATIONAL<br />

SCIENCE QUARTELY VOL L2 NO 2 SEPT I967,<br />

ADMINISTRATIVE<br />

25P.<br />

ANALYZED<br />

ORGANIZATION<br />

TYPES OF CONFLICT AMCNG THE SUBUNITS OF FORMAL<br />

IHREE<br />

ARE IDENTIFIED -I BARGAINING CONFLICT AMONG<br />

ORGANIZATIONS<br />

PARTIES TO AN INTEREST-GROUP RELATIONSHIP, -2<br />

THE<br />

CONFLICT BETWEEN THE PARTIES TO A<br />

BUREAUCRATIC<br />

RELATICNSHIP, -3 SYSTEMS CONFLICT<br />

SUPERIOR-SUBORDINAIE<br />

PARTIES TO A LATERAL CR WORKING RELATIONSHIP IN EACH<br />

AMONG<br />

THE THREE CASES, CONFLICT IS TREATED AS A SERIES OF<br />

OF<br />

EACH EPISODE INCLUDING STAGES OF LATENCYt FEELING<br />

EPISODES<br />

MANIFESIATION AND AFTERMATH. THE ORGANIZATIONS<br />

PERCEPTION<br />

TO CONFLICT IN EACH CASE IS ANALYZED USING THE<br />

REACTION<br />

MODEL OF INDUCEMENT-CONTRIBUTIONS BALANCE<br />

BARNARO-SIMON<br />

OF PARTICULAR INTEREST IS WHETHER THE ORGANIZATION<br />

THEORY<br />

RESOLVE CONFLICTS BY WITHDRAWING FROM THE<br />

MEMBERS<br />

BY ALTERING ThE EXISTING SET OF RELATIONSHIPS<br />

ORGANIZATION,<br />

BY CHANGING THEIR VALUES AND BEHAVIOR WITHIN THE CONTEXT<br />

OR<br />

THE EXISTING RELATIONSHIPS<br />

OF<br />

CHANEY FRED B TEEL, KENNETH S.<br />

0T83<br />

INSPECTOR PERFORMANCE WITH TRAINING AND VISUAL AID<br />

IMPROVING<br />

OF APPLIED PSYCHOLOGY VOL 51, NO.Aw 5P<br />

JOURNAL<br />

SELECTED, PROGRAM EVALUATEe CONTROL<br />

TRAINING,<br />

EXPERIMENTAL STUDY WAS PERFORMED TD EVALUATE, SINGLY<br />

AN<br />

IN COMBINATION, THE EFFECTIVENESS OF A 6-HR TRAINING<br />

AND<br />

AND A SEI OF VISUAL-AIDS DESIGNED TO IMPROVE<br />

PROGRAM<br />

OF 27 EXPERIENCED MACHINED-PARTS INSPECTORS THE<br />

PERFORMANCE<br />

USED WAS THE PERCENTAGE OF IRUE DEFECTS DETECTED<br />

CRITERION<br />

A SELECTED SAMPLE OF MACHINED PARTS FINDINGS INDICATED<br />

IN<br />

A- USE OF IRAINING ALONE RESULTED IN A 32( INCREASE IN<br />

THAT<br />

DETECTED, B- USE OF VISUAL AIDS ALONE RESULTED IN A<br />

DEFECTS<br />

INCREASE, AND C- USE OF BOTH RESULTED IN A 71( INCREASE<br />

62(<br />

D- PERFORMANCE OF THE CONTROL GROUP DID NOT CHANGE.<br />

WHILE<br />

PAINE FRANK T DEUTSCH DONALD R SMITH RODNEY<br />

0?86<br />

BETWEEN FAMILY BACKGROUNDS AND WORK VALUES.<br />

RELATIONSHIP<br />

OF APPLIED PSYCHOLOGY VOL 51, NO. 6, AUGUST 1967<br />

JOLRNAL<br />

JOB QUESTIONNAIRE<br />

SAIISFACTION<br />

EVIDENCE HAS INDICATED THAT WORK VALUES PLAY<br />

PREVIOUS<br />

IMPORTANT ROLE IN VOCATIONAL CHOICE AND JOB SATISFACTION<br />

AN<br />

BEGIN TO STABILIZE IN ADOLESCENCE. THIS QUESTIONNAIRE<br />

AND<br />

FURTHER IhVESIIGATEO THE RELATIONSHIP BETWEEN<br />

STUDY<br />

CHARACTERISTICS AND EXPECTEO WORK VALUES<br />

FAMILY-BACKGROUND<br />

COLLEGE UNDERGRADUATES DIFFERENT DISTINCT<br />

FOR<br />

PATTERNS, E.G INCLUDING FAMILY INCOME,<br />

FAMILY-BACKGROUND<br />

OF TIMES MOVEDt EMPHASIS CN DISCIPLINE EMPHASIS ON<br />

NUMBER<br />

THINGS, CLOSENESS CF FAMILYt ETC EXISTED FOR<br />

MATERIAL<br />

YOUTHS WHO STRESS HUMANITARIAN SERVICE -HELPING<br />

THOSE<br />

THOSE WHO STRESS SECURITY AND PLEASANT ASSOCIATIONS<br />

OTHERS-,<br />

WORKING CONDITIONS THOSE WHO EMPHASIZE PRESTIGE,<br />

AND<br />

AND INDEPEflDENCEt THOSE WHO STRESS<br />

RESPONSIBILITY,<br />

AND IHOSE WHO EMPHASIZE MONETARY BENEFITS<br />

CREATIVITY,<br />

LINOSAY, CARL A MARKS, EDMOND GORLOW, LEON<br />

0?85<br />

HERZBERG THEORY- A CRITIQUE AND REFORMULATION<br />

THE<br />

OF APPLIED PSYCHOLOGY VOL 5[t NO 6, AUGUST<br />

JOURNAL<br />

lOP<br />

SATISFACTIONt JOB QUESTIONNAIRE<br />

TEST,<br />

FORMAL STATEMENT OF THE HERZBERG THEORY WAS<br />

A<br />

WHICH SPECIFIED FUNCTIONAL RELATIONS BETWEEN THE<br />

UNDERTAKEN<br />

OF INTEREST A NONADOITIVE MODEL OF<br />

VARIABLES<br />

WAS ADVANCED TO TEST THE RELATIONSHIPS. A<br />

JOB-SATISFACTION<br />

3X3X2 FACTORIAL DESIGN -MOTIVATORS HYGIENES<br />

COMPLETE<br />

CLASSIFICATION- WAS EMPLOYED TO TEST HYPOTHESES<br />

EMPLOYEE<br />

THE VARIANCE ACCOUNIED FOR BY THE TREATMENT<br />

CONCERNING<br />

AND THE RELATIONSHIP OF THE INDEPENDENT AND<br />

EFFECTS<br />

VARIABLES TREATMENT EFFECTS WERE VARIED BY<br />

DEPENDENT<br />

18 GROUPS OF 15 INDUSTRIAL WORKERS EACH WITH<br />

PRESENTING

DF DIFFERENT QUALITATIVE LEVELS OF JOB FACTORS IN A<br />

PAIRINGS<br />

FORMAT THE HYPOTHESES WERE SUPPORTED 8Y THE<br />

QUESTIONNAIRE<br />

AND [T WAS CONCLUDED THAT HERZBERGS CONCEPTICN OF<br />

RESULTS,<br />

SATISFACTION AS BEING COMPRISED OF 2 UNIPOLAR CONTINUA<br />

JOB<br />

BE REEVALUATED.<br />

SHOULD<br />

NEALEY, STANLEY GDODALE, JAMES<br />

0786<br />

PREFERENCES AMONG TIME-OFF BENEFITS AND PAY<br />

WORKER<br />

OF APPLIED PSYCHOLOGY VOL ST,NO.4, AUGUST 1967<br />

JOLRNAL<br />

357P.<br />

JOB<br />

SATISFACTION,<br />

INDUSTRIAL WORKERS EXPRESSED TFEIR PREFERENCES<br />

197<br />

6 PROPOSALS FOR ADDITIONAL PAID TIME OFF THE JOB.<br />

AMONG<br />

FOR A COMPARABLE PAY RAISE WAS ALSO MEASURED<br />

PREFERENCE<br />

VACATION WAS MOST PREFERRED WHILE A PROPOSAL TO<br />

EXTRA<br />

THE WORKDAY WAS LEAST PREFERRED THE PAY RAISE WAS<br />

SHORTEN<br />

IN PREFERENCE DIFFERENCES IN PREFERENCE WERE RELATED TO<br />

5IH<br />

AGE, MARITAL STATUS, AND JOB SATISFACTION FOREMEN WERE<br />

SEX,<br />

TO PREDICT OVERALL WORKER PREFERENCES WITH HIGH<br />

ABLE<br />

ACCURACY<br />

SMIIH,WILLIAM<br />

0?87<br />

OF MANUAL ENTRIES IN DATACOLLECTION DEVICES<br />

ACCURACY<br />

OF APPLIEO PSYCHOLOGY VOL 51,N0 4, AUG 30,1967<br />

JOURNAL<br />

CONTROLLED<br />

INFORMATION,<br />

EXPERIMENT EXAMINED IHE ACCURACY OF MANUALLY<br />

THIS<br />

MESSAGES SIMILAR TO THOSE ENCOUNTERED IN FIELD<br />

RECORDED<br />

ON THE ACCURACY OF DATA COLLECTION IN PRODUCTION<br />

STUDIES<br />

SYSTEMS. THE HIGH EFFICIENCY IN CORRECTING<br />

INFORMATION<br />

DETECTED AT THE TIME A MESSAGE WAS RECORDED AND THE<br />

ERRORS<br />

CONTRIBUTIONS OF FORMAT AND CONTENT MISTAKES TO<br />

RELATIVE<br />

ERROR FOUND IN FIELD STUDIES WERE SUFFICIENTLY<br />

RESIDUAL<br />

THAT THEY WERE REPRODUCED AND CONFIRMED UNDER<br />

UNIVERSAL<br />

CONDITIONS UNDER CONTROLLED CONDITIONS, MANUAL<br />

LABORATORY<br />

WHICH WERE B, 6, AND TO-DIGITS LONG CONTRIBUTED<br />

MESSAGES<br />

DIFFERENT QUANTITIES OF BOTH TOTAL ANO<br />

SIGNIFICANTLY<br />

ERRORS, AFFECTING BOTH THE ABILITY TO DETECT AND<br />

RESIDUAL<br />

MISTAKES AT POINT OF ENTRY ABOUT ONE-HALF OF ALL<br />

CORRECT<br />

MISTAKES IN OBSERVED MANUAL MESSAGES UNDER FIELD AND<br />

THE<br />

CONDITIONS WERE CAUSED BY SINGLE-OIGIT<br />

LABORAIORY<br />

TRANSPOSITION MISTAKES WERE MORE FREQUENTLY<br />

SUBSTITUTION<br />

IN THE LABORATORY THAN IN FIELD STUDIES<br />

ENCOUNTERED<br />

BROWN, REX V<br />

0?88<br />

OF TOTAL SURVEY<br />

EVALUATION<br />

OF MARKETING RESEARCH. VOL 4NO 2 MAY 31e1967<br />

JOURNAL<br />

EVALUATION<br />

INFORMATION<br />

EVALUATION OF TOTAL ERROR IN SURVEY FINDINGS IS<br />

THE<br />

NEGLECTED. CONFIDENCE INTERVALS ANO OTHER COMMON<br />

LARGELY<br />

DEAL ONLY WITH RANDOM AND OCCASIONALLY OTHER LIMITED<br />

TOOLS<br />

THIS ARTICLE PRESENTS A NEW METHOD BY WHICH MARKET<br />

ERRORS<br />

AND CLIENTS CAN INTERPRET THEIR INFORMATION AND<br />

RESEARCHERS<br />

ABOUT ALL SURVEY ERRORS<br />

JUDGMENT<br />

KASSARJIAN, HARCLD H NAKANISHI, MASAO<br />

0789<br />

STUDY OF SELECTED OPINION MEASUREMENT TECHNIQUES<br />

A<br />

OF MARKETING RESEARCH VOL 4 NO 2 MAY 3I1967 6P.<br />

JOURNAL<br />

SELECTED<br />

TEST-RETEST,<br />

STUDY COMPARES SEVEN MARKETING RESEARCH METHODS<br />

THIS<br />

SELECTING A BRAND NAME ALL METHODS INDICATE AN<br />

FOR<br />

HIGH TEST-RETEST RELIABILITY INTER-METHOD<br />

ADEQUATE<br />

INDICAIE THAT SIX OF THE SEVEN METFODS GENERATE<br />

CORRELAIIONS<br />

IDENTICAL RESULTS, AFFIRMING AN ASSUMPTION OFTEN MADE<br />

NEARLY<br />

SELDOM IESTED.<br />

BUT<br />

CLELANO, DAVID I. MUNSEY, WALLACE<br />

0790<br />

WORKS WITH WHOM<br />

WHO<br />

BUSINESS REVIEW VOL 45, NO 5, SEPTEMBER-OCTOBER,<br />

HARVARD<br />

7P.<br />

1967,<br />

ANALYTICAL<br />

ORGANIZATION,<br />

CHARTING TECHNIQUES DEPICT ONLY FUNCTIONAL<br />

TRADITIONAL<br />

AND FORMAL LINES OF AUTHORITY AND<br />

DEPARTMENTS<br />

AS THE COMPLEXITY OF ORGANIZATIONAL<br />

RESPONSIBILITY<br />

CONTINUES TO INCREASE, NEW AND IMPRCVED<br />

STRUCTURES<br />

TOOLS ARE NEEDED TO KEEP PACE WITH THE CHANGES<br />

ANALYTICAL<br />

THEORY. IN THIS ARTICLE A SCHEMATIC DIAGRAM<br />

MANAGEMENT<br />

WHICH SHOWS NOT ONLY HOW AN ORGANIZATION IS<br />

MEIHOO<br />

STRUCTURED, BUT ALSO HOW IT OPERAIES THIS NEW<br />

FUNCTIONALLY<br />

OF CHARTING INTERPERSONAL RELATIONSHIPS INCORPORATES<br />

METHOD<br />

THEORY TO PORTRAY OPERATING CHARACTERISTICS<br />

SYSTEMS<br />

WRAPPt H EDWARD<br />

079[<br />

MANAGERS DONT MAKE POLICY DECISIONS<br />

GOOD<br />

BUSINESS REVIEW VOL 45t NO S, SEPTEMBER-OCTOBER<br />

HARVARD<br />

1967,<br />

ORGANIZATION<br />

PLANS<br />

THIS ARTICLE CHARACIERISIICS OF TOP EXECUTIVES ARE<br />

IN<br />

AND DISCUSSED THE SUCCESSFUL GENERAL MANAGER DOES<br />

DESCRIBED<br />

SPELL OUT DETAILED OBJECTIVES FOR HIS ORGANIZATION, NOR<br />

NOT<br />

HE MAKE MASTER PLANS HE SELDOM MAKES FORTHRIGHT<br />

DOES<br />

OF POLICY HE IS AN CPPORTUNIST AND HE TENDS TO<br />

STATEMENTS<br />

IHROUGH PROBLEMS ALTHOUGH HE MUDDLES WITH A PURPOSE<br />

MUDDLE<br />

ENMESHES HIMSELF IN MANY OPERATING MATTERS AND DOES NOT<br />

HE<br />

HIMSELF TO -THE BIG PICTURE.-<br />

LIMIT<br />

THESE AND OTHER CHARACTERISTICS DESCRIBED IN<br />

ALTHOUGH<br />

ARTICLE RUN COUNTER TO MUCH OF THE LITERATURE ANO<br />

THIS<br />

OF MANAGEMENT, THEY ARE SUPPORTED WITH A BACKGROUND<br />

TEACHING<br />

EXPERIENCE AND OBSERVATION<br />

OF<br />

FORO, NEll M<br />

0792<br />

ADVANCE LETTER IN MAIL SURVEYS<br />

THE<br />

OF MARKETING RESEARCH VOL NO 2 MAY 1967w<br />

JOURNAL<br />

RESPONSE-RATE<br />

QUESTIONNAIRE<br />

EFFECT OF IHE ADVANCE LETTER WAS EXAMINED BY<br />

IHE<br />

DURING TWO MAIL SURVEYS RESULTS SHOW THE<br />

EXPERIMENTS<br />

LETTER SIGNIFICANTLY IMPROVED RESPONSE RATES THE<br />

ADVANCE<br />

LEITER, HOWEVER, DID NOT EFFECT HOW FAST A<br />

ADVANCE<br />

WAS RETURNED, HOW MANY QUESTIONS WERE NOT<br />

QUESTIONNAIRE<br />

AND HOW THE RESPONDENT ANSWERED THE CUESTIONS<br />

ANSWERED,<br />

BAILL PETER B<br />

0793<br />

ENGINEERING AND SOCIO-TECHNICAL SYSTEMS<br />

INDUSTRIAL<br />

JOURNAL OF INDUSTRIAL ENGINEERING VOL.[8, NO 9, SEPT<br />

THE<br />

9P<br />

[967<br />

156<br />

PERFORMANCE<br />

ARTICLE DISCUSSES THE RELATIONSHIP OF THE<br />

THIS<br />

CONCEPT TO THE PRACTICE OF INDUSTRIAL<br />

SOCIO-IECHNICAL<br />

IT IS SEEN AS AN AID TO CLARIFYING AND<br />

ENGINEERING<br />

DIFFERENCES IN THE VIEWS OF INDUSTRIAL ENGINEERS<br />

RESOLVING<br />

BEHAVIORAL SCIENTISTS ON THE IMPROVEMENT OF HUMAN<br />

AND<br />

AT WORK THE HAWTHORNE EXPERIMENTS ARE EXAMINED<br />

PERFORMANCE<br />

DETAIL, AND COMPLETE EXAMPLES OF CURRENT RESEARCH<br />

IN<br />

TO THE INTERDEPENDENCE OF TECHNOLOGY ANO SOCIAL<br />

POINTING<br />

ARE CITED<br />

RELATIONS<br />

LAbE, HANS<br />

0794<br />

RESEARCH AS A TOEL FOR DECISION-MAKING<br />

OPERATIONS<br />

JOURNAL OF INDUSTRIAL ENGINEERING VCL [8, NC 9, SEPT<br />

THE<br />

lOP<br />

I967,<br />

OPERATIONS-RESEARCH<br />

DISCUSSION OF OPERATIONS-RESEARCH Ik RELATION TO<br />

A<br />

IS PRESENTED THE CHARACTERISTICS OF<br />

DECISION-MAKING<br />

ARE DEFINED, ANO THE FORM AD CONTENT OF<br />

OPERATIONS-RESEARCH<br />

WHICH ARE AMENABLE TD SOLUTION BY<br />

PROBLEMS<br />

ARE DESCRIBED MAJOR AREAS IN WHICH<br />

OPERATIONS-RESEARCH<br />

HAS BEEN SUCCESSFULLY APPLIED IN<br />

OPERATIONS-RESEARCH<br />

INDUSTRY, AND GOVERNMENT ARE DISCUSSED, AND ELEVEN<br />

BUSINESS,<br />

PROBLEM-SOLVING TECHNIQUES ARE OUTLINED AN EXTENSIVE<br />

BASIC<br />

FOR THE INTERESTED READER IS GIVEN<br />

BIBLIOGRAPHY<br />

EKEBALDFREDERICK STASCH,STANLEY F<br />

C795<br />

IN FACTOR ANALYSIS<br />

CRITERIA<br />

OF ADVERTISING RESEARCH,VOL 7,NO 3=SEPTEMBER 1967<br />

JOURNAL<br />

[OP<br />

ANALYSTS<br />

OPTIMIZATION<br />

AUTHORS BELIEVE THIS ARTICLE IS NECESSARY DUE TO<br />

THE<br />

RECENT ATTENTION BEING GIVEN TO THE APPLICATION OF<br />

THE<br />

ANALYSIS TO MARKETING PROBLEMS<br />

FACTOR<br />

AUTHORS DESCRIBE IHE BASIC FACTOR ANALYSIS MODEL,<br />

THE<br />

MATHEMATICAL EXAMPLES THE PAPER NEXT FDCUSES ON THE<br />

GIVING<br />

OF OPTIMIZATION CRITERIA, NOTING WHICH CRIIERIA<br />

IMPORTANCE<br />

APPROPRIATE FOR DIFFERENT PROBLEM TYPES AN EXAMINATION<br />

ARE<br />

INCLUOEO OF BOTH VARIMAX CRITERION AS WELL AS QUARTIMAX<br />

IS<br />

CRITERION<br />

SEARS, D 0 FREEDMAN,<br />

0796<br />

EXPOSURE TO IFORMATION A CRITICAL REVIEW<br />

SELECTIVE<br />

OPINION QUARTERLY VOL [, NO 2, SUMMER 1967, 20P<br />

PUBLIC<br />

PSYCHOLOGICAL, INFORMATION<br />

SELECTIVE,<br />

ARTICLE REVIEWS THE LITERATURE ON SELECTIVE<br />

THIS<br />

To INFORMATION AND REANALYZES PREVALENT THEORIES BY<br />

EXPOSURE<br />

OUT EXISIING KNOWLEDGE REGARDING THE EXTENT TO<br />

POINTING<br />

COMMUNICATION BIAS AND ATTITUDES BIAS ACTUALLY<br />

WHICH<br />

AND BY CONSIDERING CTHER FACTORS THAN AITITUDE<br />

CORRELATE,<br />

THAT MIGHT ACCOLNT FOR SELECTIVITY IF ATTITUOE BIAS IS<br />

BIAS<br />

A PRIME CAUSE OF SELECTIVITY, WHAT ABOUT THE DESIRE FOR<br />

NOT<br />

INFORMATION, FORCEFUL INFORMATION FROM RELIEF<br />

SUPPORTIVE<br />

COGNITIVE DISSONANCE AD ANY OTHER FACTORS IT CAN BE<br />

FROM<br />

THAT THERE IS SOME EVIDENCE OF DE FACTO SELECTIVITY YET<br />

SAID<br />

CONSIOERABLE AMOUNT OF EXPERIMENTAL RESEARCH HAS UNCOVEREO<br />

A<br />

GENERAL PSYCHOLOGICAL PREFERENCE FOR SUPPORTIVE<br />

NO<br />

THE PARADOX IS THAT PEOPLE ARE IN FACT<br />

INFORMATION<br />

YET DISPLAY HERE A GENERAL PREFERENCE FOR<br />

SELECTIVE,<br />

INFORMATION THIS ARTICLE PROVIDES THE REASONS<br />

SUPPORTIVE<br />

THE PARADOX<br />

FOR<br />

MOOT, ROBERT C<br />

0797<br />

SBA MORTGAGE PLAN HELPS SMALLER BANKS<br />

NEW<br />

VDL 60, NO 4, OCT 1967, IP<br />

BANKING<br />

PLAN INFORMATION, ADMINISTRATION<br />

PROGRAM,<br />

BANKS IN RURAL AREAS CAN NOW HELP FINANCE<br />

SMALLER<br />

INDUSTRIALIZATION PROJECTS ON VIRTUALLY THEIR OWN<br />

COMMUNITY<br />

WITH NO RISKS, AND WITHOUT ANY GOVERNMENT PAPER WORK<br />

TERMS,<br />

UNDER A PLAN BY THE SMALL BUSINESS<br />

WHAISOEVER,<br />

AOMINISIRATION<br />

AUTHOR FIRST EXPLAINS THE MECHANICS OF THIS PROGRAF<br />

THE<br />

ITS FUNCTIONS. DISCUSSED ARE THE REASONS THIS PLAN IS<br />

AND<br />

INCLUDED IS AN ADDRESS FOR FURTHER INFORMATION<br />

INSIITUTED<br />

ALL INQUIRIES<br />

AND<br />

KRAEMER, KENNETH<br />

0798<br />

DATA PROCESSING<br />

URBAN<br />

VOL.13, NO.8 AUGUST 1967 3P<br />

DATAMATION<br />

ORGANIZATION<br />

RECRUITING,<br />

ARIICLE CONCERNS ITSELF MAINLY WITH THE THIRD<br />

THIS<br />

CONFERENCE AT NEW YORK UNIVERSITY DEALING WITH LOCAL<br />

ANNUAL<br />

AND THE COMPUTER THE THEME OF THE CCNFERENCE<br />

GOVERNMENT<br />

AROUND IHE IMPACT OF OATA PROCESSING ON LOCAL<br />

CENTERS<br />

ORGANIZAIION THE CONSENSUS PRESENT AT THE<br />

GOVERNMENT<br />

FOUND THE IMPACT TO BE VERY SLIGHT THE MAJORITY<br />

CONFERENCE<br />

THE REPORT DEALS WITF THE LACK OF UNDERSTANDING ON BEHALF<br />

OF<br />

LOCAL GOVERNMENT ON THE DESIGN AND ADAPTATION OF THE<br />

OF<br />

AS AN AID IN SOLVING PROBLEMS ALSO DISCUSSED WAS<br />

COMPUTER<br />

POSSIBILITY OF INDUSTRY FAILING TO FORMULATE A PROPERLY<br />

THE<br />

COMPUTER TO MEET LOCAL GOVERNMENT NEEDS MENTIONED<br />

DESIGNED<br />

A SIDE ISSUE WAS THE DIFFICULTY INVOLVED IN RECRUITING<br />

AS<br />

CAPABLE OF FILLING MANAGERIAL ROLES WITH COMPUTER<br />

MEN<br />

COMPANIES<br />

LANOGRAF, WALTER<br />

0799<br />

NEW PERSPECTIVE ON HEALTH SERVICES-'<br />

NEEDED-<br />

BUSINESS REVIEW VOL.45, SEPT-OCT 1967, 9P<br />

HARVARD<br />

CONTROL<br />

HOSPITAL,<br />

BUSINESS, ECONOMIC, POLITICAL, AND SOCIAL<br />

OUTSTANDING<br />

ARE VIEWING WITH INCREASING CCNCERN THE RAPID<br />

AUTHORITIES<br />

OF VOLUNTARY HOSPITAL COSTS IN TODAYS SOCIETY,<br />

ACCELERATION<br />

WHEN PRODUCTIVITY IMPROVEMENTS ARE SHOWING<br />

ESPECIALLY<br />

UNIT COST REDUCTIONS IN ALMOST EVERY OTHER<br />

SIGNIFICANT<br />

OF OUR ECONOMY IN FOCUSING ATTENTION ON THE<br />

SEGMENT<br />

DIFFICLLIY AND COMPLEXITY OF THE PROBLEMS<br />

INCREASING<br />

THIS ARTICLE DISCLSSES WHY HEALTH SERVICES COSTS<br />

INVOLVED,<br />

RISING AND OFFERS POSITIVE SUGGESTIONS ABOUT WHAT SHOULD<br />

ARE<br />

COULD BE DONE TO CONTROL, IF NOT REDUCE, THEM<br />

AND<br />

SCHARRINGLAUSEN, DON<br />

C800<br />

VIDEOTAPE FOR PROMOTION<br />

USING<br />

AND SALES PROMOTION VOL 15, OCT 1967 3P<br />

ADVERTISING

ORGANIZATION<br />

PLANS,<br />

ARTICLE PRESENTS VIDEOTAPE RECORDING AS A HARD<br />

THIS<br />

BUSINESS COMMUNICATIONS TOOL THAT HAS UNLIMITED<br />

CORE<br />

SEMICONDUCTOR COMPONENTS DIVISION OF TEXAS<br />

POTENTIAL<br />

IS CITED AS AN EXAMPLE OF EXTENSIVE VIDEOTAPE<br />

INSIRUMENTS<br />

THIS FIRM USES VIDEOTAPE TO KEEP ITS SALES ENGINEERS<br />

USE.<br />

OF NEW PRODUCTS AND DEVELOPMENTS AND PLANS A FORMAL<br />

INFORMED<br />

SALES FORUM TO COVER EACH PRODUCT AREA<br />

NATIONWIDE<br />

ORGANIZATION AND PRODUCTION OF THE TAPE RECORDING<br />

THE<br />

EXPLAINED ADVANTAGES AND BENEFITS OF THE SYSTEM ARE ALSO<br />

IS<br />

INCLUDED<br />

BACHRACK, SCOBLE, H M<br />

0801<br />

EFFICIENCY-CONTRCLLED REDUCTION OF NON<br />

QUESTIONNAIRE<br />

RESPONSE<br />

OPINION QUARTERLY,VOL 31,NO 2, SUMMER 1967 6P<br />

PUBLIC<br />

ADMINISTERED QUESTIONNAIRE MAIL<br />

EOLCATICN<br />

OVER REPRESENTATIVE RESPONSE AND ITS ATTENDANT<br />

CONCERN<br />

HAS DETERRED MANY SOCIAL SCIENTISTS FROM USING THE<br />

PRCBLEMS<br />

QUESTIONNAIRE AS A SURVEY INSTRUMENT THE PURPOSE OF<br />

MAILED<br />

ARTICLE IS TO ADD ANOTHER TITLE TO THE BIBLIOGRAPHY<br />

THIS<br />

UNIQUE OR EFFECTIVE TECHNIGUES FOR ACHIEVING<br />

ENLMERATING<br />

RESPONSE RATES TO MAIL QUESTIONNAIRES SPECIFICALLY, IF<br />

HIGH<br />

RESEARCHER HAS REASON TC BELIEVE THAT THE UNIVERSE HE<br />

THE<br />

TO SAMPLE IS SKEWED AWAY FROM THE NORMAL ADULT<br />

WISHES<br />

DISTRIBLTION IN THE DIRECTION OF GREATER FORMAL<br />

POPULATION<br />

HIGHER SOCIAL STATUS AND/OR HIGHER INCOME THEN<br />

EDUCATION,<br />

SAMPLE SIZES OF LESS THAN I,O00 DATA POINTS, IT IS THE<br />

FOR<br />

CONTENTION THAT A PROPERLY ADMINISTERED MAILEO<br />

AUTHORS<br />

CAN BE AS EFFICENT AS, AND CHEAPER THAN, USE<br />

QUESTIONNAIRE<br />

THE PERSONAL INTERVIEW<br />

OF<br />

FRIEDMAN,S T PIERCE JCNES,J BARREN, W<br />

0802<br />

CALOWELL,<br />

HEADSTART,TEACHER INTEREST AND COMMITTMENT<br />

PROJECT<br />

OPINION QUARTERLY,VOL 31, NO 2, SUMMER 1967 6P<br />

PUBLIC<br />

ATTITUDES<br />

SOCIO-ECONOMIC<br />

THE SUMMER OF 1965 SEVERAL THOUSAND SCORES OF<br />

IN<br />

CHILDREN AND SOME 40000 TEACHERS TOOK PART IN<br />

PRESCHOOL<br />

HEADSTART. SEVERAL IMPORTANT QUESTIONS WERE ASKED<br />

PROJECT<br />

TEACHERS OPINIONS OF THE PROGRAM THE PURPOSES OF<br />

CONCERNING<br />

PAPER WHICH USES AUTOBIOGRAPHICAL OPINION CUESTIONNAIRE<br />

THIS<br />

FROM 1,250 TEXAS TEACHERS, ARE TG DESCRIBE THE TEACHERS<br />

DATA<br />

-PRO HEAD-START- ATTITUDES TOWARD AND EXPECTATIONS<br />

INITIAL<br />

HEAD START AND ID RELATE THESE TO VARIATIONS AMONG<br />

FOR<br />

IN EXPERIENCE WORKING WITH CHILDREN SIMILAR TO<br />

TEACHERS<br />

IN HEAD START WE CAN CONCLUDE THAT TEACHERS<br />

THOSE<br />

IN WORKING WITH CHILDREN OF SIMILAR BACKGROUND<br />

EXPERIENCED<br />

THEMSELVES SHOWED GREATER CCNFIDENCE IN THEIR ABILITY TO<br />

TO<br />

EFFECTIVE AND IN THE PROGRAM AS A WHOLE SUCH FACTORS AS<br />

BE<br />

SOCIO-ECONOMIC ORIGINS CF THE TEACHERS AND THE MODE OF<br />

THE<br />

INTO THE PROJECT DID NOT SUGGEST BASIC INFLUENCES OF<br />

ENIRY<br />

CN THE ATTITUDES OF TFE VARIOUS SUBGROUPS COMPOSEO<br />

THES<br />

KNLDSEN,D D POPEH. IRISH,D<br />

C80]<br />

DIFFERENCES TO QUESTIONS ON SEXUAL STANDARD AN<br />

RESPONSE<br />

COMPARISON<br />

INTERVIEW-QUESTIONNAIRE<br />

OPINION UARTERLYt VCL 31 NO 2, SUMMER 19&7 8P<br />

PUBLIC<br />

INFORMATION, QUESTIONNAIRE<br />

SELECTEO<br />

ATTITUDES TOWARD NORMS THAT HAVE HIGH<br />

ASCERTAINING<br />

CONTENT IS DIFFICULT REGARDLESS OF TFE SKILL DF THE<br />

MORAL<br />

OR THE METHODS EMPLOYED TO OBTAIN SUCH<br />

RESEARCHER<br />

THE SELECTION CF GUESTIONNAIRES OR INTERVIEWING<br />

INFORMATION<br />

METHODS FOR COLLECTING DATA IS A PROBLEM. THIS PAPER<br />

AS<br />

EVIDENCE TO SUPPORT THE CONTENTION THAT LARGE<br />

OFFERS<br />

IN RESPONSE TO CUESTIONS HAVING NORMATIVE<br />

DIFFERENCES<br />

MAY BE FOtND BETWEEN INTERVIEW AND QUESTIONNAIRE<br />

CONTENT<br />

OF DATA COLLECTION THIS STUDY USES THREE<br />

TECHNIQUES<br />

SAMPLES CF WHITE WOMEN WHO WERE SELECTED BECAUSE<br />

DIFFERENT<br />

WERE OR HAD BEEN PREMARIIIALLY PREGNANT FOR THE FIRST<br />

THEY<br />

THEY PROVIDED ANSWERS TO QUESTIONS ABOUT THE NORMS<br />

TIME<br />

HELD CONCERNING PREMARITAL SEXUAL INTERCOURSE THE<br />

THEY<br />

CONCLUSIOK REACHED WAS THAT A LARGER PROPORTION OF<br />

PRIMARY<br />

RESPONDENTS CLAIMED RESTRICTIVE NORMS THOSE<br />

INTERVIEW<br />

BY THE SOCIETY AT LARGE<br />

SUPPORTED<br />

SEIOMAN,ROBERT N<br />

0804<br />

OF COST BEHAVIOR FOR BUSINESS DECISIONS<br />

ANALYSIS<br />

NEW YORK CPAVOL ]?,NO lO,OCTOBER,1967 ?P<br />

THE<br />

ANALYSIS<br />

DECISION,<br />

UTILIZATION OF COST-ACCOUNTING TECHNIQUES NOW<br />

THE<br />

TO VIRTUALLY EVERY OPERATING FUNCTION, AND COST DATA<br />

EXTENDS<br />

ACQUIRING NEW BUSINESS DECISION USES THIS ARTICLE BE-'<br />

IS<br />

ONE USE- THE ANALYSIS OF THE BEHAVIORAL COMPACT OF<br />

SCRIBES<br />

ON VOLUME VARIATIONS AND ITS PROJECTION INTO PRICE<br />

COSTS<br />

DECISIONS THE ARTICLE FIRST REVIEWS SOME<br />

ESTABLISHMENT<br />

FACTS CONCERNING COST BEHAVIOR FINANCIAL DATA CAN NOW<br />

BASIC<br />

RESIATED IN TERMS OF COST BEHAVIOR AND SITUATIONS ARE<br />

BE<br />

WHICH DEMONSTRATE TEE DIFFERENTIAL COST DR MARGINAL<br />

CREATED<br />

APPROACH. THE EXAMPLES SHOWN BRING CUT TEE NECESSITY<br />

INCOME<br />

STUDY THE BEHAVIOR OF COSTS SO THAT PROPER CONCLUSIONS<br />

TO<br />

BE DRAWN FOR ANY SET OF CIRCUMSTANCES IT MUST BE<br />

CAN<br />

THAT FOR VARYING SETS OF CIRCUMSTANCES COSI<br />

REMEMBERED<br />

BE PIGEONHOLED INTO FIXED OR VARIABLE AND<br />

CANNOT<br />

GF EXPENSES AS TO TYPE AND FUNCTION<br />

NON-CLASSIFICATION<br />

BE KEPT AT A MINIMUM.<br />

SHOULD<br />

CHAMBERS, R<br />

0805<br />

IN ACCOUNTING<br />

UNIFORMITY<br />

NEW YORK CPAVDL 3ING IOCCTOBER 1967 8P<br />

IHE<br />

INFORMATION<br />

RULES,<br />

ARTICLE TAKES THE POSITION THAT UNIFORMITY IN<br />

THIS<br />

IS A VITAL GOAL AND ONE WITHIN THE POSSIBILITY OF<br />

ACCOUNTING<br />

TO REACH ALTHOLGH FIRMS ARE BIVERSE, THEIR<br />

ACCOUNTANTS<br />

OBJECTIVES ARE USUALLY SIMILAR FURTHERMORE THE<br />

GENERAL<br />

FOR FACTUAL KNOWLEDGE IS GENERAL AND EXTENSIVE AND<br />

DEMAND<br />

FIRMS HAVE MANY THINGS IN COMMON CLEARLY, ON<br />

FINANCIALLY<br />

POSITION AND RESULTS WE NEED FACTUAL INFORMATION<br />

FINANCIAL<br />

THAT WE CAN MAKE THE COMPARISONS WHICH HELP US TO<br />

SO<br />

THE GOOD FRCM THE POORER AND THE BAD,<br />

DISTINGUISH<br />

THE USERS OF FINANCIAL INFORMATION SHOULD ALL<br />

FINANCIALLY<br />

157<br />

THE SAME CONCEPT OF INCOME AND INVESTMENT THIS ARTICLE<br />

HAVE<br />

BETWEEN THE UNIFORMITY OF DETAILS OF<br />

DIFFERENTIATES<br />

AND CONFORMITY OF EFFECTS, THE FORMER RELATING TO<br />

OPERATION<br />

TO BOOKKEEPING RULES WHICH HAVE OBSCUREO THE<br />

ALLEGIANCES<br />

THAT MANY ALTERNATIVE RULES ARE DIVERSE IN EFFECT AND<br />

FACT<br />

LEO TO THE ELEVATION OF MERE CONSISTENCY OF APPLICATION<br />

HAS<br />

A LEVEL IT DOES NOT DESERVE<br />

TO<br />

SCHODERBEK, PETER DIGMAN, LESTER A<br />

0806<br />

GENERATION PERT/LOB<br />

THIRD<br />

BUSINESS REVIEW VOL 45 NO 5 SEPT.-OCT 1967 11Po<br />

HARVARD<br />

PLAN, PERT, EVALUATION, CONTROL<br />

PROGRAM,<br />

NEW TECHNIQUE DESCRIBED IN THIS ARTICLE, PERT/LOB,<br />

THE<br />

SIGNIFICANT ?0 MANAGEMENT BECAUSE IT EXTENDS THE<br />

IS<br />

OF PERT, -PROGRAM EVALUATION AND REVIEW<br />

POTENTIALS<br />

AND LOB, -LINE CF BALANCE-, FOR PLANNING AND C<br />

TECHNIQUE-,<br />

WHEREAS PERT IS USEFUL MAINLY IN THE INITIAL<br />

ONTROL<br />

OF A NEW PROOUCT CONSTRUCTION, OR ITEM OF<br />

DEVELOPMENT<br />

HARDWARE, AND WHEREAS LOB IS USEFUL MAINLY IN THE<br />

MILITARY<br />

STAGE, PERT/LOB IS VALUABLE IN THE MANY<br />

PRODUCTION<br />

BETWEEN RESEARCH AND DEVELOPMENT AND QUANTITY<br />

ACTIVIIIES<br />

IN THIS ARTICLE THE BASIC PRINCIPLES OF LOB AND<br />

PRODUCTION<br />

ARE DESCRIBED AND IT IS SHOWN HOW THE NEW IECHNIQUE<br />

PERT-LOB<br />

BE USED IN A SPECIFIC CASE TO HELP EXECUTIVES PLAN<br />

WOULO<br />

WORK ON A PROJECT<br />

CONTROL<br />

ASH, R L<br />

C807<br />

IN REVOLUTION<br />

MANAGEMENT<br />

EXECUTIVE,VOL 35N0 TO,OCTOBER 1967<br />

FINANCIAL<br />

INNOVATING<br />

ORGANIZATIONS,<br />

ARE NOW IN A SOCIO-ECCNOMIC REVOLUTION WHICH WILL<br />

WE<br />

THE INDUSTRIAL REVOLUIION OF A SHORT TIME AGO IHIS<br />

DWARF<br />

ASKS THE QUESTION -OF WHAT SIGNIFICANCE IS IT TO<br />

ARIICLE<br />

OUR INDUSTRIAL ORGANIZATIONS MUST BE AT THE<br />

BUSINESS<br />

OF THIS TECHNOLOGICAL REVCLUTION DYNAMICALLY<br />

FOREFRONT<br />

AND CREATING CHANGE WHILE NOT RESISTING IT THE<br />

INNOVATING<br />

ENTITY OF THE FUTURE IS DESCRIBED AS WELL AS THE<br />

BUSINESS<br />

OF THE NEW MANAGER OF THIS ENTITY HE MUST<br />

CHARACTERISTICS<br />

INTREPRENEURIAL BY ATTITLOE ANO INSTINCT. A GUIOELINE FOR<br />

BE<br />

FUTURE MANAGER IS SET UP WITH I DOS. THE NEW MANAGER<br />

THE<br />

FOLLOW THESE BUSINESS MANAGEMENI MUST COURAGEOUSLY<br />

SHOULD<br />

ITS OWN REVOLLTICN WHILE THERE STILL IS TIME<br />

STEPbP<br />

ROBINS, W R<br />

C808<br />

OF FINANCIAL ADMINISTRATION<br />

MODEL<br />

EXECUTIVE VOL 35, NO I0 OCT. 1967e 6P<br />

FINANCIAL<br />

ADMINISTRATION<br />

PLAN,<br />

ARTICLE DESCRIBES A SYSTEMATIC WAY OF DIVIDING UP<br />

THIS<br />

MANAGEMENI INTO THE FINANCIAL GOALS, AND POLICIES<br />

FINANCIAL<br />

ACHIEVE THOSE GOALS THIS IS PRECISELY THE RCLE OF A<br />

TO<br />

PLAN, TO BREAKDOWN A COMPANY INTO ITS BASIC<br />

FINANCIAL<br />

AND THEN IO ASK, WILL OUR POLICIES ACHIEVE OUR<br />

POLICIES<br />

WHAT IS SIGNIFICANT FOR A COMPANY IS THE GROWTH RATE<br />

GOALS<br />

EARNINGS PER SHARE. ONCE GOALS ARE SET MANAGEMENT MUST<br />

OF<br />

DOWN APPROPRIATE POLICIES THE FIVE POLICY AREAS WITH<br />

SET<br />

RATIOS THEY ARE MEASURED BY ARE AS FOLLOWS -DIVIOEND<br />

THE<br />

DIVIDENDS- DIVIDED BY EARNINGS, SALES MARGIN-EARNINGS<br />

PAYOUT<br />

BY SALES ASSET TURNOVER-SALES DIVIDED 8Y ASSETS<br />

DIVIDED<br />

DIVIDED BY EQUITY AND BCOKVALUE-EQUITY<br />

LEVERAGE-ASSETS<br />

BY SHARES BY SPECIFYING EACH OF THE FIVE FINANCIAL<br />

DIVIDED<br />

THE FINANCIAL PLAYS CAN BE MADE CONSISTENT. THE<br />

POLICIES<br />

VARIABLES AND THEIR RELATIONSHIPS ARE MADE EXPLICIT SC<br />

MAJOR<br />

MANAGEMENT CAN SEE THE EFFECT OF A CHANGE IN ONE POLICY<br />

THAT<br />

ANOTHER.<br />

OR<br />

COLLCUTT, R H READER, R D<br />

0809<br />

THE OPERATIONAL RESEARCH PROGRAMME FOR R A<br />

CHOOSING<br />

RESEARCH QUARTERLY VOL 18 NO 3 SEPT 967•<br />

OPERATIONAL<br />

2]P<br />

PROGRAMMER, PLAN, ORGANIZATION• EVALUATING<br />

SELECTION,<br />

PAPER EXAMINES SOME IMPORTANT PROBLEMS IN THE<br />

THIS<br />

AND SELECTION OF RESEARCH PROJECTS WITH<br />

EVALUATION<br />

REFERENCE TO OPERATIONAL RESEARCH PROJECTS IN<br />

PARTICULAR<br />

INDUSTRY RESEARCH ORGANIZATION A METHOD FOR PROJEC1<br />

CENTRAL<br />

IS SUGGESTED WHICH PROVIDES BATA SUITABLE FOR USE<br />

EVALUATION<br />

A POWERFUL AND FLEXIBLE FORMAL PROCEDURE FOR PROJECT<br />

IN<br />

IN EVALUATING A PROJECT, ASSESSMENT CF RESOURCE<br />

SELECTION<br />

IS BASED ON A PRDBABLISTIO NETWORK PLAN OF THE<br />

REQUIREMENTS<br />

AND THE ESTIMATES CF BENEFITS ARE DERIVED FROM THE<br />

PROJECT,<br />

EFFECTS ON THE INDLSTRY OF PERFORMING OR NOT<br />

MARGINAL<br />

THE PROJECT, USING DISCOUNTED CASH FLOW<br />

PERFORMING<br />

THE PROCEDURE FOR PROJECT SELECTION CHOOSES NOT<br />

TECHNIQUES<br />

THE PROJECTS TO BE UNDERTAKEN, BUT ALSO TEE TEAM SIZES<br />

ONLY<br />

SHOULD BE USED. A WIDE VARIETY OF CONSTRAINTS CAN BE<br />

THAT<br />

ON THE SYSTEM TO REFLECT DIFFERENT ASPECTS OF<br />

IMPOSED<br />

POLICY OR OTHER SPECIAL FACTORS.<br />

MANAGEMENT<br />

LEDLEY, ROBERT<br />

DDIO<br />

AIDS TD CLINICAL TREATMENT EVALUATION<br />

COMPUTER<br />

RESEARCH VOL 15 NO 4 JULY 1967, 12P<br />

OPERATIONS<br />

MEDICAL, EVALUATION<br />

PROGRAMMING,<br />

PRIMARY PURPOSE DF THIS PAPER IS TO DISCUSS PRECISE<br />

THE<br />

FORMULATIONS OF THESE PROBLEMS AND TO DESCRIBE<br />

MAIHEMAIICAL<br />

AIDS TD THEIR SOLUTION FIRST, THE USE OF DYNAMIC<br />

COMPUTER<br />

IS DISCUSSED AS AN APPROACH TO THE MATHEMATICAL<br />

PRCGRAYMING<br />

OF THE DIAGNOSTIC-TREATMENT CYCLE THEN THE USE<br />

FORMULATION<br />

BAYES FORMULA WILL BE DISCUSSED AS AN AID TO THE<br />

OF<br />

OF TREATMENT-EVALUATION DATA FINALLY, A COMPUTER<br />

COLLECTION<br />

FOR AN OUTPATIENT CLINIC S DESCRIBED. IT IS<br />

SYSTEM<br />

TO NOTE IHAT ALTHBUGH WE SUGGEST BASIC<br />

IMPORTANT<br />

CHARACIERIZATICNS DF THESE PROBLEMS, EACH<br />

MATHEMATICAL<br />

MEDICAL SPECIALTY, AND FREQUENTLY EACH PARIICULAR<br />

PARTICULAR<br />

REQUIRES SPECIFIC ADAPTATIONS OF THE METHODS IN<br />

TREATMENT,<br />

TO TAKE CARE CF SPECIAL PROBLEMS THAT FRECUENTLY<br />

ORDER<br />

ARISE<br />

HESS, SIDNEY W<br />

08[[<br />

USE OF MODELS IN MARKETING TIMING DECISIONS<br />

THE<br />

RESEARCH VOL IS, NO 4, JULY 19&?,<br />

OPERATICNS<br />

MAKING, DECISION<br />

RULES,<br />

CASES ILLUSTRATE THE UTILITY OF SIMPLE MODELS<br />

TWO<br />

PRICING OF OBSOLESCENT PRODUCTS BOTH MODELS YIELO<br />

AID

SIMPLE, EASILY IMPLEMENTED DECISIONS RULES<br />

SURPRISINGLY<br />

DEMONSTRATE THAT -BACK OF THE ENVELOPE- MODELING CAN<br />

THEY<br />

HELP MANAGEMENT DECISION MAKING<br />

STILL<br />

PAUL, ROBERT J<br />

0812<br />

OF PERFORMANCE FOR NONREPETITIVE ACTIVITIES<br />

DETERMINATION<br />

OF RETAILING, VOL 3, NO 3, FALL 1967 8P<br />

JOURNAL<br />

EVALUATING CONTROL STANDARDS<br />

PLAN<br />

FOR EVALUATING THE PERFORMANCE OF PERSONS<br />

SIANDARDS<br />

IN REPEIITIVE LABOR OPERATIONS HAVE LONG BEEN<br />

ENGAGED<br />

TO PLAN AND MEASURE PRODUCTION AND TO CONTROL<br />

UTILIZED<br />

COSTS. WITH THE ADVENT OF INCREASED<br />

MANUFACTURING<br />

AND THE GREATER EMPHASIS ON SERVICES,<br />

MECHANIZATION<br />

IS SHIFTING TO A CLOSER EXAMINATION OF SERVICE<br />

ATTENTION<br />

AND VARIABLE TASKS WHERE FORMAL STANCAROS<br />

ACTIVITIES<br />

HAVE NOT BEEN APPLIED THIS HAS BEEN DUE TO<br />

TRADITIONALLY<br />

COST OF EXAMINATION ANC MEASUREMENT.<br />

HIGH<br />

ARTICLE IS A SUMMARY OF INVESTIGATION INTO METHODS<br />

THIS<br />

THE DETERMINATION OF VALID, OBJECTIVE PERFORMANCE-EVA<br />

FOR<br />

STANDARDS FOR NONREPETITIVE AND SERVICE ACTIVITIES<br />

LUATION<br />

AUTHOR NOT ONLY OFFERS THIS METHOD, BUT POINTS OUT<br />

THE<br />

OF SUCH A POLICY THE BENEFITS THAT CAN BE<br />

ADVANTAGES<br />

MAKE THE METHOD WORTH CONSIDERING<br />

DERIVED<br />

SIBBALD, JOHN R.<br />

0813<br />

THE SERVICES OF PROFESSIONAL SOCIETIES.<br />

USING<br />

REVIEW VCL $6 NO.IO OCT 1967, 7P.<br />

MANAGEMENT<br />

PLACEMENT<br />

RECRUITING<br />

APPEARS THAT MANY CCRPCRATIONS ARE NOT TAKING<br />

IT<br />

OF ALL RECRUITING OPPORTUNITIES. MANY FAIL TO<br />

ADVANTAGE<br />

USING THE SERVICES OF PROFESSIONAL SOCIETIES. OFTEN<br />

CONSIDER<br />

CHARGE A MODEST FEE, AND ATTEMPT ONLY TO BRING TOGETHER<br />

THEY<br />

AND EMPLCYEE<br />

EMPLOYER<br />

ARTICLE DESCRIBES THE FIVE MOST COMMON FORMS OF<br />

THE<br />

THAT THE SOCIETIES OFFER. A DIRECTORY IS INCLUDED<br />

SERVICE<br />

SOCIETIES WHICH PLACE REGISTRANTS WITH A RANGE OF<br />

LISTING<br />

OF INTEREST TO MOST BUSINESS EMPLOYERS<br />

BACKGROUNDS<br />

ARTICLE CONCLUDES WITH A SERIES OF TIPS SO THEY CAN<br />

THE<br />

BETTER RESULTS WHEN USING THE PLACEMENT SERVICES OF<br />

ACHIEVE<br />

PROFESSIONAL SOCIETY.<br />

THE<br />

LEVY, ROBERT<br />

BBI6<br />

GO-GO WORLD OF IHE RISK MANAGER<br />

THE<br />

REVIEW VOL.90 NO 5 NOV. 1967t<br />

DUNS<br />

CONTROL<br />

PLANT<br />

NEW POSITION APPEARS TO BE EMERGING IN THE GIANTS CF<br />

A<br />

THIS IS THE RISK MANAGER HE WORKS ON SPECIAL<br />

INDUSTRY,<br />

USUALLY /HE INTRODUCTION OF NEW PROJECTS HE IS A<br />

PROJECTSj<br />

OF THE CHIEF EXECUTIVE OF A NEWLY FORMED COMPANY<br />

COUNTERPART<br />

HE IS GIVEN FULL RESPONSIBILITY AND AUTHORITY FOR ALL<br />

AND<br />

OF THE VENTURE, INCLUDING TECHNCLOGY MANUFACTURING<br />

ASPECTS<br />

MARKETING. ANSWERABLE ONLY TO THE CHIEF EXECUTIVESj HE<br />

AND<br />

VIRTUAL CONTROL OVER THE ASSEMBLY DF BOTH PEOPLE AND THE<br />

HAS<br />

NECESSARY TO COMPLETE THE VENTURE.<br />

PLANT<br />

ARTICLE CONTINUES TO CITE AREAS WHICH INFLUENCED<br />

THE<br />

FORMING OF THIS ROLE IN CONCLUSION SEVERAL COMPANIES<br />

THE<br />

ON THE RESULTS THAT THEY HAVE OBTAINED<br />

REPORT<br />

RECK, GEORGE E<br />

081S<br />

BLUEPRINT TO BUILD EXECUTIVES.'<br />

A<br />

REVIEW VOL.90t NO St NOV. I967t<br />

DUNS<br />

EVALUATICN<br />

PERSONNEL,<br />

ARTICLE WRITTEN BY THE PRESIDENT OF UNITED AIR<br />

THIS<br />

DEALS WITH THE DEVELOPMENT OF MANAGERS FIRST THE<br />

LINES<br />

CENTERS AROUND A FUNCTIONAL DEFINITION OF WHAT<br />

DISCJSSION<br />

IS MEANT BY THE TERM -MANAGER-.<br />

ACTUALLY<br />

THE AUIHOR RELATES THE PROCESS THAT HE USES.<br />

NEXT,<br />

IS THE ROLES PLAYED BY SUBORDINATES IN LOCATING<br />

EMPHASIZED<br />

STRESSED IS THE EVALUATION OF PERSONNEL, BOTH IN THE<br />

TALENT.<br />

REQUIRING A NEW MANAGER, AS WELL AS OTHER<br />

DEPARTMENT<br />

WITHIN THE COMPANY<br />

DEPARTMENTS<br />

METZ CHARLES J.<br />

0816<br />

TO TAP THE POOL OF U.S TRAINED FOREIGN STUCENTS<br />

HOW<br />

REVIEW VCLo56 NO I0 OCT 196T 7P<br />

MANAGEMENT<br />

SELECTION<br />

RECRUITMENT<br />

LARGE COMPANIES WITH EXTENSIVE INTERNATIONAL<br />

MOST<br />

WOULD LIKE IO KNOW THE NAMES AND LOCATIONS OF<br />

OPERATIONS<br />

FOREIGN NATIONALS WHO SPEAK ENGLISH WELL AND<br />

WELL-TRAINED<br />

SOME FAMILIARITY WITH AMERICAN STANDAROS OF DOING<br />

HAVE<br />

IT IS FOR THIS REASON THE INSTITUTE OF<br />

BUSINESS<br />

EDUCATION CAN BE VERY HELPFUL.<br />

INTERNATIONAL<br />

TIE IS A PRIVATE NONPROFIT AGENCY WHICH WILL HELP<br />

THE<br />

COMPANIES IDENTIFY AND LOCATE FOREIGN CITIZENS WITH<br />

AMERICAN<br />

QUALIFICATIONS WHO HAVE BEEN EDUCATED IN THE UNITED<br />

SPECIFIC<br />

THE ARTICLE DEALS WITH THE DIFFERENT BREAKDOWN OF<br />

STATES<br />

THAT ARE OFFERED TO BUSINESS, AND THE WAYS<br />

CATEGORIES<br />

HAS UTILIZED THIS SERVICE<br />

INDUSIRY<br />

MAOt JAMES<br />

OBIT<br />

OF COMPUTER SIMULATION<br />

ESSENTIALS<br />

EXECUTIVE VOL.JS, NO.I OCT.<br />

FINANCIAL<br />

EVALUATING, OECISION<br />

MAKING<br />

PURPOSE OF THIS ARTICLE IS TO EXPLAIN THE<br />

THE<br />

OF COMPUTER SIMULATION IN LESS IEOHNICAL<br />

ESSENTIALS<br />

WITH THE DEVELOPMENT OF MODERN ELECTRONIC<br />

LANGUAGE.<br />

SIMULATION PROMISES TO BE AN IMPORTANT TOOL FOR<br />

COMPUTERS<br />

MAKING. SIMULATION MAYBE DEFINED AS THE TECHNIQUE<br />

DECISION<br />

EVALUATING THE MERITS OF ALTERNATIVE COURSES OF ACTION<br />

OF<br />

EXPERIMENTATION PERFORMED ON A MAIHEMATICAL MODEL<br />

THROUGH<br />

THE DECISION-MAKING SITUATION THREE STEPS OF<br />

REPRESENTING<br />

ARE OUTLINED. THEY ARE -I MATHEMATICAL MODEL<br />

SIMULATION<br />

-. EXPERIMENTATION PERFORMEO ON THE<br />

CONSTRUCTION<br />

MODEL AND -. EVALUATION OF THE EXPERIMENIAL<br />

MATHEMATICAL<br />

AN APPLICATION OF SIMULATION IS SHOWN. IT IS USED<br />

FINDINGS<br />

DETERMINE FIRMS RISK OF INSCLVENCY. SIMULATION CAN ALSO<br />

TO<br />

USED TO FORMULATE FINANCIAL DECISIONS IN AREAS OF<br />

BE<br />

POLICY CAPITAL SIRUCTURE SHORT TERM FINANCING AND<br />

DIVIDEND<br />

EXPENDITURES<br />

CAPITAL<br />

GRANT C.B S.<br />

0818<br />

MOVES WEST SHIPS INSTRUCTIONAL SYSTEM EAST.<br />

RCA<br />

PROCESSING VOL.9, OCT 1967 2P<br />

DATA<br />

158<br />

EDUCATION<br />

ORGANIZATIONAL,<br />

ARTICLE REPORTS ON ONE OF THE NEWEST<br />

THIS<br />

INSTRUCTION SYSTEMS LOCATED IN PALO ALTO<br />

COMPUTER-BASED<br />

NEW INSTRUCTIONAL SYSTEMS ACTIVITY OF RCA HAS SHIPPED<br />

THE<br />

FIRST COMPUTER-BASED INSTRUCTIONAL SYSTEM TO NEW YORK<br />

ITS<br />

FOR USE IN 15 PUBLIC SCHOOLS THE KEY TO IkSTRUCTIONAL<br />

CITY<br />

IS CURRICULUM MATERIAL -AND THE ARRANGEMENTS RCA HAS<br />

SYSTEMS<br />

CONSULTANTS AND PUBLISHING GROUPS IS EXPLAINED-<br />

WIIH<br />

ORGANIZATIONAL SET UP THE STUDENT USE, AND THE<br />

THE<br />

ADVANTAGES OF COMPUTER-BASED INSTRUCTIONAL SYSTEMS<br />

TEACHING<br />

EXPLAINED THIS IS JUST THE BEGINNING, THE FUTURE OF<br />

ARE<br />

SEEMS IN FOR SOME BIG CHANGES.<br />

EDUCATION<br />

ROTHERY BRIAN<br />

0819<br />

AND PROGRAMMING<br />

SPECIALIZATION<br />

pROCESSING VEL 9, OCT 1967, 2P.<br />

DATA<br />

CONTROL ANALYST-PROGRAMMER<br />

PROGRAMMING<br />

DISCUSSION OF THE DIFFERENCES BETWEEN PROJECT ANO<br />

A<br />

MANAGEMENT, WITH REGARD TO THEIR ADVANTAGES AND<br />

PROCESS<br />

IN EDP, AND THEIR EFFECT ON SYSTEMS AND<br />

DISADVANTAGES<br />

PEOPLE IS PRESENTED IN THIS ARTICLE IN VIEW OF<br />

PRCGRAMMING<br />

ANALYST-PROGRAMMER, NECESSARY AS SPECIALIZATION IS, IT<br />

THE<br />

NOT BE ASSUMED WHOLLY BENEFICIAL IN A CCMPLEX<br />

SHOULD<br />

SITUATION RESPONSIBILITY SEEMS TO DIMINISH AND<br />

PROCESS<br />

VANISH IN PROCESS SITUAIIONS, MANAGEMENT IS A<br />

OFTEN<br />

FOR ORDER AND CONTROL HOWEVER, THERE IS VALUE IN<br />

STRUGGLE<br />

THE PENALTIES THAT PROCESS MANAGEMENT EXACTS FOR<br />

KNOWING<br />

CAN PROVIDE MEANSj OUTSIDE THE PROCESSES THEMSELVES, FOR<br />

ONE<br />

ESIABLISHMENT OF LINKS AND MEASUREMENTS THAT WILL<br />

THE<br />

CONTROL.<br />

MAINTAI<br />

FENSKE,RUSSELL W<br />

0820<br />

COMPUTER OPERATICNS-2<br />

SCHEDULING<br />

PROCESSING VOL 9, NO 10, OCTOBER 1967, 3P<br />

DAIA<br />

FORECASTING ANALYSIS<br />

INDEXES<br />

IS THE SECOND IN A SERIES OF FOUR MONTHLY ARTICLES<br />

THIS<br />

TECHNIQUES OF FORECASTING COMPUTER RUN INPUT<br />

EXPLAINING<br />

AND THE CONVERSION EF THESE FORECASTS TO COMPUTER<br />

VOLUMES<br />

TIMES THIS ARTICLE CONCENTRATES ON A DESCRIPTION OF THE<br />

RUN<br />

REQUIRED TO CORRECT THE DAILY CASH RECEIPTS<br />

ANALYSIS<br />

EQUAIION AND THE INDICES. CORRECTIONS ARE<br />

RELATIONSHIP<br />

BECAUSE IN A RELATIONSHIP SUCH AS THIS WHICH IS<br />

NECESSARY<br />

FROM A LIMITEO AMOUNT OF AVAILABLE DATA,<br />

DEVELOPED<br />

APPEAR FIGLRES ILLUSTRATING OAILY CASH<br />

INCONSISTENCIES<br />

FROM WEEKLY AVERAGES, ON MONDAYS ONLY, AND<br />

VARIATIONS<br />

DAILY CASH DAILY INDEXES DEMONSTRATE THE CHANGES<br />

REVISED<br />

REQUIRED.<br />

FEIOELMANt LAWRENCE A. KATZ, JACOB L<br />

0821<br />

THE OPTICAL SCANNERS<br />

SCAhNING<br />

PROCESSING VOL.9, NO lO, OCTOBER 196T 7P<br />

DATA<br />

DOCUMENT, CONTROL<br />

PLANNING,<br />

ARTICLE IS A SURVEY F THE CHARACTERISTICS AND<br />

THIS<br />

OF THE COMMERCIALLY AVAILABLE OPTICAL CHARACTER<br />

CAPABILITIES<br />

IT IS POINTED OUT THAT THE OPTICAL CHARACTER READER<br />

READERS<br />

NOW RIPE FOR SERIOUS CONSIDERATION IN THE DESIGN,<br />

IS<br />

AND CHARACTERISTICS SUCH AS DOCUMENT READING<br />

PLANNING,<br />

TECHNIQUES, RECOGNITION METHODS, FLEXIBILITY ERROR<br />

SCANNING<br />

OUTPUT, OPERATIONS CONTROL AND COSTS AND<br />

CONTROL<br />

ARE DESCRIBED THESE CHARACTERISTICS ARE<br />

AVAILABILITY<br />

ON A THREE PAGE CHART TO COMPARE 18 COMMERCIALLY<br />

OUTLINEO<br />

OPTICAL CHARACTER READERS.<br />

AVAILABLE<br />

RUSSELL, JOHN R STOBAUGH ROBERT B WHITMEYER, F W.<br />

0822<br />

FOR PRODUCTION.<br />

SIMULATION<br />

BUSINESS REVIEW, VOL 4S, NO S, SEPTEMBER-OCTOBER,<br />

HARVARD<br />

8P<br />

1967j<br />

PLANNING, INFORMATION, CONTRCL<br />

SELECTING<br />

TECHNIQUES ARE ASSUMING MORE AND MORE<br />

SIMULATION<br />

FOR THE PRODUCTION MANAGER AT THE SAME TIME, THE<br />

IMPORTANCE<br />

ON THE SLBJECT IS EXPANDING AT A RAPID RATE THE<br />

LITERATURE<br />

OF THIS ARTICLE IS TO ASSIST THE PRODUCTION MANAGER<br />

PURPOSE<br />

SELECTING GO00 SOURCES OF HELPFUL INFORMATION ABOUT<br />

IN<br />

WITH SPECIAL REFERENCE TO ITS USE IN PRODUCTION<br />

SIMULATION,<br />

AND CONTROL<br />

PLANNING<br />

INTRODUCTION BRIEFLY DISCUSSES THE IMPORTANCE AND<br />

AN<br />

OF SIMULATION, PRESENTING A BASIS FOR THE FOLLOWINC<br />

CONCEPTS<br />

OF PERTINENT MATERIAL ON THIS SUBJECT AREA<br />

OVERVIEWS<br />

IRISH ROBERT R<br />

0823<br />

ACDUNTING DEVELOPMENTS IN THE ARMY INDUSTRIAL<br />

MANAGEMENT<br />

FUND<br />

ASSOCIATION OF ACCOUNTANTS, VOL.9 NO 2t OCTOBER<br />

NATIONAL<br />

6P<br />

1967<br />

CONTROL<br />

INFORMATION<br />

UTILIZATION OF MODERN MANAGEMENT ACCOUNTING TOOLS<br />

THE<br />

ARMY INDUSTRIAL FUND MANAGERS IS ACHIEVING MORE EFFECTIVE<br />

BY<br />

OF OPERATIONAL COSTS. IN HIS OISOUSSION OF THE<br />

CONTROL<br />

AND EFFECTS OF THE ARMY INDUSTRIAL FUNO THE<br />

RAMIFICATIONS<br />

EMPHASIZES ITS MANAGEMENT ACCOUNTING ASSESTS<br />

AUTHOR<br />

ARE FURNISHED FOR THE TYPE CF MANAGEMENT<br />

DESCRIPTIONS<br />

WHICH IS REQUIRED NEXT THE AUTHOR FOCUSES UPON<br />

INFORMATION<br />

SYSTEM IMPROVEMENTS WHILE BEING AWARE OF<br />

CONTINUING<br />

LIMITATIONS OF THE SYSTEM. THE ARTICLE CONCLUDES<br />

EXISTING<br />

AN OUTLINE OF BENEFITS THAT CAN BE DERIVED<br />

WITH<br />

HROMISH MICHAEL<br />

08Z<br />

COST DAIA FOR ANALYSIS AND CONTROL<br />

MAINTENANCE<br />

ASSOCIATION OF ACCOUNTANTS, VOL 9, NC 2t OCIOBER<br />

NATIONAL<br />

6P<br />

1967,<br />

DATA-PROCESSING, CONTROL, ANALYSIS<br />

PROGRAMJ<br />

IT IS EASIER TO LAUNCH A NEW PROGRAM THAN IT IS<br />

OFTEN<br />

REVISE AND UPDATE AN OLD SYSTEM BY USING NEW IDEAS IN<br />

TO<br />

IMPROVEMENT OF IIS EXISTING PROCEDURES A COMPANY HAS<br />

THE<br />

DATA-PROCESSING AND REPORTING THROUGH A PROGRAM<br />

REDESIGNED<br />

PROVIDES FOR FULL USE OF ELECTRONIC OATA-PROCESSING AS<br />

WHICH<br />

AS RECONSIRUCTION OF THE RELATED REPORIING<br />

WELL<br />

CONTENDS THE AUTHOR CANNOT AFFORD TO IGNORE<br />

INDUSTRY,<br />

POTENTIAL USE OF EDP REWARDS ARE FAR GREATER THAN CAN<br />

THE<br />

MANUALLY OBTAINED.<br />

BE<br />

SHOPOFF, ROBERT W. JACK, WILLIAM R<br />

0825<br />

STAFFING OPERATING INFORMATION SERVICES<br />

ORGANIZING

FUNCTION<br />

ASSDCIATIOh OF ACCOUNTANTS, VOL 49, NO 2, OCTOBER<br />

NATIONAL<br />

967<br />

INFORMATION<br />

ORGANIZING,<br />

THEIR DISCUSSION OF THE MOST IMPORTANT AREAS WHIC<br />

IN<br />

ON THE EFFECTIVENESS OF AN INFORMATION SERVICES GROUP,<br />

BEAR<br />

AUTHORS EMPHASIZE BASIC FACTORS WHOSE RECDGNIZAIION<br />

THE<br />

A SOLID FObNDATION TO DEVELOP A SERVICE THAT WILL<br />

PROVIDES<br />

THE DEMANDS AND REQUIREMENTS OF MODERN MANAGEMENT.<br />

MEET<br />

UPON IS THE CHORE OF STAFFING THE INFORMATION<br />

FOCUSED<br />

WITH APPROPRIATE GLIDELINES FOR RECOMMENDED<br />

SERVICE,<br />

THE AUTHORS RELATE TO THE EARLY<br />

QUALIFICATIONS<br />

AND OFFER A IHUMB-NAIL SKETCH OF<br />

NINETEEN-FIFTIES<br />

GAINS CREATED OVER THE LAST EIGHTEEN YEARS<br />

DEVELOPMENT<br />

DEMSKI,JOEL<br />

0826<br />

CF TRADITIONAL SIANDARD COST VARIANCE MODEL<br />

EFFECTIVENESS<br />

ASSOCIATION OF ACCOUNTANTS, VOL 9, NO 2, OCTOBER<br />

NATIONAL<br />

lOP<br />

1967,<br />

DECISION, CONTROL, ANALYZING<br />

INFORMATION,<br />

NEEDS FOR ACCOUNTING INFORMATION ARE NOW<br />

MANAGERIAL<br />

TO THE EXTENT THAT WELL-SIRUCTUREO MODELS ARE EMPLOYED<br />

KNOWN<br />

CERTAIN DECISION PROCESSES THIS PAPER EXAMINES THE<br />

IN<br />

OF THE TRADITIONAL STANDARD VARIANCE MGDEL IN THOSE<br />

UTILITY<br />

AND SUGGESTS AN OPERATIONAL EXTENSION OF THE<br />

SITUATIONS<br />

DESIGNED TD PROVIDE SUPERIOR CONTROL INFORMATION.<br />

MODEL,<br />

DAUST, SOMERBY<br />

0827<br />

RECORDS KEEP FACTS Oh FILE<br />

VENDOR<br />

VOL 63 NO g, NOVEMBER 1967, 2P<br />

PURCHASING,<br />

JOBS, INFORMATIOh<br />

RETRIEVAL,<br />

INFORMATION ON SUPPLIERS IS ONE OF THE BUYERS<br />

GATHERING<br />

JOBS GETTING DATA TOGETHER, HOWEVER, IS ONLY THE<br />

BIGGEST<br />

PART OF IHE IASK THE BUYER MUST ALSO HAVE SOME SYSIEM<br />

FIRST<br />

FILING THE INFORMATION AND FOR RETRIEVING IT QUICKLY<br />

FOR<br />

ITS NEEDED<br />

WHEN<br />

THE SYSTEM SHOULD BE ONE THAT DOES NOT ENTAIL<br />

IDEALLY,<br />

MUCH PAPERWORK AT EITHER END-INPUT CR RETRIEVAL. ONE OF<br />

TOO<br />

BEST WAYS IO ACCOMPLISH THIS IS TO RECOGNIZE THE VARIOUS<br />

IHE<br />

OF VENDOR INFORMATION THAT MUST BE KEPT AVAILABLE<br />

TYPES<br />

GENERAL, VEADOR DATA THAT IS WORTH SAVING FALLS INTO<br />

IN<br />

PRODUCT INFORMATION BACKGROUND CATA HARD<br />

CATEGORIES<br />

AND TOPICAL INFORMATION THE AUTHOR FEELS IT IS<br />

FACTS<br />

THAT THE BUYER MUST RECOGNIZE THESE FOUR<br />

ESSENTIAL<br />

CENTERS.<br />

INFORMATION<br />

KELLEY, ETNA M<br />

0828<br />

YOUR ANNIVERSARY WITH A SPECIAL EXHIBIT<br />

SUPPORT<br />

AND SALES PROMOTION VOL I5 NO 11, NOVEMBER,<br />

ADVERTISING<br />

6P.<br />

I967,<br />

ORGANIZATION<br />

PLANNED<br />

ARTICLE PRESENTS HELPFUL SUGGESTIONS FOR MORE<br />

THIS<br />

AND MEANINGFUL ANNIVERSARY EXHIBITS AND DISPLAYS.<br />

SUCCESSFUL<br />

IN PREPARING A DISPLAY OR SERIES CF DISPLAYS TIED<br />

IDEALLY<br />

AN ANNIVERSARY THE EXHIBITING ORGANIZATION DRAWS UPON ITS<br />

TO<br />

PAST USING MEMORABILIA CR REPRODUCTIONS OF EARLY<br />

OWN<br />

OLD CATALOGS AND AOVERTISEMENTS OR PICTURES OF<br />

PRODUCTS,<br />

FObNDERS<br />

THE<br />

ANNIVERSARY DISPLAY, IF PROPERLY PLANNED AND<br />

THE<br />

WINS RECOGNITION FOR THE EXHIBITOR AND PLEASES THE<br />

EXECUTED,<br />

IT OFFERS A WAY FOR OTHER ORGANIZATIONS OF THE<br />

VIEWER<br />

TO JOIN IN THE CELEBRAIION AND MAKE IT A MEMCRABLE<br />

COMMUNITY<br />

SUCCESS<br />

KLOCK PAUL<br />

0829<br />

TO CHANGE THE HABITS OF A NATION<br />

HOW<br />

AND SALES PROMOTION, VOL.I5, NC 11, NOVEMBER<br />

ADVERIISING<br />

2P<br />

196,<br />

PLANNING, ORGANIZATION<br />

PROGRAM,<br />

ARTICLE EXPLAINS HOW PUBLIC-RELATIONS PLAYED A<br />

THIS<br />

IN SWEDENS CHANGE FROM DRIVING ON THE LEFT TO DRIVING<br />

PART<br />

THE RIGHT THIS MONUMENTAL TASK CF PERSUADING 8,000,000<br />

ON<br />

TO CHANGE A HABIT THAT HAS LASTED MORE THAN 200 YEARS<br />

PEOPLE<br />

MANY PUBLICITY TECHNICUES<br />

REQUIRED<br />

SHORT DISCUSSION OF THE SITUATION AND THE REASONS FOR<br />

A<br />

ARE FIRST PRESENTED THEN THE PREPARATIONS FOR<br />

CHANGE<br />

ARE GIVEN MULTI-LINGUAL BOOKLETS, NEWSPAPER ADS,<br />

-H-DAY-<br />

USUAL ANO UNUSUAL MEDIA WERE EMPLOYED FOR MAXIMUM<br />

OTHER<br />

THE UNIFIED PUBLICITY AND PROMOTION PROGRAM IS<br />

COVERAGE<br />

FROM IHE VIEWPOINT OF ORGANIZATION AND PLANNING.<br />

EXPLAINED<br />

TULL T M<br />

0830<br />

AUDIT OF A TRUST DEPARTMENT<br />

ADMINISTRATIVE<br />

AND ESTATES VOL 106, NO TO* OCT 1967, 6P<br />

TRUSTS<br />

ADMINISTRATIVE<br />

PLANNING,<br />

GROWING VOLUME AND COMPLEXITY OF A TRUST DEPARTMENT<br />

THE<br />

MAKES IT NECESSARY TO CONDUCT AN AOMINISTRATIVE<br />

BUSINESS<br />

OF THE HANDLING OF ALL ITS TRUST ACCOUNTS SUCH AN<br />

AUDIT<br />

FOCUSES ON THE PREVENTION OF MISTAKES BEFORE THEY<br />

AUOIT<br />

AND ON THE ATTAINMENT OF INCREASED EFFICIENCY THE<br />

OCCUR<br />

OIRECTIONS CF AN AUDIT OF A TRUST ACCOUNT MUST<br />

BASIC<br />

WITH THE ADMINISTRATIVE OFFICER THERE ARE TWO<br />

ORDINATE<br />

TOOLS AN ADMINISTRATIVE OFFICER CAN USE IN<br />

FUNDAMENTAL<br />

WITH PLANNING AND DIRECTING THE ACTIVITIES OF A<br />

CONNECTION<br />

ACCOUNT THE FIRST IS THE ADMINISTRATIVE SYNOPSIS. THE<br />

TRUST<br />

IS A TICKLER CARD SYSTEM WHICH CAN BE USED TO INSURE<br />

SECOND<br />

DUTIES IN AN ACCOUNT ARE CARRIED OUT AN ADMINISTRATIVE<br />

THAT<br />

PRIMARILY REVIEWS THE ADEQUACY OF THESE TWO BASIC<br />

AUDIT<br />

AS THEY EXIST IN EACH ACCOUNT.<br />

TOOLS<br />

GLASER, GEORGE<br />

0831<br />

TALK ABOUT COMPUTERS.<br />

PLAIN<br />

HORIZONSVOL IO, NO 3 FALL OF I967, 7P<br />

BUSINESS<br />

ORGANIZATION, ANALYSIS<br />

PERSONNEL<br />

OF NEW DEVELOPPENTS IN COMPUTER TECHNOLDGY<br />

BECAUSE<br />

TO PROBLEMS HERETOFORE CONSIDERED IMPOSSIBLE TO<br />

SOLUTIONS<br />

ARE WITHIN OUR GRASP. MEMORY SPECIFICATIONS ARE NOW<br />

ACHIEVE<br />

IN NANOSECONDS, ONE BILLIONTH OF A SECONCe AND<br />

STATED<br />

IN INPUT/ObTPUT EQUIPMENT WILL INCREASE HUMAN ACCESS<br />

CHANGES<br />

THE MACHINE THESE AND OTHER ADVANCES WILL EXTEND<br />

TO<br />

FUNCTIONS IN BUSINESS FROM PROCESSING PAPER WORK TO<br />

COMPUTER<br />

MANAGEMENTS DECISIONS NEW APPLICATIONS OFFER<br />

IMPROVING<br />

159<br />

BENEFITS BUT CREATE PERSONNEL PROBLEMS ANO ARE HARDER<br />

GREAT<br />

JUSTIFY ON A STRAIGHT FORWARD COST-SAVING BASIS MORE<br />

TO<br />

IO DESIGN AND FAR MORE PAINFUL FOR THE<br />

DIFFICULT<br />

TO ASSIMILATE FEASABILITY MUST THEN BE<br />

ORGANIZATION<br />

BY CAREFLL ANALYSIS IN THIS AS IN ALL PHASES,<br />

DEIERMINED<br />

WILL BE DETERMINED BY MANAGERS.<br />

SbCCESS<br />

HOWELL, R A<br />

0832<br />

FRESH LOOK AT MANAGEMENT BY OBJECTIVES.<br />

A<br />

HORIZONS, VOL TO, NO 3, FALL 1967, 9P<br />

BUSINESS<br />

DECISION-MAKING<br />

GOAL-SETTING<br />

AUTHOR TAKES A NEW APPROACH TO MANAGEMENT BY<br />

THE<br />

SO THAT THE ORGANIZATION AND NET ONLY TFE<br />

OBJECTIVES<br />

WILL BENEFIT THE OVER-ALL GOALS OF TEE<br />

WORKERS,<br />

ARE SET BY MANAGEMENT AND DISSEMINATED<br />

ORGANIZATION<br />

THE COMPANY IN TURN EACH INDIVIDUAL FORMULATES<br />

THROUGHOUT<br />

OBJECTIVES, WHICH ARE SUBMITTED TO HIS SUBUNIT, TEEN<br />

HIS<br />

UPWARD THROUGH THE HIERARCHAL SIRUCTURE THIS<br />

COMMUNICATED<br />

MOVEMENT ENSURES THAT ALL MEMBERS OF THE<br />

VERTICAL<br />

FEEL IHAT THEY ARE PARTICIPATING IN ITS<br />

ORGANIZATION<br />

LATERAL TRAOE-OFFS ARE BROUGHT ABOUT BY PEER<br />

OPERATION<br />

REVIEWING THE OBJECTIVES OF THEIR FELLOW EMPLOYEES<br />

GROUPS<br />

AT THE TOP MANAGEMENT LEVEL TOP MANAGEMENT MUST THEN<br />

EVEN<br />

AND DIRECI THE CARRYING OUT OF THE OBJECTIVES THE<br />

INTEGRATE<br />

CYCLE TAKES ABOUT FObR MONTHS BUT THE IMPROVED<br />

ENTIRE<br />

RESbLI IN A BETIER UNDERSTANDING OF THE<br />

COMMUNICATIONS<br />

PURPOSES<br />

COMPANYS<br />

COLBERT 6 A<br />

0833<br />

TO PROFIT, THE MANAGEMENT INFORMATION SYSTEM<br />

PATHWAY<br />

SERVICES, VOL , NO 5 SEPT.-OCT I967<br />

MANAGEMENT<br />

INFORMATION DECISION, CONTROL, ANALYSIS<br />

ORGANIZED,<br />

MANAGEMENT INFORMATION SYSTEM SHOULO EVERY COMPANY<br />

A<br />

ONE HOW CAN II GET ONE THIS ARTICLE ATTEMPTS TO<br />

HAVE<br />

THESE QUESTIONS SUCH A SYSTEM IS AN ORGANIZED METHOD<br />

ANSWER<br />

PROVIDING EACH MANAGER WITH ALL THE DATA AND ONLY THOSE<br />

OF<br />

WHICH HE NEEDS FOR DECISION, WHEN FE NEEDS THEM, AND<br />

DATA<br />

FORM WHICH AIDS HIS UNDERSTANDING AND SIMULATES HIS<br />

A<br />

THE KIND OF INFORMATION A MANAGER NEEOS G FOR<br />

ACTION<br />

AND CONTROL INFORMATION REQUIRED TO ASSESS FURTHER<br />

OPERATICN<br />

AND TO COMPARE PERFORMANCE BY THE COMPANY IN<br />

ACTION<br />

OR WITHIN THE INDUSTRY ARE DESCRIBED AFTER THE<br />

COMPETITION<br />

GRAPHICALLY DESCRIBES THE MANAGEMENT PROCESS AND IHE<br />

ARIICLE<br />

INFORMATION PLAYS IN IT, IT PROVIDES FRAME OF<br />

PART<br />

WITHIN WHICH EACH EXECUTIVE BY FURTHER ANALYSIS,<br />

REFERENCE<br />

OBIAIN MORE COMPLETE SPECIFIC ANSWERS TAILORED TO HIS<br />

CAN<br />

NEEDS<br />

COMPANY<br />

GDLIGHTLY, H 0<br />

083<br />

AIRLINES A CASE STUDY IN MANAGEMENT INNOVATION<br />

THE<br />

HORIZONS VOL lot ND 3, FALL 1967,<br />

BUSINESS<br />

ORGANIZATION, INNDVATE INFORMATION<br />

PLAN,<br />

ADVENT OF JET PLANES IN THE LATE 1950S REQUIRED THE<br />

THE<br />

TO REASSESS THEIR MANAGEMENT EMPHASIS THEY HAD TO<br />

AIRLINES<br />

ANOTHER LOOK AT ORGANIZATION PLANNING, INFORMATION<br />

TAKE<br />

AND THE MARKETING APPROACH TO MEET THE REQUIREMENTS<br />

SYSTEMS<br />

THE JET AGE THE AIRLINES FOUND LITTLE IN THE WAY OF<br />

OF<br />

PRINCIPLES OR PRACITICES THAT THEY COULD TAKE<br />

MANAGEMENT<br />

READY-MADE FROM OTHER SERVICE BUSINESSES INSTEAO THEY<br />

OVER<br />

TO BORROW AND ADAPT CONCEPTS AND TECHNIQUES THAT HAD<br />

HAD<br />

DEVELOPED IN MAKE-AND-SELL BUSINESSES, AND INNOVATE<br />

BEEN<br />

THERE WERE NO AVAILABLE MANAGEMENT TOOLS THAT MET THE<br />

WHERE<br />

REQUIREMENIS OF THEIR SERVICE BUSINESS IN RAISING<br />

PECULIAR<br />

LEVEL OF MANAGEMENT EFFECTIVENESS THE AIRLINES HAVE<br />

THEIR<br />

TO DEAL WITH MANY OF THE CLASSIC PROBLEMS THEIR<br />

HAD<br />

ACCOMPLISHMENTS HAVE PARTICULAR MEANING FOR OTHER<br />

MANAGERIAL<br />

BUSINESSES, WHO OBVIOUSLY CAN LEARN MUCH FROM THEM<br />

SERVICE<br />

8UFFAtE<br />

C835<br />

PLANNING FOR PRODUCTION<br />

AGGREGRATE<br />

HORIZONS, VOL lOe RO 3 FALL 1967, lip<br />

BUSINESS<br />

ANALYZES<br />

PLAhNING<br />

ITS INCEPTION MODERN AGGREGRATE PLANNING OOES POSE<br />

AT<br />

BUT THESE CAN BE OVERCOME WITH RESULTS THAT<br />

DIFFICULTIES<br />

BENEFIT THE MANAGER FOR EXAMPLE, IN DEVELOPING THIS<br />

GREATLY<br />

OF PLANNING ONE MIGHT HAVE TO CONSIDER WHETHER<br />

KIND<br />

OR SIZE OF THE WORK FORCE WOULD ABSORB DEMAND<br />

INVENTORY<br />

IN ORDER TO SOLVE THESE AND OTHER EQUALLY<br />

FLUCTUATIONS<br />

PROBLEMS, THE AUTHOR ANALYZES SEVERAL<br />

SIGNIFICANT<br />

FROM WHICH ONE COULD CHOOSE HEURISTIC AND<br />

ALTERNATIVES<br />

SEARCH METHODS, MANAGEMENT COEFFICIENTS MODELS, AND<br />

COMPUTER<br />

PRODUCTION PLANNING ARE ALL DISCUSSED IN DETAIL<br />

PARAMETRIC<br />

POST RECENT PROPOSALS ARE POWERFUL YET EASY TO USE AND<br />

THESE<br />

INVOLVE A DEGREE OF REALISM THAT SHOULD SATISFY THE<br />

THEY<br />

PRACTICALLY ORIENTED MAN.<br />

MOST<br />

FERGUSON, CHARLES<br />

0836<br />

ROLE IN DEVELOPING AN INFORMATION SYSTEM<br />

MANAGEMENTS<br />

INSURANCE NEWS, VCL 68, NO 6, OCTOBER 1967. 5P<br />

BESTS<br />

REIRIEVAL<br />

AUTHOR CONTENDS THAT IF SUCCESS FOR A COMPUTER<br />

THE<br />

IS MEASURED BY ITS CONTRIBUTION TO PROFIT, MANY<br />

INSTALLATION<br />

COMPANIES HAVE BEEN DEPRIVED CF SUCCESS OF ALL<br />

INSURANCE<br />

COMPANIES INCLUDED IN A RECENT STUDY DF COMPUTER<br />

INSURANCE<br />

ONLY A HANDFUL CLAIMED HARD PROFIT PRODUCING<br />

USAGE,<br />

RESOLTS<br />

IS FELT THAT MANAGEMENI IS WILLING TO EMBARK UPON<br />

IT<br />

DESIGN OF AN INFORMATION SYSTEM HAS ONLY VAGUE CONCEPTS<br />

THE<br />

WHAT IS TO BE ACHIEVED SUCH AS BETTER OPERATIONS OR<br />

OF<br />

TECHNIQUES IS ALMOST CERTAIN TO BE DISAPPOINTED<br />

MODERNIZED<br />

AUTHOR OFFERS A SERIES DF GUESTIONS WHICH MANAGEMENT<br />

THE<br />

OFFER BEFORE THEY CAN JUSTIFY THE EXPENSE OF A<br />

MUST<br />

COMPUTER<br />

FAIRTHORNE, ROBERT A<br />

0837<br />

OF -INFORMATION FLOW-.'<br />

MORPHOLOGY<br />

OF THE ASSOCIATION FOR COMPUTING MACHINERY VDL.14,<br />

JOURNAL<br />

OCT. 1967 IlPo<br />

NO.<br />

INFORMATION DOCUNENTS CODE<br />

SELECTIVE,<br />

PHRASES AS -INFORMATION FLOW- MAY BE PURELY<br />

SUCH<br />

OR MAY REFER TO PORTERAGE AND STORAGE OF<br />

MEMETAPHORICALt<br />

DOCUMENTS, TRANSMISSION OF SIGNALS POWER REQUIRED<br />

PHYSICAL

SIGNALING, SHANNONS SELECTIVE INFORMATION CHANGES IN<br />

FDR<br />

STATE OF DNES PERSONAL KNOWLEDGE, PROPAGATION OF<br />

THE<br />

CONCERNING MESSAGES, SOCIAL INCREASE OF<br />

ANNOUNCEMENTS<br />

AND PROPAGATION OF, DR REACTION TO IMPERATIVES.<br />

AWARENESS,<br />

MATTERS ARE DISTINCT AND MUST BE DISTINCT AND MUST BE<br />

THESE<br />

THEN CONDITIONS MUST BE STATED UNDER WHICH<br />

DISTINGUISHED<br />

CAN VALIDLY SPEAK OF AND MEASURE THE APPROPRIATE FLOW<br />

ONE<br />

THIS PAPER IT IS SHOWN THAT WITHIN THE FIELD OF<br />

IN<br />

-MENTION AND DELIVERY OF RECORDED MESSAGES TO<br />

NOTIFICATION<br />

THERE ARE TWENTY BASIC ACTIVITIES FORMED BY CHOOSING<br />

USERS-<br />

OF THE SIX VARIABLES, MESSAGE, CODE CHANNEL, SOURCE,<br />

TRIADS<br />

AND DESIGNATION<br />

DESIINATION<br />

HOUSE, W C<br />

O838<br />

OF SENSITIVITY ANALYSIS IN CAPITAL BUDGETING.<br />

USE<br />

MANAGEMENT SERVICES VOLo4NO 5, SEPTEMBER-OCTOBER 1967o<br />

DECISION, ANALYSIS<br />

FORECASTING,<br />

DECISION WHETHER DR NOT TO INVEST IN A CAPITAL<br />

THE<br />

DEPENDS ON FORECASTS OF SALES, PRICES, COSTS AND THE<br />

PROJECT<br />

LIKE ALL FORECASIS, ANY CR ALL OF THESE MAY PROVE<br />

LIKE.<br />

ALTHOLGH MANAGEMENT CANNOT AVDID FORECASTING<br />

INACCURATE<br />

IT CAN HEDGE AGAINSI THEM BY DETERMINING WHICH WILL<br />

ERRORS<br />

A SIGNIFICANT EFFECT ON THE RATE OF RETURN THE<br />

HAVE<br />

TO BE USED IS THAT OF SENSITIVITY ANALYSIS.<br />

TECHNIQUE<br />

OF THE SENSITIVITY TO ERROR OF RAILS-OF-RETURN IS<br />

ANALYSIS<br />

PROCESS OF DETERMINING WHETHER SMALL CHANGES IN VARIOUS<br />

THE<br />

CAUSE SIGNIFICANT CHANGES IN ESTIMATE OF<br />

ESTIMATES<br />

KNOWING THE POSITION OF SENSITIVITY PUTS<br />

RATES-OF-RETURN,<br />

IN BELIER POSITION TO DECIDE IF TFE RISKS ARE<br />

MANAGEMENT<br />

ENOUGH TO CAUSE THE REJECTION OF INVESTMENT PROPOSALS<br />

LARGE<br />

CONSIDERATION. A CASE EXAMPLE ILLUSTRATES SOME OF THE<br />

UNOER<br />

OF SENSITIVIIY ANALYSIS APPLIEO TO A CAPITAL<br />

ASPECTS<br />

DECISION<br />

INVESTMENT<br />

ZIMMER, R K.<br />

0839<br />

REAL-TIME SYSTEMS FOR CUSTOMER SERVICE OPERATIONS.'<br />

ON-LINE<br />

SERVICES, VOL 4, ND 5, SEPTEMBER-OCTOBER 1967<br />

MANAGEMENT<br />

8P<br />

FORECASIING ANALYSIS<br />

SUPERVISION<br />

OF THE MOST DIFFICbLT FUNCTIONS TO MANAGE IN<br />

DNE<br />

IS IN-THE-FIELD CUSTOMER SERVICE SINCE MANAGEMENT<br />

BUSINESS<br />

DIRECT SUPERVISION OVER IHE MEN PROVIDING THE SERVICE<br />

LACKS<br />

PURPOSE OF THIS ARTICLE IS TD OUTLINE A COMPUTER SYSTEM<br />

IHE<br />

WILL ELIMINATE MANY OF MANAGEMENTS PROBLEMS IN THIS<br />

THAT<br />

THE APPROACH USED HERE IS TO SOLVE A PROBLEM FOR A<br />

AREA<br />

PUBLIC UTILITY. AN ANALYSIS OF THE MAJOR PROBLEMS<br />

LARGE<br />

IHE CUSTOMER SERVICE FUNCTION MAKES IT POSSIBLE TO<br />

FACING<br />

THE OBJECTIVES OF A NEW SYSTEM THE DEVELOPMENT OF<br />

DEFINE<br />

NEW SYSTEM IS EXPALINED IN FOUR SEGMENTS THE<br />

THE<br />

OF AN ON-THE-PREMISES TIME BUDGETING SYSTEM,<br />

DEVELOPMENT<br />

ON-LINE REAL TIME SYSTEM 3 A FORECASTING SYSTEM, 6. THE<br />

AN<br />

AND SERVICEMAN SCHEDULING SYSTEM EACH SECTION BEING<br />

ROUTE<br />

THE SYSTEM IS UNUSUAL IN THAT ALL PERIINENT<br />

INTERDEPENDENT<br />

REQUIRED FOR DECISION-MAKING BY THE DEPARTMENT ARE<br />

DAIA<br />

ACCESSIBLE FROM THE COMPUTER<br />

DIRECTLY<br />

KELLEY, W T<br />

0840<br />

CONTROL, A COMPbTER APPLICATION<br />

ADVERTISING<br />

SERVICES VOL 4 NO 5e SEPTEMBER-OCTOBER 1967,<br />

MANAGEMENT<br />

8P<br />

ORGANIZATION, INFORMATION, CONTROL, ANALYSES<br />

PLAN<br />

IN OTHER AREAS WHERE THERE ARE LARGE MASSES OF DATA<br />

AS<br />

MONITOR THE CONTROL OF ADVERTISING EXPENDITURES IS A<br />

TO<br />

FIELD FOR COMPUTERIZATION THIS ARTICLE DESCRIBES A<br />

NATURAL<br />

SYSTEM FOR CONTROL OF THESE EXPENDITURES THAT<br />

COMPUTERIZED<br />

DEVELOPED FOR A LARGE DIVERSIFIED MANUFACTURING<br />

WAS<br />

THE SYSTEM PROVIDES CURRENT BUDGET CONTROL<br />

ORGANIZATION<br />

INFORMATION, ACCOUNTS-PAYABLE CONTRDL AUDITING<br />

COSTING<br />

AND STATISTICAL ANALYSES OF VARIOUS KINDS PROVISION<br />

REPORTS<br />

CURRENT INFORMATIDN IN GREAT DETAIL HAS ENABLED<br />

OF<br />

AND PROOUCT MANAGERS TO TAKE CORRECTIVE ACTION<br />

ADVERTISING<br />

AND DECISIVELY AS EMERGENCY SIIUATIONS DEVELOP IT<br />

QUICKLY<br />

FACILITATED ADVANCE PLANNING AND HAS MADE PDSSIBLE AN<br />

HAS<br />

FOLLOWUP DN THE PROGRESS DF THE ADVERTISING PLAN<br />

EFFECTIVE<br />

IT IS WORKED ObI DURING THE BUDGETARY PERIOD<br />

AS<br />

PRESTON, L<br />

0841<br />

THE LEVEL CF SIGNIFICANCE IN COMMUNICATION<br />

CHOOSING<br />

RESEARCH<br />

OPINION QUARIERLYp VGL.31 NO I, SPRING 196T 9P.<br />

PUBLIC<br />

MEASUREMENT, TESTING, SELECT<br />

STATISTICS,<br />

IN BEMAVIDRAL SCIENCE KNOWS THAT THE CHOICE OF<br />

EVERYONE<br />

AS THE LEVEL OF SIGNIFICANCE IN STATISTICAL TESTS IS AN<br />

05<br />

CONVENTION. EARLY IN HIS STUDIES THE STUDENT<br />

ARBITRARY<br />

THAT ANY E SHOULD SELECT A LEVEL WHICH ACCURATELY<br />

LEARNS<br />

THE VALUE THAT HE PLACES ON SUCESS AND FAILURE. IT<br />

REFLECTS<br />

THE PURPOSE DF THIS ARTICLE TO ARGUE THAT THE EXPLICIT<br />

IS<br />

OF OUTCOME VALUES IS AN ESSENTIAL PART DF<br />

TREATMENT<br />

TESTING IN A TYPICAL CASE, THE STUDENT CONSIDERS<br />

HYPOTHESIS<br />

HE WILL REJECT DR FAIL TO REJECT A NULL-HYPOTHESIS<br />

WHETHER<br />

SOME STATE OF NATURE FIRST THE PROBLEMS OF STATING<br />

ABOUT<br />

VALUES IS DISCUSSED AND THEN A SIMPLIFIED METHOD FOR<br />

SUCH<br />

THE LEVEL OF SIGNIFICANCE APPROPRIATE TO IHESE<br />

DETERMINING<br />

NEXT DATA IS PRESENTED THAT SUGGESTS THAT THERE ARE<br />

VALUES<br />

SCIENTISTS WHO SHOULD USE LEVELS OF SIGNIFICANCE<br />

BEHAVIORAL<br />

DIFFERENT FROM 35. FINALLY STRATEGY IS<br />

CONSIDERABLY<br />

TO BE USED BY PEOPLE WHO READ PUBLISHED RESEARCH<br />

SUGGESTED<br />

BOGGESS, WILLIAM P.<br />

0842<br />

TEST YOUR CREDIT RISKS.<br />

SCREEN<br />

BUSINESS RE¥IEW VOL.5 NO 6 NOVEMBER-DECEMBERp<br />

HARVARD<br />

IOPo<br />

19671<br />

OPTIMAL INFDRMATION CONTROLt ANALYSIS<br />

TESIt<br />

LIBERAL CREDIT CAN COST MONEY THROUGH TOO MANY BAD<br />

TOO<br />

LOSSES AND TO0 CAUTIOUS CREDIT CAN COST MONEY IN TOO<br />

DEBT<br />

LOSS OF SALES AND PROFITS THE USE OF ADVANCED<br />

MUCH<br />

AND COMPUTERS IN CONSUMER CREDIT SRIKES A BALANCE<br />

TECHNIQUES<br />

THESE TWO EXTREMES THE TECHNIQUE IS A COMPUTERIZED<br />

BETWEEN<br />

FDR WEIGHING THE MERITS OF CREDIT APPLICATIONS BY<br />

PROCEDbRE<br />

OF CUSTDMERS PERSONAL CHARACTERISTICS AND USING A<br />

ANALYSIS<br />

160<br />

SCORE FDR OPTIMAL SCREENING OUT CF POOR RISKS<br />

CREDIT<br />

CASE ILLLSTRATION SHOWS IT IS FEASIBLE TO INSTITITUE<br />

A<br />

MANAGEMENT INFORMATION AND CDNTRDL SYSTEM THAT IMPROVES<br />

A<br />

OF BAD RISKS, AVOIDS REFLECTION CF GOOD RISKS<br />

IDENTIFICATION<br />

INCREASES PROFITS AND COLLECTION EFFICIENCY<br />

AND<br />

ZALEZNIK ABRAHAM<br />

O83<br />

OF DISAPPDINTMENT<br />

MANAGEMENT<br />

BUSINESS REVIEW, NOL.45 ND 6, NOVEMBER-OECEMBER<br />

HARVARD<br />

PERFORMANCE<br />

pERSONALITY<br />

WHD WANT POWER AND RESPONSIBILITY ARE ESPECIALLY<br />

MEN<br />

TD EPISODES IN WHICH REALITY DOES NOT CONFORM TO<br />

VULNERALBE<br />

WISH OR INIENTIONS AND RESULTS IN DISAPPOINTMENT. THIS<br />

THEIR<br />

MAY BE OCCASION FOR ACCELERATED PERSONAL<br />

DISAPPOINTMENT<br />

AND THE BEGINNING OF TRULY OUTSTANDING PERFORMANCE<br />

GROWTH<br />

THAN A PRELUDE TO CONTINUED FAILURE THE PERSONAL<br />

RATHER<br />

AND INDIVUDUAL LEADERSHIP STYLES OF<br />

CHARACTERISTICS<br />

GIVE A CLEARED PICTLRE OF THE RELATIONSHIP<br />

EXECUTIVES<br />

PERSONALITY AND LEADERSHIP<br />

BETWEEN<br />

IS IMPORTANI FOR THE INDIVIOUAL TO EXAMINE HIMSELF<br />

IT<br />

THE PERSONAL GOALS BEHIkO A DECISION TO ASSCME<br />

AND<br />

SQLARELY IN ORDER TO BENEFIT FROM THE<br />

RESPONSIBILITY<br />

SITUATIDN<br />

ANSOFF, H. IGOR STEWART HOHN M<br />

OB<br />

FOR A TECHNOLOGY-BASED BUSINESS<br />

STRATEGIES<br />

BUSINESS REVIEW, VOL 5 NO 6 NOVEMBER-DECEMBER<br />

HARVARD<br />

13P<br />

1967,<br />

ORGANIZATICN CONIRDL, ANALYSIS<br />

PLANNING,<br />

SYSTEMATIC ANALYSIS CF A COMPANYS TECHNOLOGICAL<br />

A<br />

MAKES IT POSSIBLE TD FORMULATE A TECHNOLOGICAL<br />

PROFILE<br />

FOR MORE PROFITABLE MANAGING RESULTS THE<br />

STRATEGY<br />

PARAMETERS OF THE PROFILE ARE EXAMINED THESE<br />

TECHNOLCGICAL<br />

RESEARCH VERSUS DEVELOPMENT MIX, THE DEGREE DF<br />

INCLUDE<br />

COUPLING -DEPENDENCE ON OTHER FUNCTIONS, THE<br />

DDWNSTREAM<br />

OF THE PRODUCT LIFE CYCLE THE R÷D INVESTMENT EXPENSE<br />

SHAPE<br />

AND THE PROXIMITY TO THE STATE OF THE ART OR FRONTIER<br />

RATIO,<br />

A TECHNOLOGY<br />

OF<br />

OBSERVED IMPACT OF THESE PARAMETERS ON MAJOR<br />

THE<br />

PROCSSSES AND DECISIONS ARE DESCRIBED THE<br />

MANAGEMENT<br />

OF THIS PROFILE FCR ISSUES AS BUSINESS<br />

IMPLICATIONS<br />

ORGANIZATION, PLAkNING AND CONTROL AND MARKETING<br />

STRATEGY,<br />

DISCUSSED.<br />

ARE<br />

FROST, W.A K BRAINE R.L<br />

0845<br />

APPLICATION OF THE REPERTORY-GRID TECHNIQUE<br />

THE<br />

VOL 9, NO.B, JULY,I967, 15P.<br />

COMMENIARY<br />

PSYCHDLOGICAL STATISTICS FACTOR-ANALYSIS<br />

TESTING<br />

RANGE OF TECHNIQUES WHICH YIELD EXHAUSTIVE OAT<br />

A<br />

INDIVIDUAL CONSUMERS ATTITUDES ARE EMERGING FROM<br />

CONCERNING<br />

PSYCHOLOGICAL TESTING PROCEDURE KNOWN AS REPERTORY GRID.<br />

A<br />

IN BOTH TIME AND MONEYt THIS TECHNIQUE HAS GREAT<br />

ECONOMICAL<br />

BOTH IN ITS ADMINISTRATION AND ANALYSIS THE<br />

FLEXIBILITY<br />

IS BASED CN TFE PERSONAL CONSIRUCT THEORY OF G A<br />

TECHNIQbE<br />

INDIVIDUALS ARE PRESENTED STIMbLI WORDS ON CARDS. BY<br />

KELLY<br />

A CONSTRUCT THEY SIMULTANEOUSLY CATEGORISE AND<br />

REVEALING<br />

BETWEEN PRODUCTS IN THE FIELD NUMEROUS<br />

DIFFERENTIATE<br />

IN PROCEDbRE SUCH AS DIFFERENT PRIME STIMULI,<br />

VARIATIONS<br />

USE OF SECOND ORDER STIMULI AND VARYING THE RANGE OF<br />

THE<br />

MAY BE USED<br />

STIMULI,<br />

TECHNIQUE IS SPECIFICALLY APPLICABLE IN RESEARCH<br />

THIS<br />

MEASLRING, IDENTIFICATION, TARGET IDENTIFICATION AND<br />

OF<br />

DIFFERENTIALS REPERTORY GRID HAS MUCH POTENTIAL IN<br />

SEMANTIC<br />

MARKET-RESEARCH<br />

VENKHAUS, EDWARD<br />

0846<br />

ROLE IN MICROFILM<br />

MANAGEMENTS<br />

AUTOMATION VOL I, NO I0 OCTOBER 1967<br />

BUSINESS<br />

EVALUATING, DOCUMENTS<br />

INFORMATION<br />

AN ACTIVE SYSTEMS TOOL, MICROFILM HAS POTENTIAL<br />

AS<br />

MERITS EXPLORATION AND EVALUATION MANAGEMENTS ROLE<br />

WHICH<br />

ASSIGNING INVESTIGATIVE RESPONSIBILITY, PROVIDING<br />

INCLUDES<br />

AND EVALUATING RESULTS TRADIFIDNALLY, MICROFILM<br />

SUPPORT<br />

IS IN THE SYSTEMS AND PROCEDURES DISCIPLINE OF THE<br />

EXPERTISE<br />

IF IT IS TO BE FOUND ANYWHERE IN OTHER CASES<br />

FIRM<br />

MUST BE DELEGATED TO RESEARCH THE POSSIBILITY OF<br />

INDIVIDUALS<br />

MICROFILM<br />

USING<br />

SHOULD INCLUDE INFORMATION CN THE NATURE OF<br />

RESEARCH<br />

DOCUMENTS TO BE FILMED, THE FREQUENCY AND NATURE OF<br />

THE<br />

TO THE FILE FILE ACCESSIBILITY AND REPROOUCTION<br />

AODITIONS<br />

THIS STUDY SHOULD NARROW DOWN THE ALTERNATIVES<br />

REQUIREMENTS.<br />

MICROFILMS AND EQUIPMENT AND INDICATE THE PROJECTS<br />

OF<br />

IF THE ANSWER IS NEGATIVE FOR MICROFILM, THE<br />

DESIRABILITY.<br />

WILL BE VALUABLE WHEN THE QUESTION ARISES<br />

INFORMATION<br />

A NEW PROBLEM<br />

CONCERNING<br />

KIRKPAIRICK, FORRESI HUNTER<br />

084?<br />

FOR TOMORROW- MANAGER AND MACHINE<br />

PARTNERS<br />

AUTOMATION, VOL 16, NO. TO, OCTOBER I96T<br />

BUSINESS<br />

INFORMATION, EDUCATION, DECISION ANALYSIS<br />

ORGANIZATION,<br />

ARTICLE IS A DISCUSSION OF MANAGEMENT, AS AN ART<br />

THIS<br />

SCIENCE, 30 OR 40 YEARS IN THE FUTURE. WITH THE NEW<br />

AND<br />

TOOLS NOW AVAILABLE IN THE FIELDS OF<br />

MANAGEMENT<br />

AND ANALYSIS, A NEW KIND OF PARTNERSHIP OF<br />

COMMUNICATION<br />

AND MACHINES IS BEING FORMED. THIS NEW<br />

MANAGEMENT<br />

CAN EXTEND ENORMOUSLY THE CAPABILITIES OF<br />

PARTNERSHIP<br />

BUI IT WILL ALSO CAUSE DRASTIC CHANGES IN THE WAY<br />

MANAGERS<br />

ENTERPRISES ARE ORGANIZED<br />

BUSINESS<br />

ADDITION OF PRECISION TO DECISION-MAKING SUGGESTS<br />

THE<br />

TREND DF RECENTRALIZATICN AND DEPERSONALIZING THE<br />

NEW<br />

AND ITS INHABITANTS. THE EFFECT ON BEHAVIORAL<br />

ENTERPRISE<br />

SUGGESTS AN ORGANIZATION PATTERN WITHOUT THE<br />

SCIENCES<br />

RELATIONSHIP, WITH INDIVIDUAL DECISION<br />

SUPERIOR-SUBOROINAIE<br />

FREE AND EASY POLICY, ADEQUATE INFORRATION A<br />

CENTERSt<br />

OF REWARD AND RISK AN ENHANCEMENT OF THE RIGHTS DF<br />

BALANCE<br />

INDIVIDUAL AND EMPHASIS ON EDUCATION.<br />

THE<br />

WUNDERLICH CARLE R.<br />

0848<br />

ELECTRONIC PROSPECTOR<br />

ALDENS<br />

AUTOMATION VOL. LBt NO 0 OCTOBER, 1967<br />

BUSINESS<br />

MAKING, INFORMATION EVALUATE ANALYZED

A CHICAGO-BASED MAIL ORDER FIRM, IS<br />

GAMBLE-ALDENS,<br />

ITS COMPUIER AND TELECOMMUNICATIONS IN A MARKETING<br />

USING<br />

TO ATTRACT NEW CUSTOMERS AS WELL AS MORE ORDERS OTHER<br />

MOVE<br />

AIMS OF THIS PROJECT ARE TO GAIN DETAILED<br />

PRIMARY<br />

ABOUT THE NEW CUSTOMERS AND TO COMPLTER-ANALYZE<br />

INFORMATION<br />

EVALUATE THE INFORMATION TO ACHIEVE PROFILES OF<br />

AND<br />

BUYING HABITS<br />

CUSTOMERS<br />

PROJECT CENTERS AROUND RESPONSES TO A CATALOG<br />

THE<br />

INSERT VIA A JET PHCNE SYSTEM WHICH USES ThE<br />

MAGAZINE<br />

LINES IHIS IS JUST A BEGINNING IN MAKING CATALOG<br />

IN-WATS<br />

EASIER ALTHOUGH THE COMPLETE RESULTS CANNOT YET BE<br />

ORDERING<br />

THE PROJECT WILL INDICATE THE SOURCE OF THE MAIL<br />

ANALYZED,<br />

BLSINESS AND FLTURE PROMOTIONS WILL BE CIRECTED<br />

ORDER<br />

TO THE DATA PROJECTIONS.<br />

ACCORDING<br />

JR ALLSTON<br />

BUDGELL<br />

MANAGERS STAKE IN QUALITY CONTROL.'<br />

THE<br />

REVIEW, VCL 56, NO II NOVEMBER, 1967 5P<br />

MANAGEMENT<br />

CONTROL<br />

SATISFACTIONt<br />

PROVIDE MAXIMUM CUSTOMER SATISFACTION, MOST<br />

TO<br />

RELY ON INSPECTION AhC QUALITY CONTROL SYSTEMS<br />

COMPANIES<br />

TO SPOT AND ELIMINATE DEFECTIVE COMPONENTS OR<br />

DESIGNED<br />

BEFORE THEY REACH THE CONSUMER FOR MANY COMPANIES<br />

PRODUCTS<br />

COST OF QUALITY CONTROL IS RUNNING FROM FIVE TO THIRTY<br />

THE<br />

CENT OF SALES BILLED WHEN FAILURES OCCUR MANY MANAGERS<br />

PER<br />

NOT QUESTION THEIR APPROACH TO QUALITY CONTROL BUT THEY<br />

DO<br />

IHAT EVEN MORE ELABORATE INSPECTION SYSTEM IS NEEDED<br />

DECIDE<br />

THE PROBLEM LIES WITH THE EMPLOYEE HE IS<br />

OFTEN<br />

FROM THE OVERALL COMPANY GOALS AND IS INCLINED NOT<br />

ISOLATED<br />

OFFER THE BEST PERFORMANCE HE IS CAPABLE OF HIS ATTITUDE<br />

TO<br />

CONSISTS OF BELIEVING IF HIS WORK IS NOT -UP TO PAR-<br />

OFTEN<br />

WILL BE CAUGHT AD CORRECTED ALONG THE ASSEMBLY LINE IN<br />

IT<br />

CASES FOREMEN REFUSE TC LISTEN TO IDEAS OF SKILLED<br />

MANY<br />

WHICH MIGHT IMPROVE PRODUCT QUALITY THE AUTHOR<br />

EMPLOYEES<br />

ELEVEN POINTS WHICH WILL IF EMPLEYED PROPERLY CORRECT<br />

OFFERS<br />

SITUATION<br />

THIS<br />

ANDREW<br />

VAVASIS<br />

PROGRAMS CN TARGET, AN INTEGRATED APPROACH.<br />

KEEPING<br />

REVIEW, VDL 56, NO IL, NOV [967, 9P<br />

MANAGEMENT<br />

PLAN, PERSONNEL, CONTROL<br />

PROGRAM,<br />

IS THE CONTENTION OF THE AUTHOR THAT THE ABSENCE DF<br />

II<br />

SCHEOULING AND FAILURE TO DESIGN APPROPRIATE<br />

SYSTEMATIC<br />

CONTROLS CONTRIBUTE MORE TO THE UNSATISFACTORY<br />

PROGRAM<br />

OF NEW PROGRAMS THAN ANY OTHER FACTOR THIS<br />

RESULTS<br />

TO EXPENSIVE DELAYS AND WASTE OF EXECUTIVE AND<br />

CONTRIBLTES<br />

PERSONNELS VALUABLE IIME<br />

TECHNICAL<br />

INTEGRATED APPROACH IS NEEDED IF PROGRAMS ARE TO BE<br />

AN<br />

ON SCHEDULE AND ATTAIN THE GOALS SET FOR THEM<br />

KEPT<br />

IS A MASIER CHART CONTAINING A DESCRIPTION OF NEW<br />

ADVOCATED<br />

WITH STARTING AND COMPLETION DATES INCLUDING A<br />

PROJECTS<br />

OF THE PARTICIPANTS INVOLVED IN EACH PHASE OF THE<br />

LISTING<br />

IHIS IS TERMEb MANAGEMENT PLANNING AND CETROL<br />

PLAN<br />

IT PROVIDES MANAGERS WITH AN OVERALL PICTURE OF<br />

SCFEDULE<br />

ENTIRE PLAN THE ARTICLE DESCRIBES THAT METHODS THAT ARE<br />

THE<br />

IN FORMULATING THE CHART WITH EXAMPLES INDICATIVE<br />

UTILIZED<br />

EACH STEP<br />

OF<br />

H LEVINE, G N WRIGHT C R<br />

HYMAN,<br />

EXPERT INFORMANTS BY SURVEY METHODS<br />

STbDYING<br />

OPINION QUARTERLY, VOL 31, NO. le SPRING 1967. 17P.<br />

PUBLIC<br />

PLANNED INFORMATION, QUESTIONNAIRE<br />

PROGRAMS<br />

A VALID SAMPLE OF INFCRMED KNOWLEDGEABLE EXPERTS<br />

CAN<br />

MANY COUNTRIES BE OBTAINED TO GIVE REASONABLY RELIABLE<br />

FROM<br />

ON THE INTRODUCTION OF PLANNED PROGRAMS OF CHANGE IN<br />

REPORTS<br />

COUNTRIES IN OTHER WORDS, CAN PUBLIC OPINION<br />

DEVELOPING<br />

METHODS BE USED TO OBTAIN EXPERT INFORMATION AS WELL<br />

SURVEY<br />

GENERAL PUBLIC OPINION IN CROSS-NATIONAL STUDIES OF<br />

AS<br />

COUNTRIES IN SPITE OF MANY DIFFICULTIES, IHIS<br />

DEVELOPING<br />

BELIEVES THAT IT HAS DEVISED AND USED SUCH A IDOL IN<br />

ARTICLE<br />

RECENT CROSS-NATIONAL STUDY OF THIRTEEN COUNTRIES ALL<br />

THIER<br />

HAD TO MEET THE CRITERIA OF EXPERTNESS SINCE<br />

INFORMANTS<br />

THE MAIL QUESTIONNAIRE NOR THE INTERVIEW ARE<br />

NEITHER<br />

THE BLENDING OF THE TWO IS THE BEST POSSIBLE<br />

INFALLIBLE*<br />

ALL WASNT PERFECT BUT THERE WERE CHECKS ON ALL<br />

ARRANGEMENT<br />

OF ERRORS.<br />

SOURCES<br />

ROBERT<br />

AXELRODt<br />

STRbCTURE OF PUBLIC OPINION CN POLICY ISSUES<br />

THE<br />

OPINION QUARIERLY, VOL 31, NO*I, SPRING 1967, 12P.<br />

PUBLIC<br />

ANALYSIS<br />

MEOICARE<br />

AUTHOR OF THIS PAPER USES CLUSTER ANALYSIS TO<br />

THE<br />

THE STRUCTURE OF PUBLIC OPINION ON POLICY ISSUES A<br />

ASSESS<br />

OF ISSUES IS CONSIDERED A CLUSTER IF EVERY PAIR IN THAT<br />

SET<br />

HAS A DEGREE OF SIMILARITY GREATER THAN SOME FIXED<br />

SET<br />

VALUE THE DISCOVERY MADE IS THAT THERE IS NO<br />

THRESHOLD<br />

PATTERN, THAT IS, NO WELL-OESIGNEO IDEOLOGY WIDELY<br />

STRONG<br />

BY THE PUBLIC TO RELATE ISSUES TC EACH OTHER THE<br />

SHARED<br />

FINDS A WEAK CLEAVAGE THAT RESEMBLES THE POPULISM OF<br />

AUTHOR<br />

18905 AND IS A MORE DISTINCT DIMENSION THAN EITHER<br />

THE<br />

OR INTERNATIONALISM-ISOLATIONISM<br />

LIBERALISM-CONSERVATISM<br />

PEOPLE TEND TO VIEW EACH ISSUE INDEPENDENTLY DF<br />

APPARENTLY<br />

OTHERS, FOR EXAMPLE, THINKING OF SICK PEOPLE WHEN ASKED<br />

THE<br />

GOVERNMENT INSURED MEDICARE<br />

ABOUT<br />

LEWIS<br />

DONOHEW,<br />

GATEKEEPERS AND FORCES IN THE NEWS CHANNELo<br />

NEWSPAPER<br />

OPINION QUARTERLY, VOL 31, NO i, SPRING 1967 7P.<br />

PUBLIC<br />

ANALYSIS, ADMINISTRATION, QUESTIONNAIRE<br />

INFORMATION,<br />

FACTORS ARE RELATED ID THE DECISIONS BY NEWSPAPER<br />

WHAT<br />

TO RUN CERTAIN PIECES OF INFORMATION ANO NOT<br />

GATEKEEPERS<br />

THIS STLDY INVOLVES AN INTEGRATED APPROACH TO THIS<br />

OTHERS<br />

OF DECISION-MAKING PROCESS INCLUDING ANALYSIS OF<br />

VIEW<br />

ADMINISTRATION OF A QUESTIONNAIRE, AND GATHERING OF<br />

CONTENT,<br />

DATA THE STUDY COVERS THREE KINOS OF FORCES AWE<br />

DEMOGRAPHIC<br />

RELATIONSHIPS TO NEWS DECISIONS IN SUMMARY THE<br />

THEIR<br />

IN THIS STUDY, PROVIDE FURTHER EVIDENCE THAT<br />

FINDINGS<br />

ATTITUDE IS AN IMPORIANT FORCE IN THE NEWS CHANNEL<br />

PUBLISHER<br />

NOT CONSISTENT WITH STATEMENTS INDICATING THAT<br />

ARE<br />

PUBLIC OPINION ALIERS GATEKEEPING BEHAVIOR, AND 3.<br />

PERCEIVED<br />

DO NOT SUPPORT THE HYPOTHESIS THAT CONVENIENT<br />

GENERALLY<br />

161<br />

ARE RELATED TO CCVERAGEe ALTHOUGH SOME<br />

CONDITIONS<br />

NEGATIVE CORRELATIONS WERE FOUND.<br />

SIGNIFICANT<br />

SMITH, D H.<br />

0854<br />

FOR RESPONSE SETS IN OPINION ATTITUCE SURVEYS<br />

CORRECTING<br />

OPINION QbARTERLY VOL 31, NO.I, SPRING 1967 8P<br />

PUBLIC<br />

PSYCHOLOGISTS<br />

TEST,<br />

HAVE BEEN CONCERNED WITH THE PROBLEM OF<br />

PSYCHOLOGISTS<br />

IN THE WAY PEOPLE RESPOND TO PERSONALITY TEST<br />

-DISTORTION-<br />

RECENTLY, INVESTIGATION OF -RESPONSE SET-, A PERSONAL<br />

ITEMS<br />

TO RESPOND IN A SPECIFIED WAY WITHIN A TESTING OR<br />

TENDENCY<br />

SITUATION IS REPLACED BY AN EARLIER EMPHASIS ON<br />

INTERVIEW<br />

VERSUS DISTORTION THE -SOCIAL DESIRABILITY RESPO<br />

FRANKNESS<br />

SET- OR NERO FOR APPROVAL IN SURVEY RESEARCH IS<br />

NSE<br />

TO HANDLE, MANY TIME RESPONDENTS ARE ASKED ABOUT<br />

DIFFICULT<br />

PERCEPTIONS OF SOCIAL NORMS WHERE THERE IS NO PROBLEM<br />

THEIR<br />

SD SET BUT WHEN YOU WANT TO KNOW AN INOIVICUALS OWN TRUE<br />

OF<br />

THE EFFECTS OF SO SET NEED TO BE TAKEN INTO<br />

ATTITUOE,<br />

ACCOUNT<br />

0 NEILL, H W<br />

0855<br />

STYLE INFLUENCE IN PUBLIC OPINION SURVEYS<br />

RESPONSE<br />

OPINION QLARTER/Y VDL.31, NO i, SPRING 1967, 8P<br />

PUBLIC<br />

SELECT, QUESTIONNAIRE<br />

TESTS,<br />

INVENTORIES AND QUESTIONNAIRES POSE THE PROBLEM OF<br />

ALL<br />

DISTORTION OF THE CATA THROUGH AN INDIVIDUALS<br />

POSSIBLE<br />

PATTERN OF RESPONDING TO THE ITEMS. SUCH BEHAVIOR<br />

PARTICbLAR<br />

OF TWO GENERAL TYPES RESPONSE STYLES* WHERE THE<br />

ARE<br />

TENDS TO SELECT DISPROPORTIONATELY A PARTICULAR<br />

INDIVIOUAL<br />

CATEGORY REGARDLESS OF ITEM CONTENT, AND,<br />

RESPONSE<br />

SETS WHERE THE INDIVIDUAL RESPONCS TO ITEM CONTENT<br />

RESPONSE<br />

SpCh A WAY AS TO PORTRAY HIMSELF IN OTHER THAN A TRUE<br />

IN<br />

THE CONCLUSIONS TO BE DRAWN FROM TESTS MADE ARE THAT<br />

LIGHT<br />

STYLE CAN DISTORT CATA BUT THIS NEED NOT DISCOURAGE<br />

RESPONSE<br />

RESEARCH, II NEED ONLY MAKE THE RESEARCHER MORE<br />

SURVEY<br />

THE IRUE EXTENT OF RESPONSE-STYLE DISTORTION IN AN<br />

CAUTIOUS<br />

SURVEY CAN NEVER BE KNOWNt NOR CAN ITS EFFECT EVER<br />

OPINION<br />

ELIMINATED COMPLETELY<br />

BE<br />

MENDLESOHN, A ROSENTHAL, H<br />

C856<br />

ROPER CENTER AUTOMATED ARCHIVE.<br />

THE<br />

OPINION QUARTERLY VOL 31, NO 1, SPRING 967,<br />

PUBLIC<br />

INFORMATION<br />

PROGRAMMED,<br />

ROPER PUBLIC OPINION RESEARCH CENTER IS AN<br />

THE<br />

SURVEY ARCHIVE THE CENTER HOLDS 6,000 SAMPLE<br />

INTERNATIONAL<br />

COVERING 12 MILLION INTERVIEW CARDS THE NEED FOR<br />

SURVEYS<br />

PERFORMANCE OF RESEARCH SERVICES HAS LED THE<br />

EFFECTIVE<br />

TO ACQUIRE AN RCA COMPUTING SYSTEM SPECIFICALLY<br />

CENTER<br />

FOR A SOCIAL SCIENCE APPLICATION. THIS ARTICLE<br />

OESIGNED<br />

THE SOFTWARE SYSTEM BY BEGINNING WITH AN ACCOUNT<br />

DESCRIBES<br />

THE VOLUME OF MAIERIAL TC BE STORED. ONCE CERTAIN BASIC<br />

OF<br />

ARE PROGRAMMED MORE SOPHISTICATED USES, SUCH AS<br />

OPERATIONS<br />

WILL BE ADDED TO THE SYSTEM THE RESEARCHER<br />

PRE-ANALYSIS,<br />

BE ABLE TO LEARN IF A GIVEN BODY OF INFORMATION IS<br />

WILL<br />

IN THE ARCHIVE AND TO CHECK IF THE COMPUTATIONS<br />

AVAILABLE<br />

BEEN CORRECTLY SPECIFIED<br />

HAVE<br />

HAGA, ENOCH<br />

0857<br />

A COMMENCEMENT<br />

CAT<br />

AUTOMATION, VOL 14, NC 11e NOVEMBER 1967,<br />

BUSINESS<br />

LEARNING EDUCATION<br />

COMPUTERIZED<br />

ASSISTED INSTRUCTION PROMISES TO BE A BONANZA<br />

COMPUTER<br />

HARDWARE MANUFACTURERS AS WELL AS FOR EDUCATORS, BUT THE<br />

FOR<br />

TO PAYOFF IS A LONE ONE SUDDEN INTEREST BY GOVERNMENT<br />

PATH<br />

IN FUNDING COMPUTER ASSISTED INSTRUCTION<br />

AGENCIES<br />

PROJECTS, AND THE RESULTS FROM THOSE PROJECTS<br />

EXPERIMENTAL<br />

CAUSED MANUFACTURERS TO TAKE A NEW LOOK AT THIS FIELO<br />

HAVE<br />

THEY PREVIOUSLY IGNOREO<br />

WHICH<br />

EDUCATIONAL MACHINE EXPERIMENTS BY DOCTOR PATRICK<br />

THE<br />

SUPPES AT BRENTWCOD SCHOOL PROVIDES THE MOST ACCURATE<br />

C<br />

OF TECHNIQUE EFFECTIVENESS. MUCH IS STILL<br />

OBSERVAIION<br />

ABOUT THE IRUE WORTH OF THE TECHNIQUE AS AN<br />

UNKNOWN<br />

LEARNING TOOL RELATIVE TO THE REQUIRED HIGH<br />

INDIVIOUAL<br />

EXPENDITURES.<br />

KELLER, ARNOLD<br />

0858<br />

CONSULTANTS PRO AND CON<br />

E.D<br />

AUTOMATION VOL 14, ND 11, NOVEMBER, 1967 6P<br />

BUSINESS<br />

RULES, PERSONNEL DATA-PROCESSING<br />

SELECTING,<br />

THE CONTINUING SHORTAGE OF QUALIFIED PERSONNEL AT<br />

WITH<br />

O.P MANAGEMENT LEVEL, AND THE CONTINUING LACK OF<br />

THE<br />

ABOUT E D P POWER AT THE TOP-MANAGEMENT<br />

UNDERSTANDING<br />

DATA-PROCESSING CONSULTANTS SEEM DESTINED TO PLAY AN<br />

LEVEL<br />

INCREASING ROLE AT THE INSTALLATION LEVEL. WHETHER<br />

EVER<br />

MAKE A CCNTRIBUTIDN DEPENDS LARGELY ON HOW MUCH<br />

CONSULTANTS<br />

THE CLIENT EXPENDS IN SELECTING THE CONSULTING FIRM<br />

EFFORT<br />

HIS PROBLEM AND OUTLINING OBJECTIVES THERE ARE NO<br />

DEFINING<br />

RULES GUARANTEEING GOOD RESULTS BUT BASIC<br />

INFALLIBLE<br />

CAN HELP.<br />

GUIDELINES<br />

ACCURATE AND DETAILED DEFINITION OF THE PROBLEM IS<br />

AN<br />

CAREFUL AND THOROUGH CONSULTANT SELECTIONt BASED ON<br />

BASIC.<br />

AND PAST SERVICE REFERENCES IS wISE FOR GREATER<br />

INTERVIEWS<br />

OF PROJECT SbCCESS<br />

CHANCE<br />

SCHAFFER, ROBERT H.<br />

C859<br />

ACTION INTO PLANNING<br />

PUTTING<br />

BUSINESS REVIEW VOL 45 NO 6, NOVEMBER-DECEMBER<br />

HARVARD<br />

7P<br />

967,<br />

MAKING, CONTROL, ANALYSIS<br />

PLAN,<br />

PROCEDURES OF RESEARCH AND ANALYSIS,<br />

THE<br />

AND PLAN MAKING TFE CLASSIC APPROACH<br />

OBJECTIVE-FORMATION,<br />

PLANNING* ARE WEAK IN THAT THEY O0 NOT ACCELERATE<br />

TO<br />

IN MANY AREAS WHERE PROGRESS IS NECESSARY TO GAIN<br />

PROGRESS<br />

OVER WHERE THE ENTERPRISE IS GOING IF CORPORATE<br />

CONTROL<br />

IS TO MAKE ITS FULL CONTRIBUTION TO MANAGEMENTe IT<br />

PLANNING<br />

HAVE TO BE REDESIGNED SO THAT IT NOT ONLY EXPANDS THE<br />

WILL<br />

OF EXECOIIVES TO ANALYZE AND CCNCEPTUALIZE BUT<br />

CAPACITY<br />

INCREASES THEIR ABILITY TO SHIFT CORPORATE DIRECTIONS<br />

ALSO<br />

TO ACCOMPLISH NEW OBJECTIVES WITH THE SAME RESOURCES.<br />

AND<br />

-DEVELOPMENI APPROACH- MESHES CORPORATE PLANNING<br />

THE<br />

CORPORATE ACTION BY USING PLANNING CISCIPLINES TO<br />

AND<br />

IMMEDIATE AND URGENT BUT SIMPLE GOALS<br />

ACCOMPLISH

LAWRENCE, PAUL R LORSCH, JAY W<br />

0860<br />

MANAGEMENT JOB THE INTEGRATOR<br />

NEW<br />

BUSINESS REVIEW VDL.45, ND 6, NOV -DEC [96?, lOP.<br />

HARVARD<br />

JOB, EDUCATION<br />

ORGANIZATION,<br />

ADVANCES CF SCIENCE AND TECHNOLOGY INCREASE THE<br />

THE<br />

OF CHANGE IN SOME COMPLEX BUSINESS ORGANIZATIONS,<br />

TEMPO<br />

THE REQUIREMENTS FOR REGULARITY AND STANDARDIZATION<br />

WHILE<br />

IN OTHERS THIS CONTINUOUSLY INCREASES TEE NEED FOR<br />

REMAIN<br />

GREATER SPECIALIZATION AND FOR TIGHTER COORDINATION A<br />

BOTH<br />

STUDY OF TEN ORGANIZATIONS IN THREE INDUSTRIES<br />

COMPARATIVE<br />

TO THE EMERGENCE OF A NEW MANAGEMENT FUNCTION TO HELP<br />

POINT<br />

HIGH DIFFERENTIATION AND HIGH INTEGRATION<br />

ACHIEVE<br />

SIMULTANEOULY<br />

ELABORATENESS OF THE INTEGRATING FUNCTION SHOULD<br />

THE<br />

BOTH WITH THE COMLEXITY DF THE PRCBLEMS AND WITH THE<br />

VARY<br />

OF THE GAP THAT SPECIALIZATION CREATES BETWEEN THE<br />

SIZE<br />

DEPARTMENTS SPECIFIC ORGANIZATION PRACTICES, SUCH AS<br />

BASIC<br />

ORIENIATIGN, PERFORMANCE RECOGNITION AND CONFLICT<br />

BALANCED<br />

CONTRIBUTE TO /HE EFFECTIVENESS INTEGRATORS<br />

RESOLUTION,<br />

HAVE A COMBINATION OF BROAD WORK EXPERIENCE,<br />

SHOULD<br />

AND CERTAIN PERSONALITY TRAITS<br />

EDUCATION<br />

PRESTON, LE<br />

086I<br />

SEMANTIC DIFFERENTIAL AN INFORMATION SOURCE<br />

THE<br />

OF MARKETING, VOL 3[,NO 4, OCTOBER 1967t 5P<br />

JOURNAL<br />

ATTITUDINAL<br />

AUTHORS PROPOSE THAT THE SEMANTIC DIFFERENTIAL, AN<br />

IHE<br />

SCALING DEVICE, BE EMPLOYEO BY RETAILERS AND<br />

ATTITUDINAL<br />

SERVICE INSTITUTIONS TO IDENTIFY FACTORS UNOERLYINC<br />

CONSUMER<br />

PATRONAGE DECISIONS THREE SPECIFIC AREAS OF<br />

CONSUMER<br />

DESCRIBED ARE, JUST PRICK TO OPENING A NEW<br />

APPLICATION<br />

SHORTLY AFTER A NEW STORE HAS OPENED, AND ONCE<br />

STORE,<br />

STORE HAS REACHED A STAGE OF RELATIVE MATURITY EMPEASIS<br />

A<br />

IS ON THE OPERATIONAL IMPLICATIONS CF INFORMATION<br />

THROUGHOUT<br />

BY APPLICATION OF THE SEMANTIC DIFFERENTIAL<br />

PRODUCED<br />

SMITH, W.R COOKE, B.<br />

0862<br />

EDUCATION AND PERSONNEL AS RESEARCH AREAS<br />

MARKETING<br />

OF MARKETING, NGL 31, NO 4 OCTOBER [967, 5P<br />

JOURNAL<br />

JOB EVALUATING, EDUCATION<br />

PERSONNEL,<br />

IS THE SECOND OF TWO REPORTS DEVELOPED BY THE<br />

THIS<br />

MARKETING ASSOCIATION OF RESEARCH ON BASIC<br />

AMERICAN<br />

PROBLEMS IHE AUTHORS ASK FOR RESEARCH TO GUIDE<br />

MARKETING<br />

EDUCATORS IN RELAIING EDUCATION TO JOB PERFORMANCE<br />

MARKETING<br />

WELL AS EVALUATING CURRICULA AND TEACHING METHODS IT IS<br />

AS<br />

POINTED OUT THAT THE BEST MEANS OF IDENTIFYING,<br />

ALSO<br />

AND STIMULATING PEOPLE SHOULD BE STUDIED<br />

ATTRACTING,<br />

BANKS COMMENTS ON THIS ARTICLE BY RAISING THE<br />

SEYMOUR<br />

OF EDUCATION IN MARKETING VERSUS EDUCATION FOR<br />

QUESTION<br />

MARKETING<br />

GRAHAM, E. H<br />

0863<br />

COMPUTER TECHNOLOGY AND MANAGERIAL PRINCIPLES<br />

MODERN<br />

EXECUTIVE, VOL 33 13, DECEMBER [965t Z PAGES<br />

FINANCIAL<br />

DECISION-MAKING<br />

BALANCE BETWEEN CENTRALIZED DECISION-MAKING AND AUT-'<br />

A<br />

OPERATIONS HAS BEEN ACHIEVED AT CHRYSLER CORPORATION<br />

DNOMOUS<br />

COMPUTER DAIA BANK CONCEPTS, CONCURRENT WITH THE<br />

IHROUGH<br />

OF OPERATIONS THERE IS NEED FOR PROVIDING MORE<br />

EXPANSION<br />

AND SIGNIFICANT INFORMATION FROM WHICH TOP LEVEL CAN<br />

TIMELY<br />

ITS DECISIONS. THE ABILITY TO PROVIDE THIS INFORMATION<br />

BASE<br />

BEEN MULTIPLIED BY THE INSIALLATION OF HIGH SPEED COM-'<br />

HAS<br />

PUTERS<br />

PLANNING OF FUTURE INFORMATION SYSTEMS AT CHRYSLER<br />

THE<br />

EXPANDING THE USE OF THE DATA BANK CONCEPTS THIS<br />

INCLUDES<br />

PROVIDE FOR THE COMPREHENSIVE STORAGE OF CURRENT AND<br />

WILL<br />

INFORMATION IN LARGE-SCALE ELECTRONIC MEMORIES<br />

HISTORICAL<br />

CENTRALIZED LOCATIONS<br />

AT<br />

FEINBERGm M.<br />

0864<br />

GENTLE ART OF EXECUTIVE PERSUASION<br />

THE<br />

REVIEW AND MODERN INDUSTRY, VOL 86, 6e DEC 1965, PP<br />

DUNS<br />

BUSINESSMAN HAS A GREAT NEED FOR THE ABILITY TO<br />

EVERY<br />

PEOPLE THIS NOTED PSYCHOLOGISI SIATES THAT ThE MAN<br />

PERSUADE<br />

MOVES AHEAD, AND STAYS AHEAD, IS THE MAN WHO HAS THE<br />

WHO<br />

TO GET OIHERS TO SEE THINGS HIS WAY, TO CONVINCE<br />

TALENT<br />

THAT THEY SHOULD TAKE ACTION ALONG THE LINES HE RE-'<br />

OTHERS<br />

COMMENDS<br />

FUNDAMENTAL OBJECTIVE OF PERSUASION IS TO MODIFY AN<br />

IHE<br />

BUT THIS IS DIFFICULT FOR THREE REASONS FIRST<br />

AIIITUDE<br />

ACCENTUATE CERTAIN ASPECTS GF A MANS ENVIRONMENT<br />

ATTITUDES<br />

ATTITUDES SIMPLIFY LIFE THIRDLY, ONCE A MAN HAS AN<br />

NEXT,<br />

HE WILL DD ALL HE CAN TO PROVE HIMSELF RIGHT WITh<br />

ATIITUDE,<br />

IN MINO THERE ARE SEVERAL BASIC RULES TO PERSUASION<br />

THIS<br />

IS IMPORTANT TO KNOW THE KIND OF MAN ONE IS DEALING WITH<br />

IT<br />

DO NOT DEBATE, BUT SELL YOUR ATTITUDES ALSO, BE<br />

SECONDLY,<br />

TO STAY IN CHARACTER AVOID EXACGERATIOhS AND PLAT-'<br />

CERTAIN<br />

ESTABLISH YOUR EXPERTNESS AND AUTHORITY FINALLY<br />

ITUDES<br />

A MAN AGREES TO YOUR PLAN ASK HIM TO PUT IT ON RECORD<br />

ONCE<br />

ZWERSKIm L<br />

0865<br />

OVERSELL--A MAJOR PITFALL IN COLLEGE RECRUITMENT<br />

THE<br />

JUURNAL VOL 45 NO 3 MARCH, 1966 2 PAGES<br />

PERSONNEL<br />

PURPOSE OF THIS ARTICLE IS TO IDENTIFY A MAJOR<br />

THE<br />

AREA IN COLLEGE ON-CAMPUS RECRUITMENT AND TO<br />

PROBLEM<br />

BRIEFLY THE RAMIFICATIONS IN TERMS OF LONG-RANGE<br />

EXAMINE<br />

RELATIONSHIPS<br />

COLLEGE<br />

OVERSELL IS A MAJOR PITFALL IN COLLEGE RECRUIT-'<br />

THE<br />

ROUGHLY DEFINED THE OVERSELL IS THE CONVEYING OF<br />

MENT<br />

DIRECILY OR INDIRECTLY, DURING THE COURSE OF<br />

INFORMATION,<br />

WHICH SERVES TO MISREPRESENT THE JOB OR THE<br />

RECRUITMENT<br />

IN A FAVORABLE LIGHT<br />

ORGANIZATION<br />

DIRECT, DELIBERATE OVERSELL IN ACTUAL PRACTICE,<br />

THE<br />

RELATIVELY RARE IN THE Oh-CAMPUS RECRUITMENT SITUATION<br />

IS<br />

FORM OF OVERSELL OF CONCERN HERE IS THAT WHICH RESULTS<br />

IHE<br />

THE RECRUITER WHO, FILLED WITH ENTEUSIASM AND PROB-'<br />

FROM<br />

LACKING IN INFORMATION, UNINTENTIONALLY COLORS THE<br />

ABLY<br />

THROLGH IMPLICATION OR ERRCNEOUS INFORMATION<br />

ORGANIZATION<br />

COMPANYS REPUTATION CN THE CAMPUS CAN THUS BE<br />

A<br />

162<br />

SHCULD BE PDRE CNCERNED ABOUT OVERSELL<br />

RUINED--COMPANIES<br />

LIPSETT, LAWRENCE GEBHARDT, MAHLON<br />

0866<br />

MANAGERS<br />

IDENTIFYING<br />

JOURNAL, VCL 45, NO 4, APRIL, 1966, 4 PAGES<br />

PERSONNEL<br />

SELECTION, INTELLECTUAL, ABILITY, LEADERSHIP, DRIVE<br />

TESTING,<br />

STUDY OF 1,427 MANAGERS AND EXECLTIVES INDICATED<br />

A<br />

DRIVE, INTELLECTUAL ABILITY, LEADERSHIP, ORGANIZING<br />

THAT<br />

ANO INITIATIVE ARE SIGNIFICANT CHARACTERISTICS<br />

ABILITY,<br />

ALL LEVELS AND TYPES OF MANAGERS THIS ARTICLE SEEKS<br />

FOR<br />

DEFINE THESE CHARACTERISTICS AND SUGGEST SOURCES OF<br />

TO<br />

IDENTIFICATION IN THE PROCESS OF PERSONNEL<br />

IHEIR<br />

SELECTION<br />

WEALTH OF INFORMATION ABOUT THESE CHARACTERISTICS<br />

A<br />

AVAILABLE FROM IHE APPLICATION BLANK THE EMPLOYMENT<br />

IS<br />

AND PERSONNEL INVESIIGATION PROVIDING<br />

INTERVIEW,<br />

APPROPRIATE QUESTIONS AND RELEVANT VALUE JUDGMENTS<br />

THAT<br />

USED<br />

ARE<br />

RECENT YEARS IT HAS BECOME MORE COMMON TO USE<br />

IN<br />

TESTS IN THE SELECTION CF MANAGERS HOW-'<br />

PSYCHOLOGICAL<br />

TESTING DOES NET SUBSTITUTE FOR INFORMATION FROM<br />

EVER<br />

SOURCES<br />

OTHER<br />

WNLK, JCSEPH JR<br />

086?<br />

ADDITIONAL APPROACH<br />

MORALE--AN<br />

JOURNAL, VOL 45, NO 4, APRIL, I966, 4 PAGES<br />

PERSONNEL<br />

EVALUATION<br />

SELECTION,<br />

EMPLOYEE ATTITUDE SURVEYS PRODUCE INFORMATION AS<br />

MOST<br />

THE EFFECTS OF LCW MORALE ON PRODUCTION HERE IS AN<br />

TO<br />

TO IDENTIFY SOME OF THE CAUSES OF LOW MORALE AMONG<br />

ATTEMPT<br />

ONCE THESE CAUSES ARE ESTABLISHED THEN POSI<br />

EMPLOYEES<br />

ACTION CAN BE TAKEN TO CORRECT THE SITUATION<br />

TIVE<br />

MAIN FOCUS OF THIS STLDY IS ON THE MORALE OF THE<br />

THE<br />

WITHIN THE GROUP EXTERNAL AND INTERNAL ASPECTS<br />

INDIVIDUAL<br />

DELINEATED<br />

ARE<br />

NEED FOR A POSITIVE GOAL, A FEELING OF TOCETHERNESSt<br />

A<br />

NEED TO DO SOMETHINS AND A SENSE OF ADVANCEMENT ARE<br />

A<br />

CAUSES TO LOW MORALE AND HENCE THESE ARE THE FACTORS<br />

BASIC<br />

SHOULD BE MEASLRED WHEN ATTITUDE SURVEYS ARE TAKEN<br />

THAT<br />

MEASUREMENT SHOLLD BE ThE SEMANTIC CIFFENENTIAL--<br />

THE<br />

PROVIDES TWO DIMENSIONS CF AN ATTITUDE I.E THE DIRECTION<br />

IT<br />

AN ATTITUDE WHICH IS INDICATED BY THE SELECTION OF<br />

OF<br />

TERMS AND ThE INTENSITY WHICH IS INDEXED BY HOW FAR<br />

POLAR<br />

ALONG THE EVALUATION DIMENSIGN FROM SIGN SCORE LIES<br />

OUT<br />

DEAN, C<br />

0868<br />

DATA BANK KEEPS PAYING DIVIDENDS<br />

FORDS<br />

AUTOMATION VOL [3, 4 APRIL, [966 3P<br />

BUSINESS<br />

DATA-PROCESSING<br />

ALL THOSE CARS AT FORD MOTOR COMPANY IS A VERY<br />

BEHIND<br />

DATA-PROCESSING OPERATION EMPLOYING BCTH CENTRAL-'<br />

EFFECTIVE<br />

AND DECENTRALIZED SYSTEMS IN THIS ARTICLE A CORPORATE<br />

IZED<br />

OF FORD EXPLAINS FROM THE MANAGEMENT VIEWPOINT<br />

EXECUTIVE<br />

DATA-PROCESSING HAS ACCOMPLISHED FOR HIS COMPANY, AND<br />

WHAT<br />

ITS CAPABILITIES ARE EXPECTED TO CONTRIBUTE EVEN GREATER<br />

HOW<br />

IN THE FUTLRE<br />

BENEFITS<br />

MAJOR -BATCH PROCESSING- DATA HANDLING ACTIVITIES<br />

FORDS<br />

LARGELY BEEN MECHANIZED THIS HAS RESUTLE0 IN LOWER<br />

HAVE<br />

COSTS, GREATER INCREASED CAPACITY, AND A MECH<br />

PROCESSING<br />

DATA BASE THAT LAYS IHE GROUNDWORK FOR SOPHISTICATE<br />

ANIZED<br />

CONTROL SYSTEMS LOOKING TO THE FUTURE, SOME OF<br />

MANAGEMENT<br />

MOST PROMISING APPLICATIONS INCLUDE INCREASED USE OF<br />

THE<br />

FOR COMMUNICATIONS SWITCHING, APPLICATION OF<br />

COMPUTERS<br />

PROCESS CONTROLS AND MECHANIZE MONITORING<br />

CLOSED-LOOP<br />

IN THE BASIC MANUFACTURING PLANTS, ANO IHE USE OF<br />

SYSTEMS<br />

BANKS.<br />

DATA<br />

MOBLEY, SYBIL C<br />

0869<br />

CONCEPT OF REALIZATION- A USEFUL DEVICE<br />

THE<br />

ACCOUNTING REVIEW VCL 41, APRIL 1966 5P<br />

THE<br />

INCOME<br />

BUDGET,<br />

IS A CONTRELLING CONCEPT IN THE MEASUREMENT<br />

REALIZATION<br />

REPORTING DF ENTERPRISE INCOME A SPECIFIC POINT OF<br />

AND<br />

MUSI BE SELECTEO FROM ALL PSSSIBLE POINTS.<br />

REALIZATION<br />

HAVE CONCENTRATED CN MODIFICATIONS OF THE TYPICALLY<br />

ACCOUNTS<br />

-SALES- POINT OF REALIZATION THIS pAPER SUGCESTS<br />

SELECTED<br />

THERE ARE SEVERAL IMPORTANT POINTS OF REALIZATION<br />

THAT<br />

PRODUCE SEVERAL DIFFERENT, USEFUL MEASURES OF INCOME<br />

WHICH<br />

THAT THE SELECTION OF ANY SINGLE SET OF TESTS IN THE<br />

AND<br />

OF PRODUCING -THE- APPROPRIATE INCOME MEASURE UNNECES-'<br />

HOPE<br />

RESTRICTS ACCOUNTING TO SERVING CNLY THOSE PURPOSES<br />

SARILY<br />

THAT SINGLE MEASURE TENDS TO ACCOMODATE REALIZATION<br />

WHICH<br />

BE VIEWED AS A USEFUL DEVICE WHICH PERMIIS ACCOUNT-'<br />

SHOULD<br />

TO OBSERVE, MEASURE, AO REPORT ON THE ENTERPRISE FROM<br />

ANTS<br />

POINTS GF INTEREST THIS PROVIDES THE GREATEST<br />

SEVERAL<br />

FOR THE PROFESSION TO IMPROVE BOTH THE EXTENT<br />

OPPORTUNITY<br />

QUALITY OF ITS SERVICES<br />

AND<br />

WEINGARINER, H MARIIN<br />

08?0<br />

BUDGETING F INTERRELATED PROJECTS<br />

CAPITAL<br />

SCIENCE VGL [2, ? MARCH, [966 30P<br />

MANAGEMENT<br />

OPTIMIZING<br />

PREGRAMMING,<br />

CAPITAL BUDGETING DECISION PROCEDURES BECOME MORE<br />

AS<br />

THEY MUSI ALLOW FOR MORE ASPECTS DF THE REAL WORLD<br />

COMPLEX<br />

PRESENT ARTICLE SURVEYS THE TECHNIQUES AVAILABLE TO<br />

THE<br />

THE IMPORTANT AND GENERALLY NE&LECTED PROBLEM OF<br />

HANDLE<br />

INTERRELATICNSHIPS SUCH AS MUTUAL EXCLUSION AND<br />

PROJECT<br />

THE TECHNIQUES UTILIZED ARE LINEAR AND<br />

INTERDEPENDENCIES<br />

PROGRAMMING, DYNAMIC PROGRAMMING AND ThE DISCRETE<br />

INTEGER<br />

PROCEOURE OF REITER PROJECT INTERRELATIONSHIPS<br />

OPTIMIZING<br />

FROM RANDOMNESS OF OUTCDMES AND NONLINEAR UTILITY<br />

ARISING<br />

ARE ALSO SUBJECTED TO SCRUTINY BY APPLICATION OF<br />

FUNCTIONS<br />

PROCEDURES, AND ADDITIONAL INTERRELATIONSHIPS, ARISING<br />

THESE<br />

THE CONTEXT OF RESEARCH AND DEVELOPMENT BUDGETS, ARE<br />

IN<br />

A DYNAMIC PROGRAMMING CODE FOR THE MULTIDIMEN<br />

ANALYZED<br />

0-2 KNAPSACK PROBLEM IS ALSO PRESENTED<br />

SIGNAL<br />

RAYMOND, R C<br />

0871<br />

COMPUTER IN BUSINESS PLANNING AND BUDGETING<br />

TIME-SHARING<br />

SCIENCE VOL [2, APRIL, 1966<br />

MANAGEMENT<br />

THE TIME-SHARING COMPUTER SYSTEM NOW BEING OPERATED IN

BY THE GENERAL ELECTRIC COMPUTER DEPARTMENT OFFERS<br />

PHOENIX<br />

ENTIRELY NEW CAPABILITY TO EXPLORE AND PREPARE BUSINESS<br />

AN<br />

THE SYSTEM DOES THE ARITHMETIC AND PRINTS THE<br />

FORECAS]So<br />

IN THE PRIVACY OF THE USERS OFFICE IN A FEW MINUTES<br />

RESULTS<br />

ThE SYSTEM, THE PLANNER CAN STATE hIS BASIC DATA AND<br />

WITh<br />

OBSERVE THE RESULTSt ANO ThEN MODIFY ANY OF<br />

ASSUMPTIONS,<br />

ASSUMPTIONS HE CHOOSES AND GET NEW RESULTS WITHIN A FEW<br />

THE<br />

BY FOLLOWING THIS PROCEDURE SEVERAL TIMES IT IS<br />

MINUTES<br />

TO EXPLORE THE EFFECTS CF A VARIETY OF ENVIRON-'<br />

POSSIBLE<br />

ASSUMPTIONS, SUCH AS MARKET AND PRICE STRUCTURE FOR<br />

MENTAL<br />

NEW PRODUCT, AND TO FIND CUT WHAT BUOGET OF COSTS MUST BE<br />

A<br />

TO YIELD ACCEPTABLE BUSINESS RESULTS AN EXAMPLE<br />

REALIZEO<br />

A RECENT NEW BUSINESS STUDY IS GIVEN.<br />

FROM<br />

BORCHt KARL<br />

08?2<br />

LTILITY FUNCTION DERIVED FROM A SURVIVAL GAME<br />

A<br />

SCIENCE VOL 12, B APRIL, 1966 9P<br />

MANAGEMENT<br />

DECISION-ANALYSIS<br />

STARTING POINT OF THE PAPER IS A FIRM ENGAGED IN<br />

THE<br />

RISKY BUSINESS IT IS ASSUMED THAT THE FIRMS GAIN IN EACH<br />

A<br />

PERIOD IS A STOCHASTIC VARIABLE IS IS FURTHER<br />

OPERATING<br />

THAT THESE STOCHASTIC VARIABLES ARE INDEPENDENT AND<br />

ASSUMED<br />

DISTRIBUTED IF THE CAPITAL OF THE FIRM BECOMES<br />

IDENTICALLY<br />

THE FIRM IS RUINED, AND MUST GO OUT OF BUSINESS<br />

NEGATIVE,<br />

OPTIMAL DIVIDEND POLICY IS DEFINED AS THE POLICY<br />

THE<br />

WILL MAXIMIZE THE EXPECTED DISCOUNT VALUE OF THE<br />

WHICH<br />

PAID BEFORE RUIN CCCURS IT IS THEN SHOWN THAT THE<br />

DIVIDENDS<br />

OF THE OIVIOEND PROBLEM GIVES THE UTILITY FUNCTIONy<br />

SOLUTION<br />

WILL GOVERN THE FIRMS DECISION UNDER UNCERTAINTY.<br />

WHICH<br />

THIS RESULT IT APPEARS THAT A NUMBER CF OECISIONS<br />

FROM<br />

SEEM IRRATIONAL WHEN STUDIED IN ISOLATIION, BECOME<br />

WHICH<br />

RATIONAL WHEN ANALYSED IN THEIR PROPER DYNAMIC<br />

PERFECTLY<br />

SETTING<br />

MAREMONI, ARNOLD H<br />

0873<br />

RELATIONS- THE TAIL IHAT WAGS THE DOG<br />

PUBLIC<br />

MICHIGAN BUSINESS REVIEW VOL 18 MAYe 1966<br />

PUBLIC RELATIONS PERSUADES MANAGEMENT THAT COR-'<br />

WHEN<br />

SOCIAL RESPONSIBILITY MEANS GIVING AWAY MONEY THAT<br />

PORATE<br />

TO THE SHAREHOLDERS, PUBLIC RELATIONS TRULY BECOMES<br />

BELONGS<br />

TAIL THAT WAGS THE BODY OF EXECUTIVE RESPONSIBILITY FOR<br />

THE<br />

MAKING<br />

PROFIT<br />

THE AUTHORS OPINION, CUR LARGE NATIONAL CORPORATIONS<br />

IN<br />

AMERICA HAVE CREATED WILLIAM H WHYTES ORGANIZATIONAL<br />

IN<br />

AS A PERSON WHOSE MIND IS DOMINATED BY THE WELFARE OF<br />

MAN<br />

CORPORATION THE ORGANIZATION MAN DOES SOME CIVIC WORK,<br />

IHE<br />

IT IS LARGELY ObI OF A SENSE OF OBLIGATION RATHER THAN<br />

BUT<br />

ANY PERSONAL IMPULSE THUS THE MATURE ORGANIZATION MAN<br />

FROM<br />

A ONE-FACETED MAN TO HIM THE QUESTION OF THE SOCIAL<br />

IS<br />

OF BUSINESS ARE SYNOMOUS kiTH THE SOCIAL<br />

RESPONSIBILITIES<br />

CF BUSINESSMEN<br />

RESPONSIBILITIES<br />

HUSE, EDGAR F<br />

C874<br />

ZERO DEFECTS PROGRAMS REALLY MOTIVATE WORKERS<br />

DO<br />

PERSONNEL, VOL AJ, NO 2 MARCH-APRIL, E966 PAGES<br />

IS GENERALLY ACCEPTED THAT MOTIVATION OF WORKERS<br />

IT<br />

CENTRAL TO THE WHOLE ZERO DEFECTS CONCEPT BUT A STUDY<br />

IS<br />

WORKER ATTITUDES TOWARD A ZD PROGRAM, AND TOWARD THEIR<br />

OF<br />

SLGGESTS IHAT THE MOTIVATION MAY LIE IN ECFELDNS<br />

JOBS<br />

LP THE INTERESTING CONCLUSION WAS THAT -ZD PRO-'<br />

HIGHER<br />

WORK NOT BECAUSE THEY MOTIVATE IHE WORKERS BUT<br />

GRAMS<br />

THEY PROVIDE A STRONG IMPETUS FOR MANAGERS TO<br />

BECAUSE<br />

AND TAKE ACIION DN SITUATIONAL PROBLEMS THAT ARE<br />

LISIEN<br />

AT THE ROOT CF MUCH CF THE SUB-STANDARD PERFORMANCE<br />

REALLY<br />

DEPLORE<br />

THEY<br />

SHOULD ASSUME BASIC RESPONSIBILITY FOR<br />

MANAGEMENT<br />

AN ENVORONMENT FOR WORKERS THAT IS AS CLOSE AS<br />

CREATING<br />

TO BEING SCE-FREE -SITUATIONALLY CAUSED ERROR-<br />

POSSIBLE<br />

CHANNELS OF UPWARD COMMUNICATION SHOULD BE<br />

APPROPRIATE<br />

AND MAINTAINED FOR THE CONTINUOUS IDENTIFICA<br />

ESTABLISHED<br />

AND ELIMINATION OF SCES<br />

IION<br />

SMITH PHILIP<br />

0875<br />

PHILOSOPHY OF RESEARCH FOR INDUSTRY<br />

A<br />

BUSINESS HDRIZONS VOL 8, NO 4 WINTER 1965 12 PAGES<br />

TRANSITION CF POWER FROM MANUFACTURING TO<br />

THE<br />

TO RESEARCH AND DEVELOPMENT IS HAMPERED BY THE<br />

SALES<br />

STAFF-LINE ORGANIZATION ASSOCIATED WITH MANU-'<br />

TRADITIONAL<br />

THIS ANALYSIS OF SOME ASSUMPTIGNSt CONCEPTS<br />

FAC?URING<br />

ATTITUDES ON WHICH RESEARCH SUPERVISION HAS BEEN BASED<br />

AND<br />

TO SYNTHESIZE A MORE COMPLETE THEORY FOR RESEARCH<br />

HELPS<br />

ON PRINCIPLES OF MODERN MANAGEMENT<br />

BASED<br />

DISCUSSED ARE THE NATURE OF RESEARCh AND<br />

AREAS<br />

ANALYSIS OF THE SCIENCE-MANAGEMENT RELATION-'<br />

DEVELOPMENT<br />

THEORY OF INDUSTRIAL RESEARCHt AND SOME PRACTICAL<br />

SHIP,<br />

THE AETHOR LOCKS AT THE SCIENTIFIC CLIMATE,<br />

ALTERNATIVES<br />

SCIENIIFIC PUBLICATIONS AND ECUCATION<br />

INCENTIVES<br />

ROGERS JAMES COOK, DONALD<br />

0876<br />

COMPUTER AND THE SCHOOL OF TOMORROW<br />

THE<br />

VOL 12, MAY, 1966 3P<br />

DATAMATION<br />

ADMINISTRATIVE<br />

SELECTEC<br />

MANY SCHDCLS ARE NOW STARTING TO MAKE USE OF<br />

ALTHOUGH<br />

THE DANGER OF DROWNING IN PAPERWORK IS BECOMING<br />

COMPUTERS,<br />

ACLTE THE AUIHORS SUGGEST AN APPROACH TO USE ThE<br />

MORE<br />

EQUIPMENT EFF[CIENTLY TOGETHER WITH A LOOK AT<br />

PRESENI<br />

REQUIREMENTS<br />

FUTURE<br />

SCHOOL DISTRICT OF TOMORROW WILL INCLUEE A CENTRAL<br />

THE<br />

SYSTEM LOCATED AT THE DISTRICTS ADMINISTRATIVE<br />

COMPUTING<br />

EACH OF IHE DISTRICT SCHOOLS WILL BE CONNECTED TO<br />

OFFICES<br />

COMPUTER AND WILL CONTAIN A TERMINAL EQUIPMENT STATION<br />

THE<br />

ADDITION TO IHE ROUTINE OPERATING AND ACCOUkTING PAPER-'<br />

IN<br />

AND ADMINISTRAIIVE DECISION-MAKING, MATERIALS SUCH AS<br />

WORK<br />

PAGES AND WORK SHEETS CAN BE SELECTED BY THE COMPUTER<br />

LESSON<br />

THE IMAGES REPRODUCED IN THE FORM AND LOCATION WHERE<br />

AND<br />

ARE NEEDED THE LESSON SHEETS FOR EACH STUDENT ARE READ<br />

THEY<br />

THE SCANNER AND STORED IN THE BUFFER AND LATER THE LES<br />

BY<br />

ARE GRADED AN IMPORTANT REQUIREMENT CF THIS SYSTEM<br />

SONS<br />

163<br />

BE THE NEED FOR NATURAL-LANGUAGE PROCESSING<br />

WILL<br />

RUSH, HAROLD M F<br />

0877<br />

WIN-LOSE COMPLEX<br />

THE<br />

CONFERENCE BOARD RECORD VDL 3 6 JUNE 1966<br />

THE<br />

INTERPERSONNEL-RELATIONS<br />

WHO TRY TO APPLY THE PRINCIPLES CF PARTICI-<br />

MANAGERS<br />

MANAGEMENT SOMETIMES FIND THEIR EFFCRTS THWARTED BY A<br />

PATIVE<br />

OF INTERPERSONAL AND INTERGROUP CONFLICT KNOWN AS AN<br />

TYPE<br />

OF -WIN-LOSE THIS PHENOMENON OF HUMAN BEHAVIOR IS<br />

ATTITUDE<br />

MAJOR IMPEDIMENT TD EFFECTIVE COMMUNICATION AND GROUP CO<br />

A<br />

WIN-LOSE IS CALLED A COMPLEX BECAUSE THERE ARE<br />

HESIVENESS<br />

SOURCES AND CALSES THAT CREATE IT, AND THE EFFECT OF<br />

MANY<br />

ON AN ORGANIZATION IS DECIDEDLY CUMULATIVE RECDG-'<br />

WIN-LOSE<br />

THAT THE EMOTIONAL HEALTH OF AN ORGANIZATION IS<br />

NIZING<br />

BY PERVADING HOSTILITY- WHETHER IT BE LATENT OR<br />

HARMED<br />

COMPANIES ARE PROVIDING A VARIETY OF EXERCISES AND<br />

OVERT-<br />

TO TRY TO ABATE WIN-LOSE EXAMPLES OF PROJECTS THAT<br />

PROGRAMS<br />

DESIGNED TO DC IHIS ARE BRAINSTORMINGt GROUP PLANNING<br />

ARE<br />

DECISION-MAKING, AND A GROUP DYNAMICS APPROACH IN THE<br />

AND<br />

Oh THE MANAGERIAL GRID<br />

FORM<br />

KELLER, ARNOLD E.<br />

0B78<br />

POWER IN SEARCH OF MANAGEMENT<br />

EDP-<br />

AUTOMATION VOL 13, 6 JE [966 5P.<br />

BUSINESS<br />

DATE-PROCESSING<br />

HAVE SO FEW FIRMS SUCCESSFULLY HARNESSED THE POWER<br />

WHY<br />

ELECTRONIC DATA-PROCESSING WHY HAVE SO MANY COMPANIES<br />

OF<br />

EDP TO BECOME A MONUMENT TO MANAGEMENT VANITY RATHER<br />

ALLOWED<br />

A MANAGEMENT TCOL OF UNPRECEDENTED STRENGTH THIS ART-'<br />

THAN<br />

PINPOINTS THE REASONS AND SUGGESTS SOME REMEDIAL AC-'<br />

ICLE<br />

INCLUDING A SEARCHING LOCK AT THE SO- CALLED PROFES<br />

TICN<br />

EDP MANAGER<br />

SIGNAL<br />

IT IS TRUE THAT MOST DATA-PROCESSING<br />

UNFORTUNATELY<br />

ARE -MANAGER- BY TITLE ONLY IN PRACTICE THEY ARE<br />

MANAGERS<br />

THEY CLOAK THEMSELVES IN A ROBE OF TECHNICAL<br />

TECHNICIANS-<br />

THUS IT IS IMPORTANT THAT ThE OP MANAGER<br />

INDISPENSABILITY<br />

ABLE TO COMMUNICATE HIS OBJECTIVES AND GOALS TO HIS<br />

BE<br />

AND HIS MANAGEMENT. NEXT HE MUST MOTIVATE HIS PEOPLE<br />

PEOPLE<br />

HIMSELF TO ATTAIN THESE OBJECTIVES PRCCEOURES,<br />

AND<br />

SCHEDULING AND COST CONTROLS ARE SOME OF<br />

STANDAROS<br />

TOOLS WHICH WILL ASSIST THE EDP MANAGER WITH THIS<br />

BASIC<br />

TASK<br />

THULIN, W BERNARD<br />

0879<br />

BOOBY TRAP- THE GUEST FOR YOUTH<br />

MANAGEMENT<br />

EXECLIIVE VOL 34, 5 MAY, 1966 7P.<br />

FINANCIAL<br />

LARGE ORGANIZATIONS WHOSE POLICY IS TO PROMOTE FROM<br />

IN<br />

THE MANAGEMENT QUEST FOR YOUTH TAKING THE FORM OF<br />

WITHIN,<br />

PROMOTIONS OF YOUNG MEN TO HIGH-LEVEL JOBS IS SUP<br />

RAPID<br />

BY PLAUSIBLE ARGUMENTS IT IS THE AUTHORS CONTENTION<br />

PORTED<br />

THIS POLICY IS IN THE LONG RUN, SELF-DEFEATING NOT<br />

THAT<br />

ARE THERE STRONGLY ADVERSE EFFECTS ON MORALE BUT THE<br />

ONLY<br />

SUFFERS A BUILT IN REDUCTION IN JOB MOVEMENT.<br />

ORGANIZATION<br />

RIGIDITY TAKES TWO FORMS ONE TYPE OF<br />

ORGANIZATIONAL<br />

RESULTS FROM HAVING A HIGH AbERAGE AGE DF INCUMB-'<br />

RIGIDITY<br />

AT ONE ORGANIZATIONAL LEVEL THE OTHER TYPE RESULTS<br />

ENTS<br />

AN INDIVIDUALS BEING AT THE SAME LEVEL FOR MANY YEARS,<br />

FROM<br />

IN REDUCED PROMOTIONS INTO THAT LEVEL THE LATTER<br />

RESULTING<br />

MAY PROVE TO BE THE MORE GEADLY EVERY TIME A CAPABLE<br />

FORM<br />

MAN IS PASSED OVER FOR PROMOTION IN FAVOR OF A YOUNGER<br />

OLDER<br />

THE FREQUENCY DF FUTURE PROMOTIONS WILL BE REDUCED<br />

MAN<br />

MORE INCUMBENTS WILL -DIE- AT LOWER LEVELS THIS IMPOSES<br />

AND<br />

RIGIDITY UPON THE ORGANIZATION<br />

DEADLY<br />

PRIMMER, ANDREW F<br />

0880<br />

INVESTMENT AhD CORPORATE ADJUSTMENT TECHNIQUES<br />

DIRECT<br />

JOURNAL OF FINANCE VOL 21, 2 MAY, 1966<br />

THE<br />

MAKING<br />

PRCGRAM,<br />

GENERAL, THE EVIDENCE TODAY CLEARLY SUGGESTS THAT<br />

IN<br />

VOLUNTARY PROGRAM IS LIKELY TO BE A MAJOR SOURCE OF THE<br />

THE<br />

IMPROVEMENT IN THE U.S. BALANCE OF PAYMENTS FOR<br />

SUBSTANTIAL<br />

IN MAKING THEIR CONTRIBUTION INDIVIDUAL COMPANIES<br />

1965<br />

RELIED HEAVILY ON EXPORT EXPANSION AS THE PRINCIPAL<br />

HAVE<br />

THE REPATRIATION OF INCOME HAS ALSO BEEN A MAJOR<br />

INSIRUMENT<br />

OF STRENGTH CN THE CTHER HAND THE CONTINUEO HIGH<br />

SOURCE<br />

OF DIRECT INVESTMENT HAS CAMPENED THE OVERALL IMPROVE<br />

RATE<br />

THE GENERAL OLTLOOK FCR 1966 WAS A CONTINUATION OF AN<br />

MENT<br />

HIGH LEVEL OF DIRECT INVESTMENT THE REVISION<br />

EXCEPTIONALLY<br />

THE VOLUNTARY PRCGRAM FOR THE NEXT YEAR WAS CLEARY FD<br />

OF<br />

AT THE OUIFLOW OF FUNDS FROM THE U S TO FINANCE DIR-'<br />

CUSED<br />

INVESTMENT ABROAD THIS TARGET MAY RESULT IN A NET SAV<br />

ECT<br />

OF ROUGHLY 0 BILLION DOLLARS IN 1966 COMPARED TO<br />

ING<br />

ANTICIPATED SAVING IS THE KEY TO THE OVERALL INDUSTRY<br />

THIS<br />

OF SOME A BILLION DOLLARS RECOMMENDED FOR 1966.<br />

TARGET<br />

LATANE HENRY A TUTTLE DONALD L<br />

0881<br />

THEORY AND FINANCIAL MANAGEMENT<br />

DECISION<br />

JOURNAL OF FINANCE VOL 2[, MAY 1966 lOP<br />

THE<br />

PROBLEMS WHICH THE SECURITIES INVESTOR FACES EACH<br />

TWO<br />

ARE INVESTIGATED IN IHIS PAPER GIVEN THE DISTRIBU-'<br />

PERIOD<br />

OF EXPECTED RETURNS FROM A LARGE NUMBER OF STOCKS,<br />

TION<br />

IS THE PROPER CHOICE OF STOCKS TO INCLUDE IN THE PORT<br />

WHAT<br />

AND WHAT IS THE PROPER AMOUNT TO BORROW OR LEND IN THE<br />

FLOIO<br />

RELATIVE TO NEW WCRTH<br />

PORTFOLIO<br />

CHIEF CRITERION IS THE FIRST PROBLEM IS THE GEO-'<br />

THE<br />

MEAN OF ANNUAL COMMON STOCK RETURNS OVER TIME IN<br />

MEIRIC<br />

THE SECOND PROBLEM OF LEVERAGE IN THE CAPITAL<br />

ATTACKING<br />

A VARIABLE REPRESENTING THE RATIO OF RISK ASSETS<br />

STRUCTURE,<br />

EXISTING NET WORTH IS OPTIMIZED AMONG THE CASES SIUDIED<br />

TO<br />

SIMPLEe ONE-STOCK PORTFCLIOS WITH NO BORROWING, ONE--'<br />

ARE<br />

PORTFOLIOS WITH LENOING AND OIVERS[FIED PORTFOLIOS<br />

STOCK<br />

BORROWING IN ALL CASES THE OBJECTIVE IS MAXIMI<br />

WITH<br />

OF LONG-RUN WEALTH UNDER THE ASSUMPTION OF REPEATED<br />

ZATION<br />

OF PORTFOLIO RETURNS IN NEW PORTFOLIOS EACH<br />

REINVESTMENT<br />

AND THE POLICYS ASSOCIATED CUMULATIVE EFFECTS<br />

PERIOD<br />

ROSS, R<br />

0882<br />

RESOURCE ALLOCATICN PROCEDURE<br />

PERTICOSI<br />

ACCOUNTING REVIEW VCL 41e 3 JULYe 1966 3P<br />

THE

-RESOURCE ALLOCATICN PROCEDURE,- A SUPPLEMENT TO<br />

THE<br />

BASIC PERT/COST APPROACH TC MANAGING LARGE AND COMPLEX<br />

THE<br />

OF WORK, IS CONCERNED WITH THE PROBLEM OF EFFICIENT<br />

PROGRAMS<br />

OF LIMITED RESOURCES IN ACCOMPLISHING WORK PRO-'<br />

ALLOCATION<br />

AND IS BASED EN THE PREMISE IHAT ACTIVITIES ON A<br />

GRAMS,<br />

ARE SUBJECT TO TIME/COST TRADE-CFFS THIS SUPPLEMENT<br />

NEIWORK<br />

ITS PRIMARY USEFULNESS IN PLANNING SMALL GROUPS GF<br />

FINDS<br />

ACTIVITIES WHICH REPRESENT ONLY A MINOR PORTION<br />

ASSCCIATED<br />

THE OVFR-ALL PROGRAM OF WORK<br />

OF<br />

WIIH THE PRELIMINARY PROCEDURAL STEPS WHICH<br />

COMMENCING<br />

THE LOWEST TIME/COST ALTERNATIVES CONSISTENT WITH<br />

DETERMINE<br />

DIRECTED DATE, APPLICATION OF THE RESOURCE ALLOCATION<br />

THE<br />

IS COMPLETED BY EVALUATINC THE EFFECTS OF COM-'<br />

PRCCEDLRE<br />

REDUCTIONS OF ACTIVITIES, CRITICAL PATH SHIFTS,<br />

BINATION<br />

COSTS RELATIONSHIPS, AND LEVELING OVER-AND-<br />

VARIABLE/FIXED<br />

UTILIZATION DF RESOURCES<br />

UNDER<br />

ANCNYMOLS<br />

0883<br />

YDLNG MEN TELL WHAT ITS LIKE TO BE A NEGRO IN<br />

FIVE<br />

MANAGEMENT<br />

MANAGEMENT VOL 29, 7 APRIL 1966 16P<br />

BUSINESS<br />

NEGRO, AS MEMBER CF BUSINESS SDCIEIY TFAT IS<br />

TFE<br />

EXCLUSIVELY WHITE, IS A STRANGER THE CORPORATE EX-'<br />

ALMOST<br />

BADLY NEEDS AN EDUCATION ABOUT THE NEGRO IN HIS LC-'<br />

ECbTIVE<br />

COMMUNITY AND IN HISTORY SC AS TO DEVELOP SOME ABILITY<br />

CAL<br />

EXAMINE SITUATIONS FROM THE NEGROS POINT OF VIEW IT WAS<br />

TO<br />

THIS SPIRIT THAT -BUSINESS MANAGEMENT- EDITOR INTER<br />

IN<br />

YOUNG AMBITIOUS NEGROES- ALL OF WHOM ASPIRE TO<br />

VIEWED<br />

TO EDUCATE THIS MAGAZINES READERS<br />

MANAGEMENT-<br />

THE INTERVIEWS, THE MEN CALMLY AND RATIONALLY EX-'<br />

IN<br />

HOW AND WHY NEGRC EMPLOYEES HAVE BEEN MISHANDLED,<br />

PLAINEO<br />

THE NEGRO SEEKS IN THE WHITE MANS BUSINESS WORLD, HOW<br />

WHAT<br />

INTENDS TO GET IT, AND WAT COMPANIES CAN DO TO HELP AL-'<br />

HE<br />

SOME OF THE NEGRO PERSONNEL PROBLEMS THE NOVELTY OF<br />

LEVIATE<br />

ARTICLE IS THAT FOR THE FIRST TIME ARTICULATE AND<br />

THIS<br />

NEGRO EMPLOYEES CAN ADDRESS NATIEkAL TOP MAN-'<br />

THOUGHTFUL<br />

AUDIENCE C AN ISSUE OF NATIDNAL PRCPDRTIONS<br />

AGEMENI<br />

SILBERMAN, CHARLES<br />

C884<br />

CAN LIVE WITH THE -LABOR SHORTAGE-<br />

BUSINESS<br />

FORTUNE, VOL 73, NC B, MAY, 1966, 10 PAGES<br />

NATIONWIDE UNEMPLOYMENT ALREADY DOWN BELOW FOUR<br />

WITH<br />

AND DRAFT CALLS CUTTING INTO THE LABOR FORCEr LOTS<br />

PERCENT<br />

EMPLOYERS THINK THEY ARE -SCRAPING THE BOTTOM OF THE<br />

OF<br />

A MONTH STLOY BY FORTUNE INDICATES THAT THE<br />

BARREL-<br />

IS GREATLY EXAGGERATED WHERE BUSINESS IS RESPONDING<br />

ALARM<br />

THE NEW SITUATION INTELLIGENTLY AND CREATIVELY IT IS<br />

TO<br />

ALL THE WORKERS IT NEEDS SOME EMPLOYERS ARE USING<br />

FINDING<br />

STANDARDS THAT EXCLUDE THE LABOR THAT IS AVAILABLE<br />

HIRING<br />

THE PINCH CAN BE OVERCOME BY TRAINING PEOPLE TU FIT<br />

BbI<br />

REQUIREMENTS AND CHANGING JOB REQUIREMENTS TO FIT<br />

JOB<br />

PEOPLE<br />

BETHLEHEM STEEL CPENEO ITS NEW FINISHING PLANT AT<br />

WHEN<br />

HARBOR, INDIANA, IT -MANLFACTURED- ITS LABOR FORCE<br />

BURNS<br />

THE SITE LOCAL FARMERS AND SALESMEN WERE TRAINED TO<br />

AT<br />

HIGHLY SKILLED JOBS IN MONTHS FOUR-FIFTHS OF TFE<br />

SOME<br />

WORKERS AT BLRNS HARBER ARE NEW TC THE INDUSTRY AND<br />

2,0GO<br />

ARE VERY YOLNG<br />

MOST<br />

SCHWITTER, JOSEPH P<br />

0885<br />

EFFECTS UPON MANAGERIAL ACCOUNTING JOBS<br />

COMPUTER<br />

PERSONNEL JOURNAL, VDL 45, NC 5 MAY, 1966, 4 PAGES<br />

CONDUCTED WITH THE CONTROLLER, THE<br />

INTERVIEWING<br />

ACCOUNTANT DR ASSISTANT ACCOUNTANTS DF NINETEEN<br />

CHIEF<br />

FROM INDUSTRIES OF VARIOUS SIZES INDICATED THAT THE<br />

FIRMS<br />

OF COMPLTERS INCREASED THE DIFFICULTY OF THE<br />

INTRODUCTION<br />

TASK, REQUIRING MORE TECHNICAL ABILITY AND THE<br />

MANAGERS<br />

OF MORE JUDGMENT IN DECISION MAKING NC SALARY<br />

EXERCISE<br />

APPEAR TD HAVE BEEN MADE<br />

ADJUSTMENTS<br />

AND QUALITATIVE CHANGES WERE STUOIED<br />

QUANTITATIVE<br />

CONTENT IN QUANTITATIVE TERMS REFERS TO THE NUMBER OF<br />

JOB<br />

AND TASKS THAT CONSTITUTE THE JOB, AS WELL<br />

SUBORDINATES<br />

SHIFTS IN EMPHASIS OF CERTAIN TASKS EXPRESSED IN TIME<br />

AS<br />

TC PERFORM THEM CHANGES IN SKILL AND KNOWLEDGE<br />

SPENT<br />

DETERMINED BY MATHEMATICAL ABILITY, TECHNICAL<br />

WERE<br />

CDMPDTER PROGRAMMING, SYSTEMS DESIGN, AND<br />

KNDILEOGE<br />

JUDGMENT<br />

REASONS FOR TFE LACK OF SALARY ADJUSTMENTS<br />

POSSIBLE<br />

MENTIONED<br />

ARE<br />

RDTHERY BRIAN<br />

0886<br />

AND ABSIRACTIDN<br />

INFORMATION<br />

PROCESSING VOL 8, 6 dUNE, 1966 2P<br />

DATA<br />

RETRIEVAL<br />

DOCUMENTATION<br />

PROBLEM CF DESCRIBING AND CLASSIFYING ABSTRACTIONS<br />

THE<br />

ONE GF THE SEVERAL SEVERE PROBLEMS IN TFE FIELD OF SPEC-'<br />

IS<br />

INFORMAIION TODAY ROTHERY EXPLCRES THE RAMIFICA<br />

IALIZED<br />

OF IDENTIFYING AND PROCESSING THE COMPLEX IDEAS THAT<br />

TICNS<br />

MUSI COMMUNICATE TO EACH OTHER<br />

MEN<br />

REAL PURPOSE OF DOCUMENTATION IS TO PRODUCE PARER-'<br />

THE<br />

THAT WILL INTELLIGIBLY DESCRIBE HOW THE SYSTEM WORKS<br />

WORK<br />

THERE IS A DIRE NEED FOR LANGUAGES THAT CAN BE UNDER-'<br />

THUS<br />

FOR MODULES, MACROS, SUBROUTINES- IN SHORT CLASSIFI-'<br />

STOOD,<br />

THE SYSTEM CAN BE WRAPPED UP INTO ONE NEAT HUMMING<br />

CATION<br />

BLT DOCLMENTATIDN CF PROGRAMS MUST BE LAID OUT IN UND-'<br />

BOX,<br />

BLOCKS WHICH ARE LOGICAL PARTS OF THE WHOLE<br />

ERSTANDABLE<br />

MUST BE A START, THERE MUST BE CENTRAL UPDATING LOOPS<br />

THERE<br />

DECISION CONTROL, THERE MUST BE EXCEPTIDN PROCEDURES,<br />

UNDER<br />

THERE MUST BE AN END THE NEED FOR DOCUMENTATION WILL<br />

AND<br />

AS LONG AS PROGRAMS ARE SUBJECT TG CHANGE, AND IN<br />

CONTINUE<br />

WORLD, THAT LOCKS LIKE FOREVER<br />

THIS<br />

ROIHERY, BRIAN<br />

C88T<br />

GENERATION OF INFORMATION<br />

THE<br />

DATA PROCESSING MAGAZINE VOL 8, ? JULY, 1966 2P<br />

IT SERVES MEN NC PURPOSE, IF AFTER THEY DEVELOP NEW<br />

164<br />

AND HARDWARE, THEY CANNOT COMMUNICATE HOW TO<br />

TECHNOLCGIES<br />

THESE TOOLS CNE MUST ALSO DEVELOP THE MEANS TO COMMUN<br />

USE<br />

INFORMATION BEITER TO THE POTENTIAL USER THIS ARTICLE<br />

ICAIE<br />

THE CAUSES OF NDNCOMMUNICATION OF INFORMATION, AND<br />

DISCUSSES<br />

IT IS PERPETUATED IN INDUSTRY AND GOVERNMENT<br />

HOW<br />

INFGRMATION IS DEVELOPING AT A PHENOMENAL<br />

COMPUTER<br />

THIS PUTS A GREAT STRAIN DN ITS POWER OF DESCRIBING<br />

RATE<br />

COMMUNICATING, FOR THIS INDUSTRY IS PRODUCING WHOLE<br />

AND<br />

BUT IT IS MOST SUCCESSFUL THERE ARE TWO REASONS FOR<br />

SYSTEMS<br />

SUCCESS FIRST, IT HAS NOT RELIED ENTIRELY CN WRITTEN<br />

ITS<br />

BUT HAS FALLEN BACK ON VERBAL COMMUNICATION<br />

INSIRUCTION,<br />

SECOND REASON IS THAT IT HAS BORROWED ONE OF ITS DWN<br />

THE<br />

THAT OF PROGRAMMING, AND USED IT AS WAY OF EXPRES-'<br />

ARTS<br />

ONE OF THE MAJOR RESULTS OF THIS DISCOVERY IS THE<br />

SICN<br />

OF THE PROGRAMMED INSTRUCTIGN METHOD OF TEACHING<br />

PLICATICN<br />

FORM OF EXPRESSION DEMANDS TIME AND EXPERTISE<br />

THIS<br />

GREENBRGER, MARTIN<br />

0888<br />

PRIORITY PROBLEM AND COMPUTER lIME SHARING<br />

THE<br />

MANAGEMENT SCIENCE VCL. 12 11 JULY 1966 IBP<br />

DECISIONS ARISE WHENEVER LIMITED FACILITIES<br />

PRIORITY<br />

BE APPORTIONED AMONG COMPETITIVE DEMANDS FOR SERVICE<br />

MUST<br />

THESE CONSIDERATIONS AFTEN CUNFLICT, THE PRIORIIY RULE<br />

SINCE<br />

AS A MEDIATOR USE OF A COMMON COST MEASURE CAN HELP<br />

SERVES<br />

THIS MEDIATICN AS RESULTS FROM RECENT JDB SIMULA-'<br />

EFFECT<br />

ILLUSTRAIE<br />

TICNS<br />

PRIORITY OPERATION OF CONTEMPORARY INTEREST IS<br />

A<br />

A TIME-SHARED COMPUTER AMONG ITS CONCURRENT US<br />

SCHEDULING<br />

SERVICE REQUIREMENTS ARE NOT KNOWN IN ADVANCE OF EX--'<br />

ERS<br />

TO KEEP RESPONSE TIMES SHORT FOR SMALL REQUESTS,<br />

COTTON<br />

INTERVALS ARE PARTITIONED AND SEGMENTS ARE SERVED<br />

SERVICE<br />

IN ROUND-ROBIN FASHION A MATHEMATICAL ANALYSIS<br />

SEPARATELY<br />

THE TRACEOFF BETWEEN OVERHEAD AND DISCRIMINATION<br />

PINPOINTS<br />

IN THIS PROCEDURE, AND ALLOWS ALTERNATE STRATEGIES<br />

IMPLICIT<br />

BE COSTED THE OBJECTIVES GF TIME-SHARING ARE ALSO RE-'<br />

TO<br />

AND IMPLICATIONS ARE DRAWN FOR THE DESIGN DF FUTURE<br />

VIEWED,<br />

AND PRICING SYSTEMS<br />

PRIORITY<br />

WIEST, JEROME<br />

0889<br />

PRCGRAMS FOR DECISION MAKING<br />

HELRISTIC<br />

BUSINESS REVIEW, SEPT -OCT 1966 PAGES 29-i3<br />

HARVARD<br />

ARTICLE DESCRIBES HOW NEW VERSIONS OF THE<br />

THIS<br />

SIMPLE CONCEPT ENABLE MANAGERS TC DEAL<br />

BASICALLY<br />

WITH MANY DIFFERENT PROBLEMS THAT DO NOT<br />

SUCCESSFULLY<br />

TO OTHER PROBLEM-SOLVING TECHNIQUES<br />

YIELD<br />

DEFINING HEURISTIC PROGRAMMING, THE AUTHOR CITES<br />

AFTER<br />

FOR ITS USE HE BACKS THESE UP WITH EXAMPLES OF<br />

REASONS<br />

BEING USED IN PORTFOLIO SELECTION, ASSEMBLY-LINE<br />

IT<br />

JOB SHOP SCHEDULING FACILITIES LOCATION,<br />

BALANCING<br />

CONTRCL, WAREHOUWE SITES, ENGINEERING DESIGN, AND<br />

INVENTORY<br />

SCHEDLLING<br />

LARGE-PROJECT<br />

AUTHOR ALSO DISCUSSES BRIEFLY HOW THIS WILL CHANGE<br />

THE<br />

SCOPE OF THE JBS IN MICDLE MANAGEMENT<br />

THE<br />

APPENDIX, COMPLETE kiTH CHARTS AND GRAPHS, PRESENTS<br />

AN<br />

SIMPLIFIED VERSIbN OF A HEURISTIC PROGRAM FOR SCHEDULING<br />

A<br />

PROJECTS<br />

TAYLOR JAMES DEAN, NEAL<br />

0890<br />

TO MANAGE THE COMPLTER<br />

MANAGING<br />

BUSINESS REVIEW, SEPT -OCT 1966 PAGES 98-[10<br />

HARVARD<br />

STUDY OF HOW 83 SUCCESSFUL MAnAFACTURING COMPANIES<br />

TIS<br />

BEEN USING THE COMPUTER CCVERS TRENDS IN COSTS,<br />

HAVE<br />

APPLICATIONS, ORGANIZATIDN EFFECTIVENESS, CONTROL<br />

CRITICAL<br />

COORDINATION<br />

AND<br />

AND CHARTS ARE USED THRCUGHOUT THE ARTICLE TO<br />

GRAPHS<br />

SUCH THINGS AS RELATECNSHIP DR COMPUTER EXPENSE TO<br />

DEPICT<br />

COMPOSITION CF COMPUTER EXPENSES BASIC PATTERNS OF<br />

SALES<br />

ORGANIZATION STRUCTURES AND PLANNING FOR<br />

COMPUTER<br />

INTEGRATION<br />

ARTICLE CONCLUDES WITH A LIST CF CHARACTERISTICS<br />

THE<br />

EFFECTIVE MANAGEMENT PRACTICES TO BE USEC AS GUIDELINES<br />

OF<br />

EVERY CCMPUIER USER<br />

FOR<br />

CRAWLEY, WILLIAM<br />

089I<br />

WE INTEGRATE SYSTEMS WIIHOUT INTEGRATING MANAGEMENT<br />

CAN<br />

OF DATA MANAGEMENT VOL 4 MO 8 AUGUST 1966 7 PAGES<br />

JOLRNAL<br />

ANALYSIS<br />

JOB,<br />

SHOULD RECOGNIZE THAT IN MANY CASES INTEGRATED<br />

WE<br />

OFFER AN ECONOMICAL AND EFFICIENT MEANS OF GATHERING<br />

SYSTEMS<br />

SYNTHESIZING MASS DATA EF CUANTITIVE NATURE WE HAVE NO<br />

AND<br />

YET THAT THEY ARE EFFECTIVE IN EXTRACTING THE IN-'<br />

PROFF<br />

THAT A GCCD MANAGER CCULD OBTAIN COLLECTION AND<br />

FERENCES<br />

OF MASS QUANTITATIVE DATA IS ENLY ONE ASPECT OF<br />

SYNTHESIS<br />

SOLVING ANOTHER ASPECT IS THE EXTRACTION OF MEAN-'<br />

PROBLEM<br />

CONCLUSIONS FROM THE DAIA<br />

INGFUL<br />

THESE SYSTEMS PROCESS ONLY QUANTITATIVE DATA<br />

SECONDLY,<br />

ARE CHIEFLY INTERNALLY GENERATED EXCEPT FOR SOME<br />

WHICH<br />

APPLICATIONS THEY DO NET PROVIDE COLLECTION AND<br />

MINOR<br />

OF EXTERNAL AND QUALITATIVE DATA.<br />

ANALYSIS<br />

WILL BECOME INTEGRATED AS A RESULT OF JOB<br />

MANAGEMENT<br />

AND PRCMDTICN OF CAPABLE EOP GENERALISIS<br />

ROIATICn<br />

BEGED-CDV, A G<br />

B892<br />

ONLY FEW DPERATICNS-RESEARCHERS MANAGE<br />

WHY<br />

SCIENCE VCL 12, 12 AUGUST, I966 14P<br />

MANAGEMENT<br />

EDUCATICN<br />

DPERATICNS-RESEARCH,<br />

CENTRAL CONTENTICN OF THIS PAPER IS THAT TE SINGLE<br />

THE<br />

RELIABLE INDICATOR OF HOW EFFECTIVE IS 0 R IS THE<br />

MOST<br />

OF OPERATIONS-RESEARCHERS WHO EVENTUALLY ATTAIN<br />

PROPORTION<br />

MANAGEMENT RESPONSIBILITIES HOWEVER, THE SURPRISINC<br />

GENERAL<br />

IS THAT NUMERDLS SCIENTISTS AND ENGINEERS ARE TODAY<br />

FACT<br />

SOME OF THE NATIONS LARGEST CORPORATIONS THE MAIN<br />

HEADING<br />

STANDING IN THE WAY CF CONDUCTING SUPERIOR OPER-'<br />

OBSTACLES<br />

ARE DISCUSSED<br />

ATICNS-RESEARCH<br />

TO THE NEWNESS OF THE PROFESSION AND TH SMALL<br />

DLE<br />

OF DPERATIONS-RESEARCHERS CURRENTLY EMPLOYED, IT HAS<br />

NUMBER<br />

BEEN POSSIBLE FOR A NOTICEABLE NUMBER OF CAPABLE MEMBERS<br />

NOT<br />

THE PROFESSION TO FIRST DEMCNSTRATE THEIR ABILITIES AN<br />

OF

ASSUME RESPONSIBLE POSITIONS ALSO, MANY HIGH-LEVEL<br />

THEN<br />

DOUBT THAT THE ACCOMPLISHMENT OF -OR- IN BUSINESS<br />

MANAGERS<br />

GREATER RESPONSIBILITIES FOR OPERATION-RESEARCH-'<br />

JUSTIFIES<br />

FINALLY, OR EDLCATION IS NOT EFFECTIVE IN PREPARING CR<br />

ERS<br />

FOR SLPERIOR CR PERFORMANCE AND FOR MANAGEMENT<br />

GRADUATES<br />

W<br />

GUZZAROI<br />

YOUNG EXECUTIVES 3, AT THE CRUCIAL POINTS OF DECISION)'<br />

THE<br />

SEPTEMBER, Ig64<br />

FORTUNE<br />

THIRD ARTICLE IN FORTUNES SERIES ON YOUNG EXECU-'<br />

ThIS<br />

SHOWS THERE IS NO CONFORMIST PATTERN IN THE AGGRES-'<br />

TIVES<br />

INDEPENDENT AITITUDES OF THESE MEN IT ALSO REVEALS<br />

SIVELY<br />

ENORMOUS POWER THAT ACCRUES TO MEN IN THE SECOND LAYER<br />

THE<br />

CORPORATE MANAGEMENT, OFTEN AS A RESULT OF A MERGER OR<br />

OF<br />

RATHER THAN CONSTRICT THE CREATIVE ROLE OF YOUNC<br />

SPIN-OFF<br />

THE LARGE CORPORATION IS VERY LIKELY TC PLACE HIM AT<br />

MAN<br />

CRUCIAL POINTS OF DECISION THIS ARTICLE STUDIES THE<br />

THE<br />

THAT POSSESS AND SOMETIMES OBSESS THESE YOUNG MEN,<br />

MATTERS<br />

THEIR COMPANIES, THEIR PROBLEMS<br />

THEMSELVES,<br />

ARTICLE DISCUSSES FOUR EXEMPLARY SITUATIONS ALL<br />

THE<br />

CASES IN WHICH YOUNG EXECUTIVES DEAL IN BUSINESS SITUA-'<br />

ARE<br />

AGAINST A BIG-COMPANY BACKDROP WITHOUT BEING CAST INTE<br />

TIONS<br />

MOLDS THE AUTHOR BELIEVES THE REASEN FOR THIS IS<br />

CORPORATE<br />

THE COMPANY POLICY, NOR THE CHARACTER OF TFE MAN, BUT<br />

NOT<br />

THE UNIQUENESS OF THE SITUATIONS THAT EACH MAN<br />

RATHER<br />

COPE WITH IN ThE BUSINESS WORLD TODAY<br />

MUST<br />

NJ<br />

SIMLER,<br />

UNEMPLOYMENT AND PUBLIC POLICY<br />

LONG-TERM<br />

AMERICAN ECONOMIC REVIEW DEC 64 VOL LIV NO 6<br />

THE<br />

AUTHOR FEELS THAT THE RISE IN LONG-TERM UNEMPLCY-'<br />

THE<br />

CANNOT BE EXPLAINED BY THE OVER-ALL RATE, AND AFTER<br />

MENT<br />

THE CRITICISMS CF THIS STRUCTURAL HYPOTHESIS,<br />

SUMMARIZING<br />

TO IDENTIFY FACTORS CAUSING THE LONG-TERMS RATES, TD<br />

SEEKS<br />

A THEORY OF LONG-DURATION UNEMPLOYMENT, AND TO<br />

ESTABLISH<br />

CONCLUSIONS RESPECTING PUBLIC POLICY<br />

DRAW<br />

SHOW THAT PERSISTANT LONG-TERM UNEMPLOYMENT CAN<br />

DATA<br />

INCREASE, AND CONCENTRATE AMONG OLDER WORKERS WITH<br />

EMERGE,<br />

CHANGE IN STRUCTLRE, INHERING THAT STRUCTURAL EMPLOYMENT<br />

NO<br />

CAN BE THE RESULT AND NOT THE CAUSE OF OVER-ALL<br />

INCREASES<br />

UNEMPLOYMENT<br />

SUGGESTS THAT SUCCESSFUL MONETARY, FISCAL, AND<br />

SIMLER<br />

MARKET POLICIES WOULD INCREASE OUTPUT TO ITS POTENTIAL<br />

LABOR<br />

THE VOLUNTARY, FREE-CHOICE EF THE PEOPLE BETWEEN WORK<br />

BY<br />

LIESURE<br />

AND<br />

MR PENZER, WN<br />

FEINBERG,<br />

ANALYSIS OF A SALES SECTION BATTERY<br />

FACTOR<br />

PSYCHGLOGY SEPTEMBER, 1964<br />

PERSONNEL<br />

RECRLITMENT<br />

SELECTION,<br />

SALES EXECUTIVE SELECTICN BATTERY FROM 458 APPLICANTS<br />

A<br />

SUBJECTED TO A PRINCIPAL COMPONENTS FACTOR ANALYSIS US-'<br />

WAS<br />

VARIMAX FACTOR ROTATIONS THE STUDY WAS UNPERTAKEN BE-'<br />

ING<br />

OF THE GAPS CREATED BY THE ALMGST NONEXISTENT FACTOR-'<br />

CAUSE<br />

STUDIES OF AN OPERATIONAL SALES SELECTION BATTERY THE<br />

IAL<br />

ROTATED MATRIX YIELDED SEVEN FACTORS WHICH SUGGESTED<br />

FINAL<br />

THE BATTERY OF IHE ORIGINAL 28 SCALES COULD BE RE-'<br />

THAT<br />

CONSIDERABLY THE FACTORS IDENTIFIED WERE LEVEL OF<br />

DUCED<br />

TECHNICAL INTEREST, ANTI-AESThETICISM, RE-'<br />

ASPERAIION,<br />

VALLES, SOCIAL ACQUIESCENCE, COMPUTATIONAL--'<br />

LIGIOUS-SOCIAL<br />

AND INTELLECT<br />

CLERICAL,<br />

OF THE FACTOR ANALYSIS PATTERNS ARE DIS-'<br />

IMPLICATIONS<br />

IN THE ARTICLE TABLES AND LISTS ARE USED TO<br />

CUSSED<br />

INFORMATION<br />

SUMMARIZE<br />

LH<br />

AFFINITO,<br />

OF INTEREST--WHERE ARE WE NOW<br />

CONFLICTS<br />

PRICE WATERHOUSE REVIEW WINTER, 1964<br />

THE<br />

ARTICLE STATES THAT THE INTEREST OF COMPANIES OVER<br />

THIS<br />

OF INTEREST AMONG THEIR EMPLOYEES HAS hOT SUBSIDED<br />

CONFLICT<br />

AUTHORS TAKE A SLRVEY OF CURRENT POLICIES AND PRACTICES<br />

THE<br />

FIFTEEN MAJOR bS CORPORATIONS IN A VARIETY OF INCUSTRIESo<br />

OF<br />

THESE COMPANIES ARE TYPICAL, A GREAT DEAL HAS BEEN AND IS<br />

IF<br />

DONE TO AVOID CONFLICTS OF INTEREST NOT OnLY IN THE<br />

BEING<br />

OF KEY EXECUTIVES BUT ALSO IN MIDDLE MANACEMENT AND<br />

RANKS<br />

EVEN IN THE ENTIRE EMPLOYEE AREA<br />

SOMETIMES<br />

OF<br />

CLELAND,<br />

PROJECT MANAGEMENT<br />

WHY<br />

BUSINESS HORIZONS WINTER, Ig64<br />

PRODUCTS AND MARKETING STRATEGY OFTEN DO NOT FIT<br />

NEW<br />

PURELY FU CTIONAL TYPE CF ORGANIZATION, A NEW MANAGERIAL<br />

THE<br />

IS NEECED THAT HAS nO ORGANIZATIONAL OR FUND-'<br />

PHILOSOPHY<br />

CONSTRAINIS SUCH A PHILOSOPHY IS PROVIDED BY PROJECT<br />

TIONAL<br />

A METHOD FOR MANAGING LARGE AGGREGATIONS CF RE-'<br />

MANAGEMENT,<br />

ACROSS FUNCTIONAL AND ORGA&IZATIONAL LIKES OF<br />

SOURCES<br />

THE AUTHOR DISCUSSES THE NEED FOR THIS NEW TYPE<br />

AUTHORITY<br />

MANAGEMENT AND THE NEW PROJECT MANAGER WHOSE DIFFERENT-'<br />

OF<br />

CHARACTERISTICS ARE LISTED<br />

IATING<br />

DEPARTMENT OF DEFENSE IS GIVEN AS AN EXAMPLE OF<br />

THE<br />

MANAGEMENT IN ACTION CHARTS IN THE ARTICLE DEPICT<br />

PROJECT<br />

VARIOUS ORGANIZATIONAL ARRANGEMENTS POSSIBLE THESE<br />

THE<br />

ALSO HELP TO CLARIFY AUTHORITY RELATIONSHIPS<br />

CHARTS<br />

ANONYMOUS<br />

IMPERATIVES OF AUTHORITY<br />

THE<br />

REVIEW AND MODERN INDUSTRY FEBRUARY, I965<br />

DUNS<br />

MOTIVATE<br />

SUPERVISION,<br />

WORD AUTHORITY HAS A STRONG NEGATIVE CONNOTATION<br />

THE<br />

OUR SOCIETY, AND NO EXECUTIVE CAN BE SUCCESSFUL UNTIL HE<br />

IN<br />

WHAT MOTIVATES PEOPLE TO 00 A GOOD JOB GRASP<br />

UNDERSTANDS<br />

THE PSYCHOLOGY OF AUTHORITY IS VITAL TO THE SMOOTH<br />

OF<br />

OF CORPORATE CHAINS OF COMMAND<br />

FUNCTIONING<br />

THE MANAGER HAS ASCRIBED AUTHORITY OR ACHIEVED<br />

WHETHER<br />

HIS DIRECTIVE MUST BE UNDERSTOOD, AND IF IT IS<br />

AUIHORITY<br />

WITH THE AIMS OF THE ORGANIZATION THE PROBABILITY<br />

COMPATIBLE<br />

ITS BEING OBEYED IS HIGH A MANAGER SHOULD HAVE NO<br />

OF<br />

CONFLICT IN THE SITUATION OF BEING BOTH A SUBORDINATE AND<br />

165<br />

PROVIDING HIS STATUS IS WELL DEFINED. MANAGERS MUST<br />

BOSS,<br />

THE KIND OF DIRECTION THAT SUBORDINATES FOLLOW<br />

PROVIDE<br />

THEY WANT IC, NOT BECAUSE ThEY HAVE TC ThE<br />

BECAUSE<br />

OF ALTHORITY IS NOT TO MAKE THE EMPLOYEES hAPPY<br />

IMPERATIVE<br />

TO MAKE THEM PRODUCTIVE<br />

BUT<br />

ANCNYMOUS<br />

0899<br />

VIDEOFILE SYSTEM<br />

THE<br />

IT ST, JANUARY, 1965<br />

DATAMATION<br />

INFORMATION-RETRIEVAL<br />

ARTICLE DISCUSSES NEW INFORMATION RETRIEVAL<br />

THE<br />

WHICH USES MAGNETIC VIDEO TAPE FOR STORING GOCUMENTS<br />

SYSTEM<br />

SYSTEM ACQUIRES AND STORES MATERIAL BY TELEVISION<br />

THE<br />

TELEVISION TAPE RECORDINGS THIS VIOEOFILE SYSTEM IS<br />

AND<br />

FIRST TO PROVIDE THE THREE REQUIREMENIS OF AN ACTIVE<br />

THE<br />

SYSTEM--FAST AUTOMATIC ACCESS, FLEXIBILITY IN<br />

STORAGE<br />

ND COMPRESSIGN OF STORED DATA<br />

UPDATING,<br />

ANONYMOLS<br />

CO0<br />

FORM SPEEDS ONE-SHOT PURCHASES<br />

COMBINATION<br />

VOL 58-3 78-80, FEBRUARY IT, 1965<br />

PURCHASING<br />

DRDER-FCRS<br />

TYPING,<br />

USING REQLISITICNS AS PURCHASE ORDERS, AND<br />

BY<br />

THE SYSTEM WITH A UNIQUE NUMBERING TECHNIQUE,<br />

COTROLLING<br />

H K PORTER PLANT TAKES TFE DRUDGERY OUT CF MISCELLANEOUS<br />

AN<br />

THE INNOVATION ELIMINATED REPEAT TYPING, ASSURED<br />

PURCHASES<br />

AND SAVED MONEY O FORMS<br />

ACCURACY,<br />

HAUSER, CC<br />

0901<br />

TAX PROBLEMS AND ESTATE PLANNING<br />

CORPORAIE<br />

JOLRNAL OF TAXAIION, VOL 22-2 92-97, FEBRLARY, 1965<br />

THE<br />

TFE PROPER USE OF THE CORPORATE FORM WITF<br />

SYNCHRONIZING<br />

SHAREHOLDER ESTATE PLANNING GOALS COVERS VAST AREA,<br />

THE<br />

MANY DIVERSE AND SPECIAL PROBLEMS MR HAUSER DISCUSSES<br />

WITH<br />

CORPORATE PROBLEMS WHICH ARE TYPICALLY ENCOUNTERED IN<br />

THOSE<br />

THE ESTATES OF STOCKHOLDERS IN CLOSELY HELD FAMILY<br />

PLAANIkG<br />

WHERE FAMILY CONTROL IS Tb CENTINUE DESPITE<br />

CORPORATIONS,<br />

DEATH OF THE PRINCIPLE SHAREHOLDER<br />

THE<br />

TO BE RESOLVED AT THE TIME DF INCORPORATION<br />

QUESTIONS<br />

DISCUSSED--AMONG THEM EQUITY VS DEBT RELATIENSHIPS AND<br />

ARE<br />

AND SINGLE CORPORATIONS THE AUTHOR ALSO PROBES<br />

MULTIPLE<br />

PROBLEMS, SPIN CFFS, STCK REDEMPTIONS AND<br />

RECRGANIZATIDN<br />

HOLDING COMPANIES AND THEIR RELATION TO ESTATE<br />

PERSONAL<br />

PLANINC<br />

BASSETI, GA<br />

COD2<br />

HOLMES AND THE CASE CE THE MISSING QUALIFICATIONS<br />

SHERLOCK<br />

JOURNAL VOL 4-2 80-B5, FEBRUARY, Ig65<br />

PERSONNEL<br />

SELECTION, RECRUITMENT, EVALUATION, QUALIFICATIONS<br />

TESTING,<br />

TO SORT CUT THE GOED JOB APPLICANT FROM THE POOR<br />

HOW<br />

THE JOB OF EVERY PERSONNEl MANAGER DIFFERENT APPROACHES<br />

IS<br />

BASES FOR SELECTION ARE DISCUSSED IN THIS ARTICLE<br />

AND<br />

CORRECT APPROACH WITH TESTING AND INTERVIEW DATA IS<br />

THE<br />

TREAT IT AS SAMPLED BEHAVIOR FROM WHICH TO PREDICT<br />

TO<br />

JOB BEHAVIOR IT IS PERHAPS TIME TU OEEMPPASIZE<br />

FUTURE<br />

FRALD DETECTION FUNCTION OF BACKGROUND INVESTIGATION<br />

THE<br />

TO CONCENTRATE CN ITS PREDICTIVE ASPECTS<br />

AND<br />

BACKGROUND DATA CAN TAKE A VARIETY OF<br />

GATHERING<br />

CALLS, LEITERS, CREDIT REPORTS OR FORMAL<br />

APPROACHES--PHONE<br />

MAY BE USED CAREFUL ATTENTION TO THE<br />

INVESTIGATION<br />

OF INFORMATION, FOLLOW-UP STUDY ON REFERENCE<br />

RELIABILITY<br />

AND ASSLRANCE TE EACH RESPCNDANT MAY BE MGRE<br />

INFORMATION<br />

THAN TESTING<br />

VALID<br />

APPROACH PERHAPS IS TC USE A STANDARD<br />

BETTER<br />

ON EVERYONE FOR ANY CLASS OR LEVEL CF JOBS<br />

EVALUATION<br />

HARTMAN, RI<br />

003<br />

MANPOWER PLANNING--A KEY TD SURVIVAL<br />

MANAGERIAL<br />

JOURNAL VDL 44-2 86-91, FEBRUARY, TO65<br />

PERSONNEL<br />

PERFORMANCE-APPRAISAL, EVALUATION<br />

ORGANIZATIONAL,<br />

IMPENDING SHORTAGE OF MANAGEBIAL TALENT IN THIS<br />

THE<br />

CAN BE OVERCOME ONLY IF ORGANIZATIONS TODAY PREPARE<br />

COUNTRY<br />

HOR THE SUCCESSFUL DEVELOPMENT OF MANAGERIAL MANPOWER<br />

PLANS<br />

PROVIDE CONTINUATION OF COMPETENT MANAGERIAL PERSONNEL<br />

TO<br />

CESSFUL MANAGERIAL MANPOWER PLANNING CAN BE<br />

SL<br />

BY THE PERFORMANCE OF THE FOLLOWING ACTIVITIES-<br />

ACCOMPLISHED<br />

OF ORGANIZATIONAL REQUIREMENTS<br />

DETERMINATION<br />

PERFORMANCE APPRAISAL,<br />

MANAGERIAL<br />

DEVELOPMENT PROGRAMS<br />

4<br />

OF THE ABOVE ACTIVITIES IS GONE INTO IN DEPTH.<br />

EACh<br />

CHART IS USED AS AN EXAMPLE OF MANAGERIAL INVENTOYR<br />

A<br />

A PARTICULAR DEPARTMENT<br />

IN<br />

HOWELL, W<br />

C04<br />

OF GENERALLY ACCEPTED ACCOUNTING PRINCIPLES<br />

INVENTORY<br />

JOURNAL OF ACCCUNTANCY, VOL II9-3 29-5, MARCH, 1965<br />

THE<br />

ARTICLE PRESENTS A REVIEW AND EVALUATION OF AC-'<br />

THIS<br />

RESEARCH STUDY NO BY THE FIRST CHARIMAN OF THE<br />

COLNTING<br />

PRINCIPLES BOARD IT ALSO COMMENTS C SPECIFIC<br />

ACCOUNTING<br />

OF THE INVENTORY, REASONABLY CLEAR OUTLINE CF THE<br />

FEATURES<br />

UF FINANCIAL ACCOUNTING AS IT STANDS TODAY THE<br />

FRAMEWORK<br />

FEELS THAT THIS NEW WORK SHOULD BE EXTREMELY HELPFUL<br />

AUTHOR<br />

THE ACCOUNTING PRINCIPLES BOARD IN DETERMINING WHICH OF<br />

FOR<br />

BULLETINS OF THE FORMER CDMMITTEE ON ACCOUNTING PROCE-'<br />

THE<br />

SHOULD BE MAINTAINED IT SHOULD ALSO IMPLEMENT THE<br />

DGRE<br />

OF PRACTICE AND THEORY<br />

BLENDING<br />

ARTICLE DISCUSSES OTHER ASPECTS OF STUDY NO T, A-'<br />

THE<br />

THEM PRICE-LEVEL CHANGES, SUBSTANTIAL AUTHORITATIVE<br />

MONG<br />

FOR PRINCIPLES, SOURCES OTHER THAN EXPERIENCE, THE<br />

SUPPORT<br />

OF HISTORICAL FINANCIAL STATEMENTS AS A BASIS<br />

LIMITATIONS<br />

INVESTMENT DECISIONS, ALTERNATIVE ACCOUNTING METHODS,<br />

FOR<br />

SEVERAL MINOR POINTS NOTED IN REVIEWING THE INVENTORY<br />

AND<br />

BURNS, AF<br />

C05<br />

AND PRICES BY FORMULA<br />

WAGES<br />

HARVARO BUSINESS REVIEW ) 55-5@, MARCH-APRIL, Ig55<br />

AUTHOR CLAIMS THAT THE CRITICAL NEED IS NOT FOR<br />

THE<br />

FOR MANAGEMENT IN WAGES AND PRICES, BUT FOR<br />

GUIDELINES<br />

IN FORMULATING ITS OWN ECONOMIC POLICIES<br />

WASHINGTON<br />

GENERAL GUIDEPOSTS FOR WAGES ANC PRICES HAD THE<br />

IF

INTENDED, THE AUTHOR BELIEVES THAT THEY COULD<br />

INFLUENCE<br />

THE FORCES OF COMPETITION, BECOME A DRAG ON<br />

THROTTLE<br />

GROWTH ANC EFFICIENCY, AND LEAD TO AN ECONOMY<br />

ECONOMIC<br />

IS ALMOST INDISTINGUISHABLE FROM ONE IN WHICH WAGES<br />

WHICH<br />

PRICES ARE FIXED BY GOVERNMENT<br />

AND<br />

THE INTENDED EFFECT OF AVOIDING INFLATION AND<br />

THUS,<br />

MORE RESPONSIBLE LABCR-MANAGEMENT LEADERSHIP<br />

PROVIDING<br />

NOT RESULT UNLESS SENSIBLE GUIDELINES FOR MONETARY<br />

WILL<br />

FISCAL POLICIES ARE BASED LPON THE RELATION BETWEEN<br />

AND<br />

NUMBER OF UNEMPLOYED AND THE NUMBER OF JOB VACANCIES.<br />

THE<br />

GUIDELINE IS MERELY A CREAM NOW, BUT hOPEFULLY WIll<br />

THIS<br />

POSSIBLE IN A FEW YEARS<br />

BE<br />

OOIORNE, GS.<br />

EgO6<br />

S MOTIVATION MUDDLE<br />

MANAGEMENT<br />

BUSINESS REVIEW, VCL XVII-2 2T-32 MARCH, 1965<br />

MICHIGAN<br />

JOB-BEHAVIOR<br />

IS MISUNDERSTOOD, HIS-USED, AND MIS-APPlIED<br />

MOTIVATION<br />

MANAGEMENT, MR OOIORNE RELIEVES HIS ARTICLE SUGGESTS<br />

BY<br />

HAS BEEN AN ATTEMPT TO EXPLAIN JOB BEHA-'<br />

MOTIVATION<br />

BUT UNSUCCESSFULLY THE FOCUS, RATHER SHOULD BE ON<br />

VIOR,<br />

MANAGEMENT BEHAVIOR AND THE STIMULI THAT SHAPE IT<br />

CHANGING<br />

MOTIVATION SHOULD NGT BE CGNSIDERED A CURE FOR JOB<br />

2<br />

PROBLEMS BECAUSE THESE PROBLEMS ARE NCI UNDERSTOOD<br />

BEHAVIOR<br />

TEACHING OF MOTIVATION OFTEN AIMS AT AMATEUR PSYCH-'<br />

3.<br />

ANO A RESENTED INVASION OF PRIVACY<br />

OLOGY<br />

AS A PROPOSED EXPLANATION OF JOB BEHAVIOR IS<br />

MOIIVATION<br />

FAULTY AND MAY EVEN CONSIITUTE MISUNDERSTANDING THE<br />

OFTEN<br />

RELIABLE OF THE FINDINGS OF BEHAVIORAL RESEARCH ARE<br />

MORE<br />

TO PHYSICAL MOTIVES, ACQUIRED, SOCIAL, SECONDARY<br />

RELATED<br />

OR PSYCHOGENIC MOTIVES, WITH A CONCLUSION THAT WE<br />

LEARNED<br />

LEARN MORE ABOUT BEHAVIORAL RESEARCH AND USE AND TALK<br />

SHOULD<br />

II LESS THE PRACTICAL AND PHILOSOPHICAL UNIQUENESS<br />

ABOUT<br />

MAN IN GENERAL AND IN THE CORPORATION IS DISCUSSED<br />

OF<br />

DELBECQ, AL<br />

0907<br />

LEADERSHIP STYLES IN PROBLEM-SOLVING CONFERENCE-'<br />

MANAGERIAL<br />

OF MANAGEMENT JOURNAL, VOL ?-4 255-268, DEC, 1964<br />

ACADEMY<br />

ARTICLE DESCRIBES A STUDY OF EFFECTIVE MANAGEMENT<br />

THIS<br />

IN CONFERENCE GROUPS WHICH WERE HE10 WITHIN A<br />

LEADERSHIP<br />

ORGANIZATION AND DEALT WITH A DECISION-TASK<br />

BUREAUCRATIC<br />

JUDGEMENT AND HEURISTIC PROBlEM-SOLVING<br />

NECESSITATING<br />

CONCLUSIONS OF PRIOR RESEARCH IS PRESENTED IN PRO-'<br />

THE<br />

FORM, FOllOWED BY DISCUSSION OF THE STUDIES SUP-'<br />

POSITIONAL<br />

THESE PROPOSITIONS THE CENTRAL HYPOTHESIS OF IHE<br />

PORTING<br />

STUDY IS STATED AND EXPLORED ACCOMPANIED BY SEVERAl<br />

RESEARCH<br />

MR DELBECQ THEORY IS AS FOLLOWS--A DEFINITION<br />

COROLLARIES<br />

ROLE OF EXPECTATIONS BY THE LEADER BASED ON THE LOGIC DF<br />

RF<br />

GROUP TASK IN A JUDGMENTAL CONFERENCE |REQUIRED SOLUTION<br />

THE<br />

WIll RESULT IN A GREATER DISPERSION OF lEADERSHIP<br />

STRATEGY)<br />

IHROUGHOUT THE GROUP THAN WOULD OTHERWISE BE THE CASE,<br />

ACTS<br />

FACILITATING A MOVEMENT TOWARD THE COLLEGIUM TYPE OF<br />

THUS<br />

IMPLICIT IN THE JUDGMENTAL SOLUTION STRATEGY<br />

BEHAVIOR<br />

BROWN, DS<br />

0908<br />

VIEWS OF INEFFECTIVE EXECUTIVE BEHAVIOR<br />

SUBORDINATES<br />

OF MANAGEMENT JOURNAL, VCL 7-4 288-299, DEC 1964<br />

ACADEMY<br />

ARTICLE DESCRIBES A SURVEY WHICH EXPLORED CERTAIN<br />

THIS<br />

OF INEFFECTIVE SUPERVISION THE CHARACTERISTICS MOST<br />

ASPECTS<br />

CITED INVOLVED FAILURE TO RECOGNIZE AND MAKE USE<br />

FREQUENTLY<br />

THE FULL CAPABILITIES OF OTHERS. RESPONDENTS ALSO MEN-'<br />

OF<br />

LACK OF CONFIDENCE BY THE SUBORDINATES CREATED BY THE<br />

TIONED<br />

AND POOR PERSONAL HABITS<br />

BOSS,<br />

OF BEHAVIOR OF SUPERIORS WERE GIVEN BY RES-'<br />

EXAMPLES<br />

THE MOST COMMON BEING DEGREDATION OF SUBORDINATES.<br />

PONDENTS,<br />

SUCH BEHAVIOR EXISTED, IT WAS WIDELY DISCUSSED BY<br />

WHERE<br />

SUBORDINATES.<br />

FOR ALLOWING SUCH BEHAVIOR WERE SUCGESTEO--UN-'<br />

REASONS<br />

TO BELIEVE IT UNAWARENESS, AND INCOMPETENCE TO<br />

WILLINGNESS<br />

WITH IT.<br />

DEAL<br />

ARE CRITICAL OF THEIR SUPERIORS FOR A WIDE<br />

SUBORDINATES<br />

OF REASONS, THE ARTICLE EMPHASIZES THESE REASONS<br />

VARIETY<br />

SHOWN IN A NUMBER OF TABULATIONS<br />

ARE<br />

MILES, RE.<br />

0909<br />

TOWARD MANAGEMENT THEORY AS A FACTOR IN MANAGERS<br />

ATTITUDES<br />

RELAIIONSHIPS WIIH THEIR SUPERIORS<br />

STUDY REPORTED IN THIS ARTICLE EXAMINED THE SUG-'<br />

THE<br />

RELATIONSHIp BETWEEN THE ATTITUDES, ASSUMPTIONS, AND<br />

GESTED<br />

WHICH A MANAGER HOLOS AND THE AMOUNT OF SUPPORT AND<br />

THEORIES<br />

HE RECEIVES FROM HIS OWN SUPERIOR THE HYPOTHESIS<br />

HELP<br />

WAS THAT HIGH-RATED SUBORDINATE MANAGERS, WHOSE<br />

TESTED<br />

AND SUGGESIIONS MOST PREFERRED BY THEIR SUPERIOR<br />

JUDGMENT<br />

AITITUDES TOWARD MANAGEMENT CONCEPTS AND IHEORIES MORE<br />

HAVE<br />

TO thOSE OF THEIR SUPERIORS THAN DO THEIR LOWER<br />

SIMILAR<br />

FELLOW MANAGERS<br />

RATED<br />

WERE AS EXPECTED TABULATION OF THESE FINDINGS<br />

FINDINGS<br />

GIVEN IN A COMPREHENSIVE CHART RESULTS DO NOT SHOW<br />

IS<br />

SIMILARITY OF OPINION IS A REASON FOR OR A BY-PRO-'<br />

WHETHER<br />

OF THE RANKING SIMILARITY OF ATTITUDES IS FURTHER EX-'<br />

DUCT<br />

PLCRED.<br />

JACKSON, EW<br />

0910<br />

YARDSTICKS FOR CREATIVITY<br />

HUNTING<br />

MANAGEMENT REVIEW, VOL 54-3 38-1 MARCHt 1965<br />

GOVERNMENT AND INDUSTRY HIGHLY PRIZE CREATIVITY,<br />

THE<br />

HAVE BOTH SPONSORED A GREAT DEAL OF RESEARCh CREATIVITY<br />

AND<br />

ARE OF TWO GENERAL TYPES--THOSE MEASURING PERFORMANCE<br />

TESTS<br />

THOSE ASSESSING CREATIVE PERSONALITY AND BEHAVIOR EX-'<br />

AND<br />

OF SEVERAL TESTS ARE GIVEN IN THE ARTICLE<br />

AMPLES<br />

VARIOUS STUDIES HAVE INDICATED THAT--<br />

THE<br />

CREATIVITY IS THE ABILITY TO MAKE NEW COMBINATIONS--IT<br />

I)<br />

PROBLEM-SOLVING.<br />

IS<br />

CREATIVE PERSONS PREFER COMPLEXITY, INDEPENDENCE AND<br />

2)<br />

VARIETY.<br />

CREATIVE MEN ARE MORE EMOTIONAL AND SENSITIVE<br />

3)<br />

CREATIVITY IS HINDERED, NOT HELPED, BY MENTAL ILLNESS<br />

5)<br />

166<br />

NEUROTIC CONFLICT<br />

AND<br />

SHAW, SJ<br />

091[<br />

SCIENCE OFFERS FRESH INSIGHTS ON NEW PRODUCT<br />

BEHAVIORAL<br />

ACCEPTANCE<br />

JOLRNAL OF MARKETING 29 9-13, JANUARY, [965<br />

ESTIMATED 90 PERCENT OF ALL NEW PRODUCTS FAIl<br />

AN<br />

FOUR YEARS OF THEIR INTRODUCTION THE AUTHOR CLAIMS<br />

WITHIN<br />

THIS IS NOI BECAUSE CONSUMER BEHAVIOR IS FICKLE AND<br />

THAT<br />

BUT RATHER THAT MARKETING MANAGERS DO NOT<br />

UNPREOICTABLEt<br />

UNDERSTAND THE PROCESSES BY WHICH CONSUMERS ACCEPT<br />

FULLY<br />

REJECT AN INNOVAIION<br />

DR<br />

HIS ARTICLE HE INDICATES WHAT THE CONTRIBUTIONS<br />

IN<br />

THE BEHAVIORAL SCIENCES MIGHT BE FOR EXAMPLE, THE<br />

OF<br />

GROUP LEADERS ARE WHO INFLUENCE THE SPREAD AND<br />

SMALL<br />

OF INNOVATIONS, WHAT THE NATURE OF THE INNOVATION<br />

ADOPTION<br />

IS, AND WHICH ATTRIBUTES OF THE INNOVATION ITSELF<br />

PROCESS<br />

ITS RATE OF ADOPTION THE ANSWERS TO THE ABOVE<br />

INFLUENCE<br />

HELP TC IDENTIFY TASTEMAKERS, TO COMPARE THE<br />

PROBLEMS<br />

ECONOMIC OR SOCIAL ADVANTAGES OF THE PRODUCT AND<br />

RELATIVE<br />

TO COMMUNICATE THE NEW IDEA<br />

HELP<br />

OARR, JW<br />

09[2<br />

MANAGEMENT-AS-A-PROCESS CONCEPT<br />

THE<br />

MANAGEMENT REVIEW VOL 6-[. 4[-49 FALL, [964<br />

INDLSTRIA1<br />

AGREEING THAT AS OF NOW THERE IS NO GENERAL<br />

AFTER<br />

OF MANAGEMENT, THE AUTHOR PROPOSES THAT A MEANINGFUL<br />

THEORY<br />

OF THE USABILITY OF THE PROCESS THEORY OF<br />

DEMONSTRATION<br />

CAN BE MADE HE IDENTIFIES AND DISCUSSES THE SIX<br />

MANAGEMENT<br />

OF MANAGEMENT THEORY AS LISTED BY KOONTZ<br />

SCHEOLS<br />

MANAGEMENT-PROCESS SCHOOL REGARDS MANAGEMENT AS<br />

THE<br />

UNIVERSAL IN THAT THE PRACTICE OF MANAGEMENT IS<br />

BEING<br />

THE SAME REGARDLESS OF THE GOALS TO BE ACHIEVED<br />

ESSENTIALLY<br />

THE RESPONSIBILITY-AUTHCRITY LEVELS OF PARTICIPATION<br />

AND<br />

THE GOAL-SEEKING GROUP HE CONCLUDES HIS ARGUEMENT<br />

WIIHIN<br />

THAT THE CONCEPTUALIZATION, APPLICATION AND PRACTICE<br />

STATING<br />

MANAGEMENT AS A PROCESS APPEARS TO PROVIDE FOUNDATION<br />

OF<br />

THE ACHIEVEMENT OF SERVICE, SOCIAL AND PROFIT<br />

FOR<br />

OBJECTIVES<br />

ANONYMOUS<br />

C913<br />

REPORTS--A CBS SPECIAL<br />

PERSONNEL<br />

AUTOMATION VOL [2-3. 51-53, MARCH, 1965<br />

BUSINESS<br />

SELECTION, EVALUATION<br />

COCING<br />

BROADCASTING COMPANY HAS DEVELOPED AN ALL PURPOSE<br />

THIS<br />

PROGRAM THAT MAKES IT ECONOMICALLY FEASIBLE TO<br />

COMPUTER<br />

VARYING COMBINAEIDNS OF DAIA FROM EMPLOYEE MASTER<br />

RETRIEVE<br />

FOR SPECIAL REPORTS INFGRMATION SUCH AS SKILLS,<br />

RECORDS<br />

LEVEL, LOCATION, IS EASILY OBTAINABLE AND THE<br />

EDUCATIONAL<br />

HAS PROVED INVALUABLE IN SOLVING PROBLEMS IN THIS<br />

SYSTEM<br />

AREA<br />

METHOD INVELVES A MINIMUM OF TIME AND EFFORT BY THE<br />

THE<br />

PROCESSING GROUP AND ENABLES THE REQUESTING INDIVIDUAL<br />

DAIA<br />

WRITE HIS OWN INSIRUCTIOkS ON A CODING SHEET. STUDIES CAN<br />

TO<br />

MADE TO ASSIST IN REVIEWING PROMCTION PGSSIBILITIES, TC<br />

BE<br />

AND CONIROL OVERTIME BY DEPARTMENTS ANC TO PROJECT<br />

ANALYZE<br />

BUDGETS<br />

DEPARTMENT<br />

FUTURE USES OF ThE hEW PRDCEEDURE ARE EXECUIIVE<br />

AMCNG<br />

SEARCHES AND AUTOMATIC CREATION CF AN INTERNAL<br />

TALENT<br />

TELEPHONE DIRECTORY<br />

CORPORATE<br />

NIEDERHOFFER, V<br />

C914<br />

OF STOCK PRICES<br />

CLUSTERING<br />

RESEARCH, VOL [-2 258-265, MARCH-APRIL, [965<br />

OPERATIONS<br />

STUDY CONTAINS DATA THAT THROW SUBSTANTIAL DOUBT<br />

THIS<br />

THE APPLICABILITY OF THE RANDOM WLAK MODEL TC STOCK<br />

ON<br />

SAMPLES CF THE BOOKS CF THE SPECIALIST INDICATE THAT<br />

PRICES<br />

MARKET DECISION MAKERS PLACE THEIR LIMIT AND STOP AT<br />

STOCK<br />

WITH WHICH THEY ARE ACCUSTOMED TO DEAL CONGESTION<br />

NUMBERS<br />

LIMIT ORDERS, IN COMBINATION WITH THE SPECIALIST S RE-'<br />

OF<br />

TO TRACE FOR HIS OWN ACCOUNT, CREATES A SITUATION<br />

LUCTANCE<br />

HIGHER PRICED ISSUES TRADE MAINLY AT THE INTEGERS.<br />

WHERE<br />

SAMPLES OF TWO HUNDRED LOW PRICED ISSUES UNCHANGED<br />

SIX<br />

THE DAY, AND TWC SAMPLES OF ISSUES STAIIONARY UNTIL NCCN<br />

FOR<br />

THAT THESE PRICES SETTLE AT ROUND NUMBERS INTEL-'<br />

INDICATE<br />

TRADING OF FLOOR TRACERS AND SPECIALISTS CAUSES THE<br />

LIGENT<br />

OF HIGHS ANO LOWS TO BE GREATER THAN AT ?/B AND LESS<br />

RATIO<br />

AT [/8<br />

THAN<br />

BARRATI, G<br />

09[5<br />

IMPORTANCE OF STATEMENT 33<br />

THE<br />

THE ARTHUR ANDERSEN CHRONICLE VOl 25-2 20-28, APRIL, [965<br />

PURPOSE OF THIS ARTICLE IS TO STIMULATE DISCUSSION<br />

THE<br />

STATEMENT 33 WITHIN THE ACCOUNTING PROFESSION TO PROMOTE<br />

OF<br />

BETTER UNDERSTANDING OF THE RESPONSIBILITIES OF THE CPA<br />

A<br />

THE SIGNIFICANCE OF THE AUDITORS OPINION ON HIS<br />

AND<br />

OF FINANCIAL STATEMENTS THE SUBJECT MATTER IN<br />

EXAMINATION<br />

33 IS PRESENTED IN RELATIO OT THE TEN GENERALLY<br />

SIAIEMENT<br />

AUDITING STANDARDS WHICH HAVE BEEN APPROVED AND<br />

ACCEPTED<br />

BY THE MEMBERSHIP OF THE AICPA<br />

ADOPTED<br />

MCDANIE1, CD<br />

0916<br />

COMMON MARKEI TODAY<br />

THE<br />

THE ARIHUR ANDERSEN CHRONICLE VOL 25-2 7-11, APRIL, 1965.<br />

ARTICLE TRACES THE GROWIH OF THE CDMMCN MARKET TO<br />

THIS<br />

PRESENT STAIE A SHORT DISCUSSION ON THE PROBLEMS IT<br />

ITS<br />

TODAY SUCH AS SQUEEZING OF PROFIT MARGINS, HARDENING<br />

FACES<br />

INTEREST RATES ANC INCREASING LABOR DEMANDS LEADS INTO<br />

OF<br />

SPECULATIONS ON THE FUTURE<br />

SOME<br />

THE COMMON MARKET DEVELOPS IT WIll GENERATE A GREAT<br />

AS<br />

OF ITS OWN PURCHASING POWER AND OFFER A VERY LARGE<br />

DEAL<br />

IN MANY LINES BEFORE IT REACHES SATURATION POINT AT<br />

FIELD<br />

SAME TIME, AS MANUFACTURING OPERATICNS BECOME<br />

THE<br />

INIO LARGER UNITS WITH INCREASED USE OF PGWER<br />

CONSOLICATED<br />

A LESSER DEPENDENCE UPON MANUAL LABOR, WE ARE GOING TO<br />

AND<br />

FACED WITH SOME REAL COMPETITION BUSINESS IS BECOMING<br />

BE

INTERNATICNAL ALL THE TIMEr AND WHETHER OUR COMPANIES<br />

MORE<br />

THIS COMPETITION IN THE COMMON MARKET ITSELF, CN<br />

MEET<br />

GROUNO, OR wAIT FOR ITS PRODUCTS TO INVAOE OUR<br />

NEUTRAL<br />

WILL BECOME AN INCREASINGLY IMPORTANT FACTOR IN THE<br />

MARKETS<br />

OF AMERICAN BbSINESS<br />

FUTLRE<br />

NM<br />

HANSEN,<br />

INVESTMENT IN AN AGGLOMERATION<br />

MUNICIPAL<br />

ECONOMICS VOL 41-I 49-56, FEBRUARY 1965<br />

LAND<br />

PAPER DEVELOPS A GENERAL METROPOLITAN<br />

THIS<br />

PROTOTYPE AND EXAMINES ITS CONSEQUENCES FOR<br />

AGGLOMERATION<br />

MUNICIPAL INVESTMENT THE GIVISION OF<br />

INTRA-AGGLOMERATICN<br />

INVESTMENT INTO SOCIAL AND ECONOMIC CCMPONENTS HELPS<br />

TOTAL<br />

THE GENERAL ANALYSIS THE PROTOTYPE IS THEN<br />

CLARIFY<br />

IN LIGHT OF EMPIRICAL EVIDENCE FROM THE BELGIAN<br />

EXAMINED<br />

OF EAST FLANDERS<br />

PRIVINCE<br />

PRESENT ANALYSIS MAY HELP TO EXPLAIN SOME OF THE<br />

THE<br />

EVIDENCE WHICH HAS ARISEN OUT OF STUDIES OF<br />

CONTRADICTORY<br />

URBAN AGGLCMERATIONS THE RESULTS SUGGEST THAT THE<br />

AMERICAN<br />

CITY DOES SUPPORT A NET BURDEN, IN RELATION TO THE<br />

CENTRAL<br />

METROPOLITAN AREA THE DATA OF THIS STUDY<br />

SURRDbNDING<br />

THAT THE CENTRAL CITY IS NOT SURROUNDED BY A<br />

INDICATE<br />

GROUP OF SUBURBS AND THAT PROBLEMS EF URBAN<br />

HOMOGENEOUS<br />

FINANCE CANNOT BE ANALYZED DR SOLVED ON THIS BASIS.<br />

CAPITAL<br />

LM SEASTDNE, CA<br />

HARTMAN,<br />

GOALS AND ORGANIZATION OF DECISION-MAKING FOR THE<br />

WELFARE<br />

OF WATER RESOURCES<br />

ALLOCATION<br />

LANO ECONOMICS VCL 4I-i 21-30, FEBRUARY, I965<br />

PURPOSE OF THIS PAPER IS TO IDENTIFY, DESCRIBE, AND<br />

THE<br />

INSTITUTIONAL ARRANGEMENTS FOR TRANSFERRING WATER<br />

APPRIASE<br />

bSES IT IS CONCERNED WITH DECISION REGARDING WATER<br />

AMONG<br />

WHERE EFFICIENCY PROBLEMS ARE IMPORTANT<br />

USE<br />

APPEARS THAT PUBLIC PROPRIETORYSHIPS AS THEY HAVE<br />

IT<br />

IN CALIFORNIA AND AS THEY HAVE BEEN DISCUSSED BY<br />

DEVELOPED<br />

AND BREWER, OFFER THE GREATEST POTENTIAL FOR ACPIEVINC<br />

SMITH<br />

EFFICIENT USE CF WATER RESObRCES THESE DISTRICT<br />

AN<br />

CAN ENCOMPASS MANY USES AND OFFER POTENTIAL<br />

ORGANIZATIONS<br />

BRINGING THE ECONOMIC INTERESTS AFFECTED BY A CHANGE IN<br />

FOR<br />

INIO THE DECISION PROCESS THE PUBLIC DISTRICT SERVES<br />

USE<br />

WATER RESObRCE DEVELOPMENT AND ALLOCATION OBJECTIVES,<br />

BOTH<br />

AFFCROS A FRAMEWCRK FOR THE PROCESS OF INTERNAL<br />

AND<br />

OECISION-MAKING IN THE COMMUNITY THIS<br />

POLITICAL<br />

HAS THE POTENTIAL TO ACHIEVE EFFICIENT TRANSFER<br />

ORGANIZATION<br />

IS DESERVING OF CONTINUED STbDY<br />

AND<br />

R MACDONALD, GD<br />

TOLGH,<br />

NEW ZONING AND NEW YORK CIIYS NEW LOOK<br />

THE<br />

LAND ECCNOMICS VCL I-i I-48, FEBRUARY, 1965<br />

YORK CITY NOW HAS AN ORDINANCE BASED 0N A SERIES OF<br />

NEW<br />

PRINCIPLES AND EMBODYING TYPES OF REGULATIONS WHICh<br />

ADVANCED<br />

ENFORCED, WILl CHANGE THE LAND USE WITHIN THE METROPOLIS<br />

IF<br />

EXPERIENCE TO DATE, HOWEVER, INDICATES THAT CONTINUOUS<br />

THE<br />

WILL BE MADE TO NEGATE THE EFFECTS OF ThE NEW<br />

EFFORTS<br />

THE CONTINUED CRITICISMS BY SPECIAL INTEREST<br />

LEGISLATION<br />

ALSO INDICAIES THAT PUBLIC OPINION IS FAR FROM CLEAR<br />

GROUPS<br />

ON THE VALUES OF THE NEW LAW FROM THE INDIVIDUAL POINT<br />

CUT<br />

VIEW, THE NEW ORDINANCE WILL EFFECT MONETARY LOSSES FROM<br />

OF<br />

PUOLIC POINT CF VIEW, A NEW TYPE OF SYMBOLIC BUILDING,<br />

THE<br />

WHICH REPRESENTS A LESS CROWDED AND A MORE RATIONAL USE<br />

ONE<br />

LAND IS POSSIBLE FURTHERMORE, IT MAKES POSSIBLE A CITY<br />

OF<br />

OPEN SPACES, SUNLIGHT AND ATTRACTIVE ARCHITECTURE THE<br />

OF<br />

OF A NEW ERA IN LRBAN DEVELOPMENT<br />

FORERUNNER<br />

H<br />

MATEER<br />

ALLOCATION--A MACRO APPROACH<br />

TAX<br />

THE ACCOUNTING REVIEW, VOL 40 NO JULY 1965, 4 PAGES<br />

DISCUSSES HIS APPROACH TO PROBLEM OF DETERMININC<br />

ALTHOR<br />

AMOUNT OF TAX TO DEDUCT IN OBTAINING A NET--INCOME FIG-'<br />

THE<br />

FOR FINANCIAL STATEMENTS BEFORE--TAX INCOME DETERMINA-'<br />

URE<br />

IS NO PROBLEM AS ONE ONLY HAS TO DECIDE ON A DEPRECIA-'<br />

TICN<br />

METHOD<br />

TICN<br />

HIS APPROACH, HE ATTEMPTS TO SHOW THAT INCOME TAXES<br />

IN<br />

PROPERLY CLASSIFIED AS EXPENSES BECAUSE THEY DO HAVE<br />

ARE<br />

AND THEY DO CONTRIBUTE TC REVENUES AS SUCH, A TRUE<br />

VALUE<br />

LIABILITY SHOULD BE DETERMINABLE AND AMOUNTS DIFFERENT<br />

TAX<br />

ACTUAL CASH ASSESSMENTS SHOULD BE ALLOCATED TO OTHER<br />

FROM<br />

PERIODS<br />

ACCOUNTING<br />

H W<br />

ROBINSON,<br />

WAITING FOR THE MULTIPLE-ACCESS COMPUTER<br />

NORTH<br />

PROCESSING, VOL 7-9, SEPTEMBER 1965, 4 PAGES<br />

DAIA<br />

ROBINSON FCRSEES THE ADVENT OF COMPUTERS WHICH CAN<br />

OR<br />

USED BY A GREAT NbMBER OF USERS AT THE SAME TIME EACH<br />

BE<br />

WILL EXPERIENCE INSTANIANEOUS, UNDISTURBED ACCESS TO<br />

USER<br />

PROMPT SERVICE FROM THE SYSTEM WITH MAXIMUM EFFICIENCY<br />

AND<br />

USE INSTEAD OF MANY INSIALLATIONS, A HUGE CENTRAL, MUL-'<br />

OF<br />

COMPLTER WILL PERFORM TASKS WITH LOWER TGTAL<br />

TIPLE-ACCESS<br />

PER PERSON OPERATING COSTS<br />

AND<br />

MANY FIRMS HAVE BEGUN DEVELOPING MULTIPLE-'<br />

CURRENTLY,<br />

COMPUTERS WITH MANY PILET PROJECTS ALREADY IN SERVICE<br />

ACCESS<br />

ARE THAT MAC WILL RESULT IN EXTENSIONS OF USERS<br />

INDICATIONS<br />

CAPABILITIES<br />

INTELLECTUAL<br />

ECONOMIC SIGNIFICANCE OF MAC IS THE GREAT BREAK-'<br />

THE<br />

IN COST-PER-CALCULATIO CORPORATIONS WILL ALSO FIND<br />

THROUGh<br />

INSTALLATION OVERHEAD DISAPPEARING THERE WILL BE A<br />

COMPUTER<br />

INCREASE IN THE ROLE OF THE SERVICE BUREAU HOWEVER,<br />

GREAT<br />

MAY BE MANY YEARS BEFORE MULTIPLE-ACCESS-COMPUTERS CAN BE<br />

IT<br />

COMMERCIALLY FEASIBLE<br />

PROVED<br />

R<br />

CAITANEO,<br />

SEMINAR IN PRINT<br />

TIME-SHARING<br />

PROCESSING, VOL 7-9, SEPTEMBER 1965, 6 PAGES<br />

DATA<br />

PURPOSE OF THIS ARTICLE IS TG EXPLAIN THE GROWTH OF<br />

THE<br />

IN COMPLTER TIME-SHARING THIS IS A METHOD OF COM-'<br />

INTEREST<br />

MUTER OPERATION WHICH PERMITS ON-LINE, REAL-TIME COMPUTER<br />

167<br />

BY MANY USERS SIMULTANEOUSLY, GIVING EACH USER PROCES-'<br />

USE<br />

TIME WHEN HE NEEDS IT<br />

SING<br />

INCREASING COMPUTING SPEED, IDLE COMPUTER TIME<br />

WITH<br />

A PROBLEM TO COMBAT THIS INEFFICIENCY, TIME-SHARING<br />

BECAME<br />

ECONOMICALLY ESSENTIAL<br />

BECAME<br />

WITH TIME-SHARING OPERATIONS SUGGEST A<br />

EXPERIENCES<br />

TOWARD MEMORY-CENTERED, AS OPPOSED TO PROCESSOR-CEN<br />

TREND<br />

SYSTEMS hEW COMPUTER HARDWARE AND SOFTWARE DEVELOP-'<br />

TERED<br />

HAVE SOLVED PROBLEMS INVOLVING STCRAGE PROTECTION AND<br />

PENIS<br />

COMMbNICATIONS<br />

MAN-MACHINE<br />

SHARING SYSTEMS USED IN COMMERCIAL AND SCIENTIFIC<br />

TIME<br />

PERMITS LOWER USER COSTS WITH HIGHER, FASTER<br />

APPLICATIONS<br />

NEW TECHNIQUES REQUIRE NEW TIME-SHARING SOLUTIONS<br />

RETURNS<br />

COMPLTER APPLICATIONS GRCWo<br />

AS<br />

WEISS, A<br />

0923<br />

USE OF COLORS IC IMPROVE OPERATING EFFICIENCY<br />

THE<br />

NEW YORK CERTIFIED PUBLIC ACCOUNTANT, VOL 35, I0<br />

THE<br />

1965, PAGES<br />

OCTOBER<br />

CODING, FILING, CLERICAL<br />

TRAINING,<br />

USEFULLNESS OF COLOR IN FORMS, ON FILES, ATTACH<br />

THE<br />

TO MERCHANDISE AND EQbIPMENT AND OTHER RESPECTS IS<br />

PENIS<br />

FASCINATING AS A MEANS OF IMPROVING OPERATING EFFIC-'<br />

TRbLY<br />

IN OFFICE AND FACTORY WEISS PRESENTS A SKETCH OF THE<br />

IENCY<br />

USES OF COLOR Ih THESE AREAS<br />

MANY<br />

CODING IS USED TC SAVE TIME AND EFFORT IN<br />

COLOR<br />

ITEMS, TO PERMIT SIGHT-CHECKS FOR CORRECTION OF<br />

IDENTIFYING<br />

GR SORTING ERRORS, TO FACILITATE FILING AND THE RE-'<br />

FILING<br />

OF ITEMS TC FILES, TO ALERT PERSONNEL TO ACTION SIT-'<br />

TURN<br />

EXCEPTIONS, OR PRIORITIES, TO CLASSIFY INFORMATION<br />

UATIONS,<br />

SEVERAL WAYS SIMbLTANEOUSLY BY USING BACKGROUND COLORS<br />

IN<br />

STRIPES AS INDICATORS OF THE VARIOUS CATEGORIES, TO<br />

ANO<br />

PRESENTATIONS, ANG TC REDUCE TRAINING TIME FOR<br />

DRAMATIZE<br />

PERSONNEL<br />

NEW<br />

DIAMOND, D<br />

C92<br />

SHIFTS IN NEGRO EMPLOYMENT<br />

OCCUPATIONAL<br />

TOPICS, VOL 13 NO 3, SUMMER 1965, 13 PAGES<br />

BUSINESS<br />

THERE HAS BEEN AN APPRECIABLE UPGRADING OF THE<br />

ALTHOUGH<br />

POSITION OF THE NEGRO DURING THE LAST 50 YEARS,<br />

OCCUPATIONAL<br />

IS STILL CONCENTRATED IN OCCUPATIONS WHICH IN TERMS OF<br />

HE<br />

SKILLS, PAY LEVELS, AND EMPLOYMENT SIABILITY ARE<br />

EDLCATICN,<br />

TO THOSE HELD BY MOST WHITES THIS IS DUE TO THE<br />

INFERIOR<br />

INABILITY TO JOIN PROPORTIONATELY WITH WHITES IN THE<br />

NEGROES<br />

IO THE HIGHER PAYING SERVICE OCCUPATIONS AS A RESULT<br />

SHIFT<br />

HAS MADE LIITLE PROGRESS IN IMPROVING HIS RELATIVE INCOME<br />

HE<br />

SINCE IglO<br />

POSITION<br />

BETWEEN QUAtITY AND QUANTITY OF NEGRO ANO<br />

DIFFERENCE5<br />

EDUCATION ARE AT THE RCOT OF THE PROBLEM IN ADDITION,<br />

WHITE<br />

ALL MAJOR OCCbPATIONAL GROUPS, NEGROES EARN SIGNIFICANI-'<br />

IN<br />

LESS THAN WHITES kITH THE SAME EDUCATIONAL BACKGROUND.<br />

LY<br />

EMPLCYERS CAN PLAY A KEY ROLE IN PRESENTING THE<br />

PRIVATE<br />

COMMUNITY WITH BOTH OPPORTUNITY AND CHALLENGE ONLY IF<br />

NEGRO<br />

SOCIETY IS WILLING TO MULTIPLY ITS PRESENT COMMITMENTS<br />

OUR<br />

THE OUTLOOK CHANGE TABLES<br />

WILL<br />

KIMBALL,<br />

0925<br />

OF THE INTUITIVE MANAGER<br />

AGE<br />

REVIEW AND MODERN INDUSTRY, VOL 87 l, JAN 1966 PPo<br />

DbNS<br />

CHAIRMAN OF EBS MANAGEMENT CONSULTANTS, ONE<br />

KIMBALL<br />

THE ELECTRIC BONO AND SHARE COMPANIES LOOKS AHEAD AND<br />

OF<br />

THAT MANAGEMENT TODAY NEEDS MORE MAVERICKS SLOWLY<br />

FORECASTS<br />

SURELY THE TABLES ARE BEING TURNED ON THE INTUITIVE<br />

BUT<br />

MAhAGER<br />

AND WHAT, IHEN, IS THE INTbITIVE MANAGER FIRST AND<br />

WHO<br />

HE HAS THE VISIONARY AND ANTICIPATORY UALITIES OF<br />

FOREMOST<br />

ENTREPRENEUR OF THE PAST HE IS A MAN WHO LEANS HEAVILY<br />

THE<br />

HIS INSTINCTS, WHO SENSES OPPORTUNITIES AHEAD, ANO WO IS<br />

ON<br />

BY THE SHEER CONVICTION OF HIS BELIEFS TO PROPEL FOR<br />

ABLE<br />

MAJOR DECISIONS ONE AREA IN WHICH THE INTUITIVE EXEC-'<br />

WARD<br />

IS CRITICALLY NEEDED IS IN PLANNING SINCE HIS MAIN<br />

UTIVE<br />

ARE FLEXIBILITY AND NEW IOEAS, IT IS IMPORTANT<br />

ATTRIBUIES<br />

HE SHOULD BE PART OF THE PLANNING PROCESS<br />

THAT<br />

WILKINSON, t<br />

Og26<br />

CONTROL OF INTERNATIONAL OPERATIONS<br />

AUDIT<br />

PRICE WATERHOUSE REVIEW, VOL 10-4, WINTER 1965, 7 PAGES<br />

AUTHOR STATES THAT TO ONDERSTAND THE PROBLEMS FAD-'<br />

THE<br />

THE AUDITOR OVERSEAS, TFE VARIOUS ASPECTS OF INTERNA-'<br />

ING<br />

BUSINESS MUSI BE UNDERSTCCD<br />

TIONAL<br />

ORGANIZATION OF A FOREIGN BUSINESS MUST BE MATCHED<br />

THE<br />

THE CUSTOMS AND LAWS OF THE COUNTRY CLOSE CO-OPERATION<br />

TO<br />

OVERSEAS DIVISIONS IS A GOOD WAY TO ELIMINATE AREA<br />

BETWEEN<br />

THE ARTICLE DISCUSSES FIVE OF THE MOST IMPORTANT<br />

PRCBLEMS<br />

AND RISKS OF DOING BUSINESS ABROAD<br />

PROBLEMS<br />

MOST IMPORTANT POLICY TO CONSIDER WHEN INSTALLING<br />

THE<br />

CONTROLS IN FOREIGN OPERATIONS IS TO MAKE<br />

MAKAGEMENT<br />

FIT THE CIRCUMSTANCES THE PRACTICES FOUND VARY DUE<br />

SYSTEM<br />

LEGAL TRADITIONS AMERICAN MANAGEMENT MUSI UNDERSTAND AND<br />

TO<br />

LOCAL ACCObNTING METHODS PUBLIC ACCOUNIS HAVE A<br />

RESPECT<br />

ROLE TO THE INTERNAL AUDITOR IN OVERSEAS OP-'<br />

SUPPLEMENTARY<br />

ERATIONS<br />

ARTICLE CCNCLbDES WITH A SECTION ON HOW TO SET UP<br />

THIS<br />

INTERNATIONAL INTERNAL ALOIT GROUP<br />

AN<br />

TOPIOL, JACK<br />

0927<br />

FOR PUBLIC HEALTH NURSING ASSOCIATIONS<br />

ACCOUNTING<br />

ACCOUNTING REVIEW VCL i, AN 1966 9P<br />

THE<br />

DISCUSSION, IT IS HOPED, WILL STIMULATE INTEREST<br />

THIS<br />

OOME OF IHE DIFFICULTIES FACED IN ACCOUNTING FOR NONPRC<br />

95<br />

ENTERPRISE IN GENERAL AND IN ACCOUNTING PROD-'<br />

FIT-ORIENTED<br />

OF PUBLIC HEALTH NURSING AGENCIES IN PARTICULAR DUES-'<br />

LENS<br />

HAVE BEEN RAISED WITH REGARD TO PRINCIPLES AND PRACT-'<br />

TICNS<br />

AS THEY RELATE TO STATEMEhT PRESENTATION, ISCLOSURE<br />

ICES<br />

MATERIALITY CRIIERIA, COST ACCOUNTING FOR PRICING PUR-'<br />

AND<br />

THE ENTITY CONCEPT, AND A VARIETY OF OTHER MATTERS<br />

POSES,<br />

NONPROFIT ORGANIZATIONS ARE ASSUMING AN INCREASINGLY GREATER

IN THE PRODUCTION OF HEALTH SERVICES, ANO THERE IS An<br />

ROLE<br />

NEED TO IOENIIFY AND SOLVE THE ACCOUNTING NEEDS AND<br />

URGENT<br />

FACED BY THEM.<br />

PROBLEMS<br />

BUCKLEY, J W.<br />

0928<br />

AND ACCOUNIING<br />

MEDICARE<br />

ACCOUNTING REVIEW• VOL 41,1• JANUARY 1966, 7 PAGES<br />

THE<br />

FROM THE ACKNOWLEDGED IMPACT ON THE FIELDS OF<br />

APART<br />

AND INSURANCE, MEDICARE WILL UNQUESTIONABLY IMPINGE<br />

MEDICINE<br />

THE FIELDS OF MEDICINE AND INSURANCE TO ESTABLISH THIS<br />

ON<br />

THE AUTHOR TAKES NOTE OF THE MAJOR PROVISIONS OF<br />

PREMISE<br />

AND EXAMINES THE PRESENT SIATE OF THE ACCOUNTING<br />

MEDICARE<br />

AND THE FUIURE REVISIONS THAT WILL BE NEEDED.<br />

SYSTEMS<br />

ACCOUNTING REQUIREMENTS ARE MORE RIGOROUS THAN AP-'<br />

THE<br />

ON THE SURFACE MANY OF THE PROVIDERS WILL FIND IT<br />

PEARS<br />

TO CONVERT FROM THEIR PRESENT CASH METHOD OF<br />

NECESSARY<br />

TO AN ACCRUAL BASIS THAT INCLUDES A COSTING,<br />

ACCOUNTING<br />

COSTING, AND PERIODIC REPORTING CAPABILITY THE<br />

STANDARD<br />

OF THE INTERMEDIARIES RECOGNIZED IN PUBLIC LAW<br />

RESOURCES<br />

WILL BE ABLE TO PROVIDE SOME OF THE MONETARY AND<br />

89-97<br />

ASSISTANCE NEEDED BY THESE INSTITUTIONS TO MEET<br />

TECHNICAL<br />

NEW ACCOUNIING REQUIREMENTS<br />

THEIR<br />

8ERENSONw CONRAD RUHNKEt HENRY 0<br />

0929<br />

DESCRIPTIONS GUIOEL[NES FOR PERSONNEL MANAGEMENT.'<br />

JOB<br />

JOURNALt VOL. 45t ND It JAN 1966, 6 PACES<br />

PERSONNEL<br />

USE OF JOB DESCRIPTIONS AS IN IMPORTANT MANAGERIAL<br />

THE<br />

IS RECOGNIZED, BUT SOME ORGANIZATIONS FAIL TO MAKE<br />

TOOL<br />

USE OF JOB DESCRIPTIONS OR ABUSE THEM JOB DESCRIP<br />

FULL<br />

ARE WRITTEN REPORTS OUTLINING THE DUTIESt RESPDNSI-'<br />

TIONS<br />

AND CONDITIONS ATTENDANT TO THE WORK ASSIGNMENT<br />

BILITIES<br />

ARE DESCRIPTIONS OF JOBS, NOT DF THE INDIVIDUALS WHO<br />

THEY<br />

IHE JOBS.<br />

HOLD<br />

IS IMPORTANT TO HAVE GOOD JOB DESCRIPTIONS THE<br />

IT<br />

DISCUSSES HOW TO BEST DO THIS. NUMEROUS USES FOR JOB<br />

AUTHOR<br />

ARE SUGGESTED<br />

DESCRIPTIONS<br />

DESCRIPTIONS TAKE TINE THEY MUST BE UP-DATED<br />

GOOD<br />

INTENTIONS SHOULD BE SERIOUS THE DESCRIPTIONS<br />

COMPANY<br />

BE ACCESSIBLEt QUANTITATIVE DESCRIPTIONS SHOULD BE<br />

SHOULD<br />

WHENEVER POSSIBLE, THE JOB ANALYST MUST SECURE TFE<br />

USED<br />

OF THE EMPLDYEESARE SOME OF THE PROBLEMS DIS<br />

CONFIDENCE<br />

THE KNOWLEDGE FOR IHE SUCCESFUL APPLICATION OF JOB<br />

CUSSED<br />

IS AVAILABLE. EX DF A JOB DES. IS GIVEN<br />

DESCRIPTIONS<br />

HABBE STEPHEN<br />

0930<br />

IN NEGRO EMPLOYMENT<br />

GOALS<br />

CONFERENCE BOARD RECORO VDL. II 12 DEC 1965 3P.<br />

THE<br />

IN IHREE AREAS DURING RECENT YEARS HAVE<br />

OEVELOPMENTS<br />

MANY PERSONS TO BELIEVE THAT THE NEGRO HAS ATTAINED<br />

LEO<br />

GOALS FOR WHICH HE HAS BEEN STRIVING FOR. THE THREE<br />

THE<br />

ARE PUBLICATIONSt LEG[SLATION AND BUSINESS THIS<br />

AREAS<br />

RELATES THE CONSENSUS OF THE CHIEF EXECbTIVES OF<br />

ARTICLE<br />

COMPANIES FROM COAST TO COAST UPON AN INTERVIEW BY THE<br />

47<br />

ON THE NEGRO EMPLOYMENT PROBLEM<br />

-BOARD-<br />

EXECUTIVES BELIEVE THERE SHOULD BE EQUAL OPPOR<br />

THE<br />

FOR ALL IN EMPLOYMENT. THERE ARE PROBLEMS INVOLVED<br />

TUNITY<br />

PUTTING AN EQUAL EMPLOYMENT POLICY INTO PRACTICE MANY<br />

IN<br />

BECOME INVOLVED AND SOME HAVE NOT FOLLOWED THE<br />

PERSONS<br />

AS CLOSELY AS THE EXECUTIVES WANT THEM TO THE EX-'<br />

POLICIES<br />

HAVE NOT CHANGED NOR ALTERED THEIR GOALS AND HAVE<br />

ECUTIVES<br />

IHOUGHTS OF DOING SO<br />

NO<br />

PECK H. D.<br />

093l<br />

SELECTION FOR PEAK EFFICIENCY.<br />

FURNITURE<br />

MANAGEMENT, VDL 27 NO It JAN 1966<br />

ADMINISIRATIVE<br />

PAGES<br />

11<br />

IS IHE KEY WORD IN SELECTING DFFICE<br />

EFFICIENCY<br />

THE BEST OF THE BASIC CHAIRS, DESKS AND TABLES<br />

FURNITbRE<br />

EFFICIENCY BY SAVING SPACE REOUCING THE MOVEMENTS<br />

PROMOTE<br />

ITS USERS AND IHOS INCREASING PRODUCTIVITY, AND IM-'<br />

OF<br />

THE PSYCHOLOGICAL CONDITIONS BY PROVIDING PLEASING<br />

PROVING<br />

SURROUNDINGS.<br />

THIS ARIICLE THE CONCERN IS WITH THE ACTUAL HARD-'<br />

IN<br />

THE FURNITURE ITSELF, AND AN ATTEMPT TO DEFINE SOME<br />

WAREt<br />

CATEGORIES OF OFFICE FURNITURE AND DESCRIBE THE<br />

BROAO<br />

OF EACH TYPE<br />

FUNCTIONS<br />

CATEGORIES OISCUSSEC ARE THE CHOICE TO BE MADE<br />

BROAD<br />

WOOD AND MEIAL FURNITURE SIZES, HEIGHT, MODULAR<br />

BETWEEN<br />

L-RETURN OESKS, CONFERENCE TABLES, OTHER TYPES OF<br />

DESKS,<br />

SEVERAL KINDS OF OFFICE CHAIRSt CABINETS CREDENZASt<br />

DESKS<br />

AND TABLES THERE ARE SEVERAL PICTURES OF<br />

BOOKCASES<br />

KINDS OF OFFICE FURNITURE.<br />

VARIOUS<br />

COCHRANI BURKE B<br />

0932<br />

ORDERS WITHOUT ERRORS<br />

PHONE<br />

VOL 601 7 APRIL 71 1966 5P.<br />

PURCHASING<br />

COMMUNICATION<br />

TRAINING<br />

92 PERCENT OF ITS ORDERS BY PHONE, TRW SYSIEMS<br />

PLACING<br />

NOT AFFORD MIXUPS ON THE HOT LINE. IT CALLED IN A<br />

COULD<br />

OF EXPERTS IO IRAIN BUYERS IN EFFECTIVE TELEPHONE<br />

TEAM<br />

WITH GARBLED PHONE MESSAGES DOWN TO A BARE<br />

TECHNIQUES<br />

PURCHASING EFFICIENCY HAS ZOOMED AND ADMINISIRATIVE<br />

MINIMUMt<br />

HAVE TUMBLED. IHIS KIND CF ENHANCED COMMUNICATIONS<br />

COSTS<br />

IMPORTANT AT TRW SYSTEMS BECAUSE THE NATURE OF THE BUS-'<br />

IS<br />

MAKES HIGH SPEED PROCUREMENT A MUST- THE FIRM IS<br />

INESS<br />

IN R AND D WORK AND TIGHTLY SCHEOULED AEROSPACE<br />

HEAVY<br />

PROGRAMS. AS FAR AS THE BUYERS ARE CDNCERNEDI THEY<br />

HARDWARE<br />

NOT BE MORE PLEASED WITH THE TRAINING THEY HAVE<br />

COULD<br />

BY FOCUSING ON THE NEEDS OF THE INDIVIDUAL, THE<br />

GOITEN.<br />

FOSIERED A SIRONG SENSE OF PROFESSIONAL IDENTITY<br />

PROGRAM<br />

GAVE EACH BUYER THE STRONGEST POSSIBLE STIMULUS TO<br />

AND<br />

FOR ERROR-FREE PERFORMANCE.<br />

SIRIVE<br />

MCCRACKENt PAUL W.<br />

0933<br />

ACT OBJECTIVES AND OUR PRICE-COST PERFORMANCE.<br />

EMPLOYMENT<br />

BUSINESS REVIEW MOLD 181 3. MAYt 1966. 8P<br />

MICHIGAN<br />

WHAT IS THE RELEVANCE DF THE NATIONS PRICE-COST PER<br />

168<br />

TO THE OBJECTIVES CF THE EMPLOYMENT ACT THE<br />

FORMANCE<br />

QUESTION NATURALLY DIVIDES ITSELF INTO THREE<br />

PRICE-COST<br />

OF DISCUSSION- HOW IMPORTANT IS A REASONABLE STABLE<br />

AREAS<br />

LEVEL TO THE OBJECTIVES OF FULL EMPLOYMENT AND<br />

PRICE-COST<br />

LEVELS OF LIVING, IS THERE A MARKET-POWER DIMENSION<br />

RISING<br />

THE PRICE LEVEL PROBLEM, AND WHAT ARE TPE POLICY IMPLI-'<br />

TO<br />

OF THESE MAITERS FOR THE OBJECTIVES OF THE EMPLOY-'<br />

CATIONS<br />

ACT<br />

MEriT<br />

THE DOMESTIC ECOMONY A REASONABLY STABLE PRICE LEVEL<br />

IN<br />

DESIRABLE IN ITSELF FOR REASONS OF EUITY PROBLEMS AND<br />

IS<br />

ELIMINATE DISTORTIONS OF CAPITAL FORMATION. THERE ALSO<br />

TO<br />

TO BE AN ELEMENT OF THE MARKET-POWER PHENOMENON IN THE<br />

SEEMS<br />

OF OUR PRICE-COST LEVEL TO EDGE HIGHER THE AUTHOR<br />

TENDENCY<br />

WITH A REVIEW ANO APPRAISAL OF THE GUIDELINE AP-'<br />

CONCLUDES<br />

TO PRICE-COST CONTROL<br />

PROACH<br />

FERGUSON, LAWRENCE L<br />

0934<br />

SOCIAL SCIENCE RESEARCH CAN HELP MANAGEMENT<br />

HOW<br />

MANAGEMENT REVIEW VOL 8 4 SUMMER 1966 8P<br />

CALIFORNIA<br />

THE GAP BETWEEN PRACTICING MANAGERS AND RE-'<br />

BRIOGING<br />

SOCIAL SCIENTISTS IS LARGELY THE SCIENTISTS RESPONS<br />

SEARCH<br />

THE GREATEST NEED IS FOR MUTUAL DIRECT ACTIOn IN<br />

IBILITY<br />

AREAS<br />

PROBLEM<br />

WITH THE HELP OF THE SOCIAL SCIENTISTS, MUST<br />

MANACERS<br />

MORE ABOUT THE IMPORTANCE DF PSYCHOLOGICAL FORCES IN<br />

LEARN<br />

WORKING ENVIRONMENT HENCE, THE QUESTION BECOMES -WHAT<br />

THE<br />

WE DO TOGETHER FDR THE BETTERMENT OF THE INDIVICUAL THAT<br />

CAN<br />

TURN WILL IMPROVE BUSINESS EFFECTIVENESS FOR THE ADVAN-'<br />

IN<br />

OF ALL IN THE SUCCESSIVE ADVANCES MADE IN IMPROVING<br />

TAGE<br />

EFFICIENCY AND OUTPUT, FUTURE COMPETITIVE ADVANTAGES<br />

SYSTEM<br />

PROBABLY LIE WITH THOSE MANAGERS WHO ARE BEST ABLE TO<br />

WILL<br />

MEANS FOR MORE FULLY UTILIZING IHE POTENTIAL ABILI-'<br />

PROVIOE<br />

OF ALL THEIR EMPLOYEES<br />

TIES<br />

GERDESt VICTOR<br />

0935<br />

SECURITY AND FAMILY INCOME REQUIREMENTS<br />

SOCIAL<br />

THE JOURNAL OF RISK AND INSURANCE VCL 33, 2 JE 1966 LIP<br />

BENEFIIS, OR FAMILY ALLOWANCES AS THEY ARE MORE<br />

FAMILY<br />

CALLED, ARE WIDELY USED SOCIAL SECURITY INSTRUMENTS<br />

COMMONLY<br />

TO PROVIDE INCOME TO SUPPLEMENT FAMILY REQUIRE-'<br />

DESIGNED<br />

CONSIDERATIOh OF VARIOUS CONTRASTING LIhES OF ADVO<br />

MEhTS<br />

OF FAMILY BENEFIIS ARE MADE IN THIS ARTICLE AND CRITI-'<br />

CACY<br />

IMPLICATIONS ARE DRAWN FROM OBSERVATIONS OF THIS -MIS-'<br />

CAL<br />

GAP<br />

SInG<br />

FEW OF THE ALLEGED MERITS OF THE FAMILY ALLOWANCE<br />

A<br />

OF THE SOCIAL SECURIIY SYSTEM ARE THAT IT ASSISTS IN<br />

BRANCH<br />

PRESERVATION AND PROMOTION OF THE FAMILY, IT PROMOTES<br />

THE<br />

GENERAL WELFARE AND GIVES NATIONAL RECOGNITION TO THE<br />

THE<br />

OF THE INDIVIDUAL YOUTH OF A COUNTRY THE PRIMO-'<br />

IMPORTANCE<br />

ARGUMENTS AGAINST FAMILY ALLOWANCES ARE THAT THEY PRO<br />

IPAL<br />

ONLY A PARTIAL SOLUTION TO THE PROBLEM OF INSECURITY<br />

VIDE<br />

CHILDREN THEY ARE COSTLY, BRING ABOUT AN UNFAIR RE-'<br />

AMONG<br />

OF INCOME, ARE INFLATIONARY AND ARE UN<br />

DISTRIBbTION<br />

IN A HIGH WAGE ECONOMY<br />

NECESSARY<br />

DAVENPORT JOHN<br />

0936<br />

FINE ART OF RAISING CASH ABRCAD<br />

THE<br />

VOL 73t NC 5 MAYt 1966, 9 PAGES<br />

FORTUNE,<br />

ADMINISTRATIONS PROGRAM TO TRIM THE BALANCE-OF-<br />

THE<br />

DEFICIT HAS INHIBIIED U CORPORATIONS FROM USING<br />

PAYMENIS<br />

OWN CAPITAL TC EXPAND FOREIGN OPERATIONS A NUMBER<br />

THEIR<br />

FOUND A SDbRCE OF FUNDS ABROAD--THE SO-CALLED INTER-'<br />

HAVE<br />

CAPITAL MARKET TO FLOAT BONDS IN THIS MARKET,<br />

NATIONAL<br />

COMPANIES AS SOCONY MOBIL, U S RUBBER, ANE DUPONT<br />

SUCH<br />

SET UP FINANCIAL SUBSIDIARIES IN LUXEMBOURC<br />

HAVE<br />

THE INTERNATIONAL MARKET HAS ITS LIMITS IT IS<br />

BUT<br />

SHOWING SIGNS OF OVERHEATING, AND INTEREST RATES<br />

ALREADY<br />

RISEN SHARPLY SUCH AN ARTIFICIAL MONEY MARKET<br />

HAVE<br />

SUBSTITUTE FOR A REALLY FREE FLOW CF CAPITAL AMONG<br />

CANNOT<br />

THAT CAN COME ABOUT ONLY IF EUROPE LETS ITS OWN<br />

NATIONS<br />

CAPITAL MARKETS DEVELOP, AND IT, ABOVE ALL, THE U.S<br />

LOCAL<br />

RIO OF ITS RESTRICTIONS DN CAPITAL MOVEMENTS<br />

GETS<br />

0937 ANDNYMObS<br />

JOURNAL, VOL 45t NO 6, JUNE, 1966, PAGES<br />

PERSONNEL<br />

SUPERVISORS<br />

WAY IN WHICH SUPERVISORS APPRAISE THE ACTIONS<br />

THE<br />

THEIR EMPLOYEES IS A REFLECTION OF THE MANAGEMENT STYLE<br />

OF<br />

THE COMPANY IN WHICH THE APPRAISALS ARE DONE THE<br />

OF<br />

ORIENTED TYPE OF EMPLOYEE APPRAISAL DERIVES FROM THE<br />

GOAL<br />

OF MANAGEMENT BY OBJECTIVES. THE EMPHASIS IS<br />

PHILOSOPHY<br />

JOB GOALS. IN THE ENVIRONMENT OF GOAL ORIENTED MANAGE-'<br />

ON<br />

GOAL ORIENTED PERFORMANCE APPRAISAL SYSTEMS SHOULD<br />

MENT,<br />

6Y CONTRAST, TASK ORIENTED EMPLOYEE APPRAISALS<br />

FLOURISH<br />

FROM THE PHILOSOPHY CF MANAGEMENT CONTROL<br />

DERIVE<br />

ORIENTED PERFORMANCE REVIEWS ARE NOT LIKELY TO SURVIVE<br />

GOAL<br />

SUCH AN ORGANIZATION<br />

IN<br />

CHANGE WAS RECENTLY MADE IN TEXAS ISTRUMENTS<br />

A<br />

TO PERFORMANCE REVIEW FOR ALL SALARIED EMPLOYEES<br />

APPROACH<br />

RATING SCALE APPROACH FORMERLY USED WAS REPLACED BY A NEW<br />

A<br />

THAT ENCOURAGES PERFORMANCE PLANNING AND INDIVIDUAL<br />

CONCEPT<br />

SETTING DISCUSSION OF THIS IN DETAIL WITH<br />

GOAL<br />

-EXHIBITS-<br />

BATTEN 0 MCMAHON= JAMES V<br />

Bg38<br />

WHICH COMMUNICATE<br />

COMMUNICATIONS<br />

JOURNAL, VOL 45, NO 7, JULY-AUGUST 1966,<br />

PERSONNEL<br />

4 PAGES<br />

KEY TO A PERSONS SUCCESS IN BUSINESS TODAY--IN<br />

-THE<br />

THE KEY TO MANS SUCCESS IN LIFE--VARIES DIRECTLY IN<br />

FACT<br />

TO HIS ABILITY TC COMMUNICATE EFFECTIVELY<br />

PROPORTION<br />

WANT TO KNOW WHAT IS EXPECTED OF THEM, HOW MUCH<br />

EMPLOYEES<br />

THEY HAVE TO ACHIEVE THE EXPECTED RESULIS AND<br />

AUTHORITY<br />

WELL THEY ARE DOING WHEN THESE THREE nEEDS ARE BEING<br />

HOW<br />

THROUGH CLEAR COMMUNICATIONS, THE COMPANY HAS A CLIMATE<br />

MET<br />

EVERYONE IENDS TO WORK TOGETHER AS A TEAM<br />

WHERE

IS COMPLETE ONLY WHEN THE RECIPIENT<br />

-COMMUNICATION<br />

WHAT YOU MEAN AND REACTS THE WAY YOU DESIRE<br />

KNOWS<br />

SURE THE ENVIRONMENT IS CONDUCIVE TO CLEAR COMMUNI-'<br />

MAKE<br />

THROUGH SELECTION OF THE TIME AND PLACE PROVIDE<br />

CATIONS<br />

PERSON WITH IHE WHO, WHAT, WHY, WHEN, AND WHERE OF<br />

EACH<br />

ACTIONS MAKE IHE OTHER PERSON SEE THE BENEFIT OF THE<br />

YOUR<br />

TO HIM.- THESE IDEAS AND OTHER BASICS FOR<br />

COMMUNICATION<br />

COMMUNICATIONS ARE DISCUSSED<br />

CLEAR<br />

ALLAN<br />

EASTON,<br />

FORWARD STEP IN PERFORMANCE EVALUATION.'<br />

A<br />

JOLRNAL OF MARKETING, VDL 30, NO 3, JULY, 1966, 7 PAGES<br />

RESPCNSIBIE FOR EVALUATICk OF PERFERMANCE<br />

PERSONS<br />

FOUND USE OF SINGLE-CRITERICN MEASURES INVARI-'<br />

HAVE<br />

LEADS TO CNDESIRABLE SIDE-EFFECTS<br />

ABLY<br />

A REMEDY, DESIGNERS OF EVALUATION METHODS WOULD<br />

AS<br />

TO USE MULTIPLE IN PLACE OF SINGLE CRITERIA, BUT ARE<br />

LIKE<br />

TO HAVE DIFFICULTY IN AMALGAMATING THEIR MULTIPIE<br />

LIKELY<br />

INTO A MEANINGFUL WHOLE<br />

MEASURES<br />

IS A METHOD FOR COMBINING MULTIPLE-CRETERION<br />

HERE<br />

INTO A CONCEPTUALLY SATISFYING, OVERALL FIGURE--'<br />

SCORES<br />

WHICH CAN BE USED TC RANK SUBJECTS OR PROJECTS<br />

OF-MERIT<br />

ORDER OF THEIR EXCELLENCE FIGURES TABLES<br />

IN<br />

SOMERBY<br />

OOWST,<br />

EXPEDITING PUTS DELIVERIES ON SCHEDULE<br />

ADVANCE<br />

VOL 61, 4 AUGUST 25, 1966 4P<br />

PURCHASING<br />

DELIVERIES ON TIME IS ALWAYS A CRITICAL PROBLEM<br />

GETTING<br />

P A DESPITE THE FACT THAT ONE IYPICAL COMPANY CANNOT<br />

FOR<br />

CONTRACTS OR BLANKET ORDERS TO GET THE ITEMS IT NEEOS,<br />

USE<br />

HAS BEEN HIGHLY SUCCESSFUL IN GETTING ON-TIME<br />

PURCHASING<br />

IT CREDITS ITS SUCCESS TO A PLANNED APPROACH<br />

DELIVERIES<br />

DELIVERY PROBLEMS THAT INCLUDES EDUCATING VENDORS TO THE<br />

TO<br />

NEED FOR PROMPT DELIVERY, INSISTING THAT VENDORS SUB-'<br />

FIRMS<br />

WEEKLY JOB PRObRESS REPORTS, GIVING BUYERS CLEAR-CUT<br />

MIT<br />

ON HOa TO ROUTE AND TRACE INCOMING SHIPMENTS,<br />

INSTRUCTIONS<br />

USING A FOLLOWUP FORM THAT GOES BEYOND THE CONVENTIONAL<br />

ANU<br />

QUERY<br />

POSTCARD<br />

FOLLDWUP REPORT HAS PROVED EXTREMELY HELPFUL FOR<br />

THE<br />

FIRM IT NOT ONLY KEEPS PURCHASING UP-TO-DATE DN THE<br />

THIS<br />

OF THE ORDERS OUT ALSO IMPRESSES SUPPLIERS WITH THE<br />

STATUS<br />

UF ON-TIME DELIVERY THE FORM HAS A PRFORATED<br />

IPURTA,ICE<br />

FLAP aITH PRINTED XPEDITINb .UEIES AND SPACE FOR<br />

OVERSIZE<br />

IT MUST Bt AILLD WEkLY ANJ GOES FIRS[-CLAS<br />

ANSRERS<br />

CLARE<br />

GRAVES,<br />

OF WORK STANDARDS<br />

DbTERIURATION<br />

BUSINESS RLVIEW, SLPT -OCT I5 PAGES liT-liB<br />

HAIVARD<br />

AUTHOR BELIEVES THAT THEORY Y, CERTAIN MANAGERIAL<br />

TFIS<br />

STYLES, AND OTHER POPULAR APPROACHES ARE NO SOLUTION<br />

GRID<br />

IHE PROBLEM OF DETERIORATING STANDARDS INSTEAD, HE<br />

TO<br />

USE OF A WHOLLY NEW CONCEPT BASED ON LEVELS OF<br />

PROPOSES<br />

BEHAVIOR<br />

HUMAN<br />

NEW CONCEPT DEALS WITH SEVEN CEFINABLE LEVELS<br />

THIS<br />

HUMAN EXlSTANCE THESE SEVEN LEVELS ARE SHOWN IN AN<br />

OF<br />

AND ARE ALSO EXPLAINED IN THE ARTICLE IN A VERY<br />

EXHIBIT<br />

DISCUSSION<br />

OVERSIMPLIFIED<br />

PRACTICAL APPLICATIONS OF THIS NEW CONCEPT IN<br />

SOME<br />

AREAS OF PERSONNEL TRANSFER, REORGANIZATION OF WORK,<br />

THE<br />

CHANGE OF BOSSES ARE THEN DISCUSSED BY THE AUTHOR<br />

AND<br />

SUPPORT OF HIS THEORY<br />

IN<br />

ROBERT<br />

MARSH,<br />

FISHES OUT DATA ON $2 MILLION DOLLAR CATCH<br />

COMPUTER<br />

OF DATA MANAGEMENT VOL 4 NO AUGUST 1965 4 PAGES<br />

JOURNAL<br />

PRODUCTS INC WAS EXPERIENCING A SERIOUS TIME<br />

OCEAN<br />

IN POSTING WAREHOUSE TRANSACTION BY MANUAL METHODS<br />

LAG<br />

MANAGEMENT INSTALLED A NEW IBM 144011311 COMPUTER<br />

RECENTLY,<br />

WHICH COMBINES RAPID HANDLING OF BUSINESS DATA WITH<br />

SYSTEM,<br />

INQUIRY SERVICE THE NEW COMPUTER-BASED SYSTEM<br />

MANAGEMENT<br />

A BASIC DATA BANK CONCEPT FILES OF INFORMATION ARE<br />

EMPLOYS<br />

ON DISC STORAGE, READILY ACCESSIBLE WHEN MANAGE-'<br />

MAINTAINED<br />

WANTS TO SEE CERTAIN RECORDS AND UPDATED WEN NEW<br />

MENT<br />

NOTICES ARE RECEIVED CONSEQUENTLY, THIS INFOR-'<br />

TRANSACTION<br />

CAN BE BROCGHT TO BEAR ON DOZENS OF MANAGEMENT-BRO-'<br />

NATION<br />

NEGOTIATIONS IHIS ABILITY TO REVIEW SPECIFIC<br />

KER-CUSIOMER<br />

QLICKLY AND KNOW THAT THEY ARE ACCURATE HAS ENABLED<br />

FACTS<br />

TO REOLCE INVENTORIES BY THIRTY PERCENT.<br />

MANAGEMENT<br />

DEAN<br />

AMMER,<br />

OF BUSINESS-'<br />

PULSE<br />

VOL 6i, OCTCBER 6, [966 3P<br />

PURCHASING,<br />

HALF THE LEADING BUSINESS INDICATORS ARE NOW DE-'<br />

ABOUT<br />

THIS TREND DOES NOT CONCLUSIVELY PROVE THAT IhE<br />

CLINING<br />

IS OVER BUT IS DOES INDICATE THAT IHEU S ECONOMY WILL<br />

BOOM<br />

CERTAINLY GROW SLOWLY IN THE FIRST HALF OF 1967.<br />

ALMOST<br />

EARLIER THIS YEAR<br />

THAN<br />

NATIONAL PRODUCT IS STILL INCREASING ABOUT AS FA-<br />

GROSS<br />

AS IT WAS A YEAR AGO, BUT THE GROWTH IS BECOMING MORE AND<br />

ST<br />

ILLUSARY, REFLECTING PRICES HIGHER RATHER THAN REAL<br />

MORE<br />

I OUIPUT IF CONGRESS SUSPENTS THE ? PERCENT INVEST-'<br />

GAINS<br />

CREDIT, THE GOVERNMENT MAY BE TAKING MORE FROM INOUSIRY<br />

MENT<br />

CORPORATE TAXES PLANT AND EQUIPMENT SPENDING IS<br />

THROUGH<br />

LEVELING OFF. EVEN OPTIMISTIC ECONOMISTS COUBT THAT<br />

ALSO<br />

AND EQUIPMENT WILL ADVANCE MORE THAN ABOUT PERCENT<br />

PLANT<br />

1967 INVENTORIES HAVE BEEN SOARING WHILE MANUFACTURERS<br />

IN<br />

HAVE MADE NO PROGRESS SINCE LAST SPRING THIS SITUA-'<br />

SALES<br />

IS CHARACTERISTIC OF CYCLE PEAKS AS FOR TEE CREDIT IT<br />

TION<br />

NDT BECOME EASIER UNTIL BUSINESS ACTIVITY DECLINES<br />

WILL<br />

PHILIP<br />

LESLY,<br />

RELATIONS IS ONE PART OF PROMOTION<br />

PUBLIC<br />

AND SALES PROMOTION, VO1 14 NO. 11,<br />

ADVERTISING<br />

NOV X966, PAGES 64-65<br />

THIS ARTICLE, A PUBLIC RELATIONS MAN<br />

IN<br />

OUT THE ROLE OF PUBLIC RELATIONS IN<br />

POINTS<br />

169<br />

THE EFFECTIVENESS OF BOTH ADVERTISING<br />

INCREASING<br />

SALES PROMOTICN, AND HE MAKES SOME SUGGESTIONS<br />

AND<br />

IMPROVING YOUR RESULTS<br />

FOR<br />

DISCUSSES HOW TO ESTABLISH A FAVORABLE<br />

HE<br />

CLIMATE IN WHICH IO INFLUENCE YOUR<br />

TOTAL<br />

IHIS TYPE OF APPROACH MAY NOT YIELD<br />

AUDIENCES<br />

GREATEST IMMEDIATE SALES AND PROFITS, BUT<br />

THE<br />

AUTHOR BELIEVES THAT LONG-RANGE FUTURE<br />

THE<br />

ARE MORE IMPCRTANT THAN IMMEOIATE RESULTS.<br />

RESULTS<br />

WELLS, WILLIAM O. LO SCIUTO, LEONARD A.<br />

0945<br />

OBSERVATION OF PURCHASING BEHAVIOR<br />

DIRECT<br />

OF MARKETING RESEARCH, VOL , NO. 3, AUGUST,<br />

JOURNAL<br />

7 PAGES<br />

1966,<br />

SURVEY-TECHNIQUE<br />

QUESTIONNAIRE,<br />

MARKET RESEARCH RELIES ON CONSUMERS RETROSPECTIVE<br />

MUCH<br />

OF PURCHASING BEHAVIOR THIS ARTICLE SHOWS THAT<br />

REPORTS<br />

IS POSSIBLE TO SUPPLEMENT AND ENRICH QUESTIONNAIRE<br />

IT<br />

BY MAKING DIRECT OBSERVATIONS OF PURCHASING<br />

RESULTS<br />

DESCRIBES THE OBSERVATION TECHNIQUE DISCUSSES ADVAN-'<br />

IT<br />

AND LIMITATIONS, AND PRESENTS SOME SPECIMEN RESULTS.<br />

TAGES<br />

WEBSTER, FREDERICK E JR.<br />

0946<br />

THE INDUSTRIAL BUYING PROCESS<br />

MODELING<br />

OF MARKETING RESEARCH VOL 2, NO. 4, NOV 1965<br />

JOLRNAI<br />

PAGES<br />

6<br />

OF THE INDUSTRIAL BUYING PROCESS HAS BEEN<br />

STLDY<br />

BY THE LACK OF A CCNCEPTUAL FRAMEWORK, OR MODEL.<br />

HINDERED<br />

AN ANALYTICAL SIRUCIURE, IT IS DIFFICULT TO IDENTIFY<br />

WITHOUI<br />

CRITICAL VARIABLES AND RELATIONSHIPS WHICH NEED<br />

THE<br />

A PRELIMINARY DESCRIPTIVE MODEL IS OFFERED<br />

EXPLANAIION<br />

BREAKS THE INDUSTRIAL BUYING PROCESS INTO FOUR ELE-'<br />

WHICH<br />

PROBLEM RECOGNITION, ASSIGNMENT OF ORGANIZATIONAL<br />

MENTS,<br />

THE SEARCH PROCESS, AND THE CHOICE PROCESS<br />

RESPONSIBILITY,<br />

DAY, RALPH<br />

094T<br />

PAIRED COMPARISONS IN PREFERENCE ANALYSIS<br />

SYSTEMATIC<br />

DF MARKETING RESEARCH, VOL 2 NO. 4, NOV 1965,<br />

JOURNAL<br />

PAGES<br />

6<br />

TESTS CAN YEILC MEANINGFUL INFORMATION ABOUT<br />

PRODUCT<br />

PREFERENCES ONLY WHEN CAREFULLY PLANNED AND<br />

CONSUMER<br />

THIS ARTICLE PRESENTS AN APPROACH TO PREFER-'<br />

ANALYZED<br />

ANALYSIS WHICH SEEKS TO REDUCE SOME OF THE OIFFI-'<br />

ENCE<br />

IN INTERPRETING THE RESULTS OF PRODUCT TESTS THE<br />

CULTIES<br />

DISTRIBUTION CONCEPT IS UTILIZED AS THE OR-'<br />

PREFERENCE<br />

FRAMEWORK FOR A SYSTEMATIC PATTERN OF PAIRED<br />

GANIZING<br />

TESTS USING PRODCCT SAMPLES CONTAINING DIFFER-'<br />

COMPARISON<br />

LEVELS OF A PARTICULAR ATTRIBUTE. THE USEFULNESS OF<br />

ENI<br />

METHOD IS ILLLSTRATED BY A STUDY CF PREFERENCES FOR<br />

THE<br />

ICE CREAM<br />

CHOCOLATE<br />

HOOFNAGLE, WILLIAM<br />

0948<br />

DESIGNS IN MEASURING PROMOTION EFFECTIVENESS<br />

EXPERIMENTAL<br />

OF MARKET{NO RESEARCH, VOL 2, NO 2, MAY, 1965,<br />

JOURNAL<br />

9 PAGES<br />

THAN EVER, BUSINESS FIRMS ARE WANTING TO KNOW<br />

MORE<br />

RESULTS ARE BEING ACHIEVED FDR THEIR OUTLAY OF<br />

WHAT<br />

FOR ADVERTISING AND PROMOTICN THIS PAPER GIVES<br />

FUNDS<br />

EXPERIMENTAL DESIGNS THAT HAVE BEEN SUCCESSFULLY<br />

SOME<br />

IN QUANTITATIVELY MEASURING THE EFFECTS OF SPECIFIC<br />

USED<br />

EFFORTS<br />

PROMOTIONAL<br />

GREENBERG, JOHN<br />

0949<br />

GOODS- SIANCARD CONIRACTS ANO HAGGLING<br />

CAPITAL<br />

PURCHASING VOL 61, IT DEC. I, 1966 Po<br />

TERMS AND CONDITIONS CAN MAKE ACCURATE E-'<br />

CONFLICTING<br />

OF PRCPDSALS IMPCSSIBLE CRUCIBLE STEEL SOLVES<br />

VALUATION<br />

PROBLEM WITH ITS OWN STANDARD TERMS AS A NEGOTIATION<br />

THE<br />

BASE<br />

GAINS IN SEVERAL WAYS FROM ITS STANDARD TERMS<br />

CRLCIBLE<br />

FIRST BID ANALYSIS IS DRASTICALLY SIMPLIFIEO ALSO,<br />

PROGRAM<br />

FIRM ENTERS NEGOTIATIONS IN A STRONGER POSITION SINCE<br />

THE<br />

SETS THE PATTERN FINALLY, NEGOTAITIONS TAKE LESS<br />

CRUCIBLE<br />

CREDIT FOR THE SUCCESS OF THE PROGRAM BELONGS EQUALLY<br />

TIME<br />

THE 3 DEPARTMENTS THAT HELPED TO DRAW UP THE STANDARD<br />

TO<br />

CONDITIONS- ENGINEERING, LEGAL, AND PURCHASING.<br />

CONTRACT<br />

PURCHASE AGREEMENTS HELD VENDORS BY TELLING THEM<br />

STANDARD<br />

WHERE CRUCIBLE STANDS THE AGREEMENTS CLEARLY SPELL<br />

EXACTLY<br />

THE FIRMS RESPONSIBILITIES AND ALSO THE SUPPLIERS THE<br />

OUT<br />

CONDITIONS ALSO STATE WHAT CRUCIBLE CONSIDERS ITS<br />

CONTRACT<br />

INTERESTS<br />

VITAL<br />

HUDDLE, FRANKLIN PIERCE<br />

0950<br />

COORDINATION<br />

MANAGEMENT REVIEW, VOL 9, NO. 2, WINTER 196,<br />

CALIFORNIA<br />

PAGES<br />

HUMAN ENTERPRISES ARE ASSEMBLED INTO LARGER AND<br />

AS<br />

TOTALITIES, THEY COMPRISE LARGER AND LARGER NUMBERS<br />

LARGER<br />

INOIVIDUAL OPERATIONS -REQUIRING BROADER AND DEEPER<br />

OF<br />

OR COORDINATION<br />

COCPERATION<br />

ARTICLE DISCUSSES COORDINATION, SEEKING A<br />

THIS<br />

OEFINITION OF THE TERM IN THIS SEARCH, THE<br />

WORKING<br />

DISCUSSES SKINNERS THEORIES, CONDITIONING TOOLS<br />

AUTHOR<br />

REACTIONS, AND MARY PARKER FCLLETTS<br />

UNDERSTANDING<br />

ASPECTS OF CDDRDINATIOh<br />

FOUR<br />

REMAINDER OF THE PAPER I3 TAKEN UP WITH TWO<br />

THE<br />

OF LISTS THE FIRST IS A LIST OF 12 TYPES OF<br />

SETS<br />

THE SECOND IS A LIST OF TO ILLUSTRATIVE<br />

CODRDINATION<br />

OF COORDINATING ACTIONS<br />

FORMS<br />

WILLIGES, R C JOHNSTON, W A. BRIGGS,G E.<br />

0951<br />

OF VERBAL COMMUNICATION IN TEAMWORK<br />

ROLE<br />

OF APPLIED PSYCHOLOGY, VOL SO, NO. 6,<br />

JOURNAL<br />

DECEMBER, 966, 6 PAGES<br />

SIMULATED RAOAR-CONTROLLEO AERIAL INTERCEPT TASK<br />

A<br />

USED TO EXAMINE VERBAL COMMUNICATION BETWEEN TEAMMAIES<br />

WAS<br />

UNDER VERBAL,COMMUNICATION NECESSARY, AND VERBAL-VISUAL

UNNECESSARY, CONDITIONS COMMUNICATION<br />

COMMUNICATION<br />

IEAM PERFORMANCE ONLY IN IHE VERBAL CONDITION<br />

FACILITATED<br />

PERFORMANCE, HOWEVER WAS BEST IN THE VERBAL-VISUAL<br />

TEAM<br />

A TRANSFER-OF-TRAINNING PARADIGM WAS EMPLOYED<br />

CONDITIUN<br />

DETERMINE IF VERBAL SKILLS DEVELOPED IN ONE CONDITION<br />

TO<br />

TO THE OTHER CONDITION DIFFERENTIAL<br />

WOULD<br />

OCCURRED NEITHER IN CCMMUMICATION BEHAVIOR NOR<br />

TRANSFER<br />

TEAM PERFORMANCE. IT WAS CONCLUDED THAT VERBAL COMMUNI-'<br />

IN<br />

WHEN NOT REQUIRED BY THE TASK, PLAYS AN INSIGNIFI-A<br />

CATION,<br />

ROLE IN TEAMWORK,AND THAT THIS ROLE APPARENTLY IS<br />

CANT<br />

ENHANCED BY VERBAL TRAINING<br />

NOT<br />

FRIEDMAN, MONROE PETER<br />

0952<br />

CONSUMER CONFUSION IN THE SELECTION OF SUPERMARKET<br />

OF APPLIED PSYCHOLOGY, VCL 50, NU 6,<br />

JOURNAL<br />

1966 6 PAGES<br />

DECEMBER,<br />

MATTER OF TRUTH IN THE PACKAGING AND PRICING OF<br />

THE<br />

IN THE AMERICAN MARKETPLACE HAS BEEN A SUBJECT OF<br />

PRODUCTS<br />

CONTROVERSY IN RECENT YEARS BY TREATING -FRUTH- OR<br />

PUBLIC<br />

AS POINTS ON AN UNDERLYING PSYCHOLOGICAL DI<br />

-CONFUSION-<br />

AN ATTEMPT WAS MADE TO DEFINE THE ISSUES IN THIS<br />

MENSION<br />

MORE OBJECTIVELY THREE BEHAVIORALLY BASED<br />

CONTROVERSY<br />

MEASLRES OF CONFUSION IN UNIT-PRICE INFORMA<br />

QUANTITATIVE<br />

FOR PACKAGED PRODUCTS WERE DEVELOPED, AND APPLIED IN<br />

TION<br />

SUPERMARKET SETTING SUBJECTS WERE INSTRUCTED TO SELECT<br />

A<br />

MOST ECONOMICAL PACKAGE FOR EACH OF 20 PRODUCTS ON<br />

THE<br />

AT A LOCAL SUPERMARKET SIGNIFICANT DIFFERENCES<br />

DISPLAY<br />

FOUND FOR THE SET OF PRODUCTS ON ALL THREE MEASURES OF<br />

WERE<br />

AND THERE IS REASON TO BELIEVE THAT THESE<br />

CONFUSION,<br />

REFLECT, AT LEAST IN PART DIFFERENCES IN<br />

DIFFERENCES<br />

PRACTICES.<br />

PACKAGING<br />

CLEVENGER, THEODORE, JR. LAZIER, GILBERT A<br />

0953<br />

MARGARET LEIINER<br />

CLARK,<br />

OF CORPORATE IMAGES BY THE SEMANTIC DIFFERENTIAL<br />

MEASUREMENT<br />

OF MARKETING RESEARCH VOL 2 NO. I, FEBRUARY Ig65<br />

JOURNAL<br />

PAGES<br />

3<br />

SEMANTIC DIFFERENTIAL APPLIED TO THE IMACES OF TWO<br />

A<br />

CORPORATIONS WAS AOMINISTEREO TO A GRDUP OF<br />

PROMINENT<br />

STUDENTS AND A GROUP OF METROPOLITAN HOUSEWIVES<br />

UNIVERSITY<br />

REVEALED THAT TPE FACTOR PATTERNS CF THE<br />

COMPARISONS<br />

FOR THE IWO CORPORATIUNS AND FOR TFE TWO<br />

DIFFERENTIAL<br />

OF SUBJECTS hERE QUITE SIMILAR<br />

GROUPS<br />

ERAN, MORDECHAI<br />

0954<br />

PERSONALITY TRAITS JOB ATTITUDES<br />

SELF-PERCEIVED<br />

UF APPLIED PSYCHOLCGY VOL 50, ND 5, OCTOBER, I66<br />

JOURNAL<br />

PAGES<br />

MANAGEMENT<br />

STUDY INVESTIGATED THE JOB ATTITUDES OF<br />

THIS<br />

MANAGERS IN RELATION TO THEIR SCORES ON A<br />

LOWER-MIDDLE<br />

PERSONALITY INSTRUMENT 456 MANAGERS<br />

SELF-PERCEPTION<br />

3 COMPANIES FILLED OUT BOTH A JOB-ATTITUDE QUESTION<br />

FROM<br />

AND A FORCED-CHOICE SELF-DESCRIPTION QUESTIONNAIRE<br />

NAIRE<br />

ATTITUDES OF THE 89 RESPDNDENTS, -HIGHS-e WFO DE<br />

THE<br />

THEMSELVES MOST LIKE TOP MANAGERS WERE COMPARED WITF<br />

SCRIBED<br />

B9 RESPONDENTS, -LOWS-, WHO DESCRIBED THEMSELVES<br />

THE<br />

LIKE LOWER-LEVEL MANAGERS RESULTS SHOWED THAT THE<br />

MOST<br />

WERE SIGNIFICANILY MORE SATISFIED AND ALSO THAT THEY<br />

HIGHS<br />

SIGNIFICANTLY MORE EMPHASIS CN THE NECESSITY FOR<br />

PLACED<br />

BEHAVIOR IN IHEIR JOBS RESULTS WERE<br />

INNER-DIRECTED<br />

WITH PREVIOUS JOB-ATTITUDE STUDIES OF MANAGERS.<br />

COMPARED<br />

MCNERNEY WALTER J.<br />

0955<br />

PERSONAL HEALTH CARE SERVICES<br />

COMPREHENSIVE<br />

BESTS INSURANCE NEWS VOL 67, 9, JANUARY, 1967<br />

NEWEST CHART FROM WHICH TO JUDGE THE PROGRESS IN<br />

THE<br />

HEALTH FIELD IS THE REPORT OF THE NATIONAL COMMISSION ON<br />

THE<br />

HEALTH SERVICES THIS ARTICLE DISCUSSES THAT<br />

COMMUNITY<br />

IN VIEW DF HEALTH AS A PRIMARY INVESTMENT OF SOCIETY<br />

REPORT<br />

HUMAN CAPITAL THE REPORT CALLS FOR GENERAL IMPROVEMENT<br />

IN<br />

PRODUCTIVITY, BROAD BASED FINANCING AND BETTER MANAGEMENT<br />

OF<br />

HEALTH SERVICE PROGRAMS THE IMPLICATIONS OF THE REPORT<br />

OF<br />

PROPOSED LEGISLAIION DERIVED FROM IT ARE DISCUSSED<br />

AND<br />

SPERDFF B<br />

C56<br />

TOOL OF LEADERSHIP AND CLIQUE IDENTIFICATION<br />

SOCIOMETRY--A<br />

PERSONNEL JOURNAL, VOL 45, NO I0, NOVEMBER i66 2P<br />

IS IHE SCIENCE OF THE MEASUREMENT OF<br />

SOCIOMETRY<br />

RELATIONS. ITS PURPOSE IS TO ACCURATELY IDENTIFY<br />

SOCIAL<br />

AND GROUP PREFERENCES IN ORDER TO DETERMINE THE<br />

INDIVIDUAL<br />

AND PATTERNS OF INTERPERSONAL RELATIONS THAT EXIST<br />

NATURE<br />

A WORK GROUP<br />

WITHIN<br />

THE CONSTRUCTION OF SOCIOGRAMS, THE MANAGER CAN<br />

BY<br />

THE CLIQUES IN HIS WORK FORCE AND THEIR HIDDEN<br />

IDENTIFY<br />

WORKING THROUGH THESE INFURMAL LEADERS HE MAY BE<br />

LEADERS.<br />

TO FAVORABLY INFLUENCE THE ATTITUDES OF THE MEN<br />

ABLE<br />

IHE OBJECTIVES OF MANAGEMENT<br />

TOWARD<br />

GRUBINGER, ERIC N.<br />

0957<br />

PRACTICAL LOOK AI ON-LINE TIME SHARING<br />

A<br />

AUTOMATION VOL I4 2 FEB 1967 7P<br />

BUSINESS<br />

ANALYSTS<br />

EDUCATION<br />

UTILITY- IS A MISNOMER FOR WHAT SHOULD PROP<br />

-COMPUTER<br />

BE CALLED MULTISUBSCRIBER TIME-SHARING SYSTEMS SUCH<br />

ERLY<br />

WILL NOT BE ALL THINGS TO ALL PEOPLE. FEW, IF ANY<br />

SYSTEMS<br />

WILL BE USED FOR MORE THAN TWO OR THREE GROUPS OF<br />

SYSTEMS<br />

APPLICATIONS<br />

SAY THAT BY 1971 PRACTICALLY ALL COMPUTERS WILL<br />

EXPERTS<br />

CAPABLE OF SIMULIANEOUS RESPONSE OR REAL-TIME OPERATION,<br />

BE<br />

MOST COMPUTERS WILL BE ON-tINE AND 60 PERCENT OF ALL<br />

THAT<br />

WILL BE TIED INTO THE NATIONS COMMUNICATIONS NET-'<br />

COMPUTERS<br />

WORKS<br />

ARE FOUR POTENTIAL PROBLEM AREAS OF MSTS SYSTEMS-<br />

THERE<br />

SPEED, SECURITY, AND THE DATA BASE. SCORES DF INSTAL<br />

COST,<br />

ARE IN EXISIENCE OR DEVELOPMENT TODAY CNE OF THE<br />

LATIONS<br />

EXAMPLES IS THE SYSTEM AT KEYDATA CORP OTHER<br />

EARLIEST<br />

170<br />

OF APPLICATION ARE HOSPITALS, FINANCE -SICCK MARKET<br />

AREAS<br />

HIGHER EDUCATION, AND BANKING<br />

ANALYSTS-,<br />

LEWIS, L S<br />

0958<br />

PRESTIGE ANO LOYALTY OF UNIVERSITY FACULTY<br />

ON<br />

ADMINISTRATIVE SCIENCE QUARTERLY, VCL 2, NO 4, MARCH, 1967<br />

PAPER BASED ON A SAMPLE OF 509 FACULTY MEMBERS<br />

THIS<br />

THE EFFECTS OF INSIITUTIONAL PRESTIGE AND PROFES-'<br />

EXAMINES<br />

PRESTIGE ON LOYALTY TO /HE INSIITUIION IT IS FOUND<br />

SIONAL<br />

THOSE WITH HIGH INSTITUTIONAL PRESTIGE AN£ THOSE WITH<br />

THAT<br />

PROFESSIONAL PRESTIGE ARE MORE LOYAL THAN TFEIR COUNT-'<br />

LOW<br />

AND THAT THOSE WITH A COMBINATION OF HIGH INST[TU<br />

ERPARTS,<br />

PRESTIGE AND LOW PROFESSIONAL PRESTIGE ARE THE MOSI<br />

TIOAL<br />

WFILE THOSE WITH LOW INSTITUTIONAL PRESTIGE AND HIGH<br />

LOYAL<br />

PRESTIGE ARE THE LEAST LOYAL ATTITUDES TOWARD<br />

PROFESSIONAL<br />

CONDIIIONS OR COLLEAGUES O0 NOT DIFFERENTIATE THE<br />

ECONOMIC<br />

FROM THE DISLOYAL, BUT FEELINGS ABOUT INTEGRATION IN<br />

LOYAL<br />

LIFE AND THE HOPE OF FINDING CONDITIONS MORE<br />

UNIVERSITY<br />

FOR RESEARCH ELSEWHERE O0<br />

FAVORABLE<br />

WALLACE, W L<br />

Cg59<br />

INFLUENCES ON STUDENT ACHIEVEMENI<br />

ORGANIZATIONAL<br />

SCIENCE QUARTERLY, VOL 2, NE 4, MARCH 1967<br />

ADMINISTRATIVE<br />

27P<br />

FRATERNITIES<br />

FACULTY<br />

ARE PRESENTED SHOWING POSSIBLE DIFFERENCES IN<br />

DATA<br />

MAGNITUDE, AND KIND OF ACAMEMIC INFLUENCES UN<br />

DIRECTION,<br />

AS EXERTED BY THE COLLEGE TEACHING FACULTY AND BY<br />

STUDENTS<br />

SOCIAL FRATERNITIES THESE POSSIBLE DIFFERENCES<br />

GREEK-LEITER<br />

ATTRIBUTED TO THE OISTINCT KINOS OF RELATIONS THAT<br />

ARE<br />

HAVE TO THESE TWO COLLEGE SUBSTRUCTURES IN THE<br />

SIUDENIS<br />

OF THEORETICAL IMPLICATIONS CF THE FINDINGS THE<br />

DISCUSSION<br />

AND GENERAL PICTURE OFFERED IS OF STUDENT<br />

HYPOTHETICAL<br />

THAT COMPETE AGAINST EACH OTHER IN SEVERAL<br />

ORGANIZATIONS<br />

SIMULTANEOUSLY<br />

AREAS<br />

SCFWARTZ, H A LONG, H. S<br />

C60<br />

INDUSTRIAL TRAINING VIA COMPUTER-ASSISTED INSTRUCTION<br />

REMOTE<br />

OF APPLIED PSYCHOLOGY, VOL 51, NO 1, FEBRUARY,<br />

JOURNAL<br />

6 PAGES<br />

1967,<br />

1965 SEVERAL FIELD ENGINEERS RECEIVEO TEIR REQUIRED<br />

IN<br />

IN NEW COMPUIER TECHNOLOGY THROUGH REFOTE CON-'<br />

TRAINING<br />

INSTRUCTION, CA[ STUDENTS AT TERMINALS<br />

PUTER-ASSISTED<br />

IN 4 MAJOR CITIES COMMUNICATED THROUGH TELL--'<br />

LOCATED<br />

FACILITIES WITH A COMPUTER SYSTEM LOCATED<br />

PROCESSING<br />

STUDENTS EXAMINATION SCORES, COURSE COMPLETION<br />

CENTRALLY<br />

AND ATT[IUDES WERE COMPARED WITH THOSE CF OTHER<br />

TIMES,<br />

WHO RECEIVED THE MATERIAL THROUGH SELF-STUDY<br />

STUDENTS<br />

IN USE AI THE TIME CAI STUDENTS SCORED LOWER ON<br />

TEXTS<br />

OF THE EXAMINAIION BUT COMPLETED THE COURSE IN<br />

PART<br />

LESS TIME THAN THE SELF-STUDY STUDENTS CAT<br />

CONSIDERABLY<br />

ATTITUDES APPEAR IC BE RELATED TO THE AVAILABILITY<br />

STUDENTS<br />

ASSISTANCE WHEN COURSE MATERIAL PROBLEMS ARE ENCOUNTERED<br />

OF<br />

VANDENBERG, STEVEN O STAFFORd, RICHARD<br />

096!<br />

0963<br />

INFLUENCES ON VOCATIONAL PREFERENCES<br />

HEREDITARY<br />

OF APPLIED PSYCHOLOGY, VOL 5, NO. FEBRUARY,<br />

JOURNAL<br />

2 PAGES<br />

196T<br />

VOCATIONAL INTEREST INVENTORY<br />

MINNESOTA<br />

MINNESOTA VOCATIONAL INTEREST INVENTORY, MVII,<br />

THE<br />

OF 53 FRATERNAL PAIRS OF TWINS SHOWED GREATER<br />

SCORES<br />

VARIANCES THAN DID THE SCORES OF 71 IDENTICAL<br />

WITHIN-PAIR<br />

FOR 9 OF THE SCORES AND 4 OF ThE AREA KEYS THE<br />

PAIRS<br />

TEST SHOWED A STATISTICALLY SIGNIFICANT INCREASE IN<br />

F<br />

VARIANCE FOR THE FRATERNAL TWINS. THIS IS<br />

WITHIN-PAIR<br />

AS EVIDENCE FOR A HEREDITARY COMPONENT IN<br />

INTERPRETED<br />

IN OCCUPAIIONS REQUIRING NO SCIENTIFIC ABILITY<br />

INTERESIS<br />

HEREDITARY INFLUENCE OPERATES PROBABLY THROUGH PER<br />

THE<br />

VARIABLES<br />

SONALITY<br />

WELL COMPENSATED ARE NEGRO EXECUTIVES<br />

HOW<br />

MANAGEMENT VOL 32 APRIL= I967 2P<br />

BUSINESS<br />

3 YEARS AGO, IN A SHARP REVERSAL OF PREVIOUS<br />

ABOUT<br />

NEGRO EXECUTIVES BEGA TO RECEIVE ANUAL SALARY<br />

PRACTICE,<br />

COMPARABLE TO THOSE RECEIVED BY WHITE EXECUTIVES<br />

INCREASES<br />

IS THE MOST SALIENT FINDING OF A RECENT SMALL SURVEY<br />

THIS<br />

NEGRO EXECUTIVES BY A MANAGEMENT CONSULTING AND AN EXEC-'<br />

OF<br />

RECRUITING FIRM THESE FINDINGS SHOULO NOT BE VIEWED<br />

UTIVE<br />

CLEAR-CUT PRCOF EF A NATION-WIDE TREND BECAUSE THE SIZE<br />

AS<br />

THE NEGRO SAMPLE WAS VERY SMALL<br />

OF<br />

THE SIMILARITIES IN SALARY INCREASES THE<br />

DESPITE<br />

OF NEGRO EXECUTIVES ARE STILL LAGGING ONE INTER<br />

SALARIES<br />

PHASE OF THE SURVEY SHOWS THAT NEGROES, ON THE WHOLE<br />

ESTING<br />

BETTER OF BUSINESS PAY POLICIES AND PRACTICES THAN<br />

THINK<br />

WHITES DO. BY CONTRAST, 60 PERCENT OF THE NEGROES ARE<br />

THE<br />

WITH THEIR LEVEL OF PAY, COMPARED WITH 70 PERCENT<br />

SATISFIED<br />

THE WHITES<br />

OF<br />

JOFNSTON, WILLIAM A. NAWROCKI, LEON H.<br />

C6<br />

OF SIMULATED SOCIAL FEEDBACK ON INDIVIDUAL<br />

EFFECT<br />

PERFORMANCE<br />

OF APPLIED PSYCHOLDGY, VOL 51, NO 2,<br />

JOLRNAL<br />

1967, 6PAGES<br />

APRIL,<br />

TRACKING PERFORMANCE WAS EXAMINED UNDER<br />

INDIVIDUAL<br />

OF SIMULATED SOCIAL FEEDBACK EACH OF 60<br />

CONDITIONS<br />

WAS TOLD HE HAD A PARTNER ANO THAT POSTTRIAL<br />

SUBJECTS<br />

REPRESENTED THEIR TEAM PERFORMANCE RELATIVE TO<br />

FEEDBACK<br />

TRACKING ABILITY ACTUALLY, SUBJECTS FEEDBACK<br />

AVERAGE<br />

HIS INDIVIDUAL PERFORMANCE RELATIVE TO<br />

REPRESEkTED<br />

MODERATE, OR STRINGENT CRITERION. THESE CRITERIA<br />

LENIENT<br />

PARTNERS DF VARYING ABILITY SUBJECIS BLAMED<br />

SIMULATED<br />

CONTRIVED PARTNERS FOR POOR SCORES RECEIVED UNDER<br />

THEIR<br />

STRINGENT CRITERION. PERFORMANCE OF GGCD TRACKERS WAS<br />

THE<br />

AFFECTED BY CRITERION DIFFICULTY, BUT POOR TRACKERS<br />

NOI<br />

BEST UNDER THE MODERATE CRITERION THE INHIBIIORY<br />

PERFORMED<br />

INFLUENCE OF THE SIRINGENT CRITERION WAS MAGNIFIED DURING

TERMINAL EXTINCTION SESSICN CRITERION DIFFICULTY IS IM-'<br />

A<br />

IN TEAM PERFORMANCE, PERHAPS INDIVIDUAL TASKS ALSO<br />

PORTANT<br />

HAhLEY, CHARLES<br />

0965<br />

RESPONSES AND SOCIAL DESIRABILITY<br />

INDIVIDUAL<br />

OF APPLIED PSYCHOLOGYt VDL 51t NO 2t<br />

JOURNAL<br />

I967, 3PAGES<br />

APRIL,<br />

INVESIIGATIONS INDICATE THAT, FOR THE AVERAGE<br />

SEVERAL<br />

ENDORSEMENT OF PERSONALITY INVENTORY IIEMS HAS<br />

SUBJECT,<br />

A LOW TO MODERATE CORRELATION WITH SOCIAL DESIRABILITYt<br />

ONLY<br />

UNLIKE THE CASE WHEN PRCBABILITY OF ENDORSEMENT BY A<br />

SD,<br />

IS RELATED TO DISIRABILITY THESE STUDIES HAVE USED<br />

GROUP<br />

CORRELATION FOR THE INDIVIGUAL AND THE<br />

POINT-BISERIAL<br />

COEFFICIENT FOR THE GROUP WHEN A SINGLE<br />

PRODUCT-MOMENT<br />

RESPONSES ARE ANALYZED IN A WAY THAT PERMITS<br />

SUBJECTS<br />

OF PROBABILITY OF ENDORSEMENT, THE PRODUCT--'<br />

ESTIMATION<br />

CORRELTAION BETWEEN IHIS PROBABILITY AND SD TYPICALLY<br />

MOMENT<br />

HIGH, APPROACHING MUCH CLOSER TO THE GROUP VALUE HIGH<br />

IS<br />

INDIVIDUAL CORRELATION BETWEEN ENDORSEMENT AND<br />

AVERAGE<br />

DOES NOT PREVENT A DIAGNOSTIC SCALE FROM<br />

DESIRABILITY<br />

BETWEEN DISPARATE GROUPS<br />

DISCRIMINATING<br />

BROWN, JAMES K<br />

0966<br />

RESEARCH- A PROGRESS REPCRT<br />

MEDIA<br />

THE CONFERENCE BOARD RECORD VCL 4 5 MAY, 1967 SP<br />

OF THE ADVERTISING AND RESEARCH FRATERNITIES<br />

MEMBERS<br />

ACKNOWLEDGE THAT THE LAST DECADE HAS SEEN CONSIO<br />

GENERALLY<br />

PROGRESS IN MEDIA RESEARCH THESE GAINS HAVE ENABLED<br />

ERABLE<br />

AND AGENCIES TO DO A BETTER JOB OF MEDIA SEL<br />

ADVERTISERS<br />

AND SCHEDULING MEDIA CHARGERS REPRESENT THE LARGEST<br />

ECTION<br />

IN THE TYPICAL ADVERTISING BUDGET<br />

ITEM<br />

AREAS GF MEDIA RESEARCH WHERE SPECIFIC GAINS HAVE<br />

THE<br />

MADE AND WHICH ARE DISCUSSED ARE- UEFINING AUDIENCE<br />

BEEN<br />

ESTABLISHING THE DIMENSIONS OF MEDIA AUDIENCES,<br />

QUALITYt<br />

EXPOSURE TO ADVERTISING, MEASURING MEDIA CON<br />

ESTIMATING<br />

TO ADVERTISING EFFECTIVENESS, CONSTRUCTING MODELS<br />

TRIBUTICNS<br />

MEDIA PERFORMANCE, IMPROVING RESEARCH AND CLASSIFICATION<br />

OF<br />

DESPITE THESE GAINS PROBLEMS REMAIN IN THE IN-'<br />

PROCEDURES<br />

TO GENERALIZE RESEARCH FINDINGS AND THE TIMING OF<br />

ABILIIY<br />

EVALUATION<br />

MEDIA<br />

REIN M<br />

096?<br />

SCIENCE AND THE ELIMINATION OF POVERTY<br />

SOCIAL<br />

JOURNAL OF THE AMERICAN INSTITUTE OF PLANNERS VOL 33,<br />

THE<br />

NO 3, MAY 1967 lOP<br />

LITERATURE OF THE SOCIAL SCIENCES ABOUNDS IN<br />

THE<br />

CONCERNING THE NON-ECONOMIC CAUSES AND CONSE-'<br />

HYPOTHESES<br />

OF POVERTY, ALTHOUGH THESE ARE OFTEN MORE IMPLICIT<br />

QUENCES<br />

EXPLICIT THEY TENO TO BE ORGANIZEC AROUND THREE QUITE<br />

THAN<br />

PERSPECTIVES- RESOURCE ALLOCATION, SOCIAL AND<br />

DIFFERENT<br />

THEORY, AND INSTITUTIONAL PERFORMANCE EACH<br />

PERSONAL<br />

SUPPORTS A DIFFERENT CONCEPT NEEDS TO BE<br />

PERSPECTIVE<br />

IN POLICY CONSIDERATIONS FREQUENTLY USE OF THESE<br />

STRESSED<br />

REFLECTS BIASES BASED ON THE PERSONAL BELIEFS<br />

PERSPECTIVES<br />

VARIOUS INVESTIGATORS RATHER THAN ON DISPASSIONATE SOCIAL<br />

OF<br />

WHEN EMPLOYED INDIVIDUALLY THEY SUGGEST QUITE<br />

THEORY<br />

PRIORITIES FOR ACTICN ALL THESE PERSPECTIVES ARE<br />

DIFFERENT<br />

AND THE DESIDERATUM IN POLICY IS MIX, NCT CHOICE OF<br />

NEEDED,<br />

AREAS CF INTERVENTION<br />

SPECIFIC<br />

DAY, RALPH L<br />

0568<br />

OF ESTIMATING CONSUMER PREFERENCE DISTRIBUTION<br />

METHODS<br />

MANAGEMENT REVIEW, VCL. 9, NO 4, SUMMER 1967, 7P<br />

CALIFORNIA<br />

ANALYSIS<br />

TEST,<br />

BECOME MORE RESPONSIVE TO THE PREFERENCES OF THEIR<br />

TO<br />

MANUFACTURES MUST HAVE IMPROVED METHODS OF<br />

CUSTOMERS,<br />

AND INTERPRETING THESE PREFERENCES THIS ARIICLE<br />

MEASURING<br />

THREE APPROACHES TC THE ESTIMATION OF CISTRIBUTICNS<br />

PRESENIS<br />

CONSUMER PREFERENCES THE BENSON METHOD TREATS THE<br />

OF<br />

OF DISTRIBUTIONS AS A -PRACTICAL RESEARCH PROBLEM-<br />

FIITING<br />

FITS CURVES DIRECTLY TO DATA WITH SIMPLE PRCCEOURES THE<br />

AND<br />

COMPLEX KUEHN METHOD FITS A DISTRIBUTION WITHOUT PRICK<br />

MORE<br />

ABOUT IlS SHAPE AND ALSO PROVIDES AN ESTIMATE OF<br />

ASSUMPTIONS<br />

BASIC ABILITY OF CONSUMERS TO RECOGNIZE DIFFERENCES IN<br />

THE<br />

PRODUCT ATTRIBUTE BEING STUDIES A METHOD CF FITTING<br />

THE<br />

AND ESTIMATING DISCRIMINATION ABILITY BY<br />

DISTRIBUTIONS<br />

SIMULAIION WAS ALSO DESCRIBED IT IS SIMPLER TG<br />

COMPUTER<br />

IHAN THE KUEHN METHOD AND IS PROPOSED FOR THOSE CASES<br />

APPLY<br />

THE RESEARCHERS PRIOR ASSUMPTIONS ARE SUPPORTED BY<br />

WHERE<br />

ANALYSIS OF PRODUCT TEST DATA<br />

PRELIMINARY<br />

TARR, R G<br />

C969<br />

SURVEYS AND CONSULTANT MANAGEMENT<br />

MANAGEMENT<br />

JOURNAL OF PROPERTY MANAGEMENTt VOL 32, NO.3, MAY-JUNE, 1967<br />

TARR POINTS OUT THAT WHILE A CPM IN RESIOENCE<br />

MR<br />

THE PLANNING STAGES DF A PROJECT DOES hOT ASSURE<br />

DURING<br />

THE PRESENCE OF HIS PROFESSIONAL KNOWLEDGE AND<br />

SUCCESS,<br />

OF HIS EXPERIEhCEC CONSULTATION MICHT RESULT<br />

AVAILABILITY<br />

MAJOR CHANGES OF PLANNED CONSTRUCTION OR EXPENSE<br />

IN<br />

MANAGEMENT SURVEYS HELPFUL TO BUILDING PLANNERS<br />

PROJECTIONS<br />

DISCUSSED IN TERMS OF APPRUACH PURPOSE AND COST<br />

ARE<br />

ROTHERY, BRIAN<br />

09?0<br />

SORTS WIIHOLT SORTING<br />

DISK<br />

PROCESSING VOL 9, NO 5, MAY I967 2P<br />

DATA<br />

CONTROL<br />

JOB,<br />

CERTAIN CASES IT IS POSSIBLE TO USE A DISK SYSTEM AS<br />

IN<br />

SORTER AND TO SAVE TIME OTHERWISE SPENT ON UNIT RECORD<br />

A<br />

OR SPECIAL SORT RUNS THAT IS WHERE A JOB REQUIRES<br />

SORTING<br />

BREAKOOWN BY SINGLE CATEGORIES OR UNITS CF DESCRIPTION A<br />

A<br />

SYSTEM CAN BE bSEO AS A SORTER THIS ARTICLE EXPLAINS<br />

DISK<br />

WAY THIS IS DONE<br />

THE<br />

IS POINTED CUT THAT THE MOST VALUABLE FACILITY OF<br />

IT<br />

STORAGE IS THE AVAILABILITY OF READILY ACCESSIBLE<br />

DISK<br />

ANOTHER FEATURE UF INTEREST IS THE PART THAT A<br />

FILES<br />

INPUT-OUTPUT CONTROL SYSTEM PLAYS IN SUCH A<br />

POWERFUL<br />

TECHNIQUE<br />

171<br />

HUNT, RICHARD A<br />

C971<br />

OTHER SEMANTIC CONCEPTS RELATED TO CHOICE OF VOCATION<br />

SELF<br />

JOURNAL OF APPLIED PSYCHOLOGY, VOL 51 NO 3, JUNE, 1967f 5P.<br />

GROUPS, ENGINEERS, MANAGERS, MINISTERS,<br />

CRITERION<br />

COMPOSED OF 258 PROFESSIONAL MEN JUDGEO 16 SELF-,<br />

TEACHERS,<br />

AND VOCATIONAL CONCEPTS ON 25 SEMANTIC DIFFERENTIAL<br />

OTHER,<br />

CONCEPT INTERRELATIONSHIPS WERE MEASURED WITH A<br />

SCALES<br />

NORMALIZED D SCORE A MULTIPLE-DISCRIMINANT<br />

MODIFIED,<br />

PRODUCED SIGNIFICANI FUNCTIONS BETWEEN THE<br />

ANALYSIS<br />

GROUPS IN A CROSS-VALIDATION GROUP OF MALE<br />

CRITERION<br />

SEMANTIC DIFFERENTIAL PROFILES CORRECTLY<br />

UNbERGRADUATES,<br />

70 TO 139 SUBJECTS ACCORDING TO KUDER<br />

CLASSIFIED<br />

INTEREST INVENTORY, OII, SCORES AND 83 OF 125<br />

OCCUPATIONAL<br />

THESE SUBJECTS ACCORDING TO FIRST CHOICE OF VOCATION<br />

OF<br />

REAL-LIFE DECISIONS CAN BE PREDICTED FROM<br />

COMPLEX,<br />

PATTERNS OF SELF- AND OTHER CONCEPTS RESULTS<br />

INDIVIDUAL<br />

ASSUMPTIONS ABOUT THE SELF-CONCEPT IN THE THEORIES<br />

SUPPORT<br />

ROGERS AND SUPER<br />

OF<br />

BRYAN, JUDITH F LOCKE, EDWIN A<br />

Do?2<br />

SEITING AS A MEANS OF INCREASING MOTIVATION<br />

GOAL<br />

OF APPLIED PSYCHOLOGY VOL 51 NO 3 JUNE, 1967,<br />

JOLRNAL<br />

THE BASIS CF DIFFERENCE IN PERFORMANCE IN RELATION<br />

ON<br />

MAXIMAL ABILIIY AND OIFFERENCE IN ATIITUOE RATINGS ON AN<br />

TO<br />

TASK, A LOW-MOTIVATION AND A HIGH-MOTIVATION GROUP<br />

ADDITION<br />

SELECTED FOR 2 RETESTS ON THE SAME TASK<br />

WERE<br />

GROUP WAS GIVEN SPECIFIC GOALS TC REACH, AND<br />

LOW-MOTIVATION<br />

HIGH-MOTIVATION GROUP WAS TOLD TO 00 THEIR BEST ON EACH<br />

THE<br />

OF EACH RETEST. BY THE END OF THE SECOND RETEST, THE<br />

TRIAL<br />

GIVEN SPECIFIC GOALS HAD -CAUGHT- THE DO-BEST GROUP<br />

GROUP<br />

IN TERMS OF PERFORMANCE AND IN TERMS CF FAVORABLE<br />

BOIH<br />

TOWARD THE IASK THE RESULTS SUGGESTED THAT<br />

AIIITUOES<br />

GOALS CAN BE USED TO MOTIVATE SUBJECTS WHO BRING A<br />

SPECIFIC<br />

DEGREE OF MOTIVATION TO THE TASK SITUATION<br />

LOW<br />

POMERORY RICHARD W<br />

0973<br />

METHODS-MEASUREMENT TECHNIQUES<br />

ADAPTING<br />

JOLRNAL OF INDUSTRIAL ENGINEERING VDL I8,NOo ?, JULYt<br />

THE<br />

49<br />

196T,<br />

PROGRAM PERSONNELe EVALUATING, CONTROL<br />

TRAINING<br />

IS A DISCUSSION CF ADAPTING METHODS-MEASUREMENT<br />

THERE<br />

70 INDUSTRY WHICH HAS EXTREME FLUCTUATIONS IN<br />

TECHNIQUES<br />

FOR ACHIEVING LABOR COST CONTROL AND REDUCTION THE<br />

WORKLOAD<br />

USED HERE IS THEMAIL ORDER INDUSTRY OVER-COMING<br />

EXAMPLE<br />

OF LINE PERSONNEL, REDUCING TRAINING REQUIREMENTS<br />

OBJECTIONS<br />

COSTS, SIMPLIFYING SHORT-TERM STAFFING REQUIREMENTS, AND<br />

AND<br />

RESULTS OF A COST REDUCTION PROGRAM ARE<br />

EVALUATING<br />

DISCUSSED<br />

ANDNYMOLS<br />

0974<br />

A NEW MARKETING MANAGER, AN UNCOMMON APPROACH<br />

ORIENTING<br />

MANAGEMENT JUNE 1967 3P<br />

BUSINESS<br />

JOB<br />

RECRUII,<br />

TAKES A LOT OT TIME, MONEY AND EFFORT T0 RECRUIT AN<br />

IT<br />

MARKETING EXECUTIVE YOU RUN A HIGH RISK OF<br />

OUTSTANDING<br />

IT ALL IF YOU OONT TAKE EQUAL CARE 70 START HIM OFF<br />

LOSING<br />

IN HIS NEW JOB IN MORE COMPANIES THAN NOT, THE MUST<br />

RIGHT<br />

ELEMENT OF THE ORIENTATION PROCEDURE IS UTTERLY<br />

IMPORTANT<br />

PRESENTING THE NEW MANAGER WITH A CHALLENGE IN<br />

LACKING,<br />

ARTICLE, OUTSPOKEN MANAGEMENT CONSULTANT JOE D BATTEN<br />

THIS<br />

A FRESH WAY 70 GET A NEW MAN STARTED AND KEEP HIM<br />

SUGGESTS<br />

ONE WARNING, IF YOU THINK ORIENTATION CONSISTS<br />

STIMULATED<br />

INTRODUCING A NEW MARKETING MANAGER TO HIS PEERS AND<br />

OF<br />

AND HANDING HIM A STANDARD PCLICY MANUAL, THINK<br />

SIAFF,<br />

THE REAL JOB DF ORIENTATION STARTS WHERE THESE MORE<br />

AGAIN<br />

PERFUNCTORY- PRACTICES LEAVE OFF<br />

CUSTOMARY-AND<br />

HENRY, KENNETH<br />

0975<br />

ON PUBLIC RELATIONS<br />

PERSPECTIVE<br />

HARVARD BUSINESS REVIEW VOL 45, 4, JULY-AUGUST, 1967, 14P<br />

ARTICLE LOOKS OVER LITERATURE OF THE PAST FEW<br />

THIS<br />

THAT EXAMINES HOW, AND HCW WELL, MANAGEMENT IS USING<br />

YEARS<br />

RELATIONS TO MAINTAI AND IMPROVE THE CORPORATIONS<br />

PUBLIC<br />

PAUL BURTONS BOOK, CORPORATE PUBLIC RELATIONS,<br />

REPUTATION<br />

THE CORPORATION AND ITS PUBLICS- ESSAYS ON THE CORPORATE<br />

AND<br />

BY JOHN W RILEY AND MARGUERITE LEVY ARE SINGLED OUT<br />

IMAGE<br />

DISCUSSED AND OLTLINEO CUITE CLOSELY<br />

AND<br />

SAMPLING OF BOOKS SUGGESTS THAT THE SUBJECT IS<br />

THIS<br />

IN IMPORTANCE AND THAT WRITERS FORESEE IMPENDING<br />

GROWING<br />

IN IHE PRACTICE OF PUBLIC RELATIONS. PUBLIC RELATID<br />

CHANGES<br />

PLAYING IN INCREASING ROLE IN SHAPING THE CORPORATIONS<br />

IS<br />

CONSCIENCE AND APPLIES THE BEHAVIORAL SCIENCES MORE<br />

SOCIAL<br />

PALEY, NORTON<br />

0976<br />

A PROMOTION STRATEGY<br />

PLANNING<br />

ADVERTISING AND SALES PROMOTION VOL 15, 8, AUGUST, 1967,<br />

ARTICLE PRESENTS A SYSTEMATIC WAY OF APPROACHING<br />

THIS<br />

PROBLEM IHAT SHOULD HELP 70 INCREASE EFFICIENCY<br />

MARKETING<br />

TO MAKE SURE THAT EVERYBODY KNOWS WHAT EVERYBODY ELSE IS<br />

AND<br />

DEFINITIONS DISTINGUISH STRATEGY AND TACTICS,<br />

DOING<br />

OUT THAT STRATEGY CONCERNS WHAT TO DO AND TACTICS<br />

POINTING<br />

HOW 70 DE IT THE BENEFITS OF DEVELOPING A<br />

CONCERNS<br />

PLAN ARE PRESENTED ALONG WITH A SUGGESTED OUTLINE<br />

MARKETING<br />

DEVISING THE PLAN IN GENERAL, A MARKETING PLAN<br />

FOR<br />

MARKETING GOALS AND DEVELOPS A STRATEGY FOR<br />

SPECIFIES<br />

THEM MARKETING PLANS CAN BE AS DETAILED AS<br />

ATTAINING<br />

AND SPECIALIZED FOR EACH SITUATION, BUT THE BENEFITS<br />

DESIRED<br />

THE SAME<br />

ARE<br />

BRGWN, DOUGLAS B<br />

097<br />

PRACTICAL PROCEDURE FOR MEDIA SELECTION<br />

A<br />

JOURNAL OF MARKETING RESEARCH VOL IV, AUGUST 1967, 8P<br />

PRINCIPLE OF INCREMENTAL ANALYSIS AS APPLIED TO<br />

THE<br />

SELECTION PROBLEMS IS EXAMINED BY ILLUSTRATING SOME<br />

MEDIA<br />

PROBLEMS ALTHOUGH THESE EXAMPLES ARE<br />

MAGAZINE-SELECTION<br />

THE METHOD CAN BE EXTENDED TO HANDLE MORE CGMPLEX<br />

SIMPLE,<br />

PROBLEMS INCREMENTAL ANALYSIS CAN BE APPLIED TU BOTH PRINT

BROADCAST MEDIA CAMPAIGNS, BUT IT IS MCST SUITABLE FOR<br />

AND<br />

PRINT ADVERTISING<br />

SCHEDULING<br />

COHEN, JOEL B.<br />

09?8<br />

ORIENTATION TO STUDY OF CONSUMER BEHAVIOR<br />

INTERPERSONAL<br />

OF MARKETING RESEARCH VGL IV, AUGUST 1967e 9P<br />

JOURNAL<br />

DECISION<br />

MAKING,<br />

INTEGRATED FRAMEWORK FOR STUDYING INTERPERSONAL<br />

AN<br />

OF CONSUMER DECISION MAKING IS PRESENTEC THE<br />

ASPECTS<br />

DESCRIBES A SCALE FCR MEASURING A PERSONS<br />

ARTICLE<br />

ORIENTATIONS A STUDY IS REPORTED THAT<br />

INTERPERSONAL<br />

RELATIONSHIPS BETWEEN THESE TRAITS AND PRODUCT AND<br />

EXAMINES<br />

CHOICES<br />

MEDIA<br />

ANGNYMOUS<br />

09T9<br />

NEED TO TRAIN AND RE-EDUCATE<br />

THE<br />

MANAGEMENT VCL.28, NO 8, AUGUSTt I967, 15P.<br />

ADMINISTRATIVE<br />

JOB-DEMAND, ECUCATE<br />

ORGANIZATION,<br />

NEED TO TRAIN AND EDUCATE EXISTS IN EVERY<br />

THE<br />

AND CAN ONLY GROW REASONS FOR THIS ARE<br />

ORGANIZATION<br />

COMPUTER AND ITS SPAWN OF INCREASING<br />

THE<br />

-2- THE FASTER PACE OF CHANGE.-3- THE INABILITY<br />

SUBSYSTEMS<br />

MANY BUSINESS SCHOOLS TO ADEQUATELY PREPARE STUDENTS FOR<br />

OF<br />

JOB-DEMAND THEY WILL ENCOUNTER 4 THE NEGRO AND THE<br />

THE<br />

REVOLUTIONS -S- A NEED OF MORE PEOPLE IN GENERAL<br />

POVERTY<br />

OF A GROWING ECONOMY. EVIDENCE SHOWS THAT THE<br />

SYMPTOM<br />

CREATES MORE JOBS THAN IT ELIMINATES.<br />

TECHNOLOGY<br />

CLELAND, D<br />

C980<br />

PROJECT AUTHORITY<br />

UNDERSTANDING<br />

HORIZONS, VOL IO NO I, SEPTEMBER 1967, 8P.<br />

BUSINESS<br />

MANAGEMENT -MOLDING THE ORGANIZATION AROUND A<br />

PROJECT<br />

TASK DR PROJECT- IS THE CONCEPT THAT HAS BEEN<br />

SPECIFIC<br />

TO DEAL WITH SITUATIONS WHERE PROOUGTION AND<br />

DEVELOPED<br />

STRATEGY FOR NEW PRODUCTS DO NDT FIT INTO A PURELY<br />

MARKETING<br />

TYPE OF ORGANIZATION THE PURPOSE OF THIS ARTICLE<br />

FUNCTIONAL<br />

TO EXAMINE THE AUTHORITY OF THE PROJECT MANAGER,<br />

IS<br />

IN CONTRAST TO THAT OF THE TRADITIONAL<br />

PARTICULARLY<br />

MANAGER THIS IS A SUBJECT INCGMPLETELY DEALT<br />

BUREAUCRATIC<br />

IN CONTEMPORARY LITERATURE.<br />

WITH<br />

ROLE OF THE PROJECT MANAGER WILL BE CRUCIAL IN THE<br />

THE<br />

AHEAD PROJECT MANAGEMENT MUST NOT ONLY FACILIATE THE<br />

YEARS<br />

AND ACQUISITION GF MAJOR MILITARY WEAPONS, BUT<br />

DEVELOPMENT<br />

TECHNIQUES WILL CONTINUE TO SPREAD IN THE NGNOEFENSE<br />

THE<br />

AS WELL. FINALLY, PROJECT MANAGEMENT WILL CHANGE<br />

INDUSTRIES<br />

RELATIONSHIPS FOUND IN THE TRADITIONAL PYRAMID<br />

THE<br />

SIRUCTURES<br />

ORGANIZATION<br />

NUNLISI FRANK<br />

CgBI<br />

TIME POWER.'<br />

WANTED-EXECUTIVE<br />

DUNS REVIEW VOL 90, NO 4, OCT I967,<br />

IS THE CONTENTION OF THE AUTHOR THAT SO CRITICAL IS<br />

IT<br />

AVAILABILITY TO THE CHIEF EXECUTIVE BECOME THAT HE HAS<br />

TIME<br />

BUSINESS GETTING INVOLVED IN DAY-TO-DAY DECISIONS. hE IS<br />

NO<br />

FOR THE FUTURE CF THE COMPANY HE MUST CONSIDER<br />

RESPONSIBLE<br />

WHOLE SOCIETY AND GRAPPLE WITH SUCH PROFOUND QUESTIONS<br />

THE<br />

THE CHARACTER AND COMPOSITION OF THE ECONOMY OF TOMORROW<br />

AS<br />

THE ROLE OF BUSINESS<br />

AND<br />

UTILIZING THE COMPUIER THE AUTHOR OFFERS A THREE<br />

BY<br />

PLAN AS A POSSIBLE SOLUTION IN CONCLUSION THE CHIEF<br />

STEP<br />

MUST REMEMBER ONLY WHAT IS TIMELY AND ACCURATE SO<br />

EXECUTIVE<br />

CAN SUCCESSFULLY PLOT THE FUTURE DIRECTION DF THE<br />

HE<br />

COMPANY<br />

HODGE, C C WETZEL, R<br />

0982<br />

WORKERS AND UNDEREMPLCYMENT<br />

SHORI<br />

MONTHLY LABOR REVIEW VOL 90, NO 9, SEPT I967t<br />

WORKWEEKS ONE FORM OF UNDEREMPLOYMENT-<br />

REDUCED<br />

A SERIOUS ECONOMIC AND SOCIAL PROBLEM, EVEN IN A<br />

CONSTITUTES<br />

OF HIGH EMPLOYMENT AND RECORD EARNINGS THE PERSONAL<br />

PERIOD<br />

SOCIAL LOSS RESULTING FROM SHORT WORKWEEKS VARIES<br />

AND<br />

AT ONE EXTREME ARE WORKERS DRAWING ADQUATE PAY WHO<br />

SHARPLY<br />

ON FULL-TIME SCHEDULES DURING MOST OF THE YEAR, OR ARE<br />

ARE<br />

TO FULL-TIME EMPLOYMENT<br />

MOVING<br />

THERE IS A SIZABLE BUT AMORPHOUS GROUP OF<br />

NEXT<br />

EARNERS ABOUT ONE-THIRD OF THOSE WORKING PART<br />

SECONDARY<br />

FOR ECONOMIC REASONS ARE COMPOSED MAINLY CF SINGLE<br />

TIME<br />

AND MARRIED WOREN LIVING WITH THEIR hUSBANDS THE<br />

YOUNGSTERS<br />

ARE EMPLOYED BUT WITH THE LOW HOURLY AND WEEKLY<br />

REMAINDER<br />

FEW HOURS OF WORK AND LITTLE IF ANY OPPORTUNITY<br />

EARNINGS,<br />

ADVANCEMENT.<br />

FOR<br />

ANONYMOUS<br />

0983<br />

OTHER EMPLOYEES IN THE SCHCOL NON-TEACHER BARGAINING<br />

THE<br />

LABOR REVIEW VOL 90, NO 9, SEPT 1967<br />

MONTHLY<br />

PERSONNEL ORGANIZATION, EDUCATIONAL,<br />

PROGRAMS<br />

ADMINISTRATION<br />

PERSONNEL PROGRAMS IN SCHOOLS SHOULD BE DESIGNEC<br />

GOOD<br />

STIMULATE COHESION RATHER THEN TO ACCENTUATE DIFFERENCES<br />

TO<br />

SCHOOL EMPLOYEES THE TEACHERS, DOCTDR NURSEe CAFETERIA<br />

ALL<br />

AND CUSTODIAN ARE PART OF THE EDUCATIONAL TEAM WHICH<br />

WORKER<br />

AIMING AT MAXIMUM EDUCATIONAL RESULTS<br />

IS<br />

POINTS SHOULD BE MADE FIRST, DECISIVENESS DESTROYS<br />

TWD<br />

AND HARMS EDUCATIONAL EFFORT SECCND,<br />

TEAMWORK<br />

WHEN CARRIED INTO THE FIELD OF EMPLOYEE<br />

SEPARATIVENESS<br />

DESIROYS THE PCSSIBILITY OF SOUND PERSONNEL<br />

ORGANIZATION<br />

TECHNIQUES FOR ALL SCHOOL EMPLOYEES<br />

ADMINISTRATION<br />

ANONYMOUS<br />

0984<br />

CRITIQUE OF COST-BENEFIT ANALYSES OF TRAINING<br />

A<br />

LABOR REVIEW VOL 90 NO.9 SEPT. [967 ?P<br />

MONTHLY<br />

PROGRAMS, MANPOWER EVALUATION ANALYSES,<br />

TRAINING,<br />

AOMINISTRATION<br />

SUPPORT OF IIS REQUEST TO THE MANPOWER<br />

IN<br />

FOR FUNDING A BENEFIT COST-ANALYSIS OF<br />

ADMINISTRATION<br />

THE RURAL POOR UNDER THE MANPOWER IMPROVEMENT<br />

TRAINING<br />

COMMUNITY EFFORI PROJECT, THE NORTH CAROLINA FUND<br />

THROUGH<br />

A CRITIQUE OF PAST ATTEMPTS TG MEASURE THE<br />

SUBMIIIEO<br />

OF TRAINING PROGRAMS<br />

EFFECTIVENESS<br />

PREPARED BY RESEARCH ECONOMIST DAVID D SEWELL UNDER<br />

172<br />

TITLEt -TRAINING THE POCR RATIONALE FOR A BENEFIT COST<br />

THE<br />

OF MITCE- THE STUDY ILLUMINATES THE CIFFICULTIES<br />

EVALUATION<br />

IN MEASURING THE RETURNS FROM TRAINING ACCRUING<br />

ENCOUNTERED<br />

THE INDIVIDUAL, SOCIETY, AND GOVERNMENT PORTIONS OF THE<br />

TO<br />

ARE GIVEN IN THIS ARTICLE, WITH ONLY MINOR EDIIORIAL<br />

REPORT<br />

TO PROVIDE TRANSITICNS<br />

CHANGES<br />

ANONYMOUS<br />

0985<br />

AND CONTRDL DF RESEARCH AND DEVELOPMENT<br />

PLANNING<br />

ACTIVITIES<br />

PRICE WATERHOUSE REVIEW VOL 12, NO 2, SUMMER, 1967 7P<br />

THE<br />

PROGRAM, PLANNING ORGANIZATIONt CONTROL, R-+-O<br />

RULES,<br />

GROWTH OF RESEARCH AND DEVELOPMENT ACTIVITIES<br />

THE<br />

THE PAST TWO DECADES HAS BEEN TREMENDOUS THE GROWTH<br />

DURING<br />

ARE LIKELY TD CONTINUE AS R÷D BECOMES AN EVEN MORE<br />

PATTERNS<br />

PART OF THE ECDNDMY<br />

IMPORTANT<br />

ARTICLE CONTENDS ThAT THE VERY NATURE OF R+D WORK<br />

THE<br />

DIFFICULTIES IN THEIR PLANNING AND CONTRCL IN THE<br />

CAUSES<br />

MANAGEMENT HAS RELIED HEAVILY ON SUBJECTIVE METHODS<br />

PAST,<br />

RULES OF THUMB TO COPE WITH THESE PROBLEMS<br />

AND<br />

ARE STEPS AND GUIDELINES FOR PLANNING AND<br />

OFFERED<br />

R+D PROGRAMS INCLUDED ARE ORGANIZATION CHARTS<br />

CONTROLLING<br />

WHERE THE PROGRAM SHOULD FIT THE R÷D DEVELOPMENT<br />

DEPICTING<br />

PLUS AN ORGANIZATION CHART FOR THE R÷D<br />

STRUCTURE,<br />

DEPARTMENT<br />

EUGENE E KACZKA KIRK, RGY V<br />

OgB6<br />

CLIMATE, WORK GROUPS ORGANIZATIONAL PERFORMANCE<br />

MANAGERIAL<br />

SCIENCE UARTELY VOL.12, NO 2 SEPT Ig6T,<br />

ADMINISTRATIVE<br />

20P<br />

LARGE-SCALE COMPUTER MODEL WAS DEVELOPED WHICH<br />

A<br />

AN EMPIRICALLY BASED MODEL OF WORK GROUPS AND<br />

INTEGRATED<br />

WITH A BEHAVIORAL THEORY OF THE FIRM THIS MODEL WAS<br />

FOREMEN<br />

USED TO INVESTIGATE A SET OF HYPOTHESES ABOUT THE<br />

THEN<br />

OF MANAGERIAL CLIMAIE N ORGANIZATIONAL PERFORMANCE<br />

EFFECTS<br />

RESULTS INDICATE THAT UNDER SPECIFIC DIMENSIONS OF<br />

THE<br />

CLIMATE WDRK GROUPS CAN HAVE MARKED EFFECTS ON<br />

MANAGERIAL<br />

PERFORMANCE, SUGGESTING THE NEED FOR FURTHER<br />

ORGANIZATIONAL<br />

ON THE INCCRPORATIGN CF MODELS OF THE LOWER LEVELS<br />

RESEARCH<br />

ORGANIZATIONS IN BEHAVIORAL THEORY OF THE FIRM<br />

OF<br />

GALBRAITH, JAY R<br />

OgBT<br />

USE OF SUBORDINATE PARTICIPATION IN DECISION-MAKING<br />

THE<br />

JOURNAL OF INDUSTRIAL ENGINEERING VCL 18, NO 9, SEPT<br />

THE<br />

P.<br />

I96T,<br />

ARTICLE DISCUSSES THE PARTICIPATION CF OPERATIVE<br />

ThlS<br />

IN DECISION-MAKING AS A VARIABLE INFLUENCING<br />

WORKERS<br />

EXPERIMENTS OF PRODUCTIVITY INCREASES ARE<br />

PERFORMANCE<br />

AND SOME VARIANTS OF PARTICIPATION WHICH<br />

REVIEWED,<br />

AFFECT DECISION QUALITY AND MOTIVATION ARE<br />

DIFFERENTIALLY<br />

CONSIDERED<br />

EUSTON, ANDREW F.<br />

988<br />

SELECTION FOR NEW BANK BUILDINGS<br />

SITE<br />

BANKING, VOL 60, ND Q, OCTOBER I, 1967 2P<br />

ARTICLE OFFERS GUIDELINES FOR SELECTING A SITE AN[<br />

THIS<br />

OUT PLANS FOR A NEW BANK BUILDING HEAVY EMPHASIS IS<br />

LAYING<br />

ON THE GREAI EFFECT THE AUTOMOBILE HAS HAD ON<br />

PLACED<br />

HIGHLIGHTED ARE THE PROBLEMS THAT MUST BE OVERCOME<br />

BANKING<br />

LAYING OUT A PARKING LOT COMMENTED ON IS THE GROWING<br />

IN<br />

OF THE DRIVE-IN TELLER, AND SOME CF THE<br />

SIGNIFICANCE<br />

IMPROPER LOCATION CAN CAUSE THE AUTHOR<br />

DIFFICULTIES<br />

THAT THE MOST IMPORTANT TRAFFIC FLOW, IS THE FLOW<br />

CONCLUDES<br />

THE BANK<br />

INSIDE<br />

ANONYMOUS<br />

0989<br />

REQUIREMENTS FOR COMPUTER MANUFACTURING<br />

SKILL<br />

LABOR REVIEW,VDL 90,NO 9,SEPT ,1967. P<br />

MONTHLY<br />

PERSONNEL, INFORMATION<br />

PROGRAM,<br />

DEVELOPMENT AND RAPID AOPTION OF ELECTRIC<br />

THE<br />

FOR DATA PROCESSING AND PROBLEM SOLVING HAS HAD<br />

COMPUTERS<br />

COVERAGE IN THE PRESS FOR THE PAST SEVERAL YkARS<br />

EXTENSIVE<br />

STATISTICAL INFORMATION HAS BEEN AVAILABLE PILOT<br />

LITTLE<br />

IN A NEW BUS PROGRAM TD COLLECT FROM EMPLOYERS<br />

WORK<br />

ON EMPLOYMENT BY GCCUPATIDN FOR CLERICAL AND<br />

INFORMATION<br />

WORKERS HAS BEEN COMBINED WITH A SPECIAL /ABULA[ION<br />

MANUAL<br />

DATA FROM THE BUREAUS REGULAR SURVEY OF THE EMPLOYMENT OF<br />

OF<br />

ENGINEERS, ANO TECHNICAL PERSONNEL TO PROVIDE<br />

SCIENTISTS,<br />

DATA THIS REPORT PROVIDES THAT DATA<br />

INITIAL<br />

RAMOND, CHARLES SLACK, CHARLES<br />

C990<br />

TO A SECOND REVOLUTION, THE COMPUTER AS BUDCY<br />

KEY<br />

JOURNAL OF WORLD BUSINESS VOL 2t NO.5, SEPT -OCT<br />

COLUMBIA<br />

8P<br />

196T,<br />

ANALYTIC<br />

PROGRAMMERS,<br />

PROGRAMMERS FUNCTION AS A KIND OF PRIESTHOOD,<br />

COMPUTER<br />

BETWEEN THE SLIGHTLY TERRIFYING HARDWARE AND THE<br />

MEDIATING<br />

MULIITUDE FINE FOR THE PROGRAMMERS BUT THIS<br />

UNINITIATED<br />

CONFINES THE MACHINE TO ANALYTIC PYROTECHNICS<br />

EXCLUSIVENESS<br />

DENIES IT THE VITAL ROLE OF DATA GATHERER TO IMPROVE<br />

AND<br />

RAIHER PRIMITIVE METHODS OF DATA COLLECTION, WE MUST<br />

OUR<br />

CONTRIVE TO GET THE COMPUTER WHERE THE ACTION IS IN<br />

SOMEHOW<br />

WORDS, RAPPORT MUST BE BUILT BETWEEN MONOLITH AND<br />

OTHER<br />

DATA SUPPLIER SAY THE HOUSEWIFE A SIMPLE<br />

RANK-AND-FILE<br />

SYSTEM MAY DO THE TRICK HANDSOMELY<br />

REWARD<br />

BISHOP JR WILLARD HUGHES, G DAVID<br />

Oggl<br />

QUANTITATIVE AIDS TO MERCHANDISE MANAGEMENT<br />

SOME<br />

JOURNAL OF RETAILING, VOL 4, ND B, FALL 1967 lip<br />

IS THE AUTHGRS BELIEF THAT THE MERCHANDISE MANAGER<br />

IT<br />

A DEPARTMENT STORE FACES A TASK SIMILAR TO IHAT OF THE<br />

OF<br />

MANAGER OF A FACTORY THE SIMILARITIES OF THESE<br />

PRODUCTION<br />

JOBS SUGGESTS THAT IT MAY BE PROFITABLE TO CUESTION<br />

TWO<br />

LINEAR PROGRAMING, A OECISION-MAKING TOOL USEC<br />

WHETHER<br />

BY PRODUCTION MANAGERS, MIGHT BE USEFUL IN<br />

SUCCESSFULLY<br />

THE PROBLEMS FACED BY MERCHANDISE MANAGERS PERHAPS<br />

SOLVING<br />

A CCNCEPT FAMILIAR TO ECONOMISTS, MIGHT BE THE<br />

ELASTICITY,<br />

TOOL<br />

BETTER<br />

ARTICLE DEALS WITH THE ADOPTION OF THESE CONCEPTS<br />

THE

AIDS FOR THE RETAILER II CONCLUDES THAT QUANTITATIVE<br />

AS<br />

CAN GREATLY HELP THE MERCHANDISE MANAGERS DECISION<br />

TDCLS<br />

YET THEY ARE SUBJECT TO LIMITATIONS TFUS THE<br />

PROCESS,<br />

IS NOT ABOUT TG REPLACE THE MERCHANDISE MANAGER,<br />

COMPUTER<br />

IT CAN FREE HIM DF ROUTINE TASKS<br />

BUT<br />

ANENYMGLS<br />

0992<br />

AND QUARTERBACKS<br />

COMPUTERS<br />

REVIEW, VOL 90,N0.3, SEPTEMBER 1967<br />

DUNS<br />

INNOVATION, ANALYSIS<br />

JOB,<br />

HAVE NOW MADE THEIR ENTRY INTO ThE WORLD OF<br />

COMPUTERS<br />

FOOTBALL A MANHATTAN-BASEG COMPANY, COMPUTER<br />

PROFESSIONAL<br />

INC. HAS DEVICED A SYSTEM WHICH PERMITS A<br />

APPLICATIONS<br />

METHOD FOR THE PROFESSIONAL TEAMS TO SCCUT COLLEGE<br />

UNIFORM<br />

PLAYERS<br />

FOCTBALL<br />

CAI ANALYSIS HAS READILY BEEN ADCPTED BY EVERY TEAM<br />

THE<br />

THE LEAGUE. THIS HAS PERMITTED A MORE COMPLETE SCOUTING<br />

IN<br />

AT REDUCTIONS IN COST IHIS INNOVATION APPEARS TO HAVE<br />

JOB<br />

A LONG EXISTING PROBLEM<br />

SOLVED<br />

ROSENZWEIG, J E.<br />

CPg3<br />

AND MANAGEMENT SCIENTISTS, TWO CULTURES<br />

MANAGERS<br />

BUSINESS HORIZIDNS, VOL 10, NO 3, FALL 1967 ?P<br />

DIFFERENT VALUE SYSTEMS, APPROACHING TWO<br />

SIGNIFICANTLY<br />

PROVIDE THE SETTING FOR THE RELATIONSHIP BETWEEN<br />

CULTURES,<br />

AND MANAGEMENT SCIENTISTS TECHNICAL JARGON<br />

MANAGERS<br />

RATHER IHAN PROBLEM CRIENTATICN, AND LACK OF<br />

TECHNIQLE<br />

TO TOP LEVEL DECISIONS HAVE HAMPERED THE<br />

ATTENTICN<br />

OF RESEARCH FINDINGS. AS A RESULT, MANAGERS<br />

IMPLEMkNTATION<br />

RELUCTANT TO ADOPT MANY FINDINGS THAT HAVE PROVED TO BE<br />

SEEM<br />

PROGRESS WILL OEPEND CN MUTUAL UNDERSTANDING, THE<br />

VALID<br />

TO EMPATHIZE, AND A SINCERE RESPECT FOR EACH OTHERS<br />

ABILIIY<br />

MANAGERS NEED MORE UNDERSTANDING OF TOOLS AND<br />

ENDEAVORS<br />

RESEARCHERS NEED MORE UNDERSTANDING OF THE<br />

TECHNIQUES,<br />

OF THE MANAGERIAL ENVIRONMENT EMPIRICAL<br />

COMPLEXITY<br />

IS ONE MEANS OF GAINING REALISM HAVING OPERATION<br />

ENRICHMENT<br />

LEAD THE REASEARCH TEAM ELICITS DIALOGUE, PROMOTES<br />

MANAGERS<br />

UNDERSTANDING AND INCREASES THE PROBABILITY OF<br />

MUTUAL<br />

THE FINDINGS<br />

IMPLEMENTING<br />

TANNENBAUM, P H MCLEOD, M<br />

C994<br />

THE MEASUREMENT OF SOCIALIZATION<br />

ON<br />

PUBLIC OPINION QUARIERLY, VCL 31, NO I, SPRING 196T, 11P.<br />

STUDY OF SOCIALIZATION HAS LACKED A CONSISTENT<br />

THE<br />

THAT WOULD PERMIT COMPARISONS AMONG STUDIES<br />

METHODOLOGY<br />

GENERAL AND WIDELY APPLICABLE MEASURES ARE NEEDED IF<br />

MORE<br />

PROCESS OF SOCIALIZATION IS TO BE FULLY AND<br />

THE<br />

INVESTIGATED THIS PAPER PRESENTS A SET OF<br />

APPROPRIATELY<br />

MEASURES INDEXING VARIOUS ASPECTS OF COGNITIVE<br />

RELATED<br />

AS PART OF THE SOCIALIZATICN PROCESS IN ORDER TO<br />

CHANGE<br />

THE DEGREE OF SOCIALIZATION, THE DEVELOPMENT OF ONE<br />

ASSESS<br />

MORE INDICES OF COMMUNAIITY BETWEEN ROLE ASPIRANTS AND<br />

OR<br />

ROLE INCUMBENT GROUPS IS REQUIRED WHEN BOTH THESE<br />

THE<br />

JUDGE THE SAME SET OF CCNCEPTS AND THE SAME SET OF<br />

GROUPS<br />

DIFFERENTIAL SCALES, THE DEGREE OF COMMUNALITY<br />

SEMANTIC<br />

THE TWO GROUPS MAY BE INDEXED BY A NUMBER OF<br />

BETWEEN<br />

OF BETWEEN GROUP SIMILARITY IN ADDITICN, INDICES<br />

MEASURES<br />

SIMILARITY WITHIN A GROUP ARE AVAILABLE<br />

OF<br />

WESP, ROBERT E<br />

Cg5<br />

WORK MEASUREMENT DEAD<br />

IS<br />

INSURANCE NEWS VOL 6B, NO 7 NOV 1967, 5P<br />

BESTS<br />

APPRAISAL<br />

PERFORMANCE<br />

THE READILY ACCEPTANCE OF THE COMPUTER MANY<br />

WITH<br />

ARE RE-EXAMINING THEIR FUNCTIONS. A COMPUTER IS<br />

MANAGERS<br />

TO REDUCE COSTS PROVIDED THE COMPANYS ELECTRONIC STAFF<br />

SURE<br />

INSLRE PROPER CCMPUTER APPLICATION<br />

CAN<br />

EXECUTIVES ARE READY TO DO AWAY WITH THE<br />

MANY<br />

TOOLS OF WORK MANAGEMENT-TIME STANDARDS,<br />

TRADITIONAL<br />

REPORTS AND STAFFING CONTROLS THE AUTHOR<br />

PERFORMANCE<br />

THE SOLUTION IS NOT THIS SIMPLE HE OFFERS<br />

BELIEVES<br />

AND GLIDES OF HOW TRADITIONAL APPROACHES CAN<br />

EXPLAINATIONS<br />

BETTER UTILIZED DURING THE TIME SEGMENTS REGARDING THE<br />

BE<br />

OF THE PROPOSED COMPUTER SYSTEM DURING THE<br />

DEVELOPMENT<br />

OF INSTALLYNG THE COMPUTER AND DURING THE PAST<br />

PERIOD<br />

PERIOD<br />

INSTALLATION<br />

DO,TELL, W<br />

cPg6<br />

THROUGH THE COMPUTER.'<br />

AUGITING<br />

JOURNAL OF ACCOUNTANCY, VCL 120, 5, NCVEMBER 1965, 6 PP<br />

THE<br />

OPERATIONS-RESEARCH<br />

MOST FREQUENTLY SUGGESTED PROGRAMS FOR AUDITING<br />

THE<br />

THE COMPUTER INVOLVE THE USE OF TEST DECKS THESE<br />

THROUGH<br />

TO TEST THE CORRECTIVENESS OF PROGRAMS THE CASE<br />

FUNCTION<br />

USING TEST DECKS F&R AUCITING PURPCSES IS VERY POWERFULo<br />

FOR<br />

ALTERNATIVE APPROACH IS THE USE OF A MODEL OR OPER-'<br />

AN<br />

TECHNIQUE THIS APPROACH FOLLOWS THIS REA-'<br />

ATIONS-RESEARCH<br />

THE AUDITOR IS CONFIDENT THAT HE CAN DESIGN A PRO-'<br />

SONING<br />

SYSTEM WHICH SATISFIES ALL THE NECESSARY DEMANGS OF<br />

CESSING<br />

SYSTEM THE AUDITOR PREPARES A PROGRAM BASED ON THE<br />

THE<br />

OF INTERNAL CCNTROL FOR EACH SEGMENT DF THE ACCOUNTING<br />

MODEL<br />

WHICH IS COMPUTERIZED THE AUTHOR THEN PROCESSES THE<br />

SYSTEM<br />

SUBSTITUTING THE AUDITORS PROGRAM FDR ThE CLIENTS<br />

DATA,<br />

THE AUDITOR NEXT CCMPARES HIS RESULTS WITH THE<br />

PROGRAM<br />

RESULTS<br />

CLIENTS<br />

KOTRBA, R WILLIAM<br />

0S97<br />

STRATEGY SELECTION CHART<br />

THE<br />

JUURNAL OF MARKEIING VCL 30, NO. 3, JULY 1966, 4 PAGES<br />

TO STIMULATE OR EXPAND SELECTIVE DEMAND AND<br />

HOW<br />

PRODUCT DISTINCTIVENESS IS A MAJCR CONCERN<br />

ESTABLISH<br />

MARKETERS TODAY THE STRATEGY SELECTION CHART PRO-'<br />

MOST<br />

A TENTATIVE SCLUTION TO THIS PROBLEM, ALTHOUGH OF<br />

VIES<br />

SUBJECT TO INDIVIDUAL INTERPREIATION<br />

COURSE<br />

CHART IS VALUABLE IN PRESENTING A CCNCEPTUAL<br />

THE<br />

OF THE PROCESS OF STRATEGY SELECTION WITHIN A FRAME-'<br />

VIEW<br />

OF PRODUCT DIFFERENTIATION VERSUS MARKET SEGMENTATIOn<br />

WORK<br />

THE FOLLOWING LIST OF FACTORS CAN BE REVISED,<br />

ALTHOUGH<br />

AND REFINED, IT ILLUSTRATES A SPECIFIC CONCEPT<br />

READJUSTED,<br />

I73<br />

STRATEGY SELECTICN THE FACTORS ARE SIZE OF MARKET,<br />

OF<br />

SENSITIVITY, PRODUCT LIFE-CYCLE, TYPE GF PRO-'<br />

CONSUMER<br />

NUMBER OF CEMPETITORS, AND TYPICAL COMPETITOR<br />

DUCT,<br />

THE RELATIONSHIPS OF THESE OF SIX FACTORS AND<br />

STRATEGIES<br />

EFFECTS UPON MARKETING STRATEGY SELECTION ARE ILLUS-'<br />

THEIR<br />

IN THE STRATEGY SELECTION CHART FIGURE<br />

TRATED<br />

BUJKOVSKY, GUSTAV J<br />

CPg8<br />

LICENSE FOR MANAGERS<br />

A<br />

PERSONNEL JOURNAL, VDL 45, NO 4, APRIL, 1966, PAGE<br />

END THE PRESENT TREND IN INDUSTRY OF REWARDING<br />

TO<br />

OUTSTANDING ENGINEER WITH A MANAGERIAL POSITION OR<br />

AN<br />

THE MEMBERS OF TOP MANAGEMENT AMONG BUODIES,<br />

HANO-PICKING<br />

OF THEIR QUALIFICATIONS OR EXPERIENCE,<br />

REGARDLESS<br />

SHOULD BE LICENSED--THE LICENSE BEING ISSUEO<br />

MANAGERS<br />

THE COMPLETION OF A COMPLEX, WELL-PLANNED COM-'<br />

UPON<br />

EXAMINATION BEFORE A STATE BOARD ALL PUBLICLY<br />

PETITIVE<br />

COMPANIES SHOULD BE RESTRICTED TO THE USE OF LI-'<br />

OWNED<br />

MANAGERS ONLY<br />

CENSE<br />

REQUIREMENT OF A LICENSE FROM A MANAGER IS NOT<br />

-THE<br />

ANY MORE WITH INDIVIDUAL FREEDOM THAN IS THE<br />

INTERFERING<br />

REQUIREMENT OF A PLUMBER ONE OF THE BASIC<br />

LICENSING<br />

FOR THE LICENSING OF PROFESSIONALS HAS ALWAYS BEEN<br />

REASONS<br />

EXCLUSION DF THE AMATEURS AND QUACKS THERE IS NG<br />

THE<br />

SHORTAGE OF ABLE INDIVIDUALS THERE IS A GREAT<br />

REAL<br />

CAPABLE OF PASSING A CCMPREHENSIVE LICENSING<br />

SUPPLY<br />

MOTIVATION TU ACHIEVE TOP PERFORMANCE WILL R[SULT<br />

EXAM<br />

GREER, HOWARD C<br />

0999<br />

FOR WIDGETS.<br />

ANYONE<br />

JOURNAL OF ACCOUNTANCY VOL 121, 4 APRIL, 1966 8P<br />

THE<br />

THERE A BASIC PHILOSOPHICAL WEAKNESS IN COST AC-'<br />

IS<br />

IN ANALYZING THE OPERATIONS OF THE MYTHICAL<br />

COUNTING<br />

WIDGET CCMPANY, THE AUDITORS TELL THE OWNER<br />

WAXAHATCHIE<br />

HIS FIRSI YEAR OF OPERATION THAT HE HAS INCURRE A<br />

AFTER<br />

OF 30,000 DGLLARS THE AUTHOR OF THE ARTICLE<br />

DEFICIT<br />

HE HAS A DEFICIT OF gO,O00 DOLLARS THE DIS<br />

MAINTAINS<br />

APPEARS TO BE IN TEE DIFFERENT METHODS OF COST<br />

CREPANCY<br />

IS SUCH A VARIANCE ACCEPTABLE. IN THIS FABLE<br />

ACCOUNTING<br />

AUTHOR ATTEMPTS TO CLARIFY TH[S ISSUE<br />

THE<br />

ADDITION TO TWO MAJOR CONCEPTS WIIH REGARD TO IHE<br />

IN<br />

REFLECTED IN THE INVENTORY AND THE PRICE AT WHICH THE<br />

COST<br />

IS SOLD THE FOLLOWING IMPORTANT CGROLLARY IS<br />

ARTICLE<br />

THE STANDARD COST EMPLOYED FOR PRICE-FIGURING,<br />

EMPHASIZED-<br />

INVENTORY VALUAT[ON, AND FOR EFFICIENCY MEASUREMENT<br />

FOR<br />

BE THE SMALLESI OUTLAY CONCEIVABLE UNDER THE BEST<br />

SHOULD<br />

CONDIIIONS<br />

IMAGINABLE<br />

OSRY, BARRY<br />

ICO0<br />

THE AIR IN HUMAN RELATIONS<br />

CLEARING<br />

BUSINESS HORIZONS VOL 9, nO I, SPRING, 1966, 12 PAGES<br />

IMPORTANT QUESTION FOR MANAGERS TO CONSIDER IS<br />

AN<br />

DEGREE OF HONESTY FOUND IN THEIR WORK RELATIONSHIPS<br />

THE<br />

ARE STRONG FEELINGS TOWARD A PERSON OR<br />

SPECIFICALLY,<br />

HONESTLY EXPRESSED OR ARE THEY DENIED OR IGNORE.<br />

GROUP<br />

FEELINGS ARE A PART OF ORGANIZATIONAL LIFE, THEY<br />

ALTHOUGH<br />

OFTEN DISVALUED, AND THEIR SUPPRESSION HINDERS THE<br />

ARE<br />

OF ORGANIZATIONAL GOALS<br />

ACHIEVEMENT<br />

THIS PAPER THE AUTHOR OESCRIBES TWO STYLES BY WHICH<br />

IN<br />

REACT TO THEIR OWN FEELINGS THE FIRST, THE<br />

MANAGERS<br />

PAITERN, WILL BE RECOGNIZED AS THE TYPICAL DR-'<br />

AVOIDANCE<br />

STYLE, BASED ON THE ASSUMPTION THAT FEELINGS<br />

GANIZATIONAL<br />

EITHER IRRELEVANT OR DISRUPTIVE OF SMOOTH ORGANIZATIONAL<br />

ARE<br />

THE SECOND STYLE, PROBLEM-ORIENTED FEEDBACK,<br />

FUNCTIONING<br />

AIYPICAL OF ORGANIZATICNAL LIFE, IS BASED CN THE<br />

MORE<br />

THAT MANAGERIAL CEVELOPMENT AND GROUP PROBLEM<br />

ASSUMPTION<br />

DETERIORATE IN CLIMATES OF SUPPRESSED FEELINGS<br />

SOLVING<br />

MENKHAUS EDWARD<br />

I001<br />

CONTROL WHERE THE ACTION IS.'<br />

INTERLOC-<br />

BUSINESS AUTOMATION VOL 13, T JULY, TO66 7P<br />

TOTALLY INTEGRATED REAL-TIME MAN-'<br />

LOCKHEED-GEORGIAS<br />

CONIROL SYSTEM ALLOWS THEM TD MANAGE THE BUSINESS,<br />

AGEMENT<br />

JUST ACCOUNT FOR IT WHILE GEARED TO THE NEEDS OF THE<br />

NOT<br />

COMPANY, THE PRINCIPLES OF THE SYSTEM CAN BE AP-'<br />

AEROSPACE<br />

WHEREVER FAST DECISIONS ARE NEEDED TO CONTROL A MUL-'<br />

PLIED<br />

OPERATICN.<br />

TIPHASE<br />

AND IMPLEMENTATION OF THE TOTAL SYSTEM IS<br />

DEVELOPMENT<br />

THROUGH FIVE PLAIEAUS THE FIRST PLAIEAU, SYSTEMS<br />

PROCEEDING<br />

MANAGEMENT, IS ABLE TO TELL AN ENGINEER EACH<br />

ENGINEERING<br />

AND FUNCTION OF THE AIRCRAFT WHICH WIll BE AFFECTED BY<br />

PART<br />

PARTICULAR PART HE IS WCRKING ON THE SECOND PLATEAU<br />

THE<br />

AUTOMATICALLY PREPARE PURCHASE ORDERS PLATEAU THREE,<br />

WILL<br />

FOR COMPLETION IN 1967, WILL INCREASE THE EFFECT-'<br />

SCHEDULED<br />

OF PRODUCTICN, MATERIAL, AND COST CONTRCLS PLATEAU<br />

IVENESS<br />

WILL IMPLEMENT DATA COLLECTION, ANALYSIS, AND INFORM-'<br />

FOUR<br />

DISSEMINATION CAPABILITIES THE FIFTH PLATEAU WILL<br />

ATION<br />

A COMPREHENSIVE NETWORK OF FINANCIAL CONTROLS<br />

FACILITATE<br />

BOWLIN, OSWALD D<br />

ID02<br />

DECISION A SPECIAL CASE IN CAPITAL BUDGETING<br />

REFUNDING<br />

JOURNAL OF FINANCE VDL 21, MARCH 1966 IP<br />

THE<br />

STUDY HAS FOUND THAT THE INVESTMENT REQUIRED TO<br />

IHIS<br />

DEBT SHOULD BE ANALYZED DIFFERENTLY FROM ORDINARY<br />

REFUND<br />

IN OPERATING ASSETS REFUNDING WILL BE PROFIT-'<br />

INVESTMENTS<br />

WHENEVER THE RATE OF RETURN OE NET CASH INVESTMENT IS<br />

ABLE<br />

THAN THE COST OF DEBT CAPITAL TO THE FIRM IF IHE<br />

GREATER<br />

VALUE METHOD IS USEG AS THE ANALYTICAL TOOL, FUTURE<br />

PRESENT<br />

SAVINGS FROM REFUNDING SHOULD BE DISCOUNTED AT THE<br />

INTEREST<br />

OF DEBT, NORMALLY THE NET YIELO ON THE REFUNGING BOND.<br />

COST<br />

THIS ARTICLE SEVERAL APPROACHES ON MEASURING<br />

IN<br />

SAVINGS IN BOND REFUNDING RECOMMENDED IN THE FINA<br />

INTEREST<br />

LITERATURE ARE PRESENTED AND THEN COMPARED. ALSO, AN<br />

NCIAL<br />

IS MADE TO DETERMINE THE BEST ANALYTICAL TECHNIQUE<br />

ATTEMPT<br />

USE IN MEASURING INTEREST SAVINGS FINALLY, THE PROFIT<br />

FOR<br />

OF THE 1962-1963 REFUNDINGS BY PUBLIC UTILITIES IS<br />

ABILITY

BY USE OF THE ANALYTICAL TECHNIQUE FGUND TO BE<br />

DETERMINED<br />

CORRECT<br />

BLOCK, A.C BRONER, MoA PETERSON E.L<br />

lC03<br />

MANAGERS GUIDE TO SYSTEM ANALYSIS<br />

THE<br />

MANAGEMENT REVIEW VCL 56 NO 12, DEC 1967, liP.<br />

ARE OFIEN CALLED ON TO MAKE THE FINAL DECISION<br />

MANAGERS<br />

WHETHER A PROPOSED NEW SYSTEM SHOULD BE DEVELOPED<br />

ON<br />

MANAGERS USUALLY HAVE A LIMITED KNOWLEDGE IN THIS<br />

BECAUSE<br />

MANY DEPEND COMPLETELY ON THE ADVICE OF THEIR SYSTEMS<br />

AREA,<br />

IN SUCH MAITERSo BY DOING SO THEY ARE EVADING AN<br />

ENGINEERS<br />

PART OF THEIR MANAGERIAL RESPONSIBILITIES<br />

IMPORTANT<br />

ARTICLE DESCRIBES A SYSTEMS ANALYSIS CHECKLIST,<br />

THIS<br />

BY THE AUTHORS, THAT SHOULD HELP MANAGERS JUDGE<br />

DEVELOPED<br />

WORTH OF A NEW SYSTEM CONCEPT IT IS NOT INTENDED TO<br />

THE<br />

HOW TO DESIGN A SYSTEM, BUT RATHER SHOULD MAKE THEM<br />

SHOW<br />

OF WHAT FACTORS LEAD TO GOOD SYSTEMS DESIGN THE LIST<br />

AWARE<br />

QUESTIONS PROVIDES AN ORDERLY CHECK ON THE WCRK THE<br />

OF<br />

STAFF HAS DONE TO PAKE SURE ALL IMPORTANT<br />

ENGINEERING<br />

HAVE BEEN CONSIDERED IT ALSO PROVIDES A CROSS-CHECK<br />

FACTORS<br />

VARIOUS FACETS OF THE ANALYSIS TO ENSURE THAT THE WORK IS<br />

OF<br />

AND LOGICAL<br />

CONSTANI<br />

LIPPMAN, STEVEN WOLFE, ALAN WAGNERw HARVEY M<br />

I004<br />

JOHN S.C.<br />

YUAN•<br />

PRODUCTION SCHEDULING AND EMPLOYMENT SMOOTHING<br />

OPTIMAL<br />

SCIENCE VOL 14, NO 3, NOV. 1967, 31P<br />

MANAGEMENT<br />

PAPER• PROVIDES UPPER AND LOWER BOUNOS ON THE<br />

THIS<br />

REGULAR-TIME PLUS OVERTIME WORK FORCE FOR ANY<br />

CUMULATIVE<br />

OF DEMAND REQUIREMENTS IT ALSO GIVES THE FORM OF<br />

SEQUENCE<br />

OPTIMAL POLICY WHEN DEMANDS ARE MONOTONE -EITHER<br />

AN<br />

OR DECREASING- FINALLY• IT DERIVES IHE<br />

INCREASING<br />

BEHAVIOR OF OPTIMAL POLICIES WHEN DEMANDS ARE<br />

ASYMPTOTIC<br />

AND THE PLANNING HORIZON BECOMES ARBITRARILY LONG.<br />

MONOTONE<br />

OF IHESE RESULTS, WHICH CONVEY INFORMATION ABOUT THE<br />

ALL<br />

VALUES OF OPTIMAL POLICIES GIVEN SPECIFIC DEMANDS<br />

NUMERICAL<br />

AN INITIAL LEVEL OF INVENTORY, DEPEND ONLY ON THE SHAPE<br />

AND<br />

OF IHE COST FUNCTIONS.<br />

CHARACTERISTICS<br />

ZANGWILL, WILLARD I.<br />

1005<br />

CONVEX SIMPLEX METHDO.'<br />

THE<br />

SCIENCE VOL 14, NO.B, NOV I9o7, 17P<br />

MANAGEMENT<br />

PAPER PRESENTS A METHOD CALLED THE CONVEX SIMPLEX<br />

THIS<br />

FOR MINIMIZING A CONVEX OBJECTIVE FUNCTION SUBJECT<br />

MEIHOD,<br />

LINEAR INEQUALITY CONSTRAINTS THE METHOD IS A TRUE<br />

TO<br />

OF DANTZIGS LINEAR SIMPLEX METHOD BOTH IN<br />

GENERALIZATION<br />

AND IN THE FACT THAT THE SAME TABLEAU AND VARIABLE<br />

SPIRIT<br />

TECHNIQUES ARE USED. WITH A LINEAR OBJECTIVE<br />

SELECTION<br />

THE CONVEX SIMPLEX METHOD REDUCES TD THE LINEAR<br />

FUNCTION<br />

MEIHOO MOREOVER THE CONVEX SIMPLEX METHOD ACTUALLY<br />

SIMPLEX<br />

LIKE THE LINEAR SIMPLEX METHOD WHENEVER IT<br />

BEHAVES<br />

A LINEAR PORTION OF A CONVEX OBJECTIVE FUNCTION.<br />

ENCOUNTERS<br />

OF THE SOPHISTICATED TECHNIQUES DESIGNED TO ENHANCE THE<br />

MANY<br />

OF THE LINEAR SIMPLEX METHOD ARE APPLICABLE TO<br />

EFFICIENCY<br />

CONVEX SIMPLEX METHOD IN PARTICULAR, AS AN EXAMPLE, A<br />

THE<br />

TRANSPORTATION PROBLEM WITH A CONVEX OBJECTIVE<br />

NETWORK<br />

IS SOLVED BY USING THE STANDARD TRANSPORTATION<br />

FUNCTION<br />

AND BY ONLY SLIGHTLY MODIFYING THE USUAL PROCEDURE<br />

TABLEAU<br />

A LINEAR OBJECTIVE FUNCTION<br />

FOR<br />

SMITH LEE N.<br />

1006<br />

PROCEDURES SUBJECTIVE PROBABILITY DISTRIBUTIONS<br />

RANKING<br />

SCIENCE VOL.14 NO 4, DEC. 1967•<br />

MANAGEMENT<br />

PURPOSE OF THE PRESENT ARTICLE IS TWO-FOLD. FIRST,<br />

THE<br />

ARTICLE PROPOSES A SPECIFIC, LOGICAL AND CONSISTENT<br />

THE<br />

FOR DERIVING SUBJECTIVE PROBABILITY OISTRIBUTIONS.<br />

PROCEDURE<br />

PROCEDURE, WHICH INVOLVES THE USE OF STATISTICAL RANKINC<br />

THE<br />

IS EXEMPLIFIED FOR THE PURPOSE OF CLARITY.<br />

TECHNIQUE,<br />

AND POSSIBLY EVEN MORE IMPORTANT THAN THE FIRST<br />

SECOND,<br />

THE PROCEDURE IS SET FORTH IN THE HOPE THAT IT<br />

OBJECTIVE<br />

STIMULATE FURTHER ACTIVIIY TOWARD DEVELOPMENT OF<br />

WILL<br />

METHODS FOR DERIVING SUBJECTIVE DISTRIBUTIONS.<br />

IMPROVED<br />

RANEL, L.C<br />

IOOT<br />

STAFF RESPONSIBILITY OF THE MIS ANALYST<br />

THE<br />

ACCOUNTING VOL 49, NO 4 DEC 1967 3P.<br />

MANAGEMENT<br />

INFORMATION-SYSTEM<br />

MANAGEMENT<br />

OBJECTIVE OF THIS PAPER IS TO CONVINCE IHE READER<br />

THE<br />

THE FOCAL POINT OF A SUCCESSFUL MANAGEMENT<br />

THAT<br />

IS UNDERSTANDING THE CDMPANYS PLANNING<br />

INFORMATION-SYSTEM<br />

CONTROL RESPONSIBILITIES AND BECOMING INVOLVED IN THE<br />

AND<br />

ROLE OF AIDING TOP MANAGEMENT IN IHE PROPER<br />

SIAFF<br />

OF THESE RESPONSIBILITIES TO INDIVIDUAL<br />

DELINEATION<br />

ONCE IHIS UNDERSTANOING IS ACQUIREO THE EVOLUTION<br />

MANAGERS.<br />

AN INTEGRATED AND EFFICIENT INFORMATION-SYSTEM IS<br />

OF<br />

THE MIS ANALYST MUST UNDERSTAND THE PROBLEMS OF<br />

POSSIBLE.<br />

OPERATING MANAGER WHO HAS TO BE PROVIDED WITH A SYSTEM<br />

THE<br />

TELLS HIM WHERE HE IS AND WHERE HE IS PROBABLY GOING TO<br />

THAT<br />

UP AND A SYSTEM ENABLING HIM THE OPERATING MANAGER TO<br />

END<br />

AND COMMUNICATE THE ALLOCATION OF HIS RESOURCES TO<br />

PLAN<br />

HIS PRODUCTIVITY<br />

INCREASE<br />

DOOSON, J.W<br />

lC08<br />

LONG-RANGE FORECASTING ANO PLANNING TECHNIQUE.<br />

A<br />

ACCOUNTING VOL 4g NO 4, DEC 1967, lOP<br />

MANAGEMENT<br />

OEFINED PAITERNS OF THE CHANGES IN<br />

MATHEMATICALLY<br />

LEVELS ARE ADAPTED TO A COMPUTER PROGRAM WHICH<br />

ACTIVITY<br />

PLOTS AND GENERATES A FORECAST OF THE WORK-LOAD.<br />

CALCULATES,<br />

EASY TO USE TECHNIQUE ALLOWS THE PLANNER TC CONCENTRATE<br />

THIS<br />

VARIABILITY PECULIAR TO INDIVIDUAL PRODUCTS, WHILE THE<br />

ON<br />

PERFORMS ENE ROUTINE CALCULATIONS WITH RESPECT TO<br />

COMPUTER<br />

FACTORS COMMON TO ALL THE PRODUCTS THE SYSTEM INVOLVES<br />

THE<br />

COMPUTER PROGRAM THAT CONTAINS A MODEL BASED DN 1. AVERAGE<br />

A<br />

PATTERNSt 2. THE FACT THAT THE DCCURANCE OF THE<br />

EXPENSE<br />

IS RELATED TO A BIG DATE IN THE PRODUCT LIFE AND<br />

PATTERN<br />

PROOUCTABILITY OF TOTAL EFFORT OF EXPENSE AT THE PRODUCT<br />

THE<br />

LEVEL.<br />

174<br />

BAUSE, ROGER<br />

IC09<br />

ASSISTED MENU PLANNING<br />

COMPUTER<br />

DATA PROCESSING VDL.9, DEC 1967,<br />

INTO THE APPLICATION OF HOP SYSTEMS FOR MASS<br />

RESEARCH<br />

AND LARGE FOOD INVENTORY PROBLEMS IS CURRENTLY<br />

FEEDING<br />

BY THE NEEDS OF THE MILITARY ANO MEDICAL<br />

MOTIVATED<br />

THE PRIME TARGET OF THIS RESEARCH IS THE MODEL<br />

COMMUNITIES<br />

MENU PLANNING OR CAMP.<br />

COMPUTER-ASSISTED<br />

THE DEVELOPMENT OF IHESE SYSTEMS PROGRESSES, IT<br />

AS<br />

EVIDENT THAT SUCH APPLICATIONS ARE NOT ENLY<br />

BECOMES<br />

BUT ECONOMICALLY GAINFUL AND SOON MAY BECOME<br />

FEASIBLE,<br />

WIDESPREAD<br />

NORMAN• RICHARD ALLAN<br />

1010<br />

DECISION MAKING- A PHENOMENOLOGICAL APPROACH.'<br />

BUSINESS<br />

MANAGEMENT REVIEW VUL i0, NO.2, WINTER 1967, 6P<br />

CALIFORNIA<br />

DECISIONS CAN BE MADE FROM TWO APPROACHES THE<br />

BUSINESS<br />

APPROACH CONSIDERS BUSINESS BEHAVIOR TO BE A<br />

OBJECTIVE<br />

OF THE BUSINESS ENVIRONMENT THE PHENOMENOLOGICAt<br />

FUNCIION<br />

IS CENIERED IN THE DECISION-MAKER IT CONSIDERS A<br />

APPROACH<br />

SITUATION TO BE A PARTICULAR STRUCTURE OF SELECIEO<br />

BUSINESS<br />

ORGANIZED AND EVALUATED BY SOMEONE FOR SOME PURPOSE,<br />

DATA<br />

IHAN A SINGLE SET OF OBJECTIVELY DETERMINED FACTS<br />

RATHER<br />

COMPUTER MARKETING DECISION BUSINESS GAME RESULTED IN<br />

A<br />

NUMBER OF OBSERVABLE STRATEGIES WHICH ILLUSTRATE THE<br />

A<br />

APPROACHES<br />

DECISION<br />

FRIED• L<br />

loll<br />

MANAGERS PLAY<br />

GAMES<br />

SERVICES VOL 4, NO 6, DEC. 1967• 4P<br />

MANAGEMENT<br />

OFFICE POLITICS SIMULATION BUDGET<br />

PSYCHOLOGY<br />

ARTICLE MIGHT BE SUBTITLED -THE PSYCHOLOGY CF<br />

THIS<br />

RELAIIONSHIPS- FOR IT SUMMARIZES BY OUTLINING<br />

MANAGERIAL<br />

OF THE MAJOR STRATEGIES EMPLOYED, THE PRINCIPLES AND<br />

SOME<br />

OF THE POPULAR SPORT CF OFFICE PCLITICS THERE ARE<br />

PRACTICE<br />

TYPES OF GAMES MANAGERS PLAY. ONE IS BUSINESS<br />

ELEVEN<br />

-MEMBERS OF MIDDLE MANAGEMENT OR STAFF GET<br />

SIMULATION<br />

AND THE PLAYER ASSUMES HE IS PRESIDENT OF THE<br />

TOGETHER<br />

AND HE TELLS THE OTHER PLAYERS WHAT HE WOULD DD TC<br />

COMPANY<br />

THE SITUATION EVERY PLAYER WINS. ANOTHER IS BEAT<br />

CORRECT<br />

BUDGET- THE OBJECT OF WHICH IS TO MANIPULATE THE BUDGET<br />

THE<br />

ACCOMPLISH A GIVEN PURPOSE OTHER GAMES ARE HOT POTATO<br />

TO<br />

CHAIRS, INTRAMURAL POLITICS, WORKHERSE, CONSENSUS,<br />

MUSICAL<br />

CRASH PROGRAM, THE DELAYED REACTION DECISION, THE STONE<br />

THE<br />

POLICY AND THE SUPERSTITION SYNDROME<br />

TABLETS<br />

PERKIN, COL R<br />

1012<br />

WAYS TO MANAGE YOUR OFFICE TIME<br />

FIVE<br />

MANAGEMENT VCL 27, NO.9, SEPT 1967 2P<br />

ADMINISTRATIVE<br />

MEETINGS APPOINTMENTS<br />

SCHEDULING<br />

WE CAN NOT CONTROL TIME, IT CAN BE UTILIZED TO<br />

WHILE<br />

BEST ADVANTAGE GOOD ADMINISTRATIVE MANAGERS FIND TIME<br />

ITS<br />

ACHIEVE OBJECTIVES BECAUSE THEY DELIBERATELY PLAN HOW TO<br />

TO<br />

USE THE TIME ALLOCATED.<br />

BESI<br />

IS THE KEY ESSENTIAL MEETINGS AND<br />

SCHEDULING<br />

ARE TOO IMPORTANT TO IGNORE. HUMAN MEMORY IS<br />

APPOINTMENTS<br />

AND UNRELIABLE PLANNING SHOULD BE DONE AS FAR<br />

TREACHEROUS<br />

THE FUTURE AS POSSIBLE. THIS ALLOWS THE MANAGER TO KEEP<br />

INTO<br />

IN PROPER PRCSPECTIVE<br />

THINGS<br />

HERZBERG, FREDERICK<br />

1013<br />

MORE TIME- HOW DO YOU MOTIVATE EMPLOYEES<br />

ONE<br />

BUSINESS REVIEW VOL 46 JAN-FEB 1968, lOP<br />

HARVARD<br />

CONDITIONS SALARIES<br />

WORK<br />

WORK CONDITIONS, RAISING SALARIES, OR<br />

IMPROVING<br />

TASKS RESULTS ONLY IN SHORT-TERM EMPLOYEE<br />

SHUFFLING<br />

NOT MOTIVATION MOST LIKELY, THE COST OF THESE<br />

MOVEMENT<br />

WILL INCREASE STEAOILY AS NEW VARIETIES WILL BE<br />

PROGRAMS<br />

WHEN IHE OLD ONES REACH THEIR SATIATION POINTS.<br />

DEVELOPED<br />

ONLY WAY TO MOTIVATE THE EMPLOYEE IS TO GIVE HIM<br />

THE<br />

WORK IN WHICH HE CAN ASSUME RESPONSIBILITY<br />

CHALLENGING<br />

THE PERSONNEL MANAGER SHOULD TAKE TO INSTITUTE THE<br />

STEPS<br />

OF JOB-ENRICHMENT ARE SUGGESTED.<br />

PRINCIPLE<br />

ANONYMOUS<br />

1014<br />

MERGED- COPIER AND COMPUTER.'<br />

JUST<br />

AUTOMATION VOL.14, DEC I967= 2P.<br />

BUSINESS<br />

XEROX<br />

COPYING AND THE COMPUTER HAVE BEEN SUCCESSFULLY<br />

REMOTE<br />

AT BELL TELEPHONE LABORATORIES. THE LINK-UP JOINS<br />

MERGED<br />

GENERATED DATA DISPLAY WITH XEROXS GRAPHIC TERMINAL<br />

COMPUTER<br />

PRINTER SYSTEM<br />

HARDCOPY<br />

SYSTEM OVERCOMES A LONG TIME COMMUNCATIONS BARRIER<br />

THIS<br />

PROVIDING A FAST, DIRECT METHOD TO GET INFORMATION FROM<br />

BY<br />

COMPUTERS ONTO GRAPHIC FORM<br />

THE<br />

ELWELL H H<br />

1015<br />

AND INFORMATION MANAGEMENT SYSTEMS<br />

DATA<br />

SERVICES VOL 4, NO.6, NOV. I967, 12P<br />

MANAGEMENT<br />

MANAGEMENT-INFORMATION-SYSTEM<br />

PROPERLY DESIGNED SYSTEM FOR MANAGEMENT EATA SHOULD<br />

A<br />

THAT A MINIMUM NUMBER OF REPORTS IS PRODUCED AT<br />

ASURE<br />

COST, THAT THESE REPORTS GO ONLY TO THOSE WHO NEEO<br />

MINIMUM<br />

AND THAT THE REPORTS BE RECEIVED ON TIME THIS AUTHOR<br />

THEM<br />

A SYSTEM THAT HAS PROVED EFFECTIVE ON MEETING THESE<br />

EXPLAINS<br />

AND THAT PROVIDES BUILT-IN CROSS CHECK CONTROLS<br />

REQUIREMENTS<br />

VERIFY THAT THIS SYSTEM IS FUNCTIONING AS PLANNED IHERE<br />

TO<br />

NOTHING IN THIS SYSTEM TAT CANNOT BE PUT INTO PRACTICE<br />

IS<br />

LARGE OR SMALL BUSINESSES IT IS NO LONGER TRUE THAT A<br />

BY<br />

MUST HAVE DOCUMENTS THAT REPRESENT WHAT SHOULD HAVE<br />

FIRM<br />

DONE THE MODERN MANAGER KNOWS THAT HE MUST HAVE<br />

BEEN<br />

THAT REPRESENT WHAT ACTUALLY hAS BEEN DONE WHAT<br />

DOCUMENIS<br />

LEVEL OF ACHIEVEMENT IS HAS BECOME A ¢UESTIDN OF HOW<br />

THE<br />

THE DATA AND MANAGEMENT INFORMATION-SYSTEM<br />

AOEQUATELY<br />

OPERATES<br />

HAIRE MASON<br />

lOl6<br />

OF AGE IN THE SOCIAL SCIENCES<br />

COMING<br />

MANAGEMENT REVIEW VUL 8, NO.2• SPRING, 1967,<br />

INDUSTRIAL<br />

HUMAN-RESOURCES MANPOWER<br />

BEHAVIORAL-SCIENCES<br />

THIS ARTICLE ASSESSES THE CONTRIBUTIONS CF THE

SCIENCES TO THE PRACTICE OF MANAGEMENT AND<br />

BEHAVIORAL<br />

THE BARRIERS TO FREE INTERCHANGE BETWEEN THE TWO<br />

DISCUSSES<br />

GROUPS<br />

PRESENTS A SYSTEM THEORETICAL APPROACH TO THE<br />

IT<br />

OF HUMAN RESOURCES AND TO MANPOWER PLANNING AND<br />

MANAGEMENT<br />

ON TO DEAL WITH THE KIND OF INDUSTRY-UNIVERSITY<br />

GOES<br />

ORGANIZATION WHICH SEEMS BEST ADAPTED TO ADVANCE<br />

RESEARCH<br />

ON THIS PROBLEM<br />

WORK<br />

PEER 0<br />

SOELBERG,<br />

DECISION-MAKING<br />

UNPROGRAMMED<br />

MANAGEMENT REVIEW VCL 8 NO 2, SPRING 196T,<br />

INDUSTRIAL<br />

PROBLEM-SOLVING<br />

ARTICLE PRESENTS A FRAMEWORK FOR DESCRIBING HUMAN<br />

THIS<br />

SOLVING ANO DECISION-MAKING PROCESSES THE ANALYSIS<br />

PROBLEM<br />

FROM TRADITIONAL UIILIIY AND PROBABILITY THEORY. IT<br />

DEPARTS<br />

THAT DECISION VALUES ARE BETTER DESCRIBED AS<br />

SUGGESIS<br />

ORDERED SETS OF CONSTRAINING GOAL ATTRIBUTESt AND<br />

PARTIALLY<br />

DECISION UNCERTAINTY MAY BE ADEQUATELY REPRESENTED AS<br />

THAT<br />

OF -L*KELY- VALUES OF EACH ALTERNATIVES UNCERTAIN<br />

RANGES<br />

ATTRIBUTES THE RESULTING DECISION PROCESS MODEL IS<br />

GOAL<br />

IO THE PROTOCOLS OF SEVERAL POINTS IN TIME INTERVIEWS<br />

FITTED<br />

M GRADUATE STUDENTS MAKING JOB DECISIONS A SEI OF<br />

OF<br />

HYPOTHESIS IN THIS FITTED MODEL ARE THEN TESTED ON<br />

KEY<br />

SAMPLE OF GRADUATE STUDENTS THE FOLLOWING YEAR THE<br />

ANOTHER<br />

SUGGESTS HOW MANAGERS UNPROGRAMMEO DECISION-MAKING MAY<br />

MODEL<br />

IMPROVED<br />

BE<br />

MARGARET<br />

NATLE<br />

STLDY PROGRAMS IN COLLEGES AND UNIVERSITIES<br />

WORK<br />

PERSONNEL JOURNAL VOI 46, NC 11, DEC I96T, 5P<br />

EDUCATION WHICH HAS PLACED THE STUDENT IN<br />

COOPERATIVE<br />

BUSINESS AND INDUSTRIAL WORLD, OFFERS HIM TEE BEST NAY<br />

THE<br />

LEARN THEIR METHODS AND ACQUAINT WITH THEIR GOALS<br />

TO<br />

THE MUNICIPAL AREA IS FRETTED WITH BUSINESS AND<br />

BECAUSE<br />

ENTERPRISES, WITH PLENTIFUL WORK OPPORTUNITIES<br />

INDUSTRIAL<br />

TO STUDENTS HOMES IT OFFERS MANIFOLD OPPORTUNITIES FOR<br />

CLOSE<br />

BETWEEN THE UNIVERSITY AND POTENTIAL EMPLOYERS<br />

COOPERATION<br />

IS INDUCIVE TO UNIVERSITIES ADOPTING THE COOPERATIVE<br />

AND<br />

PROGRAM AS A BASIC CIRRICULA A COOPERATIVE PROGRAM MAY<br />

WORK<br />

EVEN MORE EASILY CREATED BECAUSE IT LACKS THE RIGIDITY OF<br />

BE<br />

AND ACADEMIC CONVERSION<br />

CONVENTIONAL<br />

*PSYCHDLOGICAL<br />

ANONYMGUS<br />

AUTHORITIES PU TESTING CN THE COUCH<br />

TWO<br />

MANAGEMENT VOL 33, NO 2 NOV 1967, 7P<br />

BUSINESS<br />

NOTED PSYCHOLOGIST, ROBERT MC MURRAY CCNTENDS, -AS<br />

THE<br />

AS WE DO NOT DAMAGE EITHER CANDIDATE CR EMPLOYER, THERE<br />

LONG<br />

PRACTICALLY NO LIMIT TO HOW FAR WE SHOULC BE PERMIITED TC<br />

IS<br />

A MANS PRIVACY<br />

INVAOE<br />

VIEWPOINT WAS RESPONDED TO BY KING WHITNEY,<br />

THIS<br />

OF THE PERSONNEL LABORATORY, INC. NO TEST OR<br />

PRESIDENT<br />

CAN PREDICT WITH CERTAINTY WHETHER A CANDIDATE<br />

PSYCHOLOGIST<br />

BE SUCCESSFUL.<br />

WILL<br />

TWO OPINIONS ARE DEALT WITH AS WELL AS DOZENS DF<br />

THESE<br />

REGARDING THE EFFECTIVENESS OF PSYCHOLOGICAL TESTS<br />

OTHERS<br />

C<br />

MOGARR,<br />

MATURE SUPERVISOR<br />

THE<br />

AND PROCEDURES JOURNAL VOL 18, NO 85, SEPT-OCT<br />

SYSTEMS<br />

2P<br />

1967,<br />

CHARACTERISTICS<br />

GAUGE OF A SUCCESSFUL SUPERVISOR IS THE ABILITY TO<br />

THE<br />

WORK DONE THROUGH PEOPLE THE AUTHOR ENUMERATES TEE<br />

GET<br />

OF A MATURE SUPERVISOR- RESPONSIBLE INDEPENDENT,<br />

QUALITIES<br />

OPPOSED TO A DEPENDENT AITITUDE, A GIVING, RATHER THAN A<br />

AS<br />

ATTITUDE, LEAVING EGOTISM AND COMPETIVENESS<br />

RECEIVING<br />

BEING ABLE TO DISTINGUISH FACT FROM FANCY AND BEING<br />

BEHIND,<br />

AND ADAPTABLE TO THE CIRCUMSTANCES OF LIFE<br />

FLEXIBLE<br />

SOURCES OF PERSONAL PHILOSOPHY ARE ALSO DISCUSSED<br />

THE<br />

BASES FOR ALL BEHAVIOR, EMOTIONAL AND CONTROLLED<br />

THE<br />

TO LIFE CONSTITUTE THE CONCLUDING REMARKS<br />

RESPONSES<br />

J<br />

MUNICH<br />

BY PROBLEM COMMUNICATION<br />

MANAGEMENT<br />

AND PROCEDURES JOURNAL VOL IB, NO 85, SEPT-OCT<br />

SYSTEMS<br />

1967, 6P<br />

ARTICLE PRESENTS A DESCRIPTION OF THE TECHNIQUE OF<br />

THE<br />

BY PROBLEM COMMUNICATION TO MEET THE CHALLENGE OF<br />

MANAGEMENT<br />

AND HANDLING MANAGEMENT PROBLEMS EFFECTIVELY<br />

COMMUNICATING<br />

IS A FORMAL STANDARD SYSTEM INVOLVING MANAGEMENT PROBLEM<br />

IT<br />

AND ANALYSIS AND MANAGEMENT PROBLEM NOTICES AND<br />

REPORTS<br />

IT IS BASED ON THE THEORY THAT IF A RECOGNIZED<br />

RESPONSES<br />

SYSTEM IS ESIABLISHED TO IDENTIFY, COMMUNICATE,<br />

MANAGEMENT<br />

RESPOND TO COMPANY PROBLEMSt THEY WILL BE RECOGNIZED<br />

AND<br />

IN THE OPERATING CYCLE TRANSMITTED TO MANAGEMENT<br />

EARLIER<br />

RAPID AND MORE UNDERSTANDABLE MANNER GIVEN FASTER<br />

A<br />

AND BETTER MANAGEMENT AND HAVE THE OVERALL EFFECT<br />

ATTENTION<br />

REDUCING OPERATING COSTS<br />

OF<br />

E D<br />

COMPTON,<br />

FOR R+D EVALUATION.'<br />

TOOLS<br />

FINANCIAL EXECUTIVE VOL.BB, NO 2, FEB 1968, 9P<br />

THE ACCELERATING RATES OF CHANGE IN TECHNOLOGY,<br />

WITH<br />

IS AN EVER INCREASING NEED TO SHARPEN MANAGEMENT<br />

THERE<br />

TO JUDGE THE POTENTIAL VALUE OF THE R+D PROJECT<br />

ABILITIES<br />

PROJECT MUST BE REVIEWED PERIODICALLY TO MAKE CERTAIN<br />

EACH<br />

THE POTENTIAL VALUE TO THE COMPANY JUSTIFIES<br />

THAT<br />

AT THE VICE OF SUCH REVIEW, THE COSTS ACCURED<br />

CONTINUATION<br />

DATE, THE PROBABILITY OF SUCCESS, AND THE POTENTIAL VALUE<br />

TO<br />

ALL BE CONSIDERED THREE FUNOAMENTAL ASPECTS OF THE<br />

MUST<br />

OF DEVELOPING NEW PRODUCTS MUST BE KEPT CONSTANTLY<br />

PROBLEM<br />

MIND- RISK TARGET AND CONTROL THE AUTHOR GIVES TWO<br />

IN<br />

FOR R÷D EVALUATION ONE AIDS IN LONG-RANGE PLANNING<br />

TOOLS<br />

DEMONSTARATES A MEANS OF ORGANIZING AND SUMMARIZING A<br />

WHICH<br />

OF R+D PROGRAMSe THE OTHER TOOL DEALS WITH THE MORE<br />

SERIES<br />

FACTORS APPLIED TO A SINGLE PROJECT AT THREE STAGES<br />

SPECIFIC<br />

OF DEVELOPMENT<br />

i75<br />

NOLLASTCN J O<br />

IC23<br />

DPTIMLM POLICY THROUGH STATISTICAL ANALYSIS<br />

DETERMINING<br />

AND PROCEDURES JOURNAL VCL 18, NO B6e NOV-DEC. 19&T<br />

SYSTEMS<br />

3P<br />

GRAPHIC<br />

HISTOGRAM<br />

ARTICLE DEALS BRIEFLY WITH SOME BASIC ELEMENTS OF<br />

THIS<br />

ANALYSIS, NAMELY THE HISTOGRAM ANE THE NORMAL<br />

STATISTICAL<br />

A REVIEW OF THESE CONCEPTS IS PRESENTED AND AN<br />

DISTRIBLTION<br />

OF THEIR USE IN THE PROBLEM OF CETERMINING AN<br />

EXAMPLE<br />

POLICY FOR REGULATING THE NUMBER OF NEWSPAPERS<br />

OPTIMUM<br />

TO NEWSPAPER DEALERS<br />

DELIVERED<br />

DISTRIBUTION CURVE WAS DEVELOPED FOR AN AVERAGE<br />

A<br />

RELATIONSHIPS OF ORDERSe SELLOUTS LOST SALES AND<br />

DEALER<br />

CALCULATEO, AND AN OPTIMUM POLICY BASED ON TOTAL<br />

RETURNS<br />

OF RETURNS AND LOST SALES WAS DETERMINE WITH TEE USE<br />

COSTS<br />

HISTOGRAMS AND GRAPHICAL ANALYSIS.<br />

OF<br />

CULBERTSON, JOHN<br />

IC24<br />

EVER HAPPENED TO SPACE SPIN-OFF.<br />

WHAT<br />

MANAGEMENT REVIEW VGL I0 SPRING 1968, 8P.<br />

CALIFORNIA<br />

UTILIZATION INNOVATION<br />

TECHNOLOGY<br />

NOTION THAT SPACE TECHNOLOGY COULC SPIN-OFF A HOST<br />

THE<br />

PROCESSES, PRODUCTS AND MATERIAL WHICH WOULD HAVE A<br />

OF<br />

IMPACT ON OUR INDUSTRIAL AND COMMERCIAL ECONOMY IS<br />

DRAMATIC<br />

DISTINCTLY UNFASHIONABLE SPIN-OFF HAS NOT OCCURRED<br />

NOW<br />

MUCH NASA IECHNELOGY DOES NOT PROMISE EARTHLY<br />

BECAUSE<br />

AND GOVERNMENT-DEVELOPED AND PATENTED<br />

APPLICATION,<br />

ARE NOT ATTRACTIVE FOR COMMERCIAL EXPLOITATION<br />

INNOVAIIONS<br />

TECHNOLOGY TILIZATIN DIVISION OF NASA CAN BE<br />

THE<br />

ON TO MAKE FURTHER EFFORTS TOWARD THE IMPROVEMENT OF<br />

RELIED<br />

PROCESSING BUT THE MOST PROMISING AREA FOR<br />

INNOVATION<br />

RESTS WITH CORPORATE MANAGEMENT<br />

IMPROVEMENT<br />

WILLIAMSON, OLIVER E SARGENT, THOMAS J.<br />

1025<br />

CHOICE- A PROBABILITY APPROACH<br />

SOCIAL<br />

ECONOMIC JOURNAL VOL 77, NO 08, DEC. 1967, 17P.<br />

THE<br />

CHOICE LITERATURE HAS BEEN EXEMPTED TO<br />

SOCIAL<br />

CONDITIONS OTHER THAN SINGLE-PEAKEDNESS THAT ARE<br />

INVESTIGATE<br />

TO ASSURE TRANSITIVITY IN THE SOCIAL ORDERING<br />

SUFFICIENT<br />

ALONG PROBABILISIIC LINES IT IS THE CONTENTION OF THIS<br />

AND<br />

THAT THE POSSIBILITY THECREMS ARE IN REALITY MUCH MORE<br />

PAPER<br />

THAN MAY AS FIRST BE APPARENT, WHILE THE<br />

RESTRICTIVE<br />

STUDIES HAVE FAILED TO EXPRESS THE PROBLEM IN<br />

PROBABILISTIC<br />

MOST USEFULL OR RELEVANT TERMS<br />

THE<br />

ANALYSIS MAKES NO REQUIREMENTS THAT CERTAIN<br />

THE<br />

PROFILES BE DISALLOWED ALTOGETHER, OR THAT THE<br />

PREFERENCE<br />

OF VOTERS BE ODD OR EVEN, BUT IS RESTRICTED TO<br />

NUMBER<br />

IN WHICH THE NUMBER OF VOTERS IS LARGE THE<br />

CONOITICNS<br />

INCLUDES TRANSITIVITY UNDER EQUI-PROBABILITY<br />

ANALYSIS<br />

TRANSITIVITY WITH EPSILON PREFERENCE, AND<br />

CUNDITIONS<br />

ALSO INCLUDED IS AN APPENDIX WHICH CONTAINS<br />

UNIMODALITY<br />

MONTE-CARLO RESULTS WHERE THE POLLSTER DRAWS A SINGLE<br />

SOME<br />

AND MAKES PAIRWISE COMPARISONS<br />

SAMPLE<br />

NOLL, VERNE H GOWULIE, DAVIE<br />

lC26<br />

DEVELOPMENTS IN WISCONSIN<br />

EXAMINATION<br />

PERSONNEL REVIEW VOL 29, NO I, JAN. 1968, 2P<br />

PUBLIC<br />

TESTS<br />

IS UTILIZING AN EXAMINATION DEVELOPMENT<br />

WISCONSIN<br />

WHICH RESULTS IN BETTER EXAMINATIONS PRODUCED MORE<br />

SYSTEM<br />

THE SYSTEM PROVIDES CENTRAL ITEM LOCATION AND<br />

EFFICIENTLY<br />

ALLOWS FLEXIBILITY IN SELECTING ITEMS OEMANDS<br />

ANALYSIS,<br />

PROFESSIONAL SIAFF TIME, AND MINIMIZES TYPING AND<br />

LESS<br />

PROOF-READING<br />

PROCEDURE IS BASED ON THE USE OF AN<br />

IHE<br />

FILE WHICH MECHANIZES IHE TEST ITEMS FOR<br />

ELECTRA-MAGNETIC<br />

LOCATION AND ON THE USE OF A COPYING MACHINE WHICH<br />

EASY<br />

OFFSET MASTERS FOR REPRODUCING EXAMINATIONS EACH TEST<br />

MAKES<br />

CAN BE CATEGORIZED BY CODE<br />

ITEM<br />

GRANT C.B<br />

IC2T<br />

I00, OPTICAL SCANNING FORM, GIVE LEGISLATORS<br />

DIGITEK<br />

DATA BASE<br />

EDUCATIONAL<br />

DATA PROCESSING VOL 9, NOV 1967, 2P.<br />

FIRST EDUCATIONAL DATA-BANK ON ITS<br />

CALIFORNIAS<br />

STAFF PROVIDES THE MOST ACCURATE AND<br />

INSTRUCTIONAL<br />

TEACHER INFORMATION EVER MADE AVAILABLE TO<br />

UP-TO-DATE<br />

FOR EDUCATIONAL DECISION-MAKING.<br />

LEGISLAIION<br />

ESTABLISHMENT OF A UNIFORM SUBJECT-AREA CODING<br />

THE<br />

AND THE USE OF SOCIAL-SECURITY NUMBERS AS A UNIVERSAL<br />

SYSTEM<br />

SYSIEM MADE THE SURVEY POSSIBLE<br />

IDENTIFICATION<br />

SCANNING TECHNIQUES WERE USED TD PLT THE<br />

OPTICAL<br />

ON MAGNETIC TAPES FOR FUTURE ANALYSIS BY ANY<br />

INFORMATION<br />

ORGANIZATION<br />

RESPONSIBLE<br />

JEAN H<br />

1028<br />

RESEARCH FOR THE ACCOUNTANT<br />

OPERATIONS<br />

MANAGEMENT ACCOLNTING VCL 9, NO 6, FEB. 968,<br />

OPERATIONS RESEARCH IS A SYSTEMATIC APPROACH TO<br />

SINCE<br />

THE OPTIMUM METHODS OF OPERATIONS OF VARIOUS<br />

DETERMINING<br />

ACTIVITIES, OPERATIONS RESEARCH TECHNIQUES CAN BE<br />

SPECIFIC<br />

TO DESIGN INFORMATION-ACCOUNTING SYSTEMS AS WELL AS AIC<br />

USED<br />

MANAGING TANGIBLES OPERATIONS RESEARCH APPROACHES<br />

IN<br />

SOLVING WITH THE USE OF ARITHEMATICAL AND<br />

PROBLEM<br />

TOOLS WHICH MAKES THE APPROACH LOOK DIFFERENT.<br />

STATISTICAL<br />

STEPS INVOLVED ARE -I. RECOGNITION OF THE EXISTENCE OF A<br />

THE<br />

2 DETERMINATION OF THE GOAL 3. SELECTION OF THE<br />

PROBLEM,<br />

VARIABLES, 4 CONSTRUCTION OF A MATHEMATICAL MODEL<br />

DECISION<br />

DESCRIBE THE ACTIVITY 5. SOLUTION OF THE MODEL AND 6<br />

TO<br />

OF IHE SOLUTION INTO PROCEDURES OF IHE FIRM.<br />

TRANSLATION<br />

PROCEDURE IS ILLUSTRATEO BY LOOKING AT THE SOLUTION OF<br />

THIS<br />

ACCOUNTING SYSTEM RELATING PROBLEM DESIGNING A PRICE<br />

AN<br />

PROCEDURE FOR ORDER PROCESSING<br />

VERIFICATION<br />

BANGEL, A B.<br />

1029<br />

RELATIONS AND THE MANAGEMENT ANALYST<br />

HUMAN<br />

AND PROCEDURES JOURNAL VOL 18 NO 86 DEC 1967 3P.<br />

SYSTEMS<br />

THE AUTHOR EXAMINES THE ROLE OF THE BEHAVIORAL SCIENCES

SYSTEMS ANALYSIS AND DISCUSSES THE APPLIOATICN OF<br />

IN<br />

PRINCIPLES TO THE INDIVIDUAL EMPLOYEE ANO THIS<br />

BEEAVIORAL<br />

TO THE SYSTEM. IN DEVELOPING AND MAINTAINING<br />

RELATIONSHIP<br />

AND ECONOMICAL PROCEDURES, THE ANALYST SHOULD<br />

EFFECTIVE<br />

IN HIS OWN OBJECTIVES SUCH HUMAN FACTORS AS<br />

INCLUDE<br />

INDIVIDUALS EFFEOIIVENESS, RAISING MORALE,<br />

UPGRADING<br />

A SENSE OF TEAMWORK AMONG IHE VARIOUS<br />

DEVELOPING<br />

ELEMENTS AND OPENING THE PATHS TC CHANGE.<br />

ORGANIZATIONAL<br />

USE THE NEW TOOLS PROVIDED BY THE BEHAVIORAL<br />

TO<br />

IHERE MUST BE AN APPLICATION OF ADMINISTRATIVE<br />

DISCIPLINES,<br />

THAT FOSTERS A CLIMATE FOR EMPLOYEE MATURITY AND<br />

POLICIES<br />

THE ANALYST SHOULD RECOGNIZE AND ACCEPT THE<br />

GROWTH<br />

DF HIS ACTIONS AS THEY AFFECT ORCANIZATIONAL<br />

RESPONSIBILITY<br />

AND THE INDIVIDUALS INVOLVED.<br />

RELATIONSHIPS<br />

FRANKE, RICHARD D<br />

1030<br />

LIBRARY CATALOG<br />

COMPUTERIZED<br />

DATAMAIION VOL.14 NO 2, FEB 1968, SP<br />

NAVAL DEPT. FOUND IT NECESSARY TO COMPRISE A SYSTEM<br />

THE<br />

WOULD PREVENT ITS RESEARCHERS IN DIFFERENT AREAS FROM<br />

THAT<br />

THEIR WORK, AS WELL AS TO KEEP ALL MEMBERS<br />

DUPLICATING<br />

OF PROGRESS AND DISCOVERIES WHICH ARE BEING<br />

INFORMED<br />

DEVELOPED<br />

A MISSILE STATION DEVELOPED A MECHNIZEC CATALOG<br />

AS<br />

SYSTEM FOR ALL INFORMATION ITEMS• RECARDLESS OF<br />

PRODUCTION<br />

AT A SINGLE LOCATIONt INDEXED BY IBM 705 COMPUTER<br />

FORMAT<br />

FOUR CROSS-REFERENCE CATALOGS IN BOOK FORM A<br />

PROCESSING<br />

INVENTORY IS MAINTAINEO AUTOMATICALLY PYSICAL<br />

STATI$IICAL<br />

TIME FOR MASSES OF RELATED DATA HAS BEEN CUT TO A<br />

REIRIEVAL<br />

FRACTION OF IHAT REQUIRED BY TRADITIONAL LIBRARY<br />

SMALL<br />

METHODS.<br />

FERGASON, GUY<br />

103£<br />

SUPERVISOR- YOUR KEY EMPLOYEE<br />

IHE<br />

INSURANCE NEWS VOL 68, NO.9, JAN 1968, 2Po<br />

BESTS<br />

SUPERVISOR MAY BE THROUGHLY FAMILIAR WITE THE<br />

A<br />

DETAILS OF HIS OPERATION AND STILL NOT BE AN<br />

TECHNICAL<br />

ADMINISTOR BECAUSE HE LACKS THE DESIRE OR ABILITY<br />

EFFECTIVE<br />

ESTABLISH SOUND PERSONAL RELATIONSHIPS WITH HIS<br />

TO<br />

SUBORDINATES<br />

SUPERVISION CAUSED BY A LACK OF PERSONAL INTEREST<br />

POOR<br />

EMPLOYEES IS ONE OF THE PRINCIPAL REASONS LABOR UNIONS<br />

IN<br />

A FOOTHOLD IN INDUSTRIES THIS CAN HAPPEN IN THE<br />

GET<br />

INDUSTRY.<br />

INSURANCE<br />

SUPERVISORS WILL LISTEN TO EMPLOYEE<br />

PROPERLY-TRAINED<br />

AND PREVENT SMALL ANNOYANCES FROM MUSHROOMING<br />

GRIEVANCES<br />

THE MAJOR ISSUES THAT PROVIDE FERTILE FIELDS OF<br />

INTO<br />

FOR UNIONS.<br />

OPERATION<br />

LINDEN, FABIAN<br />

1032<br />

FAMILY BUDGET.<br />

IHE<br />

CONFERENCE BOARD RECORD VOL B, FEB 1968, 3P<br />

THE<br />

BUREAU OF LABOR STATISTICS LATEST REVISION OF ITS<br />

THE<br />

WORKERS BUDGET INOICATES IT COSTS CLOSE TO $9,500 FOR<br />

CITY<br />

URBAN FAMILY OF FOUR TO MAINTAIN AN ADEQUATE STANDARD OF<br />

AN<br />

GEOGRAPHICAL DIFFERENCES ARE EVIDENT BASED ON<br />

LIVING<br />

PRICES AND CONSUMER NEEDS<br />

VARYING<br />

FAMILY BUDGET DOLLAR IS DIVIDED ACCORDING TO<br />

THE<br />

ALLOCATIONS CHANGES IN HOUSING, TRANSPORTATION<br />

PERCENTAGE<br />

FOOD PREFERENCES HAVE SHIFTED THE BUDGET EMPHASIS<br />

AND<br />

WITH PAST YEARS<br />

COMPARED<br />

TAEUBERe C MOSTELLER, F WEBBINK, P<br />

1033<br />

R C. COMMITIEE ON STATISTICAL TRAINING<br />

S<br />

AMERICAN STATISTICIAN VCL 21, NO B, DEC 1967, 2P<br />

THE<br />

ARTICLE IS A REPORT ON THE CONFERENCE HELD BY THE<br />

THIS<br />

SCIENCE RESEARCH COUNCIL TO EXPLORE PROBLEMS OF<br />

SOCIAL<br />

TRAINING, ESPECIALLY OF STATISTICIANS TO SERVE<br />

STATISTICAL<br />

STATE AND FEDERAL GOVERNMENT THE CONFERENCE WAS<br />

LOCAL,<br />

BECAUSE THE GROWING NEED FOR STASTICAL DATA HAS NOT<br />

PROPOSED<br />

MATCHED BY A CORRESPONDING INCREASE OF PERSONNEL<br />

BEEN<br />

IN DATA COLLECTION AND PROCESSING, PREPARATION OF<br />

TRAINED<br />

SUMMARIES AND ORGANIZATION OF THE FACTS USED IN<br />

DESCRIPTIVE<br />

SOCIAL RESEARCH AND IN MUNICIPAL STATE, AND NATIONAL<br />

MUCH<br />

POLICY-MAKING<br />

SIATISIICAL TRAINING METHODS, RECRUITMENT<br />

CURRENT<br />

THE TYPE OF FUTURE TRAINING NEEDED AND THE<br />

POLICIES•<br />

REQUIRED FOR SUCH TRAINING AND RELATIONS OF<br />

INSTITUTIONS<br />

AGENCIES AND UNIVERSITIES WERE SOME OF THE<br />

STATISTICAL<br />

AREAS DISCUSSED<br />

PROBLEM<br />

BARRETT, RICHARD<br />

1034<br />

AREAS IN BLACK AND WHITE TESTING<br />

GRAY<br />

BUSINESS REVIEW VOL.46, JAN. 1968,<br />

HARVARD<br />

NEGRO<br />

JOB APPLICANTS GENERALLY SCORE LOWER THAN WHITES<br />

NEGRO<br />

TESTS• A FACT THAT OFTEN FRUSTATES ATTEMPTS BY BUSINESSES<br />

IN<br />

ABIDE BY THEIR PLEDGES AS EQUAL OPPORTUNITY EMPLOYERS AND<br />

TO<br />

THE SAME TIME MAINIAIN SKILLED WORK FORCES THIS PROBLEM<br />

AT<br />

EXAMINED, WITH THE CONCLUSION THAT AN EMPLOYERS BEST<br />

IS<br />

LIES IN A REEVALUATION OF HIS ENTIRE RECRUITING<br />

REMEDY<br />

EMPHASIS IS ON METHODS OF UPGRADING THE QUALITY OF<br />

PROGRAM.<br />

APPLICANTS. CANNCT BE REPRINTED<br />

MINORITY<br />

OLKEN HYMAN<br />

1035<br />

II<br />

SPIN-OFFS<br />

MANAGEMENT REVIEW VDL.IO WINTER 1967• 8P<br />

CALIFORNIA<br />

INNOVAIION<br />

DISSEMINATION<br />

NUMBER OF FACTORS PREVENT THE REALIZATION OF THE FULL<br />

A<br />

OF GOVERNMENT-CREATED TECHNOLOGICAL ADVANCES OR<br />

POTENTIAL<br />

IN PROMOTING THE GROWTH OF THE NATIONS INDUSTRY.<br />

SPIN-OFFSt<br />

FIRST IS A DISSEMINATION TECHNIQUES PROBLEM MERELY<br />

THE<br />

THE TECHNICAL ADVANCE TO THE FIRM IS NOT EFFECTIVE.<br />

EXPOSING<br />

BENEFIT TO BE DERIVED FROM THE SPIN-OFF MUST BE SOLD<br />

THE<br />

LIMITING FACTOR IS THE WIDELY HELD<br />

ANOTHER<br />

OF THE TECHNOLOGICAL GROWTH PROCESS GROWTH<br />

MISCONCEPTION<br />

COME FROM ESTABLISHED INDUSTRY NOT JUST FROM NEW EXOTIC<br />

DAN<br />

INDUSTRIES.<br />

176<br />

CRITICAL SHORTAGE OF PERSONNEL PRESENTS THE THIRD<br />

A<br />

SPIN-OFFS SET THE PATTERN FOR THE TECHNOLOGY CF ThE<br />

FACIOR<br />

FIRMS MLST BE PREPARED TO PARTICIPATE<br />

FUTURE<br />

MEOLIM, JOHN<br />

1036<br />

DUPLICATORS, MORE ALTOMATED, CLEANER OPERATION<br />

NEW<br />

MANAGEMENT VEL 29, NO I, JAN 1968• 8P<br />

ADMINISTRATIVE<br />

ARTICLE REPORTS ON THE USE OF DUPLICATING<br />

THIS<br />

THIS MACHINE HAS ALWAYS BEEN PRESENT IN LARGE<br />

MACHINES<br />

BUT NOW HANY ARE ALSO FINDING THEIR WAY INTO<br />

OFFICESt<br />

OFFICES<br />

SMALLER<br />

IS A GREAT RISE OF IN-OFFICE PRINTING MACHINES<br />

THERE<br />

PERCENT OF SURVEYED MANAGERS REPORTED HAVING<br />

SEVENTY-EIGHT<br />

OF THIS TYPE OF MACHINE THEY OFFERED NUMEROUS REASONS<br />

USE<br />

NEEDING AN ON-PREMISE PRINTING INSTALLATION THESE<br />

FOR<br />

SPEED, ECONOMY AND FLEXIBILITY<br />

INCLUDEO<br />

DESCRIPTION IS OFFERED LF THE MECHANICS OF OPERATING<br />

A<br />

STENCIL AND COPIER DUPLICATOR MACHINES BRANDS ARE<br />

OFFSET,<br />

AND PRICES QUOTEOo<br />

IDENTIFIED<br />

LAROAS, NICHOLAS P<br />

1037<br />

FOR YOUR COMPANY LIBRARY<br />

EQUIPMENT<br />

MANAGEMENT VEL 29• NO I JAN. 1968• 2P<br />

ADMINISIRATIVE<br />

SHELVES FURNITURE INDEXES BOOKS<br />

FIXTURES<br />

SURVEY CONDUCTED BY THE NATIONAL INDUSTRIAL<br />

A<br />

BOARD REVEALED THAT 4 PERCENT OF THEM HAD<br />

CONFERENCE<br />

LIBRARIES ALL INDICATIONS INDICATE THAT MANY MORE<br />

COMPANY<br />

WILL BE ADDING LIBRARIES THIS ARTICLE OFFERS<br />

COMPANIES<br />

OF CHGSING FIXTURES ADVICE IS OFFERED REGARDINO<br />

SUGGESTIONS<br />

FURNITURE AND INOEXES IT IS RECOMMENDED THAT A<br />

SHELVES,<br />

LIBRARIAN BE HIRED TO AID IN SELECTION OF BOOKS<br />

PROFESSIONAL<br />

PAMPHLETS<br />

AND<br />

DAVIS, K<br />

103B<br />

THE SPOTLIGHT- THE SUPPORTIVE MANAGER<br />

IN<br />

BUSINESS BLLLETIN VCL 14, NO 10• DEC Ig67, 5P<br />

ARIZONA<br />

AUTHORITY MOTIVATION LEADERSHIP<br />

AUTOCRATIC<br />

ROLE OF THE SUPPORTIVE MANAGER- ONE WHO PROVIDES<br />

THE<br />

PSYCHOLOGICAL AND ORGANIZATIONAL SUPPORT FOR HIS<br />

FULL<br />

IN THE PERFORMANCE OF THEIR DUTIES- AND A<br />

EMPLOYEES<br />

WITH IHE TRADITIENAL APPROACH OF AUTOCRATIC<br />

COMPARISON<br />

ARE DISCUSSED WFILE THE AUTOCRATIC MANAGER<br />

MANAGEMENT<br />

ON POWER, INVOICES ABSOLUTE AUTHORITY INSTILLS<br />

DEPENDS<br />

MOTIVAIION AND DEMANDS STRICT &BEOIENCE, THE<br />

NEGATIVE<br />

MANAGER DEPENDS ON LEADERSHIP GIVES SUPPORT TO<br />

SUPPORTIVE<br />

EMPLOYEES INSTILLS MOTIVATION AND LOOKS TC PERFORMANCE<br />

HIS<br />

THAN BLIND OBEDIENCE IN THE EMPLOYEE<br />

RATHER<br />

INSTALLATION OF A SUPPORTIVE MANAGEMENT SYSTEM ANO<br />

THE<br />

CHANGES NECESSARY IN THE ORGANIZATIONAL FRAMEWORK ARE<br />

THE<br />

AS WELL AS THE FACT THAT AUTOCRATIC MANAGEMENT IS<br />

DISCUSSED<br />

LESS EFFECTIVE WITH A LARGE PART OF THE LABOR<br />

BECOMING<br />

FORCE<br />

GADDIS, PAUL 0<br />

IC39<br />

COMPUTER AND THE MANAGEMENT OF CORPORATE RESOURCES<br />

THE<br />

MANAGEMENT REVIEW FALL 1967,<br />

INDUSTRIAL<br />

INFORMATION-SYSTEM DATA-PROCESSING<br />

SYSTEMS-APPROACH<br />

MANY AUTHORS HAVE RECOGNIZED TE IMPORTANCE OF A<br />

WHILE<br />

APPROACH TO MANAGEMENT [FORMATION ANC THE ADVANTAGE<br />

SYSTEMS<br />

ELECTRONIC PROCESSING FEW PRACTICAL EXAMPLES OF SUCH<br />

OF<br />

HAVE BEEN PRESENTED<br />

SYSTEMS<br />

THIS ARTICLE THE AUTHOR DESCRIBES IN DETAIL THE<br />

IN<br />

INFORMATICN-SYSTEM AT WESTINGHOUSE AND EXPLAINS<br />

CORPORATE<br />

SYSTEMS MANAGEMENT APPRCACH AS USED BY THE COMPANY THE<br />

THE<br />

FOR FURTHER DEVELOPMENT OF THE DATA-PROCESSING<br />

DIRECTION<br />

ALSO IS CONSIDERED THIS ALLOWS AN INSIGHT INTO<br />

CAPABILITY<br />

CORPORATE INFORMATION SYSTEM THAT IS IN ACTUAL<br />

SOPHISTICATED<br />

USE<br />

ANONYMOUS<br />

I040<br />

IN ETROPOLITAN AREAS<br />

UNEMPLOYMENT<br />

LABOR REVIEW VOL 91 NO i, JAN 1968, 2P<br />

MONTHLY<br />

NONWHITE<br />

JOBLESS<br />

THIRD OF THE NATIONS JOBLESS WORKERS AND AN EVEN<br />

A<br />

PROPORTION OF ALL UNEMPLOYED NONWHITES LIVE IN THE 15<br />

HIGHER<br />

METROPOLITAN AREAS ON THE FIRST 9 MONTHS OF 1967<br />

LARGEST<br />

15 AREAS ACCOUNTED FOR 31 PERCENT OF TOTAL U<br />

THESE<br />

AND NEARLY 40 PERCENT OF THE NONWHITE JOBLESS<br />

UNEMPLOYMENT<br />

PROPORTIONS ABOUT EQUAL TO THESE AREAS SHARE OF THE<br />

TOTAL,<br />

POPULAIION<br />

STUDY WAS DONE BY BLS IN LIGHT OF THE GROWING<br />

THIS<br />

OVER URBAN PROBLEMS IT PROVIDES NEW INFORMATION CN<br />

CONCERN<br />

JOB SITUATION IN LOCAL AREAS, PARTICULARLY FOR NONWHITE<br />

THE<br />

THE FIRST PHASE OF THE STUDY COVERS 15 LARGEST<br />

WORKERS<br />

METROPOLITAN STATISTICAL AREAS, WHERE 950,000 WERE<br />

STANDARD<br />

AND THE CENTRAL CITIES<br />

UNEMPLOYED,<br />

ANONYMOUS<br />

I041<br />

THE BIG MOT ATOMS IN INCENTIVE TRAVEL PROGRAMS<br />

WIVES-<br />

MANAGEMENT VOL IO0 NC 2, JAN 1968• 2P<br />

SALES<br />

A WIFE IS TOLD SHE CAN GO ON A GLAMOROUS TRIP IF HER<br />

IF<br />

WORKS HARD, YOU HAVE A MOTIVATED SALESMEN COMPANIES<br />

HUSBAND<br />

WITH INCENTIVE PROGRAMS KNOW THAT<br />

EXPERIENCED<br />

WORKS<br />

WIFE-MOTIVATION<br />

IS A BASIC FORMULA FOR INCLUSION OF WIVES IN<br />

THERE<br />

TRIP PROGRAMS TWO QUOTAS ARE SET, IF THE FIRST<br />

INCENTIVE<br />

IS REACHED, IHE HUSBAND GOES, IF THE SECOND IS MET, THE<br />

ONE<br />

JOINS HIM.<br />

WIFE<br />

COMPANIES GET THE WIFE INTO THE ACT EARLY. USUALLY<br />

MOST<br />

MEETINGS ARE A COMBINATION OF COCKTAIL HOUR AND<br />

KICKOFF<br />

WITH TRIP INFORMATION IT IS SURPRISING HOW MANY<br />

DINNER<br />

MAKE THE MISTAKE OF MAKING THIS MEETING ON<br />

COMPANIES<br />

BASIS<br />

MEN-ONLY<br />

RILEY, JOHN W.<br />

1042<br />

AGE IN AMERICAN SOCIETY, NOTES ON HEALTH, RETIREMENT,<br />

OLD<br />

THE ANTICIPATION OF DEATH<br />

AND<br />

OF THE AMERICAN SOCIETY OF CHARTERED LIFE<br />

JOURNAL<br />

VOL.22, NO 2, JAN 1968<br />

UNDERWRITERS<br />

OF THE MANY SOCIAL IMPLICATIONS OF THE DEMOGRAPHIC

THREE IkTERRELAIED PROBLEMS ARE OF INTEREST TO<br />

REVOLUTION,<br />

BUSINESS OF LIFE-INSURANCE- THE ILL HEALTH CF OLDER<br />

THE<br />

THE DILEMMAS OF RETIREMENT, AND THE MEANING OF<br />

PEOPLE,<br />

THIS ARTICLE SUBJECTS THESE PROBLEMS TO A<br />

DEATH<br />

ANALYSIS IT IS ARGUED THAT ILL HEALTH IS A<br />

SOCIOLOGICAL<br />

DEFINED ROLE, THAT THERE ARE FEW PRESCRIPTIONS FOR<br />

SOCIALLY<br />

AND THAT DEATH TENDS TO BE A TABOO TOPIC<br />

RETIREMENT,<br />

ARE TO BE EXPECTED IN EACH OF THESE AREAS, AND THE<br />

CHANGES<br />

OF EDUCATION IS SINGLED OUT AS OF SPECIAL IMPORTANCE.<br />

FACTOR<br />

OUR SOCIETY BECOMES PROGRESSIVELY UPGRADED, IT MAY WELL<br />

AS<br />

THAT OLDER PEOPLE WILL COME TO ENJOY BETTER HEALTH, TO BE<br />

BE<br />

ACTIVE IN RETIREMENT, AND TO TAKE A LESS NEGATIVE VIEW<br />

MORE<br />

DEATH<br />

OF<br />

BUCHBINDER, NORMAN M<br />

1043<br />

MANAGEMENT CAN SOLVE THE DOORMAN SHORTAGE<br />

HOW<br />

OF PROPERTY MANAGEMENT VOL ]3, NO 2, MARCH-APRRIL<br />

JObRNAL<br />

igBS, 2P<br />

BUCHBINOER 0ESCRIBES THE PROCEGURES INITIATEC BY<br />

MR<br />

MANAGEMENT FIRM TO RECRUIT AND TRAIN NEEOE0 CAPABLE<br />

ONE<br />

FOR HIGHRISE APARTMENT BUILDINGS. THROUGH A PROGRAM<br />

DOORMAN<br />

ON-THE-JOB TRAINING AND CAREFUL SUPERVISION, THE DOORMAN<br />

OF<br />

TO GUARD THE TENANTS SAFETY AND ACT RESPONSIBLY IN<br />

LEARNS<br />

OF OTHER EMERGENCIES, WHICH IN TURN ENHANCES THE<br />

TIMES<br />

AND ITS MANAGEMENT<br />

BUILDING<br />

PAULUS, P<br />

1044<br />

INCENTIVE PLAN FOR SUPERVISORS<br />

IMPROVED<br />

EXECUTIVE VOL 36, NO 3, MARCH 1968, 4P<br />

F[KANCIAL<br />

pERFORMANCE STANDARDS<br />

PROFIT-SHARING<br />

INCENTIVE PLANS FOR SUPERVISORS ARE GROUP<br />

CUSTOMARILY,<br />

OR PROFIT SHARING PLANS WHICH REWARD ALL PARTIES<br />

BONUS<br />

EQUALLY, DESPITE DIFFERENCES IN INDIVIDUAL<br />

NEARLY<br />

ONE COMPANY DISCARDED SUCH A BONUS PLAN BECAUSE<br />

PERFORMANCE<br />

CONTINUED NUMEROUS FLOWS ANG WAS FOUND TO BE INEFFECTIVE<br />

IT<br />

INEQUITABLE AN IMPROVED PLAN WAS INTRODUCED WHICH GAVE<br />

AND<br />

ONLY TO PERFORMANCE WHICH IS SUPERIOR WHEN<br />

RECOGNITION<br />

AGAINST STANDARDS ESTABLISHED TO SATISFY SPECIFIC<br />

MEASURED<br />

OF MANAGEMENT THIS ARTICLE DESCRIBES HOW THIS<br />

OBJECTIVES<br />

WAS CONCEIVED, DEVELOPED AND IMPLEMENTED THE MOST<br />

PLAN<br />

CONTRIBUTION OF THE PLAN IS ITS EFFORT ON<br />

IMPORTANT<br />

MORALE AND ATTITUDES SUPERVISORS AT THE<br />

SUPERVISORY<br />

MANAGERIAL LEVEL SEE THEMSELVES AS MEMBERS OF THE<br />

MARGINAL<br />

TEAM FOR THE FIRST TIME THRCUGH SUPERVISORY<br />

MANAGEMENT<br />

PLANS BASEG ON MEASURED PERFORMANCE ARE NOT NEW,<br />

INCENTIVE<br />

ARE SUFFICIENILY RARE TO WARRANT AN INTENSIVE<br />

THEY<br />

EXAMINATION<br />

SALNDERS, ROBERT W<br />

IO45<br />

TOWARD EDUCATIONAL LEAVE AND COURSE SUBSIDIZATION<br />

POLICIES<br />

PUBLIC PERSONNEL REVIEW VOL 29, NO I, JAN 196B, BP.<br />

CANADIAN STUDY TABULATES BOTH CANADIAN AND AMERICAN<br />

A<br />

TOWARD EDUCATIONAL LEAVE AND COURSE SUBSIDIZATION<br />

PRAOTICES<br />

THEY DIFFER FROM ONE JURIDICTION TO ANOTHER<br />

AS<br />

ONE-HALF OF THE COOPERATIVES DISPENSE WITH LENGTH<br />

OVER<br />

SERVICE REQUIREMENTS AS A PREREQUISITE OF LEAVE OF<br />

OF<br />

OR HAVE NO POLICY OR PRACTICE THE MOST COMMON<br />

ABSENCE,<br />

OF AMERICAN STATES, COUNTRIES AND CITIES IS TO HAVE<br />

PRACTICE<br />

LIMIT ON THE LENGTH OF AITENDANCE AT SHORT COURSES FOUR<br />

NO<br />

PROVINCES HAVE NO LIMIT THE MOST COMMON FORMAL<br />

CANADIAK<br />

OF ALL JURISDICTION IS TIME-OFF AD USE OF THE<br />

PRACTICE<br />

TIME FINAL AUTHORITY FOR EDUCATIONAL LEAVES OF<br />

EMPLOYEES<br />

RESTS MAINLY WITH THE DEPARTMENT HEAD IN STATE<br />

ABSENCE<br />

OR WITH THE CIVIL SERVICE COMMISSION<br />

JURISDICTION<br />

HUGHES, EVERETT C<br />

I046<br />

INDIVIDUALISM Ok THE R+D TEAM<br />

PRESERVING<br />

BUSINESS REVIEW VOL 46, FEB TO68,<br />

HARVARD<br />

PARTICIPATIVE MANAGEMENT RESEARCH<br />

TEAMWORK<br />

NEED NOT BE SACRIFICED IN ORDER TC GIVE<br />

TEAMWORK<br />

AND ENGINEERS FREEDOM TO DEVELOP PROFESSIONAL<br />

SCIENTISTS<br />

THE PARTICIPATIVE-CONSULTIVE ORGANIZATION CHART<br />

COMgETENCE<br />

THE TASK FORCE ARE ORGANIZATIONAL DEVICES WHICH PRODUCE<br />

AND<br />

BLENDING OF INDIVIDUALITY AND TEAMWORK<br />

A<br />

MINI-SYSTEM TECHNIQUE IS A NEW ORGANIZATIONAL TOOL<br />

THE<br />

CAN BRIDGE SOME OF THE PROBLEMS OF LINE ALTHORITY AND<br />

WHICH<br />

COORDINATION THIS APPROACH IS MEANS OF<br />

INTERGROUP<br />

TEAMWORK UNDER PARTICIPATIVE MANAGEMENT *'CANNOT<br />

ACHIEVING<br />

REPRINTED<br />

BE<br />

BROWN, kARREN B<br />

1047<br />

ORGANIZATION AND SOCIO-TECHNICAL CONTROLS<br />

THE<br />

TOPICS VGLolB, NO I, JAN 1968, 7P<br />

BUSINESS<br />

SOCIAL<br />

FOR CONTROL OVER THE GOAL-DIRECTED ACTIVITIES<br />

CONCERN<br />

ORGANIZATIONS HAS A LONG HISTORY IT IS RELATIVELY NEW,<br />

OF<br />

THAT ORGANIZATIONAL CONTROL SYSTEMS HAVE REFLECTEO<br />

HOWEVER,<br />

AWARENESS OF TWO DIFFERING ASPECTS OF CONTROLS, THE<br />

AN<br />

ORGANIZATIONAL CONTROLS EXEMPLIFIED BY ACCOUNTING<br />

TECHNICAL<br />

PRODUCTION STANDARDS AND THE CONTROLS OVER HUMAN SOCIAL<br />

AND<br />

FACTORS<br />

PAPER EXAMINES SOME CF THE SALIENT CHARACTERISTICS<br />

THIS<br />

TECHNICAL AND SOCIAL CONTROLS, STUDIES THEIR INTERACTION<br />

OF<br />

SOME OF THE PROBLEMS OF INTEGRATING THESE TWO ASPECTS,<br />

AND<br />

THEN PUTS THE CONTROL OF SGCIO-TECHNICAL SYSTEMS IN<br />

AN<br />

BY EXAMINING THEM IN THE LIGHT OF THE DEMANDS<br />

PERSPECTIVE<br />

CONSTRAINTS OF THE LARGER ORGANIZATIONS<br />

AND<br />

WALTERS, C GLENN GRINN, BRUCE<br />

I048<br />

RETAILERS USE OF THE PCLYGRAPH<br />

APPRAISING<br />

OF RETAILING VOL 43, JAN 1968, L2P.<br />

JOURNAL<br />

LIE<br />

POLYGRAPH IS A RECORDING INSTRUMENT WHICH MONITORS<br />

THE<br />

OF THE AUTOMATIC NERVOUS SYSTEM THE POLYGRAPH<br />

REACTIONS<br />

ARE BASED ON THE PREMISE THAT MOST PEOPLE FEAR BEING<br />

TESTS<br />

IN A LIE, AND THAT THIS FEAR CAN BE RECORDED<br />

CAUGHT<br />

ARE TURNING TO THE USE OF POLYGRAPHS FOR<br />

RETAILERS<br />

SCREENING, PERIODIC EMPLOYEE TESTING AND<br />

PRE-EMPLOYMENT<br />

LOSS INVESTIGATION BENEFITS ARE EVIOENT BUT<br />

SPECIFIC<br />

OF MANAGEMENT PROBLEMS AND LEGAL CONSIDERATIONS<br />

QUESTIONS<br />

177<br />

THE POLYGRAPH<br />

ACCOMPANY<br />

INCRIMINATION, INVASION OF PRIVACY ANO ETHICAL<br />

SELF<br />

MUST BE RECOGNIZED AS PROBLEMS CDNNECTEC WITF<br />

CONSIDERATIONS<br />

USE IF RETAIL MANAGEMENT CHOOSES THE POLYGRAPH AS<br />

POLYGRAPH<br />

TCOL, THE SUGGESTED GUIDELINES FOR USE ARE HELPFUL FOR<br />

A<br />

OPERATION<br />

SUCCESSFUL<br />

FRANCISe R G<br />

i04g<br />

PROPOSAL FOR A NEW MEASURE OF ATTITUDINAL OPPOSITION<br />

A<br />

OPINION QUARIERLY VOL 3L, NO 3, FALL lOB?, TP<br />

PUBLIC<br />

PUBLIC-OPINION<br />

PAPER IS IN RESPOKSE TO AN ARTICLE THAT PROPOSED A<br />

THIS<br />

K, THAT TAKES INTO ACCOUNT TWO DIMENSIONS OF A<br />

MEASURE,<br />

OPINION FIELD, THE INTENSITY OF THE DIFFERENCES HELD<br />

PUBLIC<br />

THEIR FXTENSITY IT CHALLENGES THE USE MADE OF THE TERMS<br />

AND<br />

AND EXTENSITY THE AUTHOR HERE FINDS THAT THE<br />

INTENSITY<br />

MEASURED EXTENSIIY AS SIMPLY A SPECIAL CASE OF<br />

ARTICLE<br />

WHICH SUGGESTS THAT A MORE APPROPRIATE MEASURE OF<br />

VARIANCE<br />

ORIGINAL INTENT WOULD INCORPORATE VARIANCE IN ITS<br />

THEIR<br />

IT APPEARED THAT THE MEAN COULD BE TAKEN AS A<br />

SPECIFICATION<br />

MEASURE OF INTENSITY SINCE IT HAD THE PROPERTY OF<br />

POSSIBLE<br />

FROM 0 TO BUT HAD THE ADDITIONAL PROPERTY OF BEING<br />

RANGING<br />

CONNECTED WITH VARIANCE<br />

INTIMATELY<br />

TAYLOR, B T<br />

IC50<br />

THE RECORD AND CONSEQUENCES<br />

MEDICARE-<br />

BUSINESS BULLETIN VCL 14, NO I0, DEC. 1967, 8P.<br />

ARIZONA<br />

PHYSICIANS<br />

HOSPITAL<br />

ASPECTS OF MEDICARE- THE IMPACT OF THE PROGRAM DN<br />

TWO<br />

UTILIZATION AND PHYSICIANS SERVICES- ARE EXAMINED<br />

HOSPITAL<br />

ADDITION, PREDICITONS ARE OFFERED REGARDING THE POSSIBLE<br />

IN<br />

AND LOCAL IMPACT MEDICARE IS LIKELY TO HAVE ON<br />

NATIONAL<br />

SERVICES IN THE FUTURE<br />

MEDICAL<br />

CITING STATISTICS, THE AUTHOR STATES THAT MEDICARE<br />

BY<br />

NOI HAD A DEBILITATING EFFECT ON HOSPITAL UTILIZATION<br />

HAS<br />

PRACTICES AND THAT THE PREDICTED NEGATIVE ECONOMIC<br />

AND<br />

OF NATIONAL HEALTH STANDARDS HAVE NOT GENERALLY<br />

EFFECTS<br />

THE GREATEST IMPACT OF MEDICARE TO DATE IS TO<br />

MATERIALIZED<br />

PUBLIC ATTENTION TO THE INEFFICIENCES PREVAILING IN THE<br />

DRAW<br />

INDUSTRY AND THE AUIHOR CONCLUDES THAT THE FINAL<br />

MEDICAL<br />

SHOULD BE A HIGHER QUALITY UF MEDICAL ATTENTION<br />

RESULT<br />

BREEN, J<br />

I051<br />

STAFF ASSISTANT<br />

THE<br />

BUSINESS BULLETIN VCL 9, NO 5, SPRING 19&7, 4P<br />

CARROLL<br />

ROLES<br />

AUTHOR DISCUSSES THE EFFECTIVE USE DF STAFF<br />

THE<br />

ALTERNATIVE ROLES POSSIBLE FOR THEM AND VARIOUS<br />

ASSISIANTS,<br />

THAT CAN BE ACHIEVED BY THEIR USE THE STAFF<br />

OBJECTIVES<br />

MAY ACT AS AN ADVISOR TO AN EXECUTIVE OR CARRY ON<br />

ASSISTANT<br />

ACTIVITY THAT SUGGESTS LINE ACTIVITIES THEY ARE USED TO<br />

AN<br />

SPECIALIZED ASSISTANCE OR TO ENABLE BOIH THE<br />

PROVIDE<br />

OR DECENTRALIZATION OF RESPONSIBILITY<br />

CENTRALIZATION<br />

AWARENESS OF POSSIBLE ROLES AND USE OBJECTIVE OF<br />

AN<br />

ASSISTANTS ENABLES A MANAGER TO IMPROVE THE<br />

STAFF<br />

OF HIS ROLE<br />

FULFILLMENT<br />

CONWAY, BENJAMIN<br />

I052<br />

INFORMATION SYSTEM AUDIT<br />

THE<br />

REVIEW VOL 5?, NO 3, MARCH 1968, 12P.<br />

MANAGEMENT<br />

EVALUATION<br />

MANAGEMENT<br />

AVOID MANY PROBLEMS WHICH ARISE WHEN MANAGEMENT<br />

TO<br />

A COMPUTERIZED MANAGEMENT INFORMATION-SYSTEMe AN<br />

INSTALLS<br />

TEAM SHOULD BE FORMED<br />

AUDIT<br />

OBJECTIVES OF THE AUDIT SHOULD BE FULLY DEFINED AT<br />

THE<br />

MAJOR STAGES IN THE DEVELOPMENT OF THE INFORMATION IN<br />

FOUR<br />

PLANNING STAGE, THE AUDIT IS MORE CONCERNED WITH<br />

THE<br />

IMPLICATIONS OF THE SYSTEM, THE ECONOMICS OF THE<br />

BUSINESS<br />

AND THE CONTROLS PROPOSED OVER ITS DEVELOPMENT<br />

SYSTEM<br />

THE DEVELOPMENT STAGE, THE AUDIT IS MOST CONCERNED<br />

DURING<br />

THE TECHNICAL ASPECTS CF THE PROGRAM, DURING<br />

WITH<br />

WITH THE ADEQUACY OF THE CONVERSION<br />

IMPLEMENTATION,<br />

AND IN THE POST-INSTALLATION PHASE WITH IHE<br />

PROCEDURES,<br />

EVALUATION OF THE SYSTEM FROM OPERATIONAL EFFICIENCY<br />

OVERALL<br />

ECONOMIC VIEWPOINT<br />

AND<br />

OTTE. FRED H<br />

1053<br />

IS SYSTEMS PROGRAMMING.'<br />

WHAT<br />

VOL 14, NO 2, FEB ig68e 2P<br />

DAIAMATION<br />

TERMINOLOGY RETRIEVAL LIBRARY<br />

COMPUTER<br />

ARTICLE IS AIMED AT GIVING THE READER A BASIC<br />

THIS<br />

OF SYSTEMS PROGRAMMING FOR PURPOSES OF<br />

UNOERSIANDING<br />

AN ANALOGY IS DRAWN BETWEEN COMPUTER SYSTEMS<br />

SIMPLIFICATION<br />

COOKING<br />

AND<br />

IS EXPLAINED AS WELL AS LANGUAGE DESIGN<br />

TERMINOLOGY<br />

SYSTEMS AND LIBRARY CATALOGS ARE POINTED OUT WITH<br />

RETRIEVAL<br />

REASONS THEY ARE UTILIZED<br />

THE<br />

SYSTEM PROVIDES AN AID FOR THE PREPARATION IN A<br />

THE<br />

AND TERMS THAT CAN BE EASILY UNDERSTOOG INCLUDED<br />

LANGUAGE<br />

FACILITIES FOR EASY STORING, RETRIEVING AND TASTING<br />

ARE<br />

AND RECIPES.<br />

INGREDIENTS<br />

CREAGER, K<br />

I054<br />

KNOWN FILING TRUISMS- AND WHY THEY ARE TRUE<br />

BEST<br />

MANAGEMENT VOL 29, NO l, JAN 1968, 2P<br />

ADMINISTRATIVE<br />

INDEX<br />

RECORDS<br />

ARE MANY TRUISMS REGARDING FILING METHODS AND<br />

THERE<br />

THE AUTHOR DISCUSSES TWELVE OF THESE DEALING<br />

TECHNIQUES<br />

FILING SYSTEMS AND RECORDS MANAGEMENT BY EXAMINING THE<br />

WITH<br />

FOR THESE TRUSIMS THE ADMINISTRATIVE MANAGER CAN PUT<br />

REASONS<br />

TO BETTER USE<br />

THEM<br />

OF THE AXIOMS DEALT WITH INCLUDE- NO SYSTEM IS<br />

SOME<br />

ALL SUBJECT FILES SHOULD USE A CLOSED THESARUS<br />

UNIVERSAL,<br />

TEN OTHERS<br />

AND<br />

WILKINS, C A.<br />

1055<br />

IN THE METHODOLOGY OF URBAN POPULATION DISTRIBUTIONS<br />

POINTS<br />

RESEARCH VOL 16, NO I, JAN-FEB /gOB, 9P<br />

OPERATIONS<br />

CIIY<br />

SOME OPERATIONAL PROBLEMS CONCERNED WITH URBAN<br />

FOR<br />

THE ACTUAL LOCATION OF POPULATION WITHIN EACH<br />

POPULATIONS,<br />

IS NOT OF PRIMARY IMPORTANCE FOR SUCH PROBLEMS, IT MAY<br />

CITY<br />

BESI TO PROCEED IN TERMS OF THE FUNCTION A-D- DEFINEB AS<br />

BE

THE CITY AREA OVER WHICH THE POPULATION DENSITY IS<br />

BEING<br />

THAN OR EQUAL TO D KNOWLEDGE OF THIS FUNCTION<br />

GREATER<br />

A SUITABLE SYMMETRIC REPRESENTATION OF CITY OF<br />

ENABLES<br />

ARBITRARY FORM TO BE DETERMINED, AND WEISS PROBLEM OF<br />

FAIRLY<br />

THE POPULATICN IN A GIVEN TOTAL AREA CHOSEN FROM<br />

MAXIMIZING<br />

REGIONS OF A SEQUENCE OF CITIES TO BE TACKLED IN<br />

THE<br />

GENERAL TERMS GENERAL EQUATIONS ARE GIVEN FOR<br />

REASONABLY<br />

PROBLEM SIMPLE CITIES OF NONSTANDARD FORM MAY SATISFY<br />

THIS<br />

GENERALIZATION OF SHERRATTS FORM, TO WHICH A NUMBER OF<br />

A<br />

RESULTS ARE EASILY EXTENDED EQUATIONS FOR THE<br />

SHERRATIS<br />

NUMBER DF CASUALTIES IN AN ATTACK ARE GIVEN FOR<br />

EXPECTED<br />

AND CLARKS TYPE OF CITY<br />

SHERRATTS<br />

NUGENT, CHRIS VOLLMANN, THOMAS RUML, JOHN<br />

1056<br />

FOR ASSIGNMENT OF FACILITIES TO LOCATIONS<br />

TECHNIQUES<br />

OPERATIONS RESEARCH VOL.16 ND I, JAN-FEB I968,<br />

OPTIMAL ASSIGNMENT OF FACILITIES TO LOCATIONS IS<br />

THE<br />

PROBLEM THAT REMAINS UNSOLVED NONE OF IHE<br />

COMBINATORIAL<br />

OPTIMAL-PRODUCING PROCEDURES IS COMPUTATIDNALLY<br />

SEVERAL<br />

FOR ANY BUT SMALL PROBLEMS THREE PREVIOUSLY<br />

FEASIBLE<br />

HEURISTIC TECHNIQUES ARE EXAMINED AND<br />

PROPOSED<br />

COMPARED FOR PROBLEMS OF FROM FIVE<br />

EXPERIMENTALLY<br />

TO 30 DEPARTMENTS THE NEW BIASED SAMPLING<br />

DEPARTMENTS<br />

IS SEEN TO PRODUCE THE BEST SOLUTIONS BUT AT A<br />

PROCEDURE<br />

HIGH COMPUTATIONAL COST THE HILLIER-CONNORS<br />

RELATIVELY<br />

IS ESPECIALLY INTERESTING BECAUSE IT IS<br />

PROCEDURE<br />

FASTER THAN CRAFT AND BIASED SAMPLING AND ITS<br />

CONSIDERABLY<br />

ARE ONLY 2-6 PERCENT WORSE THAN CRAFT<br />

SOLUTIONS<br />

GAUNT, S<br />

1057<br />

METHOD FOR RESOLVING TRAVELLING SALESMAN<br />

NON-COMPUTER<br />

PROBLEM<br />

OPERATIONAL RESEARCH VOL 6, NO I, MARCH 1968, 11P<br />

CANADIAN<br />

PAPER CONSIDERS THE APPLICATION OF SEARCH TEEORY<br />

THIS<br />

THE DEVELOPMENT OF A NON-COMPUTER METHOD FOR RESOLVING<br />

TO<br />

SOLUTIONS FOR TRAVELLING SALESMAN TYPE PROBLEMS<br />

APPARENT<br />

SYMMETRICAL AND ASYMMETRICAL SQUARE MATRICES.<br />

FROM<br />

ADEQUATE DATA FOR EVALUATING ThE RELATIVE<br />

WHILE<br />

BETWEEN CCMPUTERS AND THE PROPOSED MANUAL METHOD<br />

ECONOMICS<br />

SCARCE, ROUGH APPROXIMATIONS INDICATE THE MANUAL SEARCH<br />

ARE<br />

TO BE FAVORED FOR MATRIC(S GREATER THAN 0-40.<br />

METHOD<br />

INTRINSIC WORIH OF A STANDARO OFFICE PROCEOURE FOR<br />

THE<br />

SEQUENCING TYPE PROBLEMS ACQUIRES MERIT BY<br />

RESOLVING<br />

A PRACTICAL MEANS OF SOLUTION TO A COMPLEX PROBLEM<br />

PROVIDING<br />

CAN BE USED IN ENVIRONMENTS WITHOUT IMMEDIATE ACCESS<br />

WHICH<br />

A COMPUTER<br />

TO<br />

MAURER, HERRYMON<br />

1058<br />

BEGINNING OF WISDOM ABOUT ALCOHOLISM.'<br />

THE<br />

VOL TT, NO.5, MAY I968, lIP.<br />

FORTUNE<br />

IS ONLY NOW BEING RECOGNIZED AS WHAT IT IS<br />

ALCOHOLISM<br />

PERSONAL AND SOCIAL CATASIROPHO, AN ILLNESS OF THE SAME<br />

A<br />

OF IMPORTANCE AS HEART TROUBLE OR CANCER LARGE AMOUNTS<br />

KIND<br />

FEDERAL AND STATE FUNDS HAVE BEEN VOTED FOR RESEARCH AND<br />

OF<br />

FEDERAL COURTS, CATCHING UP W[TH MEDICAL<br />

TREATMENT<br />

HAVE RULED THAT ALCOHOLISM IS NOT A CRIME BUT A<br />

FINDINGS,<br />

DISEASE.<br />

BESl RECOVERY RATES, SURPRISINGLY, ARE TO BE FOUND<br />

THE<br />

OFFICES AND FACTORIES RAIHER THEN IN CLINICS AND<br />

IN<br />

GOOD COMPANY PROGRAMS ARE BASED ON EARLY SPOTTING<br />

HOSPITALS.<br />

-CRISIS PRECIPIIATION- TELL THE MAN ITS TREATMENT OR<br />

AND<br />

THEN FOLLOWS CAREFUL HANDLING BY THE COMPANY<br />

ELSE<br />

USUALLY IN CONJUNCTION WITH ALCOHOLICS ANONYMOUS<br />

PHYSICIAN,<br />

COMPANY SAVES IWO OUT OF THREE, AND 60 PERCENT OF THE<br />

ONE<br />

EVENTUALLY QUALIFY FOR MERII INCREASES -*CANNOTBE<br />

RECOVERED<br />

REPRINTED<br />

SPIEGAL J SUMMERS L BENNET C<br />

1059<br />

GENERAL APPROACH TD MANAGEMENT INFORMATION SYSTEMS<br />

AESOP<br />

AND PROCEDURES JOURNAL VOL 18, NO 84, JULY-AUGUST<br />

SYSTEMS<br />

8P.<br />

1967,<br />

DIRECT ACCESS<br />

REAL-TIME<br />

ARTICLE DESCRIBES AESOP- A LABORATORY BASED<br />

THE<br />

OF A GENERAL-PURPOSE, ON-LINE, VISUALLY-ORIENIEO<br />

PRCIOTYPE<br />

SYSTEM IT OPERATES IN AN ORGANIZATIONAL CONTEXT<br />

INFORMATION<br />

IS USED TO INVESTIGATE PROBLEMS FROM THE EXECUTIVE LEVEL<br />

AND<br />

THE STAFF AND OPERATIONS ANALYSTS TO THE ACTUAL<br />

THROUGH<br />

DESIGNERS AND PROGRAMMERS<br />

SYSTEM<br />

REQUIREMENTS FOR MANAGEMENT USE AND THE THREE BASIC<br />

THE<br />

OF THE SYSTEM- PARAMETER INSERTION, ALGORITHM<br />

CAPABILITIES<br />

AND DEBUGGING ARE DESCRIBED ALSO, THE UNIQUE<br />

BUILDING<br />

COMMAND MECHANISM IS DESCRIBED AND ILLUSTRATED THE<br />

LIGHIGUN<br />

HAS SOMETHING FOR EVERYONE IN THE ORGANIZATIONAL<br />

SYSTEM<br />

A CHARACTERISTIC OF THE MANAGEMENT<br />

HIERARCHY<br />

OF THE FUTURE<br />

INFORMATION-SYSTEM<br />

ENTHOVEN, A.<br />

IOEO<br />

AND DEVELOPMENT PROGRAMMING<br />

ACCOUNTING<br />

JOURNAL OF ACCOUNTING EDUCATION AND RESEARCH<br />

INTERNATIONAL<br />

NO I, FALL 1967, 16P<br />

VDL.3,<br />

COST-ACCOUNTING<br />

SUBJECT OF THE PAPER IS THE INTERACTION AND<br />

THE<br />

THAT EXISTS BETWEEN ACCOUNTING AND<br />

INTERDEPENDENCY<br />

PROGRAMMING AND THE ROLE ACCOUNTING MAY FULFILL<br />

DEVELOPMENT<br />

ENHANCING ECONOMIC PROGRESS IN THE DEVELOPING ECONOMIES<br />

IN<br />

IS MOST IMPORTANT TO THE ECONOMIC<br />

COSI-ACCOUNTING<br />

PROCESS CAPITAL BUDGETING ANO FINANCIAL<br />

DEVELOPMENT<br />

FORM A CONSTITUENT PART OF PROJECT SELECTION AND<br />

PLANNING<br />

NAIIONAL ACCOUNTS INFORMATION IS ALSO ESSENTIAL<br />

EVALUATION<br />

DEVELOPMENT PROGRAMMING THE AUTHOR ALSO PRESENTS AN<br />

FOR<br />

OF A DEVELOPMENT PROGRAM WITH ITS VARIOUS PROJECTS<br />

EXAMPLE<br />

CITES THE INTEGRAL FUNCTIONS OF ACCOUNTANCY IN<br />

AND<br />

PROGRAMMING<br />

DEVELOPMENT<br />

FARAG, S.M<br />

1061<br />

VIEWS ON SOCIAL ACCOUNTING- AN ELABORATION<br />

LIIILETONS<br />

JOURNAL OF ACCOUNTING, EDUCATION AND RESEARCH<br />

INTERNATIONAL<br />

VOL 2, NO 2t SPRING 1967, lOP<br />

178<br />

PAPER PRESENTS AND IDENTIFIES AN ELABORATION CF<br />

THE<br />

OF PROFESSOR A C LITTLETONS VIEWS OF SOCIAL<br />

SOME<br />

WHERE ACCOUNTING BECOMES AN EFFECTIVE INSTRUMENT<br />

ACCOUNTING-<br />

SOCIAL PLANNING IN IHE PUBLIC INTEREST CONCEPTS SUCH AS<br />

FOR<br />

SELF-GOVERNMENT AND CONSISTENT FORECASTING ARE<br />

BUSINESS<br />

DISCUSSED<br />

MAIN PART OF THE PAPER IS DEVOTED TO THE<br />

THE<br />

OF INPUT-OUTPUT ACCOUNTING AS A BRANCH OF SOCIAL<br />

DEVELOPMENT<br />

INPLT-DLTPUT TABLES AND ANALYZES ARE A MEANS<br />

ACCOUNTING.<br />

ALLOW THE DESCRIPTION AND ANALYSIS OF THE PRODUCTIVE<br />

WHICH<br />

OF A COMPLETE ECONOMIC SYSTEM THE STRUCTURE OF<br />

PROCESS<br />

TRANSACTIONS IABLES AkD THE FORM CF ANALYSIS ARE<br />

THESE<br />

THE EXPANDING ROLE CF ACCOUNTING IN SERVING THE<br />

DISCUSSED<br />

INTEREST IS ALSO NOTED<br />

PUBLIC<br />

HEAD, R V<br />

1062<br />

FUR REAL-TIME BUSIkESS SYSTEMS<br />

PLANNING<br />

AND PROCEDURES JOURNAL VOL 18, NO 84, JULY-AUGUST<br />

SYSTEMS<br />

8P<br />

1967,<br />

PLANNING<br />

POLICIES<br />

AUTHOR BEGINS BY DISCUSSING REAL-TIME SYSTEMS THEIR<br />

THE<br />

COMPLEXITY, APPLICATIONS AND EFFECTS ON BUSINESS<br />

EVOLUTION,<br />

HE POINTS TO SYSTEMS PLANNING- THAT IS PLANNING<br />

OPERATIONS<br />

SYSTEMS, IN CDNIRAST TO SYSTEMS DESIGN DR SYSTEMS<br />

FOR<br />

WHICH HAS TO DO WITH THE PLANNING OF PARTICULAR<br />

ANALYSIS<br />

TECHNOLOGICAL, ENVIRONMENTAL AND COMPANY POLICIES<br />

SYSTEMS<br />

ARE BASIC TO SYSTEMS PLANNING<br />

COkSIDERATIONS<br />

AUTHOR ALSO DISCUSSES A THEORETICAL VIEW OF THE<br />

THE<br />

PROCESS, TPE RELATIONSHIPS BETWEEN SYSTEMS PLANNINO<br />

PLANNING<br />

OTHER TRADITIONAL BUSINESS PLANNING PROCESSES, AND<br />

AND<br />

WITH A DELINEATION OF SOME BROAD GUIDELINES<br />

CONCLUOES<br />

TO SYSTEMS PLANKING<br />

APPLICABLE<br />

VORHAUS, A H<br />

1063<br />

A NEW APPROACH TO DATA MANAGEMENT<br />

TOMS-<br />

AND PROCEDURES JOURNAL VOL 18, NO 84, JULY-AUGUST<br />

SYSTEMS<br />

P<br />

1967,<br />

PERSONNEL<br />

TIME-SHARED DATA MANAGEMENT SYSTEM IS ONE WAY FOR<br />

THE<br />

NCNPROGRAMMER USER TO CONVERSE WITH POWERFUL<br />

THE<br />

MACHINES WITHOUT HAVING TC COMMUNICATE HIS<br />

DATA-PROCESSING<br />

THROUGH INTERMEDIARIES. TOMS PERMITS THE USER<br />

REQUIREMENTS<br />

DESCRIBE ENTRIES IN A DATA-BASE, TO LOAD THEM INTO THE<br />

TO<br />

TO ASK QUESTIONS ABOUT THEM, TC PERFORM<br />

MACHINE,<br />

ON THEM, TO HAVE THE DATA DISPLAYED ON A<br />

CALCULATIONS<br />

RAY TUBE, TO OBTAIN HARO COPY REPORTS AND TO UPOATE<br />

CATHODE<br />

MAINTAIN THE DATA BASE<br />

AND<br />

CAN OPERATE ON-LINE OR IN A BATCH-PROCESSING MODE<br />

TDMS<br />

IT IS DESIGNED TO ACCOMMODATE THE NEEDS OF MANY USERS IN<br />

AND<br />

FIELDS- MILITARY, INTELLIGENCE, FINANCE OR<br />

TECHNICAL<br />

MANAGEMENT THE TOMS APPROACH IS ESPECIALLY USEFUL<br />

PERSONNEL<br />

NUMEROUS SUBUNITS OF A SINGLE ORGANIZATION CAN SHARE A<br />

WHEN<br />

DATA BASE.<br />

COMMON<br />

ROBERTS, E<br />

106<br />

PROBLEM OF AGING ORGANIZATIONS<br />

THE<br />

HORIZONS VCL 10, NC , WINTER 1967, 8P<br />

BUSINESS<br />

RESEARCH DEMONSTRATION<br />

R+D<br />

CHANGE IN ANY OF THE VARIABLES THAT COMPOSE AN R÷D<br />

A<br />

CAN LENGTHEN OR SHORTEN ITS LIFE-SPAN THE AUTHOR HAS<br />

UNIT<br />

A -WHEELS WITHIN WHEELS- THEORY THAT EESCRIBES THE<br />

DEVELOPED<br />

AND FALL OF AN R÷D ORGANIZATION HIS THEORY IS BASED ON<br />

RISE<br />

INDUSTRIAL-DYNAMICS APPROACH, WHICH ASSUMES THAT THE<br />

THE<br />

AFFECTING AN ORGANIZATION ARE THE NATURAL<br />

PROBLEMS<br />

OF ITS OWN ACTIVITIES AND STRUCTURE THE<br />

OUTGROWTHS<br />

CAN BE PUT INTO FEEDBACK LOOPS, EACH OF WHICH IS<br />

VARIABLES<br />

WHEEL SINCE EACH VARIABLE IN A LOOP EFFECTS EVERY<br />

ONE<br />

ALL PARTS DF THE UNIT MUST FUNCTION CORRECTLY IN<br />

OTHER,<br />

TO HAVE A POSITIVE FEEDBACK FOR INSTANCE, IF THE<br />

ORDER<br />

EFFECTIVENESS DECLINES, MANAGEMENT LOWERS ITS GOAL<br />

TECHNICAL<br />

AND THE UNIT PRDDLCES LESS THUS, THE LOOP<br />

OBJECTIVESt<br />

A DOWNWARD CYCLE FOR MANAGEMENT TO COPE WITH THE<br />

STARTS<br />

OF TECHNIGUE ORGANIZATIONS WE NEED BOTH MORE<br />

DYNAMICS<br />

OF THE IHEORETICAL SIRUCTURES AND MORE<br />

ELABORATION<br />

OF TOOLS LIKE COMPUTER SIMULATION<br />

DEVELOPMENT<br />

RICE, G R<br />

i065<br />

AMONG INFORMATION SOURCES UNDER UNCERTAINTY<br />

PREFERENCES<br />

STUDIES FALL 1967, 5P<br />

BUSINESS<br />

DECISION-MAKING<br />

AUTHOR IDENTIFIES THREE BASIC AREAS OF THE DECISION<br />

THE<br />

EACH REQUIRING DIFFERENT TYPES OF INFORMATION-<br />

SPECTRUM,<br />

DECISION-MAKING, INSTITUTIONAL DECISION-MAKING AND<br />

RATIONAL<br />

DECISION-MAKING A WORKING HYPOTHESIS WAS<br />

ARTISTIC<br />

WHICH STATED THAT DECISION-MAKERS WILL EXPRESS A<br />

FORMULATED<br />

FOR ONE FORM OF INFORMATION OVER OTHERS IF<br />

PREFERENCE<br />

A CHOICE OF INFORMATION SOURCES, EACH SOURCE<br />

PRESENTED<br />

THE SAME AMOUNT CF INFORMATION BUT IN A<br />

CONTAINING<br />

FORM IN EACH SOURCE, AND AN EXPERIMENT SET UP. THE<br />

DIFFERENT<br />

ANALYSIS RESULTS AND EVALUATION ARE DESCRIBED<br />

METHODOLOGY,<br />

THE ARTICLE<br />

IN<br />

STARLING, M.<br />

1066<br />

EMPLOYMENT<br />

PART-TIME<br />

STUDIES FALL 1967 I8P<br />

BUSINESS<br />

ARTICLE NOTES THAT ONE OF THE MAJOR LABOR-MARKET<br />

THE<br />

IN RECENT YEARS HAS BEEN THE GROWTH OF<br />

DEVELOPMENTS<br />

LABOR-FORCE IN TERMS OF ITS PAST, PRESENT AND<br />

PART-TIME<br />

FUTURE COMPOSITION AND THE OCCUPATION AND INDUSTRY<br />

PROBABLE<br />

IN WHICH PART-TIME WORKERS ARE EMPLOYED WORKER<br />

GROUPS<br />

AGE, SEX, MARITAL STATUS, OCCUPATION AND<br />

CLASSIFICATION,<br />

GROUP AND AVAILABILITY ARE DISCUSSED AND DETAILED<br />

INDUSTRY<br />

ARE PROVIDED<br />

TABLES<br />

PROJECTIONS ARE GIVEN AND REASONS FOR THE<br />

EMPLOYMENT<br />

OF THE PART-TIME LABOR-FORCE, INCLUDING MORE<br />

GROWTH<br />

EMPLOYED STUDENTS, INCREASED NUMBER AND PROPORTION<br />

PART-TIME<br />

ADULT WOMEN IN THE LABOR FORCE AND THE AMENDMENT TO THE<br />

OF<br />

ACT RAISING THE MAXIMUM EARNINGS RETIRED<br />

SOCIAL-SECURITY<br />

ARE ALLOWED BEFORE BENEFITS ARE SUSPENDED, ARE<br />

WORKERS<br />

EXAMINED

IVES, K H GIBBONS, J D<br />

ICOT<br />

CORRELATION OF MEASURE FDR NOMINAL DATA<br />

A<br />

THE AMERICAN STATISTICIAN VCL 21, NO 5, DEC I967, 2P<br />

ARE DEVELOPED WHICH ARE USEG TO GETERMINE THE<br />

FORMULAS<br />

OF THE RELATIONSHIPS BETWEEN TWO FACTORS, WHERE<br />

STRENGTH<br />

FACTORS OR ATTRIBLTES MAY BE EITHER PRESENT OR ABSENT<br />

THESE<br />

THE DBSERVATICNS IN A SAMPLE<br />

IN<br />

FORMULATING THESE PROBABILITY MODELS, TEE AUTHOR<br />

IN<br />

THE DIFFICULTY IN APPLYING CORRELATION TECHNIQUES FOR<br />

NOTES<br />

DATA<br />

NOMINAL<br />

HAIRE, FASO<br />

1068<br />

MANAGEMENT MANPDWER<br />

MANAGING<br />

HORIZONS VCL lO, NO 4, WINTER 1967, 6P<br />

BUSINESS<br />

PERSONNEL TURNOVER<br />

CAREER-DEVELOPMENT<br />

ORDER TC FILL FLTURE POSITIONS MANAGEMENT MUST KNCW<br />

IN<br />

KINDS OF LEADERS IT NEEDS, AND WHERE TD OBTAI THEM<br />

WHAT<br />

ARTICLE CONTAINS A MATRIX REPRESENTING THE PROBLEM OF<br />

THIS<br />

CAREER LEVELDPMENT INCLUDING TEE CHARACTERISTICS<br />

MANAGERIAL<br />

PERSONNEL FLEW-MOVING IN, OUT, UP, OVER AND CHANGING AS<br />

GF<br />

AS THE OPTIONAL RESPCNSIBILITIES ON THE COMPANYS PART-<br />

WELL<br />

PAY, TRAININC, AND SO ON- USING THIS MATRIX,<br />

RECRUITMENT,<br />

CAN DETERMINE THE PROBABILITIES OF MOVEMENT IN A<br />

MANAGEMENT<br />

AND IN WHAT WAYS THE INPUT VARIABLES AFFECT PERSONNEL<br />

FIRM<br />

A SUCCESSFUL APPLICATION OF THIS METHOD WILL HELP TO<br />

FLOW<br />

A CENTRALIZED OVERVIEW OF THE MANPOWER SITUATION,<br />

ESTABLISH<br />

IS ESSENTIAL TC MANAGEMENT IF IT IS TO HANDLE<br />

WHICH<br />

ITS STORE OF HUMAN RESOURCES.<br />

EFFECTIVELY<br />

SCITUVSKY, ANNE A<br />

1069<br />

IN THE COSTS OF TREATMENT OF SELECTED ILLNESSES<br />

CHANGES<br />

AMERICAN ECENDMIC REVIEW VCL ST, NO 5, DEC 1967, 14P<br />

THE<br />

OTITIS-PEDIA FRACTURE CANCER<br />

APPENDICITIS<br />

STUDY WAS AN ATTEMPT TO ESTIMATE THE AVERAGE COSTS<br />

THIS<br />

TREATMENT OF ILLNESSES IN TWO DIFFERENT PERIODS AND<br />

OF<br />

THEIR CGST CHANGES WITH THE PRICE CHANGES INDICATED<br />

COMPARE<br />

THE MEDICAL CARE PRICE-INDEX, COMPUTED BY THE BUREAU OF<br />

BY<br />

STATISTICS FIVE ILLNESSES WERE COVERED, ACUTE<br />

LABOR<br />

MATERNITY CARE, UTITIS MEDIA, FRACTURE OF THE<br />

APPENDICITIS,<br />

IN CHILDREN, AND CANCER OF THE BREAST RATA ON<br />

FOREARM<br />

AND COSTS WERE CDLLECTED FROM THE PALE ALTO<br />

TREATMENT<br />

CLINIC<br />

ME,TEAL<br />

COSTS OF TREATMENT DF ALL FIVE ILLNESSES INCREASED<br />

THE<br />

THAN THE BLS MEDICAL PRICE INDEX THE DIFFERENCES ARE<br />

MORE<br />

PRONOUNCED IF THE BLS IS ADJUSTED FOR EXCLUSION CF<br />

STILL<br />

INSURANCE AND THE FACT THAT THE INDEX FOR SAN<br />

HEALTH<br />

ROSE SLIGHTLY MORE THAN THE NATIONAL INDEX THIS<br />

FRANCISCO<br />

FACTOR EXPLORES THE FACTORS CONTRIBUTING TO THE<br />

STUDY<br />

BETWEEN THE END[ORS AND EVALUATION CF THE BLS<br />

DIFFERENCES<br />

SWALM, RALPH 0<br />

1070<br />

EXPENDITURES ANALYSIS- A BIBLIOGRAPHY<br />

CAPITAL<br />

ENGINEERING ECONOMIST VCL 13, NO 2, WINTER 1967, 23P<br />

THE<br />

BUDGETING<br />

IS A BIBLIOGRAPHY OF CAPITAL EXPENDITURES<br />

THIS<br />

THE MAIN HEADINGS FOLLOW FUNDAMENTALS OF<br />

ANALYSIS<br />

ECONOMY, AVERAGE ANNUAL COST, PRESENT WORTH,<br />

ENGINEERING<br />

RELATED METHODS, THE PRbBLEM OF OBSOLESCENCE- THE<br />

AND<br />

APPROACHt 4 MISCELLANEOUS APPROACHES, COMPARISON OF<br />

MAPI<br />

APPROACHES, 6 INDUSTRIAL PRACTICES, 7 UTILIIY<br />

VARIOUS<br />

8 RISK AND UNCERTAINTY, 9 ORGANIZING FOR EFFECTIVE<br />

THEORY,<br />

EXPENDITURE ANALYSIS, 10 DEPRECIATION AND TAX<br />

CAPITAL<br />

11 ESTIMATING, 12 LEASING AND RENTAL<br />

CONSIDERATIONS,<br />

13 PUBLIC WORKS ECONOMICS, AND 14 GENERAL<br />

ANALYSIS,<br />

GRANT C B<br />

LCTI<br />

COURSES BY CURRESPCNDENCE<br />

COMPUTER<br />

PROCESSING VOL LO, JAN 1968, 2P<br />

DATA<br />

SCHEOLS<br />

DATA-PROCESSING<br />

INSTRUCTION CAN HAVE A LEGITIMATE ROLE<br />

CORRESPONDENCE<br />

PLAY IN EDUCATING PEOPLE FDR ENTRY POSITIONS OR EVEN FOR<br />

TO<br />

IN DATA-PROCESSING JOBS IF MATERIALS ARE WELL<br />

AOVANCEMENT,<br />

TIME CAN BE SAVED BY WORKING AT HOME, BUT THE<br />

PREPARED,<br />

OF MOTIVATION REQUIRED IS TREMENDOUS<br />

AMOUNT<br />

SCHOOLS WILL ENROLL AND ENCOURAGE ONLY THIS<br />

REPUTABLE<br />

OF MOTIVATED PERSON. BY PAYING ATTENTION TO PRICE,<br />

TYPE<br />

AND CONTRACT PROVISIDNS, YOU ARE NET LIKELY TO BE<br />

PROMOTION,<br />

BY A SCHOOL MORE INTERESTED IN MONEY THAN<br />

VICTIMIZED<br />

[NSIRUCIION<br />

MARTIN, ROBERI A<br />

I072<br />

INVIOLATE, BUT INVALID EMPLOYMENT PREDICTORS<br />

THE<br />

JOURNAL VGL 47, NC I, JAN 1968, 3P<br />

PERSONNEL<br />

SELECTION<br />

PERSONNEL<br />

FIRMS ARE LACKING PROPER TALENT DO TO THE FACT<br />

MANY<br />

HAVE BEEN TURNING AWAY NUMEROUS POTENTIAL EMPLOYEES-<br />

THEY<br />

PREDICTOR TESTS ARE NOT ALWAYS CAPABLE CF SCREENING<br />

SUCCESS<br />

JUST POOR EMPLOYEES GOOD ONES CAN ALSC BE LOST<br />

OUI<br />

HAVE BEEN MANY STUDIES MADE TO DETERMINE WHETHER<br />

THERE<br />

NOT RELATIONSHIPS EXIST BETWEEN SUCCESS- USUALLY MEASURER<br />

OR<br />

TERMS OF RATE OF FINANCIAL GROWTH, OR SALARY LEVEL THE<br />

IN<br />

OF THE STLDIES VARY, BUT NONEt TO THE WRITERS<br />

RESULTS<br />

PROVES BEYOND A REASONABLE DOUBT THAT POSSESSION<br />

KNOWLEDGE<br />

THE SO-CALLED SUCCESS PREDICTORS WILL ACTUALLY RESULT IN<br />

OF<br />

OR, CONVERSELY THAT THE ABSENCE OF THE PREDICTORS,<br />

SUCCESS<br />

ONE TO REASONABLY CERTAIN FAILURE<br />

DOOMS<br />

COLGER, J D<br />

1C73<br />

INHIBITORS TO A MANAGEMENT INFORMATION SYSTEM<br />

SEVEN<br />

AND PROCEDURES JOURNAL VOL 19, NO 87, JAN -FEB<br />

SYSTEMS<br />

3P<br />

1968<br />

COMPUTER<br />

NEEDS<br />

INFCRMATION-SYSTEMS, THEIR PURPOSES AND THE<br />

MANAGEMENT<br />

FACTORS INHIBITING THE DESIGN AND IMPLEMENTATION CF<br />

PRIMARY<br />

SYSTEMS FOR LARGE AND MEDIUM-SIZED FIRMS IS THE SUBJECT<br />

SUCH<br />

THIS PAPER, THE RESULT OF A RESEARCH PROJECT UNDERTAKEN<br />

OF<br />

THE AUTHOR THE INHIBITING FACTORS OESCRIBED INCLUDE<br />

BY<br />

IDENTIFICATION OF MANAGERIAL INFGRMATION NEEDS,<br />

INCOMPLETE<br />

OF INTEGRATED SYSTEMS, SYSTEMS PRIORITY NOT IN<br />

LACK<br />

WITH ITS IMPORTANCE TO THE FIRM, INADEQUATE<br />

ACCORDANCE<br />

STUDIES, LACK OF POST-IMPLEMENTATION AUDITS,<br />

FEASIBILITY<br />

179<br />

TO INCLUDE EXTERNAL INFORMATIDN RECUIREMENTS AND,<br />

FAILURE<br />

USE OF UNSOPHISTICATED SYSTEMS ANALYSIS AND DESIGN<br />

THE<br />

TECHNIQUES<br />

AUTHOR CONCLUDES THAT RECOGNITION AND CORRECTION OF<br />

THE<br />

FACTORS SHOLLD ENABLE MANY FIRMS TO REALIZE THE<br />

THESE<br />

OF A CONPLTER-BASEO MANAGEMENT INFORMATION SYSTEM<br />

BENEFITS<br />

FUHRO, W<br />

ID74<br />

SAMPLING- STDP WATCHES BEWARE<br />

RHYTHM<br />

AND PROCEDURES JOURNAL VOL 19, NO BT, JAN -FEB<br />

SYSTEMS<br />

5P<br />

1968,<br />

MEASUREMENT TIMESTUDY<br />

WORK<br />

AUTHOR COMPARES TWO METHODS OF WORK MEASUREMENT-<br />

THE<br />

STOP WATCH AND THE RELATIVELY NEW TECHNIQUE OF RHYTHM<br />

THE<br />

THIS SAMPLING APPROACH CAN SIMULTANEOUSLY MEASURE<br />

SAMPLING<br />

CYCLIC AND NDNCYCLIC ELEMENTS WHICH WERE PERFORMED BY<br />

ALL<br />

EMPLOYEES WORKING ON THE SAME PROJECTS ANO THE ONLY<br />

ALL<br />

RECORDED ARE THE MARKS BIT RHYTHM SAMPLING CANNOT BE<br />

TIMES<br />

FOR VERY SHORT STUDIES OF ONLY SEVERAL PIECES, FOR SUCH<br />

USED<br />

NOT BE ENOUGH TO FORM A RELIABLE SAMPLE<br />

WOULD<br />

TIMESTUDY SIMULATION WAS PRESENTED WITH A COMPARISON<br />

A<br />

STOP WATCH AND RHYTHM SAMPLING OF DATA OF THE OPERATION<br />

OF<br />

RHYTHM SAMPLING TECHNIQLE WAS AMAZINGLY ACCURATE, THE<br />

THE<br />

WORK NECESSARY TO STUDY THE DATA WAS REDUCED, AND<br />

CLERICAL<br />

STOP WATCH REMOVED<br />

THE<br />

RAGO LOUIS<br />

lOT5<br />

PURCHASING FUNCTION AND PERT NETWORK ANALYSIS.'<br />

THE<br />

JOURNAL OF PURCHASING VCL 4 FEB 1968 IP<br />

PERT NETWORK CHART PRESENTS INFORMATION FOR THE<br />

A<br />

FUNCTION IN COMPACT AND MEANINGFUL FORM IT SHOWS<br />

PURCHASING<br />

CERTAIN ITEMS ARE NEEDED HOW MANY EXTRA DAYS ARE<br />

WHEN<br />

WHEN A GELAY WOULD BE CATASTROPHIC AND COSTLY<br />

AVAILABLE,<br />

USE GF PERT AS AN EFFECTIVE DEVICE TD IMPROVE<br />

THE<br />

EFFICIENCY FOCUSES ON THE TIME FACTOR AND ENABLED<br />

PURCHASING<br />

PURCHASING AGENT TO TAKE AUVANTAGE OF DELIVERY-RELATED<br />

THE<br />

CONCESSIONS.<br />

PRICE<br />

CHARTS SERVED THE SAME PURPOSE IN THE PAST AS<br />

GANTT<br />

DOES TODAY BLT PERT LENDS ITSELF TO COMPUTER ANALYSIS<br />

PERT<br />

KEEPING CLOSER TRACK OF SHIPMENTS AND ARRIVALS PERT<br />

FOR<br />

AN INFORMATION-SYSTEM FOR THE PURCHASING<br />

REPRESENTS<br />

DEPARTMENTS<br />

ANONYMOUS GIVES*;<br />

IOTb<br />

CARD NSTANT INVENTORY INFORMATION<br />

CONTROL<br />

VOL.66, ND , FEB 1968 2P.<br />

PURCHASING<br />

MANAGEMENT<br />

CASELOAD<br />

CONTROL AND PURCHASING ARE VIRTUALLY ONE<br />

INVENTORY<br />

AT MASIDN TOY CO OF OHIO, WHERE PURCHASING AGENT<br />

OPERATION<br />

NILNE HAS DES[GNED A RECORD CARD THAT INSTANTLY GIVES<br />

GEORGE<br />

A COUNTDOWN DN WHAT IS IN STOCK AND ALSO TELLS HIM HOW<br />

HIM<br />

TO BUY<br />

MUCH<br />

COMPUTER IS NOT NEEDED TO GET REAL-TIME FEEDBACK ON<br />

A<br />

STATUS IN THE ARTICLE THE MANAGER OF THE ONE-MAN<br />

STOCK<br />

DEPARTMENT DESCRIBES HUN A SIMPLE CONTROL CARD IS<br />

PURCHASING<br />

TO SPOT SIDCK WITHDRAWALS BEFORE THEY ARE MADE **CANNOT<br />

USED<br />

REPRINTED<br />

BE<br />

GRUSKIN, DENIS<br />

IC77<br />

OF GAIHERING OCCUPATIONAL DATA BY NAIL<br />

PROBLEMS<br />

LABOR REVIEW VOL 91 NO 2, FEB I968, 3P<br />

MONTHLY<br />

UNEMPLOYMENT STATISTICS MAIL SURVEY<br />

EMPLOYMENT<br />

BUREAU OF LABOR STATISTICS IS DEVELOPING A PROGRAM<br />

THE<br />

PROVIDE CURRENT ESTIMATES OF EMPLOYMENT BY OCCUPATION, IN<br />

TO<br />

TO RECOMMENDATIONS MADE BY THE PRESIDENTS COMMITTEE<br />

RESPONSE<br />

APPRAISE EMPLOYMENT AND UNEMPLOYMENT STATISTICS IN 1962<br />

TO<br />

TWO OBJECTIVES CF THE PROGRAM ARE TC PUBLISH ANNUAL<br />

THE<br />

OF EMPLOYED IN THE U IN A SELECTED LIST OF<br />

ESTIMATES<br />

OCCUPATIONS AND TD STUDY THE CHANGING OCCUPATIONAL<br />

IMPORTANT<br />

OF INDUSTRIES<br />

COMPOSITION<br />

AID IN SOLVING THE MANY PROBLEMS AND QUESTIONS THAT<br />

TO<br />

WAS ANTICIPATED WOULD ARISE IN DEVELOPING THE PROGRAM, A<br />

IT<br />

DF EXPERIMENTAL STUDIES WAS FIRST INSTITUTED IN<br />

SERIES<br />

YEAR I966 THIS ARTICLE BRIEFLY DESCRIBES THE FIRST<br />

FISCAL<br />

THESE STUDIES AND PRESENTS MAJOR RESULTS<br />

OF<br />

HANEL, HARVEY R<br />

IC?8<br />

ATTAINMENT OF WORKERS<br />

EDUCATIONAL<br />

LABOR REVIEW VOL 91, NL 2, FEB 1968, 9P<br />

MONTHLY<br />

NEGRO<br />

TECHNOLOGICAL ADVANCEMENT TAKES PLACE IN A NATION<br />

AS<br />

AN INCREASING NUMBER OF JOBS WHICH REQUIRE A<br />

PROVIDING<br />

EDUCATIONAL BACKGROUND, IT IS IMPORTANT THAT TFE<br />

STRONG<br />

ATTAINMENT OF THE LABOR-FORCE CONTINUE TO<br />

EDUCATIONAL<br />

ACCORDING TO A SURVEY THE EDUCATIONAL ATTAINMENT OF<br />

IMPROVE<br />

WORKERS HAS ADVANCED TO A LEVEL WHERE 61 PERCENT<br />

AMERICAN<br />

HIGH SCHODL DIPLOMAS AND i2 PERCENT COLLEGE DEGREES<br />

HAVE<br />

REASON FOR THIS UPGRADING IN EDUCATION, IS THAT THE<br />

ONE<br />

OF BETTERED EDUCATED WORKERS WITH MORE SCHOOLING<br />

SUPPLY<br />

WITH YOUNG WORKERS ENTERING THE JOB MARKET REPLACING<br />

EMERGES<br />

ONES<br />

OLD<br />

WORKERS HAVE ACHIEVED HIGHER EDUCATIONAL<br />

WHITE<br />

THAN NEGRO WORKERS AT EACH LEVEL OF SCHOOLING<br />

AITAINMENT<br />

THEY DIFFER SIGNIFICANTLY WITH RESPECT TO UhEMPLDYMENT<br />

BUT<br />

AND OCCUPATIDAL DISTRIBUTIONS ALSO INCLUDED IS A<br />

RAILS<br />

OF EDUCATION TRENDS AND THE RELATIONSHIP OF<br />

DISCUSSION<br />

TO LABOR-FORCE PARTICIPATION<br />

EDUCATION<br />

SMITH, W HOCKING R<br />

I079<br />

SIMPLE METHOD FOR OBTAINING THE INFORMATION MATRIX FOR A<br />

A<br />

DIS?RIBUTIOff<br />

MULTIVARIATE-NORMAL<br />

THE AMERICAN STATISTICIAN VCL 22, NO I, FEB 1968, 2P<br />

PURPOSE OF THIS PAPER IS TO PRESENT A SIMPLE METHDC<br />

THE<br />

FINDING THE INFORMATION MATRIX, AND ITS INVERSE, FOR A<br />

FOR<br />

P-VARIATE NORMAL DISTRIBUTION CORRESPONDING<br />

CERTAIN<br />

ARE EASILY OBTAINED SINCE THEY ARE BLOCK DIAGONAL<br />

MATRICES<br />

THE PORTION CDRRESPONDING TC THE MEAN PRESENTS NO<br />

AND<br />

DIFFICLLTY<br />

SIMPLICITY OF THE TECHNIQUE PRESENTEO FERE ARISES<br />

THE<br />

THE FACT THAT BOTH THE INFORMATION MATRIX AND ITS<br />

FROM

CAN BE EXPRESSED AS THE PRODUCT OF A DIAGONAL MATRIX<br />

INVERSE<br />

ELEMENTS ARE GIVEN BY A SIMPLE SET OF FORMULAS THE<br />

WHOSE<br />

TECHNIQUE IS EXTENDED TO THE CASE IN WHICH SOME<br />

BASIC<br />

ON ONE OF THE VARIATES ARE MISSING THE<br />

OBSERVATIONS<br />

ARE SHOWN AND EXAMPLES ARE GIVEN<br />

CALCULATIONS<br />

FOX JOSEPH J<br />

1080<br />

YOU SHOULD KNOW ABOUT THE PRESS CONFERENCES<br />

WHAT<br />

MANAGEMENT VOL I00, NO 6, MARCH 1968, 8P<br />

SALES<br />

PROFESSIONAL OPINION ABOUT PRESS CONFERENCES IS<br />

THE<br />

NEVER CALL THEM UNLESS YOU REALLY HAVE SOMETHING TO<br />

NEVER<br />

IF IN DOUBT DON'T THEY ARE TO BE APPROACHED WITH ALL<br />

SAY<br />

CAGTION IN THE WORLD<br />

THE<br />

PRESS CONFERENCE MAKES NUMEROUS DEMANDS ON THE TIME<br />

A<br />

THE MEDIAS DOING THE COVERAGE IF NOTHING REALLY<br />

DF<br />

IS SAID, THE PUBLICITY MAY BE HARMFUL ALSO YOU<br />

IMPORTANT<br />

NEVER AGAIN GET DECENT COVERAGE IF THERE IS A REASON IN<br />

MAY<br />

FUTURE YOU NEED A PRESS CONFERENCE<br />

THE<br />

MUST BE WELL PREPARED ANO WILLING TO ANSWER<br />

SPEAKERS<br />

QUESTIONS A COCKTAIL HOUR AND A MEAL IS USUALLY<br />

ALL<br />

FOR THE REPORTERS AFTER THE CONFERENCE THE AUTHOR<br />

REQUIRED<br />

BRIEFLY EXPLAINS THE MECHANICS OF RUNNING A PRESS<br />

ALSO<br />

CONFERENCE<br />

MC CARIHY, JOHN<br />

IOB1<br />

PROBE PROSPECTS PSYCHE<br />

CASES<br />

MANAGEMENT VOL 100, MARCH 1968 6P<br />

SALES<br />

TRAINING<br />

CASE-METHOD<br />

MCCARTHY IS VERY HIGH ON THE CASE METHOD OF<br />

JOHN<br />

THE IDEAL CASE SHOULD HAVE JUST ENOUGH DETAILS TO<br />

TRAINING<br />

A PROBLEM EXISTS THE GROUP SHOULD SEARCH FOR<br />

SHOW<br />

FACTS TO PROVIDE THE CORRECT SOLUTION CASES<br />

SIGNIFICANT<br />

FROM THE DUMMY CASE METHOD ARE OFTEN UTILIZED<br />

ADOPTED<br />

FILMS WORK UP TO THE CRISIS, THEN STOP A GROUF<br />

THREE-MINUTE<br />

FOUR MEN HAS FIVE MINUTES TG OEFINE THE PROBLEM A GOOD<br />

OF<br />

IS WHERE EVERYTHING IS NOT OBVIOUS TO THE SALESMAN HE<br />

CASE<br />

TO DEVELOP SOURCES OF INTELLIGENCE<br />

HAS<br />

TRAINING COURSES IS A WEEK IN LENGTH, HELD AT CAPE<br />

THE<br />

THE SALESMEN ARE TO HAVE NO ADVANCE PREPARATION THE<br />

COD<br />

NEVER EXCEEDS TWENTY MEN<br />

INSTITUTE<br />

WHYTE, ROBERT<br />

I082<br />

BUYER MUSI BE TRAINED<br />

ROLE-PLAY<br />

MANAGEMENT VQL.IO0, NG 6, MARCH 1968, 7P<br />

SALES<br />

TRAINING<br />

MOST IMPORTANT DEVICE THAT CAN BE UTILIZED IN<br />

THE<br />

SALES SKILL IS ROLE PLAYING IT TAKES ONE YEAR TC<br />

BUILDING<br />

A TRAINER TO BECOME AN EXPERIENCED SENSITIVE RULE<br />

TRAIN<br />

ASSUMING HE HAS GOOD POTENTIAL IT TAKES STILL<br />

PLAYERt<br />

YEAR BEFORE HE IS QGALIFIEO TO LEAD PRDCUCTIVE<br />

ANOTHER<br />

OF ROLE PLAYING SESSIONS<br />

CRIIIQUES<br />

WARNER-CHILCOTT LABORATORIES HAS TWO TYPES OF<br />

THE<br />

ONE IS A MONTH-LONG PROGRAM FOR NEW SALESMEN PLUS<br />

PROGRAMS<br />

WEEK SEMINARS FOR VETERAN SALESMEN THE PROGRAM FOR NEW<br />

ONE<br />

IS ABOUT 30 PERCENT INFORMATION THE NEW SALESMAN<br />

SALESMEN<br />

SENT A PRE-TRAINING ORIENTATION PROGRAM BEFORE THEY<br />

IS<br />

THE MEETING DURING THE PROGRAM HE IS GIVEN WIDE<br />

AITENO<br />

TO EVERY ELEMENT OF HIS NEW JOB. HE STUDIES<br />

EXPOSURE<br />

TEXTS COMPOSED OF 70 PERCENT SCIENTIFIC<br />

PROGRAMMED<br />

THE REST OF THE TIME IS OEVDTED TO ROLE<br />

INFORMATION<br />

PLAYING<br />

PEppyANONYMOUSpERT 1083<br />

PROGRAM<br />

MANAGEMENT VOL 100, NO 6 MARCH 1968 2P<br />

SALES<br />

PLANNING SUPERVISION<br />

SCHEDULES<br />

IN BRIEF IS A NETWORK TECHNIQUE FOR MAKING<br />

PERT<br />

USE OF PEOPLE EQUIFMENT AND TIME IN THE<br />

MAXIMUM<br />

OF A COMPLEX PROJECT SUCH AS MOVING A NEW<br />

ACCOMPLISHMENT<br />

FROM IDEA STAGE TO COMMERCIAL STAGE BY PROVIDING<br />

PRODUCT<br />

PICTURE OF EACH AND EVERY PROJECT ACTIVITY, AND<br />

GRAPHIC<br />

TIME SCHEDULES TO THEM IT GIVES THE MANAGER AN<br />

ASSIGNING<br />

VIEW OF THE WHOLE PROJECT, SHOWS THE<br />

OVER-ALL<br />

BETWEEN EACH ACTIVITY, AND HIGHLIGHTS<br />

INTERRELATIONSHIP<br />

ACTIVITIES WHICH IF DELAYEDt WOULD SLCW DOWN THE<br />

CRITICAL<br />

PROJECT<br />

ENTIRE<br />

W-K-M DIVISION OF ACF INDUSTRIES IS ONE OF THE MANY<br />

THE<br />

NOW UTILIZING THE PERT SYSTEM. THE ARTICLE RELATES<br />

COMPANIES<br />

SUCCESS<br />

THEIR<br />

ANONYMOLS<br />

1084<br />

RECORDS kiTH MICROFILM<br />

MANAGING<br />

BESTS INSURANCE NEWS VOL 68 NO I1, MARCH 1968, 3P<br />

MANAGEMENT IS A SCIENCE THAT IS COMING INTO ITS<br />

RECORDS<br />

IT ORGINATED AS A RESULT OF THE NEED FOR MODERN<br />

OWN<br />

TO COPE WITH THE PAPERWORK EXPLOSION AND THE<br />

BUSINESS<br />

BUSINESS MANAGEMENT IS PLACING ON COMMUNICAIIONS.<br />

EMPHASIS<br />

OF ITS MOST IMPORTANT TEOLS IS MICROFILM<br />

ONE<br />

AETNA LIFE AND CASUALTY CO HAS DEVELOPED A VERY<br />

THE<br />

PROGRAM WITH THE USE OF MICROFILM IT IS DESIGNED<br />

EFFECTIVE<br />

ELIMINATE AS MANY HARD COPY RECORDS AND DOCUMENTS AS<br />

TO<br />

BY REPLACING THEM kiTH 16MM MICROFILM TO<br />

POSSIBLE<br />

THE VIEWING OF MICROFILM FOR REFERENCE USE WITH A<br />

COORDINATE<br />

TO MAKE COPIES DIRECTLY FROM THE IMAGE OR THE<br />

CAPABILITY<br />

LAST TO REDUCE THE COST OF MICROFILM PROCESSING AND<br />

SCREEN.<br />

THE INTERVAL BETWEEN THE TIME THE WORK IS PHOTOGRAPHED<br />

CUT<br />

THE TIME IHE FILM IS AVAILABLE FOR USE<br />

AND<br />

MEIER R C<br />

1085<br />

APPLICATION OF OPTIMUM SEEKING TECHNIQUES OF SIMULATION<br />

THE<br />

OF FINANCIAL AND QUANTITATIVE ANALYSIS VOL 2, NO<br />

JOURNAL<br />

I9671 21P.<br />

MARCH<br />

COMPUTER<br />

PAPER OUTLINES THE CONSTRUCTION OF A GENERAL<br />

THE<br />

OPTIMUM-SEEKING COMPUTER PROGRAM DESIGNED TO BE<br />

PURPOSE<br />

IN ANY SIMULATION PROGRAM THE TECHNIQUE USED IS<br />

INSERTED<br />

SIMPLEX METHOD, NOT TO BE CONFUSED WITH THE<br />

THE<br />

DOUNTERPARTt AND THE PROGRAM<br />

LINEAR-PROGRAMMING<br />

PERFORMS A SERACH FOR THE OPTIMUM COMBINATION<br />

AUTOMATICALLY<br />

A SPECIFIEO DECISION VARIABLES IN TERMS OF A SPECIFIED<br />

OF<br />

180<br />

VARIABLE THE PROGRAM IS CONSIRUCTED SO THAT THERE<br />

CRITERION<br />

A MINIMUM OF LINKAGE BETWEEN THE SIMULATION PROGRAM AND<br />

IS<br />

OPTIMUM-SEEKING PROGRAM<br />

THE<br />

PROGRAM WAS TESTED ON A SIMPLE INVENTORY PROBLEM<br />

THE<br />

POSITIVE RESULTS AN INTERESTING ASPECT OF THIS<br />

WITH<br />

IS THAT IT HAS FURTHER ESTABLISHED THE VALIDITY OF<br />

RESEARCH<br />

GENERAL CONCEPT OF CLOSED-LOOP CONTROL<br />

THE<br />

STALSI, WILLIAM J.<br />

lOB6<br />

AND ECONOMIC GROWTH- SOUTHEAST<br />

EMPLOYMENT<br />

LABOR REVIEW VOL 9I, NC 3, MARCH 1968 8P<br />

MONTHLY<br />

SOUTHEAST HAS UNDERGONE A MARKED TRANSFORMATION<br />

THE<br />

1940 WORLD WAR II PROVIDED A STIMULUS TD THE CHANGE<br />

SINCE<br />

WAS ALREADY TAKING PLACE, AND THE TRANSITION OF THE<br />

THAT<br />

HAS CONTINUED AT A FAST PACE IN CAPSULE FORMt TPE<br />

SOUTHEAST<br />

HAS BEEN ONE OF RAPIDLY DECLINING EMPLOYMENT IN<br />

STORY<br />

WHICH, FOR THE REGION AS A WHOLE, HAS BEEN MORE<br />

AGRICULTURE<br />

OFFSET BY EXPANSION IN NON-AGRICULTURE EMPLOYMENT IN<br />

THAN<br />

SOUTHEAST, HOWEVER THE EXPANSION WAS NOT SUFFICIENT TO<br />

THE<br />

FOR THE COMBINED EFFECTS OF NATURAL POPULATION<br />

COMPENSATE<br />

AND A OECLINING AGRICULTURAL EMPLOYMENT<br />

INCREASE<br />

A NET MIGRATION FROM THE SOUTHEAST HAS MEANT<br />

CONSEQUENTLY,<br />

IN THE REGIONS SHARE OF TOTAL U S EMPLOYMENT FROM<br />

DECLINE<br />

19 PERCENT IN 1940 TO i7 PERCENT IN 1960 THE<br />

NEARLY<br />

THEREFORE MUST BE CLASSIFIED AS SLCW GROWTH<br />

SOUTHEAST,<br />

REGION<br />

VIA EMORY F<br />

lOB7<br />

INTEGRATION, AND JOB EQUALITY<br />

DISCRIMINATION,<br />

LABOR REVIEW VOL 91, ND 3 MARCH 1968, 8P<br />

MONTHLY<br />

NEGROES<br />

RACIAL<br />

WHITE-BLACK PERCEPTIONS OF EACH OTHER ARE<br />

BECAUSE<br />

TO THE FORMATION OF POLICY, WHAT SPOULD BE OBVIOUS<br />

CRUCIAL<br />

NEEDS NOTATION- WHITE AND NEGROES PERCEIVE THE<br />

PERHAPS<br />

CF THE NEGROES QUITE DIFFERENTLY IN GENERALt NEGROES<br />

PLIGHT<br />

THAT DISCRIMINATION IS PERVASIVE AND RACIAL WHITES ARE<br />

FELL<br />

TO THINK THAT DISCRIMINATION IS NOT VERY SEVERE,<br />

INCLINED<br />

THAT IT IS NOT RACIAL, BUT RECENTLY FROM THE FAILURE OF<br />

AND<br />

TO MEET STANOARDS-FRCM PERSONAL FAILINGS T8 LOW<br />

NEGROES<br />

IRRESPDNSIBILITYt OR LACK OF ABILITY<br />

MOTIVATION,<br />

DEGREE OF DESEGREGATION IN THE APPAREL INDUSTRY,<br />

THE<br />

RECENTLY IN TEXTILES, IN AUTO AND FARM-IMPLEMENT<br />

MORE<br />

IN AEROSPACE, AND IN THE TOBACCO INDUSTRY<br />

MANUFACTURING,<br />

OVERWHELMINGLY THAT JOB DESEGREGATION CAN TAKE PLACE<br />

ATTEST<br />

THE SOUTH YET, NONE OF THESE INDUSTRIES AS A WHOLE, AND<br />

IN<br />

INDIVIDUAL PLANTS ARE FULLY INTEGRATED<br />

FEW<br />

HAMLINo HEBERT M<br />

1088<br />

TO SERVE OCCUPATIONAL ENDS<br />

EDLCATIDN<br />

LABOR REVIEW VOL 9I, NO 3, MARCH I968, 6P<br />

MONTHLY<br />

TRAINING<br />

EDUCATION<br />

THE DECADE GF THE SIXTIES THE SOUTH SET THE PACE IN<br />

IN<br />

EDUCATION IN THE PUBLIC SCHOOLS BY 1963 ALL OF<br />

OCCUPATIONAL<br />

SOUTHERN STATES HAD ESTABLISHED OR AUTHORIZED STATE<br />

THE<br />

OF AREA SCHEOLS TO PROVIDE OCCUPATIONAL EDUCATION,<br />

SYSTEMS<br />

FOR YOUTH WHO HAVE LEFT THE REGULAR SCHOOLS AN<br />

USUALLY<br />

OF ALL AGES THE AREA SCHODLS ARE BEING SUPPLEMENTED<br />

ADLLTS<br />

DTHERS, EACH ORAHING FROM SEVERAL LOCAL SCHDCLS TO<br />

BY<br />

VOCATIONAL EDUCATION AND TECHNICAL EDUCATION hAVE<br />

PROVIDE<br />

A TREMENDOUS RESPONSE IT IS NOT UNUSUAL TO DOUBLE DR<br />

EVLKED<br />

THE SPACE PROVIDED AFTER THE FIRST FEW YEARS OF<br />

TRIPLE<br />

OPERATION<br />

MOTIVES SEEM TO HAVE SPARKED THE RECENT<br />

TWO<br />

FIRST, RECDGNITIUN OF THE VALUE OF PROVIDING<br />

DEVELOPMENTS<br />

EMPLOYEES AS AN ATTRACTION TO NEW BUSINESS AND<br />

TRAINED<br />

SECOND, THE DESIRE TO INCREASE THE OPPORTUNITIES<br />

INDUSTRY<br />

IMPROVE THE EARNING POER UF LARGE SEGMENTS OF THE<br />

AND<br />

WHITE AND BLACK<br />

POPULATION,<br />

BORCK, D<br />

1089<br />

DECISION THEORY IN VALUE ANALYSIS STUDIES<br />

USING<br />

AND PROCEDURES JOURNAL VOL 19, NO 2, MARCH-APRIL<br />

SYSTEMS<br />

4P<br />

1968,<br />

DECISION-MAKING<br />

COST<br />

DESCRIPTION OF VALUE ANALYSIS, AN APPROACH TO<br />

A<br />

UNNECESSARY COST, AND A DISCUSSION OF ITS FUNCTION<br />

ELIMINAIE<br />

AN ANALYSIS OF IHE VARICUS STEPS INVOLVED IN THE VALUE<br />

AND<br />

JOB PLAN. EMPHASIS IS PLACED ON THE CONCEPT OF<br />

ANALYSIS<br />

AND THE DECISION-MAKING CF FUNCTIONS OF THE VALUE<br />

VALUE<br />

ANALUST<br />

USE OF DECISION THEORY IN THE DECISION-MAKING<br />

IHE<br />

OF VALUE ANALYSIS STUDIES IS EXAMINED A PAY-OFF<br />

STAGES<br />

AND SELECTION MATRIX WHICH INCORPORATES VALUE<br />

MATRIX<br />

ARE USED IN THE SITUATION DESCRIBED IN THE ARTICLE<br />

INDEX,<br />

USEFULNESS OF DECISION THEORY IN DERIVING A PAY-OFF<br />

THE<br />

FOR SELECTION OF A PRODUCT FOR VALUE ANALYSIS<br />

MATRIX<br />

IS SHOWN<br />

CONSIDERATION<br />

BELLINGHAUSEN, M<br />

1090<br />

FOR COMPUTERS<br />

PREPARING<br />

ACCOUNTING VOL 49, NO ? MARCH 1968, 6P<br />

MANAGEMENT<br />

CHOOSE<br />

FEASIBILITY<br />

CAREFULLY EXECUTED FEASIBILITY STUDY AND SUBSEQUENT<br />

A<br />

OF THE COSTS DF OBTAINING THE INFORMATION<br />

COMPARISON<br />

TO FILL MANAGEMENTS NEEDS MAKE IT POSSIBLE FOR A<br />

NECESSARY<br />

TO REACH AN INTELLIGENT DECISION CONCERNING<br />

COMPANY<br />

TO AN ELECTRONIC DATA-PROCESSING SYSTEM IF THE<br />

EXPANSION<br />

IS JUSTIFIED THEN IT MUST BE DECIDED WHAT DATA IS<br />

EXPANSION<br />

BE PROCESSED AND WHAT IS TO BE THE END RESULT OF THAT<br />

TO<br />

MANAGEMENT CAN THEN COMPARE EQUIPMENT<br />

PRDCESSING<br />

AND CHOOSE THE SYSTEM WHICH WILL PRODUCE THE<br />

CAPABILITIES<br />

RESULTS WITH ADEQUATE PLANNING AND AN EFFECTIVE TIME<br />

BEST<br />

CARRIED OUT PRIOR TO INSTALLATION, THE<br />

SCHEDULE<br />

DEPARTMENT WILL BE CAPABLE OF FULFILLING THE<br />

DATA-PROCESSING<br />

OF MANAGEMENT AND THEREBY JUSTIFYING THE EXPANSION<br />

NEEDS<br />

PROGRAM.<br />

STEPHENS, GERALD D APPLEGATE, W WILLIAM<br />

I091<br />

INFDRPATICN RETRIEVAL<br />

AUTOMATED<br />

INSURANCE NEWS VOL 68f NC 12, APRIL 1968, P<br />

BESTS<br />

CLERICAL FILING TYPING DICTATING

LENS [NC FINDS TIGHT COST CONTROL TO BE<br />

REPLACEMENT<br />

ESSENTIAL THE HIGH-RISK INSURANCE POLICY SOLO Oh<br />

ABSOLUTELY<br />

LENSES HAS AN ANNUAL PREMIUM OF ONLY $1B THE<br />

CONTACT<br />

LEAVES NO ROOM FOR DUPLICATION OF EFFORT DR<br />

OPERATICN<br />

INEFFICIENCY CAUSED BY POOR CLERICAL SYSTEMS AND<br />

CLERICAL<br />

PROCEDURES<br />

FILING<br />

THE HEART OF THE CLERICAL OPERATIONS IS A PUSH<br />

AT<br />

MICROFILM FILING SYSTEM WHICH HAS REDUCED INFORMATION<br />

BUTTON<br />

TIME TO ONE-TENTH OF WHAT IT WAS ORIGINALLY. THE<br />

RETRIEVAL<br />

IS RENTED FOR ABOUT $800 A MONTH A SMALL ELECTRONIC<br />

SYSTEM<br />

AUTOMATED ELECTRONIC TYPING EGUIPMENT, A<br />

COMPUTER,<br />

DICTATING SYSTEM, AUTOMATIC INSERTING AND<br />

CENTRALIZED<br />

EQUIPMENT IS ALSO UTILIZED ALL OF THESE OPERATIONS<br />

COUNTING<br />

HANDLED BY JUST 14 EMPLEYEES<br />

ARE<br />

BIGGEST SAVING IS THE INCREASEC EFFICIENCY ANG<br />

THE<br />

OF THE OPERATIONS, RESULTING FROM THE ABILITY TO<br />

ACCURACY<br />

DATA MUCH FASTER THAN IN THE PAST<br />

GET<br />

MILLS, DANIEL Q<br />

1092<br />

MANPOWER- SUPPLY AND FLEXIBILITY<br />

CONSTRUCTION<br />

LABOR REVIEW VOL 91, NO 4, APRIL 1968, 4P.<br />

MONTHLY<br />

SHORTAGES WHICH MIGHT OCCUR IN CONSTRUCTION ARE<br />

LABOR<br />

CONFINED TO CERTAIN CRAFTS AND SPECIFIC AREAS THE<br />

GENERALLY<br />

EXISTENCE OF AREAS OF LABOR SHORTAGE AND OF<br />

SIMULTANEOUS<br />

UNEMPLOYMENT RESULTS PRIMARILY FROM LESS THAN<br />

SIGNIFICANT<br />

GEOGRAPHIC MOBILITY OF CRAFTSMEN, AnO FROM THE<br />

PERFECT<br />

OCCUPATIONAL REQUIREMENTS OF JOBS<br />

DIFFERING<br />

CONSTRLCTICN INDUSTRY IS CHARACTERIZED BY<br />

THE<br />

SWIFT VARIATIONS IN THE GEOGRAPHIC LOCUS AND<br />

REMARKABLY<br />

OF BUILDING ACTIVITY THUS, IN CONSTRUCTION A<br />

COMPOSITION<br />

DEGREE OF WORKER MOBILITY AND LABOR-FORCE ELASTICITY TC<br />

HIGH<br />

IN DEMAND, RELATIVE TO OTHER INOUSTRIES AND<br />

VARIATIONS<br />

MIGHT BE INADEQUATE TO PREVENT TRANSITIONAL<br />

OCCUPATIONS,<br />

AND SURPLUSES CURRENTLY, THERE IS GNLY THE MOST<br />

SHORTAGES<br />

INFORMATION CONCERNING THE SIZE AND CHARACTER OF<br />

RUDIMENTARY<br />

FLOWS TO AND FROM CONSTRUCTION<br />

MANPOWER<br />

MORTON, MICHAEL<br />

[09B<br />

DISPLAY SYSTEMS MANAGEMENT PROBLEM SOLVING<br />

VISUAL<br />

MANAGEMENT REVIEW FALL 1967, 13P<br />

INDUSTRIAL<br />

DEC[SIGN-MAKING TERMINAL<br />

TIME-SHARING<br />

ADVANCES IN THE FIELD OF TIME-SHARING AND THE<br />

RECENT<br />

OF VISUAL-DISPLAY TERMINALS COMBINE TO OFFER A<br />

DEVELOPMENT<br />

TOOL TO IHE MANAGER IT IS NDW TECHNICALLY ANC<br />

POWERFLL<br />

FEASIBLE UNDER MANY CONDITIONS FOR A MANAGER TO<br />

ECONOMICALLY<br />

A VISUAL DISPLAY TERMINAL AS AN AID IN HIS<br />

USE<br />

PROCESS THAT IS, A VISUAL-DISPLAY DEVICE AS<br />

DECISION-MAKING<br />

OF A MANAGEMENT TERMINAL SYSTEM CAN BE AN ACTIVE<br />

PART<br />

IN AN INTERACTIVE PROBLEM SOLVING SESSION<br />

PARTNER<br />

PAPER DISCUSSES TEE CHARACTERISTICS OF SUCH A<br />

THIS<br />

TERMINAL SYSTEM IT DOES SO IN LIGHT OF THE<br />

MANAGEMENT<br />

OF BATCH PROCESSING COMPUTERS AND THE NEECS OF<br />

LIMITATIONS<br />

FOR POWERFUL AND FLEXIBLE ASSISTANCE IN BOTH<br />

MANAGERS<br />

FINDING AnD PROBLEM SOLUTION GENERAL<br />

PROBLEM<br />

OF VISUAL DEVICES AND A SPECIFIC EXAMPLE ARE<br />

CHARACTERISTICS<br />

DISCUSSED<br />

REYNOLDSt WILLIAM Ho<br />

I094<br />

FOR THE BUSINESSMAN<br />

HEURISIICS<br />

TOPICS VOL 16, NO [, JAN 1968, 9P<br />

BUSINESS<br />

PROBLEM-SGLVING<br />

CREATIVE<br />

IS A COMMONPLACE THAT ONE CANNOT BE TAUGHT TO BE<br />

IT<br />

AT THE SAME TIME, THERE ARE METHODS AND RULES<br />

CREATIVE<br />

WHICH SEEM TO FACILITATE CREATIVE PROBLEM SOLVING<br />

AVAILABLE<br />

RULES ARE CALLED HEURISTICS THE FIRST PART OF THE<br />

THESE<br />

IS CONCERNED WITH THE NATURE OF HEURISTICS AND HOW TO<br />

PAPER<br />

THEM<br />

APPLY<br />

NEXT ARE HEURISTICS USEFUL IN GEITING NEW<br />

DISCUSSED<br />

IDEAS AND THOSE THAT ARE USEFUL IN SCREENING NEW<br />

PRODUCT<br />

IDEAS NEXT THE AUTHOR FOCUSES SOME SUGGESTIONS ARE<br />

PRODUCT<br />

ON HOW TO AVOID BOTH MARKETING MYOPIA AND MARKET<br />

OFFERED<br />

HYPEROPIA<br />

BRLNNER, G A CARROLL,<br />

I095<br />

OF PRIOR TELEPHONE APPOINTMENT ON COMPLETION RATES<br />

EFFECT<br />

OPINION QUARTERLY VOL 3 NO 4, WINTER 19B?-68, 4P<br />

PUBLIC<br />

TELEPHONE<br />

SURVEYS<br />

AUTHORS INDICATE THAT RESEARCH IS NEEDED ON THE<br />

THE<br />

OF VARIOUS METHODS IN INCREASING THE<br />

EFFECTIVENESS<br />

RATE IN FIXED ADCRESS SURVEYS ONE SUCH METHOD<br />

COMPLETION<br />

NOTE AS BEING WORTHY OF RESEARCH IS THE USE OF PRIOR<br />

THEY<br />

CALLS TO SELECTED RESPONDENTS THE SUGGESTION IS<br />

TELEPHONE<br />

BY CALLING UNITS BEFORE HAND AND ARRANGING AN INTERVIEW<br />

THAT<br />

MAY BE POSSIBLE IO INCREASE THE COMPLETION RATE BY<br />

IT<br />

THE NOI-AT-HOME RATES IN THE STUDY MADE THE CATA<br />

REDUCING<br />

INDICATES THAT THE CDMPLETICN RATE UNDER THE<br />

CLEARLY<br />

CONDITION WAS MUCH LOWER IN BOTH OF THE FORMS<br />

EXPERIMENTAL<br />

IT APPEARS THAT A PRIOR TELEPHONE CALL WHILE NET<br />

SELECTED<br />

IHE RESPGNSE PATTERN, MAY HAVE A MARKED<br />

AFFECTING<br />

EFFECT LPON THE OVERALL COMPLETION RATE<br />

DETRIMENTAL<br />

JEnSEN, R THOMSEN C T<br />

1096<br />

ANALYSIS IN COST MEASUREMENT AnD CONTROL<br />

STATISTICAL<br />

ACCOUNTING REVIEW VGL 43, N I, JAN 1968 9P<br />

ARTICLE OUTLINES A STATISTICAL APPROACH IN COST<br />

THIS<br />

AND CCNIROL WHICH CAN BE EASILY IMPLEMENTED IN<br />

MEASUREMENT<br />

AND WILL ALLOW ACCCUNIANTS TO CONVERT CERTAIN TYPES<br />

PRACTICE<br />

COSTS CURRENILY TREATED AS OVERHEAD COSTS INTO TRACEABLE<br />

OF<br />

IN GENERAL, DETECTION AND MEASUREMENT COSTS INCREASE<br />

COSTS<br />

MORE DETAILED INFORMATIOn ON RESOURCE FLOW IS DESIRED<br />

AS<br />

SYSTEMS FOR THIS REASON RESORT TO COLLECTING<br />

ACCOUNTING<br />

INFORMATIDN COST MEASUREMENT IN A HOSPITAL<br />

AGGREGATED<br />

IS USED AS AN EXAMPLE IN THIS ARTICLE THE COSTS<br />

LABORATORY<br />

BY THE STATISTICAL METHODS IN THIS PAPER ARE<br />

DEVELOPED<br />

COSTS AND ARE SUITE£ FOR MAKING DECISIONS REGARDING<br />

AVERAGE<br />

OF SERVICES STATISTICAL COST FINDING IS NO PANACEA<br />

PRICING<br />

ACCOUNTING PROBLEMS- IT IS RATHER A USEFUL TOOL FDR<br />

FDR<br />

INFORMATION NOT USUALLY FOUND IN THE BOOKS<br />

DEVELOPING<br />

÷+MAYNOI BE REPRINTED.e+<br />

181<br />

ANONYMOUS<br />

[097<br />

WAY TO U TOP THE EDP INPUT BOTTLENECK<br />

SCANNERS-<br />

MANAGEMENT VCL 29 NO 2 FEB 1968 BP<br />

ADMINISTRATIVE<br />

PUNCHED-CARDS<br />

OPTICAL<br />

IS THE TRADEMARK OF THE NEW OPTICAL<br />

VERSATILITY<br />

AND READING MACHINES UNITS CAN BE PURCHASED WHICH<br />

SCANNING<br />

READ TYPED PAGES HAND PRINTED NUMBERS, COMBINATIONS OF<br />

WILL<br />

PRINTED NUMBERS ANO LETTERS AS WEEL AS MARKED FORMS OF<br />

HAND<br />

SIZES<br />

VARIOUS<br />

STEADILY GROWING NUMBER OF ADMINISTRATIVE MANAGERS<br />

A<br />

REAOERS AS THE MEANS TC ELIMINATE WHAT HAS COME TO BE<br />

VIEW<br />

AS THE INPUT BOTTLENECK. THE MACHINES TAKE RAW 0ATA IN<br />

KNOWN<br />

FORM OF PUNCHED CARDS, DR OTHER MEANS AND -READ- THEM AT<br />

THE<br />

SPEEDS AND TRANSFER THE DATA ON THEM TO COMPUTER<br />

FANTASTIC<br />

SLCH AS MAGNETIC TAPE<br />

MEDIA<br />

KLDTZ, AMBROSE<br />

1098<br />

AND STAFF TODAY, WE NEED TO REDEFINE THEIR ROLES<br />

LINE<br />

MANAGEMENT VCL 29, NO 3, MARCH 1968,<br />

ADMINISTRATIVE<br />

DECISION-MAKING<br />

GROUP<br />

FUNCTIONS CAN NO LONGER BE OISTINGUISHE<br />

LINE-AND-STAFF<br />

TRADITIONAL STANDARDS SUCH AS DIRECT CONTRIBUTION TO<br />

BY<br />

GOALS IN THE TRADITIONAL LINE-STAFF CCnCEPT LINE<br />

COMPANY<br />

EXERCISE AUIHORITY IN A VERTICAL CHAIN, WHILE STAFF<br />

OFFICES<br />

PROVIDE ONLY SUPPORT AND ADVICE TO VARIOUS LINE<br />

OFFICES<br />

POSITIONS<br />

DEVELOPMENTS SUCH AS GROUP DECISION-MAKINC<br />

CONTEMPORARY<br />

CHANGING OR MAKING OBSOLETE THE TRADITIONAL CONCEPT OF<br />

ARE<br />

LINE AND STAFF FUNCTIONS MANY POSITIONS TODAY<br />

SEPARATE<br />

TO BE STAFF WERE FORMERLY LINE OFFICES<br />

CONSIDERED<br />

STAFF OFFICES OFIEN EXERT SOME AUTHORITY OVER<br />

TODAY<br />

POSITIONS AUTHORITY FROM TOP-MANAGEMENT PASSES THROUGF<br />

LINE<br />

STAFF OFFICES, GIVING AUTHORITY INTEGRATIVE NOT<br />

SOME<br />

FORCE IF THE TERM STAFF IS USED TODAY, IT MUST<br />

VERTICAL,<br />

A NEW DEFINITION AND CONNOTATION<br />

HAVE<br />

ANCNYMOLS<br />

1099<br />

TO RATE YOUR EMPLOYEES- SEVEN SYSTEMS MOST FIRMS USE<br />

HOW<br />

MANAGEMENT VOL 29 NO 31 MARCH 196B 2P<br />

ADMINISTRATIVE<br />

CRITICAL-INCIDENT<br />

EVALUATE<br />

EMPLOYEE RATING SYSTEM CAN HELP YOUR FIRM IT WILL<br />

AN<br />

YUUR COMPANYS PROMOTION POLICIES MORE EQUITABLE, AND<br />

MAKE<br />

INFORMATION GAINED BY REGULAR RATINGS CAN BE PUT TO USE<br />

THE<br />

A WIDE VARIETY OF WAYS<br />

IN<br />

AUTHOR DESCRIBES SOME OF THE ESSENTIAL INGREDIENTS<br />

THE<br />

A RATING SYSTEM MUST CONTAIN. NEXT SEVEN RATING SYSTEMS<br />

THAT<br />

FREQUENTLY USED BY FIRMS ARE DESCRIBED GRAPHIC RATING<br />

MOST<br />

RANK EMPLOYEES ALONG A SCALE RANGING FROM<br />

SCALES<br />

TO EXCELLENT RANKING INVOLVES LISTING<br />

UNSATISFACTORY<br />

IN ORDER OF THEIR ABILITY CRITICAL-INCIDENT<br />

EMPLOYEES<br />

REQUIRES THE RATER ON A SPECIAL FORM TO INDICATE<br />

TECHNIQUE<br />

AND/OR POOR PERFORMANCES BY EMPLOYEES<br />

GOOD<br />

KALM CHARLES<br />

1100<br />

OUT FILES AND FILING PROCEDURES.<br />

COSTING<br />

MANAGEMENT VOL 29, NO 4, APRIL 1968, 2P.<br />

ADMINISTRATIVE<br />

MICROFILING MICROFILMING<br />

STORAGE<br />

COMPANIES KEEP RECORGS, BUT UNFORTUNATELY MANY DO<br />

MAky<br />

MANAGE THEM AS A RESULT VALUABLE OFFICE SPACE IS<br />

NOT<br />

BY OCEANS OF SEMI-ACTIVE AND INACTIVE RECORDS<br />

FLCODE<br />

MANAGERS, REALIZING THE NEGATIVE ECONOMICS DF<br />

AOMINISIRATIVE<br />

SIIUATION BECOMING INCREASINGLY AWARE OF THE NEED FOR<br />

THIS<br />

RECORDS MANAGEMENT PROGRAMS AND SYSTEMS<br />

MODERN<br />

BOXES AND METAL SHELVING IS IN MANY WAYS<br />

CORRUGATED<br />

TO FILING CABINETS. THEY REQUIRE MUCH LESS FLOOR<br />

SUPERIOR<br />

AND ARE COMPARATIVELY INEXPENSIVE THE TOTAL<br />

SPACE<br />

IS ONLY ONE-TENTH THAT OF THE COST OF SECURING<br />

INVESTMENT<br />

MAINTAINING FILING CABINETS THE COST OF MICROFILING ONE<br />

AND<br />

FOOT OF RECORDS ABOUT 2,000 DOCUMENTS IS APPROXIMATELY<br />

CUBIC<br />

THIS INCLUDES LABOR FILM AND DEPRECIATION ON RENTAL OF<br />

$20.<br />

MANY COMPANIES WILL FIND THAT THE BREAK-EVEN<br />

EQUIPMENT<br />

IHE POINT WHICH MICROFILMING BECOMES MORE ECONOMICAL<br />

POINT,<br />

ORIGINAL DOCUMENT STORAGE, IS USUALLY PAST THE REQUIREC<br />

THAN<br />

PERIOD DF THE DOCUMENT<br />

RENTENTION<br />

ELLOVICH, M.<br />

IIOl<br />

OF TOO MUCH EMPHASIS ON TESTS<br />

BEWARE<br />

MANAGEMENT VCL 29, NO 4, APRIL [968, 2P<br />

ADMINISTRATIVE<br />

THE PAST 60 YEARS THE TEST SCORE HAS BECOME TD<br />

OVER<br />

EXECUTIVES THE MOST VITAL MEASURE OF AN INCIVIDUAL<br />

MAnY<br />

TODAY YOU FIND EMPLOYEES BEING SELECTED FOR EXECUTIVE<br />

UNTIL<br />

ON THE BASIS OF PERSONALITY TEST RATINCS<br />

TRAINING<br />

TOO OFTEN A MANS TEST SCORES DO NOT IN ANY WAY<br />

ALL<br />

THE WAY HE IS ABLE TO DISCHARGE HIS EXECUTIVE<br />

SUPPORT<br />

TEST USERS MUST COME TD SEE THAT TESTS FOR<br />

RESPONSIBILITY<br />

SELECTION AND THE LIKE ARE ONLY ONE SMALL INDEX<br />

EXECUTIVES<br />

A MANS WORTH WITH RESPECT TD A PARTICULAR MANAGEMENT<br />

OF<br />

POSITION<br />

TEST SCORE IS PROBABLY BEST UTILIZED AS<br />

THE<br />

EVIDENCE FOR IMPRESSIONS GAINED THROUGH THE<br />

CORROBORATING<br />

OF AN APPLICANTS BACKGROUND PRIOR EXPERIENCE AND<br />

STUDY<br />

PERSONALITY FDRMATIDN<br />

GENERAL<br />

WILKINSON, JOHN J<br />

1102<br />

TO MANAGE MAINIENANCE<br />

HOW<br />

HARVARD BUSINESS REVIEW VDL 46 MARCH-APRIL [96B, 22P<br />

TO WHAT MANY BUSINESS MANAGERS HAVE LONG<br />

CONTRARY<br />

MAINTENANCE IMPROVEMENT IS NOT A LOST CAUSE<br />

THOUGHT,<br />

WORN CAN BE MEASURED AND CDNTRDLLED JUST AS<br />

MAINTENANCE<br />

FUNCTIONS CAN, AND ITS EFFECTIVENESS CAN BE IMPROVED<br />

OTHER<br />

A SYSTEMATIC WAY<br />

IN<br />

PRINCIPLES TO GUIDE MANAGEMENT, THE KINDS DF<br />

GENERAL<br />

REPORTS THAT ARE HELPFUL, IMPORTANT TECHNIQUES, AND<br />

CONTROL<br />

TRENDS IN MAINTENANCE WORK ARE DESCRIBED AND<br />

FUTURE<br />

OISCUSSEO<br />

IMPROVEMENT AND COST REDUCTION MAY BE<br />

MAINTENANCE<br />

BUT ARE NOT IMPOSSIBLE TO ACHIEVE GDOD PLANNING<br />

DIFFICULT<br />

BROUGHT MANY COMPANIES SAVINGS OF 20 PERCENT TO 40<br />

HAS<br />

PERCENT IN MAINTENANCE LABOR CGSTS PLUS SUPERIOR OPERATING

MAYNDT BE REPRINTED<br />

PERFORMANCE<br />

WALLS, FRANK JR<br />

II03<br />

EMPLOYMENT IN SAVANNAH GEORGIA<br />

PUBLIC<br />

PERSONNEL REVIEW, VOL 29, NO. 2, APRIL Ig68t 4P<br />

PUBLIC<br />

NEGROES<br />

IS A REPORT ON IHE APPROACH TAKEN BY IHE CITY OF<br />

THIS<br />

GEORGIA Ih ITS EFFORTS TO EXPAND EQUAL EMPLOYMENT<br />

SAVANNAh,<br />

IN CITY JOBS WHAT HAS BEEN GONE, WAS DONE<br />

OPPORTUNITIES<br />

WITH WIDESPREAD COMMUNITY SUPPORT TODAY, ALL<br />

VOLUNTARILY<br />

IN THE CIIY GOVERNMENT ARE OPEN ON AN EQUAL<br />

POSITIONS<br />

BASIS NEGROES HOLD POSITIONS AS POLICEMEN,<br />

OPPORTUNITY<br />

LIBRARIANS, RECREAIION SUPERVISORS, AND REVENUES<br />

FIREMEN,<br />

THE CITY GOVERNMENT HAS BEEN AT THE FOREFRONT<br />

INVESTIGATORS.<br />

IMPRCVING COMMUNITY RELATIONS SAVANNAH'S LEADERS AND<br />

IN<br />

AS A WHOLE HAVE A GREAT DESIRE TC CREATE A<br />

CITIZENRY<br />

IMAGE OF IHE CITY IN ORDER TO ENCDURACE INDUSTRIAL<br />

FAVORABLE<br />

COMMERCIAL DEVELOPMENT<br />

AND<br />

FOR A CITY POSIIION IS MADE CONVENIENT THE<br />

APPLYING<br />

OF SAVANNAH RECEIVES APPLICATIONS AT ALL TIMES TO MAKE<br />

CIIY<br />

EASIER FOR APPLICANTS OF ALL RACES TC APPLY PERSONNEL<br />

IT<br />

AND PROCEDURES ARE BASED ON THE PRINCIPLE OF FAIR<br />

POLICIES<br />

EQUITABLE TREATMENT FOR EMPLOYEES<br />

AND<br />

MACY, JOHN W JR<br />

1104<br />

DEVELOPMENTS ON THE U S FEDERAL LEVEL<br />

PERSONNEL<br />

PUBLIC PERSONNEL REVIEW VOL 29, NO 2, APRIL 1968, 6P.<br />

FACTORS ABROAD HAVE HAD A SIGNIFICANT IMPACT<br />

NUMEROUS<br />

IHE GOVERNMENI AND THE FEDERAL CIVIL SERVICE SYSTEM THEY<br />

ON<br />

A PARTICULAR STRAIN IN THE SUPPLY OF AVAILABLE<br />

PLACED<br />

MANPOWER IN THE NATIONAL LABOR-MARKET, AND SIAFFING<br />

TRAINED<br />

WERE AGGRAVATED BY THE HIGH TURNOVER RATES<br />

PROBLEMS<br />

FROM INCREASED EMPLOYMENT OPPORTUNITIES ALL<br />

RESULTING<br />

PRIVATE BUSINESS AND INDUSTRY, EDUCATIONAL AND<br />

EMPLOYERS-<br />

NCNPROFIT INSTITUTIONS, STATE AND THE FEDERAL<br />

OTHER<br />

FOUND CCMPETITIEN ESPECIALLY SEVERE FOR HIGH<br />

GOVERNMENT-<br />

ADMINISIRATIVE, PROFESSIONAL AND TECHNICAL<br />

QUALITY<br />

OUTSTANDING AMONG NEW DEVELOPMENTS WAS THE<br />

PERSONNEL<br />

OF THE EXECUTIVE ASSIGNMENT SYSTEM PRESIOENT<br />

INAUGURATION<br />

SIGNED AN EXECUTIVE ORDER ESTABLISHING THE SYSTEM<br />

JOHNSON<br />

EMPLOYEES IN THE EXECUTIVE BRANCH OF THE GOVERNMENT AT<br />

FOR<br />

GS-16, I?, 18 LEVELS ANOTHER OF THE OUTSTANDING<br />

THE<br />

IN 1967 WAS THE ISSUANCE OF NEW EXECUTIVE ORDER<br />

ADVANCES<br />

FOR THE FURTHER TRAINING OF GOVERNMENT EMPLOYEES<br />

PROVIDING<br />

ROBBINS, SELWYN<br />

1105<br />

TO MAKE FILMSTRIPS OUT CF MOVIES<br />

HOW<br />

AND SALES PROMOTION VOL 16, APRIL 1968,<br />

ADVERTISING<br />

FILMSTRIP IS THE FASTEST GROWING SEGMENT OF THE<br />

THE<br />

INDUSTRY ITS USES EMBRACE THE ENTIRE SPECIRUM<br />

AUDIO-VISUAL<br />

MASS COMMUNICATIONS APPLICATIONS<br />

OF<br />

CAN BE MADE FRCM MANY FORMS OF CRIGINAL<br />

FILMSTRIPS<br />

BLT SPECIAL CARE MUST BE TAKEN TO OVERCOME THE<br />

COPY-<br />

WHEN MOTION PICTURE FILM IS USED AS THE ORIGINAL<br />

PROBLEMS<br />

MATERIAL<br />

SOURCE<br />

INDIVIDUAL FILM FRAMES MUST BE CHOSEN CAREFULLY FOR<br />

THE<br />

REPRODUCTION TO ELIMINATE BLURRED MOVEMENT AND<br />

FILMSTRIP<br />

SHIFTS NOT EVIDENT IN THE MOTION PICTURE PREPARATION<br />

COLOR<br />

SHOULD ALSO BE IAKEN TC DEAL WIIH A LABORATORY<br />

CARE<br />

ENGAGEO IN THE PRODUCTION OF FILMSTRIPS TO GET<br />

SPECIFICALLY<br />

FINISHED PROOUCTS<br />

QUALITY<br />

DO NOT COMPETE WITH MOTION PICTURES- EACH<br />

FILMSTRIPS<br />

ITS SPECIFIC USES AND ADVANTAGES AND PRODUCTION<br />

HAS<br />

REQUIREMENTS<br />

DOHRENIVEND, B J.<br />

1106<br />

OF REFUSALS IN SURVEYS<br />

SOURCES<br />

PUBLIC OPINION QUARTERLY VOL 32, NO I, SPRING Ig68, lOP<br />

INTERVIEWERS OR RESPONDENTS CAUSE REFUSALS TO ANSWER<br />

00<br />

QUESTIONS. THIS STUOY SHOWS THAT BOTH OR EITHER MAY<br />

SURVEY<br />

BE INFLUENTIAL, AND INTERVIEWERS SOLELY THE<br />

SOMETIMES<br />

OF ASSESSMENT OF INTERVIEWER AS AGAINST RESPONDENT<br />

RESULTS<br />

FOR REFUSALS INDICATE THAT IT IS POSSIBLE TO<br />

RESPONSIBILITY<br />

CASES FOR WHICH EACH IS RESPONSIBLE PARTLY AS A<br />

IDENTIFY<br />

TO ENCOURAGE INTERVIEWER PERSISTANCEt FIELD<br />

TACTIC<br />

HAVE GENERALLY WORKED ON THE ASSUMPTION THAT<br />

RESEARCHERS<br />

ARE DUE ALMOST WHOLLY TO POOR INTERVIEWING SINCE<br />

REFUSALS<br />

CAN BE PRECIPITATED BY THE WRONG APPROACH ON THE<br />

REFUSALS<br />

PART, HE MUST BE ENCOURAGED TO THINK AND ACT AS<br />

INTERVIEWERS<br />

EVERY RESPONDENT CAN BE PERSUADED TO COOPERATE. THIS<br />

IF<br />

SET IN THE FIELD SHOULD NOT BLIND THE SURVEY<br />

NECESSARY<br />

TO THE FACT THAT POTENTIAL RESPONDENTS WHO REFUSE TD<br />

ANALYST<br />

WITH COMPETENT INTERVIEWERS PROBABLY DIFFER IN<br />

COOPERAIE<br />

RESPECTS FROM IHOSE WHO DO COOPERATE<br />

SOME<br />

DRATTELL, ALAN<br />

1107<br />

THE WORLD OF OCR<br />

SCANNING<br />

AUTOMATION VOL 15, JAN. 1968, 8P<br />

BUSINESS<br />

CHARACTER KEYPUNCHING<br />

OPTICAL<br />

THAN 400 U BUSINESS FIRMS ARE USING MACHINES<br />

MORE<br />

READ TYPED OR PRINTED CHARACTERS AS A MEANS TO GET<br />

THAT<br />

INTO COMPUTERS FOR PROCESSING FOR SOME<br />

INFORMATION<br />

OPTICAL CHARACTER RECOGNITION UNITS ARE THE ONLY<br />

COMPANIES,<br />

WAY TO COPE WITH MAMMOTH VOLUMES OF INPUT DATA-<br />

PRACTICAL<br />

OTHERS OPTICAL-CHARACTER-RECOGNITION SUPPLEMENTS<br />

FDR<br />

AND OTHER METHOOS OF PREPARING DATA FOR A<br />

KEYPUNCFING<br />

COMPUTER<br />

SCANNING IS GAINING WIDE ACCEPTANCE AMONG USERS<br />

OPTICAL<br />

A FAST, ACCURATE AND RELATIVELY ECONOMICAL MEANS OF<br />

AS<br />

INPUT FROM SOURCE DOCUMENTS<br />

PROVIDING<br />

OF THE EARLY PROBLEMS, SPECIFIC MODELS PRESENTLY<br />

SOME<br />

AND SPECIFIC USER APPLICATIONS ARE OISCUSSED.<br />

AVAILABLE,<br />

MCKEE, DAVID T<br />

1lOB<br />

LOGICAL ALLIANCE- IESTS AND INTERVIEWS<br />

A<br />

PERSONNEL ADMINISTRATOR VDL 13, MARCH-APRIL 196Bt P.<br />

THE<br />

SELECTION<br />

EMPLOYEE<br />

ARTICLE PROVIDES SOME MEANINGFUL EXPLANATION<br />

THIS<br />

WHY AND HOW PSYCHCLCGICAL TESTS AND THE EMPLOYMENT INTERVIEW<br />

182<br />

EACH OTHER IN THE EMPLOYEE-SELECTION PROCESS. THE<br />

SUPPLEMENT<br />

OF A TESTING PROGRAM IS KNOWN WHEN IT AIDS IN<br />

VALUE<br />

MORE GOCO PERFORMING AND FEWER POOR PERFORMANCE<br />

SELECTING<br />

IT MEASURES AN INDIVIOUALS ABILITIES AND<br />

EMPLOYEES-<br />

APTITUOES<br />

EMPLOYMENT INTERVIEW SHOULD SUCCEED IN GIVING A<br />

THE<br />

INFORMATION ABOUT THE COMPANY, IN OBTAINING<br />

CANOIDATE<br />

ABOUT THE CANDIDATE, AND IN ESTABLISHING A<br />

INFORMATION<br />

RELATIONSHIP<br />

FRIENDLY<br />

INTERVIEWS AND TESTS TOGETHER GIVE THE EMPLOYER<br />

USING<br />

BASIS TO JUDGE A CANDIDATES LIKELIHOOD OF SUCCESS IN A<br />

MORE<br />

JOB BUT THE COMPANY MUST UNDERSTAND THE FUNCTION<br />

PARTICULAR<br />

RELATIVE IMPORTANCE OF EACH TOOL TO SELECT THE RIGHT MAN<br />

AND<br />

CONSISTENTLY<br />

BRUMMETT, R FLAMHOLTZ, E.G. PYLE, W C<br />

1109<br />

RESOURCES MEASUREMENT. MAYNOT BE REPRINTED.+*'<br />

HUMAN<br />

ACCOUNTING REVIEW VOL #3, NC 2, APRIL 1968, BP<br />

MANAGERS ARE SHOWING CONCERN THAT THEY CANNOT<br />

CORPORATE<br />

INFORMATION RELATING TO THE CONDITION OF THEIR FIRMS<br />

GET<br />

RESOURCES AND HOW THEY ARE CHANGING. AS CORPORATE<br />

HUMAN<br />

MAKE EXPENDITURES WHICH THEY JUSTIFY AS INVESTMENTS<br />

MANAGERS<br />

HUMAN RESOURCES, ACCOUNTANTS REFLECT THEM AS IMMEDIATE<br />

IN<br />

TO INCOME WIIHOUT CCNSIDERING THE TIMING OF EXPECTED<br />

CHANGES<br />

THERE IS REASON TG BILIEVE THAT A FIRM WITH A HIDE<br />

BENEFIIS<br />

ASSET INVESTMENT RATIO WILL ULTIMATELY GENERATE HIGHER<br />

HUMAN<br />

MANAGERS O0 NOT HAVE ADEQUATE MEASURES OF THE<br />

PROFITS<br />

OF LOSSES RELATED TO PERSONNEL TURNOVER A NET<br />

MAGNITUDE<br />

FIGURE ADJLSTED FOR CHANGES IN THE VALUE OF HUMAN<br />

INCOME<br />

WOULD GIVE A MORE REALISTIC MEASUREMENT OF<br />

RESOURCES<br />

EFFECTIVENESS ThE AUTHORS ARE NOW INVOLVED IN<br />

MANAGERIAL<br />

IN HUMAN RESOURCES ACCOUNTING WHICH IS FOCUSED ON<br />

RESEARCH<br />

HUMAN RESOURCE ACCOUNTING SYSTEMS IN A NUMBER OF<br />

DEVELOPING<br />

AND FORMULATING GENERALIZATIONS ABOUT WAYS IN<br />

CORPORATIONS<br />

INFORMATION PRODUCED BY SUCH SYSIEMS SHOULD BE USED<br />

WHICH<br />

ULLMAN, JOSEPH C<br />

1110<br />

IN THE COST OF SEARCHING FOR ClERICAl WORKERS<br />

DIFFERENCES<br />

JOURNAL DF BUSINESS VOl 41, NO 2, APRIL 1968, 13P.<br />

THE<br />

REVIEWED INTEREST IN THE ROLE AND OPERATION<br />

CURRENTLY<br />

LABOR-MARKET INFORMATION-SYSTEMS ARISES FROM THE HOPE<br />

OF<br />

IMPROVEMENTS IN THE EFFICIENCY OF THESE SYSTEMS WILL<br />

THAT<br />

TO LABOR MARKETS THAT FUNCTION MORE EFFECTIVELY.<br />

LEAD<br />

STATISIICAL ANALYSIS THE AUTHOR FINDS THAT<br />

THROUGH<br />

INFERENCES MAYBE DRAWN FROM THE GENERAL CONCLUSION<br />

SEVERAL<br />

WAGES, SEARCH, AND TRAINING ARE SUBSTITUTES ENOUGH<br />

THAT<br />

IN THESE MARKETS HAVE INFORMAIION ABOUT WHICH ARE<br />

WORKERS<br />

HIGHWAGE COMPANIES TO GENERATE SUBSTANTIAL DIFFERENCES<br />

THE<br />

THE AMOUNT OF SEARCH CARRIED ON BY DIFFERENT EMPLOYERS<br />

IN<br />

COMPARING INTERFIRM WAGES DOES NOT GIVE AN ADEQUATE<br />

2.<br />

OF COST DIFFERENCES. 3 THE BEST JOBS ARE MOSI OFTEN<br />

PICTURE<br />

THROUGH INFORMAL CHANNELS, RATHER THAN THROUGH<br />

FOUND<br />

AND 4 THERE ARE SUBSTANTIAL DIFFERENCES IN<br />

INTERMEDIARIES<br />

RATES IN THESE MARKETS THAT WERE NOT ACCOUNTED FOR BY<br />

WAGE<br />

SEARCH AND TRAINING COSTS.<br />

CONSIDERING<br />

TAYLOR, DAVID P<br />

IIIl<br />

OCCUPATIONAL WAGE DIFFERENCES<br />

DISCRIMINATION<br />

AND LABOR RELATIONS REVIEW VOL.21 N 3, APRIL<br />

INDUSTRIAL<br />

16P.<br />

1968,<br />

UNSKILLED-LABOR<br />

DISCRIMINATION AGAINST NEGROES OCCURS EVEN<br />

EMPLOYMENT<br />

UNSKILLED OCCUPATIONS, ACCORDING TO THIS STUDY, WHICH IS<br />

IN<br />

ON A SURVEY OF EIGHTY ESTABLISHMENTS IN THE CHICAGO<br />

BASED<br />

TWO OCCUPATIONS ARE EXAMINED- MATERIAL HANDLER AND<br />

AREA<br />

THE AUTHOR FINDS LESS WAGE AND EMPLOYMENT<br />

JANITOR<br />

AGAINST NEGROES IN JANITORIAL WORK, A<br />

DISCRIMINATION<br />

OCCUPATION, THAN IN MATERIAL HANDLING AN<br />

DEAD-END<br />

WHICH AFFORDS SOME OPPORTUNITY FOR UPWARD JOB<br />

OCCUPATION<br />

THE LAIIER OBSERVATION IS SIGNIFICANT BECAUSE IHE<br />

MOVEMENT.<br />

RESEARCH AI THIS LOW OCCUPATIONAL LEVEL HAD<br />

EARLIER<br />

THAT DISCRIMINATION HAD THE LEAST IMPACT<br />

INDICATED<br />

ANONYMOUS<br />

1112<br />

WORK GOES TO MICROFILM<br />

MORE<br />

ADMINISTRATIVE MANAGEMENT VCL 29, NO.5, MAY I968, 8P.<br />

IS SO VERSATILE THAT A FIRM CAN BENEFIT FROM<br />

MICROFILM<br />

LIMITED USE OF IT AT MINIMAL COST OR GO All OUT AND<br />

A<br />

A FULL SYSIEM THIS INCLUDES FROM FILMING TO<br />

ESTABLISH<br />

ON FILM OR PAPER<br />

DUPLICATION<br />

CAN BE PUT TC WORK IN FILING, REPRODUCTIONS<br />

MICROFILM<br />

EVEN IN COMPANY PUBLICATIONS SUCH AS CATALOGS SOME<br />

OR<br />

OFFER MICROFILMING AND FILM DUPLICATING<br />

MANUFACTURERS<br />

AT ECONOMICAL PRICES.<br />

SERVICES<br />

ARTICLE INCLUDES AN EXTENSIVE CHART WHICH ACTS AS A<br />

THE<br />

TO MICROFILM READERS AND READER-PRINTERS THE CHART<br />

GUIDE<br />

THE PRICE, DIMENSIONS, TYPE OF FILM ACCOMODATED,<br />

INCLUDES<br />

PRINTS CAN BE MADE, ETC. FOR OVER 90 MODELS AND 23<br />

WHETHER<br />

CAMERAS<br />

MICROFILM<br />

GARRITY, JOHN<br />

II13<br />

INK FOR GHEITO INDUSTRIES<br />

RED<br />

BUSINESS REVIEW VOL 46, MAY-JUNE IgEB, 11P<br />

HARVARD<br />

URBAN HARD-CORE UNEMPLOYED<br />

INNER-CITIES<br />

THE MIDST OF ALL THE GHETTO FERMENT, INDUSTRY<br />

IN<br />

ARE BEING BESIEGED ON ALL SIDES TO -DO SOMETHING-<br />

LEADERS<br />

PROVIDING MEANINGFUL EMPLOYMENT OPPORTUNITIES FOR THE<br />

ABOUT<br />

HARD-CORE -UNEMPLOYABLES- BUSINESSMEN CAN AND<br />

INNER-CITIES<br />

RESPOND, BUT ON THE BASIS O A CAREFUL AND REASONED<br />

SHOULD<br />

OF IHE ISSUES AND IMPLICATIONS, AND THE<br />

DETERMINATION<br />

RESOURCES AVAILABLE ON AN INDUSIRY-GOVERNMENT<br />

FINANCIAL<br />

ARRANGEMENT TO HELP SOLVE THIS URGENF URBAN<br />

PARTNERSHIP<br />

PREDICAMENT.<br />

ARTICLE VIVIDLY ILLUSTRATES THE COSTS OF EMPLOYING<br />

THIS<br />

HARD-CORE UNEMPLOYED BY DESCRIBING AND COMPARING A<br />

THE<br />

GHETTO COMPANY AND OUTER CITY COMPANY THE<br />

HYPOTHETICAL<br />

APPEALS TO EMPLOY THE UNEMPLOYABLES NEED TO BE<br />

EMOTIONAl<br />

BALANCED BY ANALYSIS OF THE RISKS AND OPTIONS. MAY NOT BE

REPRINTED<br />

HAYNES* ULRIC<br />

111k<br />

JOB OPPORTUNITY- THE CREDIBILITY GAP<br />

EQUAL<br />

BUSINESS REVIEW VOL.66, MAY-JUNE 1968t 8P<br />

HARVARD<br />

MINORITY<br />

NEGRO<br />

STUDY OF 100 OF OUR LARGEST CORPORATIONS HAS SHOWN<br />

A<br />

NEGROES CONSTITUTE A MERE 2.6 PERCENT OF THEIR NEW YORK<br />

THAT<br />

HEADQUARTERS SIAFFS- THIS IN A CITY THAT HAS A LARGE<br />

CIIY<br />

POPULATION WITH WHITE-COLLAR POTENTIAL IT IS NO<br />

NEGRO<br />

THAT NEGROES AND MEMBERS OF OTHER MINORITY GROUPS<br />

WONDER<br />

WITH DISBELIEF BUSINESSES CLAIMS OF BEING EQUAL<br />

VIEW<br />

EMPLOYERS.<br />

OPPORTUNITY<br />

BIG OBSTACLE TO SUCCESSFUL IMPLEMENTATION OF EQUAL<br />

THE<br />

OPPORTUNITY POLICY IS THE CREDIBILITY GAP- THE<br />

EMPLOYMENT<br />

BETWEEN WHAT BUSINESS SAYS IT IS DOING AND WHAT THE<br />

GAP<br />

WHITE-COLLAR MINORITY GROUP EMPLOYEE SEES IT<br />

POTENTIAL<br />

DOING.<br />

SHORTEN THIS GAP, BUSINESS MUST MAKE A VISIBLE<br />

TO<br />

TO CONVINCE IHE QUALIFIED MINORITY MEMBER THAT THE<br />

EFFORT<br />

WILL USE HIS SKILLS, TALENT AND POTENTIAL MAY<br />

COMPANY<br />

BE REPRINTED.÷÷<br />

NOT<br />

RUSSO. SABATINO A.<br />

1115<br />

PERFORMANCE OF CLDER PERSONS.<br />

JOB<br />

PERSONNEL ADMINISTRATOR, VCL. I3e3, MAY-JUNE 1968t 5P.<br />

THE<br />

YOUNG<br />

TEMPORARY HELP SERVICE CAN BE EFFECTIVELY USED BY<br />

A<br />

PERSONS INTENT UPON RE-ENTERING THE JOB MARKET- AS<br />

OLDER<br />

HERE BY A PARTICULAR CASE STUDY<br />

ILLUSTRATED<br />

STUDIES SHOW OLDER WORKERS COMPARE WELL IN<br />

LATEST<br />

RECORDS THEIR TURN-OVER RATE IS LQWER THEY DDNT<br />

SAFETY<br />

IN JOB-JUMPING AS YOUNGER PEOPLE DO DURING AN<br />

ENGAGE<br />

PERIOD IN THEIR LIVES OFTEN THE MATURE WORKER HAS<br />

UNSETTLED<br />

ABILITY TO WORK WITH LESS SUPERVISION AND GREATER<br />

THE<br />

INITIATIVE, AND JUDGEMENT.<br />

DISCRETION<br />

ARE MANY JOB OPENINGS TODAY, WHERE MATURITY,<br />

THERE<br />

AND EXPERIENCE IN LIFE COUNT AS HEAVILY IN THE<br />

BACKGROUND,<br />

FAVOR AS JOB EXPERIENCE OR SKILLS<br />

APPLICANTS<br />

MARGETTSt SUSAN<br />

1116<br />

STAGGERING COST OF THE ALCOHOLIC EXECUTIVE<br />

THE<br />

DUNS REVIEW, VOL 91, NO 5, PAY 1968,<br />

ARE 3 MILLION WORKING ALCOHOLICS IN THE U.S.<br />

THERE<br />

THEY ARE RUNNING UP A STAGGERING BAR BILL FOR<br />

TODAY.<br />

INDUSTRY OF OVER ?.5 BILLION A YEAR THIS IS ALMOST<br />

AMERICAN<br />

TO FOUR TIMES THE PROFITS OF GENERAL MOTORS<br />

EQUAL<br />

EXECUTIVE REQUIRES A LARGE TRAINING COST, PLUS<br />

THE<br />

SALARY HIS TIME IS VALUABLE, YET NOT SPENT ON<br />

CONSIDERABLE<br />

RESPONSIBILITIES UNFORTUNATELY, ALCOHOLISM USUALLY<br />

COMPANY<br />

AN EXECUTIVE IN HIS PRIME WORKING YEARS 35-50<br />

HIIS<br />

BIGGEST DIFFICULTY IS EDUCATION EMPLOYEES MUST<br />

THE<br />

THIS IS A DISEASE AND SHOULD BE BROUGHT INTO IHE<br />

REALIZE<br />

FOR CURE. IN HARTFORO CONN A GROUP DF BUSINESSMEN<br />

OPEN<br />

ESTABLISHED THE GREATER HARTFORD COUNCIL OF ALCOHOLISM<br />

HAVE<br />

PROMOTE EDUCATION OF THIS DISEASE.<br />

TO<br />

FLAIMt PAUL 0<br />

1117<br />

TRENDS IN 20 LARGE METROPOLITAN AREAS<br />

JOBLESS<br />

LABOR REVIEW VOL 91 ND 5t MAY 1968, 13P.<br />

MONTHLY<br />

UNEMPLOYMENT RATE<br />

NONWHITE<br />

TWENTY LARGEST METROPOLITIAN AREAS IN 1967 HAD AN<br />

THE<br />

RATE ABOUT EQUAL TO THAT OF THE U AS A<br />

UNEMPLOYMENT<br />

THEIR AVERAGE RATE WAS 3.9 PERCENT* BUT JOBLESSNESS<br />

WHOLE,<br />

MORE SEVERE -6.7 PERCENT- AMONG RESIDENTS OF CENTRAL<br />

WAS<br />

MANY OF WHOM ARE NONWHITE, THAN IN THE SUBURBS<br />

CITIES*<br />

NONWHITE UNEMPLOYMENT RATE IN THE METROPOLITAN<br />

THE<br />

WAS MORE THAN DOUBLE -7.5 PERCENT- THE WHITE RATE. THE<br />

AREAS<br />

CONTENDS -THE GRAVESI PROBLEMS CONFRONTING OUR URBAN<br />

AUIHDR<br />

ARE CLEARLY REFLECTED IN THE UNEMPLOYMENT SITUATION<br />

DENIERS<br />

THE CENTRAL CITIES.<br />

FOR<br />

PRESTON, G R<br />

1118<br />

IN LONG RANGE PLANNING<br />

CONSIDERATIONS<br />

EXECUTIVEt VDL 36, NO S. MAY 968,<br />

FINANCIAL<br />

CHALLENGE TO EFFECTIVE LONG-RANGE PLANNING IS A<br />

THE<br />

RELAIIONSHIP BETWEEN PRODUCT AND MARKET PLANNING<br />

WORKABLE<br />

THE EXPRESSION OF SIUDY RESULTS IN THE FINANCIAL<br />

AND<br />

OF TOP-MANAGEMENT. TO MEET THIS CHALLENGEr THE<br />

LANGUAGE<br />

ADVOCATES TOP DOWN PLANNING WHICH COORDINATES THE<br />

AUTHOR<br />

OF ALL OPERATING LEVELS. THE ESSENTIALS OF<br />

OBJECTIVES<br />

PLANNING ARE ACCURATE AND MEANINGFUL INFORMATION*<br />

EFFECTIVE<br />

AND RESPONSE. BY DEVELOPING A SUCCESSFUL LONG RANGE<br />

ANALYSIS<br />

A COMPANY LEAVES OPEN THE POSSIBILITY OF EFFECTING ITS<br />

PLANe<br />

DESIGNS FOR THE FUTURE PLANNING SHOULD STIMULATE<br />

OWN<br />

IHINKING, IT SHOULD LEAD TO A UNIFIED SET OF<br />

CREATIVE<br />

WHILE PERMITING FLEXIBILITY IN HUW TO ACHIEVE<br />

OBJECTIVES<br />

THEM.<br />

REUTER, VINCENT G.<br />

1119<br />

SUCCESS STORY OF VALUE ANALYSIS, VALUE ENGINEERINGo<br />

THE<br />

OF PURCHASING VDL 6t NO 2, MAY 1968, 18P<br />

JOURNAL<br />

REDUCTION ECONOMICAL<br />

COST<br />

AND VALUE-ENGINEERING ARE COMPANION<br />

VALUE-ANALYSIS<br />

DEVELOPED LARGELY SINCE WORLD WAR IT, WHICH HAVE<br />

TOOLS,<br />

TO BE OF TREMENDOUS VALUE TD MANAGEMENT IN ITS<br />

PROVEN<br />

EIGHT TO REDUCE COSTS AND PRODUCE BETTER<br />

CONTINUING<br />

VA/VE IS AN EFFECTIVE TOOL FOR COST REDUCTION.<br />

PRODUCTS<br />

USED PROPERLY PRODUCT DESIGN COSTS ARE MINIMIZED AND<br />

WHEN<br />

MATERIALS COSTS ARE REDUCED<br />

PURCHASED<br />

FACTORS IN THE SUCCESS OF VALVE PROGRAM ARE<br />

MAJOR<br />

MANAGEMENT BACKING, A QUALIFIED VA/VE COORDINATOR,<br />

STRONG<br />

LOCATION OF FUNCTION, A TRAINING PROGRAM,<br />

CORRECT<br />

ADEQUATE STAFFING ADEQUATE FINDING, AND VENDOR<br />

COOPERATION,<br />

FURTHERMORE, THE FACTORS OF COMPANY SIZE<br />

ASSISTANCE.<br />

AND PROCESSES ARE NOT LIMITATIONS FOR THE<br />

PRODUCTS<br />

OF VALVE, AND AS A RESULT OF A SUCCESSFUL<br />

APPLICATION<br />

PRODUCT DESIGNERS WILL BE INSPIRED TO PRODUCE<br />

PROGRAM,<br />

AND MORE ECONOMICAL DESIGNS INITIALLY.<br />

BETTER<br />

ANONYMOUS<br />

1120<br />

183<br />

COMPUTERS SUPPORT AUTOMATED CENTRAL FILES<br />

NEW<br />

AND LOAN NEWS VOL 89, NO 5, MAY I968t 2P.<br />

SAVINGS<br />

MAJOR NEW COMPUTER FAMILY DESIGNED TO BRING AUIOMAIEE<br />

A<br />

FILE SYSTEMS WITHIN TH FINANCIAL REACF OF<br />

CENTRAL<br />

ALL SAVINGS AND LOAN INSTITUTIONS FAS BEEN<br />

PRACTICALLY<br />

BY THE NATIONAL CASH REGISTER COMPANY THESE<br />

DEVELOPED<br />

AND LOAN ASSOCIATIONS ALREADY ANNOUNCED PLANS FOR<br />

SAVINGS<br />

SOPHISTICATED MANAGFMENT INFORMATION-SYSTEMS DESIGNED<br />

HIGHLY<br />

THE NEW COMPLTER.<br />

AROUND<br />

AS BASIC EQUIPMENT IN NCRS CENTURY 100, THE<br />

INCLUDED<br />

OF THE TWO SYSTEMS CURRENTLY BEING INTRODUCED ARE A<br />

LOWEST<br />

PROCESSOR WITH A 16,000 CHARACTER ULTRA-HIGH SPEED<br />

CENTRAL<br />

MAIN MEMORY, A TWC-DISC, REMOVABLE-PACK FILE WITH<br />

THIN-FILM<br />

CAPACITY OF 8.6 MILLION CHARACTERS, A HIGH SPEED PRINTER,<br />

A<br />

CHOICE OF PUNCHED TAPE OR PUNCHED CARD READER, AND A<br />

A<br />

TRUCK DPERATICN, WHICH PERMITS THE USE OF<br />

COMMUNICATION<br />

INQUIRY AND INPUT DEVICES, INCLUDING TELLER<br />

ON-LINE<br />

OR EXECUIIVE INQUIRY UNITS<br />

TERMINALS<br />

MYERS, JOHN G NICDSIA, FRANCESCO M<br />

1121<br />

THE STUDY OF CONSUMER TYPOLCGIES<br />

ON<br />

OF MARKETING RESEARCH VOL 5, NO 2 MAY 1968, 12P<br />

JOURNAL<br />

CLIENT<br />

ARTICLE PRESENTS A NEW METHOD OF EMPIRICAL<br />

tHIS<br />

SHOWS HOW IT IS USED TO DEVELOP A CONSUMER<br />

CLASSIFICATION<br />

IT IHEN IESTS THE SENSITIVITY OF THE TYPOLOGY TO<br />

TYPOLOGY<br />

CHANGES IN ASSUMPTIONS, OPERATIONS AND PROCEDURES<br />

VARIOUS<br />

OPERATIONAL EFFECTS ARE CONSIDERED FROM THE<br />

THESE<br />

OF THEIR SIGNIFICANCE IN TYPOLOGY GENERATION AND<br />

VIEWPOINT<br />

THE LONG-RUN POTENTIAL CF CLASSIFICATION METHODS ANE<br />

FOR<br />

IN MARKETING AND MARKET SEGMENTATION MAY NOT<br />

PROCEDURES<br />

REPRINTED<br />

BE<br />

BERKWIIT, GEORGE J<br />

1122<br />

TOO MUCH TOO SOON<br />

SYSTEMS-<br />

REVIEW VOL 9I, NO 6 JUNE 1968,<br />

DUNS<br />

SYSTEMS-APPROACH<br />

THAN A FEW U.S. CORPORATIONS HAVE HAD COSTLY<br />

MORE<br />

AS A RESULT OF TOO HASTY OR TOO UNCRITICAL USE<br />

EXPERIENCES<br />

SYSTEMS- INCLUDING IBM SYSTEMS AND THE SYSTEMS APPROACH<br />

OF<br />

HAVE POSITIVE CONTRIBUTIONS TO THE ACT OF MANAGEMENT<br />

DO<br />

THEY SUGGEST FORMALIZED WAYS OF BRINGING ORDER OUT OF<br />

TODAY<br />

CHAOS<br />

SYSTEMS APPROACH RECEIVED A MAJOR IMPETUS SEVERAL<br />

THE<br />

AGO, WHEN SEC OF DEFENSE MAC NAMARA BORROWED SYSTEMS<br />

YEARS<br />

THAT HE USED SUCCESSFULLY AS PRESIDENT OF FORD<br />

PRINCIPLES<br />

APPLIED THEM To THE ARMED SERVICES. THIS SAVED MILLION<br />

AND<br />

DOLLARS RIGHT NOW SYSTEMS HAVE BARELY LEFT THE<br />

OF<br />

PAD ONLY A SMALL PART OF THE ECONOMY HAS BEEN<br />

LAUNCHING<br />

BY THEM THE PUBLICITY HAS OUTSTRIPPED THE RECORD<br />

AFFECIED<br />

SUCCESS.<br />

OF<br />

OF MANY KINDS HAVE BEEN PROVED OUT, SO IT IS<br />

SYSTEMS<br />

KNOWN THAT THEY CAN WORK THE REAL RISKS LIE IN THE WAY<br />

WELL<br />

ARE PLANNED AND USED.<br />

THEY<br />

GILMORE, H A.<br />

1123<br />

USE- KEEP THE LINES OPEN<br />

TELEPHONE<br />

MANAGEMENT, VOL. 29, NO 6, JUNE 1968, 1P<br />

ADMINISTRATIVE<br />

A SMALL OFFICE, EVERY TIME YOU TALK TO AN OPERATOR,<br />

AT<br />

MAY BE TIEING UP A LARGE PERCENTAGE OF THE COMPANIES<br />

YOU<br />

SERVICE IF ONE OPERATOR IS BEING TIED UP AND<br />

ANSWERING<br />

CALL COMES IHROUGH WITH A HOLD WHILE THE SPEAKER IS<br />

ANOTHER<br />

A GREAT PERCENTAGE OF THE ANSWERING SERVICE IS<br />

CONTACTED,<br />

UNAVAILABLE THE OPERATORS DURING HOLD CALLS ARE UNABLE<br />

NOW<br />

PERFORM ANY FUNCTIONAL DUTIES<br />

TO<br />

GILBREATH, V RAY<br />

1124<br />

PROCESSOR- FRIEND OR FOE<br />

INFORMATIUN<br />

MANAGEMENT, VOL 29 NO 6, JUNE 1968, 2P<br />

ADMINISTRATIVE<br />

MUST ESTABLISH AN EFFECTIVE WORKING<br />

MANAGERS<br />

WITH THE PEOPLE WHO SUPPLY THEIR INFORMATION.<br />

RELATIONSHIP<br />

THE INFORMATION PROCESSOR FULFILLS HIS RESPONSIBILITIES,<br />

IF<br />

PROVIDES MANAGERS WITH EVER INCREASINGLY INTELLIGENT<br />

HE<br />

WITH WHICH TO MAKE THEIR DECISIONS<br />

INFORMATION<br />

RESPONSIBILITIES INCLUDE DEVISING THE METHODS BY<br />

THESE<br />

INFORMATION IS COLLECTED PROCESSED, AND DISTRIBUTED<br />

WHICH<br />

ACTIVITIES ARE DELEGATED TO HIM BY MANAGEMENT<br />

THE<br />

ARE OTHER FACTORS WHICH FURTHER COMPOUND ThE<br />

THERE<br />

FOR INTERACTION INFORMATION pROCESSORS RECEIVE<br />

REQUIREMENT<br />

AND THIS GIVES MANAGEMENT THE PRIVILEGE TO<br />

REMUNERATION<br />

WORK TO THEM THE DECISION TO ACCEPT THE<br />

DELEGATE<br />

AND IHE RESPONSIBILITY AND AUTHORITY LIES WITH<br />

REMUNERATION<br />

DATA PROCESSOR<br />

THE<br />

MITZEL, HAROLD<br />

I125<br />

BARRIERS HINDERING COMPUTER ASSISTED INSTRUCTION.<br />

FIVE<br />

MANAGEMENT VOL 29, NO 6 JUNE 1968, 2P<br />

ADMINISTRATIVE<br />

CAI<br />

A$SISIED INSTRUCTION IS GROWING IN IMPORTANCE<br />

COMPUTER<br />

A TRAINING TOOL ONE OF ITS MOST IMPORTANT ASPECTS IS THE<br />

AS<br />

OF THE COMPLTER AS A PREPROGRAMMED CONTROL DEVICE<br />

USE<br />

MULTIPLE DISPLAY WHICH TUTORS THE LEARNER IN<br />

UTILIZING<br />

MATTER CONTENT<br />

SUBJECT<br />

THERE ARE FIVE FAJCR BARRIERS HINDERING THE<br />

TODAY<br />

OF CAI IN THIS FORM THEY ARE- FIRST, A LACK OF<br />

DEVELOPMENT<br />

CONCERNING THE APPROPRIAIE MIX BETWEEN<br />

KNOWLEDGE<br />

INSTRUCTION AND TEACHER-MEDIATED<br />

COMPUTER-MEDIATED<br />

SECOND, A LACK OF COMPATABILITY BETWEEN<br />

INSIRUCTION<br />

SYSTEMS. THIRD, A GAP BETWEEN HARDWARE AND<br />

COMPUTER<br />

FOURTH LACK OF EXPERIENCE INLAND METHODS FOR<br />

SOFTWARE<br />

MEASURES WITH WHICH TO EVALUATE CAI COURSES.<br />

CONSTRUCTING<br />

INORDINATE AMOUNTS OF TIME REQUIRED TO PREPARE<br />

FIFTH<br />

OF INSTRUCTION FOR CAT PRESENTATION<br />

COURSE<br />

SPRAGUEt CHRISTOPHER R. MESS, DAVID N.<br />

1126<br />

AND A NATIONAL DATA BANK<br />

PRIVACY<br />

VOL 60, NO 12. JUNE 1968t<br />

BANKING,<br />

THE PROPOSAL FOR A -NATIONAL DATA SYSTEM- HAS

STRONG CRITICISM. THE CENTER IS INTENDED TO<br />

ENCOUNTERED<br />

INFORMATION ABOUT INDIVIDUALS AND TO PROVIDE<br />

SUPPRESS<br />

INFORMATION ONLY ARGUMENTS IN FAVOR OF THE<br />

STATISTICAL<br />

ARE- ONE, THE GOVERNMENT ALREADY COLLECTS MUCH<br />

CENTER<br />

SECOND, THE DATA WOULD BE INVALUABLE TO THOSE<br />

INFORMATION<br />

WITH PLANNING THIRD, THE SYSTEM WOULD HAVE ADEQUATE<br />

CHARGED<br />

TO PREVENT IS MISUSE<br />

SAFEGUARDS<br />

AGAINST INCLUDE- ONE, TO0 MUCH POWER WOULD BE<br />

ARGUMENTS<br />

IN THE HANDS OF THE CENTERS OPERATORS SECOND, ANY<br />

PLACED<br />

BRUSH WITH THE LAW WOULD FOLLOW A CITIZEN FOR HIS<br />

MINOR<br />

LIFE THIRD, A COMPUTER ERROR COULD PROVE DISASTROUS.<br />

ENTIRE<br />

THIS IS AN INVASION OF AN INDIVIDUALS PRIVACY<br />

FOURTH,<br />

AUTHOR CONCLUDES THAT THE ARGUMENTS AGAINST SUCH A<br />

THE<br />

ARE JUSTIFIED, YET THE ADVANTAGES OUTWEIGH THE<br />

SYSTEM<br />

DISADVANTAGES<br />

GLENNEY, ROBERT G. MACDONALD, BRIAN<br />

II2?<br />

IN RADID-TV COMMUNICATION EQUIPMENT<br />

OCCUPATIONS<br />

MANUFACTURING<br />

MONTHLY LABOR REVIEW VDL 91, NO 6, JUNE I968 2P.<br />

TWO-FIFIHS OF IHE WORKERS IN THE RADIO AND<br />

OVER<br />

COMMUNICATION EQUIPMENT INDUSTRY IN SEPT. 1967<br />

TELEVISION<br />

IN PROFESSIONAL AND WHITE-COLLAR OCCUPATIONS. MORE THAN<br />

WERE<br />

THIRD WERE EMPLOYED IN SKILLED TRADES AND OTHER MANUAL<br />

A<br />

AND ALMOST A FIFTH IN CLERICAL WORK THE<br />

OCCUPATIONS,<br />

WERE IN SERVICE OCCUPATIONS<br />

REMAINDER<br />

EMPLOYMENT IN THE INDUSTRY INCREASED BY 90<br />

TGTAL<br />

FROM 1958-67 FROM 195,000 TO 3TI,000 THIS GROWTH IN<br />

PERCENT<br />

REFLECTS THE EXPANSION IN THE OUTPUT IN THE PAST<br />

TURN,<br />

OF SUCH PRODUCTS AS ELECTRONIC SEARCH AND DETECTION<br />

DECADE<br />

ELECTRONIC NAVIGATION AIDS, AND COMMERCIAL<br />

APPARATUS,<br />

AND MILITARY ELECTRONIC COMMUNICATICN EQUIPMENT<br />

INDUSTRIAL,<br />

SUBSTANTIAL AMOUNT OF RESEARCH AND DEVELOPMENT CARRIED<br />

THE<br />

IN IHE INDUSTRY ACCOUNTS IN GOOD PART FOR THE FACT THAT<br />

ON<br />

PERCENT OF EMPLOYMENT IS IN WHITE-COLLAR OCCUPATIONS<br />

59<br />

MAITLAND, SHERIDAN T<br />

I128<br />

IO URBAN TRANSITION.<br />

RURAL<br />

LABOR REVIEW, VOL 91, NO 6= JUNE 1968, 5P<br />

MONTHLY<br />

PERSONS MAKING THE MOVE FROM FARM TO CITY REMAIN<br />

MOST<br />

THE REGION OF THEIR ORIGIN THE EXCEPTION IS THE SOUTHERN<br />

IN<br />

THE MIGRANT GENERALLY ARRIVING IN THE CITY IS POOR,<br />

NEGRO<br />

MUCH TRAINING OR EDUCATION<br />

WIIHOUI<br />

IS OFTEN IHE VICTIM OF DISCRIMINATION, AND NEEDS<br />

HE<br />

IN ADJUSTING TO CITY LIFE THE MIGRANT ACTUALLY NEEDS<br />

HELP<br />

BEFORE ENTERING THE CITY THE AUTHOR SUGGESTS A PROGRAM<br />

AID,<br />

OFFER CURRENT INFORMATION ON THE EMPLOYMENT<br />

TO<br />

HOUSING= AND SUPPORTIVE SERVICES IN THE<br />

OPPORTUNITIES,<br />

REGION AS WELL AS IN ALL OF THE IMPORTANT RECEIVING<br />

MIGRANIS<br />

AROUND THE COUNTRY THIS SUGGESTS A NATIONWIDE<br />

DENIERS<br />

OF MIGRANT SERVICE CENTERS IN SENDING AND RECEIVING<br />

SYSTEM<br />

THE ACTIVITIES IN SENDING AREAS MIGHT BE<br />

COMMUNITIES<br />

AFTER THE HIGHTLY SUCCESSFUL COUNTY AGRICULTURAL<br />

PATTERNED<br />

SYSTEM.<br />

AGENT<br />

RADIUS, D A<br />

1129<br />

MEASUREMENTS COST ANALYSIS IMPROVED COSTING<br />

WORK<br />

MAGAZINE OF BANK ADMINISTRATION VOL 44, NO 6 JUNE 1968<br />

THE<br />

7P<br />

EVALUATION PRICING OECISIONS<br />

JOB-ANALYSIS<br />

OR UNIT COST CAN INCREASE PROFITS IN TWO WAYS-<br />

SIANDARD<br />

KNOWLEDGE OR COSI PROCEDURES PROVIDE A REALISTIC PRICING<br />

I.<br />

THE CURRENT TREND TOWARD A -STAND ALONE- POLICY<br />

SIRUCIURE.<br />

THIS APPROACH MORE DESIRABLE 2. DETAILED COST<br />

MAKES<br />

PROVIDES INITIATIVE TO IMPROVE PROCEDURES AND THUS<br />

ANALYSIS<br />

COSTS THE ELIMINATION OF INEFFICIENCIES WILL ACCRUE<br />

REDUCE<br />

PROFITS IHERE ARE THREE REQUISITES TO FORMULATING A<br />

EXTRA<br />

STANDARD-COST SYSTEM- TOP-MANAGEMENT SUPPORT AND<br />

WORKING<br />

IS NECESSARY, 2 THERE MUST BE A RESPONSIBILITY<br />

DIRECTION<br />

SYSIEM WHERE EACH MANAGER IS RESPONSIBLE FOR INCOME AND<br />

COST<br />

OF HIS OWN, 3 THERE MUST BE AN ACTIVE WORK<br />

EXPENSES<br />

PROGRAM WHICH IS ACCOMPLISHED BY USE OF BURDEN<br />

MEASUREMENT<br />

AND COMPARISONS TO STANDARD TIMES FOR GIVEN PROCESSES<br />

RAIES<br />

ANONYMOLS<br />

1130<br />

EXECUTIVE WINE QUIZ<br />

THE<br />

MANAGEMENT VOL 34, NO 4, JULY 1968, 4P.<br />

BUSINESS<br />

FUN<br />

FOOD<br />

ARTICLE IS WRITTEN IN THE FORM OF A QUIZ. ITS<br />

THIS<br />

IS TO GIVE THE EXECUTIVE AN INSIGHT INTO THE PROPER<br />

PURPOSE<br />

OF SELECTING WINES<br />

MANNER<br />

IS A GUIDELINE OF THE PROPER TYPES OF WINES THAT<br />

THERE<br />

BE OWNED BY THE JUNIOR EXECUTIVE, MEMBER OF MIDDLE<br />

SHOULD<br />

AND COMPANY PRESIDENT IN CONCLUSION THERE IS A<br />

MANAGEMENT<br />

OF VOCABULARY TERMINALOGY THAT EVERY WINE<br />

LISTING<br />

SHOULD KNOW.<br />

CONNOISSEUR<br />

OONNELL WILLIAM<br />

1111<br />

FUTURE OF EMPLOYEE DEVELOPMENT<br />

THE<br />

JOURNAL VOL. 47, NO 6, JUNE I96B, 3P<br />

PERSONNEL<br />

PERSON WHO WORKS IN THE EMERGING FIELOS OF EMPLOYEE<br />

THE<br />

MUST BE PRIMARILY EMPLOYEE-MINCED, AND MUST VIEW<br />

DEVELOPMENT<br />

HIS PRINCIPAL RESPONSIBILITY HELPING THE EMPLOYEE TO<br />

AS<br />

HIMSELF IT IS EXTREMELY IMPORTANT THAT SUCH A PERSON<br />

BETTER<br />

THAT HE IS IN A STAFF CAPACITY WITHIN HIS OWN<br />

RECOGNIZE<br />

AND THAT HE STANDS IN A PROFESSIONAL<br />

ORGANIZATION<br />

WITH THE INDIVIDUAL HE MUST REFRAIN FROM<br />

RELATIONSHIP<br />

OR JUDGING THE PEOPLE WHO LOOK TO HIM FOR HELP.<br />

DIRECTING<br />

WORKING IN A PROFESSIONAL CAPACITY IN THESE<br />

PERSONS<br />

WILL ACKNOWLEDGE THAT DEVELOPMENT COMPETENCE IS<br />

FIELDS<br />

EXCEPT FOR A RELATIVELY FEW BUSINESS FIRMS THAT ARE<br />

LIMITED.<br />

AWARE OF THE VALUE OF TRAINING THERE IS A TENDENCY<br />

STRONGLY<br />

ORGANIZATIONS TO RELY ON THE EMPLOYEES OWN EFFORTSe OR<br />

FOR<br />

-CONTRACT OUT- THE TRAINING DR HIRE EMPLOYEES FROM OTHER<br />

TD<br />

ORGANIZATIONS<br />

OSTERHAbS, LEO B.<br />

1132<br />

INDUSTRIAL-RELATIONS SYSTEM IN THE HOSPITAL INDUSTRY<br />

THE<br />

JOURNAL ¥OL 47, NO 6t JUNE 1968, 8P<br />

PERSONNEL<br />

BUDGET<br />

VOLUNTARY<br />

OF THE VOLUNTARY, NONPROFIT HOSPITALS ARE NOT<br />

MOST<br />

TO BE IN COMPETITION WITH EACH ETHER. HOWEVER IN<br />

CONSIDERED<br />

SENSE THEY DO COMPETE FOR THE PATIENTS THROUGH BUILDING A<br />

A<br />

FOR SATISFACTORY PATIENT CARE AND GAINING<br />

REPUTATION<br />

OF DOCTORS WHO REFER PATIENTS TC TFE HOSPITAL<br />

ACCEPTANCE<br />

BUDGETARY CONSTRAINTS THAT SURROUND THE HOSPIIAL RANGE<br />

THE<br />

THOSE WITH VERY TIGHT LIMITATIONS TO THOSE WHICH AFFORD<br />

FROM<br />

DISCRETION IN SETTING THE RULES IF THE<br />

CONSIDERABLE<br />

DRAWS A SUBSIDY FRCM THE CITY, STATE OR FEDERAL<br />

HOSPITAL<br />

THE CONSTRAINTS SEEM TO BE TIGHTER<br />

GOVERNMENT,<br />

HOSPITALS TEND TO VARY THE LEVELS OF COMPENSATION,<br />

MOST<br />

PLANS, PROMOTIONS SERVICES, AND AMENITIES<br />

RETIREMENT<br />

WITHIN THE BUDGETARY CONSTRAINTS, AND THE HOSPITAL<br />

DIRECTLY<br />

ORGANIZATIONS AMONG CITY, STATE AND FEDERAL EMPLOYEES<br />

LABOR<br />

TO BE LOBBYING ORGANIZATIONS WHO TRY TO INFLUENCE THE<br />

TEND<br />

OF WORK PACE BY TESTIMONY BEFORE THE BOARDS OR<br />

RULES<br />

BODIES WHO DIVIDE UP THE FUNDS<br />

LEGISLATIVE<br />

BEYER, R<br />

i133<br />

POSITIVE LOOK AT MANAGEMENT INFORMATION SYSTEMS<br />

A<br />

EXECUTIVE VDL 36, NO 6, JUNE 1968, 8P<br />

FINANCIAL<br />

PLANNING<br />

INFORMATION-SYSTEMS HAVE GROWINC PAINS THE<br />

MANAGEMENT<br />

OF DATA NECESSARY TO RUN A BUSINESS TODAY AND THE<br />

VOLUMES<br />

OF COMPUTERS TO PROVIDE THIS DATA MAKES<br />

AVAILABILITY<br />

INCREASED USE OF TOTAL INTEGRATED SYSTEMS THE<br />

IMPERATIVE<br />

GROWIH OF IHE OATA-PROCESSING INDUSTRY IN THE LASI<br />

EXPLOSIVE<br />

YEARS IS BUT ONE INDICATION OF THE GROWTH RATE OF<br />

20<br />

SYSTEMS UNFORTUNATELY, GROWTH AT THIS RATE IS<br />

INTEGRATED<br />

TO OBSCURE BASIC CONCEPTS AND DEFINITIONS, WHICH IN<br />

BOUND<br />

RESULTS IN CONFUSION AND DISAGREEMENT<br />

TURN,<br />

PURPOSE OF INFORMATION SYSTEMS IS TO OBTAIN DATA<br />

THE<br />

FOR EFFICIENT, PROFITABLE OPERATION PROBLEMS<br />

ESSENTIAL<br />

HOW DATA IS TO BE ACCUMULATED AND PRCCESSEO- WHERE<br />

ARISE<br />

IS TO BE- ON CONSIDERATION OR SEGMENTATION ANOTHER<br />

EMPHASIS<br />

IS OVER REACTING TO EVERY LITTLE SALES FLUXUATION<br />

DANGER<br />

FOR A TOTAL INFORMATION SYSTEM MUST BE AT THE<br />

PLANNING<br />

LEVEL OF MANAGEMENT- IT SHOULD BE MANAGERIAL AND<br />

HIGHESl<br />

RAIHER THAN TECHNICAL<br />

ORGANIZATIONAL<br />

ANONYMOUS<br />

1134<br />

RESTLESS YOUNG EXECUTIVES<br />

THOSE<br />

REVIEW, VOL 91, NO i, JULY 1968, 3P<br />

DUNS<br />

MONEY<br />

RECRUIT<br />

NUMBER OF JOB-JUMPERS AMONG THE LOWER ECHELONS OF<br />

THE<br />

IS INCREASING ALL THE TIME THE CONCERN IS FELT<br />

MANGEMENT<br />

ONLY IN INDUSTRY WHERE IT COSTS ABOUT $1,200 TO RECRUIT<br />

NOT<br />

COLLEGE GRADUAIE AND SEVERAL TIMES THAT TO PUT HIM THROUGF<br />

A<br />

TRAINING COURSE, BUT AMONG COLLEGE PLACEMENT OFFICERS.<br />

A<br />

HAVE HARSH THINGS TO SAY ABOUT THE WAY CORPORATE<br />

MANY<br />

ARE SECURING THE CAMPUSES<br />

RECRUITERS<br />

SURVEY OF 200 COMPANIES SHOWS THAT 35 PERCENT OF ALL<br />

A<br />

GRADUATES MOVE ON TD GREENER VOCATIONAL PASTURES<br />

COLLEGE<br />

THE FIRST FIVE YEARS OF EMPLOYMENT. OTHER<br />

WITHIN<br />

THINK IHE KATIE IS CLOSER TO 50 PERCENT<br />

ACADEMICIANS<br />

OF COLRSE IS A FACTOR IN MOST MOVES INCREASES<br />

MONEY,<br />

15 PERCENT ARE NOT UNCOMMON MANY ARE SIMPLY BASED ON<br />

OF<br />

JOB ONE OF THE GREATEST NEEDS COMPANIES ARE FINDING<br />

IHEIR<br />

TO RESHAPE THEIR TRAINING PROGRAM TO GIVE RECRUITS MORE<br />

IS<br />

AND RESPONSIBLE WORK.<br />

MEANINGFUL<br />

BERKWITT, GEORGE<br />

II35<br />

PRINTED WORD- IIS WHATS HAPPENING<br />

THE<br />

REVIEW VOL 92, NO I, JULY 1968,<br />

DUNS<br />

TYPESETTER<br />

NEED FOR THE PRINTED WORD IS GROWING AT A RAPID<br />

THE<br />

IN THE U S. ALONE PAPERBACKS ARE BEING TURNED OUT AT<br />

PACE<br />

RATE OF 1MILLICN A DAY, HARD-COVER BOOKS AT MILLION A<br />

THE<br />

WEEK<br />

WORLDS KNOWLEDGE IS SUPPOSEDLY DOUBLING EVERY EIGHT<br />

THE<br />

ONE-HALF YEARS AND THE PACE IS CONTINUING TO QUICKEN<br />

AND<br />

FEDERAL GOVERNMENT NOW SPENDS ABOUT $7 MILLION A YEAR ON<br />

THE<br />

WHILE THE NATION SPENDS ABOUT $100 BILLICN THIS<br />

PAPERWORK<br />

EXCEEDS lO PERCENT OF THE GNP<br />

WELL<br />

HAS INTRODUCED A NEW ELECTRONIC TYPESETTER IT CAN<br />

IBM<br />

AN ENTIRE NEWSPAPER PAGE IN 30 SECONDS, AND A 300 PAGE<br />

SET<br />

IN LESS THAN IO MINUTES NEW DEVELOPMENTS IN OPTICS<br />

NOVEL<br />

FILM CHEMISTRY ALLOW FOR AS MANY AS 3600 PAGES OF<br />

AND<br />

TO BE REPRODUCED AND STORED ON A POSTCARD-SIZE<br />

DOCUMENTS<br />

FRAME<br />

HOFFMAN, W<br />

II36<br />

PLANNING FOR AUTHORS.<br />

TAX<br />

VOL 46, NO.7, JULY I968, IJP<br />

TAXES<br />

CONSIDERATIONS FOR AUTHORS ARE SIMILAR TO THOSE<br />

TAX<br />

SERVICES AS AN INDEPENDENT CONTRACTOR INCOME AND<br />

RENDERING<br />

ARE DETERMINED BY THE METHOD OF ACCOUNTING USED<br />

EXPENSES<br />

V LOANS- ADVANCES ARE TAXABLE IN THE YEAR<br />

ADVANCES<br />

BUT LOANS ARE NOT TAXED AT ALL CAUTION SHOULD BE<br />

RECEIVED,<br />

HERE AS THE AUTHOR MAY BE ABLE TO SAVE TAXES-<br />

EXERSIZED<br />

THE PENALTY FOR MISHANDLING MAY BE SEVERE<br />

HOWEVER<br />

FALL INTO TWO CATEGORIES- RESEARCH<br />

EXPENDITURES<br />

COST OF ACTUAL PRODUCTION, 3. COPYRIGHT FEESt<br />

COSTS,<br />

OF RIGHTS AND OF OTHERS= 5 CUT WORK AND INDEX<br />

ACQUISITION<br />

OUT-OF-POCKET COST CF PRINTING AND DISTRIBUTION<br />

COSTS,<br />

THESE ARE FULLY DEDUCTABLE OR NCT DEPENDS ON THE<br />

WHETHER<br />

METHOD USED IF THE AUTHOR IS IN BUSINESS TO WANT<br />

ACCOUNTING<br />

PROFIT NO AND SHOULD BE CURRENTLY DEDUCTABLE<br />

FOR<br />

MAY DESIRE INCOME POSTPONEMENT- BY DEFERRED PAY<br />

AUIHORS<br />

DR INSTALLMENT SALES OTHER COMMON PROBLEMS ARE<br />

CONTRACTS<br />

ACCOUNT, RATE RELIEF, RETIREMENT AND ESTATE TAXES<br />

INCOME<br />

ANONYMOUS<br />

1137<br />

PROVING THE -ABLE- IN DISABLED<br />

THEYRE<br />

OF AMERICAN INSURANCE VOL.4, NO i, JAN -FEB 1968,<br />

JOURNAL<br />

4P<br />

PLAY-PRODUCTS PASNCO ABILITIES-INCORPORATED<br />

WORKSHOPS<br />

HANDICAPPED<br />

IMPAIRED PEOPLE HAVE PROVED THEMSELVES<br />

PHYSICALLY

IN -UNSHELTERED-WORKSHDPS<br />

CAPABLE<br />

COMPANIES- COME PLAY PRODUCTS, PARAPLEGICS<br />

THREE<br />

CCMPANY(PASNCC), AND ABILITIES INCORPORATED<br />

MANUFACIURING<br />

SHOWCASES FOR THE HANDICAPPED TO DEMONSTRATE THEIR<br />

ARE<br />

TO PERFORM IN COMPETITION WITH UNIMPAIRED WORKERS.<br />

ABILITY<br />

INbUSTRIAL ATMOSPHERE IS NCRMAL AND THE ONLY CONCESSIONS<br />

THE<br />

HANDICAPS ARE CAREFUL MAICHING OF THE PERSONS ABILITIES<br />

TO<br />

THEIR JOBS, PROVISION DF MODIFIED TDCLS AND WORKBENCHES,<br />

TO<br />

NEEDED AND CONSTRUCTION OF RAMPS AND WIDER DOORS FOR<br />

WHEN<br />

IN ADDITION, ThE SAFETY RECORDS COMPILED BY ALL<br />

WHEELCHAIRS<br />

COMPANIES HAVE BEEN OUTSTANDING<br />

THREE<br />

SUCCESS OF THIS MOVEMENT CAN BE REFLECTED IN THE<br />

THE<br />

OF THE IDEA<br />

SPREAD<br />

ARTHUR H<br />

KURILOFF,<br />

LOOK AT LEADERSHIP POTENTIAL<br />

ANOTHER<br />

REVIEW VCL ST, NO 2, FEB 196B, 4P<br />

MANAGEMENT<br />

CLIMATE<br />

GROUP-CENTERED<br />

TRENDS SEEM TO BE MDV[NG MANAGEMENT MORE AND<br />

CURRENT<br />

TOWARD GROUP-CENTERED LEADERSHIP WHILE BEHAVIORAL<br />

MORE<br />

RESEARCH SHOWS THE HIGH PRODUCTIVITY IS NOT<br />

SCIENCES<br />

RELATED TO ANY SPECIFIC KIND OF LEADERSHIP, IT<br />

NECESSARILY<br />

THAT GROuP-CENTERED LEADERSHIP LEADS NOT ONLY TO<br />

INDICATES<br />

PROOUCTIVITY BUT ALSO TO ORGANIZATIONAL HEALTH<br />

HIGH<br />

IN SOCIAL CLIMATE ARE FORCING THE MANAGER TO<br />

CHANGES<br />

THE INDIVIDUAL AND HIS NEEDS MORE CLOSELY THAN<br />

CONSIDER<br />

THE INDIVIDUALS DIGNITY AND HIS RIGHT TO ACHIEVE HIS<br />

EVER<br />

ARE CENTRAL TO THE PROBLEM OF ORGANIZATIONAL<br />

POTENTIAL<br />

GROUP-CENTERED LEADERSHIP AS A LEADERSHIP STYLE<br />

HEALTH<br />

TO OFFER THE GREATEST POTENTIAL FOR ACHIEVING<br />

SEEMS<br />

EFFECTIVENESS THROUGH PEOPLE<br />

ORGANIZATIONAL<br />

ANONYMOLS<br />

EXECUTIVE SECRETARY<br />

THE<br />

MANAGEMENT REVIEW VCL 57, NO 2, FEB 1968,<br />

EXECUTIVE SECRETARY HAS BEEN CALLED A SENIOR<br />

THE<br />

AMONG SECRETARIES ALTHOUGH SHE MAY TYPE TAKE<br />

STAIESWGMAN<br />

ANSWER TELEPHONES AND PERFORM CHORES FAMILIAR TO<br />

DICTATION,<br />

IN THE SECRETARIAL POGL, AN EXECUTIVE SECRETARY MAY<br />

NOVICES<br />

ATTEND TO A VARIETY OF OTHER TASKS SHE MAY HEAD A<br />

ALSO<br />

OF SUBORDINATE SECRETARIES, PERHAPS EVEN SOMETIMES<br />

STAFF<br />

DIRECTIONS TO VICE-PRESIDENTS, AND MORE OR LESS RUN AN<br />

GIVE<br />

WHEN THE CHIEF IS ABSENT<br />

ORGANIZATION<br />

SECRETARIES REJECT THE NOTIEN THAT THEIR JDBS<br />

TOP-LEVEL<br />

GLAMOROUS THEY STRESS THE HARD WURK INVOLVED THEY<br />

ARE<br />

BE WELL GROOMED WOMEN OF MATURE YEARS WHO HAVE BEEN WITH<br />

TO<br />

BOSSES FOR YEARS AND RISEN WITH THEN THROUGH THE<br />

THEIR<br />

HIERARCHY<br />

CORPORATE<br />

R LEE PYLE, WILLIAM C.<br />

BRUMMET,<br />

FOR HUMAN RESOURCES MAYNOT BE REPRINTED ++'<br />

ACCOUNTING<br />

BUSINESS REVIEW VDL 20, NO 2, MARCH 1968,<br />

MICHIGAN<br />

ACQUISITION REPLACEMENT COST<br />

MEASURING<br />

CURRENT DEVELOPMENTS IN MODERN ORGANIZATIONS<br />

IMPORTANT<br />

THE REFINEMENT OF MEASUREMENT TECHNIQUES AND QUANTITATIVE<br />

IS<br />

WHICH CONTRIBUTE TEA SCIENTIFIC APPROACH TO<br />

ANALYSIS<br />

YET ACCOUNTANTS CONTINUE TO IGNORE ONE OF THE<br />

MANAGEMENT<br />

IMPORTANT RESOURCES OF ANY ORGANIZATION- ITS PEOPLE<br />

MOST<br />

FORTH-RIGHT ATTACK ON THIS PROBLEM IS NOW UNDERWAY<br />

A<br />

EFFORT TO DEVELOP CONCEPTS AND TECHNIQUES BASIC TO HUMAN<br />

AN<br />

ACCOUNTING NEW APPROACHES, NEW VIEWPOINTS, AND<br />

RESOURCES<br />

UNDERSTANDINGS ARE NECESSARY BUT THE POTENTIAL IS GREAT<br />

NEW<br />

FINANCIAL, AND GENERAL MANAGERS ALIKE, ARE<br />

PERSONNEL,<br />

ENTHUSIASTICALLY<br />

REACTING<br />

RESOURCES ACCOUNTING IS THE PROCESS OF<br />

HUMAN<br />

MEASURING, AND COMMUNICATING INFORMATION ABOUT<br />

IDENTIFYING,<br />

RESOURCES TO FACILITATE EFFECTIVE MANAGEMENT WITHIN AN<br />

HUMAN<br />

IN A PARTICULAR CRGANIZATION, IT INVOLVES<br />

ORGANIZATION<br />

OF THE ACQUISIIION COST, REPLACEMENT COST, ANO<br />

MEASUREMENTS<br />

VALUE OF HUMAN RESOURCES, AND THEIR CHANGES.<br />

ECONOMICS<br />

ANCNYMOLS<br />

TWO YEARS<br />

AFTER<br />

OF AMERICAN INSURANCE VOL 44, NO 2, MARCH-APRIL<br />

JOURNAL<br />

4P<br />

1968,<br />

WORKMENS-COMPENSATION<br />

IN 1966 EXCHANGED ITS STATE GOVERNMENT MONOPOLY<br />

OREGON,<br />

WORKMENS COMPENSATION INSURANCE FOR THREE-WAY SYSTEM.<br />

OF<br />

THIS SYSTEM, EMPLOYEES HAVE A CHOICE OF THREE SOURCES<br />

UNDER<br />

PROTECTION- BY PRIVATE INSURANCE CARRIERS, BY<br />

OF<br />

OR BY A STAIR FUND<br />

SELF-INSURANCE,<br />

FEARS OF THE NEW SYSTEM HAVE PROVED UNFOUNDED. TFE<br />

THE<br />

FUND IS FLOURISHING, CLAIMS ARE BEING PAID FASTER, THE<br />

STATE<br />

OF CLAIMS APPEALS HAS DECLINED AND THERE HAS BEEN A<br />

NUMBER<br />

INCREASE IN BENEFITS LEVELS OF 42 PERCENT UNDER<br />

CUMULATIVE<br />

COMPETITION<br />

BENEFITS LEVELS HIGHER THE RATES, CURRENTLY, ARE<br />

WITH<br />

4.6 PERCENT HIGHER THAN WHEN THE COMPETITIVE SYSTEM<br />

ONLY<br />

EFFECTIVE IN 1966 THE NEW COST ADVANTAGES FOR<br />

BECAME<br />

HELP TO OFFSET THIS SMALL RATE INCREASE<br />

EMPLOYERS<br />

J R BULL, W D ALBRIGHT, LEWIS E<br />

GLENNON,<br />

THE BEST USE OF R÷D MANPOWER<br />

MAKING<br />

HORIZONS VOL IT, NE 2, APRIL 1968, 6P<br />

BUSINESS<br />

SELECTION<br />

RESEARCH AND DEVELOPMENT PROJECTS OFFER<br />

INDUSTRIAL<br />

OPPORTUNITIES IN TWO GENERAL AREAS, ONE IN MANAGERIAL<br />

CAREER<br />

SUPERVISORY WORK, THE OTHER IN THE CONDUCT OF RESEARCH<br />

OR<br />

HAS CONSISTENTLY BEEN PLAGUED WITH PROBLEMS RELATED<br />

INDUSTRY<br />

IOENTIFYING THE TYPE OF INDIVIDUAL BEST SUITED FOR EACH<br />

TO<br />

OF WORK<br />

AREA<br />

AUTHORS OF THIS ARTICLE DISCUSSES RECENT RESEARCH<br />

THE<br />

WITH THE PROBLEMS OF INDENTIFYING AND UTILIZING<br />

CONCERNED<br />

SEPARATE PERSONAL PREDISPOSITIONS AND SUGGEST<br />

THESE<br />

FOR OBTAINING INSIGHTS INTO THE CAREER<br />

GUIDELINES<br />

OF THE TECHNICALLY TRAINED INDIVIDUAL<br />

ORIENTATION<br />

METHODS SUCH AS THESE, THE AUTHORS SUGGEST, COUL£<br />

EVALUAIIVE<br />

APPLIED MORE GENERALLY TC DETERMINE THE SUITABILIIY OF A<br />

BE<br />

INDUSTRIAL CAREER FOR A PARTICULAR INSTITUTION<br />

PARTICULAR<br />

ROBERT<br />

FERBER,<br />

185<br />

ROLE OF THE LNIVERSITY IN BUSINESS RESEARCH<br />

THE<br />

HORIZONS VDL ii, NO 2, APRIL 1968, 6P<br />

BUSINESS<br />

AUTHOR QUESTIONS WHETHER UNIVERSITIES ARE NECESSARY<br />

THE<br />

PERPETUATING BUSINESS RESEARCH. HE CONCLUDES THAT THEY<br />

IN<br />

UNDER CERTAIN CONDITIONS AND FOR SPECIFIC KINDS OF<br />

ARE<br />

RESEARCH<br />

THOUGH PRIVATE AND GOVERNMENT AGENCIES HAVE<br />

EVEN<br />

MANY AREAS OF THIS FIELD, THERE ARE VITAL PROJECTS<br />

ENTERED<br />

CAN 8E CARRIED ON ONLY BY UNIVERSITIES FOR EXAMPLE,<br />

THAT<br />

OF THEIR INDIVIDUALISTIC FACILITIES AND SPECIALIZEO<br />

BECAUSE<br />

UNIVERSITIES ARE UNIQUELY QUALIFIED TO DO BASIC<br />

EQUIPMENT<br />

THE AUTHOR EXPLORES SOME ADVANTAGES AND<br />

RESEARCH<br />

OF UNIVERSITIES CONTINUING BUSINESS RESEARCH,<br />

DISADVANTAGES<br />

HE CONCLUDES THAT THEIR ROLE IS IMPORTANT AND SHOULD BE<br />

AND<br />

AND RECOGNIZED<br />

ENCOURAGED<br />

LEV[NE, J<br />

1144<br />

PROFILE HIGH SPEED LINE PRINTER<br />

TECHNOLOGY<br />

DATA SYSTEM, VOL I, NO 3, MAY 1968, 7P<br />

MODERN<br />

ARTICLE PRESENTS A TECHNOLOGY PROFILE COVERING<br />

THIS<br />

LINE PRINTERS THE SIGNIFICANT FEATURE OF A<br />

HIGH-SPEED<br />

PRINTER IS THAT IT GUTPUTS HUMAN-READABLE DATA AT<br />

HIGH-SPEED<br />

VERY HIGH RAIL THIS PROFILE PRESENTS THE DESIGN<br />

A<br />

OPERATING DETAILS AND PERFORMANCE<br />

PRINCIPLES,<br />

TO ENABLE THE SYSTEMS DESIGNER AND USER TO<br />

CHARACTERISTICS<br />

ANO SELECT THE PRINTER MOST SUITED FOR HIS<br />

EVALUATE<br />

APPLICATION<br />

SETS, PRINT MECHANISMS AND PRINT MEDIUMS,<br />

CHARACTER<br />

HAMMERS, PAPER FEED, RIBBON CHAINS ARE DISCUSSED<br />

INCLUDING<br />

ELECTRONICS ANO SYNCHRONIZATION ARE ALSO DESCRIBED<br />

PRINTER<br />

A DISCUSSION OF INTERFACING THE PRINTER TO THE<br />

WIIH<br />

APPLICATIONS, SUCH AS ON-LINE AND OFF-LINE<br />

COMPUTER<br />

AND PRINTER COMMUNICATIONS TERMINALS, CONCLUDE THE<br />

PRINTING<br />

ARTICLE<br />

UFFORD, CHARLES W<br />

1145<br />

EMPLOYMENT MEANINGFUL<br />

MAKING<br />

CONFERENCE BOARC RECORD, VOL 5, NO 5, MAY 1968, 2P<br />

THE<br />

HOLD AND MAKE ASSETS OF THE COLLEGE GRADUATE,<br />

TO<br />

MUST CONSIDER HIS NEEDS AND HOW THEY CAN BE MET<br />

COMPANIES<br />

THERE ARE THREE NEEDS HE NEEDS TO TEST HIMSELF,<br />

BRIEFLY,<br />

WANTS TO GROW, TC PROGRESS, AND MAKE A CONTRIBUTION, AND<br />

HE<br />

WANTS TO FIND SOCIAL WORTH<br />

HE<br />

NEEDS CAN BE FULFILLED ONLY IF HE IS GIVEN A WORK<br />

THESE<br />

IN WHICH THEIR IS PLENIY OF SUBSTANCE THAT IS, NOT<br />

DIET<br />

THEM TOO MUCH, BUT LETTING THEM DO IT BY WAY OF<br />

ORIENTATING<br />

TO FILL THE SECOND NEED, THE EMPLOYEE SHOULD BE<br />

PROJECIS<br />

HARDER WORK TO DO AND AT A CONSTANTLY RISING LEVEL<br />

GIVEN<br />

HE SHOULD RECEIVE TITLE, SALARY, AND STATUS INCREASES<br />

ALSO<br />

ON MERIT. TC MEET THE THIRD NEED THE EMPLOYEE SHOULD<br />

BASED<br />

BE JUST TOLD DF THE PROFIT OF LAST YEAR BUT THE<br />

NOT<br />

AND THE DIFFICULTIES IN REACHING THESE IN THE<br />

OBJECTIVES<br />

THUS, THE WAY TO CHALLENGE THEM IS TO USE THEM TD<br />

COMPANY<br />

FLLL CAPACITY ++MAY NET BE REPRINTED++<br />

THEIR<br />

LEARSON T VINCENT,<br />

1146<br />

A WRLDWIDE CORPORATION MANAGES CHANGE<br />

HOW<br />

REVIEW, VOL 57, NO 5, MAY lOEB, 6P<br />

MANAGEMENT<br />

INNOVATE<br />

MANAGEMENT OF CHANGE IS THE SECRET OF CORPORATE<br />

THE<br />

A BUSINESS MUST INNOVATE AND EXCEL, OR RISK<br />

SURVIVAL<br />

WHETHER IT IS A BLUE-CHIP CORPORATION CR A CORNER<br />

OBLIVION<br />

STORE<br />

THERE ARE FIVE PRINCIPLES THAT MANAGEMENT<br />

SPECIFICALLY,<br />

MASTER IF CHANGE IS NOI TO MASTER MANAGEMENT SOME OF<br />

MUST<br />

SIEPS INCLUDE- GIVE A FREE HAND TO THOSE RESPONSIBLE<br />

THESE<br />

LONG-RANGE SIRAIEGIC PLANNING SPELL OUT A WELL-DEFINED<br />

FOR<br />

PLAN WITH CLEAR DELINEATION OF DLTIES AND<br />

ORCANIZATIONAL<br />

STATE PRECISE OBJECTIVES AND ESTABLISH<br />

RESPONSIBILITIES<br />

MEASUREMENT SYSTEMS TO CHECK PERFORMANCE.<br />

DISCIPLINED<br />

INFORMATION REQUIREMENTS<br />

ESTABLISH<br />

LENKE,<br />

1147<br />

INDEX REPORTING<br />

STATUS<br />

ACCOUNTING, VOL. 49, NO 9, SEE I, MAY 1968, 9P<br />

MANAGEMENT<br />

BUDGETS SCHEOLLE<br />

COSTS<br />

CONCEIVED TO SERVE THE PURPOSES OF PROJECT<br />

ORIGINALLY<br />

THE STATUS INDEX REPORTING PROVIDES A SUMMARY ANO<br />

CONTROL,<br />

OF COSTS, BUOGEES, PROGRESS AND SCHEDULE SINCE<br />

COMBINATION<br />

PINPOINTS WEAK SPOTS AND ALLOWS FOR PROMPT CORRECTIVE<br />

IT<br />

ITS ADOPTION SHOULD BE GIVEN SERIOUS CONSIDERATION<br />

ACTION,<br />

BOTH THE ACCOUkTANT AND THE PROGRAM MANAGER.<br />

BY<br />

INDEX ACCOUNTING MAY BE APPLIED TO CERTAIN<br />

SIATUS<br />

SUCH AS PROJECT MANAGEMENT, DOCUMENTATION,<br />

TASKS,<br />

ENGINEERING ELECIRONICS, SUB-CONTRACTING<br />

ANALYSIS<br />

GUIDENCE AND CONTROL, MARKETING, SYSTEM<br />

PROPULSION,<br />

AND SERVICE.<br />

INTEGRATION<br />

TEAMAN, D<br />

1148<br />

COMPENSATION DESIRES OF MIDOLE-STAFF<br />

SUPPLEMENTARY<br />

MANAGERS<br />

BUSINESS REVIEW, VOL 12, NO I, SPRING L968, 6P.<br />

MARQUEITE<br />

AITRACTING MOTIVATING RETAINING COST-OF-LIVING SALARY<br />

STAFF<br />

MAIN OBJECTIVE OF THIS STUDY WAS TO PROBE INTO THE<br />

THE<br />

AND DESIRES OF MIDDLE-MANAGERS, ESPECIALLY THOSE IN<br />

NEEDS<br />

POSITIONS, IN ORDER THAT A PURPDSEFUL APPROACH MIGHT<br />

STAFF<br />

TAKEN IN DESIGNING A COMPENSATION PROGRAM WHICH WOULD AID<br />

BE<br />

ATTRACTING MOTIVATING, AND RETAINING GOOD PEOPLE IN SUC<br />

IN<br />

THE SURVEY WAS PERFORMED IN THE MILWAUKEE<br />

POSITIONS<br />

AREA<br />

METROPOLITAN<br />

STRONG DESIRE TO MEET CURRENT COST-OF-LIVING<br />

A<br />

WITH SALARY, AND TO USE CASH BONUS AVAILABLE<br />

OBLIGATIONS<br />

EARNED, FOR ESTATE APPRECIATION, WAS THE IMPORTANT THEME<br />

IF<br />

PREFERENCES SHOWED THAT A GOOD TOTAL<br />

THROUGHOUT<br />

PROGRAM SHOULD INCLUDE, AS A MINIMUM, SOME TYPE<br />

COMPENSATION<br />

BONUS, STOCK OR CASH, AND SOME FORM DF PROFIT SHARING<br />

OF<br />

INTERVIEWS BROUGHT OUT A STRONG DESIRE FOR SOME FORM<br />

PLAN<br />

OF ONE-SHOT PAYMENT, ABOVE THE COST-OF-LIVING WAGE, WHICH

BE USED FOR INVESTMENTS CR MAJOR CAPITAL EXPENDITURES<br />

COLLD<br />

MAC DOUGALL, M<br />

1149<br />

INFORMATION WITHIN A COMPANY<br />

DISSEMINATING<br />

ANO PROCEDbRES JOURNAL VGL 19, NO 3, MAY-JUNE L68,<br />

SYSTEMS<br />

5P<br />

AUTHOR DISCUSSES ThE DISSEMINATION OF INFORMATION,<br />

THE<br />

IS, THE FLOW GF INFORMATION FROM THE MANAGERS AND<br />

THAT<br />

AND MANAGEMENT SPECIALISTS TO THE PEOPLE WHO GO THE<br />

PLANNERS<br />

JOBS THAT HELP THE COMPANY ACHIEVE ITS OBJECTIVES<br />

VARIOUS<br />

BASIC RE{UIREMENTS FOR SUCH A SYSIEM INCLUDE-<br />

ThE<br />

ON THE NEED FOR A SYSTEM, ASSIGNING RESPONSIBILITY<br />

DECIDING<br />

PLANNING IT, DETERMINING THE METHOD OF PRESENTING THE<br />

FOR<br />

CODING THE INFORMATION FOR IDENTIFICATION AND<br />

INFORMATION,<br />

RETRIEVAL, AND, PROVIDING THE FACILITY FOR SELECTIVE<br />

EASY<br />

THE SYSTEM MbST BE MADE EFFECTIVE AND<br />

DISSEMINATION<br />

FOR OVERALL USE AND MUST BE KEPT UP TO DATE WITH<br />

FLEXIBLE<br />

RESEARCH AND SURVEYS<br />

CONSTANT<br />

MICHOLSON, C<br />

llSO<br />

DATA BANKS FOR MULTIPLE USES<br />

BUILDING<br />

PROCEDURES JOURNAL VCL 19 NC Bt MAY-JUNE<br />

SYSTEMS<br />

5P<br />

INFORMAIIDN-SYSTEM<br />

INNOVATION<br />

DATA-BANK CONCEPT REPRESENTS AN IMPORTANT<br />

THE<br />

IN IHE EFFECTIVE MANAGEMENT CF STORED COMPUTER<br />

INNOVATION<br />

BEFORE DETERMINING THE SIZE OF A DATA BANK FOR<br />

DATA<br />

USES AND ACCESSES, ONE SHOULD CONSIOER A WIDE RANGE<br />

MULTIPLE<br />

PLANNING AND FILE DESIGN PROBLEMS<br />

CF<br />

ANALYST MbST GATHER AND ANALYZE PERTINENT SYSTEMS<br />

THE<br />

AND MAKE A DECISION ON THE SCOPE OF THE DATA BANK IN<br />

FACTS<br />

OF THE SYSTEMS AREAS IHAT WILL BE INCLUDED IN THE DATA<br />

TERMS<br />

DESIGN HE MUSI SOLVE THE PROBLEM OF WHAT DATA TO<br />

BANK<br />

AND ALSO CONSIDER THE MANNER OF WHICH TEE VARIOUS<br />

RETAIN<br />

OF DATA WILL BE ORGANIZED HE MUST ALSO REVIEW THE<br />

TYPES<br />

OF RETAINED DATA, SECURITY CONTROLS FOR SENSITIVE<br />

PRIORITIES<br />

AND THE FUTURE GROWTH OF THE DATA BANK RESULTING FROM<br />

OAIA<br />

VOLUMES IHE SIZE DF THE DATA BANK MUST BE RELATED<br />

INCREASED<br />

THE STORAGE DEVICES AND TO ACCESS METHODS FOR ENTERING<br />

TO<br />

SELECTING DATA<br />

AND<br />

SVENSON A<br />

1151<br />

FROM THE INFORMAL ORGANIZATION<br />

LESSONS<br />

PROCEDURES JOURNAL VOL 19, NO 3, MAY-JUNE L968<br />

SYSTEMS<br />

4P<br />

SYSTEMS-ANALYST<br />

THE SYSIEMS ANALYSI MAKES ThE REQUIRED<br />

BEFORE<br />

TO THE FAULTY MANAGEMENT SYSTEM, HE SHOULD<br />

ADJUSTMENTS<br />

THE NATURE, STRUCTURE AkD OPERATIONS CF THE INFORMAL<br />

ANALYZE<br />

EXISTING WITHIN THE NETWORK OF THE SYSTEM,<br />

ORGANIZATION<br />

GAINED FROM THE INFORMAL ORGANIZATION WILL PROBABLY<br />

LESSONS<br />

WHY, HOW AND WHERE THE FORMAL ORGANIZATION OF PEOPLE,<br />

REVEAL<br />

AND MEIHOOS HAVE FAILED TO PRODUCE THE PLANNED<br />

RESOURCES<br />

OF THE SYSTEM<br />

OUTPUT<br />

ANALYST WILL LEARN THAT FORBIDDEN INFORMATION<br />

THE<br />

WITH FORBIDDEN KNOWLEDGE AND KNOW-LOW CALL THE<br />

CObPLEO<br />

INTO BEING ThE IFCRMAL ORGANIZATION<br />

INFORMAL-ORGANIZATION<br />

TO CREATE IIS OWN OPERATIONAL DATA IT DOES THIS BY<br />

HAS<br />

FORMALLY RELEASED DATA WITH INFORMATION FROM OTHER<br />

COMBINING<br />

THE ANALYST WILL DISCERN WHEN AND HOW INFORMATION<br />

SOURCES<br />

HAS BEEN REROLTED IN CONTENT AND DIRECTION<br />

TRAVEL<br />

LUNDBERG, C SPRDbLE R<br />

1152<br />

FOR MANAGEMENT DEVELOPMENT- AN EXPLORATORY NOTE<br />

READINESS<br />

MANAGEMENT REVIEWt VOL 101 NO 41 SUMNER 1968<br />

CALIFORNIA<br />

8P.<br />

PSYCHOLOGICAL MODELS<br />

CHANGE<br />

THIS PAPER, THE AUTHORS ACKNOWLEDGE AND ENDORSE ThE<br />

IN<br />

OF MANAGEMENT DEVELOPMENT AS A CHANGE PROCESS<br />

DESIGNATION<br />

ANALYZE THE INITIAL PHASE CF CHANGE IT IS THE AUTHORS<br />

ANO<br />

THAT THIS INITIALt CR UNFREEZING, PHASE IS THAT<br />

THESISt<br />

PERMITS OR PROMOTES PERSONAL CHANGEr OR, CDNVERSELY<br />

WHICH<br />

INHIBITS OR DISTORTS SUCH CHANGE<br />

SERIOUSLY<br />

PSYCHOLOGICAL MODELS ARE DISCUSSED AND THE<br />

VARIOUS<br />

OF MANAGEMENT DEVELOPMENT AND CHANGE WITHIN THE<br />

PHASE<br />

OF THE ORGANIZATIONAL GOAL SYNDROME ARE DELINEATED<br />

CONTEXT<br />

IS THE AUTHORS BELIEF THAT MANAGEMENT DEVELOPMENT<br />

IT<br />

CANNOT BE EFFECTIVE WHICH IGNORE THE UNFREEZING<br />

PROGRAMS<br />

AND THAT THE KEY TO EFFECTIVE IMPLEMENTATION OF<br />

PHASE<br />

AS A DEVELOPMENTAL VEHICHLE RESIDES IN<br />

UNFREEZING<br />

OELEGATION AND NONCOERCIVE GUIDANCE AND<br />

PERMISSIVENESS,<br />

ON THE PART OF MANAGEMENT AND ORGANIZATION<br />

FEEDBACK<br />

GOODMAN R<br />

1153<br />

SYSTEM DIAGRAM OF THE FUNCTIONS OF A MANAGER<br />

A<br />

MANAGEMENT REVIEW VOL 10 NO 4 SUMMER 1968<br />

CALIFORNIA<br />

12PPo<br />

ARTICLE pRESENTS A SYSTEMS DIAGRAM OF MANAGER<br />

THE<br />

PRIMARY PURPOSE OF WHICh IS TO DEVELOP AN INTEGRATING<br />

THE<br />

FOR THE OPERATIONAL SCHOOL OF MANAGEMENT TFEORYo<br />

FRAMEWORK<br />

A CLOSED LOOP FEEOBACK SYSTEM THE FRAMEWORK PRESENTED<br />

AS<br />

THE ABILITY TO FORESEE SECONDARY AND TERTIARY<br />

PROVIDES<br />

RELATIONSHIPS WHICH MIGHT BE OVERLOOKED BY<br />

CAUSE-AND-EFFECT<br />

TECHNIQUES<br />

OTHER<br />

BRIEF EXAMPLE OF THE SYSTEM DIAGRAM AS AN ANALYTICAL<br />

A<br />

IS GIVEN, DESCRIBING THE FRAMEWORK AS IT MIGHT BE<br />

FRAMEWORK<br />

BY THE CHIEF EXECUTIVE OFFICER OF A PULTID[VIS[ON<br />

USED<br />

AS HE FACES A hEW FISCAL YEAR<br />

CORPORATION<br />

HARTER, H LEON<br />

1154<br />

USE OF ORDER STATISTICS IN ESTIMATION.<br />

THE<br />

RESEARCH VOLoIG, NO 4 JULY-AUGUST L968 16P.<br />

OPERATIONS<br />

SURVEY IS GIVEN OF RECENT ADVANCES, INCLLDING A<br />

A<br />

OF ORIGINAL CONTRIBUTIONS BY THE AUTHOR IN THE USE<br />

NUMBER<br />

ORDER STATISTICS TO OBTAIN POINT AND INTERVAL ESTIMATES<br />

OF<br />

THE PARAMETERS OF VARIOUS STATISTICAL POPULATIONS FROM<br />

OF<br />

AND FROM CENSORED SAMFLES IN FEW CASES<br />

COMPLETE<br />

BASED ON ORDER SIAIISTICS ARE THE EFFICIENT<br />

ESTIMATORS<br />

ESTIMATORS BUT MORE OFTEN THEY ARE SUBSTITUTE ESTIMATORS<br />

186<br />

SACRIFICE SOME EFFICIENCY IN ThE INTEREST CF<br />

THAT<br />

SIMPLICITY AND/OR ROBUSTNESS IN THE PRESENCE<br />

COMPUTATIONAL<br />

OUTLIERS A SUMMARY IS GIVEN OF AVAILABLE RESULTS,<br />

OF<br />

WITH A LIST OF REFERENCES AND EXAMPLES OF<br />

TOGETHER<br />

TO SLCh PROBLEMS AS ESTIMATING ThE SCATTER OF<br />

APPLICATIONS<br />

AIMED AT A TARGETS AND THE RELIABILITY CF AN<br />

BULLETS<br />

DEVICE<br />

ELECTRONIC<br />

FORRESTER JAY<br />

1155<br />

DYNAMICS AFTER THE FIRST OECAOE<br />

INDUSTRIAL<br />

SCIENCE VOL 14, NC 7 MARCH ig68 17P<br />

MANAGEMENT<br />

FEEDBACK<br />

DYNAMICS, DESCRIBED AS THE APPLICATION OF<br />

INDUSTRIAL<br />

CONCEPTS TC SOCIAL SYSTEMS, IS EVOLVINC TOWARD A<br />

FEEOBACK<br />

OF SIRUCIbRE IN SYSTEMS AS WELL AS BEING AN APPROACH<br />

THEORY<br />

CORPORATE POLICY DESIGN IN HIGH-ORDER, NONLINEAR<br />

TO<br />

WITH MbLTIPLE LOOPS AND BOTH POSITIVE AND NEGATIVE<br />

SYSTEMS,<br />

ARE FCbND THE MODES CF BEHAVIOR WHICH HAVE BEEN SC<br />

FEEDBACK,<br />

IN MANAGEMENT AND ECONOMICS THE TIME IS AT HAND<br />

PbZZLING<br />

MORE SHARPLY DEFINED CCNCEPTS AND PRINCIPLES CAN FORM<br />

WHE<br />

THROUGH MANAGEMENT EDUCATION TO INTERRELATE THE<br />

CORE<br />

AREAS AND TO MOVE FROM STATIC TE OYAMIC<br />

FUNCTIONAL<br />

OF SYSTEMS TC DO SO SHOULD HELP CLOSE THE GAP<br />

UNDERSTANDING<br />

WHAT THE MANAGEMENT SCHOOL CAN NOW TEACH AND WHAT<br />

BETWEEN<br />

MANAGER MUST UNDERSTAND IF HE IS IO SUCCESSFULLY COPE<br />

THE<br />

THE INCREASING COMPLEXITY OF ObR SOCIETY<br />

WITh<br />

PHILIPFAKIS, A<br />

1156<br />

BASIC CONCEPTS OF A COMPUTER ORIENTED<br />

SIMULATION<br />

IECHNIQUE<br />

BUSINESS BLLLETIN VOL 15 NO 6 JUNE-JULY I968,<br />

ARIZONA<br />

7P<br />

SYSIEMS EXPERIMENTS<br />

MODELS<br />

PURPOSE CF THIS ARTICLE IS TO PRESENT SOME BASIC<br />

ThE<br />

RFLATIhG TC A SET CF COMPUTER ORIENTED TECHNIQUES<br />

CGhCEPIS<br />

COME UNDER ThE HEADING OF SIMULATION SIMbLATICN IS THE<br />

ThAT<br />

OF MODELS OF REAL SYSTEMS AND THE ANALYSIS OF<br />

CONSTRUCTION<br />

MODFLS BY PERFORMING UMERICAL EXPERIMENTS ON A<br />

THESE<br />

THE STRLCTRAL AD OPERATING PROPERTIES OF A<br />

COMPUTER<br />

MODEL ARE DISCUSSED<br />

SIMULATION<br />

MAY BE USEO TC STUDY THE RELATIENSHIPS<br />

SIMULATION<br />

AMONG INTERCONNECTED ELEMENTS IN TEE MODELLED<br />

EXISTING<br />

TO ASCERTAIN THE EFFECT OF CHANGES IN SYSTEM<br />

SYSIEM,<br />

AND IN OPERATING RbLES, AND TO SEEK IMPRGVEO<br />

CONFIGLRATION<br />

OPTIMUM DESIGN CONFIGURATIONS AND OPERATING RULES THE<br />

DR<br />

BETWEEN MATHEMATICAL AND SIMULATION TECHNIGUES, THE<br />

CONTRAST<br />

CONCEPTS EF OPERATIENAL GAMING ANO BUSINESS GAMES<br />

RELATED<br />

SIMLLATION LANGLAGES ARE ALSO DISCUSSED IN THE ARTICLE<br />

ANO<br />

PURCELL<br />

1157<br />

DOWN YOUR EMPLOYMENT BARRIERS<br />

BREAK<br />

BUSINESS REVIEW, VCL 46, NO 4 JULY-ALGUST 1968<br />

HARVARD<br />

12P<br />

BLACK RACIAL URBAN<br />

MINORITY<br />

ARTICLF ADDRESSES ITSELF TO THE PROBLEM OF UNEQUAL<br />

ThE<br />

IN EMPLEYMENT AND THE ALTHDR DESCRIBES THE<br />

CPPORTLNITY<br />

OF THE MORE FORWARD-LOCKING AND RESPONSIBLE<br />

EFFORTS<br />

IN TACKLING ThE PROBLEM DF UNEQUAL EMPLOYMENT<br />

COMPANIES<br />

HE ADOPTS SYSTEMS APPROACH TC MINORITY<br />

EPPORTLNITY<br />

PROBLEMS AD ORGANIZES TEE IDEAS INTO SEVE UNIT<br />

MANPOWER<br />

-POLICY SETTING, POLICY IMPLEMENTATION, RECRUITING,<br />

AREAS<br />

PLACING, TRAINING A PROMOTION, A SEPARATING<br />

SELECTING,<br />

AUTHOR STATES THE PROBLEMS OF THE BLACK ARE LEABINC<br />

IHE<br />

TO RETHINK THEIR GENERAL APPROACH TO THE<br />

MANAGEMENT<br />

OF HUMAN CAREER DEVELOPMENT BUSINESS IS TAKING<br />

MANAGEMENT<br />

DIRECTIONS IN ADDRESSING ITSELF TO THE SOCICCOMMERCIAL<br />

NEW<br />

OF ITS RACIAL AND bRBAN ENVIRbNMENT TEIS ARTICLE<br />

PROBLEMS<br />

OTHER THINGS, DESCRIBES SEVERAL IMAGINATIVE PROGRAMS<br />

AMONG<br />

ADOPTED BY COMPANIES AND THE RESULTS OF SUCH PROGRAMS.<br />

BEING<br />

NOT BE REPRINTED<br />

MAY<br />

KHEMAKHIM, A<br />

ii58<br />

CF MANAGEMENT DECISION BEHAVIOR FUNDS AND INCOME<br />

SIMULATION<br />

ACCOUNTING REVIEW VCL 43, NO 3, JULY 1968, 15P<br />

THE<br />

BUOGFT<br />

USE OF FbNDS STATEMENTS BY OECUSICN-MAKERS AND<br />

THE<br />

INCLUSIONS IN ANNUAL REPORT HAVE GENERATED SOME<br />

THEIR<br />

SHORI-RUN OBJECTIVES MORE OFTEN CONCERN FUNDS<br />

HYPOTHESES-<br />

THAN NET-[CDME, MANAGEMENT CAN UTILIZE FUNDS DATA<br />

RAIHER<br />

THAN INCOME DAIA A HYPOTHETICAL FIRM WAS ESTABLISHED<br />

MORE<br />

SELECTED EXECLTIVES INOEPENDENTLY ASSUMED THE ROLE OF<br />

AND<br />

AND MADE DECISION IN THE AREA OF FINANCIAL<br />

PRESIOENT<br />

POLICIES<br />

SHOW THAT THE FIRST HYPOTHESIS ON DECISION<br />

RESLLTS<br />

IS PROVED THE SECOND HYPOTHESIS WAS ALSO PROVED<br />

BEHAVIOR<br />

ARE SUBJECT TO LIMITATIONS AND CONSTRAINTS IN SUCH<br />

RESULTS<br />

AS- SAMPLE EXECUTIVES, 2 WORKING ENVIRONMENT,<br />

AREAS<br />

4 IFORMATIO, 5 NATURE OF DECISION AND<br />

MOTIVATION,<br />

MAY NOT 8E REPRINTED<br />

OTHERS<br />

LIVINGSTONE,<br />

1159<br />

ALGEBRA AND COST ALLOCATION<br />

MATRIX<br />

ACCOUNTING REVIEW VCL 4, NO JULY L968 6P<br />

THE<br />

SERVICE<br />

USE OF MATRICES FOR COST ALLOCATION HAS BEEN THE<br />

THE<br />

OF SEVERAL ARTICLES THE MODEL MERE IS SIMPLY<br />

SUBJECT<br />

WAY CF EXPRESSING TFE MCOEL BY WILLIAMS, GRIFFIN<br />

ANOTHER<br />

CHbRCHILL<br />

AND<br />

DEPARTMENT COSTS CAN BE ALLOCATED ONLY AFTER<br />

SERVICE<br />

COSTS ALLOCATION BETWEEN SERVICE DEPARTMENTS<br />

RECIPROCAL<br />

OF SERVICE DEPARTMENTS ARE THE TOTAL TO BE<br />

DIRECT-COST<br />

NET SOURCE DEPARIMENT COSTS TO BE ALLOCATED TC<br />

REOISTR[BUTED<br />

DEPARTMENTS<br />

OPERATING<br />

MODELS YIELO THE SAME RESULIS AND TC SHOW THERE IS<br />

BOTH<br />

LNIQLE MODEL A MATHEMATICAL PROOF THAT IS COMPLETELY<br />

A<br />

IS PRESENTED MAY NOT BE REPRINTED<br />

GENERAL<br />

GERSHENFELO, WALTER<br />

If60<br />

AND BARGAINING lh HOSPITALS<br />

ORGANIZATION<br />

LABOR REVIEW VOL 91, NC 7 JULY 1968,<br />

MONIHLY<br />

THE SIZE AND SCOPE OF IHE HOSPITAL INDUSTRY UNDERSCORES

IMPORTANCE DESPITE PROSPECTS FOR CONSIDERABLE CHANGE IN<br />

ITS<br />

TECHNICAL ASPECIS OF MEDICAL CARE, ALL SURVEYS REPORT AN<br />

IHE<br />

OF EMPLOYMENT OPPORTUNITIES IN THE hOSPITAL<br />

EXPANSION<br />

AND THE LIKELIHOOD OF SEVERE SHORIAGE CF<br />

INDUSTRY<br />

QUALIFIED TC FILL HOSPITAL POSITICNS<br />

INDIVIDLALS<br />

THE SINGLE MOST IMPORTANT FACTOR ACCOUNTING<br />

PROBABLY<br />

THE RELATIVE LOW LEVEL CF HOSPITAL ORGANIZATION HAS BEEN<br />

FOR<br />

LACK OF SUPPORTIVE LEGISLATION IN MOST STATES WITH THE<br />

THE<br />

EXCEPTION OF CALIFCRNIA, ORGANIZATION GENERALLY<br />

NOTABLE<br />

LEGISLATION OTHER FACIDRS INCLUDE DIFFICULTY AND<br />

FOLLOWS<br />

IN ORGANIZING HCSPIIAL EMPLOYEES AND LACK OF ONE BIG<br />

EXPENSE<br />

UNION<br />

RAY, JAMES BA[NES, PHILIP W<br />

I161<br />

UNIVERSITY COOPERATION IN PROFESSIONAL TRAINING FOR<br />

STATE<br />

THE CASE OF TEXAS<br />

POBLIC-SERVICE---<br />

PERSONNEL REVIEW VOL 29, O 3, JULY 1968,<br />

PUBLIC<br />

RECRLIIMENT<br />

ADMINISTRATORS<br />

STATES HAVE LAGGED BEHIND NATIONAL AND LOCAL<br />

MANY<br />

IN ENCOURAGING AND RECRUITING PROFESSIONALLY<br />

GOVERNMENT<br />

PUBLIC ADMINISIRATORS TEXAS HAS BEEN ND EXCEPTION<br />

TRAINED<br />

PROBLEM WAS RECOGNIZED IN TEXAS BY BOIH ACADEMICIANS<br />

THIS<br />

STATE ADMINISTRATORS ONE EF THE PROPOSALS TO STIMULATE<br />

AND<br />

PERSONNEL RECRUIIMhNT WAS THE ESTABLISHMENT OF<br />

MANAGEMENT<br />

TEXAS FELLOWSHIP PROGRAM IN PUBLIC ADMINISTRATION<br />

THE<br />

PROGRAM CLCSELY RESEMBLES IN SIRUCTURE AND<br />

ThE<br />

OTHER MASTERS DEGREE PROGRAMS IT DOES REQUIRE AN<br />

OPERATION<br />

TO BE CUMPLETED WHILE THE STUDENT IS IN<br />

INIERNSHIP<br />

THIS HAS BEEN AN EFFECTIVE EDUCATIONAL TECHNIQUE<br />

RESIOENCY<br />

THE M A PROGRAMS THAT REQUIRE INTERNSHIP SERVICEr THE<br />

OF<br />

REbIONAL TRAINING FRDGRAM IS PERHAPS BEST KNOWN<br />

SOLTHERN<br />

THESE PROGRAMS LEAD TO GRADUATE DEGREES IN PUBLIC<br />

BECAUSE<br />

ADINISIRATION<br />

TURNBbLL Ill, AUGUSTUS<br />

1162<br />

SUMMER INTERNS- THE GEORGIA EXPERIENCE<br />

GOVERNMENT<br />

PERSONNEL REVIEW, VOL 29, NC 3, JULY I968,<br />

PUBLIC<br />

RECRUITMENT<br />

I9&B, THE STATE OF GEORGIA INITIATED A SUMMER<br />

IN<br />

PROGRAM IN STATE EDVERNMENT WHICH WAS DESIGNED TO<br />

INIERNSHIP<br />

PRODUCTIVE FROM BOTH THE ACADEMIC AND AGENCY VIEWPOINTS<br />

BE<br />

ARIICLE EXAMINES THE GEORGIA PROGRAM FOR THE BENEFIT OF<br />

THIS<br />

OTHER STATE OR LCCAL GOVERNMENTS WHICH MIGHT BE<br />

THE<br />

IN CREATING AN INTERNSHIP PROGRAM, OR EVALUATING<br />

INTERESTFD<br />

ESTABLISHED PROGRAM IN THE LIGHT OE ANOTHERS EXPERIENCE<br />

AN<br />

DELIBERATELY NARROWS ITS FOCUS TO AN INTENSIVE<br />

IT<br />

OF THE ONE PROGRAM SO THAT ADEQUATE ATTENTION<br />

EXAMINATION<br />

BE GIVEN TO ThE PROBLEMS AND CHALLENGES THAT ARISE IN<br />

MAY<br />

AND ADMINISTERING INTERNSHIPS THE REAL VALUE<br />

ESTABLISHING<br />

THE PROGRAM IS THAT IT HELPED GEORGIA STUDENTS TO IPROVE<br />

OF<br />

UNDERSTANDING OF GOVERNMENT, AND THE STATE AGENCIES TE<br />

THEIR<br />

OLT RESEARCH PROJECTS AND ATTRACT POTENTIAL EMPLOYEES<br />

CARRY<br />

TAYLOR, VERNON R<br />

I163<br />

OF CULTURAL BIAS IN TESTING- AN ACTICN PROGRAM<br />

CONTROL<br />

PFRSDNNEL REVIEW VCL 29, NO 3, JOLT 1968r<br />

PUBLIC<br />

CULTURALLY-FAIR<br />

MINORITY<br />

AUTHOR EXAMINES WHETHER THE MINORITY MEMBERS ARE<br />

ThE<br />

AGAINST BY WRITTEN TESTS THIS RAISES TFE<br />

DISCRIMINATED<br />

IF THESE IESIS CAN EVER BE MADE CULTURALLY FAIRt<br />

ISSOE<br />

OR EVEN ELIMINATED FOR CIVIL SERVICE JOBS<br />

SIMPLIFIED<br />

HAS EMBARKED UPON AN EXTENSIVE PROGRAM TO<br />

CALIFORNIA<br />

ENTRANCE WITH THE STATE SERVICE AS FREE FROM CULIURAL<br />

MAKE<br />

AS POSSIBLE ITS ACHIEVEMENTS, PROBLEMS, AND PROSPECTS<br />

BIAS<br />

EXAMINED, INCLODING A SEARCH FOR ALTERNATIVES<br />

ARE<br />

KIEDER, ALICE<br />

1164<br />

DIFFERENCES IN JOB SEARCH WAGES<br />

RACIAL<br />

LABOR REVIEW VOL 91, NC ?, JULY 1968t 3P<br />

MONTHLY<br />

HARD-CORE ONEMPLDYED BLACK<br />

URBAN<br />

UPHEAVALS IN URBAN AREAS GF THE U HAVE<br />

RECENT<br />

ATTENTION FROM THE BROAP ISSUE CF FMPLCYME,T<br />

SHIFTED<br />

PER SE TC EMERGENCY PROGRAMS OF JOB-CREATION<br />

DISCRIMINATION<br />

THE HARD-CORE tNEMPLOYED SOME THOUGHT MUST BE GIVEN TO<br />

FOR<br />

CONTINUING INEOUITIES BASED DN RATES AT ALL OCCUPATIONAL<br />

THE<br />

THE FACT THAT BLACK PROFESSIONALS AND HARD-CORE<br />

LEVELS<br />

LIVE SIDE BY SIDE RAISES THE POSSIBILITY OF A<br />

ONEMPLCYED<br />

EFFECT AN INCREASE IN WELL BEING OF<br />

DEONSIRATION<br />

NONWHITES THROUGH IMPROVED RELATIVE ICOMES CAN<br />

PROFESSIONAL<br />

AN IMMEDIATE IMPACT OF THE POVERTY GROUP<br />

HAVE<br />

HAVE THUS FAR PAID LITTLE ATTENTION TC ThE<br />

RESEARCHERS<br />

THAT RACIAL DIFFERENCES IN JOB SEARCH MAY PLAY A<br />

POSSIBILITY<br />

IN THE UNEQUAL CISTRIBLTIDN OF JOB OPPORTUNITIES THIS<br />

ROLE<br />

ATTEMPTS TG COMPARE PATTERNS OF JOB SEARCH BY RACE,<br />

ARTICLE<br />

THE CONTRIBUTION CF THIS FACTOR TO RACIAL WAGE<br />

ASSESSING<br />

DIFFERENTIALS<br />

DAY, DONALD J<br />

1165<br />

MEASUREMENT MYTHS AND MANAGEMENT MISCONCEPTIONS<br />

WORK<br />

INSURANCE NEWS, VCL 69 ND 3, JULY 1968, 2P<br />

BESTS<br />

REPORT STAFFING EVALUATION SUPERVISCR<br />

PERFORMANCE<br />

MEASUREMENT MEANS THE ESTABLISHMENT OF ENGINEERED<br />

WCRK<br />

FOR THE WCRK OF INDIVIDUALS OR ThE GROUPS IT ALSO<br />

STANDARDS<br />

A FORMAL PERFORMANCE REPLRT SYSTEM, PREFERABLY ON A<br />

MEANS<br />

BASIS THIS IS NECESSARY TO OBTAIN IMPROVED<br />

WEEKLY<br />

ON A CONTINUING BASIS FROM BOTH EMPLOYEES AND<br />

PERFORMANCE<br />

SUPERVISORS<br />

IS HUMAN NATURE TO RESIST CONTROL IF PEOPLE kERE<br />

IT<br />

FREEDOM OF CHOICE VERY FEW MANAGEMENT MEN OR<br />

ALLOWED<br />

WOULD VOTE TO HAVE A FORMAL WORK MEASUREMENT PLAN<br />

EMPLOYEES<br />

MANY COMPANIES ARE FINDING THAT IT IS A VERY<br />

INSTALLEO<br />

PRACIICE TO ACCEPT THE bSUBSTANTIATEC OPINION CF<br />

FXPENSIVE<br />

SUPERVISOR THAT ALL EMPLCYEES ARE WCRKING AS HARD AS<br />

A<br />

IN UNITS CF FOUR CR MORE PEOPLE WHERE WORK<br />

POSSIBLE<br />

HAS NEVER BEEN USED IT IS OFTEN FOUND THAT WORK<br />

MEASUREMENT<br />

BE SIMPLIFIED, PRODUCTIVITY IMPROVED AND STAFF REOUCE<br />

CAN<br />

ANONYMOUS<br />

1166<br />

ENCYCLOPEDIA CF STAGING TECHNIQUES<br />

THE<br />

MANAGEMENT, VOL 101, NC 2, JULY 15, 1968,<br />

SALES<br />

OPAqUE-PROJECTION MOVIES<br />

MICROPHONES<br />

PRESENTATION TECHNIQUE HAS ITS PARTICULAR QUIRKS<br />

EACH<br />

187<br />

IF IGNORED CAk MAKE OR BREAK A MEETING THIS ARTICLE<br />

THAT,<br />

OF AN ENCYCLOPEDIA CF STAGING TECHNIQUES. NOT ONLY<br />

CONSISIS<br />

THE TECHNIQUES DESCRIBED, BUT IT TELLS WHAT TO 00 TO<br />

ARE<br />

THEM WORK<br />

MAKE<br />

ARE SOUND SYSTEMS AND HOW TO PREVENT FEEDBACK<br />

COVERED<br />

THE USE OF MULTI-MICROPHONES A SERIES CF STAGE TERMS<br />

AND<br />

DEFINEO AND AN OPAQUE PROJECTION TABLE IS INCLUDED<br />

ARE<br />

LISTS THE PROJECTION LENS SIZE AND SIZE OF REQUIRED<br />

THIS<br />

IHE ARTICLE CONCLUDES WITH A THEATER PLANNING GUIDE<br />

SCREEN<br />

PRE-PLANNINGt THE PRESENTATION, AND PEST SHOW THIS IS<br />

FOR<br />

WITH A THEATER CHECKLIST<br />

FOLLOWED<br />

GLbECK, WILLIAM F.<br />

I167<br />

CN T-GROUP EXPERIENCE<br />

REFLECTIONS<br />

JOtRNAL VEL 7, NC 7 JULY L968r 5P<br />

PERSONNEL<br />

TRAINING<br />

SENSITIVITY<br />

DISCUSSION BETWEEN THE PROS AND CONS AS TO THE REAL<br />

THE<br />

DP SENSITIVITY TRAINING WILL CONTINUE FOR MANY YEARS<br />

VALUE<br />

INDISCRIMINATE USE CAN HARDLY BE RECOMMENDED<br />

THE<br />

TRAINING VARIES IN ITS OBJECTIVES AND METHODS<br />

SENSITIVITY<br />

HOST OF IT SEEMS TO SET OUT TO HELP THE PARTICIPANT TO<br />

BUT<br />

SELF INSIGHT AND UNDERSTANDING IMPROVED UNDERSTANDING<br />

CAIN<br />

OTHERS FEELINGS AND ATTIIUDES, AS WELL AS THE<br />

OF<br />

OF GROUP BEHAVIOR AND THE SHARPENING OF<br />

ONDERSTANDING<br />

BEHAVIOR SKILLS<br />

INTERPERSONAL<br />

PURPOSE CF T-GROUP TRAINING IS TO PROVIDE AN<br />

THE<br />

SETTING DN WHICH PARTICIPANTS CAN INTENSIVELY<br />

EXISTENTIAL<br />

AND POSSIBLY REVISE THEIR BASIC VIEWS ABOUT HANS<br />

REVIEW<br />

GROUP-BEHAVIOR AND ROLES AND PROCEDURES NECESSARY<br />

NAIURE.<br />

ACCOMPLISHING TASKS WITh OTHERS THE AUTHOR DESCRIBES<br />

FOR<br />

PROGRAM IN WHICH HE PARTICIPATED AND RECOMMENDS THAT<br />

THE<br />

SHOULD STLDY THE MAIIER CAREFULLY BEFORE INVESTING<br />

COMPANIES<br />

SUCH TRAINING<br />

IN<br />

CENVA, CHARLES Co<br />

II68<br />

THIS ANY WAY TC EVALUATE A TRAINING ACTIVITY<br />

IS<br />

PERSONNEL JOURNAL VCL 47, NEoT JULY 968v<br />

EVALUATION PROGRAM CF IRAINING IN BUSINESS OR<br />

A<br />

IS NOT A SIMPLE PRCCESS NOR IS IT AN EASY TASK IF<br />

INDUSTRY<br />

JOB IS IG BE DONE COMPLETELY THE EVALUATION MUST<br />

THE<br />

WHAT CHANGES HAVE TAKEN PLACE IN THE EMPLOYEE AS<br />

DETERMINE<br />

RESULT OF EXPOSURE TO FXPERIENCES CALLED -TRAINING-<br />

THE<br />

ANALYSIS MUST BE MADE TC DETERMINE IF THE BEST, MOST<br />

AN<br />

TRAINING PROGRAM WAS CONDUCTED A DIAGNOSTIC STUDY<br />

ECONOMIC<br />

TRAINING METHODS AND TECHNIQUES IS IN ORDER TO DETERMINE<br />

OF<br />

OR NOT ORGANIZATIONAL EFFECTIVENESS HAS BEEN<br />

WHETHER<br />

THE AUTHOR OFFERS A MULTI-STEP CHECKLIST WITHIN<br />

ATTAINED<br />

ARTICLE<br />

THE<br />

K[SSELOFF, WILLIAM<br />

1169<br />

TO USE MIXED MEDIA IN EXHIBITS<br />

HOW<br />

MANAGEMENT VOL 101, NE 2 JULY 1968, ?P<br />

SALES<br />

CONVENTION<br />

USE OF MIXED MEDIA HAS RECEIVED AN AURA OF<br />

THE<br />

ABCUT ITo THE AUTHOR EXPLAINS THE DEVELOPMENT<br />

MYSTICLENESS<br />

THE PROCESS AND HOW TO USE IT<br />

OF<br />

ELEMENT IN MIXED MEDIA ADDS A UNIQUE INGREDIENT TC<br />

EACH<br />

OVERALL MIX DEPENOING ON THAT ELEMENTS PHYSICAL<br />

THE<br />

TO SELECT AND UTILIZE PROPERLY THE VARIOUS<br />

PROPERTIES<br />

YOU MUST NDERSTAND WHAT EACH MEDIUM DOES BEST AND<br />

MEDIA,<br />

IT kILL CONTRIBLTE TO THE PARTICULAR COMMUNICATIONS<br />

HOW<br />

AT HAND AS IN DEVELOPING ANY CORPORATE<br />

PROBLEM<br />

VEHICLE. EACH ELEMENT IN MIXED MEDIA MUST BE<br />

COMMUNICATION<br />

DESIGNED ANO ADDRESSED SPECIFICALLY TE COMMUNICATING<br />

WELL<br />

DESIRED MESSAGE<br />

THE<br />

MASON, P<br />

I170<br />

FOR FUNCT[ONAL CCST ANALYSIS<br />

ECP<br />

MAGAZINE OF BANK ADMIEISTRAIION VCL 44 NO 7 JULY 1968,<br />

THE<br />

EVALUATE<br />

COMPUTER-BASED FUNCTIONAL COST-AAALYSIS SYIEM CAN<br />

A<br />

A BANK WITH AN ACCURATE EFFECTIVE TOOL TO DETERMINE<br />

PROVIDE<br />

OF ITS SERVICES PRODUCE A PROFIT, AND WHICH ARE<br />

WHICH<br />

AT A LOSS TO PINPOINT COSTS OF EACH EEPARTMENT WE<br />

CDNOUCTED<br />

APPLIED A SCIENIIFIC SIMULTANEOUS LINEAR ECUATION WHICF<br />

HAVE<br />

IT POSSIBLE TC ACCUMULATE ALL CHARGES. BANK-WIDE, FOR<br />

MAKES<br />

AND ACCURATE APPLICATICN OF CHARGES BETWEEN<br />

SIMULTANEOUS<br />

DEPARTMENTS<br />

HAVE FOUND THAT DISTRIBUTION OF BURDENS BACK TO<br />

WE<br />

CREAIES A MANAGEMENT INTEREST IS HOLDING DOWN<br />

FUNCTIONS<br />

IF BANKS ARE TO BE MANAGED EFFECTIVELY<br />

OVERHEAD<br />

IS MUST<br />

INFORMATION-PROCESSING<br />

SHLLMAN, JOEL<br />

t171<br />

TECHNICAL PAPERS PAY OFF<br />

MAKE<br />

MANAGEMENT, VOL 34. NO #, JULY 196B, 4P<br />

BUSINESS<br />

UTILIZATION PRESENIATIDN<br />

RESEARCh<br />

SCIENTIFIC CR TECHNICAL PAPERS IS MUCH TOE<br />

PRESENTING<br />

AND POTENTIALLY MUCH TO0 PROFITABLE TO BE LEFT<br />

IMPORTANT,<br />

TO SCIENTISTS OR TECHNICIANS IF A TECHNICAL PAPER<br />

STRICTLY<br />

TO DO THE AbTHCR AND COMPANY ANY LASTING GEE0, A<br />

IS<br />

SPECIALIST SHOULD BE CALLEO IN<br />

PRESENTATION<br />

COMPANIES CURRENTLY ARE USING SUCH MEN THIS<br />

LEADING<br />

EXPLAINS WHAT A PRESENTATION SPECIALIST DOES AND HOW<br />

ARTICLE<br />

CAN hELP A COMPANY RETAIN THE LOYALTY AND GCCD WILL OF<br />

HE<br />

PEOPLE<br />

SCIENTIFIC<br />

FORD NEIL M<br />

I172<br />

APPEARANCE AND RESPONSE RATES IN MAIL<br />

QUESTIONNAIRE<br />

SLRVEY<br />

OF ADVERTISING RESEARCH, VOL 8, NC 3t SEPTEMBER<br />

JOURNAL<br />

1968 3P<br />

DF THE MAJER PROBLEMS CF MAIL SURVEYS IS GETTING A<br />

ONE<br />

REPRESENTATIVE RESPONSE COMMON SENSE TELLS US THAT<br />

INITIAL<br />

MAIL QUESTIONAIRE SHOULD BE ATTRACTIVE, EASY TO FILL<br />

THE<br />

AND LEGIBLE. THE STUDY DESCRIBED HERE COMPARES THE<br />

OUT,<br />

RATE FOR A PRINTED, FOLDER-TYPE QUESTIONAIRE WITH<br />

RESPONSE<br />

SIAPLED QUESTIONAIRE WHAT IS BEING TESTED IS<br />

MIMEOGRAPHED,<br />

IF THE IMPROVED APPEARANCE CF THE PRINTED FOLDER-TYPE

IS A FACTOR THAT INCREASES THE NUMBER OF<br />

QUESTIONAIRE<br />

AS WELL AS THE QUALITY DF ANSWERS THE RESULTS<br />

ANSWERS<br />

THAT THE PRINIED, FOLDER-TYPE QUESTIONAIRE UUT-PULLE£<br />

SHOWED<br />

MIMEOGRAPHED, STAPLED ONE HOWEVER, THE DIFFERENCE WAS<br />

THE<br />

SIGNIFICANT ANC DID NOT JUSTIFY THE ADDED EXPENSE<br />

NOT<br />

COOPER, WARREN<br />

1173<br />

COMPUTER -AND SO CAN YOU-<br />

WORK<br />

MANAGEMENT, VOL 29, NO 7, JULY 1968, 3P.<br />

ADMINISTRATIVE<br />

GUIDELINES<br />

OPERATE<br />

THE COMPUTER SYSTEM IS USED TO HANDLE FAIRLY<br />

TODAY<br />

PROBLEMS THEY ARE VERY MUCH A FACT OF LIFE,<br />

SOPHISTICATED<br />

THEY WILL BECOME EVEN MORE SO THE AUTHOR LEARNED FAIRLY<br />

AND<br />

HOW TO OPERATE A COMPUTER IN THIS ARTICLE HE PASSES<br />

QUICKLY<br />

SOME GUIDELINES<br />

ALONG<br />

STLDY INSTRUCTION MANUALS CAREFULLY, DO NOT FEEL<br />

FIRST,<br />

HAVE TO MASIER THEM COMPLETELY ALSO HAVE AS MANY<br />

YOL<br />

OF YOUR DEPARTMENT LEARN TO USE THE SYSTEM AS<br />

MEMBERS<br />

STIMULATE YOUR STAFF TC SEEK NEW WAYS THE SYSTEM<br />

POSSIBLE<br />

HELP. GET THE IDEA THAT INITIALLY YOU WILL SAVE SOME<br />

CAN<br />

WITH THE COMPLTER THIS TIME IS AN INVESTMENT DOCUMENT<br />

TIME<br />

PROGRAM SO THAT EVERYONE KNOWS WHAI IT IS CESIGNED TO<br />

EACH<br />

DO.<br />

ANONYMOUS<br />

117<br />

AGE DISCRIMINATION* EMPLOYMENT PROHIBITED<br />

N<br />

BANKING, VOL 61, ND 1, JULY 19&8, IP<br />

AGE DISCRIMINATION IN EMPLOYMENT ACT APPROVED LAST<br />

THE<br />

BECAME EFFECTIVE ON JLNE 12, 1968 IT APPLIES TO<br />

OECEMBER<br />

AND LABOR ORGANIZATIONS EMPLOYING OR HAVING AS<br />

EMPLOYERS<br />

25 OR MORE PERSONS AND TD EMPLOYMENT AGENCIES<br />

MEMBERS<br />

SUCH EMPLOYERS THIS INCLUDES BANKS AND OTHER<br />

SERVING<br />

INSTITUTIONS, BANKERS ASSOCIATIONS, AND THE LIKE<br />

FINANCIAL<br />

LAW PROMOTES THE EMPLOYMENT OF 45 TO 65 YEAR OLD<br />

THF<br />

AND PROHIBITS ARBITRARY DISCRIMINATION AGAINST THEM<br />

WORKERS<br />

ARE SPELLED OUT IN THE -FEDERAL REGISTER- OF MAY 24,<br />

DEIAILS<br />

INCLUDING A LIST OF PERSONNEL RECORDS TO BE KEPT,<br />

19EU,<br />

FOR POSTING OFFICIAL NOTICES ABOUT THE ACT, AND<br />

REQUIREMENTS<br />

EXPLANATION CF POSSIBLE ADMINISTRATIVE EXCEPTIONS FROM<br />

AN<br />

ACT<br />

THE<br />

ANONYMOUS<br />

1175<br />

CALCULATORS, STRONG, SILENT PARTNERS.'<br />

NEW<br />

MANAGEMENT VCL 29, NO 8, AUG 1968,<br />

AOMINISTRATIVE<br />

TWO-AND-A-HALF TIMES MORE PRINTING CALCULATORS<br />

ABOET<br />

VISUAL DISPLAY MACHINES ARE NOW BEING SOLD IN THE U S<br />

THAN<br />

FACI, THE TREND IS STILL STRONGLY IN FAVOR CF PRINTING<br />

IN<br />

ALIHOLGH THERE WILL ALWAYS BE A DEMAND FOR<br />

CALCULATORS,<br />

MACHINES<br />

VISEAL-TYPE<br />

NUMBER OF ELECIRONIC CALCULATORS ON THE MARKET IS<br />

THE<br />

RAPIDLY ALIMOUGH MORE COSTLY THAN THEIR LESS<br />

GROWING<br />

COUSINS, THE ELECTRONIC MACHINES RACKED UP<br />

SOPHISTICATED<br />

OF BETWEEN $4C AND $50 MILLION IN 1967 THE 1968<br />

SALES<br />

IS EXPECTED TC DOUBLE LAST YEARS<br />

FIGURE<br />

IDDAY, NOT ONLY CALCULATE, BUT THE NEW<br />

CALCULATORS,<br />

ELECTRONIC UNITS CAN BE PROGRAMMED, AND ALSO HAVE THE<br />

MODEL<br />

OF SPEEDILY AND SILENTLY PRINTING OUT PROBLEMS<br />

CAPABILITY<br />

ANSWERS THE ARTICLE CONTAINS A LENGTHY CHART COMPARING<br />

ANC<br />

ROTARY AND PRINTING CALCULATORS<br />

ELECTRONIC,<br />

BEVANS, MARTIN<br />

1176<br />

AIDS SPEED THE MESSAGE<br />

TRAINING<br />

MANAGEMENT VCL 29, NO 8, AUG i968, 9P<br />

ADMINISTRATIVE<br />

VIDEOTAPE MOVIE<br />

BLACKBOARDS<br />

ARE MANY VARIED TOOLS THAT MAY BE ETILIZEO FOR<br />

THERE<br />

ELECTRONIC BLACKBOARDS, PROGRAMMED INSIRUCTION AND<br />

TRAINING<br />

ARE SOME OF ThE NEWER METHODS USED TC MAKE THE<br />

VIDEOTAPE<br />

MESSAGE MORE EXACT AND EASIER TO UNDERSTAND<br />

AUDIO-VISUAL<br />

AIDS SUCH AS MOVIE PROJECTORS ARE ABLE TO<br />

TRADITIONAL<br />

TWO OR MORE DIFFERENT TYPES OF FILM, AND SOME CAN DO IT<br />

SHOW<br />

LIGHTED ROOMS. LCWER PRICES AND PORTABILITY ARE<br />

IN<br />

IN THE NEWER PRODUCTS REVIEWED ARE SLIDE<br />

EMPFASIZED<br />

OVERHEAD PROJECTORS AND VIDEOTAPES<br />

SYSTEMS,<br />

ANONYMOUS<br />

1177<br />

WHAT YOU CAN O0<br />

TRAINING-<br />

MANAGEMENT VCL 2g, NO.B, AUG Ig68,<br />

AOMINISTRATIVE<br />

AGED<br />

MIDDLE<br />

AREA THAT IS SORELY NEGLECTED IS THE TRAINING OR<br />

ONE<br />

OF THE EXECLTIVE IN HIS FIFTIES IHE VAST<br />

RE-TRAINING<br />

RESOURCE OF COMPANIES ALL OVER THE U IS IN LARGE<br />

NATURAL<br />

GOING TO WASTE SOME OF THE OLDER MEN ARE BEING<br />

MEASURE<br />

OTHERS ARE KEPT ON, BUT ARE NOT DOING THE KIND OF<br />

FIRED,<br />

THAT HELPS THEM OR THEIR COMPANY A PROGRAM DESIGNED TC<br />

WORK<br />

THESE MEN WEbLD PAY ALMOST IMMEDIATE DIVIDENDS THEY<br />

TRAIN<br />

INTELLIGENCE, MATURITY AND EXPERIENCE TO A MANAGEMENT<br />

BRING<br />

COURSE.<br />

DEVELOPMENT<br />

FOR COLLEGE STUDENTS, THEY SHOULD HAVE AT LEASI SOME<br />

AS<br />

TRAINING IN THE USE OF COMPUTER THEY SHOULD LEARN TO<br />

BASIC<br />

AND WRIIE COMPETER LANGUAGES AD BE ABLE TO HANDLE EDP<br />

READ<br />

BECAUSE THESE ARE THE SKILLS YOUR COMPANY WILL<br />

SYSTEMS<br />

AND IT IS A LOT CHEAPER FOR THE STUDENTS TO LEARN<br />

NEED,<br />

SKILLS IN SCHCEL INSTEAD OF ON THE JEB.<br />

THESE<br />

BERKWIIT, GEORGE<br />

1178<br />

FORMULA FOR MEASURING EXECUTIVES<br />

A<br />

REVIEW, VOL 95, NO 2, AUGUST 1968, 5P<br />

DUNS<br />

EVALUATION<br />

APPRAISAL<br />

TOP-MANAGEMEnT MAY BE ON ITS WAY TO FINDING A<br />

TODAY<br />

FORMULA FOR MEASURING EXECUTIVES ADMITTEDLY,<br />

FOOLPROOF<br />

EVALUATIEN DF EXECLTIVE PERFORMANCE IS NOT EASY<br />

ACCURATE<br />

FHE BEST OF CIRCUMSTANCES IT IS ONE CF TFE TRICKIEST<br />

UNDER<br />

FACING MANAGEMENT<br />

TASKS<br />

TODAYS MANAGEMENT SPECIALISTS PREDICT THAT<br />

NONETHELESS,<br />

OBJECTIVE APPRAISAL OF FXECUTIVE PERFORMANCE MAY SOON BE<br />

AN<br />

CORPORATE FACT DF LIFE ThEY EVEN EXPECT TO WORK OUT<br />

A<br />

MATHEMETICAL FORMULAS FOR EVALUATION PERHAPS THE<br />

PRECISE<br />

HURDLE OF ALL LEADING TO THE ACHIEVEMENT OF A MORE<br />

BIGGEST<br />

SYSIEM EF MEASURIkG EXECUTIVES IS THE ATTITUDE CF<br />

EQUITABLE<br />

MUCH OF THE CDRPORAIE HIERARCHY ITSELF ALL TCO OFTEN, THOSE<br />

188<br />

THE SECOND AND THIRD ECHELONS CF MANAGEMENT RESIST ANY<br />

IN<br />

AT A SCIENTIFIC APPRAISAL OF THEIR DAY-TO-DAY<br />

ATTEMPT<br />

CCNTRIBLTIONS<br />

OPELKA, GREGORY<br />

llTg<br />

DATA, REPORT FACT, NOT FANCY<br />

NEIGHBORHOOD<br />

AND LOAN NEWS, VOL 89, NC 8, AUGUST 1968, 2P<br />

SAVINGS<br />

MEASURE EVALLATE CEMMUNITY<br />

APPRAISALS<br />

REPORT- HAS TRIED TC IMPRESS EPCN<br />

-APPRAISAL<br />

MANAGEMENT TEAMS THE NEED TO ICORPORATE<br />

SAVINGS-AND-LOAN<br />

ANO MEANINGFUL NEIGHBCRHCOD DATA IkTC THEIR<br />

FACTURAL<br />

THE REASON THIS IS THAT NEIGHBORHOOD ECONOMICS<br />

APPRAISALS<br />

IHE KEY IC EFFECTIVE MORTGAGE LEAN ENDERWRITING,<br />

OFFERS<br />

IN RESIDENTIAL LENDING<br />

ESPECIALLY<br />

MANAGERS, LOAN OFFICERS AND APPRAISERS AGREE WITH<br />

MANY<br />

ADVICE AND MEET THEIR GAILY UNDERWRITING CHALLENGES<br />

THIS<br />

WITH NEIGHBORHOOD ECONOMIC AND TREND DATA<br />

AIMED<br />

AN EFFORT TO SHOW HEW DIFFERENT KINDS OF<br />

IN<br />

OATA REPORTING MIGHT AID THE LENDER, A SERIES<br />

NEIGHBORHOOD<br />

FORMS ARE REPRODLCED TO ALLOW A COMPAR[SCN BETWEEN<br />

OF<br />

TYPES OF APPRAISAL FORMS<br />

SEVERAL<br />

TABAC,<br />

1180<br />

AND FELLOWSHIP GRANTS<br />

SCHOLARSHIPS<br />

TAXES, VOL 46, NC 8, AEGUST 1968 8P<br />

1I?, 1954, PROVIDES FOR THE EXCLUSION OF<br />

SECTION<br />

AND FELLOWSHIP GRANTS FROM GROSS ICOME IN<br />

SCHOLARSHIPS<br />

SECTION II7, MOST COURTS HAVE OVERLOOKED TFE<br />

CONSTREING<br />

DISTINCTION THAT CONGRESS MADE BETWEEN INDIVIDUALS<br />

CRLCIAL<br />

EDUCATION FOR THEIR OWN BEREFIT AND THE PUBLICLY<br />

PURSUING<br />

NON-DEGREE CANEIOATES-EMPLCYEES FOR A CCkTINUINC<br />

AIDED<br />

RELATIONSHIP POLICY IS THAT EXCLUSIEN OOES NOT<br />

EMPLOYMENT<br />

IF THE RECIPIENT RENDERS SERVICES THIS VIEW IS TCO<br />

APPLY<br />

AND NOT WHAT WAS INTENDED<br />

NARROW<br />

CHANGE HAS OCCURRED BECAUSE THE OLD LAW IS STILL<br />

LITTLE<br />

OF THE TRAINING REGULATIONS WHEN THE DECISION IS MACE<br />

PART<br />

ESE IHE NEW LAWS, IN THEIR OWN CONTEXT, GREATER CERTAINTY<br />

TO<br />

BE PROVIDED IN THIS TROUBLESOME AREA<br />

WILL<br />

PATTEN JR THOMAS H<br />

1181<br />

MERIT INCREASES FOR SALARIED EMPLOYEES<br />

FUND<br />

TOPICS, VOL i6, NC 3, SUMMER TO68, lOP<br />

BUSINESS<br />

MOTIVATE<br />

MONEY<br />

AS MOTIVATING FORCE HAS BEEN CF INTEREST TO<br />

MONEY<br />

ANO PRACTITIONERS CF INDUSTRIAL-RELATIONS FOR MANY<br />

STUDENTS<br />

THE PURPOSE OF THIS ARTICLE IS TC CESCRIBE AND<br />

YEARS<br />

THE WAYS IN WHICH MERIT INCREASES ARE FUNDED AND<br />

ANALYZE<br />

FOR PRIMARILY SALARIED NO-UNION EMPLEYEES IN<br />

ALLOCATED<br />

SCALE ORGANIZATIONS<br />

LARGE<br />

LIEU OF VALID AND RELIABLE INFORMATION ABOUT H0W<br />

IN<br />

PERFORM AND HOW TO ALLOCATE MONEY SD THAT THEY ARE<br />

PEOPLE<br />

TO PERFORM AT THE HIGHEST LEVELS GF THEIR ABILITY,<br />

MOTIVATED<br />

HAS FALLEN BACK LPCN ARBITRARY RULES AND NEUTRAL<br />

MANAGEMENT<br />

THAT HAVE AS THEIR BASIC PURPOSES ThE CONTROL OF<br />

MECHANISMS<br />

EXPENSE<br />

SALARY<br />

SICHEL, WERNER<br />

I182<br />

FOR USING RESEARCH RESULTS<br />

POLICY<br />

TOPICS, VOL 16, ND 3, SUMMER 1968, 5P<br />

BESINESS<br />

TECHNOLOGY TRANSFER<br />

UTILIZATION<br />

MAXIMLM PROFITS IS NCT MERELY A FUNCTION OF<br />

ATTAINING<br />

DECISIONS, BUT DF MANY DIFFERENT POLICY<br />

PRICE-QUALITY<br />

INCLLDING THOSE DEALING WITH THE VARIETY OF<br />

DECISIONS<br />

THE ADVERTISING OLTLAY, AND TEE RESEARCH RESULTS<br />

PREDUCTS,<br />

ARTICLE DEALS WITH THE LATTER CNE RESEARCH RESULTS<br />

THIS<br />

RESEARCH RESLLT IS DEFINED AS A NEW PROCUCT OR<br />

A<br />

STEMMING FROM A FIRMS RESEARCH ACTIVITIES, WHICH IS<br />

PROCESS,<br />

SIGNIFICANT ENOUGH ADVANCEMENT TD BE PATENTABLE AND TO<br />

A<br />

EITHER THE INVENTOR-FIRM OR SOME OTHER FIRM TO BE<br />

CAUSE<br />

TO INTROOLCE IT OFTEN, MANAGEMENT WILL DECIDE NOT<br />

WILLING<br />

IMMEDIATELY DEVELOP AND INTRODUCE DR MAYBE NEVER<br />

TO<br />

A RESULT IN THIS REGARD, IT IS IMPORTANT FOR<br />

INTRODUCE<br />

TO RECOGNIZE THE PRINCIPLE THAT WHAT A FIRM HAS TC<br />

MANAGERS<br />

IS NOT MERELY ITS PRODUCT BUT ITS PRGCUCTICN WHICH<br />

SELL<br />

RESEARCH RESULTS MANAGERS ARE ADVISED TO MAXIMIZE<br />

INCLUDES<br />

FROM R+D<br />

RETURNS<br />

GRANT, C 8<br />

1183<br />

GRANTS ENCOURAGE REGIONAL CENTERS, TOTAL SYSTEMS<br />

FEDERAL<br />

PROCESSING, VOL i0, NC 7, JULY 1, 1968, 2P<br />

DATA<br />

DATA-PROCESSING INOVATIVE<br />

EDUCATION<br />

ARTICLE CEALS WITH THE APPLICATIONS AND USES OF<br />

THIS<br />

ELIPMENT AkC TECHNIQUES IN ECUCATIONAL<br />

DATA-PROCESSING<br />

INSIITLTIONS<br />

TO SURVEY CONCUCTED BY THE ASSOCIATION FOR<br />

THANKS<br />

DATA SYSTEMS AND PUBLISFED IN AEOS MONITOR, IT<br />

EDUCATIONAL<br />

POSSIBLE TO IDENTIFY MANY OF THE SCHOOLS EXPERIMENTING<br />

IS<br />

TOTAL-SYSTEMS AND CTHER DATA-PROCESSING APPLICATIONS<br />

WITH<br />

SCHOOLS ARE LISTED IN A THREE-PART REPORT, ESEA TITLE<br />

THESE<br />

INVOLVING USE OF DATA PROCESSING SYSTEMS TITLE<br />

PROJECTS<br />

THE ESEA IS THAT PART WHICH ENCOURAGES EDUCATIONAL<br />

OF<br />

TO COME UP WITH INNOVATIVE, EXEMPLARY, OR<br />

INSTITUTIONS<br />

PROJECTS TD ADVANCE CREATIVITY IN EDUCATION<br />

ADAPTIVE<br />

TO THE ARTICLE THIS ACT HAS ENCOURAGED GREATLY<br />

ACCORDING<br />

PROJECTS THAT ARE TOTAL-SYSTEM ORIENTED<br />

INNOVATIVE<br />

IJIRI, KINARD, J O PUTNEY, F B<br />

1184<br />

FOR BUDGET FORECASTING AND OPERATING PERFORMANCE<br />

SYSTEM<br />

OF ACCOUNTING RESEARCH VDL 6, ND 1, SPRING 196B,<br />

JOERNAL<br />

28P<br />

IN FORECASTING PRODUCTION CAN RESULT IN<br />

INACCURACY<br />

COST KNOWN AS FORECASTING DISPLACEMENT CST, INCLUDING<br />

ADDED<br />

OPPORTUNITY AND ACTUAL COSTS OVERESTIMATION CAN MEAN<br />

BOTH<br />

COSTS FOR EXCESS PRODECTION CAPACITY, SPOILED<br />

ADDED<br />

OR INVENTORY CARRYING CDSTS UNDERESTIMATION MAY<br />

INVENTORY,<br />

IN LOST SALES, EMERGENCY PRODUCTION, CR PURCHASES AT<br />

RESULT<br />

COST<br />

EXTRA<br />

FORECASTS ARE MADE BY OPERATING PERSONNEL, SUCH AS<br />

WHEN<br />

SALESMEN, AN INCENTIVE SYSTEM PROVIDING COST<br />

INDIVIDUAL<br />

FOR MISESTIMATION CA SAVE THE FIRM MONEY ThE<br />

PENALTIES

OF DEFENSE EMPLOYS A SIMILAR SYSTEM WITH<br />

DEPARTMENT<br />

THE AUTHOR DEMONSTRATES INCENTIVE PLANS BY<br />

CONTRACTORS<br />

IN TERMS CF ESTIMATICN IN COST, DAYS, AND QUALITY<br />

EQUATIONS<br />

EXTENSIVE LISI CF BUDGETING LITERATURE IS APPENDED<br />

AN<br />

JANGER, ALLEN R<br />

1185<br />

THE HIGH SCHCCL DROPOUT<br />

EMPLOYING<br />

THE CONFERENCE BOARC RECORD, VCL 5 ND 8, AUGUST 1968<br />

NEGROES<br />

1962 THE EQUITABLE LIFE ASSURANCE SOCIETY IN NEW<br />

SINCE<br />

CIIY HAS BEEN RUNNING VARIOUS PROGRAMS WITh THE AIM CF<br />

YORK<br />

YOUNG HIGh-SCHOOL DRCPOETS, ESPECIALLY THOSE FROM<br />

EMPLOYING<br />

GHETTOS SOME OF THE METHODS INCLUDED A COLNSELOR TO<br />

THE<br />

WITH THE DROPCUTS ENCCURAGEMENT AND UNDERSTANDING FROM<br />

WORK<br />

PROJECT TRAINING-SESSIONS, CLASSES INSTRUCTED<br />

SUPERVISORS,<br />

NEGRCES WHICH hOLLO LEAD TC HIGH-SCHOOL DIPLOMAS OR AN<br />

BY<br />

CERTIFICATE AND SPECIAL COURSES TO FURTHER<br />

EQLIVALENT<br />

MANY OF THESE INTERVENTIONS HAVE PROVEN<br />

PROMOTION<br />

AND FURTHER IMPROVEMENTS TOWARDS THIS PROGRAM<br />

SUCCESSFUL,<br />

BEING INITIATED CONTINUALLY MAY NOT BE REPRINTED<br />

ARE<br />

BAEHR, MELANY WILLIAMS, GLENN<br />

1186<br />

OF SALES FROM PERSONAL BACKGROUND DATA<br />

PREDICTION<br />

OF APPLIED PSYCHOLOGY, VDL 52, NO 2, APRIL<br />

JOLRNAL<br />

FACTOR-SCORE<br />

VALIDITY STUDY WAS MADE CF THE SCORES OF<br />

CONCURRENT<br />

SALESMEN ANG 16 DISTRICT MANAGERS ON 15 PERSONAL<br />

210<br />

D[MENSICNS IOENTIFIEC PREVIOUSLY BY FACTOR<br />

BACKGROCND<br />

DIFFERENCES BETWEEN FACTOR-SCORE MEANS FOR THE<br />

ANALYSIS<br />

ANb SALES GROUPS AND FOR THE UPPER-AND LOWER-RATED<br />

MANAGER<br />

GROUPS WERE SIGNIFICANT FOR THE FACTORS FINANCIAL<br />

SALES<br />

EARLY FAMILY RESPCNSIBILITY, AND STABILITY<br />

RESPONSIBILITY,<br />

ANALYSES OF THE FACTOR SCORES AGAINST<br />

MULTIPLE-REGRESSION<br />

OF CRITERION MEASURES CF ON-THE-JOB BEHAVIOR YIELDED<br />

EACH<br />

OF 42, 50, AND 36 FOR THE MAJOR CRIIERIA<br />

CORRELATIONS<br />

OVERALL PERFLRMANCE AND MEAN AND MAXIMUM SALES VOLUME<br />

CF<br />

ThE CRITERIA ROUTE DIFFICULTY AND TENURE CAVE<br />

RANK<br />

OF .27 AND 30 INTERPRETATION OF THE<br />

CORRELATIONS<br />

FACTORS IN THESE ANALYSES INDICATES ThE<br />

HIGHEST-WEIGHTED<br />

DYANMIC RELATIONSHIPS BETWEEN PERSONAL BACKGROUND<br />

LOGICAL,<br />

JOB BEHAVIOR MAY NCl BE REPRINTED<br />

AND<br />

COWLES, ARTHUR W<br />

1187<br />

AND NEGRO LEADERS WEIGH THEIR CURRENT CONCERNS<br />

BUSINESSMEN<br />

IHE CONFERENCE BOARD RECORD VOL 5, NO.?, JULY 1968, 3P<br />

ARE EIGHT OPPORTLNITIES FOR THE UNDERSTANDING AND<br />

THERE<br />

IN TACKLING COMMON PROBLEMS INSTEAD OF<br />

PROGRESS<br />

ON THE EXTENT AND VARIETY OF THE PROBLEMS<br />

CONCENIRATION<br />

WHICH WAS DONE ALL TOO MUCH IN THE PAST THEY<br />

THEMSELVES,<br />

AS FOLLOWS- BUSINESS CAN COMMUNICATE TFE NEED FOR<br />

ARE<br />

AND CONSTRUCTION ACTION, IT CAN TAKE A<br />

PARTICIPATION<br />

ROLE IN RE-EXAMINING PRICRIIIES, 3 BUSINESS CAN<br />

LEADING<br />

IT LIKE IT IS, 4 BUSINESS CAN ALSO APPLY ITS OWN<br />

TELL<br />

OF EFFICIENCY MEASUREMENT AND CORRECTIVE ACTION TO<br />

METHODS<br />

IT CAN UTILIZE ITS OWN STANOARDS IN EVALUATING<br />

WELFARE,<br />

EFFICIENCY CF EDUCATIONAL PERFORMANCE, 6 IT CAN LOBBY<br />

THE<br />

EFFECTIVELY FOR SOCIAL CHANCE AND LEGISLATION AS IT DOES<br />

AS<br />

BUSINESS -RELATED LEGISLATION-, ? BUSINESS CAN CREATE<br />

FOR<br />

NOW, BUSINESS CAN ALSC SUPPORT AND ENCOURAGE NEGRO<br />

JOBS<br />

MAY NOT BE REPRINTED<br />

ENTREPRENEURSHIP<br />

FELD, BARBARA<br />

1188<br />

SUBEMPLOYMENT INDEX- A NEW MEASURE<br />

THE<br />

CONFERENCE BOARD RECORD VCL 5, NO 7, JLLY 1968,<br />

THE<br />

UNDEREMPLCYMENT EMPLOYMENT<br />

UNEMPLOYED<br />

NOVEMBER OF 1966, THE OEPARTMENT OF LABOR, AS A PART<br />

IN<br />

AN INVESTIGATION CONDUCTED STUOIES IN AREAS WHICH<br />

OF<br />

MUCH ECONOMIC HARDSHIP- THE SLUMS OF THE CITIES.<br />

CONIAINED<br />

A RESULT OF THE INFORMATION GATHERED IN THESE STUDIES<br />

AS<br />

RATE CAME INTO BEING CALLED THE SUBEMPLOYMENT RATE TFIS<br />

NEW<br />

RATE, SUBEMPLOYMENT RATE, INCLUDES NOT ONLY- PERSONS<br />

NEW<br />

ACCORDING TO THE CONVENTIONAL DEFINITION OF THE<br />

UNEMPLOYED<br />

BLT ALSO, 2 THOSE PECPLE WORKING PART-TIME BUT<br />

TERM<br />

FULL-TIME WCRK, HEADS OF HDUSEHCLDS AND OTHER<br />

WANIING<br />

UNDER 65 WORKING FULL-TIMF BUT EARNING POVERTy<br />

MEMBERS<br />

HALF CF IHE MEN 2C TC 64 YEARS OF AGE AND OUT OF<br />

WAGES,<br />

LABOR FORCE, AN ESTIMATE EF THE MEN ASSUMED LIVING IN<br />

THE<br />

AREA AND BELONGING TO CNE OF THE FOUR OTHER CROUPS, BUT<br />

AN<br />

NOT BE FOUND MAY NOT BE REPRINTED<br />

COULO<br />

WALKER, JAMES W<br />

1189<br />

IN MANPOWER MANAGEMENT RESEARCH<br />

TRENDS<br />

HORIZONS, VCL 11, NO 4, AUGUST 1968, lOP<br />

BUSINESS<br />

VARIETY OF CRUCIAL PROBLEMS CONFRONT MANPOWER<br />

A<br />

MANAGERS, FOR EXAMPLE, MUST DEFINE AND EVALUATE<br />

MANAGEMENT<br />

EMPLOYEE PERFORMANCE AND DETERMINE TEE EFFECTS OF<br />

SUCCESSFUL<br />

PROGRAMS ON EMPLOYEE BEHAVIOR EFFECTIVE<br />

TRAINING<br />

PROGRAMS MUST BE APPLIED TO ACTUAL PRACTICE<br />

COMPENSATION<br />

FIELD OF MANPOWER MANAGEMENT IS CONFRONTED WITH DISPUTE<br />

THE<br />

SUCH ISSUES WHICH HAVE MAINLY BEEN RESEARCFED IN AN<br />

OF<br />

ANO UNSYSTEMATIC FASHION THIS ARTICLE OFFERS<br />

UNINTEGRATED<br />

EXPLANATION OF BASIC CONCEPTS WITHIN THESE MANPOWER<br />

AN<br />

RESPCNSIBILITIES AND A DISCUSSION CF IMPORTANT<br />

MANAGEMENT<br />

ISSUES EVALEATING INVESTIGATION BY CORPORATE<br />

CURRENT<br />

RESEARCHERS<br />

MAYER CHARLES<br />

I190<br />

CCMPbTOR SYSTEM FOR CONTRCLLING INTERVIEWER COSTS<br />

A<br />

OF MARKETING RESEARCH, VOL 5, NO 3, AUGUST 1968,<br />

JOLRNAL<br />

7PP<br />

SURVEY<br />

TRADITIONAL METHOD CF EVALUATING INTERVIEWER COST<br />

THE<br />

BY COST PER INTERVIEW IS INCOMPLETE AND<br />

PERFORMANCE<br />

UNJUST A COMPUTOR ANALYSIS DF INPUTS SUPPLIED<br />

POTENTIALLY<br />

INTERVIEWERS PROVIDES A SET CF MANAGEMENT STATISTICS THAT<br />

BY<br />

REASONS FOR HIGH-COST INTERVIEWER PERFORMANCE THIS<br />

EXPLAINS<br />

DESCRIBES AN INTERVIEWER COST CONTROL SYSTEM USED<br />

ARIICLE<br />

A LARGE REPETITIVE STUDY OF APPLIANCE PURCHASES<br />

FOR<br />

CONDUCIED BY AUDITS CF GREAT BRITAIN, LIMITED<br />

189<br />

SYSTEM DESCRIBED IS A STEP TDWARO BUILDING AN<br />

THE<br />

MANAGEMENT INFORMATION-SYSTEM FOR A MARKET-RESEARCF<br />

INTERNAL<br />

ThE COMPUTOR WILL NOT REPLACE PEOPLE BUT WILL ONLY<br />

FIRM<br />

MUCH OF THE TEDIOUS WORK HANDLFD BY FIELD<br />

AUTOMATE<br />

MAY NOT BE REPRINTED<br />

DEPARTMENTS<br />

SCHAFER, CHARLES LOLLS<br />

1191<br />

SEMINARS TURN PAPERS INTO PRESENTATIONS.'<br />

SPEAKERS<br />

MANAGEMENT, PART II SEPT. 15, 1968, 5PP.<br />

SALES<br />

TRANSFER<br />

TECHNOLOGY<br />

PERRY WAS RECENTLY ASKED BY THE JOINT COMPUTOR<br />

BOB<br />

TO HELP PREPARE A ONE DAY SEMINAR TC HELP<br />

CONFERENCES<br />

DEVELOP GCCD TECHNIQUES FOR ORAL AND VISUAL<br />

SPEAKERS<br />

OF TECHNICAL PAPERS TOO OFTEN SPEAKERS RUSH<br />

PRESENIATION<br />

THEIR REPORTS OR READ THEM WITH LITTLE R NO EYE<br />

THROUGH<br />

CONTACT<br />

USES ENGINEERING TERMS TO DESCRIBE<br />

PERRY<br />

OF PRESENTATION AND WORKING RELATIONSHIPS<br />

CHARACTERISTICS<br />

SPEAKERS AND AUDIENCES HE FEELS THAT THE MAJOR<br />

BETWEEN<br />

OF IHE TRANSFER OF KNOWLEDGE IS SELECTIVITY,<br />

ELEMENTS<br />

RECOGNITION CF EVALUATION OF EXPERTISE AND<br />

UNOERSIANDING,<br />

OF FEEDBACK<br />

EXCHANGE<br />

GYLLENHAAL, HUGH A<br />

1192<br />

IC MEETING SIYLES, GROUPS AND METHODS<br />

GUIDE<br />

MANAGEMENT, PART II SEPT 15, 1968, 5PP<br />

SALES<br />

CONFERENCES<br />

WORKSHOPS<br />

VARIETY OF NEW TECHNIQUES HAVE RECENTLY COME OUT FOR<br />

A<br />

HOWEVER, MUCH CONFUSSION HAS ARISEN BECAUSE OF AN<br />

MEETINGS<br />

ON THESE NEW TECHNIQUES MANY HAVE BEEN PUT TG<br />

OVEREMPFASIS<br />

ALL MEEIING PROBLEMS RATHER THAN FOR THGSE THAT THEY<br />

SOLVING<br />

INTENDED<br />

WERE<br />

ARTICLE HAS DEVELCPED A LIST WHERE THE METHOD, ITS<br />

THIS<br />

AND ITS FEAIURES ARE LISTED FOR INSTANCE, A PANEL<br />

PURPOSE,<br />

INFORMATION, OFTEN CONTROVERSIAL, FROM SEVERAL<br />

PRESENTS<br />

OF VIEW A PANEL FEATURES MEMBERS STATING THEIR VIEWS<br />

POINTS<br />

DISCUSSION IS HELD WITH ONE ANOTHER PANEL MEMBERS<br />

AND<br />

REHEARSE BRIEFLY<br />

USLALLY<br />

LIMP[IT, GORDON<br />

1193<br />

TASK [S TO COORDINATE INFORMATION<br />

MAJOR<br />

MANAGEMENT, PART II, SEPTEMBER, 1968 8P<br />

SALES<br />

TRAIN CHANGE ATTITUDE<br />

COMMUNICATE<br />

GORDON LIPPITT, PRCFESSOR AT GEORGE WASHINGTON<br />

DR<br />

STRESSED THE IMPORTANCE OF INFORMATION<br />

UNIVERSITY,<br />

WHEN PLANNING MEETING DR LIPPITT ALSO<br />

COORDINATION<br />

THAT INFORMATION MLSI BE SYNTHESIZED AO TESIEO<br />

STRESSED<br />

KINDS OF GOALS WERE MENTIONED IN MEETING<br />

IHREE<br />

FIRST, WHERE ARE YOU TRYING TO COMMUNICATE<br />

PLANNING<br />

AND HAVE THE PEOPLE ACQUIRE KNOWLEDGE SECONDLY,<br />

INFORMAIION<br />

YOUR PURPOSE IS THE ACQUIRING OF SKILLS BY THOSE<br />

WHERE<br />

SO THEY WILL BE ABLE TO DO IT. FINALLY WHERE YOUR<br />

AITENDING<br />

AIM IS TO CHANGE ATTITUDES FURTHER EXAMPLES WERE<br />

MAJOR<br />

AS TO THE IMPORTANCE CF ACCURATE INFORMATION IN<br />

CITED<br />

PLANNING COMMENTS FROM THE AUDIENCE AT THE WORKSHDE<br />

MEETING<br />

SALES MEETING PLANNERS AND SOME OF LIPPITTS RESPONSES<br />

FOR<br />

LISTED IN THE FINAL STAGE OF THE ARTICLE<br />

WERE<br />

MOORE MICHAEL R<br />

I194<br />

IN PLANNING AN EDP INSTALLATION<br />

PITFALLS<br />

SERVICES VOL 5, NO 5, SEPTEMBER-OCTOBER, I968<br />

MANAGEMENT<br />

8PP<br />

PROBLEMS ASSOCIATEG WITH THE CONVERSION TC EDP<br />

COMMON<br />

CAN BE MINIMIZED BY A PLANNED, CONTROLLED<br />

SYSTEMS<br />

APPROACH TO THE OESIGN AND INSTALLATION PROCESS<br />

SYSTEMATIC<br />

MUST BE INVOLVED FROM THE BEGINNING WITH<br />

MANAGEMENT<br />

SPECIFIED INFORMATION REQUIREMENTS, AND CONTROL<br />

CAREFULLY<br />

BE VESTEO AT A RELATIVELY HIGH EXECUTIVE LEVEL<br />

SHOULD<br />

OF THE MOST COMMON PITFALLS IN THE DESIGN AND<br />

SOME<br />

OF EDP SYSTEMS ARE A LACK OF COMMUNICATION<br />

INSIALLATION<br />

THE USERS AND THE PROGRAMERS UNWILLINGNESS OF<br />

BETWEEN<br />

TO HIRE SYSTEMS SPECIALISTS, AND INADEQUATE<br />

MANAGEMENT<br />

TESTING AND DOCLMENTATICN AS THE SYSTEM IS BEING<br />

MONITORING<br />

OPERATIVE ABOVE ALL CRASH PROGRAMS SHOULD BE AVOIDED,<br />

MADE<br />

THEY CAN MEAN NOT ONLY POOR OUTPUT TEMPORARILY, BUT<br />

SINCE<br />

MISLSE OF THE WHCLE SYSTEM<br />

THE<br />

ARNCT JOHAN<br />

[195<br />

PROCESSES IN WORD OF MOUTH<br />

SELECTIVE<br />

OF ADVERTISING RESEARCH, VOL 8, NO 3 SEPTEMBER<br />

JOLRNAL<br />

4PP<br />

1968,<br />

COMMUNICATIEN<br />

INFCRMAL<br />

COMMUNICATION IS OFTEN A MORE IMPORTANT SOURCE<br />

INFORMAL<br />

INFORMATION FOR THE CONSUMER THAN ARE THE MASS MEDIA ThE<br />

OF<br />

RELATED IN THIS ARTICLE WAS DESICNED TO EXPLORE THE<br />

STLDY<br />

OF WORD OF MOUTH COMMUNICATICN IN THE DIFFUSION OF A<br />

ROLE<br />

FOOD PRODUCT<br />

NEW<br />

OF MOLTH SEEMED TC REINFORCE EXISTINC TENDENCIES<br />

WORD<br />

BUY NEW PRODLCTS CONTRARY TO EXPECTATIONS, THE GROUPS<br />

TO<br />

PREDISPOSED TO BUY APPEARED TO BE LEASI AFFECTED BY<br />

MOST<br />

OF MOUTH. IN OTHER WORDS, ENCE THE PREDISPOSITIONS ARE<br />

WORD<br />

ENOUGH, FAVORABLE WORD CF MOUTH IS NOT NEEDED<br />

STRONG<br />

FULIN, CHARLES<br />

I19b<br />

OF CHANGES IN JOB SATISFACTION ON EMPLOYEE TURNOVER<br />

EFFECT<br />

OF APPLIED PSYCHOLOGY, VOL 52, NO.2, APRIL 1968, 5P<br />

JOURNAL<br />

CLERICAL<br />

FEMALE<br />

RESULTS OF A PROGRAM OESIGNEO TO INCREASE THE JOB<br />

THE<br />

AND OECREASE TEE TURNOVER RATE AMONG A LARGE<br />

SATISFACTION<br />

OF FEMALE CLERICAL WORKERS ARE PRESENTEO RESULTS<br />

GRCUP<br />

THAT LEVELS OF SATISFACTION WERE INCREASEO WITH<br />

INDICATED<br />

LARGEST INCREASES OCCURRING IN THE SATISFACTION<br />

THE<br />

STRESSED IN ThE PROGRAM A SIGNIFICANT DECREASE IN<br />

VARIABLES<br />

(FROM 30 PERCENT TC 12 PERCENT) WAS ALSO OBSERVED<br />

TURNOVER<br />

ALTERNATIVE EXPLANATIONS FOR INCREASED SATISFACTION<br />

SEVERAL<br />

DECREASED TLRNOVER WERE CONSIDERED DUE TO THE LACK OF A<br />

AND<br />

ADEQUATE CONTROL GROUP, NONE WAS CCNSIOEREO<br />

COMPLETELY<br />

TO EXPLAIN THE PARTICULAR PAITERN OF RESULTS<br />

ADEQUATE<br />

++MAY NOT BE REPRINTED÷+<br />

OBTAINED<br />

KATZELL, MILDRED<br />

1197<br />

EXPECTATIONS AND DROPOUTS IN SCHOOLS OF NURSING

JOURNAL OF APPLIED PSYCHOLOGY, VDL 52, NOD2, APRIL 1968r 5P.<br />

EXPECTAT]ONS AND EXPERIENCES OF STRESS AND<br />

THE<br />

OF 1,852 1ST-YRo STUDENTS IN 43 SCHOOLS OF<br />

SATESFACTION<br />

WERE ASSESSED BY QUESTIONNAIRE LDW BUT S[GNIFICANT<br />

NURSING<br />

CORRELATIONS WERE OBTAINED BETWEEN WITHDRAWAL AND<br />

NEGATIVE<br />

SATISFACTIDNS AND (8} CDNFIRNATIEN OF<br />

(A}EXPERIENCED<br />

ESPECIALLY WITH RESPECT TO SATISFACTIONS.<br />

EXPECTATIONS,<br />

WAS UNRELATED TO EXPERIENCES DF STRESS WHETHER<br />

WITHDRAWAL<br />

OR UNEXPECTED. NAY NOT BE REPR[NTED<br />

EXPECTED<br />

NEYER MARSHALL W.<br />

198<br />

TWO AUTHORITY STRUCTURES OF BUREAUCRATIC DRGANIZATION.<br />

THE<br />

SCIENCE QUARTERLY VOL 13, NG 2r SEPT. 1968t<br />

ADMINISTRATIVE<br />

17P.<br />

CENTRALIZED DECENTRALIZATION<br />

DECISION-MAKING<br />

STUDY ATTEMPTS TO LINK THE FORMAL STRUCTURE OF<br />

THIS<br />

ORGANIZATIONS TD DECISION-MAKING PROCESSESr AND<br />

BUREAUCRATIC<br />

PARTICULAR TO CENTRALIZATION OR DECENTRALIZATION OF<br />

IN<br />

INTERVIEW OATA WERE OBTAINED FROM 254 CITYr<br />

AUTHORITY<br />

AND STATE DEPARTMENTS OF FINANCE THESE DATA ShOW<br />

COUNTYm<br />

CONTRCLLING FOR AN ORGANIZATIONS SIZE, DECISION-MAKINE<br />

THATt<br />

IS MORE HIGHLY CENTRALIZED AS THE NUMBER OF<br />

AUIHORITY<br />

IN AN ORGANIZATION INCREASES BUT AS THE NUMBER OF<br />

SUBUNITS<br />

OF SUPERVISION GROWSr THERE IS GREATER<br />

LEVELS<br />

AND AT THE SAME TIME PROLIFERATION OF RULES<br />

DECENTRALIZATION<br />

SPECIFY CRITERIA TO GUIDE DECISIONS<br />

THAT<br />

AAKERr DAVID A<br />

II79<br />

PROBABLISTIC APPROACH TO INDUSTRIAL MEDIA SELECTION<br />

A<br />

OF ADVERIISING RESEARCH, VOL 8, NO 3, SEPTEMBER,<br />

JOURNAL<br />

8P<br />

1968<br />

MODEL<br />

OPTIMIZING<br />

MODEL DESCRIBED IN THIS ARTICLE, PRDBABLISTIC<br />

THE<br />

MODEL FOR SELECTING INSERTION SCHEDULES -POMIS-<br />

OPTIMIZING<br />

A OISAGGREGATIVE, PROBABILISTIC APPROACH TO A PARTICULAR<br />

IS<br />

COMMON INDUSTRIAL MEDIA SELECTICN PROBLEM THAT IS<br />

BUT<br />

A GIVEN BUDGETr WHAT JOURNAL INSERTION SCHEDULE WILL<br />

WITHIN<br />

THE GREATEST IMPACT FOR AN ADVERTISING CAMPAIGN OF A<br />

OBTAIN<br />

LENGTH -POHIS- ATTEMPTS A PRACTICAL AND REALISTIC<br />

GIVEN<br />

TO A PARTICULAR MEDIA SELECTION PROBLEM BY<br />

APPROACH<br />

TO THE LEVEL OF A POTENTIAL EXPOSURE TO<br />

DISAGGREGATING<br />

IN A SAMPLE PDPbLATION, IT PERMITS THE USER TD<br />

INDIVIDUALS<br />

APPROPRIATE WEIGHTS TO SUCCESSIVE EXPOSURES IT IS<br />

ASSIGN<br />

THAT BY FOCUSING ON DISAGGREGATIVE EXPOSURE<br />

HOPED<br />

SEGMENTATION MULTIPLE EXPOSURESr AND JOURNAL<br />

PRGBABILITIES,<br />

-POMIS- CAN PROVIDE THE FRAMEWGRK FOR BETTER<br />

EFFECTSr<br />

DECISIONS.<br />

RUSH HAROLD<br />

1200<br />

CASE DF BEHAVIOR SCIENCE.<br />

A<br />

CONFERENCE BOARD RECORD VOL 5 NO 9, SEPTEMBER 1968<br />

THE<br />

6P<br />

SENSITIVITY-TRAINING<br />

GEORGE G. RAYMOND JR TOOK OVER THE PCSITION OF<br />

WHEN<br />

OF THE RAYMOND CORPORATION IN HIS FATHERS PLACEr<br />

PRESIDENT<br />

DECIDED THAT A NEW METHOD DE MANAGEMENT WAS NEEDED TO<br />

HE<br />

UP WITH LARGER COMPANIES HE DECIDED TO HIRE A<br />

KEEP<br />

MANAGEMENT CONSULIANT TO HELP HIM THEY FOUND<br />

PRCFESSIONAL<br />

THERE WAS A GREAT LACK DF COMMUNICATION BETWEEN ALL<br />

THAT<br />

OF EMPLOYEES THEREFORE THEY DECIDED TO HAVE THE<br />

LEVELS<br />

OF THE COMPANY AITEND SENSITIVITY-TRAINING<br />

EXECUTIVES<br />

DURING WHICH IHE MEN CPENLY TALKED OVER PROBLEMS<br />

SESSIONS<br />

TRIED TO GAIN INSIGHT INTO THE INFLUENCE THEY HAD ON<br />

AND<br />

AND VICE VERSA COMMUNICATIONS IMPROVED, AND ALONG<br />

OTHERS<br />

THIS PROFITS INCREASED NOW NEW SESSIONS HAVE BEEN<br />

WITH<br />

THE MANAGERIAL GRIDS, WHICH EMPHASIZE PRODUCTION AND<br />

ADDED,<br />

SKILLS. MORE AND MORE OF THE RAYMOND COMPANY<br />

MANAGERIAL<br />

ATTEND THESE SESSIONS, RESULTING IN AN UPWARD<br />

EMPLOYEES<br />

BUSINESS. MAY NOT BE REPRINTED<br />

MOVING<br />

8ERKWIIT, GEORGE J<br />

I20l<br />

IN SOFTWARE<br />

UP-TIGHT<br />

REVIEW VOL 92 NO. 4 OCTOBERe 1968. 5P<br />

DUNS<br />

PROGRAMMING<br />

LITTLE KNOWN TRUTH ABCUT SOFTWARE TODAY IS THAT<br />

THE<br />

AND USERS ARE AT EACH OTHERS THROATS EACH<br />

MANUFACTURERS<br />

THE OTHER OF DOING AN INADEQUATE JOB, AND EVERYONE<br />

ACCUSES<br />

INDUSTRY IS IN THE SAME STATE UP-TIGHT SEFTHARE IS THE<br />

IN<br />

OF PREPARING TO USE A COMPUTOR BY MEANS OF CODING<br />

PROCESS<br />

PROGRAMMING THE MAJOR SOFTWARE COSTS ARE FOR LABOR IN<br />

AND<br />

AND CODING, AND THIS IS ONE OF THE HOST<br />

PROGRAMMING<br />

QUANTITIES ON THE OTHER SIDEr USERS COMPLAIN<br />

UNPREDICTABLE<br />

MANUFACTURERS SUPPLY THEM WITH SOFTWARE THAT IS<br />

THAT<br />

AND SOON OBSOLETE THE MANY PROBLEMS OF SOFTWARE<br />

INADEQUATE<br />

DISCUSSED IN THIS ARTICLE<br />

ARE<br />

REYNOLDSr WILLIAM H.<br />

I202<br />

FOR THE BUSINESSMAN<br />

HEURISTICS<br />

BUSINESS TOPICSr VOL. 16r NED I, WINTER 1968r 9PP<br />

IS THE SIUDY OF METHODS OF DISCCVERY AND<br />

HEURISTICS<br />

AND A HEURISTIC IS A MAXIM OR PRGVERB OR A WAY OF<br />

INVENTICN,<br />

A PROBLEM WHICH MORE OFTEN THAN NOT WILL YIELD<br />

APPROACHING<br />

RESULTS. THIS PAPER IS CONCERNED PRIMARILY WITH<br />

USEFUL<br />

APPLICABLE TO PRCDUCT PLANNING, PRODUCT IDEAS AND<br />

HEURISIICS<br />

THAT ARE USEFUL IN SCREENING NEW PRODUCT IDEAS ARE<br />

THOSE<br />

SUGGESTICNS ARE MADE ON HOW TO AVOID BOTH<br />

DISCUSSED<br />

MYOPIA AND MARKETING HYPEROPIA. EVALUATION OF NEW<br />

MARKETING<br />

IS AN ESSENTIAL PART OF THE CREATIVE PROCESS<br />

IDEAS<br />

BRDADSTCNt JAMES A.<br />

1203<br />

CURVE WAGE INCENTIVES.'<br />

LEARNING<br />

ACCOUNTING VCL 49, N0.12 AUG. 1968 9P<br />

MANAGEMENT<br />

TIME-STUDIES<br />

APPEARS POSSIBLE THAT, THROUGH THE USE OF THE<br />

IT<br />

LEARNING CLRVE TIME ALLOWANCE CONCEPT AND THE<br />

VARIABLE<br />

LEARNING CURVE WAGE INCENTIVE SYSTEMS, THE PRESENT<br />

RESULTING<br />

FOR PRECISE TIME STUDIES AND THE CALCULATICN OF FIXED<br />

NEED<br />

STANDARDS WOULD BECOME QUITE UhNECESSARY EXCEPT PERHAPS<br />

TIME<br />

A CHECK ANO BALANCE SYSTEM. AN OPERATOR WHO LEARNS SLOWLY<br />

AS<br />

HAVE HIS BASE PAY FACTORED PROPORTIONATELY, WHILE ONE 1209<br />

WOULD<br />

QUICKLY AND SUSTAINING PRODUCTION WOULD RECEIVE A<br />

LEARNING<br />

BASE RATE IHERE WOLLD STILL BE A NEED FOR METHODS<br />

GREATER<br />

TO DETERMINE THE BEST WAY TO PERFORM TASK, BUT<br />

ANALYSIS<br />

THIS WOULD JUSTIFY EXTENSIVE QUANTITATIVE ANALYSIS<br />

WHETHER<br />

TO BE SEEN<br />

REMAINS<br />

COMPUTERS THE APPLICATION OF THIS CCNCEPT IS WELL<br />

WITH<br />

REACH, AND ITS ADOPTION WILL BRING INTO EXISTENCE<br />

WITHIN<br />

CURVE WAGE INCENTIVE PLANS THAT WILL MERE NEARLY<br />

LEARNING<br />

THE HUMAN IMPREVEMENT PHENOMENON WIIH INDUSTRIAL<br />

MATCH<br />

GOALS.<br />

ANDNYMOLS<br />

1204<br />

FOR MINCRITIES<br />

MORTGAGES<br />

SAVINGS AND LOAN hEWS VEL 89, kD IO OCT Ig&8, IP<br />

ASSOCIATIONS ARE GOING TO ACHIEVE THEIR BASIC<br />

IF<br />

OF FOSTERING HOME OWNERSHIP FOR PEOPLE WHO OTHERWISE<br />

PURPOSE<br />

NET OBTAIN IT, THEY WILL HAVE TO TAKE A SECOND LOOK AT<br />

COULD<br />

LNDERWRITING POLICIES WIIH REGARD TC LOANS TO MEMBERS<br />

THEIR<br />

RACIAL MINORITIES FAMILY SAVINGS CF LOS ANGELES HAS<br />

DF<br />

ITS POLICIES TD CONSIDER A WIFE INCOME AND INCOME<br />

MODIFIED<br />

MCUNLIGHTING, BE OPEN-MIhUED ABOUT DOMESTIC AND OTHER<br />

FREM<br />

WORK CONSIDER REASCNS FOR FREQUENT JOe CHANGES,<br />

DAY<br />

THAT FINANCE COMPANY CREDIT MAY HAVE BEEN THE ONLY<br />

RECOGNIZE<br />

SOURCE, AkC RELY EEAVILY ON CHARACTER ANO<br />

AVAILABLE<br />

CIRCUMSIANCES<br />

INDIVIDUAL<br />

FEDERAL SAVINGS CF FADSDEN, ALABAMA, REALIZES<br />

CDOSA<br />

A PAST BANKRUPTCY MAY HAVE BEEN AN UNNECESSARY RESULT<br />

THAT<br />

POOR COUNSELING AND THAT A SMALL NUMBER OF MISDEMEANOR<br />

OF<br />

ON THE RECORD OF A BLACK MAY HAVE BEEN DUE TO<br />

ARRESTS<br />

THESE ADJUSTMENTS OPEN UP POTENTIAL MARKET OF<br />

PREJUDICE<br />

HOME ORIENTED FAMILIES<br />

SIRONGLY<br />

LEWIS, MORGAN V MAY NOT BE REPRINTED<br />

1205<br />

OF TWO VIEWS OF VCCATIONAL GUIDANCE<br />

IMPLICATIONS<br />

OF HUMAN RESOURCES VOL 3 SUPPLEMENT SEPT 1968r<br />

JOLRNAL<br />

CHOICES<br />

SELF-CONCEPT<br />

PAPER PRESENTS SOME RESEARCH AND POLICY<br />

THIS<br />

OF TWO DIFFERING VIEWS OF VOCATIONAL GUIDANCE<br />

IMPLICAIIDNS<br />

VIEW EMPHASIZES THE ALLCCATION OF HUMAN RESOURCES THE<br />

ONE<br />

VIEW EMPHASIZES FACILITATING THE ACHIEVEMENT OF<br />

OTHER<br />

POTENTIAL OF WHICH VOCATIONAL PERFORMANCE<br />

INDIVIDUAL<br />

BUT ONE ASPECT. THE HISTORICAL INFLUENCES HAVE<br />

CONSTITLTES<br />

IN TWO EMPHASES THESE INFLUENCES HAVE COMBINED TO<br />

RESULTED<br />

A NUMBER OF THEORIES WHICH ATTEMPT TO EXPLAIN<br />

PRODUCE<br />

CHOICES AN EXAMPLE OF RESEARCH BASED ON<br />

VOCATIONAL<br />

THEORY IS PRESENTED RESEARCH DF TEE TYPE<br />

SELF-CONCEPT<br />

ALTHOUGH STILL EXPLORATORY HAS TENDED TO VERIFY<br />

DISCUSSED,<br />

VOCATIONAL CHOICES ARE DEVELOPMENTAL IN NATURE, NOT<br />

THAT<br />

EVENTS RESEARCH ALSO INDICATES THAT THE AVERAGE<br />

ONETIME<br />

IN THE NINTH OR TENTH GRADE IS NOT READY TO SELECT A<br />

STLDENI<br />

OCCUPATIONAL GOAL THE MAJOR RCLE OF VOCATIONAL<br />

SPECIFIC<br />

SHOULD BE TO PROVIDE WORK-ORIENTED STUDENTS<br />

EDLCATION<br />

FOR VOCATIONAL EXPLORATION<br />

OPPORTUNITIES<br />

CORAZZINI, ARTHUR J<br />

I206<br />

DECISION IO INVEST IN VCCATIONAL EDUCATION AN ANALYSIS<br />

THE<br />

OF HUMAN RESOURCES VOL 3 SUPPLEMENT 1968,<br />

JOURNAL<br />

BENEFITS<br />

COSTS<br />

PURPOSE OF THIS STUDY IS TO MEASURE THE ECONOMIC<br />

THE<br />

OF IHE VOCATIONAL-TECHNICAL SCHOOL TO IHE<br />

BENEFITS<br />

GRADUATE AND TO THE LOCAL COMMUNITY AND TO<br />

INDIVIDUAL<br />

THESE BENEFITS WITH THE ECONOMIC CCSTS EF<br />

COMPARE<br />

THE SCHGOL. TO THIS END, THE CURRENT AND CAPITAL<br />

MAINTAINING<br />

AND IMPLICIT COSTS DF THE COMMUNITY HIGH SCHOOL<br />

DIRECT<br />

IN WORCESTER, MASSACHUSETTS, ARE CALCULATED THESE<br />

SYSTEM<br />

CALCULATIONS, ALONG WITH ESTIMATES OF PRIVATE, DIRECT<br />

COST<br />

OPPORTUNITY COSTS ARE THEN USED IN THE OVERALL<br />

AND<br />

OF THE INVESTMENT IN VOCATICNAL EDUCATION. MAY<br />

EVALUAIION<br />

BE REPRINTED<br />

NOT<br />

PICRE MICHAEL J.<br />

I207<br />

TRAINING AND ADJUSTMENT TO TECHNOLOGICAL CHANGE<br />

ON-THE-JOB<br />

OF HUMAN RESOURCES VOL 3, ND 4, FALL 1968, 15P.<br />

JOURNAL<br />

DEBUGGING<br />

INNOVATION<br />

THE ABSENCE DF TECHNOLCGICAL CHANGE, ON-THE-JOB<br />

IN<br />

TAKES PLACE IN THE PROCESS OF PRODUCTIUN WHEN<br />

TRAINING<br />

OCCURS TRAINING ALSO TAKES PLACE IN THE PROCESS OF<br />

CHANGE<br />

INSTALLATION, AND DEBUGGING OF NEW EQUIPMENT<br />

INNOVATION,<br />

TRAINING, PRODUCTION, AND INNOVATIONS SHOULD<br />

ANALYTICALLY,<br />

VIEWED AS JOINT PRODUCTS OF A SINGLE PROCESS THE JOINT<br />

BE<br />

SINGLE PROCESS RELATIONSHIP ENTRAINS MECHANISMS<br />

PRODUCT,<br />

ACT TO PREVENT STRUCTLRAL IMBALANCES IN THE LABOR<br />

WHICH<br />

THE RELATICNSHIP ALSO SUGGESTS THAT IMBALANCES ARE<br />

MARKET<br />

TO APPEAR AS JOB VACANCIES MATCHED BY WORKERS<br />

UNLIKELY<br />

BUT LNQUALIFIEO TO FILL THE VACANT JOBS FINALLY,<br />

UNEMPLOYED<br />

NATURE OF ON-THE-JOB TRAINING AND ITS ROLE IN<br />

THE<br />

TO TECHNELOGICAL CHANGE SUGGESTS NEW<br />

ADJUSTMENTS<br />

OF LABOR PRCDUCTIVITY AND JOB VACANCY DATA<br />

INTERPRETATIONS<br />

NOT BE REPRINTED.++<br />

MAY<br />

BOWLES, SAMUEL LEVIN, HENRY M<br />

I208<br />

DETERMINANTS OF SCHELASTIC ACHIEVEMENT AN APPRAISAL<br />

THE<br />

JOLRNAL OF HUMAN RESOURCES VOL 3m NO le WINTER I9688<br />

STUDY ASSESSES SOME OF THE MORE HIGHLY PUBLICIZED<br />

THIS<br />

CONTROVERSIAL CONCLUSIONS CF EQUALITY CF EDUCATIONAL<br />

AND<br />

BY JAHES COLEMAN ET AL THE CDLEPAN REPORT<br />

CPPORTLNITY<br />

BY THE L.S. OFFICE OF EDUCATION IN 1966t CONCLUDED<br />

PUBLISHED<br />

PER-PUPIL EXPENDITURES AND SCHOOL FACILITIES SHOW VERY<br />

THAT<br />

RELATIONS TO STUDENT ACHIEVEMENTS LEVELS, AND THE<br />

LITTLE<br />

OF A STUDENIS PEERS CN HIS ACHIEVEMENT LEVEL IS MORE<br />

EFFECT<br />

THAN ANY OTHER SCHOOL INFLUENCE THE PRESENT PAPER<br />

IMPORTANT<br />

THE DATA AND THE STATISTICAL ANALYSIS ON WHICH<br />

SCRUTINIZES<br />

FINDINGS ARE BASED IT IS SUGGESTED THAT BECAUSE OF<br />

THESE<br />

MEASUREMENT OF SCHCOL RESCURCESr INADEQUATE CONTROL FOR<br />

POOR<br />

BACKGROUND, AND INAPPROPRIATE STATISTICAL TECHNIQUES<br />

SOCIAL<br />

IN THE PRESENCE OF INTERDEPENDENCE AMONG THE<br />

USED<br />

VARIABLES, MANY DF THE FINDINGS OF THE REPORT<br />

INDEPENDENT<br />

NOT SUPPORTED MAY NET BE REPRINTED<br />

ARE<br />

HIRSCHEL<br />

KASPERr

1210<br />

PAYMENTS ANC WORK INCENTIVE SOME DETERMINANTS<br />

WELFARE<br />

OF HUMAN RESOURCES VOL 3, NO I WINTER 1968 24P<br />

JOURNAL<br />

ASSISTANCE PAYMENTS<br />

RATES<br />

PAPER PRESENTS AN ANALYSIS OF THE DETERMINANTS OF<br />

THIS<br />

PROPORTION OF PEOPLE RECEIVING ONE FORM OF PUBLIC<br />

THE<br />

GENERAL ASSISTANCE PAYMENTS WE DEVELOP A MODEL<br />

ASSISTANCE,<br />

SOMEWHAT MORE COMPLETE THAN THOSE DF EARLIER STUDIES<br />

WHICH<br />

INCLUDING MORE APPROPRIATE MEASURES OF THE ECCNOMIC<br />

BY<br />

WHICH AFFECT THE LIKELIHOOD CF PEOPLE RECEIVING<br />

FORCES<br />

P OUR RESULTS SUGGESTS THAT LABOR-MARKET CCNDITIGNS,<br />

G.A<br />

THE LNEMPLOYMEhl RATE DURING THE RECENT PAST<br />

PARTICULARLY<br />

THE MOST CONSISTENT EXPLANATION OF VARIATIONS IN THE RATE<br />

IS<br />

ASSISTANCE THE LEVEL OF THE PAYMENTS TEMSELVES SEEM TO<br />

OF<br />

A DISTINCTLY SECONDARY RGLE THESE CUNCLUSIONS HOLC FOR<br />

PLAY<br />

THE NUMBERS OF FAMILIES AND INDIVIDUALS ON GENERAL<br />

BOTH<br />

IN ACCITIDN, WE SHOW THAT THE RECENT CONTROVERSY<br />

ASSISTANCE<br />

THE EFFECT GF THE LEVEL OF G A CN THE DEMAND<br />

REGARDING<br />

ASSISTANCE IS LIKELY TO BE A MATTER OF MODEL<br />

FOR<br />

MAY NCT BE REPRINTEO<br />

SPECIFICATION<br />

JOHN P WERNIMONT, PAUL Fo<br />

CAMPBELL<br />

SAMPLES, AND CRITERIA<br />

SIGNS,<br />

OF APPLIED PSYCHOLOGY VOL 52, NC 5, OCT 1968, 4P<br />

JOLRNAL<br />

EMPLOYMENT<br />

JOB-BEHAVIOR<br />

A NEW EMPHASIS IN THE PREOICTION OF FUTURE JOB<br />

PROPOSES<br />

THE ESSENCE OF THE SUGGESTED IS THE ESTABLISHMENT<br />

BEHAVIOR<br />

CONSISTENCIES BETWEEN RELEVANT DIMENSIONS OF JOB-BEHAVIOR<br />

OF<br />

PREEMPLOYMENT-BEHAVIOR SAMPLES OBTAINED FROM REAL OR<br />

AND<br />

SITUATIONS IF SAMPLES INSTEAD DF SGNS ARE<br />

SIMULATED<br />

A NUMBER CF PREDICTICN AND MEASUREMENT PROBLEMS<br />

EMPLOYEC,<br />

TO BE ALLEVIATED OR AT LEAST CONFRONTED MORE DIRECTLY<br />

SEEM<br />

EMERGING TECHNOLOGY OF BEHAVIOR SAMPLING ANO MEASUREMENT<br />

AN<br />

APPEAR TO PUT THESE GOALS WITHIN REACH MAY NOT B<br />

WOULD<br />

REPRINIEDo+÷<br />

191

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